1. Formulate strategic goals of the enterprise;
2. Identify a system of business processes that allow to achieve the set goals;
3. To implement a formalized description of this system of business processes, using the system of international standards, presented in the form of appropriate notations;
4. Practically implement a formalized description of business processes in the environment of specialized software systems, namely: AllFusion Process Modeler ,.
5. Optimize the system of business processes to achieve strategic goals of enterprise development using methods of functional-value analysis, imitation modeling systems, financial management systems using specialized software systems AllFusion Process Modeler, FMS Damond and Arena.
The learning outcomes of this discipline detail the following programmatic learning outcomes:
1) ability to demonstrate in-depth knowledge of the basics of professionally oriented disciplines of specialty in the field of economic enterprise management, enterprise competitiveness management, enterprise resource management, enterprise potential management, business planning and audit, project management and enterprise development programs, project finance, property valuation and property complexes, foreign trade operations and contracts (ZN5);
2) ability to demonstrate in-depth knowledge and understanding of patterns of economic processes of the enterprise, the economic mechanism of the enterprise and organizational support of its functioning, modern technologies and methods of economic management, leadership styles (ZN6);
7) ability to demonstrate knowledge and understanding of parameters and factors of internal and external environment of enterprise management, transformation processes in the domestic and international economic space and the need to take them into account in the process of management decision making;
8) ability to demonstrate in-depth knowledge in the field of operational, marketing, logistic, financial, investment-innovative, anti-crisis, social and human resources activities of the enterprise in order to ensure their coordination, mutual harmonization and general orientation to increase the market value of the enterprise.
9) integrate and apply the theoretical knowledge gained in practice for the economic substantiation of strategic and operational management decisions in the enterprise;
10) make decisions on managing assets, resources, projects and programs of enterprise development based on the use of modern software products and information and communication technologies;
11) to substantiate the policy of behavior in the process of realization of economic processes both within the enterprise and with agents of the external environment (consumers, suppliers, transport and logistic organizations, financial market entities, legal institutions, state and local authorities);

1.Economic tools for project management and enterprise development programs
2. Methods of empirical market research
3. Business planning and audit of investment project

