Development of an information system for “accounting for work with clients” using the example of Kirovenergosbyt OJSC. The procedure for working with personnel at the enterprise

Today, many medium-sized companies are seriously thinking about creating a full-fledged personnel service in their structure. The times when the head of the company himself selected, taught, and paid all employees are increasingly becoming a thing of the past. Managers are gradually delegating HR management functions to line managers, their deputies, and HR officers. But companies have more and more problems in this area: candidates make too high demands, although they themselves do not meet the minimum required level; workers complain about inhuman working conditions: intrigues appear in companies, which consume all the staff’s efforts; employees change jobs like gloves, and employers don’t know how to keep them.

It no longer makes sense to ignore the issues of centralized personnel management. To do this, it is necessary to create a full-fledged personnel service, and not a personnel department of two people. But building a service from scratch, and not an ideal one, but exactly the one that the company needs at the moment, is not an easy task. This case describes such a situation.

Organization characteristics

Business profile: commercial and industrial holding, household appliances.

The number of personnel is about 200 people.

The period of operation on the Russian market is 10 years.

General situation

You headed the newly created personnel service. The first acquaintance with the company (from observations, studying documentation and conversations with managers) revealed the following situation:

1. Over the 10 years of its existence, the company has achieved good results and occupies a stable position in its market segment. The company has grown rapidly and continues to grow, its own production has been opened, a dealer network has been formed, and it is planned to expand sales channels.

2. The leader is a charismatic person, accustomed to making decisions quickly and individually. He clearly understands the company's development strategy, but rarely talks about it. Even the immediate environment has a very vague idea of the development prospects. The manager is not used to discussing his decisions; he believes that everything is already clear. The first person is sorely short of time; in the end, whoever manages to “catch” him will decide the issue.

3. Grassroots specialists are quite qualified, but there are few competent managers. Managers often work like specialists, letting the work of their departments run its course. Often they simply do not have enough time to engage in proper management, because they constantly perform functions that are unusual for them, as well as instructions from the first person. The boundaries of responsibility of the heads of departments are not clearly divided, it happens that the same task is given to two departments at once, although they seem to solve different tasks. Many managers grew up in the company from the very bottom, there are even those who have been working since the company was founded.

4. In general, the atmosphere in the team is friendly and creative. The director infects everyone with his enthusiasm. An open door style is preached; any employee can come and talk to the manager. Often the ideas of ordinary employees are actively supported and implemented. It happens that the implementation of an idea is hampered at the level of middle managers, because they do not understand its meaning.

5. Some areas of tension are observed regarding labor assessment and methods of calculating wages. There are practically no bonuses in the company, only salaries. The manager himself agrees on the amount of salaries when hiring. There are no systematic salary reviews. Salary can increase if you go and ask.

6. The turnover is low, but staff is constantly needed, because the company is growing. The heads of departments are responsible for the selection themselves, since there are only two people in the HR department who only have time to keep personnel records. In addition, the director himself takes an active part in the selection, meeting with all candidates for all positions.

7. It is not customary for the company to draw up regulatory, normative and administrative documents. Apart from orders on admission and dismissal, no other administrative documents are drawn up. There are no Regulations on departments, job descriptions, Regulations on the motivation system, selection, etc. All issues are resolved on a routine basis. Deadlines (if they are set) are regularly violated.

EXERCISE:

1. Identify problem areas in the field of human resource management.

2. Outline a long-term plan for the work of the personnel service.

3. Determine the structure of the personnel service, distribute functions between employees, taking into account the fact that you are unlikely to be able to hire more than two new specialists at once.

4. Identify priority actions that can be implemented quickly.

Solution of the case “Building a personnel management system: where to start?”

We highlight the following problem areas.

1. The charisma of the first person and his habit of single-handedly managing the company - this is reminiscent of a situation when, in war, convoys lag behind the advanced units.

2. There are no strong managers among the top management (this is not directly stated in the task, but is implied). And indeed, where will they come from if the management culture does not contribute to this?

3. Inconsistency of management culture with the size of the company: although the organization has outgrown the level where it was possible to do without job descriptions, established document flow, procedures, etc., they still do not exist.

4. There is no “middle management” - those who do 80% of management work.

5. Constant shortage of personnel due to the development of the company and the market.

Based on an assessment of the current situation, we outline a long-term work plan for the personnel service.

1. Form the very service of the personnel of the company.

2. Set up the workflow and create the necessary regulations.

3. Create and implement a personnel reserve program aimed at creating a layer of professional managers in the company.

4. Streamline motivational schemes, career and training chains, etc.

5. Attract strong top managers from outside.

6. Create a system of corporate training.

7. Establish interaction with external resources in the field of search, recruitment, selection and training of personnel.

8. Develop a system of "information circulation" within the company.

To achieve the assigned tasks, it is necessary to create a personnel service with the following structure:

HR director;
personnel officer;
search and selection specialist;
training and development specialist;
analyst-methodologist (for developing regulations, etc.).

Priority measures:

convince management of the correctness of the proposed plan;
discuss and clarify the plan on the company’s internal web resource;
involve the most active supporters from among employees in the process;
staff the service;
select strong top managers;
find contractors for the search and selection of personnel, for the training of line managers and senior managers.

How, after all, to develop a really working KPI system in a company? There are many methods, there are separate examples, but it is practically impossible to find an algorithm for developing a real KPI system. We offer an algorithm for developing a KPI system from scratch (when there is nothing yet), ending with the final result - a working system.

In this article I will try to give an algorithm for creating a KPI system in the company as a whole. Using the example of an IT design company implementing large and technically complex projects.

I'll start with the main thing. The questions that usually come up are:

Where can I get these same KPIs, and what should they be? Will these KPIs be achievable, and how to determine this?
Which KPIs are important and which are not?
How can you use KPIs to link the key areas of a company’s activities, so that KPIs for marketing do not contradict KPIs for sales?
What project implementation methodology should be used? Let's say we chose the Balanced Scorecard (BSC) methodology - Balanced Scorecard. What should you do next?
How to start such a project, and how should it end? Etc.

There are a lot of questions. The answers, as usual, are many times smaller.

If a company has a business development strategy, strategic goals are the basis for strategic KPIs, which are easy to decompose into individual divisions of the company. We will not consider this case in this article.

Consider the algorithm for creating a KPI system when there is no business development strategy in the company. Step by step.

Step 1. Select the methodology for implementing the project to create a KPI system

For example, the Balanced Scorecard (BSC) methodology. These are the classic 4 “walls” ( rice. 1). The gist in short:

A. Finance. Finance in the company is provided, after all, by sales of goods and services.

B. Sales. In order for everything to be normal with sales, technologies / products are needed - those that are in demand by the market and those that can be offered (sold) to the market.

C. Technologies/Products. In order for everything to be normal with technologies / products, specialists are needed - people who create them.

D. People. In order for people (capable of this) to create competitive products, they need to be paid, they need to be trained and developed, etc. Then they will create products, products will be sold, and the company will be in order financially. Then the company will be able to invest in people again and again to create new technologies / products. Technical specialists (production personnel) implement projects for which customers, in fact, pay money.

Rice. 1. Very simplified essence of the Balanced Scorecard (BSC) methodology - a balanced scorecard

Step 2. Forming the structure of the company’s main areas of activity

For example, for a project company, this is:

"Wall" A

1. Finance. Simple parameters: income, expenses (payments to suppliers, salaries, rent, overdraft rates, foreign exchange losses, taxes, etc.), profits, etc.

A set of more complex macro parameters. Somehow: liquidity indicators, capital structure, business profitability, business activity and others will not be considered in this article.

