Scientific research work (R&D) – These are scientific developments related to searching, conducting research, experiments in order to obtain new knowledge, test hypotheses, establish patterns, and scientific substantiation of projects.

The implementation of research work is regulated by the following regulatory documents: GOST 15.101-98 “Procedure for carrying out research work”, GOST 7.32-2001 “Preparing a report on research work”, STB-1080-2011 “Procedure for performing research, development and experimental technological work on the creation scientific and technical products”, etc. (Appendix 10).

Distinguish fundamental, search and applied Research

Fundamental and exploratory work is, as a rule, not included in the product life cycle, but on their basis ideas are generated that can be transformed into applied research.

Basic Research can be divided into “pure” (free) and targeted.

“Pure” fundamental research– these are studies whose main goal is to discover and understand unknown laws and patterns of nature and society, the causes of phenomena and the discovery of connections between them, as well as to increase the volume of scientific knowledge. In “pure” research there is freedom to choose the field of research and methods of scientific work.

Targeted basic research are aimed at solving specific problems using strictly scientific methods based on available data. They are limited to a certain area of ​​science, and their goal is not only to understand the laws of nature and society, but also to explain phenomena and processes, to more fully understand the object being studied, and to expand human knowledge.

This basic research can be called goal-oriented. They retain the freedom to choose work methods, but unlike “pure” fundamental research, there is no freedom to choose research objects; the area and purpose of the research are tentatively set (for example, the development of a controlled thermonuclear reaction).

Basic Research carried out by academic research institutes and universities. Results of fundamental research - theories, discoveries, new principles of action. The probability of their use is 5 - 10%.

Exploratory Research cover work aimed at studying ways and means of practical application of the results of fundamental research. Their implementation presupposes the possibility of alternative directions for solving an applied problem and the choice of the most promising direction for solving it. They are based on known results of fundamental research, although as a result of the search, their main provisions may be revised.

The main purpose of exploratory research– use of the results of fundamental research for practical application in various fields in the near future (for example, searching and identifying opportunities for using lasers in practice).

Exploratory research may include work on the creation of fundamentally new materials, metal processing technologies, the study and development of scientific foundations for optimizing technological processes, the search for new drugs, the analysis of the biological effects of new chemical compounds on the body, etc.

Exploratory research has varieties: exploratory research of a broad profile without a special application to a particular production and of a narrowly focused nature for solving issues of specific industries.

Search work is carried out in universities, academic and industry research institutes. In certain branch institutes of industry and other sectors of the national economy, the share of search work reaches 10%.

The probability of practical use of exploratory research is about 30%.

Applied research (R&D) are one of the stages of the life cycle of creating new types of products. These include research that is carried out for the purpose of practical use of the results of fundamental and exploratory research in relation to specific tasks.

The purpose of applied research is to answer the question “is it possible to create a new type of product, material or technological process based on the results of fundamental and exploratory research, and with what characteristics.”

Applied research is carried out mainly in industrial research institutes. The results of applied research are patentable designs, scientific recommendations proving the technical feasibility of creating innovations (machines, devices, technologies). At this stage, it is possible to set a market target with a high degree of probability. The probability of practical use of applied research is 75 - 85%.

Research work consists of stages (phases), which are understood as a logically justified set of works that has independent significance and is the object of planning and financing.

The specific composition of the stages and the nature of the work performed within them are determined by the specifics of the research work.

According to GOST 15.101-98 “Procedure for carrying out research work,” the main stages of research work are:

1. Development of technical specifications (TOR)– selection and study of scientific and technical literature, patent information and other materials on the topic, discussion of the data obtained, on the basis of which an analytical review is compiled, hypotheses and forecasts are put forward, and customer requirements are taken into account. Based on the results of the analysis, areas of research and ways to implement the requirements that the product must satisfy are selected. Reporting scientific and technical documentation for the stage is drawn up, the necessary performers are determined, technical specifications are prepared and issued.

At the stage of developing technical specifications for research work, the following types of information are used:

· object of study;

· description of the requirements for the object of research;

· list of functions of the research object of a general technical nature;

· a list of physical and other effects, patterns and theories that may be the basis for the operating principle of a new product;

· technical solutions (in forecasting studies);

· information about the scientific and technical potential of the research performer;

· information about the production and material resources of the research performer;

· marketing research;

· data on the expected economic effect.

Additionally, the following information is used:

· methods for solving individual problems;

· general technical requirements (standards, environmental and other restrictions, requirements for reliability, maintainability, ergonomics, and so on);

· projected timing of product updates;

· offers of licenses and know-how on the subject of research.

2. Choosing the direction of research– collection and study of scientific and technical information, drawing up an analytical review, conducting patent research, formulating possible directions for solving problems set in the research specifications and their comparative assessment, choosing and justifying the adopted direction of research and methods for solving problems, comparing the expected performance of new products after implementation of research results with existing indicators of analogue products, assessment of the estimated economic efficiency of new products, development of a general research methodology. Drawing up an interim report.

3. Conducting theoretical and experimental research– development of working hypotheses, construction of models of the research object, justification of assumptions, scientific and technical ideas are tested, research methods are developed, the choice of various types of schemes is justified, calculation and research methods are selected, the need for experimental work is identified, and methods for their implementation are developed.

If the need for experimental work is determined, the design and manufacture of mock-ups and an experimental sample are carried out.

Bench and field experimental tests of the sample are carried out using developed programs and methods, the test results are analyzed, and the degree of correspondence of the data obtained on the experimental sample to the calculated and theoretical conclusions is determined.

If there are deviations from the specifications, then the experimental sample is revised, additional tests are carried out, and if necessary, changes are made to the developed diagrams, calculations, and technical documentation.

4. Registration of research results– drawing up reporting documentation on the results of research work, including materials on the novelty and feasibility of using the results of research work, on economic efficiency. If positive results are obtained, then scientific and technical documentation and a draft technical specification for development work are developed. The compiled and executed set of scientific and technical documentation is presented to the customer for acceptance. If private technical solutions are new, they are registered through the patent service, regardless of the completion of all technical documentation. Before presenting the research work to the commission, the topic leader draws up a notice of its readiness for acceptance.

5. Topic acceptance– discussion and approval of the research results (scientific and technical report) and signing of the customer’s act of acceptance of the work. If positive results are obtained and the acceptance certificate is signed, the developer transfers to the customer:

An experimental sample of a new product accepted by the commission;

Acceptance test protocols and acceptance certificates for a prototype (mock-up) of the product;

Calculations of economic efficiency of using development results;

Necessary design and technological documentation for the production of an experimental sample.

The developer takes part in the design and development of a new product and, along with the customer, is responsible for achieving the product performance guaranteed by him.

Comprehensive research work according to a specific target program allows not only to solve a scientific and technical problem, but also to create a sufficient basis for more efficient and high-quality development work, design and technological preparation of production, as well as significantly reduce the amount of modifications and the time required for the creation and development of a new technology.

Experimental design developments (R&D). A continuation of applied research is technical developments: experimental design (R&D), design and technological (PTR) and design (PR) developments. At this stage, new technological processes are developed, samples of new products, machines and devices are created, etc.

The conduct of R&D is regulated by:

· STB 1218-2000. Development and production of products. Terms and Definitions.

· STB-1080-2011. “The procedure for carrying out research, development and experimental-technological work to create scientific and technical products.”

· TKP 424-2012 (02260). The procedure for developing and putting products into production. Technical Code. The provisions of the technical code apply to work on the creation of new or improved products (services, technologies), including the creation of innovative products.

· GOST R 15.201-2000, System for development and production of products. Products for industrial and technical purposes. The procedure for developing and putting products into production.

· etc. (see Appendix 10).

The purpose of the development work is the development of a set of working design documentation in the volume and quality of development sufficient to launch production of a certain type of product (GOST R 15.201-2000).

Experimental design work for its purposes is a consistent implementation of the results of previously conducted applied research.

Development work is mainly carried out by design and engineering organizations. The tangible result of this stage is drawings, projects, standards, instructions, prototypes. The probability of practical use of the results is 90 - 95%.

