The management of the activities of any organization is based on the use of various approaches that contribute to a faster and more effective achievement of the goals of an economic entity. In the conditions of a dynamically developing external and internal environment of the functioning of organizations, there is a change in the management paradigm from functional (formed around management functions) to process (formed around the value for the client), corresponding and contributing to rapid adaptation to constantly changing conditions.

In accordance with the process approach, the main element of the organization is the process (a common definition of a process is given in ISO standards). Based on the definition of M. Hammer, "a business process is a set of actions in which, on the basis of one or more types of initial data, a valuable result for the client is created". The American scientist W.E. Deming emphasized that consumers subjectively determine the value of the products obtained at the output of the process. In this regard, it can be concluded that the main purpose of the

of any process is the satisfaction of the consumer's requirements.

The analysis of scientific literature allows us to conclude that the fundamental feature of a business process is the orientation to a specific consumer, since customer needs must be taken into account both at the output of the process and in the organization of work, otherwise a situation may arise when, due to the failure to meet certain customer requests, the value of the manufactured products decreases, which can eventually lead to the rejection of the output product of the process.

Based on the above, it is possible to define the process approach as an activity that has a certain value for the consumer, within the framework of which the resource coming from the supplier to the "input" of the process, as a result of interaction between the links of the chain, acquires additional value, and is transformed into the expected result at the "output".

It is important to note that there is no consensus on the optimal configuration and number of processes. This is due to the fact that each process is a subjective idea of the developer about its internal content.

At the same time, according to the expert community and professional organizations, the process approach seems to be convenient for describing what is happening or what should be happening in the organization. In general, the process approach is the management of business processes as a set of activities that transform inputs into outputs that are valuable to the consumer using a certain technology.

In the management system focused on process management, it is advisable to consider three elements: the subsystem of strategic management (included in the management process of the organization, the owner of which is the manager); subsystem (process) of process management (built for the network of processes of the organization); the motivation subsystem (personnel) focused on improving the performance of management processes (integrated into the processes).

Table 1. Methods of Qualitative Analysis of Business Processes

Methods of Business Process Analysis Content of Business Process Analysis Methods

Methods of Qualitative Analysis of Business Processes

Qualitative analysis of processes based on subjective assessments SWOT analysis The main tool for business process analytics is employee questionnaires. The results of the questionnaire are processed, and a rating of answers is compiled. For each business process, a matrix is formed, on the basis of which it is possible to identify the reasons for the low efficiency of the process and make an informed decision on its improvement.

Identification of problem areas The key source of obtaining high-quality information, the main communication tool is interviewing employees of the organization who take part in the business process. On the basis of interviews, a process diagram is modeled, which displays the performers and the main groups of functions performed. Next, the diagram highlights the problem areas and creates a brief description for each in order to identify areas for further more detailed analysis of business processes and their improvement.

Process Ranking It is used at the preparatory stage of decision-making to improve processes at meetings, seminars and other events for a quick analysis of the situation. The method of ranking processes is based on the principle of priority. Based on the compiled list and characteristics of the organization's processes, business processes are ranked according to the degree of priority of their improvement by building a matrix that includes three color blocks: red (the process in this area requires urgent improvement), yellow (the process is recommended for improvement after improving the processes of the red area), green (the process does not require urgent improvement).

qualitative analysis of graphic schemes Analysis of inputs and outputs of a business process The method is based on the principle of primary/secondary inputs and outputs of a business process in order to simplify, accelerate, improve the quality of work when describing the environment of a business process, and, as a result, optimize the organization's activities. The primary input is a stream of objects that initiates the start of a business process. The primary output is determined by the purpose of the business process and

Within the framework of a process-oriented management system, a business process is an object of management that has resources for functioning, unified rules for achieving a given result and a management mechanism. In turn, an important functional element of business process management is analysis.