"Wall" B

2. Sales.

3. Marketing.

"Wall" C

4. Key areas of development(their condition). Let's say this is the modernization and expansion of the product line.

5. Presale.

"Wall" D

6. Production(implementation of projects).

7. HR(personnel Management).

A comment: It is worth noting that many companies add their own “walls” (5th, 6th) to the classic 4th “walls”, which are the most important in the company’s activities. For example, a logistics block.

Step 3. Determine the areas that we want to strengthen

Or areas in which we have obvious “points of failure.” “Failure points” are not complete business failures. This is something that doesn't work, or doesn't work very well. The task is clear - to eliminate “points of failure.” There are such “points of failure” in every company.

Sample task. Let's say that, in general, everything is more or less normal with us, except for the fact that Industry Segment 1 stopped making a profit, but we see that it is promising Industry segment 2(or a new promising niche) that you urgently need to start working with.

Example of an action plan:

Prepare/adjust product line for new Industry segment 2(for short - a new industry - “BUT”). This is the “wall” of S.
Find a professional sales director for "NO". This is “wall” B and D, since this is the task for the company’s sales director and for HR:

Develop a client profile “BUT”. This is "wall" B.
Develop a profile of the director of "NO". This is "wall" B.
To develop the main parameters of the motivation of the director of "NO". This is "wall" B.
Develop a motivation sheet for the director of "NO" and agree on it. This is "wall" D.
Carry out a search/hunting for the director of "NO". This is "wall" D.

Form a new industry department - for short - “NOD” - (budget, responsibility centers, staffing, etc.). This is "wall" B:

Assign tasks to the director of "NOD". This is "wall" B.
Develop the main parameters of the motivation of sellers of "NOD". This is "wall" B.
Develop motivation sheets for “NOD” sellers and approve them. This is "wall" D.
Transfer some of the sellers, hire some to work at NOD, and possibly fire some. This is "wall" B and D.

Set pre-sale tasks to promote the company’s solutions in “NO”. This is "wall" D.

Set marketing tasks to promote the company’s solutions in the “BUT”. This is "wall" B. Etc.

Example of a tree of goals and KPIs

"Wall" C

KPI (Technical Director):

Prepare/adjust the product line for “BUT”.
Set pre-sale tasks to promote the company’s solutions in “NO”.

"Wall" B

KPI (company sales director):

Develop a client profile “BUT”.
Develop a profile of the director of "NO".
Develop the main parameters of motivation for the director of “NO”.
Form a “NOD” (budget, responsibility centers, staffing, etc.).
Assign tasks to the director of “NOD” (after HR finds the director).
Set marketing tasks to promote the company’s solutions in the “BUT”.

KPI (directors of "NOD"):

Develop the main parameters of motivation for “NOD” sellers. Coordinate them with the company's sales director and transfer them to HR.
Look at sellers (existing and new), make decisions.

"Wall" D

KPI (HR Director):

Develop a motivation sheet for the director of “NO” and coordinate it with the company’s Sales Director.
Search/hunt for a “NO” director (find a professional sales director).
Develop motivation sheets for “NOD” sellers and coordinate them with the “NOD” director.
Search/hunt sellers in "NOD".
Transfer some of the sellers, hire some to work at NOD, and possibly fire some.

A comment: It is clear that there are tasks for “wall” A - to plan new expenses in the company’s budget, etc.

So, we have formed a tree of goals and set goals and objectives that will ensure the creation of a new industry department (SOD):

The department will need to be headed by a sales director who is professional in this industry.
We have planned all the necessary actions related to closing or downsizing Industry direction 1, if it cannot be closed yet.
The technical department, marketing, HR and pre-sales have been assigned appropriate tasks, which must do their part of the work, according to their profile, and support the new direction “on all fronts”.

Dear reader, you will probably think: “It’s easy to say: hire a professional sales director for a new industry segment!” Difficult! How did the author do it? I formed several lists for HR:

List No. 1. Large and medium-sized companies in which it makes sense to look for a director or deputy director of a similar direction. It doesn't work, then:
List No. 2. Smaller companies where it makes sense to look for a director. The person will grow a little, but he will be within a more established company. And for him this will be career growth. It doesn't work, then:
List No. 1. Look for a strong salesperson, not a manager, in large and medium-sized companies. Also for growth. It doesn't work, then:
List No. 1. Look for a director close to your industry, taking into account his ability to master a new industry.
And so on. There were other options.

By the way, the HR service, having received such lists, could quickly figure out where and who to look for. As a result, candidates usually found.

KPI details can be generated using, for example, the well-known S.M.A.R.T goal setting methodology. That's why step 4.

Step 4. Study the goal setting methodology that will be used when setting goals

For example, the goal setting methodology S.M.A.R.T.

Go ahead. We have identified areas that we want to strengthen. Or areas in which we definitely have “points of failure.” What's next? Next, we develop an action plan (see example above) that will allow us to strengthen these areas and/or eliminate “failure points.” Without a holistic action plan, it is not realistic to build a KPI system that will unite the work of various company services. In any case, it's quite difficult.

Step 5: Develop an Action Plan

In Step 3, I showed an example of an action plan, not the most trivial, but which can be implemented, and such action plans are quite often implemented by companies. What is important is a meaningful approach to solving problems!

Step 6. Checking the action plan for feasibility

Experience shows that more often than not, it is immediately clear which points of the plan are definitely feasible. The main thing is to look carefully at those points that clearly raise doubts. And either think a little (for example, brainstorm), or involve experts, or perhaps take another, simpler path. But you should not set clearly impossible (unattainable) goals and objectives!

Step 7. Building a tree of goals (and tasks)

So, there is an action plan. There are goals and objectives. All that remains is to build a tree of goals (and tasks) and assign responsibility. If new Responsibility Centers have appeared - well, these functions did not exist before - then it is necessary to modify the organizational structure of the company in accordance with the new Responsibility Centers. This is, in general, how companies grow.

Step 8. Formation of a list of KPIs with the appointment of responsible employees for specific KPIs

An example of a tree of goals and the formation of a list of KPIs based on an action plan is given in the example above.

Step 9. Formation of motivation sheets

Until quality goals similar to those (given above) appear in the motivation sheets (and in the example above there is not a single financial goal!), the KPI system will not work! It will remain “on paper”. What is given in the example above is what needs to be done urgently! Exactly in order not to “accumulate” a bunch of extra costs, and what’s even worse - losses, and exactly in order to ensure the further growth of the company as quickly as possible. Of course, financial!

How to implement such a project

I very often hear “we tried, but it didn’t work!” There are quite a few reasons why such projects do not reach the operational stage and the final result.

We often forget that a person is not a machine. Therefore, based on my own experience, I would recommend the following:

1. Start with small pilot projects, limited by the company’s areas of activity and the range of tasks. The goal is simple - quickly develop a skill. It is not at all necessary to immediately put the developments into action. You can simulate the situation (see point 3).

It is not always effective to launch a large and complex project.

Example. Motivation systems in large companies, as a rule, take 2–3 years to perfect. In one of the companies I worked for, we arrived at a balanced new motivation system only after 3 years. Moreover, already in the first year a fairly good and correct motivation system was developed. The second year we had to make her more aggressive. In the third year, the motivation system was already balanced, including by the market, and tested in practice for 2 years. Of course, subsequently the motivation system was adjusted every year.

2. Small pilot projects are best done in the simplest and most understandable tools (for example, Word or Excel). To start. The main thing is the content of such projects, “put on paper”. When implementing a very small task, mistakes made (and they will be!) can be quickly corrected.

3. Carry out a full cycle of modeling - from solving a small problem to forming KPIs with the conditional “appointment” of those responsible and the formation of conditional motivation sheets.

