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1c erp pm project organization management 2. Project phases and milestones

1c erp pm project organization management 2. Project phases and milestones

For companies that have previously purchased the software product " 1C:ERP"- a comprehensive solution for building an enterprise management information system and want to eventually expand it to the scale" 1С: ERP+PM Project organization management 2”, it will be advisable to purchase the module “ 1C:PM Project management for 1C:ERP»

The module allows you to add a project manager's workplace to the 1C: ERP software product and automate such areas of project management as:

Appointment of a project leader
Certification of projects
Project parameters and indicators
Statuses (states) of the project
Project registration
Project plan approval
Project Phase Management
Start of design work
Stopping design work
Change the project manager
Project resumption
Project Completion

The module adds new features and functions to all modules available in the 1C: ERP + PM program

For example, Human Resource Management in "1C: ERP" allows you to add or change the head of the project task, assign labor resources, assign roles in the project and plan labor costs.

The updated system will allow you to assign a project manager and for subtasks of this project, their heads can be different from the Project Manager as a whole. The role structure aims to make the planning, management and analysis process as easy and transparent as possible. Within the framework of the project management system, employees involved in projects occupy certain positions in the enterprise, but the labor resource is a combination of human resources and hardware, and is involved in the role of a performer of work that is not subject to decomposition within the project (they are elementary). An abstract resource combines the qualifications of an employee and his place in the hierarchy of the enterprise. Workforce roles are required for project plan development, risk and feasibility analysis, and resource load accounting.

In order to assign resources to a project, you will need to enter into the system information about the labor resources that are planned to be used to perform work on projects. You will also need to specify which roles will be used to perform work within a specific project task. The cost of attracting resources can be entered manually or using previously created standards.

Working time management allows you to keep records of working time for projects, analyze the workload of labor resources and plan the operational workload of specialists.

Processing "Analysis of the load of resources" allows you to track the conflict on the used labor resources (resource conflict) in time. A report is also provided that shows information on the planned loading of labor resources in the context of projects, project tasks, elementary operations and time periods.

Accounting for working time for projects is carried out in the document "Distribution of working time for the week", it allows you to enter into the system data on the working time that was spent by the labor resource during the calendar week, for project and other tasks, as well as enter into the system data on spent unproductive (lost) working time.

Registration of the actual events of the project occurs as a fixation of resource costs and additional costs, volumes performed, binding of various business operations to the project and fixing the facts of the occurrence of control events (passing milestones).

For project tasks, you can enter plans for earned value, additional and basic costs, with the possibility of adjustments in the course of work on the project, since in the course of work on projects, the actual data may differ from the plans.

Project finance management includes the formation of a budget for project expenses and income, a budget for movement Money, recording actual data and conducting a plan-fact analysis of the budget. The system works with three budgets: project income, project expenses and cash flow. Budget management takes place in the context of budget items, project tasks, contracts and counterparties, and the project cost budget has a mechanism for automatically generating budget elements. The mechanism works on the basis of the scheme for distributing the amount and by cost items, and it is possible that in the future not the entire amount, but only some part of it, will be distributed among the cost items.

The financial management loop provides for the possibility of implicit binding of budget elements to calendar periods, while the period is set as a set of rules describing the binding of a budget element to the time frame of the project task. When changing the timing of the project task (including when updating the project), the system automatically recalculates financial plans.

The project work manager is designed to manage the project life cycle, work planning and execution, allows you to manage risks and analyze the results of project activities.

To improve the efficiency of planning and control processes, the system incorporates a methodology that defines a number of features: the work performed by the workforce is located at the lower level of decomposition (work structure); A job can have only one performer. If it is required to attract several performers, the work must be divided into a number of underlying tasks and operations, or the performers should be combined into one labor resource. This is the cornerstone principle for 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 for a non-linear progression of work on a project through stages. Tasks can be returned for revision to the executor, or the task can be completed with the sign "not successful" with the transfer of the task or its copy to another executor.

The program implements an escalation mechanism, with the help of which the performer can convey to the manager data on delays in the performance of work. With the help of escalation, “bad news” affects calendar dates and project plans.

Together with the escalation mechanism, the project update loop works, which, based on data on the actual implementation or failure of the implementation of design work plans at the lower level of the structural decomposition, recalculates the calendar dates of all elements included in the project. If other projects depend on the timing of one project, their timing is also recalculated.

Version control. This mechanism stores an unlimited number of versions of project plans in the project infobase. The task 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: the project organization may be able to plan in several sections, 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.

Analysis "Plan-Fact". Includes the following tools and features:

Project analysis by indicators
Analysis of the S-curve of the project (planned volume by the accumulated total)
Plan-fact analysis of earned value
Analysis of the dynamics of the project economy
Analysis of earned value by labor costs
Analysis of the state of design tasks
Plan-fact analysis of resource use
Plan-fact cost analysis material resources
Plan-fact analysis of labor (human) resources costs
Plan-fact analysis of additional costs
Plan-fact analysis of project milestones
Plan-fact analysis of project timing

Management of risks. Allows you to identify, describe and evaluate the risks of the project, as well as plan activities to work with risks (minimize damage), and record the very fact of the occurrence (completion) of risks.

