1c erp pm design organization management 2.0. Project portfolio and program management

To calculate the full cost of implementing the 1C:PM Project Management ERP system, it is necessary to conduct a preliminary survey of the business processes of the enterprise being automated and make a number of organizational and administrative decisions to fix or optimize the current management technology. Cost of licenses for software known immediately.

License costs:

Code	Name
4601546116109	1C:PM Project management. Client license for 1 workstation	21,6
4601546116116	1C:PM Project management. Client license for 5 workstations	74,4
4601546116123	1C:PM Project management. Client license for 10 workstations	144
4601546116130	1C:PM Project management. Client license for 20 workstations	240
4601546116147	1C:PM Project management. Client license for 50 workstations	480
4601546116154	1C:PM Project management. Client license for 100 workstations	720
4601546116161	1C:PM Project management. Client license for 300 workstations	1 800

Composition of products in the 1C:PM Project Management line

Product "1C:Enterprise 8.P.M.Project management PROF" (article 4601546122681) includes:

Distributions:

configurations "PM Project Management PROF";

Functional configuration model "PM Project Management PROF";
ITS DVD release;
Set of documentation for the configuration "PM Project Management PROF";
PIN code for software protection of the "PM Project Management PROF" configuration for one workplace;
Licenses to use the 1C:Enterprise 8 system and the PM PROF Project Management configuration for one workplace;

Product "1C:Enterprise 8.P.M.Project management CORP" (article 4601546122698) includes:

Distributions:

platforms "1C:Enterprise 8.3";
configurations "PM Project Management CORP";
configuration "Application solution design system";

Functional configuration model "PM Project Management CORP";
ITS DVD release;
A set of documentation for the 1C:Enterprise 8.3 platform;
A set of documentation for the configuration "PM Project Management CORP";
Set of documentation for the configuration "System for designing application solutions";
Activation envelope 1C:ITS Industry Preferential;
PIN code for software protection of the 1C:Enterprise 8 platform for one workplace;
PIN code for software protection of the "PM Project Management CORP" configuration for one workplace;
Licenses to use the 1C:Enterprise 8 system and the PM CORP Project Management configuration for one workplace;
Pin codes for registering on the user support site.

Expansion of the number of automated workstations is carried out by purchasing client licenses for the 1C:Enterprise 8 platform (for 1, 5, 10, 20, 50, 100, 300, 500, 1000 workstations) and client licenses for 1C:PM Project Management ( for 1, 5, 10, 20, 50, 100 and 300 jobs). It is possible to use the PROF or KORP version platform for 1C:PM Project Management products, regardless of their versions. Client licenses "1C:PM Project Management" are intended for licensing workstations on which they will be used functionality products "1C:PM Project Management", with the exception of functions of time tracking and communication management within the project.

To use application solutions from the 1C:PM Project Management line in the client-server version, you need a license for the 1C:Enterprise 8 server.

An upgrade to the products "1C:PM Project Management PROF" and "1C:PM Project Management KORP" can be performed from the software product 4601546036568 "1C:Project Office Management" to general rules. Under the terms of an upgrade, you can purchase the main supplies "1C:PM Project Management PROF" and "1C:PM Project Management KORP". For users of "1C:PM Project Management PROF" an upgrade to "1C:PM Project Management CORP" is provided according to the general rules. For users of "1C:PM Project Management PROF" or "1C:PM Project Management KORP" an upgrade to "1C:ERP+PM Management" is provided design organization 2" or to "Module 1C:PM Project Management for 1C:ERP" according to the general rules.

When users of "1C: Project Office Management" switch to the product "1C:PM Project Management PROF" or "1C:PM Project Management CORP", a separate upgrade of client licenses "1C: Project Office Management" to client licenses "1C:" is also provided. PM Project Management". Users can surrender licenses when purchasing new licenses according to the upgrade scheme.

The cost of an upgrade is calculated using the formula: the cost of purchased software products minus the cost of the product to be handed over for an upgrade, plus 150 rubles, but not less than half the cost of the purchased set of products.

The solution is designed to support management activities:

research, design and design and survey institutes
machine-building enterprises, design bureaus, engineering companies
IT and consulting companies, system integrators
management and investment companies
project media business (organization of exhibition activities, media, advertising agencies)
any other project-oriented enterprises and organizations that use in their work the concepts: “project”, “project portfolio” and “project program”

Basic business processes automated using"1C:ERP+PM Project Organization Management 2":

Estimating the cost of the project before starting work. Preliminary estimate of the cost of work for the announced competition (tender).
Organization effective management finances of the company using project budgeting technology, using BDDS (traffic budgets) Money) and BDR (income and expenditure budgets).
Project contract management. Fixing the terms of the initial contractual relationship, fixing changes and additional agreements. Establishing connections between the work schedule under the contract and the work schedule design work. Creation of income and expense budgets and a cash flow budget for the project based on the terms of the contract.
Project monitoring based on key performance indicators. Providing operational data on key indicators to achieve strategic and tactical (operational) goals.
Ensuring effective management of a company with various organizational structures(functional, project, matrix structures). Division of areas of responsibility between project managers, project team leaders and functional managers when planning work and monitoring its execution.
Ensuring communications and effective interaction between the design and functional services of the organization.
Promptly providing company managers with up-to-date and reliable information by providing access to a single information space, design, financial, primary documents and data.
Efficient distribution of resources between projects. Objective analysis of project priorities and assessment of the degree of impact of deviations on the implementation of design work.
Increasing the pace and quality of project implementation. Constant monitoring of project progress, identifying deviations at the most early stages project. Providing company management personnel necessary information about emerging problems and violations of plans.
Timely response to deviations arising during the implementation of design work. Providing the company's management personnel with accurate, timely and non-redundant data on such deviations.
Management of risks. Increasing the likelihood of the occurrence and impact of favorable events and reducing the likelihood of the occurrence and impact of events unfavorable for the project.
Collection and analysis of the history of work on projects, accumulation and analysis of historical and statistical data, identification of “Best Practices”. Fixation of design solutions for the possibility of their use on subsequent projects. Determination of standards for each type of design work.