Main types of work, which are included in the OKR:

1) preliminary design (development of fundamental technical solutions for the product, giving a general idea of ​​the principle of operation and (or) design of the product);

2) technical design (development of final technical solutions that give a complete understanding of the design of the product);

3) design (design implementation of technical solutions);

4) modeling, experimental production of product samples;

5) confirmation of technical solutions and their design implementation by testing mock-ups and prototypes.

Typical stages OCD are:

1. Technical task – the source document on the basis of which all work on the creation of a new product is carried out, developed by the manufacturer of the product and agreed upon with the customer (main consumer). Approved by the leading ministry (to whose profile the product being developed belongs).

The technical specifications determine the purpose of the future product, carefully justify its technical and operational parameters and characteristics: productivity, dimensions, speed, reliability, durability and other indicators determined by the nature of the future product. It also contains information about the nature of production, conditions of transportation, storage and repair, recommendations for completing the necessary stages of development of design documentation and its composition, feasibility study and other requirements.

The development of technical specifications is based on completed research work, marketing research information, analysis of existing similar models and their operating conditions.

When developing technical specifications for R&D, information similar to that used for developing technical specifications for research and development work is used (see above).

After coordination and approval, the technical specification is the basis for the development of a preliminary design.

2. Preliminary design consists of a graphic part and an explanatory note. The first part contains fundamental design solutions that give an idea of ​​the product and the principle of its operation, as well as data defining the purpose, main parameters and overall dimensions. It gives an idea of ​​the future design of the product, including general drawings, functional blocks, input and output electrical data of all nodes (blocks) that make up the overall block diagram.

At this stage, documentation for the production of mock-ups is developed, their production and testing are carried out, after which the design documentation is adjusted. The second part of the preliminary design contains the calculation of the main design parameters, a description of operational features and an approximate schedule of work for technical preparation of production.

The product layout allows you to achieve a successful layout of individual parts, find more correct aesthetic and ergonomic solutions and thereby speed up the development of design documentation at subsequent stages.

The tasks of the preliminary design include the development of guidelines for ensuring manufacturability, reliability, standardization and unification at subsequent stages, as well as drawing up a list of specifications of materials and components for prototypes for their subsequent transfer to the logistics service.

The preliminary design goes through the same stages of coordination and approval as the technical specifications.

3. Technical project is developed on the basis of an approved preliminary design and provides for the implementation of graphic and calculation parts, as well as clarification of the technical and economic indicators of the product being created. It consists of a set of design documents containing final technical solutions that provide a complete understanding of the design of the product being developed and the initial data for the development of working documentation.

The graphic part of the technical project contains drawings of the general view of the designed product, assemblies in the assembly and main parts. Drawings must be coordinated with technologists.

The explanatory note contains a description and calculation of the parameters of the main assembly units and basic parts of the product, a description of the principles of its operation, justification for the choice of materials and types of protective coatings, a description of all schemes and final technical and economic calculations. At this stage, when developing product options, a prototype is manufactured and tested. The technical project goes through the same stages of coordination and approval as the technical specifications.

4. Working draft is a further development and specification of the technical project. This stage is divided into three levels: development of working documentation for a pilot batch (prototype); development of working documentation for the installation series; development of working documentation for serial or mass production.

The result of R&D is a set of working design documentation (WDC) for launching production of a new type of product.

Detailed design documentation (DKD)– a set of design documents intended for the manufacture, control, acceptance, delivery, operation and repair of a product. Along with the term “working design documentation,” the terms “working technological documentation” and “working technical documentation” are used with a similar definition. Working documentation, depending on the scope of use, is divided into production, operational and repair work documentation.

Thus, the result of R&D, or in other words scientific and technical products (STP), is a set of design and development documents. Such a set of design documentation may contain:

· actual design documentation,

· software documentation,

· operational documentation.

In some cases, if provided for by the requirements of the technical specifications, technological documentation may also be included in the working technical documentation.

The various stages of OCD, as they are carried out, must contain their characteristic results, such results are:

· technical documentation based on the results of preliminary technical design;

· mock-ups, experimental and pre-production samples made during the implementation of development work;

· test results of prototypes: preliminary (PI), interdepartmental (MI), acceptance (PRI), state (GI), etc.

Related information.

To narrow down the search results, you can refine your query by specifying the fields to search for. The list of fields is presented above. For example:

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Logical operators

The default operator is AND.
Operator AND means that the document must match all elements in the group:

research development

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study OR development

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study NOT development

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$ study $ development

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study *

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" research and development "

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# study

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study ^4 development

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Using . strictly defined. produced by a costly method with the possible use of analogues. When determining costs, it is necessary to take into account.
The state contract for the implementation of research and (or) development work for a defense order includes conditions on ownership rights to the results of intellectual activity and work.

The procedure for performing development work for defense purposes

• development of a preliminary design
• development of technical project
• development of working design documentation (DDC) for the manufacture of a prototype product
• manufacturing a prototype product and conducting preliminary tests
• carrying out state tests (GI) of a prototype of a VT product
• approval of design documentation for a product for serial industrial production

Advance projects in the development of military products

VAT on R&D, R&D and TR of the State Defense Order

Regulatory framework for R&D of defense orders

Features of calculating the price of research and development work in the field of State Defense Order

Pricing for research and development work according to Resolution No. 1465

Pricing for R&D of state defense orders until 2018

And also on . The analogue pricing method is used in combination with calculation and indexing methods.

It is used to determine the price of work performed in the absence of the possibility of establishing it using methods of calculation, indexing, analogues or combinations thereof.

The price of development and research work is determined based on the reasonable costs of performing the work and the amount of profit. The R&D price as a whole is determined by summing up the prices of the stages of work carried out in accordance with the tactical and technical (technical) specifications.

Analogue method of pricing research and development work

Analog pricing method for military products

Method of expert assessments for calculating R&D prices for state defense orders

When setting the price for research and development work using the method of expert assessments, one should take into account all the factors that may have an impact on the performance of the work and will allow one to justify the result obtained. To do this, it is necessary to separately evaluate the composition and qualifications of the only performers of research and development work, the availability of material and technical base, the labor intensity of the work, the need for material resources, the composition and qualifications of the performers planned to be attracted by the sole performers of research and development work to carry out the components of the research and development work.

It is advisable to calculate the price of research and development work using the expert method for each stage of research and development work and in combination with other methods of determining the price.

Composition of the RCM set for military R&D

RCM forms for research and development work until 2018

Current RCM forms for R&D

Type of R&D price

Abbreviations used when performing research and development work in the field of state defense orders

Russian military standards for research and development work

Justification of the price of “non-GOZ” R&D

For R&D, one of the key parameters is time, which in turn depends on the following groups of factors:

· organizational: planning, control, coordination, personnel, finance;

· scientific and technical: technical equipment, depth of research work.

It is clear that by reducing the time spent on R&D, we increase the overall economic efficiency of the project (Fig. 3.4.).

Rice. 3.4. Impact of R&D Project Implementation Timing
on its commercial result

Basic methods for reducing new product development time:

1. R&D organization:

· ensuring close communication between marketing and R&D services;

· parallel implementation of research and development processes;

· improving the quality of examination;

· priority of time control over cost control.

2. Control:

· focus on management by objectives (MBO – Management By Objectives);

· strengthening cooperation, improving corporate culture;

· staff development;

· staff motivation.

3. Resources:

· improving the material base of research;

· improvement of information support for R&D:

– implementation of special information systems for documentation support of research and development processes (Lotus Notes);

– use of special computer systems for project management (Microsoft Project).

· use of CAD tools. A computer-aided design system is a software that can be used to carry out all the design work. Currently, there are many types of CAD: for designing structures (bridges, buildings, etc.), electrical circuits, hydraulic or gas networks, etc. Using CAD, you can not only draw the structure of the designed object, but also carry out the necessary engineering calculations: strength, hydrodynamic, calculations of currents in electrical networks, etc.

4. Product:

· a clear R&D strategy - the better we imagine what should be the output of the design and development process, the better the result of this process will be;

· development of a larger number of options during the research phase;

· minimizing changes after the R&D phase.