In the scientific literature, there are two types of business process analysis: qualitative (based on subjective assessments through the visualization of graphical process diagrams) and quantitative (based on objective assessments and involves detailed collection, processing and analysis of indicators: process, product and customer satisfaction).

Based on the results of the analysis of scientific literature, the most frequently used methods of qualitative analysis of business processes can be identified.

The main result for the sake of which the business process exists. Secondary input is the flows of objects that ensure the normal implementation of the business process (standards, rules, mechanisms for performing actions, equipment, etc.). Secondary output is not the main goal of a business process, it is a by-product of a business process that can be claimed by secondary customers. When describing the environment of a business process, emphasis should be placed on the description of its primary inputs and outputs. In turn, secondary inputs and outputs will be described automatically as a result of further process detailing, when subprocesses for which these inputs and outputs are primary are detected.

Function analysis Graphical analysis of process functions allows you to identify the absence of necessary, the presence of redundant and duplicate functions. The analysis of the lack of necessary functions is carried out on the basis of the expert's knowledge of how the process should be organized to ensure its effective functioning. Analysis of the presence of redundant functions involves a sequential consideration of all functions of the process. The question is asked: "What happens if this function is excluded from the process?" In this case, these functions should be excluded. To identify duplication of functions, it is necessary to analyze the outputs of these functions in the following areas: analysis of the information contained in each document; analysis of consumers of each document; decisions made on the basis of information contained in documents. In practice, in order to identify functions "suspected" of duplication, it is advisable to interview employees and heads of departments. An analyst who has been working with processes for a long time must have preliminary information about possible duplication of functions.

Resource analysis A resource is a material or information object necessary for the implementation of a process. Process resources can be: transformable (raw materials, materials, information); transformed (value added); supporting (not transformable - personnel, infrastructure, software, etc.); management resource. The methodology of analysis by material inputs, personnel, infrastructure is similar to the analysis of inputs and outputs of the process.

Analysis of the state of processes in relation to standard requirements and regulations A standard process should meet the following groups of requirements: regulation of all components of the process; Using the PDCA continuous process improvement cycle. The methods of this group are based on the compliance of the business process with local documents and quality standards ISO 9000:2000, 9001:2000, mainly the use of the PDCA cycle. The process must be analysed in terms of the existence of a variance management cycle. This cycle includes five groups of process functions (planning, execution, accounting, control and decision-making). Taking into account the recommendations of the ISO 9001 standard, the following requirements for the organization of the process are distinguished: requirements for the owner of the process; boundaries of the process; regulatory documents; process outputs; process inputs; resources; process indicators.

Summarizing the content of the methods of qualitative analysis of business processes, it can be concluded that qualitative analysis provides a structured characteristic of the business process: features of the process implementation, "bottlenecks", unused or unnecessary functions of the process. At the same time, qualitative analysis is the basis for subsequent

conducting quantitative analysis based on objective indicators. In turn, quantitative analysis allows you to obtain numerical values - financial, technical and time indicators (business process indicators, product indicators, process customer satisfaction indicators).

At present, such methods of quantitative analysis as simulation modeling of processes and ABC analysis of processes (operational cost analysis), which are quite well developed in world practice, have become widespread. It is important to note that the practical implementation of these methods is accompanied by high costs, including time. This circumstance imposes certain restrictions on their use in organizations that do not have clear regulation of processes and means of measuring process indicators. At the same time, quantitative analysis makes it possible to measure the degree of efficiency of a business process, calculate profitability, and determine its time characteristics. According to the results of the number of

adjustment of strategic goals, forecasting of the organization's development indicators in conditions of uncertainty.

Thus, an integral element of an integrated approach to the development of a process-oriented management system of an organization is the description and analysis of business processes, carried out on an ongoing basis, taking into account the characteristics of a particular organization. This will make it possible to identify the causes of violations, predict potential threats, develop a plan for optimizing processes, and increase the degree of validity of management decisions aimed at strengthening, scaling competitive advantages and sustainable functioning of the organization.