In conditions of fierce market competition, the most adequate management models of enterprise management are those that are based on formalized business models, which are based on the concept of business process. In this approach, any enterprise is considered as a business system that includes an integrated set of business processes, each of which determines the parameters of entry and exit, the ultimate goals of which are limited to the production or provision of services. Mastering the methods of building a business model of the enterprise in the context of creating a system of targeted management of the enterprise and technologies for their implementation using specialized software, which ultimately optimizes the financial and economic performance of the enterprise on both strategic and tactical horizons. TOPIC 1 Modeling of the enterprise - the basic approaches to its implementation in the context of targeted management. 1.1. Formulation of the highest goal of the enterprise. The concept of enterprise mission. 1.2 Business - potential and business - functionality of the enterprise. 1.3. The concept of "goal tree", definition and classification of enterprise strategies. 1.4. . Detailed review of approaches to defining the role and formation of enterprise goals. TOPIC 2. Modeling and optimization of business processes. Tools for their implementation. 2.1. Business model of the enterprise: definition, evolution, classification 2.2. Chains of value added formation at the enterprise. Concepts of the value chain: value networks, sources of values. 2.3. The concept of business process. The sequence of actions in developing a model of business processes. The structure of the business process model 2.4. The concept of modeling notation (IDEF0, IDEF3, EPC (EventDrivenProcessChain), Process (BasicFlowchart), Procedure (CrossFunctionalFlowchart)) 2.5. IDEF0 notation. Construction of the IDEF0 model in the BPwin environment. 2.6. The method of describing processes in IDEF3 notation and its implementation in the AllFusion Process Modeler environment. 2.7. Notation Process, Procedure and EPC 2.8. Key indicators of process efficiency 2.9. Business process optimization TOPIC 3. Systems of goals and indicators. The system is balanced indicators (SZP). Tools for their implementation. 3.1. Forming a tree of goals. Strategic map of the enterprise goals tree. 3.2. Formation of a balanced scorecard in accordance with the BalancedScorecard methodology. Features of application of SZP. 3.3. Technology of development and implementation of SSP in the BusinessStudio system. Basic principles of construction of SZP. 3.4. Stages of development and implementation of SZP 3.5. Specification of strategic goals. Linking strategic goals by causal chains. Selection of indicators and determination of their target values. Determining the relationship of indicators with business processes. 3.5. SZP is a client component. The concept of "consumer value of supply" as a synthesis of image, characteristics of goods and services, as well as customer relationships. The main types of strategies for offering consumer value on the example of episodes of development of real companies 3.6. SZP is a component of internal business processes. Typical goals and related metrics (KPIs) for two groups of processes: production management, customer management. 3.7. SZP is a component of internal innovative business processes. Legislative and social processes 3.8. SZP - Component of training and development. Typical goals and related metrics used by enterprises for the development of intangible assets of the main types: human capital, information capital, organizational capital. The concept of "strategic readiness" of intangible assets as an analogue of liquidity of tangible assets. Basics of assessing the strategic readiness of intangible assets 3.9. Methods of constructing strategic maps and their analysis. Algorithm for calculating the force of influence of lower level goals on top level goals. Assessment of the correct distribution of investments. Cascading methodology (construction of SZP for all levels of enterprise management). TOPIC 4. Postoperative cost accounting. Methods of functional-cost analysis (FVA) 4.1. Disadvantages of traditional calculation methods. The reasons for the emergence of postoperative cost accounting and the history of its creation. 4.2. The basic concepts are related to the calculation: the objects of costs, direct and overhead costs. 4.3. Basic concepts of postoperative cost accounting: resources, operations (their classification). 4.4.Comparison of cost allocation technology in traditional methods of calculation and postoperative cost accounting. 4.5. An example of calculation by the traditional method and the method of postoperative cost accounting. 4.6. Assignment of functional-cost analysis and its implementation in AllFusion Process Modeler. 4.7. FVA technology in the AllFusion Process Modeler system. TOPIC 5. Construction of simulation models based on the business model of the enterprise 5.1. Purpose of simulation 5.2. Simulation software tools 5.3. Technology of simulation model implementation in AllFusion Process Modeler system using IDEF3 notation. 5.6. Stages of simulation and FVA in AllFusion Process Modeler and Arena systems 5.6.1. Model parameters 5.6.2. Setting rules for the occurrence of start events of process diagrams 5.6.3. Setting the conditions for the transition to the next process at the branch point 5.6.4. Set the conditions for the transition to the next step at the merger point 5.6.5. Filling the parameters of the FVA process 5.6.6. Filling the parameters of FVA resources 5.6.7. Assigning resources to the process 5.6.8 Fill in the "Products" list of the process 5.6.9. Running the simulation 5.6.10. The course of the simulation 5.6.11. Analysis of simulation results Topic 6. Designing the organizational structure of the enterprise and staffing 6.1. The concept of organizational management model and their types. Functional model. Linear-functional structure. Process model. Matrix model Mixed structures. 6.2. Organizational convolution 6.3. Formation of organizational structure in AllFusion Process Modeler

1. Blagun I.S, Kichor V.P, Feshur R.V, Sparrow S. Mathematical methods in economics. Educational Book - Bogdan, Ternopil, 2012
2. Kichor V.P, Kozik V.V, Feshur R.V, Sparrow S.Y. , Selyuchenko NE Economic-statistical modeling and forecasting. Publishing House of Lviv Polytechnic National University. 2009
3. S.V Maklakov. Business Process Modeling with BPwin 4.0. Moscow * DIALOGMIFES * 2002.
4. V.S Ponomarenko, S.V. Minuhin, and S.V. Znakhur. Business Process Modeling Theory and Practice: A Monograph. Kind. KhNEU, 2016. - 244 p.

Assessment of knowledge in the normative discipline of professional direction "Training course" Process models in managing enterprise development "" is based on the results of current and final control of knowledge (test). The object of student knowledge assessment is program material of discipline of different nature and level of complexity, the mastery of which will be checked accordingly during the current control and on the test. The task of current control is to check the understanding and assimilation of the material presented, the practical skills developed while performing laboratory work. The goal of the test is to check the student's understanding of the program material as a whole, the logic and interconnections between the individual sections, the ability to creatively use the accumulated knowledge, the ability to apply them when solving practical problems in systems management companies or organizations. .
Assessment of knowledge is carried out on a 100-point scale: the tasks of current control are evaluated in the range from 0 to 70 points, the protection of control work performed as an individual task - are evaluated in the range from 0 to 30 points. The day-to-day training is regularly monitored during laboratory classes. The resulting assessment is performed on the results of individual control work.