The last two approaches mean the following. As you know, in personnel management there are different leadership styles, for example the following:

· democratic;

· conniving, etc.

An innovation project manager must be flexible enough to manage the team in different styles at different stages of the project. At the R&D stage, the most appropriate management style is democratic, i.e. consideration and consideration of all points of view, making a decision only after agreement, using predominantly persuasion rather than instructions, etc. What does this one give? Generally speaking, this of course slows down the R&D process, but if at this stage we consider the maximum number of product options in terms of their advantages and disadvantages, then the chance of making a mistake, which will be revealed at the R&D stage or, even worse, at the pre-production stage, is greatly decreases. Thus, it is better to spend more time on R&D than to later lose much more time and money if some error is discovered in the product at subsequent stages of the innovation process.

At the OCD stage, an authoritarian management style is required. As soon as there is certainty about the product in terms of its design, functionality, etc., then you need to stick to the decisions made. If the manager begins to take into account all points of view and endless disputes, alterations, etc. begin, then the project risks dragging on indefinitely, which will lead to the depletion of money and the stopping of all work, which cannot be allowed to happen - this will be regarded as a personal failure of the manager.

3.4. Preparation of serial production of new products

Pre-production at a serial manufacturing plant is the final stage of the part of the innovation life cycle that precedes the launch of a new product or service on the market. Organizationally, production preparation is a process no less complex than R&D, because Almost all departments of the plant are involved in its implementation. The input information for pre-production is a set of design documentation and a marketing assessment of the production program for the new product. As noted above, production preparation usually goes through two stages: small-scale production and flow production.

Small-scale production is necessary to, firstly, create a small batch of products for trial marketing, and, secondly, refine the production technology to solve various problems that may arise during the production stage.

Direct production preparation includes the following types of work:

· design pre-production (KPP);

· technological preparation of production (TPP);

· organizational preparation of production (OPP).

The purpose of the checkpoint is to adapt the design documentation of the development and development work to the conditions of the specific production of the manufacturer. As a rule, design documentation for R&D already takes into account the production and technological capabilities of manufacturing enterprises, but the conditions of small-scale and continuous production have significant differences, which leads to the need for partial or even complete reworking of design documentation for R&D. Thus, the checkpoint involves working mainly with design documentation.

The following main tasks are solved during the TPP process:

· product testing for manufacturability;

· development of technological routes and processes;

· development of special technological equipment;

· technological equipment of production;

· technical support for the production of a trial batch and production line.

The task of the Chamber of Commerce and Industry is to ensure the full technological readiness of the plant for the production of new products with the specified technical and economic indicators:

· high technical level of production;

· required level of product manufacturing quality;

· minimum labor and material costs for the planned production volumes.

Functions of the OPP:

· planned: calculations of equipment loading, movement of material flows, output at the development stage;

· providing: personnel, equipment, materials, semi-finished products, financial resources;

· design: design of sites and workshops, equipment layout.

Just as in the case of R&D, the key parameter of the pre-production process is time. To reduce the time for this work, special software is used for:

· improvements to design documentation;

· preparation of technological systems and equipment;

· production planning;

· coordinating the work of different departments involved in preparation, etc.

In general, we can say that the more automated and computerized an enterprise is, the less time is spent preparing it for the release of new products.

3.5. Financing innovation
activity and financial analysis
effectiveness of the innovation project

Sources of financing innovation activities can be divided into two groups: private investors and public investors. Most countries in Western Europe and the United States are characterized by an approximately equal distribution of financial resources for R&D between public and private capital.

Private investors include:

· enterprises;

· financial and industrial groups;

· venture funds;

· private individuals, etc.

State (budgetary) sources of financing innovation activities that exist in Russia are presented in Fig. 3.5.

Rice. 3.5. State (budgetary) sources of financing innovation activities in Russia

The main organizational forms of financing innovation activities accepted in world practice are presented below in Table 3.4. As can be seen from the table above, the available forms of financing innovation activities for individual enterprises are equity and project financing.

Table 3.4.

Organizational forms of financing innovation
activities

Project financing in world practice usually means this type of financing organization when the income received from the implementation of the project is the only source of repayment of debt obligations.

If venture (risk) capital can be used to organize financing of scientific activity at any stage, then the organizer of project financing cannot take such a risk.

Innovative venture business allows for the possibility of failure of the funded project. As a rule, during the first years the project initiator is not responsible to financial partners for the expenditure of funds and does not pay interest on them. For the first few years, risk capital investors are content with purchasing a block of shares in a newly created company. If an innovative company begins to make a profit, then it becomes the main source of remuneration for risk capital investors.

Funds invested in innovation are a form of investment, therefore all financial instruments created for the analysis of investment projects are applicable to an innovative project. However, when comparing the financial analysis of investments in industrial capacity and in R&D, the following differences can be noted. Financial information when making a decision, for example, to build a plant, is more reliable than for most scientific and technological projects, especially in the early stages. On the other hand, innovative projects have the advantage that they can usually be terminated with less financial loss.

In the process of developing an innovative project, certain “control points” take place:

· decision to develop a full set of working documentation;

· decision to produce a prototype;

· decision to create a production base.

In case of a positive decision, appropriate financial resources are allocated at each “control point”. Therefore, before moving to the next phase of the project, it must be revalued using financial analysis methods. In this case, the purpose of the analysis is to reduce the economic and technical uncertainty of the project, i.e. risk reduction. Financial analysis also plays a very important role in preparing a business plan, because One of its key sections is the “Financial Plan”. The data from this section has a decisive influence on the decision-making process on financing an innovative project.

For the financial assessment of an innovative project, the following system of indicators is most often used:

· integral effect;

· profitability index;

· rate of return;

· payback period.

3.5.1. Integral effect

The integral effect E int is the magnitude of the differences between results and investment costs for the calculation period, reduced to one, usually the initial year, that is, taking into account discounting of results and costs.

,

T r – accounting year;

D t – result in the t-th year;

Z t – investment costs in the t-th year;

– discount factor (discount factor).

The integral effect also has other names, namely: net present value, net present or net present value, net present effect, and in English literature is referred to as NPV - Net Product Value.

As a rule, the implementation of R&D projects and preparation of production stretches over a significant period. This necessitates comparison of cash investments made at different times, that is, discounting. Taking into account this circumstance, projects that are nominally the same in terms of the amount of costs may have different economic significance.

For R&D, the typical discounting time is the start of the project, and for a project that includes production, typically all revenues are discounted to the start of mass production and costs to the start of investment.

When choosing a project for financing, experts give preference to those that have the greatest integral effect.

The innovation profitability index has other names: profitability index, profitability index. In English-language literature it is referred to as PI - Profitability Index. The profitability index is the ratio of present income to investment expenses given as of the same date. The profitability index is calculated using the formula:

P – profitability index;

D t – income in period t;

Z t – the amount of investment in innovation in period t.

The above formula reflects in the numerator the amount of income reduced to the moment of the start of innovation implementation, and in the denominator - the amount of investment in innovation, discounted by the time the investment process begins. In other words, we can say that two parts of the payment flow are compared here: income and investment.

The profitability index is closely related to the integral effect: if the integral effect E int is positive, then the profitability index P > 1, and vice versa. When P > 1, an innovative project is considered cost-effective. Otherwise (P< 1) – проект неэффективен.

In conditions of severe shortage of funds, preference should be given to those innovative solutions for which the profitability index is the highest.

Let's look at the example of the difference between the integral effect and the profitability index. Let us have two innovative projects.

Table 3.5.

Comparison of the integral effect and index
profitability of projects

As can be seen from Table 3.5, from the point of view of the integral effect, the projects do not differ. However, judging by the profitability index, the second project is more attractive. Thus, if an investor has a choice between projects where he invests 100,000 and 50,000, but ultimately receives 110,000 and 60,000, then it is obvious that he will choose the second project, because it uses investments more efficiently.

3.5.3. Profitability rate

The rate of return Ep represents the discount rate at which the amount of discounted income for a certain number of years becomes equal to investment. In this case, the income and costs of the innovation project are determined by reduction to the calculated point in time.