Functionality of the project management subsystem "1C:ERP+PM Project Organization Management 2"

Project management

Workplace project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Project statuses (states)
Project registration
Appointment of a project manager
Approval of the project plan
Start of design work
Stopping design work
Change of project manager
Resumption of the project
Completion of the project

Workplace of the project manager - Manager's panel

The project passport allows you to record and store in the system general information about the project. The project passport displays details that describe the main parameters of the project, such as the current manager, current status, division, project portfolio, project program and other parameters.

The project life cycle within the system consists of five stages:

Project initiation. At this stage, the intention to complete the project is recorded and a project manager is appointed. The project appears in the system as an object.
Project planning. At this stage, a preliminary project plan is developed, the composition and timing of design work, and the required labor, material and financial resources are determined.
Project approval. At this stage, the fundamental feasibility of the project is analyzed, resource conflicts with other projects are identified, adjustments are made, and the basic plan of the project is approved.
Project implementation. At this stage, work is distributed among labor resources, and work is monitored and controlled. Based on actual data received from performers, the project plan is regularly updated. If necessary, prompt rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Completion of the project. At this stage, the fact of termination of work on the project is recorded and an analysis is performed results achieved, identification and analysis of deviations (in terms of timing, cost, quality, etc.).

Planning the scope and timing of the project

Planning the project breakdown structure
Planning project milestones
Project schedule calculation
Fixing the project baseline
Import and export of data from/to "MS Project"

Project structure

The project plan is a set of structural breakdown of work, calendar dates, milestone events and data on the involved labor, material and financial resources– can be entered into the system in several ways:

Manual entry of relevant documents through the project control panel

Also, the project plan can be entered into the system in a combined way: part of the data is taken from the template, part is loaded from the MS Project file, part of the data is entered and/or adjusted manually.

The system supports two methods of operational planning of project work:

Using a role structure labor resources and matrix management structure. In this case, the "project" manager manages the project plan, and the "functional" manager manages the execution of the work. The assignment of labor resources to specific jobs is made taking into account the roles performed.
Without using the role structure of labor resources and the matrix management structure. In this case, the “project” manager manages both the project plan and the execution of the work. The assignment of labor resources to specific jobs is made without taking into account the roles performed.

The visual tools of the system allow the manager to obtain information about the project in different views: table views, data tree, Gantt charts, project milestones map, network diagram.

Project phases and milestones

Managing phases and milestones of a project/group of projects

Project phases

Tree of key project indicators

Monitoring of key project indicators in % and absolute values
Making decisions on the timely initiation of actions that help equalize the ratios of indicators

Tree of key project indicators

Planning project volumes and deliveries

Project supply planning
Project scope planning

Project scope planning

Supply planning and project scope planning - entering information into the system about the planned results of completing a project task. The supply and volume plan is entered into the system in quantitative and total values. In this case, the planned results can be attributed either to the start date of the task, or to the end date of the task, or distributed over the task period.

The planned results can be included in the planned income budget of the project task with detail by department.

Planning subcontracts and material costs of the project

Planning the use of project materials
Planning the use of equipment in a project
Planning subcontracts and additional project costs

Planning of project material costs

Planning the use of materials, equipment, subcontracts and additional project costs - entering into the system information about the planned costs necessary to complete the project task. The plan for the use of materials and equipment is entered into the system in quantitative and total values. The plan for the use of subcontracts and additional costs is entered into the system in total values. In this case, the planned costs can be attributed either to the start date of the task, or to the end date of the task, or distributed over the task period.

Planned costs can be included in the planned cost budget of the project task, detailed by department.

Personnel and project labor planning

Changing the Project Task Manager
Assigning labor resources to the project
Assigning roles and planning labor costs for a project task
Assigning roles and planning work costs
Project efficiency modeling

Project workforce planning

The system allows you to appoint a manager for a specific project task, and automatically its subtasks, different from the manager of the project as a whole. Distinctive feature system is the role structure of labor resources, which is aimed at facilitating the process of planning, management and analysis of not only labor resources, but also project management generally. An employee within the system represents a specific individual holding a certain position in the enterprise.

The labor resource is a unique set of human resources and hardware, involved as a performer of those design works that are elementary within the system (not decomposed). The role of a labor resource is an abstract labor resource that combines qualifications, job responsibilities and place in the functional hierarchy of the enterprise. Human resource roles are used in developing a project plan, analyzing project feasibility, and operational planning for labor resource utilization.

Assigning labor resources to a project is entering information into the system about which labor resources of the enterprise are expected to be used to perform work within a particular project. Assigning roles and planning the labor costs of a project task - entering information into the system about which roles of the enterprise’s labor resources are expected to be used to perform work within the framework of a specific project task. In this case, the volume of labor costs and their cost are indicated. The cost of attracting labor resources can be entered either manually or using the previously specified normalized cost of using resources.

Assignment of specific labor resources and planning of labor costs for a project task - entering into the system information about which specific labor resources of the enterprise are expected to be used to perform work within the framework of a specific project task.

Managing workload and working time for projects

Analysis of labor resource utilization and feasibility of the modeled project portfolio
Planning the operational load of specialists on projects
Project time tracking

Role/specialty load analysis

To analyze the feasibility of a modeled project portfolio, the system provides the “Resource Load Analysis” processing, which allows you to timely track the conflict in the resources used between approved, ongoing and planned projects of the enterprise (resource conflict).

To analyze the load of labor resources, the system provides a corresponding report, which is intended to obtain information on the planned load of labor resources in the context of projects, project tasks, elementary operations and time periods.

To plan the operational workload of specialists on projects, the system provides appropriate processing, which is designed to promptly distribute the hourly time of specialists between tasks of different projects.

