Optimal Enterprise

Mikhail Belov is Deputy CEO of IBS, responsible for new technology and business development in the area of engineering IT systems, PLM and other industrial IT systems. His 38-year career has centered on systems engineering, operations research, economics and finance, IT, electronics.Mikhail was Vice-President of Metrosvyaz, Deputy Finance Director of TOKOBANK, and President & Owner of Geliosoft Consulting, a startup company focused on cutting-edge technologies, such as an ultra-wideband multi-radar system.Mikhail holds an MS in electronics from Moscow Engineering Physics Institute and a PhD in operations research and applied math statistics from the Central Scientific Research Institute.Doctor of Science (Techn.), he also holds an MBA in finance.Dmitry Novikov is director of Institute of Control Sciences of Russian Academy of Sciences. His scientific interests cover: Control Theory, Cybernetics, Game Theory, Decision-making, Collective Behavior. More than 500 publications (see the full publication history), including more than 20 monographs (Springer, CRC, etc), textbooks and brochures; more than 100 papers in leading journals.He has more than 25 year’s extensive experience in the field of scientific and technological projects and company management (manufacturing sphere, research, teaching, consulting).Dmitry is Doctor of Science (Techn.), Professor, Corresponding member of Russian Academy of Sciences, Head of Control Sciences Department of Moscow Institute of Physics and Technology

• Part I. Methodology. Foundations of Enterprise ControlChapter 1 Enterprise and Complex Activity. Qualitative models1.1 Introduction1.2 Structural models of complex activity and Enterprise1.3 Uncertainty and creation of elements of complex activity1.4 Lifecycles of complex activity1.5 Implementation of the management processes1.6 ConclusionReferencesChapter 2 Enterprise management and lifecycles compatibility2.1 A sociotechnical system, complex activity, and purposefulness2.2 Subject matter of Enterprise management2.3 Means of and factors involved in Enterprise management2.4 Ordering of management actions along the lifecycle of complex activity2.5 Compatibility of complex activity lifecycles2.6 ConclusionReferencesPart II. Mathematics. Mathematical models and methods of Enterprise ControlChapter 3 Enterprise Control Problem – the Statement3.1 Concept of optimization3.2 Enterprise Control Problem – qualitative model3.3 Enterprise Control Problem among related knowledge domains3.4 Enterprise Control Problem as an optimization problem3.5 ConclusionReferencesChapter 4 Contracts4.1 Static principal – agent models4.2 Static multi-agent models4.3 Dynamic multi-agent models4.4 ConclusionReferencesChapter 5 Technology5.1 Technology management problem5.2 Known models and methods in related scientific domains5.3 Technology evolution and management5.4 Integration of technology components5.5 Technology in an external environment5.6 ConclusionAppendixesReferencesChapter 6 Human capital6.1 Problem of human capital management6.2 Pools of active resources as a formal representation of human capital6.3 Statistics of the active resource traffic6.4 ConclusionAppendixesReferencesChapter 7 Planning7.1 Algorithmic models of planning process in hierarchical dynamic multi-agent active system7.2 Planning of transition from design phase to execution phase in dynamic active system7.3 Planning and control in dynamic multi-agent active system with changing characteristics7.4 Planning of Human Capital7.5 ConclusionAppendixesReferencesPart III. Practice. Business Tools and ApplicationsChapter 8 Optimal Enterprise Control Framework and Practical Implementation8.1 Optimal Enterprise Control Framework8.2 Some applications of contracts8.3 Practical technology development optimization8.4 Optimal planning in practice8.5 ConclusionAppendixesReferencesAfterwordSubject Index