And

The rate of return characterizes the level of profitability of a specific innovative solution, expressed by a discount rate at which the future value of cash flow from innovation is reduced to the present value of investment funds. The rate of return indicator also has the following names: internal rate of return, internal rate of return, rate of return on investment. In the English-language literature, this indicator is called the internal rate of return and is designated as IRR - Internal Rate of Return.

The rate of profitability is defined analytically as a threshold value of profitability that ensures that the integral effect calculated over the economic life of innovation is equal to zero.

The value of the rate of return is most easily determined by the graph of the dependence of the integral effect on the value of the discount rate. To do this, it is enough to calculate two values ​​of E int for any two values ​​and construct a dependence in the form of a straight line passing through two points corresponding to the two calculated values ​​of E int. The desired value of Ep is obtained at the point of intersection of the graph with the abscissa axis, i.e. Ep = at E int = 0. More precisely, the rate of profitability is defined as the solution of the algebraic equation:

,

which is found using special numerical methods implemented in software used for financial analysis, such as Project Expert software.

It is clear that the higher the project’s rate of return, the greater its chances of receiving financing.

The value of Ep found by calculation is compared with the rate of return required by the investor. The issue of making an investment decision can be considered if the value of Ep is not less than the value required by the investor.

Abroad, the calculation of the rate of return is often used as the first step in the quantitative analysis of investments, and those innovative projects whose internal rate of return is estimated to be no less than 15-20% are selected for further analysis.

If the initiator of innovation acts as an investor, then the decision to invest, as a rule, is made based on restrictions, which primarily include:

· internal production needs - the volume of necessary own funds for the implementation of production, technical, social programs;

· the rate of bank deposits (in the case of reliable banks such as Sberbank) or the yield on government securities;

· interest on a bank loan;

· conditions of industry and inter-industry competition;

· project risk level.

The management of an innovative company is faced with at least one investment alternative - to invest temporarily available funds in bank deposits or government securities, receiving a guaranteed income without additional high-risk activities. The rate of bank deposits or the yield on government securities is the minimum acceptable value of the project's rate of return. This value can be obtained from official sources - average yields on bank deposits and government securities are regularly published in specialized publications. Thus, the price of capital is defined as the net return on alternative financial investment projects.

If funds for the project are expected to be obtained from a bank, then the minimum level of the project’s rate of return should not be lower than the loan rate.

As for the influence of competition on determining the internal rate of profit, when establishing the rate of profit based on average profitability values, it must be commensurate with the scale of production. This is because average industry profitability may be higher than the innovator's operating profitability. Sometimes large companies deliberately lower prices, ensuring a sufficient amount of profit with significant sales volumes.

Investors who decide to finance innovative projects take into account the level of risk as a premium to the expected rate of return. The amount of this premium can vary within very wide limits and largely depends on both the nature of the project and the personal characteristics of those making investment decisions. The table below shows 3.6. contains information that can be relied upon when determining the investor's expected return.

Table 3.6.

Dependence of the rate of profit
investment project depending on the level of risk

3.5.4. Payback period

Payback period This is one of the most common indicators for assessing the effectiveness of investments. In English literature it is referred to as PP - Pay-off Period. In contrast to the indicator “payback period of capital investments” used in domestic practice, it is based not on profit, but on cash flow with the reduction of funds invested in innovation and the amount of cash flow to the present value.

Payback period formula, where:

Z – initial investment in innovation;

D – annual cash income.

Investing in market conditions involves significant risk, and this risk is greater the longer the investment payback period. Both market conditions and prices may change too significantly during this time. This approach is invariably relevant for industries in which the pace of scientific and technological progress is the highest and where the emergence of new technologies or products can quickly depreciate previous investments.

Finally, focusing on the “payback period” indicator is often chosen in cases where there is no confidence that the innovative project will be implemented, and therefore the owner of the funds does not risk entrusting the investment for a long period.

Thus, investors give preference to projects that have the shortest payback periods.

3.5.5. Main characteristics of the innovative project

Among the characteristics of an innovative project that are most often considered when performing financial analysis are the following:

· sustainability of the project;

· sensitivity of the project to changes in its parameters;

· project break-even point.

Project sustainability is understood as the maximum negative value of the analyzed parameter, at which the economic feasibility of the project is maintained. Project parameters used to analyze its sustainability include:

· capital investments;

· volume of sales;

· current expenses;

· macroeconomic factors: inflation rate, dollar exchange rate, etc.

The stability of the project to changes in the analyzed parameter is calculated based on the condition that if the project parameters deviate by 10% for the worse from the nominal values, the integral effect remains positive.

Sensitivity to parameter changes is also determined from the condition that the analyzed parameter changes by 10% towards a negative deviation from its nominal value. If after this E int changes insignificantly (less than 5%), then innovation activity is considered insensitive to changes in this factor. If there is a significant change in E int (more than 5%), then the project is considered risky for this factor. For parameters in relation to which a particularly high sensitivity of the project has been identified, it is advisable to conduct an in-depth analysis in order to more accurately predict their changes during the implementation of the project. Such an analysis will make it possible to anticipate possible problems, plan appropriate actions, and provide the necessary resources for them, i.e. minimize project risk.

In addition to stability and sensitivity analysis, the break-even point of an innovative project is often also determined. It is determined by the volume of product sales at which all production costs are covered. This parameter obviously reflects the degree of dependence of the project results on marketing risks - errors in determining demand, pricing policy and competitiveness of the new product.

Currently, financial analysis is carried out, as a rule, using special software. For example, the Project Expert product, widely used in our country, allows you to carry out all the analysis described above, as well as perform many other operations, the consideration of which requires a special training course. The output of the Project Expert software is a ready-made business plan, designed in accordance with the standards accepted in our country.

* Commercial development of research organizations in Russia. – M.: SCANRUS, 2001, pp. 231-237.

* Commercial development of research organizations in Russia. – M.: SCANRUS, 2001, pp. 321-237.

5. The R&D process and the strategic objectives of its individual stages

5.6. R&D is the most important link in the implementation of the corporation’s strategy

After completion of applied research, subject to positive results of the economic analysis that satisfies the company in terms of its goals, resources and market conditions, they begin to carry out development work (R&D). R&D is the most important link in the materialization of the results of previous research projects. Its main task is to create a set of design documentation for mass production.

Main stages of development work (GOST 15.001-73):
1) development of technical specifications for development work;
2) technical proposal;
3) preliminary design;
4) technical design;
5) development of working documentation, production of a prototype;
6) preliminary tests of a prototype;
7) state (departmental) tests of a prototype;
8) development of documentation based on test results.

An approximate list of works at the stages of development work is reflected in table. 5.13.

Table 5.13

Approximate list of works at the stages of development work

Design is a set of activities that ensure the search for technical solutions that meet specified requirements, their optimization and implementation in the form of a set of design documents and a prototype (samples), subjected to a cycle of tests for compliance with the requirements of the technical specifications.

Any modern complex technical device is the result of complex knowledge. The designer must know marketing, the economy of the country and the world, the physics of phenomena, numerous technical disciplines (radio engineering, computer technology, mathematics, mechanical engineering, metrology, organization and production technology, etc.), operating conditions of the product, governing technical documents and standards.

In addition, you should take into account: the characteristics of the team and the requirements of real life, other people's experience, the ability to receive and evaluate information.

Not the least requirement for a designer is complexity of thinking and the ability to work with a large number of organizations. This skill is especially necessary for the developer of a product that is part of a more complex complex (for example, a radio station for a ship, an aircraft) or associated with other systems (for data output, power supply, control, etc.).

As an illustration, let us consider the typical procedure for the development and mastery of new technology in the interests of a specific department (Ministry of Defense, geological departments, Agroprom, etc.), see also table. 5.13:

The logical model of a developer's decision making can be stated as follows. Many technical solutions to satisfy i-th constraint, we denote A i. Then the set of technical solutions admissible under n restrictions will be defined as the intersection of the sets. First of all, the developer must find out that the last set is non-empty. Next, solutions and elements are identified from this set X which meet all the criteria specified in the technical specifications:

.