This will protect you from mistakes and give you initial experience. This will be the beginning of practice and the beginning of creating a KPI system.

Example. Let’s say the company does not have motivation sheets (yet), there is no KPI system (yet), and the company has not previously implemented this project. How to simulate the situation? Execute paragraph 1–3. KPIs should not be assigned (!), and motivation sheets should not be handed out (!). Just entrust the responsible manager with what is prescribed for him. And then compare what was planned and what actually happened.

It is extremely important to try to avoid “classic” mistakes. To do this you need to do the following:

1. Be sure to formulate the final goals of the project to create a KPI system. The goal - “set KPI” - is “clear”. But this is the same as “increase business efficiency”, “ensure further growth of the company”, etc. I will give an example of the range of practical goals for creating a KPI system:

Goal 1.1: checking the competencies of managers and key employees in order to identify “points of failure” (incompetent employees) and promising employees (capable of growth). Still, key performance indicators should (and do!) show efficiency and inefficiency.
Goal 1.2: checking the effectiveness of the company’s business areas (sales, production, pre-sale, marketing, etc.) for the same purpose.
Goal 1.3: checking the effectiveness of business processes and communications in the company. Most major goals and objectives are implemented by various departments. The growth of the company depends on the coherence of their work. No more and no less! This is the very efficiency that we often talk about.
Goal 1.4: testing managers' ability to set achievable goals (and objectives), their mastery of goal setting, etc.
Goal 1.5: Testing the company's ability to achieve its goals and objectives.
Goal 1.6: checking the achievement of set goals and objectives, as well as comparing “where we wanted” and “where we arrived.” A very interesting goal! Let’s say we were striving for one thing, but the market “corrected” the company’s movement, and the company achieved better results! It rarely happens, of course, but it does happen. This is a good reason to analyze last year’s business planning, taking into account the KPIs set, and draw conclusions. Excellent result!

2. The action plan must be checked for feasibility so that it does not contain unattainable goals (and tasks).

3. Be sure to appoint responsible for specific KPIs. At least simulate it (for starters). So that it does not turn out that no one is really responsible for specific KPIs.

4. A project to create a KPI system must end with motivational sheets. So that the generated KPIs do not turn out to be “outside the law”. If this is a pilot project, let it be several KPIs for a period of 2–3–4 months. This is also correct. Etc.

Case study based on the Balanced Scorecard (BSC) methodology

I will give an example based on the above, taking into account the mentioned methodology and in the form of a sequence of practical actions. Let's say you start at the top of "Finance" and you are worried about the "margin" indicator. It is clear that there are a lot of ways to increase the marginality of projects, so there is no point in listing all these methods. You need to choose methods specific to your company, and also identify the reasons for insufficient margins.

So, a very conditional plan - just for example:

KPI-1. Increase project margins by no less than 7% over a period of no more than 6 months.
Let’s say the key reasons for insufficient project margins are the following (conditionally):

High project costs due to failure to complete projects on time.
Most projects themselves do not have sufficient margins. Further, we often miss deadlines and budget, and the margin becomes even smaller.
There is no opportunity to select more profitable projects from the existing portfolio of projects. There are already few projects, and there is almost no portfolio of potential projects.
The high cost of purchasing equipment for projects, which does not add to the margin.
There are no unique (almost unique or high-quality) services due to which the company can “charge” additional money for projects. Etc.

From here, KPIs of the next level “grow” for a number of company services. Namely (again - conditionally):

KPI-1-1(for the Technical Directorate and Project Managers (PM)): completing projects on time and within the project budget. KPIs for the project were met - the RP received a bonus. No - you need to figure out why, and perhaps change the RP.
KPI-1-2(for the Marketing Block): calculate industries, segments and niches that are more solvent than those with which the company operates today. Prepare a presentation and justify your proposals. During<такого-то срока>.
KPI-1-3(for the Sales Unit): create a portfolio of projects with a volume of at least<такого-то>, for at least<такого-то срока>(in close cooperation with marketing, so as not to waste time). To have the opportunity to select projects for implementation.
KPI-1-4(for the Procurement Block) not yet. Initially, you can set a task - work out and give suggestions on how to reduce the cost of purchased equipment for projects. Etc.

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INTRODUCTION

The modern scientific and technological revolution introduces a new concept into use - the information age. The agrarian society based on land and labor was replaced by an industrial society based on capital and labor. Capitalized or high-tech labor became the driving force of the era of industrialization. Currently, the industrial society is being replaced by an information society, the basis of which is information technology.

Information is the only type of resource that not only does not deplete, but also increases, improves qualitatively and at the same time contributes to the most rational and efficient use of all other resources, their conservation, and in some cases the expansion and creation of new ones. Information also has the property of self-reflection and the ability to extract knowledge from the environment to solve and implement problems.

Information resources are an integral concept that includes the complete set of information generated in the process of life as a whole. On the other hand, information resources are individual documents and arrays of documents in information systems (libraries, archives, data banks, other information systems).

In the activities of large firms, which are complexes of a large number of daily connected and interacting enterprises located in different countries, the transfer of information is an indispensable and primary factor in the normal functioning of the company. At the same time, ensuring the efficiency and reliability of information is of particular importance. For many companies, the internal information system solves the problems of organizing the technological process and is of a production nature.

Information should be considered as a certain set of various messages, information, data about relevant objects, phenomena, processes, relationships, etc. Thus, a necessary condition for the successful functioning of any complex system (including economic, technical, military, etc.) is the normal functioning of the following processes:

a) targeted collection, primary processing and provision of access to information;

b) channels for organizing user access to collected information;

c) timely receipt of information and its use for decision-making.

The main problem in collecting the necessary information is to ensure:

Completeness, adequacy, consistency and integrity of information;

Minimizing the technological lag between the moment of origin of information and the moment when access to information can begin.

This can only be achieved with modern automated techniques based on computer technology. It is essential that the information collected is structured to suit the needs of potential users and stored in a machine-readable form that allows the use of modern access and processing technologies.

The topic of the diploma project is “Development of an information system “Accounting for work with clients” using the example of OJSC “Kirovenergosbyt””.

The subject of this diploma project is the principles of creating automated information systems.

The object of the study is an automated information system.

The goal of the diploma project is to develop an information system based on new information technologies and telecommunications.

This goal can be achieved by sequentially solving the following tasks:

1) analyze the subject area;

2) create an information system project;

3) study and select information systems development tools;

4) study and analyze existing information systems in this area;

5) develop an information system;

6) describe the method of operating the created information system;

7) determine the prospects for the development of the created information system.

REVIEW AND ANALYSIS OF SCIENTIFIC AND TECHNICAL INFORMATION

Modern society is called information society. At the same time, they mean that a significant part of society is engaged in the production, storage, processing and sale of information, as well as its highest form - knowledge. The peculiarity of this society is the continuous exchange of information.

The widespread development of computer technology and telecommunications has made it possible to collect, store, process and transmit information in such volumes and with such efficiency that were previously unimaginable. Thanks to new information technologies, human production and non-production activities, his everyday sphere of communication are truly expanding without limit due to the involvement of experience, knowledge and spiritual values developed by world civilization. The economy is characterized less and less as the production of material goods and more and more as the creation and distribution of information products and services. For the new economy, information becomes the same as oil and its derivatives became for the industrial economy: it turns into “fuel” for the acquisition of knowledge necessary in the conditions of the new century.

Modern production and service technologies, production of products and services, are unthinkable without information technologies that meet the information needs of management, production, supply, trade, sales and other functional departments of enterprises. Information technologies make it possible to rationally manage all types of enterprise resources.