To record working time on projects, the system provides a document “Distribution of working time for the week”, which is intended for entering into the system data on the distribution of working time spent by a labor resource, during a calendar week, on project and non-project tasks, as well as for entering into the system data on lost (unproductively spent) working time.

Recording actual data and project events

Registration of material resource costs
Registration of additional costs
Recording the fact of a milestone event (passing a milestone)
Linking business transactions to the project

Registration of completed volumes

For each project task there are plans for earned volumes, material costs and plans for additional costs. During the implementation of a project, actual data may differ from planned data. To register actually completed mastered volumes, costs of material resources and additional costs, the system provides appropriate documents.

To record the fact of a milestone event (passing a milestone), the system provides a document “Closing a project milestone”.

To collect and visualize information about business transactions (represented by primary documents), which were produced within specific project, the system provides for processing "Project Business Transactions".

Project financial management

The principle of forming project budgets
Formation of a budget for project income and expenses
Formation of the project cash flow budget
Recording actual project budgets
Plan-actual analysis of project budgets

Analysis of BDR by BDDS

The system allows you to create, store and update plans for three project budgets: a project expenditure budget, a project income budget, a project cash flow budget (receipts and payments). Budget elements are stored in the context of project tasks, budget items, counterparties and contracts (agreements with counterparties).

For the budget of project expenses, the system provides a function for automatically generating budget elements. The cost budget is formed based on information about the costs planned for attracting labor, material and financial resources to complete the project task. Automatic formation is carried out on the basis of a distribution scheme for the amount planned for attracting a particular resource, according to cost items. The distribution scheme is configured by the user, and a situation is acceptable when not the entire planned amount is distributed among expenditure budget items, but only some part.

A key feature of the project financial management loop is the implicit linking of budget elements to calendar periods. When planning budgets, the period is specified as a set of rules that describe the binding of a budget element to the time frame of the project task. When the timing of a project task changes (including when updating the project), the system automatically recalculates financial plans.

Entering data on actual receipts and payments, as well as on the accrual of actual income and expenses, can be done at any stage of the project life cycle, and even after the completion of the project.

At the project budget level, the system allows you to:

Plan-actual analysis of the budget of income, expenses and cash flows for the project in the context of project tasks, budget items, contractors, contracts and calendar periods.
Analysis of deviations between the data of the current financial plan, any version of the financial plan and the actual state of affairs, identifying deviations.

Plan-actual analysis of BDR

The system's visual tools allow the user to obtain project budget data, both in a tabular and graphical format (charts and graphs). Within one screen form, you can get a detailed and summary plan of any of the budgets, a comparison of income with expenses and receipts with payments, a comparison of planned and actual data, etc.

Dispatching of design work

Life cycle of a project task
Planning and execution of work
Risk management in the area of project timing
Analysis of work results

Project assignments

The methodology embedded in the system determines a number of features for design work that increase the efficiency of planning and control processes. Namely:

The specific work performed by a workforce on a project should be located at the lowest level of the work breakdown structure.
This work can have one and only one performer. If it is necessary to involve several performers to complete the work, it is necessary to either decompose the work into a number of elementary operations, or combine the performers into one labor resource. The principle of "one job - one performer" is the cornerstone of the work management loop.

The life cycle of project work consists of the following stages:

Pre-planning. At this stage, an elementary operation appears in the project plan, the performer, duration, complexity and cost of the work are indicated. The role of the labor resource appears as the performer at this stage.
Operational planning. At this stage, the performer of the work is determined, and the exact deadlines are determined. The labor resource appears as the performer at this stage.
Acceptance for execution. At this stage, the performer receives information about the task assigned to him and confirms his participation in its implementation.
Performance. At this stage, data on the working time spent on the task is periodically entered into the system.
Performance report. At this stage, the contractor reports on the completion of the work, indicates the actual deadlines and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work and, if necessary, adjusts the actual deadlines and labor costs.

Non-linear progression of project work through stages is allowed: the task can be returned to the contractor for revision, the task can be completed with the sign “unsuccessful” (in this case, a new copy tasks and is transferred to another executor), etc.

The mechanism for escalating project work implemented in the system allows the contractor to convey to management information about expected delays in the completion of work. This data is used by the updating mechanism - “bad news” affects the project’s calendar timeline upon its registration in the system.

At the level of design work, the system allows you to:

Collection and subsequent analysis of data on the distribution of working time of performers between project and non-project tasks, as well as data on non-productive costs (losses) of working time.
Analysis of accumulated statistical information on the execution of work, plan-fact analysis of the duration, labor intensity and cost of work, identification and analysis of deviations that have arisen.
Analysis of accumulated statistical information on the escalation of design work, identification and analysis of the reasons for failure to meet deadlines, analysis of the consequences of such failures.

The visual tools of the system allow the user to receive information in a convenient form about the work in which he is either a performer or a manager. The task list view actively uses color and graphic coding; it is possible to display the task list in the form of a Gantt chart.

Project update

Updating project deadlines
Updating % of project readiness

The key mechanism of the project management loop is the mechanism for updating the project: based on data on the actual completion (or failure of execution) of project work at the lower level of decomposition, the system makes a complete recalculation of the calendar dates of all project elements. Updating the project, carried out regularly, allows the manager to receive reliable information about the status of work and quickly respond to emerging problems.

Project versioning

Unlimited number of possible project versions

Comparison of project versions

The system allows you to create and store an unlimited number of versions of the project plan in the information base. The main task of the versioning subsystem is to enable system users to maintain several plans for one project in parallel. Simultaneous maintenance of several plans is necessary for the following purposes:

Be able to plan in several sections (for example, basic plan, approved plan, current plan)
Be able to track the history of change (dynamics) of each section and compare it with the fact.