When designing any system, you can establish its input and output signals (in the information sense), external conditions and criteria for the success of the solution. In a general sense, the input of a system is the reaction of the environment to the system, and the output is the reaction of the system to the environment. External conditions can manifest themselves in two aspects: design constraints and the set of situations in which the system must operate.

The most complex and least developed task is the convolution of many criteria into a single one (objective function) (see, for example,).

The choice of specific technical solutions mathematically represents an optimization problem, for the solution of which well-known methods of the theory of operations can be used (direct calculation, classical method of differentiation, Lagrange multiplier method, calculus of variations, numerical search methods, linear and nonlinear programming, Pontryagin's maximum principle).

The ISO standard recommends comparing its characteristics with the corresponding characteristics of an analogue as a method for assessing the quality of a new product. Naturally, the validity of the assessment depends on the correct choice of the analogue. First of all, you should choose an analogue that is closest in functionality, available on the market with a stable market price and known technical and economic characteristics. If the designed product replaces several existing products in its functional purpose, then their totality is used as an analogue. Assessment of the quality level of developed products is made on the basis of a comparison of the main groups of technical and operational parameters: purpose, reliability, manufacturability, unification, ergonomics, patent-legal and environmental. The choice of the range of indicators is made in accordance with available materials (standards, industry materials, etc.) or is made by the developer himself. The justification for such a choice should be contained in the R&D reporting materials. For example, different functional indicators are recommended for different groups of electronic equipment (Table 5.14.).

For each of the selected indicators for comparison, a coefficient of its weight (importance) must be determined by expert means.

As already indicated, the form of presentation of a complex quality indicator cannot be unambiguously justified. Therefore, you should use the requirements of regulatory documents or justify your choice.

Table 5.14

Composition of functional indicators
for different groups of radio-electronic equipment (REA)

The most widely used are two main forms of integral quality indicator:

1) additive

Where g i- weight coefficient i-th parameter; A i- quality indicator for i-th parameter; n- the number of parameters by which comparison is made;

2) multiplicative

The additive form (weighted average summation) is the most common, although its disadvantage is the possibility of “compensating” for the quality level in some parameters at the expense of others. In addition, it allows for a situation where the integral quality indicator is significant when one or more parameters are zero. In this sense, the multiplicative form of representation is preferable, although it should be noted that the multiplicative form is easily converted to additive by simple logarithm.

Other forms of estimates are also possible, which nevertheless reduce to the two listed monotonic transformations. For example, relative estimates of the potential of a project option are used in the following form:

where is the degree of influence i- option to achieve design goals;

– probability of the designer choosing this option.

For i th assessment of the total potential, then the summation of the partial potentials is performed. Since when assessing project options or the resulting effectiveness of design and development work, relative assessments are made (that is, the absolute value of the complex quality indicator is not significant), the rules for using private criteria, their weights and the rules for making final decisions on the continuation and termination of the project are much more important. As already indicated, it is also important to take into account the possible compensation of some partial assessments at the expense of others in the additive form of a complex quality criterion. The author has repeatedly given this example in various discussions on this issue. Suppose two versions of a vessel are compared. The particular criteria of one of them have some average, mediocre values, and the other - all are excellent, with the exception of one - buoyancy, which is equal to zero. The formal application of the additive form of the complex quality criterion can lead to a paradoxical result - the second vessel will be preferred. In the multiplicative form, the equality of one of the partial criteria to zero leads to a zero rating for the entire project. If such a criterion is unimportant, then it is better to exclude it from the list of criteria altogether. Another problem is of significant importance - bringing the compared options to a comparable form in terms of areas and operating conditions, the regulatory framework for calculating costs and useful results, and the final beneficial effect.

Comparability across areas and operating conditions is ensured by selecting appropriate design options.

Comparability in terms of useful results is necessary when there are differences in the technical and operational parameters used. Reduction to comparability using reduction factors is usually used. Essentially, they provide comparability for some selected reference parameters (energy, number of parameters and modes, accuracy, etc.). Thus, they indicate, for example, that in a comprehensive comparison of the radiated power of a radar and its reliability, the failure rate should be used for the latter parameter, rather than the probability of failure-free operation. This is due to the fact that both the emitted power and the failure rate correlate with hardware costs in the same direction and approximately equally.

The coefficients of reduction to a comparable form are contained in table. 5.15.

Table 5.15

Reduction coefficients for various REA parameters

The consumption price serves as an integral economic indicator of a new product when comparing it with an analogue. It is expressed by the following formula:

Where TO– one-time capital costs (for acquisition, transportation, installation, as well as related costs);

Z e– operating costs for the entire operating time of the product.

With a long service life, naturally, dynamic estimates must be made using discounting. If, as a result of a change in the reliability of a new product compared to an analogue, the assessment of damage changes (including in adjacent links), this must be taken into account. In the same way, the associated positive results of using a new product should be taken into account. These include, in particular:
– reducing the dimensions and weight of aircraft and ships when installing new products on them instead of analogues;
– increasing the accuracy and speed of the control system (aircraft, ship, air transport traffic, etc.), which reduces the path length, and therefore reduces fuel consumption and control costs.

Thus, the complete formula for determining the integral economic indicator has the form

where is the total amount of damage from failures;
R s– accompanying positive results from using the new product.

It is convenient to assess the technical and economic efficiency of a new product using the table. 5.16.

Table 5.16

Assessment of the technical and economic efficiency of a new product

The integral cost indicator can hardly be more or less accurately calculated in the early stages of development work. This is due to the incompleteness of design documentation and the lack of technological documentation. The only way out is to compare this indicator with the price of a product with a similar element base, technology and design. It is advisable to isolate large and complex components of the product and evaluate them separately. In accordance with international standards ISO 9000 (GOST 40.9000), the efficiency and quality of a new product is compared by comparing it with an analogue.

As indicated in, attempts to extremely formalize the work of developers and impose a strict program of actions on them are usually harmful, and in fact cannot be implemented. The methods proposed by some authors to fully automate the stages of search and conceptual design mainly come down to the creation of developed information and expert systems. It was indicated above that even when trying to formally assess the quality of technical systems, serious fundamental difficulties arise associated with the so-called second Gödel theorem, which states that within the framework of the created system it is fundamentally impossible to assess its quality. Criteria for assessing the quality and effectiveness of the system must be formulated within the supersystem. It should be noted that there is no such thing as purely technical design. Any design is technical and economic and, therefore, the previously expressed considerations on the problems of mathematical modeling of economic and economic-production systems are applicable to it. However, such unity of the technical and economic aspects of design is often forgotten. Thus, the fundamentals of a systematic approach to the design process are set out as follows:
- project development proceeds from the general to the specific, and not vice versa;
- the designer should take on solving specific problems only after working on the general ones;
- when developing particular problems, it is necessary to take into account technical solutions (TS) adopted at earlier stages of design;
- new technical solutions appear as a result of a creative process that has an iterative nature of successive approaches to the goal;
- obtaining a rational technical solution is achieved by developing the maximum number of options and their in-depth analysis;
- when making a decision, the requirements for the optimal functioning of a technical device (TS) prevail over others, for example, economic ones;
- the maximum design parameters of technical means are dictated only by physical and technical, and not economic factors, therefore, when designing, it is necessary to start with engineering calculations;
- the design of products is carried out taking into account the possibility and complexity of their production;
economic assessment of the design is always an important incentive to obtain rational solutions, but can not be done until options appear that meet the requirements for the functioning of the product and are technically feasible;
- when designing, it is necessary to make maximum use of known technical solutions, which represent a generalization of the vast experience of previous generations of engineers;
- to evaluate the decisions made, the designer must take into account the entire set of criteria contained in such indicators of the quality of technical equipment as operation, reliability, manufacturability, standardization and unification, as well as ergonomic, aesthetic and economic indicators;
- patent and legal indicators - necessary criteria for assessing new competitive technical solutions;
- when designing new technical means, you should think about their painless disposal after the expiration of their service life.

