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№ Principle Regulations to ensure the principle implementation

levels is defined by the object of decision making, though the hierarchy itself
can either change dynamically in timing accordance with objective and

subjective circumstances, or cover both inner, and outer factors. As a rule, a
decision-making system represents a triple ladder (firstly – top managers,

secondly – managers, then – executives). A Decision Making System (DMS)
can be defined by the characters of employees’ duties, timing that means the

period of time at CIN to be spent by the employees, and professionalism to be

based on the employees’ demand and qualification.
The major guidelines are defined in the publications (Kavun, 2008;

Pоnоmarenkо and Kavun, 2008). The principle is grounded on the OSS

subdivision into separate parts (subjects and objects) and study of their features
Subjects
and peculiarities; it gives an opportunity for a further effective analysis of the
& Objects’
4 OSS and its project. The principle is implemented to organize the OSS
Decomposition
management where by separate resources of CINs, for instance, financial,

staff, material, intellectual, etc. Thus, it is possible to get hierarchical structure
of a number of subjects and objects, their interrelations and interdependence,

that allows making in details the stages of the hierarchical structure.

The key points are given in the publications (Kavun, 2007, 2008, 2009;
Pоnоmarenkо and Kavun, 2008). While using this principle within CINs, it

is necessary to create such a system of management where all the objects

obtain all possible ways to interact efficiently, which could cause the increase
of competence within CIN, as well as a result and profit due to their activities,

Interrelations & etc. However, this system of management shouldn’t create a too large number
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Interactions of interrelations, because it can lead to deterring the quality of CIN’s activities.

It is necessary to solve the task by V.S. Graichunas’ formulae (Bandurka et
al., 2003); according to the number of potential interrelations (NPI) with a

lower stage of management it equals:

NPI = ½ (n × 2n) + n – 1, where n – a number of employees, who are
accountable to other co-workers which are responsible for decision-making.

The key guidelines are given in the publications (Kavun, 2008, 2009;

Ponomarenko and Kavun, 2008). This principle provides with identification
6 Closure
of the CIN’s life cycle, it defines the OSS stages (Kavun, 2009) and determines

when the development gives an opportunity of organizing OSS audit of CIN

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