Managing a modern enterprise in a market economy is a complex process, including the selection and implementation of a certain set of management influences over current time periods in order to solve the strategic task of ensuring its sustainable financial and socio-economic development. Information technologies, which have reached a new qualitative level in the last decade, significantly expand the possibilities of effective management, since they provide managers, financiers, marketers, and production managers of all ranks with the latest methods of processing and analyzing economic information necessary for decision-making.

Information systems expand the professional capabilities of specialists and allow the activities of an economic entity to be carried out more rationally, purposefully and economically, and, therefore, more efficiently.

Modern specialists must not only have the necessary knowledge, but also clearly understand that the implementation and use of information technologies are key to ensuring the effective competitiveness of the organization, and the solution to emerging problems can only be achieved by a reliably functioning information system, not only permeating all business units and business -processes of the organization, but also capable of collecting and providing data for analysis in real time.

Information systems that provide effective market orientation are currently CRM (customer relationship management) systems. - customer relationship management). Customer Relationship Management - modern direction in the field of corporate governance automation. These systems are aimed at creating an extensive base of “loyal” customers, which is precisely a long-term competitive advantage for the enterprise. Such systems appeared in the mid-90s and are in the development stage, so they are represented on the Russian market to a much lesser extent than ERP (enterprise resources planning) systems - enterprise resource planning).

CRM class systems are a set of tools for working with information, including a client base and methods that allow you to systematize data and regulate the procedure for working with them. This is an automated system that allows a company to maintain relationships with customers, collect information about them and use it to benefit its business.

They allow:

Sales of various services and products;

Respond to client requests;

Do marketing;

Analyze the market situation.

The information system we are developing is a synthesis of CRM and ERP systems, since it affects not only direct work with electricity consumers, but also with electricity suppliers, which makes this project relevant.

1. THEORETICAL PART

1.1 Domain analysis

OJSC Kirovenergosbyt has a long history. Energosbyt was created in accordance with the decision to streamline energy sales activities by order of the Energy Combine dated January 2, 1937.

Open joint-stock company "Kirovenergosbyt" was created as a result of the reorganization of OJSC "Kirovenergo" in the form of a spin-off (minutes of the extraordinary general meeting of shareholders of OJSC "Kirovenergo" No. 14/B dated April 2, 2004) and registered as a legal entity on May 1, 2005. The reorganization of OJSC Kirovenergo was carried out in accordance with the main directions of state policy on reforming the electric power industry and the Reform Project.

The main activities of the Company are:

Purchase of electrical energy on the wholesale and retail markets of electrical energy (power);

Sales (sale) of electrical energy on the wholesale and retail markets of electrical energy (power) to consumers (including citizens).

OJSC Kirovenergosbyt sells electrical energy to consumers in the Kirov region. The Society covers with its activities the entire territory of the region and has 9 inter-district branches: City, Kirovo-Chepetskoye, Kotelnicheskoye, Urzhumskoye, Yaranskoye, Slobodskoye, Nolinskoye, Omutninskoye and Murashinskoye (Appendix 1).

OJSC Kirovenergosbyt sees its mission as long-term activity in the wholesale and retail customer markets to provide consumers with reliable and uninterrupted energy supply, related high-quality customer services, as well as other products and services in related (energy supply-related) businesses.

The strategy of OJSC "Kirovenergosbyt" is to consistently solve the Company's problems aimed at meeting the needs of consumers, maintaining and increasing competitive advantages in the electric energy market, which in turn will ensure the profitability of the Company's activities and, as a result, making a profit, increasing the capitalization of the Company and further effective development (Appendix 2).

The enterprise OJSC Kirovenergosbyt has adopted a linear-functional organizational structure. Under it, line managers are single bosses, and they are assisted by functional bodies. Line managers at lower levels are not administratively subordinate to functional managers at higher levels of management. The basis of the linear-functional structure is the “mine” principle of construction and the specialization of management personnel according to the functional subsystems of the organization. For each subsystem, a “hierarchy” of services (“mine”) is formed, permeating the entire organization from top to bottom. The results of the work of any service of the management apparatus are assessed by indicators characterizing the implementation of their goals and objectives (Appendix 3).

Many years of experience in using linear-functional management structures have shown that they are most effective where the management apparatus has to perform many routine, frequently repeated procedures and operations with comparative stability of management tasks and functions: through a rigid system of connections, the smooth operation of each subsystem and the organization as a whole is ensured .

The competent functioning of departments allows you to fulfill the tasks facing the enterprise.

1)Department of wholesale electricity purchases and forecasting

The purchase of electrical energy on the wholesale market at the energy company OJSC Kirovenergosbyt is carried out by the wholesale market directorate, consisting of two departments - purchasing and forecasting. The main result of the work of this department is the formation of a positive image of the company as a conscientious partner who fulfills its obligations on the wholesale market in a timely manner.

2) Information and technical support department

The main function of the department is the collection and processing of information necessary to work on the wholesale market, as well as to carry out settlements with large consumers of electrical energy. The division uses in its work the latest tools and methods for commercial metering of electrical energy, which make it possible to quickly and reliably determine the volume of consumption of a region or an individual consumer.

3) Information Technology Department

The information and technical complex of OJSC Kirovenergosbyt ensures the reliable functioning of all divisions of the Company. The application software is completely developed by specialists from the information technology department. Accounting for electricity consumers, payment calculations, generation of payment documents, sales reports, accounting and much more are automated.

4) Workshop for repair and maintenance of metering devices

The workshop team carries out repairs and maintenance of metering devices, and checks 30 thousand single-phase and 9 thousand three-phase meters per year.

5) Legal department

Legal consulting, competent drafting and maintenance of agreements and contracts, conducting claims work, representing the interests of the joint-stock company in judicial and regulatory authorities, selection and analysis of the legal framework of the company, conducting legal examinations, preparing legal opinions and much more are professionally carried out by lawyers from the legal department of the JSC "Kirovenergosbyt"

6) Contract department

Currently, the contract department employs 7 qualified engineers; each of the 9 branches of OJSC Kirovenergosbyt also has a contract engineer. Customer base - more than 610 thousand consumers of electrical energy.

7) Payment department

The main tasks of the department are the calculation and presentation of payment documents for supplied electricity in accordance with the terms of concluded electricity supply contracts and the current legislation of the Russian Federation, accounting for the total amount of electricity sold and paid for.

8)Distribution and control department

The tasks of the department include: determining the values of electrical energy and power for inclusion in consumer power supply contracts and monitoring their use, developing routine measures in case of emergency power shortage in the power system.

9) Accounting

Ensure proper preparation, reliability, improvement of accounting and reporting in the Company on the basis of modern technical means and information technologies, progressive forms and methods of accounting and control.

10) Finance department

The main activities are: analysis of the financial and economic activities of the Company, drawing up a draft budget for means of payment, taking into account the rational use of fixed and working capital, monitoring the execution of the budget for means of payment, carrying out financial settlement and banking operations, preparing investment programs for the company.

11) Planning and economic department

Planning of long-term and current performance indicators of OJSC Kirovenergosbyt, wage fund, formation of a business plan for the Company, calculations and justification of tariffs for consumers of electrical energy.

12) Customer relations department

The main task of this department is to prevent unpaid useful energy supply, reduce accounts receivable, control and analyze the implementation of consumer payments, control the timely allocation of limits to budget consumers.

13) Production and technical department

The tasks of the department include generalization and analysis of production, technical and technical and economic indicators of the operation of the enterprise and its divisions; registration of permits for the use of electrical energy for technological purposes, heating and hot water supply for consumers in the Kirov region.

14) Corporate Governance Group

The tasks of the corporate governance group include: organizing and holding general meetings of shareholders and meetings of the Board of Directors of the Company, ensuring mandatory disclosure of information about the Company in accordance with the legislation of the Russian Federation, and issuing securities. Participation in the accrual of dividends to the company's shareholders with subsequent control over their payment.