It is obvious that the author is inconvenient for the long-recognized principles of a unified technical and economic design, the inclusion of strategic issues in the design, a marketing approach, and so on. This is all the more strange since such an article was published in a journal published by the Institute of Management Problems of the Russian Academy of Sciences, and the author is an employee of one of the leading technical universities (MSTU). Nevertheless, a consistent presentation of approaches to the design of technical means is of some interest.

The described system design scheme consists of four stages of setting the problem of creating a new technical tool, exploratory design, conceptual design and engineering design.

At the stage of setting the task of creating a new technical tool, based on an understanding and in-depth analysis of the problem of the emergence of an urgent need, a system model of the new product is formed, describing its connections and relationships with the external environment (Fig. 42).

Consideration of this model allows us to formulate the general task of creating a new technical tool - to formulate its service purpose, determine the restrictions and boundary conditions for the implementation of the work function, evaluation criteria, etc. When analyzing a problem for novelty and technical feasibility, the ways of further solving it are determined: using an existing technical solution, designing a new technical tool, or re-examining the problem with the formulation of currently realistic problems. This stage should answer the questions: is a new technical tool needed and what problems should it solve? If these issues are resolved positively, a task is drawn up in which the general task of creating a new product is finally formulated, which is the basis for completing the stages of the design and construction process.

Rice. 42. Scheme of system design of technical means and systems:
1 – problem statement

Rice. 43. Scheme of system design of technical means and systems:
2 – exploratory design

Rice. 44. Scheme of system design of technical means and systems:
3 – conceptual design

Rice. 45. Scheme of system design of technical means and systems:
4 – engineering design

The exploratory design stage should answer the question - what should the future technical tool be like (Fig. 43). To do this, its service purpose is clarified, the boundaries of the system and its connections with the external environment are determined. When analyzing the general task, the working function of the new technical tool is clearly formulated and the components of the task are determined - parameters, decision factors, goals and evaluation criteria, time allotted to complete the project. The operating principle of the future technical object is determined (selected or invented). If today the task of creating a new technical tool turns out to be technically infeasible, then it is necessary to return to the formulation of the task of its creation, clarifying or changing its service purpose. When the principle of operation is clear and the working diagram of the object being created is known, then the limiting modes of operation of the design object should be determined. The result of this stage is a formalized technical specification for the design of a new technical tool, which must contain an unambiguous description of its service purpose, quality indicators and project evaluation criteria.

The conceptual design stage resolves the issue of technical implementation of the concept of the future design (Fig. 44). The development and analysis of various options for fundamental solutions (functional, layout, kinematic and other diagrams) provides a design concept. At this stage, an economic assessment of the selected options is carried out. The result of the conceptual design stage should be a formalized technical proposal, which should determine the design concept of the future technical device and the technical and economic feasibility of its creation.

At the engineering design stage (Fig. 45), options for the most important elements of a technical device (ETS) are developed, which are analyzed and refined (draft design). Then technical and detailed design is carried out, which gives a complete and final idea of ​​the structure and functioning of the future product, and provides for detailed design by developing drawings for each manufactured element. The scope of the design documentation set should answer the questions - what the future technical device should actually be like, how it works, how to repair it, transport it, etc.

The diagrams also show the elements of the necessary information support for the design and construction process. They are catalogs of known technical solutions of technical means and their elements (K.01), reference books on physical effects, methods and methods of converting matter, energy and information (K.02 and K.03), collections of proven rules for the synthesis of technical solutions for technical means of various types (K.05), methods for analyzing options for technical solutions (K.06) and decision-making methods (K.07) at different stages of design, a description of the recommended rules for calculating technical and economic indicators (TEI) of new technical means and their elements (K.04). Documentation must be completed in accordance with the requirements of ESKD and ESTD.

It should be noted that in Fig. 44 the development of basic structural diagrams precedes the calculation of technical and economic indicators. In this sequence, the calculation of technical and economic indicators essentially turns into an economic justification for already adopted technical decisions. In fact, the development of circuits itself should be carried out in conjunction with TEP calculations. Otherwise, for example, it is not clear how to take into account reliability requirements. By the way, this parameter most clearly characterizes the technical and economic unity of development. The author repeatedly answered his question “What reliability should the development ensure?” I heard the answer “The higher the better.” And to the next question: “Why, in this case, don’t you use tenfold redundancy and make all the contacts from gold?” the answer followed: “It’s expensive,” after which the respondent himself came to the elementary truth about the inextricability of technical and economic design. What is known to a qualified engineer sometimes gives rise to strange interpretations by serious authors. Thus, in the work, the reliability of the system is classified as a qualitative criterion, as opposed to such quantitative criteria, in the opinion of the authors, as measurement error, weight and size characteristics, labor intensity of development, etc. It is known that any R&D report contains a calculation of the overall reliability of the system, no matter how complex it is. These indicators are necessarily included in the technical specifications for the system.

In recent years, issues of combinatorial system design have been widely studied. The article alone provides a bibliographic list of 52 titles. The author believes that “the design of complex solutions in many applications is now based on the selection of local design options and their composition into the resulting system.” The concept of a decomposed system (consisting of parts for which alternative design options exist) is introduced. The approach to designing decomposable systems includes the following stages:
– setting requirements for the system and its components;
– formation of the system structure;
– generation of design alternatives for components;
– evaluation and ranking of the latter;
– composition of components;
– analysis of components and their improvement.

Basic assumptions in this case:
– the designed system has a hierarchical tree structure;
– the quality (efficiency) of a system is an aggregation of the quality of its components and the quality of their compatibility;
– multi-criteria characteristics of the quality of parts and their compatibility can be displayed on certain ordinal agreed upon scales.

These assumptions and approaches proceed from the fact that the effectiveness of a system is one or another combination of the qualities of its components, which in the general case is far from true. When creating a system, a fundamentally new property arises and it is this that is the essence of the system’s effectiveness. If two metal sheets are connected by bolts and nuts, this does not mean that the quality of this system is the sum of the qualities of the sheets, nuts and bolts. When connected, some new quality appeared (for example, a box-shaped design, which is what the consumer needs). There is nothing fundamentally new in using existing components, especially standard ones, it is just a normal design method that in itself does not solve any previously noted problems.

Since reengineering of information systems is mentioned as one of the examples of the application of combinatorial systems design, this example of system design should be considered in more detail. The material from the works was used as the basis for the consideration. These works define the principles and methods of a new system design (NSD) of an information system (IS) based on new information technologies.

In many new methods, project plans of development or consulting firms, BPR (or BPR+) procedures include a large number of similar elements. Summarizing them and somewhat supplementing them, we can obtain the following set of main works of the NSP. and corresponding methods. However, in order for the specification of these works and methods to correspond specifically to the context of the NSP, it is necessary to formulate the following fundamental provisions.

1. It is not expected that these works will be performed exactly in the order they are listed, nor in any other fixed order. As will be described below, the volume, content and the very need to perform work of each type are determined by the conditions and results obtained in the process of performing other work. The work organization scheme should be planned as adaptive, but not as cascade. In addition to the fact that iterations must be within the scope of each work, all work can be included in global project iterations of the organizational chart, and can also be performed in parallel.

2. The execution of work in the general case is aimed at the formation of an effective and beneficial state of the IS “for today” with planning of transitions to the next, largely unknown today states of the IS “for tomorrow” (in contrast to planning the IS as some result, and therefore - receiving IP tomorrow in the form of “as it should” or “as it should be”, but from the point of view of “yesterday”).

3. Based on the principles of NSP, without separating business reengineering and aspects of labor psychology from IS design, a list of works is given indicating the types of instrumental components and IT methods used.

4. The list, and most importantly the substantive scope of work and methods, is not exhaustive. It is assumed that there will be additions (primarily in comparison with the design work described in foreign methods), which should be used to take into account the position of the enterprise in the domestic market and factors of national, professional and corporate culture.

5. The proposed description gives only a partial idea of ​​the IT methods used in NSP, since it represents the multidimensional structure of NSP in one context. Other dimensions of NSP are characterized by a description of new architectural aspects of information systems or new approaches to the design of corporate databases (see, for example).