Plan-actual analysis of the project

Project S-curve
Analysis of project economic dynamics
Plan-actual analysis of mastered volumes
Analysis of earned value by labor costs
Plan-actual analysis of labor costs
Plan-actual analysis of resource use
Plan-actual analysis of material resource costs
Plan-actual analysis of additional costs
Analysis of the status of design tasks
Plan-actual analysis of project timing
Plan-actual analysis of project control events (milestones)
Analysis of the project by indicators

Analysis of the project by indicators

Project Communications Management

Assignments and commenting in projects
Notifying users about changes in design information

The system allows you to create and store project tasks in the information base. Project tasks are intended for entry and accounting interior work project office. Tasks can be tied to a project or project task, or be an independent unit.

The system provides a mechanism for commenting on tasks and a mechanism for managing task statuses.

Knowledge management, standardization

Project typification
Library of design work templates
Standardization of design work
Creating a project from a template
Saving a project to a template
Comparative analysis projects based on templates
Fixation of design solutions

Updating project work standards in a template

The system allows you to create and store project templates in the information base. The template can represent either a complete project plan or any fragment of a project plan. The template data structure is almost completely identical to the project structure: structural breakdown of work, information about labor, material and financial resources, budgets. The main difference between a template and a project plan is that there are no calendar deadlines in the template. Essentially, a project template describes the technology used by an enterprise to carry out typical projects.

The system implements the ability to exchange data between project management and knowledge management circuits. Any project plan can be saved as a template. Any of the templates can be loaded into the project plan, and the project plan can be replaced or supplemented with template data - the project plan can be assembled from several templates. When performing any data exchange operations between the knowledge management and project management circuits, the information base maintains a connection between the template element and the corresponding project element.

At the project template level, the system allows you to:

Analysis of statistical information on the use of technologies adopted at the enterprise in real projects.
Analysis of deviations (in terms of duration, labor intensity, cost of design work) arising in standard projects. The results of the analysis are used to identify bottlenecks and best practices", and are also used to make decisions on improving project implementation technologies.

Project evaluation and contract price calculation

Project evaluation
Contract price calculation
Formation of a project plan using a template and assessment

Contract price calculation

The system provides a document that allows, based on information about the number of man-hours, the roles required to implement the contract, and the amounts of other costs, to generate a report reflecting the planned cost of the contract, possible profit and profitability, and calculate the planned cost of the contract at a given % profitability.

Based on the document "Contract Price Calculation" and the project template, the system allows you to create a project plan.

Project contract management

Relationship between project stages and contract
Registration of changes to the project agreement by additional agreements
Formation of BDDS and BDR according to the stages of the project agreement
Formation of a printed form of an agreement using a template

Drawing up a project agreement

The system allows you to detail the composition of the contract of counterparties to the activated stages, specify the terms of payment under the contract and establish a connection between the contract and the stages of the project.

Information about the terms of payment under the contract is used when forming the cash flow budget for the stages of the project.

Project Document Management

Options for working with documents:

Storing documents in the information base
Storing documents in "1C: Document Flow"

The system allows you to use the internal subsystem for working with files or the external one - “1C: Document Flow”.

Basic actions with documents (opening, capturing for editing, writing a new version) are available directly from the system.

For certain types of objects (projects, design tasks, etc.), the system allows you to create, store and modify links to documents located in the 1C: Document Flow repository.

Project Risk Management

Project Risk Identification
Project risk assessment
Planning activities to deal with risks
Recording the occurrence of risks
Monitoring project risk management

Threats and opportunities of the project

Project portfolio and program management

Project portfolios
Project programs
Workplace of the project office manager
Drawing up a thematic plan for projects
Relationship between the project program and the projects included in it
Updating the timing of project tasks between projects and the project program.
Analysis of project indicators
Analysis of projects by milestones
Plan-actual reporting on project portfolios and programs
Visualization of phases and control points project groups

Project program structure

Gantt chart for project portfolios

Geography of projects

The system allows you to combine projects into programs and portfolios. One portfolio and/or one project program may contain projects at different stages of the life cycle. The project portfolio and project program represent additional analytical sections for all reports and analytical tools of the system, in which projects appear in one capacity or another.

At the project portfolio level, the system allows you to:

Drawing up a thematic plan for projects. Modeling the composition of projects included in the thematic plan, with various indicators for planning periods;
Analysis of milestone events of the project portfolio. Consolidation of information about milestones of different projects in one view. Formation of a graphic map of project milestones. In case of actual or potential failure to meet deadlines, the predicted financial sanctions are calculated. The results of the analysis are used to make decisions in the process of operational and financial control of the enterprise’s activities;
Analysis of the current state and dynamics of changes in key indicators of projects included in the portfolio or program. The values of key indicators can be entered manually by project managers, or can be automatically calculated by the system, if the initial data for the calculation can be obtained in the information base.

Thematic plan for projects

Plan-actual analysis of the project program

Project organization resource management

Structure of the enterprise's labor resources
Workforce capacity planning
Material resources enterprises
Rationing the cost of resources

The system supports three options for the management structure of an enterprise:

Project management structure. Project plans, workforce, and work execution are managed by project and task managers.
Functional management structure. Project plans, labor resources and work execution are managed by the heads of divisions and departments.
Matrix management structure. Project plans are managed by project managers, labor resources and work execution are managed by department heads.

The system uses the role structure of labor resources and three-level planning of project work: at the stages of preliminary and final planning, work is planned according to roles (specialties), then at the stage of operational planning, work is distributed among labor resources.

Planning tasks and three-level workload in the project structure

The system allows you to standardize the cost of attracting labor resources to perform work; for one labor resource and/or role, any number of discount rates can be stored in the system.

At the labor resource pool level, the system allows you to:

Modeling the resource constraints of an enterprise by entering planned capacity into the system for each of the roles (specialties). Comparison of planned and actual capacity of labor resource roles, identification of bottlenecks.
Planning resources by preliminary and final levels
Analysis of the planned and actual load of resources, identification of “overloaded” and “underloaded” labor resources.
Analysis of the efficiency of labor resources for commercial projects: distribution of planned and actual volumes, income and expenses by labor resources.