15) Internal Energy Control Service

The main focus of its activities is assistance in reducing accounts receivable by consumers, more complete and timely payment for consumed electrical energy by legal entities and individuals, identifying and intervening the theft of electricity, as well as identifying the causes and conditions that negatively affect the work of Kirovenergosbyt OJSC.

16) Human Resources Department

The HR department, headed by the head, plans the Company's personnel needs, carries out selection and accounting of personnel, organizes training and advanced training for the Company's personnel. The most important direction in the department’s activities is the creation of a personnel reserve.

17) Technical audit department

Monitors: payments for consumed electricity, compliance by consumers with contractual terms of power supply, specified power modes of industrial consumers, as well as reducing the electrical load of enterprises during periods of restrictions to align the electrical power schedules of the power system.

18) Department of methodology and coordination of work

The department, in its practical activities, focuses its efforts on providing methodological and practical assistance to the divisions of OJSC Kirovenergosbyt in regional branches and sites in order to achieve better results in working with household consumers.

19) Communication group

Carries out maintenance and repair of communication devices, configures analog and microprocessor equipment.

20) General department

The department provides material and technical supplies to the structural divisions of the enterprise, organizes current and major repairs of buildings.

The organizational structure of management includes 7 functional blocks, the heads of which are directly subordinate to the director of the enterprise: inspection of engineering and technical personnel, legal adviser, head of the subscriber group, clerk, accounting engineer, contract engineer, automated control system engineer (system administrator).

The Inspectorate of Engineering and Technical Workers (engineering and technical workers) monitors the implementation of contracts, deviations and restrictions.

The legal adviser is responsible for the legal support of the department.

The head of the subscriber group is subordinate to the subscriber group itself, engineering and technical workers, controllers who conduct settlements with enterprises and the population, are responsible for processing bank documents, and conduct control visits to subscribers.

A clerk is responsible for office work at an enterprise.

An accounting engineer checks electrical meters and supervises the work of electrical installers.

Electrical fitters check and replace meters.

The contract engineer enters into contracts with consumers.

The headcount of the Company as of December 31, 2012 was 698 people, of which:

managers - 45 people;

specialists - 269 people;

workers - 362 people;

employees - 22 people. (Appendix 4)

In total, in 2012, 1051 million kWh of electricity was purchased under regulated contracts at a regulated price of 560.07 rubles/MWh. The volume of purchases on the competitive market for the day ahead at free prices amounted to 3368.8 million kWh at an average competitive price of 1001.81 rubles/MWh. (Annex 5)

The volumes of electricity sales of JSC Kirovenergosbyt on the wholesale market in 2012 were:

Day-ahead market - 0.921 million kWh,

Balancing market - 71.4 million kWh. At an average price of 835.28 rubles/mWh.

In 2012, the sales volume of electrical energy amounted to 12,428.7 million rubles, actual sales amounted to 12,411.9 million rubles. or 99.9% of the cost of supplied energy (Appendix 6).

The information system that we are developing as part of the diploma project is based on the automation of accounting for work with clients of OJSC Kirovenergosbyt and the unification of two databases currently existing at the enterprise for client accounting and debtor accounting.

1.2 Designing an information system

The life cycle of an information system is a continuous process that begins from the moment a decision is made about the need to create an information system and ends at the moment it is completely removed from service.

The software life cycle structure is based on three groups of processes:

Basic processes of the software life cycle (purchase, delivery, development, operation, maintenance);

Auxiliary processes that ensure the execution of the main processes (documentation, configuration management, quality assurance, verification, certification, assessment, audit, problem solving);

Organizational processes (project management, creation of project infrastructure, definition, evaluation and improvement of the life cycle itself, training).

Development covers all work on the creation of an information system and its components (analysis, design and programming) in accordance with specified requirements, including the preparation of design and operational documentation, preparation of materials necessary for testing the functionality and quality of software projects, materials necessary for organizing personnel training , etc. Operation includes work on the implementation of information system components (configuring the database and user workstations, providing operational documentation, conducting personnel training, etc.), localizing problems that arise during operation and eliminating the causes of their occurrence, modifying the information system within the established regulations , preparation of proposals for improvement, development and modernization of the system. Each process is characterized by certain tasks and methods for solving them, initial data obtained at the previous stage, and results. The results of the analysis, in particular, are functional models, information models and their corresponding diagrams.

There are several known software life cycle models. A software life cycle model is a structure that defines the sequence of execution and relationships of processes, activities and tasks throughout the cycle. The life cycle model depends on the specifics of the information system and the specific conditions in which the system is created and operates. To date, the following two main models of life cycles have become most widespread: the cascade method and the spiral model. The cascade model is used, as a rule, to develop homogeneous information systems that constitute a single whole. Its main characteristic is the division of the entire development into stages, and the transition from one stage to the next occurs only after the work at the current stage is completely completed. Each stage culminates in the release of a complete set of documentation sufficient to allow development to be continued by another development team. The advantages of using the cascade method are as follows: at each stage, a complete set of design documentation is generated that meets the criteria of completeness and consistency; the stages of work carried out in a logical sequence make it possible to plan the completion time of all work and the corresponding costs. At the same time, this approach has a number of disadvantages, caused primarily by the fact that the actual process of creating an information system never completely fits into such a rigid scheme; there is always a need to return to previous stages to clarify or revise previously made decisions.

Development by iterations reflects the objectively existing spiral cycle of creating an information system. Incomplete completion of work at each stage allows you to move on to the next stage without waiting for the complete completion of work at the current one. With an iterative development method, the missing work can be completed in the next iteration. The main task is to show users of the information system a workable product as quickly as possible, thereby activating the process of clarifying and supplementing requirements. The main problem of the spiral cycle is determining the moment of transition to the next stage. To solve it, it is necessary to introduce time restrictions for each stage of the life cycle. The transition proceeds according to plan, even if not all planned work is completed. The plan is drawn up based on statistical data obtained in previous projects and the personal experience of the information system developers. The development team should be a group of professionals experienced in analysis, design, code generation and testing of information systems using CASE tools, able to interact well with end users and transform their proposals into working prototypes. The life cycle of an information system in accordance with the RAD methodology consists of four phases: analysis and planning of requirements; design; construction; implementation.

At the phase of analysis and planning of requirements, users of the information system determine the functions that it should perform, highlight the highest priority ones that require elaboration first, and describe information needs. The formulation of requirements for an information system is carried out mainly by users under the guidance of specialist developers. The scope of the information system project is limited, and time frames are established for each of the subsequent phases. In addition, the very possibility of implementing the project within the given amount of funding, using available hardware, etc. is determined. The result of this stage should be a list of prioritized functions of the future information system, as well as preliminary functional models of the information system.

At the design stage, some users take part in the technical design of the system under the guidance of specialist developers. CASE tools are used to quickly produce working prototypes of applications. Users, directly interacting with them, clarify and supplement system requirements that were not identified in the previous phase. The system processes are discussed in more detail. The functional model is analyzed and, if necessary, adjusted. Each process is considered in detail. Requirements for restricting access to data are established. At the same phase, the necessary documentation is determined. The result of this stage should be: a general information model of the system; functional models of the system as a whole and subsystems implemented by individual development teams; precisely defined interfaces between autonomously developed subsystems using CASE tools; built prototypes of screens, reports, dialogs. All models and prototypes must be obtained using those CASE tools that will be used in the future when building the system. This requirement is due to the fact that in the traditional approach, when transferring information about a project from stage to stage, uncontrolled distortion of data often occurs. Using a single environment for storing project data allows you to avoid this. Unlike conventional approaches, in which specific tools are used that are not intended for building real applications, and prototypes are discarded after ambiguities in the information system design are resolved, in the RAD approach, each prototype is transferred to the future system. Thus, more complete and useful information is transferred to the next phase.