As indicated, work in the NSP is used in a sequence that is adapted to the conditions of a particular enterprise and IP project. In accordance with this, Fig. 46 illustrates the NSP works given below in the form of a “daisy” model.

List of main NSP works and methods used in them:

1) regulations of the enterprise. Methods and software tools are used: financial analysis of the enterprise’s position (financial stability, balance sheet liquidity, business activity ratios, etc.); the degree and dynamics of profitability of individual goods and processes (products, services, technologies, works); marketing analysis (products and services, image of the enterprise and competitors, etc.) in various market sectors, marketing forecast; socio-psychological analysis (attitudes of enterprise management, other groups of workers, personnel situation in general), its information support and automation.

2) Analysis of strategic goals enterprise and critical factors for its success. A conclusion is made about the technological, market and social trends and capabilities of the enterprise, the provisions of a new business architecture or, in the case of more radical reengineering, the provisions of a new business platform are formulated (see Henderson model).

Forecast functions in analytical marketing systems, precedent databases, lines of open market information, information about the most successful competitors, etc. are used.

3) Analysis of enterprise risk factors in relation to the implementation of business reengineering programs in the personnel aspect (for strict BPR, total reengineering, structural reorganization, etc.) and the ability to manage these factors.

Methods of socio-psychological examinations are used, the possibility of restructuring personnel attitudes is assessed, personnel training is planned, starting with the management of the enterprise, and the sequence of other steps to prepare personnel for reengineering is modeled.

4) Inventory and assessment of the state of the enterprise's IP: on applied application systems, information classification and coding systems, information composition of databases, decision support methods, the use of local and global network technologies, the composition of the computer park, open architecture and other indicators of the quality of applied IT. In addition, the useful result that each subsystem (automated task, function) contributes to the activities of the enterprise is assessed.

Information and functional systems modeling tools are used (separate tools for describing IT models, CASE systems, DD/D systems, automated thesaurus systems, local computer network modeling systems, etc.), logical rules for classifying concepts, well-known classification and coding systems, information about standards in the field of IT, industrial technologies, which serve as typical and promising representatives of IT in their classes, is used. Quantitative cost estimates of the efficiency of using each subsystem are used (if it is impossible to obtain them, estimates in natural units or qualitative).

5) Detailed inspection of the enterprise(or its parts) and building models of the existing structure of the organization, procedures and performance indicators (the current state of the organizational structure, regulatory documents of the enterprise, performance indicators of departments and the enterprise as a whole), analysis of documents and regulations used in production processes. The useful result that each automated task and set of functions brings to the enterprise’s activities is assessed.

CASE systems and separate special modeling tools are used: tools for an enlarged formal description of an object (for example, a description of the hierarchy of functions and departments), declarative detailed functional models of business procedures, simulation models in terms of queuing, dynamic models on Petri nets, declarative descriptions of information elements and data structures that make up data streams; a thesaurus of concepts that make up an enterprise-specific conceptual model and define professional jargon is built (or supplemented), active conceptual models are built based on frame representations, etc. Quantitative cost estimates of the effectiveness of automation of tasks (sets of functions) are used; if it is impossible to obtain them, estimates in natural terms are used units or quality.

6) End-to-end analysis and synthesis of new business processes: their contribution to production activities is determined and optimized, primarily in the form of final results and performance indicators.

Methods of functional and organizational design are used: isolating the main or defining new key functional roles of workers with their focus on the results of business processes as a whole, designing the amount of power and resources necessary for these workers to perform all functions in the process; designing new organizational structures and processes, planning transformations of existing processes and the existing organizational structure to strengthen the functional roles of employees in business processes and minimize the number of decision-making employees; introducing measurability into business processes, allowing us to know the state of affairs at every moment of time, expressed in monetary units, percentage growth, forecast of completion time or deviation from planned indicators, etc.

Target models of the enterprise are built (subsequently reconstructed): conceptual, organizational, informational, functional, territorial, etc., while using: software tools (components of CASE systems, individual programs) for modeling and assessing business processes, using methods of formalized static description , functional-cost business analysis (ABC, “activity-based costing”), dynamic modeling (CP models, models based on the JPSS language, etc.); CASE systems for recording decisions made in the form of new functional, informational, object-oriented and other models.

7) Introduction of the necessary elements of a marketing organization firm as a producer of market goods (services).

Information and analytical systems are developed or purchased to support the implementation of marketing expertise in the product life cycle, systems for supporting data warehouses (Data WareHouse - DWH) and operational analytical processing (OLAP) are used.

8) Designing a reduced number hierarchical levels of management and their support using: socio-psychological methods for arranging new structures and relationships (special trainings, monitoring relationships, adjusting the types and forms of motivation); means of automated support for group work in new conditions: workflow tools, group development systems, parallel design, etc.; Database of templates for working documents, standards, constant monitoring of the real current situation with the resources available to the employee; corporate mail, teleconferences and video conferences connected to them, with databases and workflow tools for planning and execution of orders, including for the transition from managing directly subordinates in a ratio of 1:7 to a ratio of 1:15 or more.

9) Creation and information support of autonomous and mobile business units and workers, providing “field” engineers and repairmen, rescue teams or ambulances with constant communication with the corporate IS.

Various IT technical means are used, for example: laptops with modem (including radio) connections and communication programs that have a user-friendly interface that is simple for non-programmers; the use of replication (replication) of documents and databases, asynchronous modes of working with information systems in three-tier architectures “client - application server - database server”, etc.

10) Ensuring the growth of capabilities of each employee, performance of maximum functions in business processes by the employee receiving the final result.

Technical methods and tools of new IT are also used: tools

access to all necessary data in the modes of using distributed databases, data replication tools, event management in data and transaction processing processes; concept and software tools of DWH, OLAP tools, rapid application development (RAD) for creating an “executive information system” (EIS), creation of decision support tools (DSS) based on DWH, OLAP and EIS; the use of DSS tools based on logical inference methods, neural networks and neurocomputers, precedent analysis, etc.; offering a single user interface for working with different components of data and applications, using in this interface tools that increase the ease of searching for information and accessing specific application functions, for example, interfaces of geoinformation systems, natural language, speech input.

11) Development of the concept and structure of a corporate database for a new IS, implementation of the database structure and management of its development.

The following are used: methods of component design of subject databases for both operational and historical databases of data warehouses, document archives, geoinformation data, etc.; development of procedures for component changes in the corporate database when business procedures, types of activities, applications used and geographic location of the enterprise change; constant updating of the conceptual model of the enterprise to take into account new concepts that arise both when replacing application components with functionally similar ones, and when changing the types of activities of the enterprise; connecting the corporate database to the channels of the global information highway, granting rights to include information from it in the database to employees of all hierarchical levels; dynamic administration of fragments of a distributed corporate database when their logical structure, frequency of use and location change.

12) Development of the concept and structure of the internal corporate network.

Technical standards of open systems are used (for example, Internet and WWW technologies for building a corporate network similar to the Internet).

A minimum of operational reservation of network resources is laid down to remove restrictions on its development and reconfiguration.

13) Application system development as a set of components based on a common conceptual model and available for refurbishment by including new ones, primarily purchased components.

The following are used: DBMS and database models using languages ​​(data models) that meet industrial legal standards for data presentation and processing; tested legal standards of open systems regarding the exchange of requests, data, documents, objects; development of applications based on portable RAD systems (including elements of object-oriented programming).

In the future, it is possible to use new standards in the field

object-oriented environments.

14) Information and functional support for business globalization.

The enterprise is connected to global communications. Used: global digital (computer) networks and their services, for example, the Internet, building exits from corporate networks to the Internet; tools and tools for working in global networks: tools for hypertext viewing of databases of WWW (World Wide Web) servers, applications for remote financial settlements, etc.; regimes and standards of the information superhighway for widespread access to information of any kind - from price lists and standard conditions of possible business partners to dynamic flows of market and general reference information; refusal to embed restrictions on the capabilities of computer communication in the hardware architecture, communication channel architecture, software or in a dedicated center for remote administration of a distributed corporate network; means of protecting confidential data that do not limit the ability of subscribers to freely contact the desired address (except for special cases in which the creation of “computer islands” is justified); operating modes of communications and information systems in 24*365 mode.

