Abstract
The article describes the solution of the problem of constructing a mathematical model that describes the behavior of indicators of the level of maturity of a company’s business processes as a dynamic management system. This work was carried out in the course of solving the problem of developing a system for managing the level of maturity of the enterprise’s business processes. The set of maturity indicators for a company’s business processes is described as a dynamic model in discrete time of a control system in a deterministic formulation. The identification of the parameters of the dynamic model is made on the basis of the data on the maturity of the company’s business processes collected at the operating machine-building enterprise. It is shown that a dynamic model of a control system in discrete time in a deterministic formulation adequately describes the behavior of a system of indicators of the maturity of a company’s business processes. The resulting model reproduces the available experimental data on changes in the levels of organizational maturity in the company. It shows plausible behavior when predicting a process based on various input data in a real-world expected range of input parameters.
Highlights
The problem of managing the maturity of business processes In the modern world, business process management is one of the key management technologies
We describe the process of increasing organizational maturity in the form of a linear dynamic system in a deterministic formulation, excluding the effect of interference: x(t) Ax(t) Bu(t)
Conclusion the proposed method of planning and evaluating the process of managing the maturity of business processes allows you to create a mathematical model of organizational development in terms of the theory of dynamic systems management
Summary
The problem of managing the maturity of business processes In the modern world, business process management is one of the key management technologies. 1. Selected standard of organizational maturity To build a set of indicators of maturity as a managed system, this paper adopts the ISO 9004-2018 standard “Quality management – Quality of an organization – Guidance to achieve sustained success” [10]. In the process of implementing projects to improve the management system, the level of a specific element of organizational maturity increases in proportion to the number of resources invested in the development of this element. The following indicators are taken into account when planning and implementing the organizational maturity management process: o Schedule of increasing the level of maturity of the organization by elements over time; o Resource costs (in monetary terms) for projects to improve organizational maturity
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