At the construction stage, the rapid preparation of the application itself is carried out. At the same time, developers perform an iterative construction of a real automated control system based on the models obtained in the previous phase, as well as non-functional requirements. The program code is partially generated automatically by CASE tools. At this phase, end users evaluate the results obtained and make adjustments if, during the development process, the system no longer meets the previously specified requirements. Testing of the automated system is carried out during the development process. After completing the work of each individual development team, a gradual integration of this part of the system with the rest is carried out, a complete program code is generated, the joint operation of this part of the application is tested, and then the information system as a whole is tested. The physical design of the information system is being completed, including: determining the need for data distribution; data usage analysis; physical database design; determining hardware resource requirements and ways to increase productivity, completing the development of project documentation. The result of this stage is a ready-made information system that meets all agreed upon requirements.

During the implementation phase of the information system, users are trained and organizational changes are made. This stage is characterized by the fact that simultaneously with the introduction of a new information system, work is carried out with the existing management system until the new one is fully implemented. Since the construction phase is quite short, planning and preparation for implementation must begin early, usually during the system design phase. The given scheme for developing an information system is not final. Various options are possible, depending, for example, on the initial conditions in which the information system is being created:

a) a completely new system is being developed;

b) a survey of the enterprise was carried out and there is a model of its activity;

The enterprise already has an information system that can be used as an initial prototype or must be integrated with a newly developed management system.

When developing the information system project, we used the CASE tool BPWin 4.0.

BPwin is the leading visual business process modeling tool. It makes it possible to visualize any activity or structure in the form of a model, which will allow you to optimize the organization’s work, check it for compliance with ISO9000 standards, design an organizational structure, reduce costs, eliminate unnecessary operations, increase flexibility and efficiency.

Program features:

Supports three standard notations at once - IDEF0 (functional modeling), DFD (data flow modeling) and IDEF3 (work flow modeling). These three main perspectives allow us to describe the subject area more comprehensively.

Allows you to increase business efficiency and optimize any procedures in the company.

Fully supports methods for calculating cost by volume of business activity (functional cost analysis, ABC)

Inexpensive, widespread, there is a lot of information and competent specialists on it.

Easy to learn and use, there are courses in Russian.

Facilitates certification to ISO9000 quality standards

It is a de facto standard, integrated with ERwin (for database modeling), Paradigm Plus(for modeling software components), etc.

Thanks to the above integration and support for collaborative, team work on the same models (using ModelMart), has no analogues for large projects.

Integrated with simulation tool Arena. Simulation modeling is the creation of a computer model of a system (physical, technological, financial, etc.) and conducting experiments on it for the purpose of observation/prediction.

Contains its own report generator.

Allows you to effectively manipulate models - merge and split them.

It has a wide range of tools for documenting models and projects.

Using this program, we simulated the circuits presented in Figures 1-3:

Figure 1 - Working with suppliers

Figure 2 - Working with consumers

Figure 3 - Activities of OJSC Kirovenergosbyt

Thus, using the CASE tool BPWin 4.0, we developed interaction schemes for suppliers and organizations, organizations and consumers, and a general scheme for the work of the guaranteeing supplier OJSC Kirovenergosbyt.

1.3 Selecting information system development tools

Modern information systems development tools are mainly Windows applications, since this environment makes it possible to more fully use the capabilities of a personal computer. The decline in the cost of high-performance personal computers has not only led to a widespread shift to the Windows environment, where the software developer can be less concerned about resource allocation, but has also made PC software in general and information systems development tools in particular less critical of computer hardware resources.

Among the most prominent representatives of information systems development tools are:

In file server DBMSs, data files are located centrally on a file server. The DBMS is located on each client computer (workstation). The DBMS accesses data via a local network. Synchronization of reads and updates is carried out using file locks. The advantage of this architecture is the low CPU load on the file server. Disadvantages: potentially high local network load; difficulty or impossibility of centralized management; difficulty or impossibility of providing such important characteristics as high reliability, high availability and high security. They are most often used in local applications that use database management functions; in systems with low data processing intensity and low peak loads on the database. Among the DBMS data we can name: Microsoft Access, Paradox, dBase, FoxPro, Visual FoxPro.

The client-server DBMS is located on the server together with the database and provides access to the database directly, in exclusive mode. All client requests for data processing are processed centrally by the client-server DBMS. The disadvantage of client-server DBMS is the increased requirements for the server. Advantages: potentially lower local network load; convenience of centralized management; convenience of providing such important characteristics as high reliability, high availability and high security. Among such DBMSs are: Oracle, Firebird, Interbase, IBM DB2, Informix, MS SQL Server, Sybase Adaptive Server Enterprise, PostgreSQL, MySQL, Cache, LINTER.

An embedded DBMS is a DBMS that can be supplied as part of a software product without requiring a self-installation procedure. An embedded DBMS is designed for local storage of application data and is not designed for shared use on a network. A physically embedded DBMS is most often implemented as a plug-in library. Access to data from the application side can occur via SQL or through special program interfaces OpenEdge, SQLite, BerkeleyDB, Firebird Embedded, Microsoft SQL Server Compact, LINTER.

Paradox was developed by Ansa Software, and its first version was released in 1985. This product was subsequently acquired by Borland. Since July 1996, it has been owned by Corel and is part of Corel Office Professional.

In the late 80s - early 90s, Paradox, then owned by Borland International, was a very popular DBMS, including in our country, where it at one time held a strong position in the market for tools for developing desktop applications with databases.

The principle of data storage in Paradox is similar to the principles of data storage in dBase - each table is stored in its own file (extension *.db), MEMO and BLOB fields are stored in a separate file (extension *.md), as are indexes (extension *. px).

However, unlike dBase, the Paradox data format is not open, so special libraries are required to access data in this format. For example, applications written in C or Pascal used the once popular Paradox Engine library, which became the basis of the Borland Database Engine. This library is now used in applications created using Borland development tools (Delphi, C++Builder), in some report generators (for example, Crystal Reports) and in Paradox itself. There are also ODBC drivers for databases created by different versions of this DBMS.

Note, however, that the lack of a data format has its advantages. Since in this situation the data is accessed only using this library format, simple editing of such data is significantly more difficult compared to data in open formats such as dBase. In this case, services that are not available when using data formats are possible, such as protecting tables and individual fields with a password, storing some referential integrity rules in the tables themselves - all these services are provided by Paradox, starting with the first versions of this DBMS.

Compared to similar versions of dBase, earlier versions of Paradox typically provided database developers with significantly more advanced capabilities, such as the use of business graphics in DOS applications, updating data in applications when working with multi-user users, visual query building tools based on the QBE interface - Query by Example (query by sample), tools for statistical data analysis, as well as tools for visually building user application interfaces with automatic code generation in the PAL (Paradox Application Language) programming language.

Windows versions of the Paradox DBMS, in addition to the services listed above, also made it possible to manipulate data in other formats, in particular dBase and data stored in server DBMSs. Paradox users received this opportunity through the use of the Borland Database Engine library and SQL Links drivers. This allowed Paradox to be used as a universal tool for managing various databases (a much lighter version of Paradox 7, called Database Desktop, is still included with Borland Delphi and Borland C++Builder for precisely this purpose). As for the basic data format used in this product, it has the same disadvantages as all desktop DBMS data formats, and therefore, if possible, they try to replace it with a server DBMS, even while maintaining Paradox itself as a tool for application development and data manipulation.