Planning the loading of Roles, forecasting costs until the completion of the project

Technological advantages

The solution "1C:ERP+PM Project Organization Management 2" was developed on the technology platform "1C:Enterprise 8.3", which allows you to:

ensure high reliability, performance and scalability of the system;
organize work with the system via the Internet, in thin client mode or a web client (via a regular Internet browser), including in “cloud” mode;
create mobile workplaces using tablets and other mobile devices;
customize the interface for a specific user or group of users, taking into account the user’s role, his access rights and individual settings.

The mechanism of functional options, implemented in "1C:ERP+PM Project Organization Management 2", allows you to "turn on" or "turn off" various functional parts application solution without programming (configuration changes).

A solution for managing a project-oriented organization, and can be used for:

Research institutes, design bureaus, research institutes;
Machine-building plants, design bureaus;
Companies - system integrators, IT, consulting and engineering companies;
Media and advertising agencies;
And any organizations that use such concepts as “project”, “project program” and “project portfolio” in their work.

The solution "1C:ERP+PM Project Organization Management 2.0" automates the following business processes:

Preliminary estimate of the cost of work under a tender (announced competition).

Assessment of the project and its cost before work begins.

Execute financial assessment using the BDR (income and expenditure budgets) and CFDS (cash flow budgets) methodologies.

Contract management: the solution allows you to establish a connection between the project schedule and the contract work plan and record the initial contractual relationship.

Monitoring the implementation of project KPIs and key performance indicators.

Distribution of areas of responsibility between different employees working on projects, such as: project team leader, functional manager, project manager, coordinator, etc.

A single information space in which reliable and up-to-date data, design, financial documents, contracts, calendar plans and other data.

Resource management, analysis of project priorities and distribution of resources between projects.

Managing reactions to deviations.

Management of risks. Assessment of the likelihood of impacts that could have an adverse impact on the progress of the project.

Management of work standards.

History of work. The solution allows you to collect and accumulate statistical and historical data and, thus, improve enterprise technologies.

Project functionality:

Project management functions include planning the scope, timing, volume and delivery of the project, planning labor costs, managing the workload and working hours of specialists, recording project data and events, dispatching functions, financial management and version management. There is plan-factual analysis, knowledge management (knowledge base), communications management, estimates and contract calculations. For analysts and management, contract management, risk management (risk analysis), project program management and project portfolio management, and resource management of the project organization as a whole are provided.

Time planning:

Includes structural decomposition and arrangement of milestones or control events. The project plan, which is a decomposition of deadlines, events, resources, is entered into the system in several ways: through the control panel (manual entry), through downloading from templates or through data exchange with Microsoft Project. You can enter data in a combined way.

Operational planning is carried out using two methods: using the role structure of labor resources and a matrix management structure or without them. Visualization tools will allow the manager to receive information about the progress of the project in convenient views: Gantt chart, data tree, project milestone map or in the form of a network diagram.

Working with subcontracts:

The project management program includes functions for planning subcontracts and additional project costs. The subcontracting plan is entered into the system in the form of amounts, and can be attributed either to the project start date, or to the end date, or distributed over the project life cycle.

Workload, staff and working time management:

To facilitate planning and management processes, the system uses a role structure of labor resources, and an employee within this structure is a specific individual with a position and a certain level of responsibility. The system will allow you to assign a manager for each task of the project, and for subtasks a manager can be assigned that is different from the manager of the project as a whole. A labor resource is a combination of human resources, qualifications, job responsibilities and hardware.

Load management will allow you to analyze the load of labor resources and project feasibility, plan load and take into account work time by projects and tasks. The project work management program uses a special processing “Analysis of resource conflicts”, which will allow timely detection of a possible conflict of labor resources between projects already in progress and approved or planned ones. Processing allows distribution hourly time each specialist with his participation in different projects.

Closing a project milestone:

The project management program records the amount of work completed, the material resources expended, and links various operations to the project. To indicate the occurrence of a milestone event (for example, completion of a certain amount of work), the system provides a “Closing a Project Milestone” document.

Project financial management:

The project management system allows you to work with three types of budgets: project expenses, project income and funds flow using the function of automatic generation of budget elements. The operation scheme of the auto-formation function is configured by the user of the system, and a situation is allowed when not the entire amount is distributed among budget items, but only a certain part of it.

The project financial management loop uses an implicit link between budget elements and the project calendar. The calendar period is specified in the form of rules and functions that describe the binding of budget elements to the time periods of a specific task in the project. When the project deadlines shift, the system automatically recalculates financial plans.

The system provides the user with a plan-fact analysis of budgets and an analysis of deviations between the current financial plan and the actual state of affairs in the context of tasks, items, periods, contracts and counterparties.

Visual analysis tools allow you to view and analyze budget data in a user-friendly form (graphs, charts and tables), and within one screen form you can see summary data of any budget and a comparison of income with payments.

Dispatcher:

The project work manager manages the project life cycle, work planning and execution, risk management, and analyzes results.

To increase the efficiency of planning and control processes, the system includes a methodology that defines a number of features: the work performed by the labor resource is located at the lower level of decomposition (work structure); a job can only have one performer. If it is necessary to involve several performers, the work must be divided into a number of underlying tasks and operations, or the performers must be combined into one labor resource. This is the cornerstone principle of the work control loop.

The project life cycle consists of a number of stages: preliminary planning, operational planning, acceptance for execution, execution of work, report and completion. Project management technologies embedded in the 1C:ERP system allow non-linear progress of work on a project through stages. Tasks can be returned to the executor for revision, or the task can be completed with the “not successful” sign and the task or its copy can be transferred to another executor.

The program implements an escalation mechanism, with the help of which the contractor can convey to the manager information about delays in the execution of work. Through escalation, bad news impacts project schedules and plans.

The project update circuit works together with the escalation mechanism.

