Backmology includes the Ideoplast method and its supporting discipline, Organization of Effective Management of Activities.
The Ideoplast method is a tool to support decision making and implementation. Using the Ideoplast method, the process of managing the activity is organized in such a way that with the greatest probability it would be possible to obtain the planned result, or to ensure productivity.
The formal definition of the Ideoplast method is as follows. This is an approach to formulate the goals of the activity and subsequently ensure the effectiveness of the intended activity by systematically coordinating the management of all resources on the basis of a specially organized structure of meaningful information about various aspects of this activity.
Within the framework of the method, goals, ways of achieving them, timelines, resources, tools, various management procedures, regulatory documents, etc. are defined and structured.
The method is based on a special structure (framework, English framework) that combines the various components of a focused activity and facilitates the management of them, as well as activities in general. The structure has some analogy with the architecture model of the Zachmann enterprise, which has two main objectives – on the one hand, to logically divide the entire architecture description into separate sections to simplify its formation and perception, and on the other, to provide the possibility of considering a holistic architecture from the selected points of view.
The ideoplast concept has been worked out to the smallest detail regarding business. The special discipline “Organization of Effective Management of Activities” helps to build business ideoplasts. The discipline describes in detail how to decompose a business into areas of activity, which issues in each area are central.
It should be emphasized that the method is based on systemic and process approaches, is in good agreement with the quality management standards ISO 9000, 9001, 9004, 10014.
In relation to project management methods, the Ideoplast method is located above them, i.e. uses project management as one of the tools. The same goes for the Balanced Scorecard. The method considers this system as a tool for ensuring efficiency and quality.
If you want to analyze the operation of a device, it is first hung with all kinds of sensors and then data is collected from them in various modes of operation of the device. After all the data is collected, they begin to examine the designer. If the performance of the device is unsatisfactory, everyone starts to gasp and groan, the designers “grab their heads” and begin to think how to improve the mechanism. Whether they come up with something depends on their skills and abilities.
The same approach is used when diagnosing a business. A typical example of performance analysis is the best-known Balanced Score Card (BSC). Here it is necessary to measure to what extent the organization or processes are close to achieving their strategic goals. According to this method, on the basis of the strategic goals of the organization or the goals of the process, critical success factors (CFC, Critical Success Factor – CSF) are determined. Critical success factors are those strategic tasks, competitive opportunities, results of activity that each company must provide or strive for in order to be competitive and achieve success in the market. These are the factors that a company should pay special attention to, since it is they that determine the success or failure of a company in the market, its competitive capabilities, which directly affect its profitability. Such factors are formulated for several of the most important areas of the company’s interests, called the prospects (projections) of the organization: customers / market, business processes, staff / innovation and finance. Critical success factors usually reflect various aspects of the organization’s activities, such as, for example, product quality, marketing, manufacturing, marketing, financial accounting. The goals of introducing new technologies, strengthening the brand and reputation, improving the quality of goods, etc. can serve as KFU.
For quantitative determination of KFU, key performance indicators are used. Key Performance Indicators (KPIs) are those parameters that determine whether critical success factors have reached a given level. Key performance indicators – these are the parameters used to measure the progress of the work of the robot in relation to the key strategic goals of the organization or critical success factors.
As a rule, each critical factor is evaluated by at least one, but not more than three key KPI indicators. The use of KFU and KPI allows you to measure and manage strategic goals, and subsequently develop an effective system for managing the entire enterprise.