The current version of this DBMS is Paradox 9, comes in two versions - Paradox 9 Standalone Edition and Paradox 9 Developer's Edition. The first of them is intended for use as a desktop DBMS and is included in Corel Office Professional, the second - as a desktop DBMS, and tools for application development and data manipulation in server DBMSs.Both versions contain:

a) Paradox and dBase data manipulation tools.

b) Tools for creating forms, reports and applications.

c) Tools for visual construction of queries.

d) Tools for publishing data and reports on the Internet and creating Web clients.

e)Corel Web server.

e)ODBC driver for accessing Paradox format data from Windows applications.

g) Tools for accessing Paradox format data from Java applications.

In addition, Paradox 9 Developer's Edition contains:

Run-time version of Paradox for delivery along with applications.

Tools for creating distributions.

SQL Links drivers for accessing server DBMS data.

The Delphi programming language is a programming language that is used in the development environment of the same name and is a combination of several important technologies:

High-performance compiler to machine code;

Object-oriented component model;

Visual (and, therefore, high-speed) construction of applications from software prototypes;

Scalable tools for building databases. At first the language was called Object Pascal. Starting with the Delphi 7.0 development environment, Borland began using the name Delphi to refer to the Object Pascal language in official documents.

All this makes this language optimal for writing an information system in it.

Delphi is the Greek city where the Delphic oracle lived. This name was given to a new software product with unique characteristics.

The history of Delphi begins in the 60s, when Professor N. Wirth developed the high-level language Pascal. It was the best language for learning programming and for creating programs for the MS-DOS operating system. Then, in 1983, A. Heilsberg, together with other programmers who had just organized the Borland company, developed the Turbo Pascal compiler, which was the next step in the evolution of Delphi. Then came Object Pascal, which already used an Object Oriented approach to programming. When the first version of Windows appeared - Windows 3.10, Borland programmers created Delphi 1. It was already an object-oriented environment for visual program development, based on the Object Pascal language.

The basis of Delphi is not only the language itself, but also RAD (Rapid Application Development) - a rapid program development environment. Thanks to visual programming, as well as a fairly large library of visual components, Delphi allows you to create programs most quickly and efficiently, taking on the main work and leaving the creative process to the programmer. Of course, the ability to quickly create professional applications for Windows makes Delphi programmers in demand in all branches of human activity.

Initially, the development environment was intended exclusively for the development of Microsoft Windows applications, then it was also implemented for GNU/Linux platforms (as Kylix), however, after the release of Kylix 3 in 2002, its development was discontinued, and, shortly thereafter, Microsoft support was announced .NET. It has been suggested that these two facts are interconnected.

The implementation of the development environment by the Lazarus project (Free Pascal, compiled in Delphi compatibility mode) allows you to use it to create Delphi applications for platforms such as GNU/Linux, Mac OS X and Windows CE.

There have also been attempts to use the language in GNU projects and write a compiler for GCC.

1.3.3 Microsoft Access

Microsoft Office Access or simply Microsoft Access is a relational DBMS from Microsoft Corporation. Has a wide range of features including linked queries, communication with external tables and databases. Thanks to the built-in VBA language, you can write applications that work with databases in Access itself.

Main components of MS Access:

Table Builder;

Screen form builder;

SQL query builder (the SQL language in MS Access does not comply with the ANSI standard);

Builder of reports for printing.

They can call scripts in VBA, so MS Access allows you to develop applications and databases practically from scratch or write a wrapper for an external database.

Microsoft Jet Database Engine, which is used as the MS Access database engine, is a file server DBMS and therefore is applicable only to applications that work with small amounts of data and with a small number of users simultaneously working with this data. Access itself lacks a number of mechanisms necessary in multi-user databases, such as triggers.

Built-in means of interaction between MS Access and external DBMSs using the ODBC interface remove the limitations inherent in the Microsoft Jet Database Engine. MS Access tools that allow you to implement such interaction are called “linked tables” (connection with a DBMS table) and “queries to the server” (a query in a SQL dialect that the DBMS “understands”).

To build full-fledged client-server applications based on MS Access, Microsoft Corporation recommends using MS SQL Server DBMS as a database engine. At the same time, it is possible to combine database management tools and development tools with the inherent simplicity of MS Access.

There are also known implementations of client-server applications based on Access 2003 with other DBMSs, in particular MySQL

Access, when working with a database, interacts differently with the hard (or floppy) disk than other programs.

In other programs, a document file, when opened, is completely loaded into RAM, and a new edition of this file (changed file) is written entirely to disk only when the “save” button is pressed.

In Access, a new revision of the contents of a modified table cell is written to disk (saved) as soon as the keyboard cursor is placed in another cell (or a new revision of the modified entry is written to disk as soon as the keyboard cursor is placed in another entry (row)). Thus, if the power is suddenly turned off, only the changes to the record that you did not have time to leave will be lost.

Data integrity in Access is also ensured through the transaction mechanism.

1992 Access 1 for Windows 3.0

1993 Access 2.0 for Windows 3.1x (Office 4.3)

1995 Access 7 for Windows 95 (Office 95)

1997 Access 97 (Office 97)

1999 Access 2000 (Office 2000)

2001 Access 2002 (Office XP)

2003 Access 2003 (from the Microsoft Office 2003 suite of programs)

2007 Microsoft Office Access 2007 (from the Microsoft Office 2007 suite of programs)

2010 Microsoft Office Access 2010 (from the Microsoft Office 2010 suite of programs)

2012 Microsoft Access 2013 (from Microsoft Office 2013)

Reliability, safety, high performance, ease of use. This is the main thing that characterizes Oracle products for many years. The most important - it is for the DBMS, which today has become an almost mandatory part of any serious information system. But not only these characteristics allow Oracle products to maintain leadership in the DBMS market. Rapidly developing information technologies require modern DBMS to expand the classical functionality only for storing and processing data. Moving in step with the times, Oracle Corporation essentially breaks the established views on the DBMS, endowing it with more and more new features.

The modern Oracle DBMS is a powerful software package that allows you to create applications of any complexity. The core of this complex is a database that stores information, the amount of which is almost unlimited due to the provided scaling tools. Virtually any number of users can work with this information with high efficiency (provided that sufficient hardware resources are available), without showing a tendency to reduce system performance with a sharp increase in their number.

The scaling mechanisms in the latest version of Oracle DBMS allow you to limitlessly increase the power and speed of the Oracle server and its applications, simply by adding more and more new cluster nodes. It doesn't require shutting down running applications, it doesn't require rewriting old applications designed for conventional single-machine architecture. In addition, the failure of individual nodes of the cluster also does not stop the application.

Integration of JavaVM into the Oracle DBMS, full-scale support for server technologies (Java Server Pages, Java servlets, Enterprise JavaBeans modules, CORBA application programming interfaces), has led to the fact that Oracle is today the de facto DBMS standard for the Internet.

Another component of the success of the Oracle DBMS is multi-platform, since it is available for almost all operating systems existing today. Working under Sun Solaris, Linux, Windows or on another operating system with Oracle products there will be no problems in operation. Oracle DBMS works equally well on any platform. Thus, companies starting to work with Oracle products do not have to change their existing network environment. There are only a small number of differences when working with a DBMS, due to the characteristics of a particular operating system. In general, it is always the same safe, reliable and convenient Oracle DBMS.

Also, one cannot fail to mention Oracle’s competent migration policy. Understanding that the transition from an older version of a DBMS to a new one is a rather labor-intensive procedure associated with testing the operation of existing applications in a new environment, Oracle, when releasing new products, pays special attention to bottom-up compatibility, making this transition almost painless. In addition, to transfer data from DBMS of other companies to Oracle DBMS, Oracle offers special tools free of charge. Possessing a convenient graphical interface, Oracle Migration Workbench will help you perform a rather complicated migration procedure in a step-by-step, semi-automatic mode.