Mechanism for updating the project:

Based on data on the actual implementation or failure to implement project work plans, the calendar dates of all elements included in the project are recalculated at the lower level of structural decomposition. If other projects depend on the deadlines for one project, their deadlines are also recalculated.

Version control mechanism:

This mechanism stores an unlimited number of versions of project plans in the project information database. The purpose of the system is to enable the user to maintain several parallel plans for one project. Such simultaneous maintenance may be necessary for the following purposes: a project organization may be able to plan in several aspects, for example, in addition to the current plan, have a backup plan, or to track the dynamics of each project and compare the plan with the fact.

Plan-actual analysis:

The company's project management system allows you to analyze changes in the project economy, do plan-fact analysis of mastered volumes and labor costs, analyze the use of resources, additional costs, analyze the status of project tasks, analyze deadlines, milestones, indicators and build an S-shaped project curve (planned accumulated volume).

Knowledge management, standardization:

This outline allows you to store templates for various projects. A template can be either a complete plan or a fragment of any project. The structure of the templates is identical to the structure of projects, the information on labor resources, finances, and so on is similar. The difference between a template and a project is the absence of a calendar plan in the template, and therefore the template simply describes some methodology used by this enterprise to conduct standard projects.

1C:ERP+PM implements data exchange between the “Project Management” and “Knowledge Management” contours so that any project plan can be saved as a template. When loading a template into a project plan, the following may occur: the project plan can be replaced, supplemented, or assembled from several templates. When performing such operations in the database, the connection between the template and the project is maintained.

At the template level, you can analyze statistics on the use of templates and technologies used in the enterprise in real projects.

Management of project programs and project portfolios:

This circuit is necessary for combining projects into programs and portfolios, which may contain projects at different stages of the life cycle. At these levels, the project management system allows you to create a thematic plan for projects and perform modeling of projects included in the thematic plan for different periods. The system allows you to combine information about project milestones into a single view with the formation of a graphic map. The results of such analysis are used to make decisions. The values of key indicators can be entered manually or automatically calculated by the system.

Resource management:

The system includes three options for the company's management structure. Matrix management structure, in which projects are managed by project managers, and labor resources are managed by department heads. A functional structure where project plans are managed by department heads, who also manage human resources and work execution. And finally, a project management system, where project managers manage both project plans and resources.

The system has a role structure with two-level planning: at the first stage (preliminary work planning), work is distributed among specialists (roles), and then, at the operational planning stage, it is distributed among labor resources.

The system normalizes the cost of attracting labor resources for the work performed, while for one labor resource and/or specialist (role) an unlimited number of discount rates can be stored in the system.

Technologies:

“1C:ERP+PM Project Organization Management 2.0” is created on the basis of the “1C: Enterprise 8.3” platform, which provides high speed operation and scalability of the system. Full work with the system via the Internet, in RDP mode or via a web browser, even using mobile devices running Android or iOS. The application interface is completely customizable for a specific user or group of users without programming.

The implementation of “1C:ERP+PM Project Organization Management 2.0” allows you to accelerate the pace and at the same time maintain the quality of project implementation through constant monitoring, identifying deviations and providing management personnel with the necessary data on deviations and problems.

"Module 1C:PM Project Management for 1C:ERP" is designed to include the project functionality of the product "1C:ERP+PM Project Organization Management 2.0" into integrated Information Systems, operating on the basis of products containing the “1C:ERP Enterprise Management 2.0” configuration. Organizations using software products, containing the “ERP Enterprise Management 2.0” configuration, will be able to purchase a separate “Module 1C:PM Project Management for 1C:ERP” and integrate it into a unified information system.

Functionality of the product “Module 1C:PM Project Management for 1C:ERP Enterprise Management 2.0”:

Project management
Planning the scope and timing of the project
Planning project volumes and deliveries
Planning subcontracts and material costs of the project
Personnel and project labor planning
Managing workload and working time for projects
Recording actual data and project events
Project budgeting
Dispatching of design work
Project versioning
Plan-actual analysis of the project
Project Communications Management
Knowledge Management
Project evaluation and contract price calculation
Project contract management
Project Document Management
Project Risk Management
Project portfolio and program management
Project organization resource management

Cost of updates according to Basic tariff :

ITS PROF

ITS Construction

ITS TECHNO

ITS TECHNO DVD subscription for 6 months.	7854 RUR
ITS TECHNO DVD subscription for 12 months.	15036 rub.

ITS. Budget

	8916 RUR
	17112 rub.

ITS. Budget PROF

ITS. Budget PROF DVD, 1 month subscription.	4818 RUR
ITS. Budget PROF subscription 3 months.	9636 RUR
ITS. Budget PROF DVD, 6 month subscription.	18600 rub.
ITS. Budget PROF DVD, 12 month subscription.	RUB 35,592

ITS MEDICINE

Tariff Prof

Cost of updates for this tariff:

ITS PROF

ITS Construction

ITS. Budget

	RUB 9,081
ITS. Budget DVD, 6 month subscription.	RUB 17,952
ITS. Budget DVD, 12 month subscription.	RUR 35,880

ITS MEDICINE

Tariff CORP(for non-standard software products)

Update cost:

ITS PROF

ITS Construction

ITS. Budget-

ITS. Budget DVD, 3 month subscription.	RUB 18,081
ITS. Budget DVD, 6 month subscription.	RUB 35,952
ITS. Budget DVD, 12 month subscription.	RUB 71,880

ITS MEDICINE

Workplace of the project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Project statuses (states)
Project registration
Appointment of a project manager
Approval of the project plan
Start of design work
Stopping design work
Change of project manager
Resumption of the project
Completion of the project
Project phase management

The project passport allows you to record and store general information about the project in the system. The project passport displays details that describe the main parameters of the project, such as the current manager, current status, division, project portfolio, project program and other parameters.