15) Construction of a support and document management system as part of a system for implementing a current set of business procedures.

The use of such a system as a means of planning the organization of work, measuring performance indicators, monitoring and self-control of execution.

For this purpose, the means of corporate and global e-mail, electronic document archives, instrumental and infrastructure systems of the groupware and workflow classes are used, writing and administering specific regulations (business procedures) covering enterprise employees, providing each employee with dynamic reports on the situation with the implementation of regulated work, achieved values ​​of estimated indicators, etc.

16) Retraining and advanced training of personnel.

Providing employees with maximum basic information as a basis for making independent decisions. Forming their knowledge and skills using all IT tools in training programs that reduce subsequent employee overhead costs for implementing business procedures to a minimum, for example: multimedia training computer programs with dynamic scenarios simulating various situations; context clues, hypertext help guides, context-sensitive tutorials; use of workflow tools for supplying and training with current business procedures, etc.

17) Planning the set and sequence of transition steps from the current state of the enterprise business architecture to the new one (with an assessment of the cost of transition).

Planning such steps in terms of personnel training, in terms of resource and project management, in terms of financial accounting and analysis, etc., including using project management software systems (construction and dynamic recalculation of linear and network schedules, resource planning, evaluation project cost).

18) Planning and executing the transition from the current state of the enterprise's IT architecture and its functioning IS to a new one.

For example, in terms of reconstruction of a corporate database and application complexes, the following are used: software systems for managing IS development projects; use of software for the development and implementation of database transfer and reengineering schemes; development of programs for interface use of existing (inherited) or newly integrated components: applications, subject databases and subsystems in a new IS, implementation of technical and semantic aspects of the joint functioning of components, application of known methods and software tools for reengineering existing application programs into a new environment (changing the programming language , interfaces with databases, etc.).

19) Documenting design processes and results and redesign of both business processes and computer IS components.

The following are used: means for issuing reports and certificates of CASE systems and other special modeling programs; developed tools for text and graphics editors (maybe with elements of animation or multimedia) for creating high-quality documentation on business conditions, procedures and processes; inclusion of current documents in the corporate network, training programs, contextual assistance, etc.

20) Creation of external documentation programs for the production and supply of goods and services of the enterprise’s core activities at a competitively high level.

Output streams of information are generated aimed at clients, business partners, government circles, and the general public, for the formation of which the following are used: the editors described above, computer layout systems, animation and multimedia for creating interactive reference applications, video discs, catalogs, price lists, etc.; object programming systems that provide the recipient with “remote interpretation” of the content of the above interactive help applications, video disks, catalogs, price lists, etc.; WWW server programming, other information superhighway opportunities for posting your external documentation of your core business.

21) Providing prompt feedback from potential consumers, commercial clients, business partners, etc.

Methods and systems of marketing monitoring and analysis are used to obtain primary and secondary information. IT methods and tools are used to: create applications that provide feedback to clients and consumers through global network systems; ensuring round-the-clock functioning of the enterprise’s information system for the purpose of informing, receiving and fulfilling customer requests and claims; administration of operational databases for this purpose with non-stop functioning of OLTP.

NSP does not impose on the customer and developer a common standard scheme for the mandatory implementation of a full cycle of work on BPR, or total reengineering, or anything similar. Taking into account the real situation with IP, the real needs of the enterprise and its real readiness for BPR, the work that this enterprise can master is carried out. However, in general, the NSP examines the need and possibility of performing all types of work potentially necessary for the enterprise. Because of this, the construction of flexible organizational design schemes is proposed, which consists in the construction and dynamic refinement of an adaptive organizational scheme focused on the specifics of a particular enterprise, its internal state and external position.

Adaptability is also manifested in the fact that a scheme is constructed, according to which, in the process of performing work, the design option and future information system for which the enterprise is ready or can be prepared in an acceptable time is selected.

The initial ones are analytical expert procedures that determine the state of the enterprise and its need for BPR and readiness for it.

Example of an adaptive scheme

Below is a simplified and truncated example of a variant of such an organizational chart.

1) Situational and diagnostic analysis position of the enterprise.

(Situational analysis of the external position of the enterprise and the presence of internal requirements for conducting BPR.)

2) Does the enterprise require BPR?

Yes– carry out an assessment of the enterprise’s readiness for BРR.

No - plan the feasibility study and pre-feasibility study stages for an improved waterfall scheme.

3) Performance(sociopsychological and financial) examination of the enterprise’s readiness for BPR.

4) Is the enterprise ready for BPR?

Yes - carry out the stages of IS development according to the BPR scheme adapted to the given enterprise.

No– develop a report on the critical factors of the enterprise and complete the work (or plan with the management of the enterprise the procedures for preparing the enterprise to a state in which it is possible to begin work on BPR).

5) Development of a critical factors of the enterprise.

6) Execute as the first step BРR mobilization stage (a BРR team is formed, resources are planned, orders are issued).

Upon successful completion, proceed to the strategic analysis stage.

7) Strategic analysis, formulation of the strategic goals of the enterprise and critical factors for its success.

(The current external state of the enterprise, its declared and other goals, the state of organizational structures, business procedures, databases, etc. are documented, and basic general recommendations are developed.)

8) Execution for existing organizational structures, business processes and IS examinations such as “review” and “inventory” at an enlarged level.

9) Implementation of the strategic stage planning.

(The concept of strategic planning of BPR and IS is being developed).

A synthesis of extremely generalized basic models of BPR and IS is carried out - perhaps on the basis of additional survey procedures: conceptual, functional, informational, organizational, recommendations and plans are developed for the detailed design of business procedures and IS, including general architecture, organizational, functional, informational, hardware, network, system-wide software, application software, etc. parts.)

10) Complete the first development cycle priority components of the IP (maybe in the style of prototyping or the spiral method).

10.1) Conduct clarifying detailed information and functional analysis and synthesis for the component being prototyped.

10.2) Develop a prototype (design, programs, database, documentation) of the component.

10.3) Perform expert assessment of the progress of the project.

11) Develop transition procedures from the existing state to the new one - in the areas of system support.

12) Perform receiving procedures quality IP component.

13) Carry out commissioning IS component with the implementation of procedures for the enterprise’s transition to a new IS state.

(Personnel training, integration of the component with existing ones, etc.)

14) Repeat, including– in parallel, stages 10 – 13 a planned but regulated number of times, if necessary, perform additional examinations included in clauses 2, 3, 6, 8 and 10.3.

The principles of NSP involve the use of many new design methods and a new look at the application of classical approaches. We need to have an answer to the question: how radically should system design really be changed? It is advisable to maintain a healthy immunity to revolutions (see). This means relying on a combination of two rules: not to succumb recklessly to the “hot” slogans of fashion trends and, at the same time, not to miss the real changes that should be included in design practice.

Such a detailed presentation of approaches to the IS design methodology in relation to reengineering tasks is given here, since it best demonstrates what a real systems approach in R&D is, what the role of the conceptual design stage is, how we must not forget for a minute about the economic side of the project and at the same time This is a clear illustration of the strategic role of R&D not only for a specific enterprise (indeed, the greater the number of partner enterprises that are subjected to such reengineering, the more efficiently each of them will work). And lastly: the complexity, multi-stage, high cost of creating a reengineering IS is really justified if a business architecture solution is designed that will provide a “breakthrough,” that is, an organization of business processes that in reality can provide a radical increase in efficiency by 100% or more .

It is obvious that the information systems of “cyber corporations” are far from the most voluminous and strategically significant object of R&D. An example is the so-called complex special-purpose systems. They are understood as systems whose operational goals are of national importance. These include, for example, systems for space exploration, development of the transport network, energy, national security, etc.

Their main features:
– the goals of their functioning are formulated based on state interests;
– achievement of goals is ensured not only by the presence of the necessary systems, but also by the creation and development of the necessary organizational structure with the inclusion of government bodies in it;
– the basis for the implementation of such systems is centralized budget financing;
– management of their creation and development is a state monopoly and is carried out by special state bodies.