Intr-o analogie cu sfarsitul de secol XIX, un timp al framantarilor sociale si culturale ce caracteriza o societate romaneasca in formare, se poate aprecia cu usurinta similitudinea cu contemporanul. Elita literara a acelei vremi, in persoana Junimistilor, incerca sa scoata in evidenta un adevar izbitor: copierea brutala, fortata a formelor de organizare occidentala fara o incercare prealabila de raliere la valorile culturale romanesti, fara incercarea de adaptare la un spatiu care prin insasi natura lui nu prezenta fondul necesar sustinerii lor.
Articolul de fata isi propune sa construiasca o paralela intre situatia socio-culturala a unei societati supusa adaptarii si un aspect contemporan, acela al mediului de afaceri. Acesta, in prezent, se gaseste in situatia infama a unei lipse structurale de fond care sa ii permita adaptarea la un context in permanenta schimbare. Lipseste o metodologie constanta in abordare, pe scheletul careia sa apara ca si firesti orice fel de schimbari de ordin organizatoric, procedural, la nivel de proces, la nivel de integrare eficienta de servicii, lista putand continua pe masura ce atingem elemente de detaliu.
Aici isi face loc un concept, un “constructor de fond” la nivel de business, care permite acel pas firesc catre o dezvoltare constructiva , nu numai la nivel de aparente. Conceptul poarta numele de Business Process Management (Managementul Proceselor Afacerii). Pentru a redare precisa voi folosi termenul de “business” data fiind si uzanta sa in cadrul terminologiei conceptuale, motiv care sper sa justifice indeajuns gestul pe care multi il pot cataloga drept un “import brutal”.
Prin videoclip se intelege un scurtmetraj cu caracter artistic sau publicitar, turnat in sistemul video.
Exista doua tipuri de videoclipuri: realizate prin filmarea unor scene sau prin alaturarea dinamica a unor imagini/poze cu ajutorul unor instrumente software dedicate. O data avute scenele in forma bruta, ele poti fi redate asa cum sunt sau pot fi editate in moduri multiple, de la adaugarea de muzica pana la efecte speciale complicate.
In continuare voi incerca sa expun o imagine generala pentru realizarea unui clip video cat mai profesionist, de catre amatori.
What is Business Process Modeling?
A business process describes how a business pursues its objectives. This can be done gradually by adding more and more information at different levels:
- Process map which is a simple flowchart of the activities
- Process description which extends the process map with additional information, but not enough to fully define actual performance
- Process model which is a full description of a process that allows it to be analyzed, simulated or executed
Well, BPMN supports all of these levels.
But what is BPMN and how did it start?
When you hear for the first time about BPM, it’s possible to consider it just an acronym - like most in the technology area. After identifying the complete name of this acronym, Business Process Management, you may start to be curious.
This happened in my case, when my collaborator Anton started to explain to me, in a friendly and non-technical manner, this concept and how it is actually implemented in the Enterprise Concept projects.
According to Wikipedia, “Business process management (BPM) is a management approach focused on aligning all aspects of an organization with the wants and needs of clients. It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology.”
You might be also familiar with Enterprise Concept’s definition: “Business process management (BPM) is a systematic approach to improving an organization's business processes. BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organization's equipment and core operations.”
Let’s say that now we have a first impression about BPM, and we may start consider the value of this concept important because it provides three important benefits: efficiency, effectiveness and agility, to every company.
For the moment, while defining and analyzing the benefits of BPM, we are positioned in the present. But what about the past and the future of this concept?
Marcus Aurelius thought about the importance of the past in creating the future:”Look back over the past, with its changing empires that rose and fell, and you can foresee the future, too.”
So let’s hear the BPM voices from the past!
Laptopul este un sistem de calcul portabil proiectat pentru mobilitate, de dimensiuni si greutate redusa astfel incat sa poata sta in poala unei persoane (eng. lap = poala). Un laptop contine majoritatea componentelor unui sistem de calcul de birou, incluzand un afisaj cu cristale lichide, o tastatura, un touchpad, difuzoare, etc.
Primul laptop produs in serie, realizat de compania Osborne Computer, se numea Osborne 1, cantarea aproximativ 11 kg. si costa 1795$. Acest laptop avea un afisaj de 5 inch, un procesor de 4 MHz, 64Ko RAM iar ca unitati de stocare avea 2 cititoare de dischete de 91Ko. Acest laptop a fost lansat in aprilie 1981 si s-a bucurat de un imens succes, compania comercializand o medie de 10.000 de unitati lunar. In septembrie 1981 compania Osborne Computer a inregistrat vanzari in valoare de 1 milion de dolari.
Laptopul Osborne 1 produs de compania Osborne Computer.
De-a lungul timpului omul a fost supus multor fenomene ale universului greu de explicat folosind sistemele de referinţă cunoscute până în prezent. Pentru a veni în sprijinul rezolvarii neajunsurilor generate de astfel de fenomene a fost creată o nouă disciplină numită Teoria haosului.