The project life cycle within the system consists of five stages:

Project initiation. At this stage, the intention to complete the project is recorded and a project manager is appointed. The project appears in the system as an object.
Project planning. At this stage, a preliminary project plan is developed, the composition and timing of design work, and the required labor, material and financial resources are determined.
Project approval. At this stage, the fundamental feasibility of the project is analyzed, resource conflicts with other projects are identified, adjustments are made, and the basic plan of the project is approved.
Project implementation. At this stage, work is distributed among labor resources, and work is monitored and controlled. Based on actual data received from performers, the project plan is regularly updated. If necessary, prompt rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Completion of the project. At this stage, the fact of termination of work on the project is recorded, the results achieved are analyzed, deviations are identified and analyzed (in terms of timing, cost, quality, etc.).

Planning the scope and timing of the project

Planning the project breakdown structure
Planning project milestones
Project schedule calculation
Fixing the project baseline
Import and export of data from/to "MS Project"

Project plan- a set of structural breakdown of work, calendar dates, milestones and data on attracted labor, material and financial resources - can be entered into the system in several ways.

Manual entry of relevant documents through the project control panel.
Loading/unloading project data from/to MS Project.
Loading project data from a template stored in the system.

Using the role structure of labor resources and a matrix management structure. In this case, the "project" manager manages the project plan, and the "functional" manager manages the execution of the work. The assignment of labor resources to specific jobs is made taking into account the roles performed.
Without using the role structure of labor resources and the matrix management structure. In this case, the “project” manager manages both the project plan and the execution of the work. The assignment of labor resources to specific jobs is made without taking into account the roles performed.

The visual tools of the system allow the manager to obtain information about the project in different views: table views, data tree, Gantt charts, project milestones map, network diagram.

Planning project volumes and deliveries

The planned results can be included in the planned income budget of the project task with detail by department.

Planning subcontracts and material costs of the project

Planning the use of project materials
Planning the use of equipment in a project
Planning subcontracts and additional project costs

Planned costs can be included in the planned cost budget of the project task, detailed by department.

Personnel and project labor planning

Changing the Project Task Manager
Assigning labor resources to the project
Assigning roles and planning labor costs for a project task
Assigning roles and planning work costs

The system allows you to appoint a manager for a specific project task, and automatically its subtasks, different from the manager of the project as a whole. A distinctive feature of the system is the role structure of labor resources, which is aimed at facilitating the process of planning, managing and analyzing not only labor resources, but also project management in general . An employee within the system is a specific individual occupying a specific position in the enterprise.

A labor resource is a unique set of human resources and hardware, involved as a performer of those design works that are elementary within the system (not decomposed). The role of a labor resource is an abstract labor resource that combines qualifications, job responsibilities and location in the functional hierarchy of the enterprise. Human resource roles are used in developing a project plan, analyzing project feasibility, and operational planning of labor resource load.

Assigning labor resources to a project - entering information into the system about which specific labor resources of the enterprise are supposed to be used to perform work within the framework of a particular project. Assigning roles and planning the labor costs of a project task - entering information into the system about which specific roles of labor resources enterprises are intended to be used to perform work within the framework of a specific project task. In this case, the volume of labor costs and their cost are indicated. The cost of attracting labor resources can be entered either manually or using the previously specified normalized cost of using resources.

Managing workload and working time for projects

Analysis of labor resource utilization and feasibility of the modeled project portfolio
Planning the operational load of specialists on projects
Project time tracking

Recording actual data and project events

Registration of material resource costs
Registration of additional costs
Recording the fact of a milestone event (passing a milestone)
Linking business transactions to the project

To record the fact of a milestone event (passing a milestone), the system provides a document “Closing a project milestone”.

To collect and visualize information about business transactions (represented by primary documents) that were carried out within the framework of a specific project, the system provides for processing “Project Business Transactions”.

Project financial management

The principle of forming project budgets
Formation of a budget for project income and expenses
Formation of the project cash flow budget
Recording actual project budgets
Plan-actual analysis of project budgets

At the project budget level, the system allows you to:

Plan-actual analysis of the budget of income, expenses and cash flows for the project in the context of project tasks, budget items, contractors, contracts and calendar periods.
Analysis of deviations between the data of the current financial plan, any version of the financial plan and the actual state of affairs, identifying deviations.

Dispatching of design work

Life cycle of a project task
Planning and execution of work
Risk management in the area of project timing
Analysis of work results

The methodology embedded in the system determines a number of features for design work that increase the efficiency of planning and control processes. Namely:

The specific work performed by a workforce on a project should be located at the lowest level of the work breakdown structure.
This work can have one and only one performer. If it is necessary to involve several performers to complete the work, it is necessary to either decompose the work into a number of elementary operations, or combine the performers into one labor resource. The principle of “one job - one performer” is the cornerstone of the work management loop.

The life cycle of project work consists of the following stages:

Pre-planning. At this stage, an elementary operation appears in the project plan, the performer, duration, complexity and cost of the work are indicated. The role of the labor resource appears as the performer at this stage.
Operational planning. At this stage, the performer of the work is determined, and the exact deadlines are determined. The labor resource appears as the performer at this stage.
Acceptance for execution. At this stage, the performer receives information about the task assigned to him and confirms his participation in its implementation.
Performance. At this stage, data on the working time spent on the task is periodically entered into the system.
Performance report. At this stage, the contractor reports on the completion of the work, indicates the actual deadlines and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work and, if necessary, adjusts the actual deadlines and labor costs.

A non-linear progression of project work through stages is allowed: a task can be returned to the executor for revision, a task can be completed with the sign “unsuccessful” (in this case, a new instance of the task is created and transferred to another executor), etc.

At the level of design work, the system allows you to:

Collection and subsequent analysis of data on the distribution of working time of performers between project and non-project tasks, as well as data on non-productive costs (losses) of working time.
Analysis of accumulated statistical information on the execution of work, plan-fact analysis of the duration, labor intensity and cost of work, identification and analysis of deviations that have arisen.
Analysis of accumulated statistical information on the escalation of design work, identification and analysis of the reasons for failure to meet deadlines, analysis of the consequences of such failures.