The latest versions of Oracle DBMS are much easier to install and initially configure. The possibilities for specialized customization of the DBMS for a specific task have also increased. As a result, both when working with an OLTP system and with a data warehouse, using these capabilities for customizing the Oracle DBMS, you can achieve truly impressive results.

The Oracle DBMS comes in four versions: Oracle Database Enterprise Edition, Oracle Database Standard Edition, Oracle Database Personal Edition and a completely lightweight mobile version, intended primarily for laptops. Moreover, all versions of the Oracle server are based on the same code and are functionally identical with the exception of some options, which, for example, may only be available for Oracle Database Enterprise Edition and not supplied with other DBMS options.

Oracle Database Enterprise Edition - A full-featured DBMS, the capabilities of which are limited, perhaps, only by hardware resources. Essentially, Oracle Database Enterprise Edition includes all the latest developments in secure storage, processing and final presentation of data. Ample scaling capabilities make it possible to ensure that the database server operates 24 hours a day, 7 days a week, 365 days a year, and developed backup tools eliminate the possibility of losing strategically important information.

Oracle Database Standard Edition is a DBMS that has somewhat limited capabilities compared to Oracle Database Enterprise Edition, which is reflected in the cost of each of them. Can be installed on servers supporting no more than four processors. Oracle Database Standard Edition is the best solution for deploying information systems in small organizations, work groups or departments of large enterprises.

...

What does the company expect from its HR service?

The HR department receives various requests. Consider the expectations of the main stakeholders in the assistance of the personnel service parties.

Shareholders expect from the personnel service:

Cost reduction;
Increased efficiency;
Return on investment in personnel;

Management wants from the HR department:

Availability of personnel (work to attract and retain employees);
Compliance of the level of personnel with the tasks of the unit and the business as a whole (here the functions of assessment and training of employees are involved);
Staff motivation;
Transparency of the HR service;
Business security in matters of labor law;
Sharing the company's values by the team;
Formation and maintenance of an HR brand - employer image;
Participation in achieving the company's business goals.

The HR department in a company is often perceived as a closed structure. Everyone knows that there is such a unit, but no one knows what it does, what its goals are, what tools they use to achieve them. That is why the company’s management expects from the personnel service not only to provide the organization with properly qualified employees, but also to ensure transparency of work.

The team expects from the personnel service:

Decent level of income + social package;
Recognition of merit;
Availability of a training and development system;
Job satisfaction;
Transparency of the work system;
Formation and maintenance of corporate culture.

Many of the expectations listed above are met through selection. How correctly and correctly you select an employee, how well his values correspond to the company’s values, the motivation system - the incentives that the organization can offer, qualifications - the goals and objectives of the business and division, will determine whether the HR department copes with your work; meets the expectations of shareholders, management and team of employees.

The recruitment strategy should be based on the company's strategy: what the employer wants, what are his plans for business development, where the organization is heading. For example, a company may have a strategy of aggressively conquering the market or, conversely, maximizing resource savings. Or, perhaps, the organization wants to recruit the most qualified specialists on the market (after all, the success of the business largely depends on the level of employees, their competencies and skills). The HR strategy will depend on the overall strategy of the company, which also affects the recruitment strategy.

The personnel management system as a company function consists of many subsystems. And recruiting employees is one of them. An organization may not have an assessment and professional development system, but personnel records management and selection are two main HR functions that any company must have. And even in a crisis they are in maximum demand.

A recruiter is a representative, the face of the company. And how he sells the organization to the applicant, how he talks about its advantages, how accurately he conveys business expectations and corporate values, determines the employer’s brand in the labor market. And this also needs to be taken into account when building a personnel selection system.

What is personnel selection?

The main goal of personnel selection is to staff the company with efficiently working personnel in a timely manner and in the required quantity to achieve strategic and tactical goals. Below is the optimal procedure for creating a selection system in a company. It can also be used in a situation where an organization is just being created and you are building HR business processes from scratch, including the process of recruiting employees.

The procedure for building a selection system in a company

Audit;
Strategy;
Regulation;
Personnel (recruitment and training);
Implementation / Automation;
Results.

First you need to look at how it was, what are the pros and cons of the existing personnel selection system. Then you need to formulate and defend a new recruitment strategy (to shareholders, management). And then the processes that you described in the strategy are regulated. We recruit and train employees, monitor how successfully new employees join the team, and automate some processes. And then it is necessary to summarize.

Stages of building a personnel selection system

Below are the stages of building a personnel selection system in a company, from audit to summarizing the results. At each stage there are specific actions that the HR department needs to take.

Customer request;
HR strategy;
Survey of managers;
Employee survey;
What we have now (checklist);
Recruitment KPIs;
SWOT analysis.

2. Development and defense of strategy

What we want?
What are we doing for this?
How will we know that we have achieved our goal?
What resources do we need?

3. Description of business processes and regulation

Block diagrams
Description of processes
Regulations for main processes

4. Recruitment and training of HR personnel

Internal trainings
Mentoring
Internships
External training

5. Implementation / Automation

6. Summing up

Principles of personnel selection

To build an effectively working personnel selection system in a company, we recommend using the following principles of personnel selection:

Personnel planning is carried out in such a way as to take into account business needs in advance for the growth of personnel with the required qualifications.
Personnel recruitment planning occurs on a long-term and short-term basis. Long-term needs are determined by the business plan; short-term needs are determined by department heads during operational monitoring of resource allocation for business projects and job occupancy.
The selection is carried out using open sources of information.
The selection is carried out in compliance with the principles of impartiality and objectivity in relation to candidates.
Selection is carried out exclusively on a competitive basis in order to ensure maximum compliance with the requirements specified in the Recruitment Application

Recruitment methods

The main methods of personnel selection that recruiters currently resort to:

Screening
Recruiting
EXECUTIVE SEARCH
HEADHUNTING

For specialist positions, a review of a resume or screening is usually sufficient. For top positions, headhunting and executive search are more suitable. Depending on the needs and goals of the company for recruitment, you can combine certain selection methods.

Decision Matrix (hiring/dismissal)

	Shareholder	CEO	Financial Director	HR Director
CEO
Financial Director

HR Manager

The procedure for calculating the need for new employees:

Recruitment plan (annual / quarterly / monthly)
Recruitment funnel
Calculation of recruitment deadlines
Procedure for calculating the workload of a recruiter

Recruitment plan for the year

Plan the work of the personnel service
Plan expenses (budget)
Plan work with the company's personnel reserve

Subdivision	Job title	Rationale
Department of sales	Sales Manager	High season, standard turnover
Transportation Department	Driver-expeditor	Fluidity

Indicators of department personnel turnover in the Company/industry average;
Seasonal changes in the labor market, decrease and increase in activity in the labor market;
Planning of parental leave by department employees;
Increase/decrease of jobs in accordance with company strategy
Vacancy of positions as a result of the implementation of the program for working with the personnel reserve;
Division development plans;
Performance indicators of current department employees
Economic situation in the country

The head of the department and HR are responsible for the provided recruitment plan!

Calculation of recruitment deadlines

(Kslog + Kpr) / 2 * Kpodb

Kslog - coefficient of selection difficulty category
Kpr - selection priority coefficient
Kpodb - selection category (number of days).

Difficulty category coefficient

	Rationale	Increasing factor

Priority factor

A priority	Justification for priority	Reduction / Increase coefficient
	The vacancy is urgent and important, it must be closed as soon as possible: there is no one to transfer cases; servicing the main business process of the Company