Ca raspuns în faţa haosului omul a creat ceea ce acum se numeşte umor. Umorul - spre deosebire de haosul natural care nu poate fi controlat de către oameni şi care generează frustrări în rândul acestora - poate fi manipulat de natura umană şi poate aduce reacţii pozitive din partea celor în faţa cărora acesta este exercitat.
Un consultant - uman în natura sa – trăieşte în haos. Haosul este mediul în care activitatea sa are sens. Aici este vorba de haos corporatist, organizaţional, tehnic, intelectual, conceptual etc. Aşa cum haosul natural nu poate fi redus la zero, nici haosul în care un consultant există nu poate fi eliminat total. Totuşi, consultantul mai are un instrument. Acesta este umorul. Şi aici nu este vorba despre umorul în sensul propriu al cuvântului, ci este vorba despre puterea imaginaţiei şi despre puterea de a face conexiuni aparent incompatibile.
S-au spus multe despre lideri şi manageri, iar în literatura de specialitate s-au scris şi mai multe. Acest subiect este extrem de delicat. Oricum necesitatea abordării sale dintr-un punct de vedere ştiinţific, datorită noului mediu de afaceri internaţional, s-a dovedit a fi utilă. Contribuţia unor oameni remarcabili în acest domeniu, unde managementul se intersectează cu psihologia grupurilor şi cu teoriile behavioriste ale organizaţiilor, s-a tradus printr-o creştere a profesionalismului în abordarea acestei probleme.
Întotdeauna, în istorie, calitatea liderilor a fost de primă importanţă. Indiferent unde era cerută, în războaie sau în afaceri, ea s-a dovedit determinantă în hotărârea rezultatelor. În afacerile internaţionale, liderul a devenit din ce în ce mai necesar, căci diversificarea şi globalizarea fac din ce în ce mai dificilă activitatea de conducere a firmei. Astăzi, este elementul vital al unei afaceri de succes.
Spunând lider şi nu manager, presupuneţi că există o diferenţă între aceste două noţiuni. Este acest lucru adevărat? Fără îndoială că da.
Managerii fac lucrurile corect, în timp ce liderii fac lucrurile corecte.
Managerii acceptă status-quo-ul, liderii încearcă să-l provoace.
Liderii creează şi articulează o viziune, managerii se asigură că e pusă în practică.
The concept of project management has developed starting from the needs of different industries such as engineering or defense, but today it is highly used in every industry, being essential in assuring the success of every type of project.
Turning a concept into reality – from the parents of Methorator
Innovations occur as a response to necessities. The need for security and certitude that what you’re doing is correct is also very important. That is why rules, norms and laws were invented and have to be followed in order to be sure of success. A sort of “legislation” is needed even in the creation department. When you need to be sure everything is understood well and problems caused by simple misunderstandings won’t occur, a methodology is required.
Over time there have been several attempts or versions of a methodology that works for any project, but the greatest issue of these methodologies is that they are not completely applicable for every project. In fact, this is not surprising, so all we had to do was to study very well the existing “laws”. What we discovered was Prince2. So after a good reading we grabbed all the available material and we molded it for our own needs.
Now the technical side of the project! This application had to answer to some important requirements: extended accessibility for anyone who needs to use it – therefore it had to be online, simple and efficient document management along the projects evolution, easy and safe document generating and, last but not least, creating pdf’s in order to further approval.
This project was a real challenge for us, “the parents of Methorator”, because we had skills in programming and in working with databases but our skills were lacking concerning PHP and Java Script – the programming languages that we needed for creating an online application. But after creating only a few web pages, the further development of the portal became natural and easy. Surely, we encountered a few problems during the weeks we spent in developing the portal. We would follow a certain path and later on we would discover that the solution was not perfect. Then we would rewind the situation and give it a wide discussion debating all points of view and then we found the way out of the problem. Several times I had the impression that we had to go through a maze in order to get the solution to a glorious end, but sometimes we chose the wrong path. What always worked in solving our problems was gathering the whole team for a debate and a brainstorm.
With a high level of usability in generating and managing a project’s specifications, managing a project’s human resources that can have access to creating, editing or approving these docs, Methorator helps out the project manager in monitoring his project and taking the right decisions. He defines the project on the portal, attaches the companies that are involved in it – the customer and the supplier, and then invites the participants – the human resources. Methodology intervenes from the very step of creating the project: the project’s default stages are added, they contain the default documents with the default titles. These default assets are mandatory for a good development of the project.
I send my thanks to all my colleagues for an excellent cooperation!
We invite you to follow our updates for further updates about the platform’s launch date.
A service-oriented architecture (SOA) is a group of services that communicate with each other. The process of communication involves either simple data-passing between a service provider and service consumers, or a more complicated system of two or more service providers. Intercommunication implies the need for some means of connecting two or more services to each other.