Project update

Updating project deadlines
Updating % of project readiness

Project versioning

Be able to plan in several sections (for example, basic plan, approved plan, current plan)
Be able to track the history of change (dynamics) of each section and compare it with the fact.

Plan-actual analysis of the project

Project S-curve
Analysis of project economic dynamics
Plan-actual analysis of mastered volumes
Analysis of earned value by labor costs
Plan-actual analysis of labor costs
Plan-actual analysis of resource use
Plan-actual analysis of material resource costs
Plan-actual analysis of additional costs
Analysis of the status of design tasks
Plan-actual analysis of project timing
Plan-actual analysis of project control events (milestones)

At the project level, the system allows you to analyze the dynamics of the project economy, plan-actual analysis of mastered volumes, analysis of mastered volume by labor costs, plan-factual analysis of labor resource costs, plan-factual analysis of resource use, plan-factual analysis of material resource costs, plan-factual analysis of additional costs, analysis of the status of project tasks, plan-fact analysis of project deadlines, plan-fact analysis of control events (milestones) of the project, analysis of the project by indicators, and also building the S-curve of the project.

Project Communications Management

The system allows you to create and store project tasks in the information base. Project tasks are intended for entering and accounting for internal work of the project office. Tasks can be tied to a project or project task, or be an independent unit.

The system provides a mechanism for commenting on tasks and a mechanism for managing task statuses.

Knowledge management, standardization

Project typification
Library of design work templates
Standardization of design work
Creating a project from a template
Saving a project to a template
Comparative analysis of projects using templates
Fixation of design solutions

At the project template level, the system allows you to:

Analysis of statistical information on the use of technologies adopted at the enterprise in real projects.
Analysis of deviations (in terms of duration, labor intensity, cost of design work) that arise in standard projects. The results of the analysis are used to identify bottlenecks and best practices, and are also used to make decisions on improving project execution technologies.

Project evaluation and contract price calculation

Project evaluation
Formation of a project plan using a template and assessment

The system provides a document that allows, based on the information on the number of man-hours by role required to implement the contract and the amounts of other costs, to generate a report reflecting the planned cost of the contract, possible profit and profitability, and calculate the planned cost of the contract at a given % profitability.

Based on the document "Contract Price Calculation" and the project template, the system allows you to create a project plan.

Project contract management

Relationship between project stages and contract
Registration of changes to the project agreement by additional agreements
Formation of BDDS and BDR according to the stages of the project agreement
Formation of a printed form of an agreement using a template

Information about the terms of payment under the contract is used when forming the cash flow budget for the stages of the project.

Project Document Management

Options for working with documents:

Storing documents in the information base
Storing documents in "1C: Document Flow"

The system allows you to use the internal subsystem for working with files or the external one - "1C: Document Flow".

Basic actions with documents - opening, capturing for editing, writing a new version) are available directly from the system.

For certain types of objects (projects, design tasks, etc.), the system allows you to create, store and modify links to documents located in the 1C: Document Flow repository.

Project Risk Management

Project Risk Identification
Project risk assessment
Planning activities to deal with risks
Recording the occurrence of risks
Monitoring project risk management

A subsystem is being developed that will allow identifying project risks, assessing project risks, planning activities to deal with risks, recording risk occurrences, and monitoring project risk management.

Project portfolio and program management

Project portfolios
Project programs
Workplace of the project office manager
Drawing up a thematic plan for projects
Analysis of project indicators
Analysis of projects by milestones
Plan-actual reporting on project portfolios and programs

At the project portfolio level, the system allows you to:

Drawing up a thematic plan for projects. Modeling the composition of projects included in the thematic plan, with various indicators for planning periods;
Analysis of milestone events of the project portfolio. Consolidation of information about milestones of different projects in one view. Formation of a graphic map of project milestones. In case of actual or potential failure to meet deadlines, the predicted financial sanctions are calculated. The results of the analysis are used to make decisions in the process of operational and financial control of the enterprise’s activities;
Analysis of the current state and dynamics of changes in key indicators of projects included in the portfolio or program. The values of key indicators can be entered manually by project managers, or can be automatically calculated by the system, if the initial data for the calculation can be obtained in the information base.

Project organization resource management

Structure of the enterprise's labor resources
Workforce capacity planning
Material resources of the enterprise
Rationing the cost of resources

The system supports three options for the management structure of an enterprise:

Project management structure. Project plans, workforce, and work execution are managed by project and task managers.
Functional management structure. Project plans, labor resources and work execution are managed by the heads of divisions and departments.
Matrix management structure. Project plans are managed by project managers, labor resources and work execution are managed by department heads.

The system uses a role structure of labor resources and two-level planning of project work: at the preliminary planning stage, work is planned by role (specialty), then at the operational planning stage, work is distributed among labor resources.

The system allows you to standardize the cost of attracting labor resources to perform work; for one labor resource and/or role, any number of discount rates can be stored in the system.

At the labor resource pool level, the system allows you to:

Modeling the resource constraints of an enterprise by entering planned capacity into the system for each of the roles (specialties). Comparison of planned and actual capacity of labor resource roles, identification of bottlenecks.
Analysis of the planned and actual load of resources, identification of “overloaded” and “underloaded” labor resources.
Service capabilities
Checking the project structure
Search for problematic objects IS subsystems

Technological advantages

"1C:PM Project Management for 1C:ERP" was developed using latest version technological platform "1C:Enterprise 8.3", which allows:

ensure high reliability, performance and scalability of the system;
organize work with the system via the Internet, in thin client or web client mode (via a regular Internet browser), including in “cloud” mode;
create mobile workplaces using tablets and smartphones running iOS or Android;
customize the interface for a specific user or group of users, taking into account the user’s role, his access rights and individual settings.

The functional options mechanism implemented in 1C:PM Project Management for 1C:ERP allows you to “turn on” or “turn off” various functional parts of the application solution without programming (configuration changes).