Принципы управления развитием EPM-систем
At present, enterprise performance management (EPM) systems are widely used in practice, because they facilitate strategic decision-making and contribute to improved information transparency of organizations. However, methodological issues related to managing the development of such systems seem to be insufficiently investigated and elaborated.
The purpose of the study is to formulate and justify fundamental principles for managing EPM systems’ development. These principles derive from peculiarities of EPM systems themselves and the features of their development management. In particular, the features of EPM systems are complexity and modular structure, large-scale scope, the long-term nature of planning, monitoring and analysis, use of aggregated information – both financial and non-financial. The features of managing development of EPM systems include the implicit nature of the resulting economic benefits, influence of stochastic factors, as well as availability of “complicated” projects (with uncertain outcomes, ability to reexecute and multiple variants of implementation).
As a result, the basic principles of managing development of EPM systems can be formulated. There are the principles of a system, the going concern, business alignment, value for money, program management, alternativeness, feasibility, stochasticity, as well as resources aggregation.
The significance of these principles is explained by the fact that they can be used as a basis for an integrated process of managing the development of EPM systems. These principles are also valuable for formalizing certain elements of the management process, such as assessment of the maturity level of EPM systems, the formation of potential development programs, simulation of implementation of the development programs, as well as decision-making regarding selection of development programs for implementation.
The objectives of the conference: analysis and development of approaches, methods and tools of business performance management based on modern intellectual technologies, BPM systems for process management, service oriented architectures and knowledge management.
Since 2014 the expenditure side of the Federal budget and some budgets of Russian regions have based on the state programs. This fact has generated a lot of debate and disagreement among researchers. Practice of foreign countries confirms the validity and feasibility of this format of state bodies performance management. However, the performance planning and monitoring of public authorities has not only important advantages but also some uncontrollable negative consequences that are called "performance paradoxes".
In this research authors developed methodology of "performance paradoxes" identification, which can occur during the implementation of state programs. Thus, an attempt was made to move from conceptual notions of "paradoxes of performance" to the instrumental level of study, which allows to provide a systematic approach to the identification and prevention of side effects arising from the performance evaluation system, documents of program planning.
Upon review of the three state programs of the Perm region some significant “performance paradoxes" are determined. These performance paradoxes are explained by the complexity and diversity of policy, and redundancy of performance indicators assigned to the programme interventions.
In the paper basic principles and general approach to development of Performance Management Systems (PMSs) are discussed. It is considered that development of PMSs should rely on certain principles, each of them is described in details. Finally, a two-level managerial approach to PMS design and development planning is proposed. The top level, related with PMS in whole, is considered within the bounds of three generic stages – functional modeling, dynamic modeling and finalizing.
Performance Management: Designing the High-Performing Organization. Conference Proceding, Aarhus, Denmark
The paper focuses on possibility of combination of discrete-event simulation and expert based approach in the process of evaluation of al-ternative development programs of performance management systems and selection of one of them for implementation. Such tools as timed stochastic Petri nets, specialized simulation software, as well as decision support in-formation systems are considered. Practical application of the advanced recommendations allows increasing justification of decision making in the field of selection of programs for performance management systems devel-opment.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
The manual is intended for students of Department of computer engineering MIEM HSE. In the textbook based on the courses "Economics of firm" and "the development strategy of the organization." Discusses the key conceptual and methodological issues of the theory and practice of Economics and development planning of the organization. The use of textbooks will enable students: to analyze key performance indicators, and use the tools of strategic analysis with reference to concrete situations in contemporary Russian and international business. Special attention is paid to the methods and systems of information support of the life support functions of business organizations and management methodology of innovation and investment. An Appendix contains source data for analysis of competition in a particular industry.
The paper provides a number of proposed draft operational guidelines for technology measurement and includes a number of tentative technology definitions to be used for statistical purposes, principles for identification and classification of potentially growing technology areas, suggestions on the survey strategies and indicators. These are the key components of an internationally harmonized framework for collecting and interpreting technology data that would need to be further developed through a broader consultation process. A summary of definitions of technology already available in OECD manuals and the stocktaking results are provided in the Annex section.
Over the last two decades national policy makers drew special attention to the implementation of policy tools which foster international cooperation in the fields of science, technology, and innovation. In this paper, we look at cases of Russian-German collaboration to examine the initiatives of the Russian government aimed at stimulating the innovation activity of domestic corporations and small and medium enterprises. The data derived from the interviews with companies’ leaders show positive effects of bilateral innovative projects on the overall business performance alongside with major barriers hindering international cooperation. To overcome these barriers we provide specific suggestions relevant to the recently developed Russian Innovation Strategy 2020.