Management of project programs and project portfolios:

This contour is necessary for combining projects into programs and portfolios, which can contain projects at different stages of their life cycle. At such 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 bring information about project milestones into a single view with the formation of a graphic map. The results of this analysis are used to make decisions. KPI values can be entered manually or automatically calculated by the system.

Project resource management:

The system includes three options for the management structure of the company. A 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 workforce and work execution. And finally, a project management system, where project managers manage both project plans and resources.

The system has a role-based 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) the system can store an unlimited number of accounting rates.

Project documentation management. The module adds to "1C: ERP" the ability to work with documentation, using, at the request of the project manager, either an internal subsystem for working with files or an external one - "1C: Document Management". All basic actions with documents, and this is opening, editing, writing a new version (with saving the necessary data to the version control system) are available directly from the project management system. For certain types of objects (these are projects, design tasks, etc.), the system allows you to create, store and modify links to documents located in the 1C: Document Management repository.

Technologies and advantages:

"Module 1C: PM Project Management for 1C: ERP" was created on the basis of the "1C: Enterprise 8.3" platform, which ensures high speed and system scalability. Full-fledged work with the system via the Internet, in RDP mode or via a web browser, including using mobile devices running Android or iOS. The application interface is fully customizable for a specific user or group of users without programming.

The implementation of the "Module 1C: PM Project Management for 1C: ERP" allows companies to expand "1C: ERP" to the scale of "1C: ERP + PM Project Organization Management 2" and, thus, accelerate the pace of work and at the same time maintain the quality of project implementation for through continuous monitoring, identifying deviations and providing management staff with the necessary data on deviations and problems.

We wish you successful projects in the new year together with KomplekSoft LLC (“Business Agency”).

Workplace of the project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Statuses (states) of the project
Project registration
Appointment of a project leader
Project plan approval
Start of design work
Stopping design work
Change the project manager
Project resumption
Project Completion
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, department, 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 fixed 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 scope and timing of design work, 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 project plan is approved.
Project implementation. At this stage, the distribution of work between labor resources is carried out, monitoring and control of the work performed is carried out. Based on the actual data received from the contractors, the project plan is regularly updated. If necessary, operational rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Project Completion. 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 structural decomposition of the project
Planning milestones for the project
Calculation calendar plan project
Fixing the baseline of the project
Import and export of data from/to "MS Project"

Project plan- a set of structural decomposition of work, calendar dates, control events 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.

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 corrected manually.
The system supports two methods of operational planning of design work:

Using the role structure of labor resources and the matrix structure of management. 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 work is carried out taking into account the roles performed.
Without the use of the role structure of labor resources and the matrix structure of management. 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 performed without taking into account the roles performed.

The visual toolkit of the system allows the manager to obtain information about the project in different views: tabular views, data tree, Gantt charts, project milestone map, network diagram.

Project scope and supply planning

Supply planning and project scope planning - input into the system of information about the planned results of the project task. The plan of deliveries and volumes is entered into the system in quantitative and sum 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 period of the task.

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

Planning of subcontracts and material costs of the project

Planning for the use of project materials
Planning the use of equipment in a project
Planning for subcontracts and additional project 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 sums. 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 period of the task.

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

Planning of personnel and labor costs of the project

Changing the Project Task Manager
Assigning work resources to a project
Assigning Roles and Scheduling the Work of a Project Task
Role assignment and work planning

The system allows you to appoint a manager of a specific project task, and automatically its subtasks, different from the project manager 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 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 the labor resource is an abstract labor resource that combines qualifications, job responsibilities and place in the functional hierarchy of the enterprise. Workforce roles are used in project plan development, project feasibility analysis, and operational workforce planning.

Assigning labor resources to a project - entering into the system information about which labor resources of an enterprise are supposed to be used to perform work within a particular project. Assigning roles and planning labor costs of a project task - entering into the system information about which roles of labor resources enterprises are supposed to be used to perform work within the framework of a specific design 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 a previously set normalized cost of using resources.

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

Workload and working time management for projects

Analysis of the load of labor resources and the feasibility of the simulated portfolio of projects
Planning for operational loading of specialists on projects
Time tracking for projects

To analyze the feasibility of a simulated portfolio of projects, the system provides for the processing "Analysis of the load of resources", which allows you to timely track the conflict in the resources used between the 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 designed to obtain information on the planned load of labor resources in the context of projects, project tasks, elementary operations and periods of time.

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

To account for working time for projects, the system provides a document "Distribution of working time per week", which is designed to enter into the system data on the distribution of working time spent by a labor resource, during a calendar week, for project and non-project tasks, as well as for entering into the system data on lost (spent unproductive) working time.

Logging actual data and project events

Registration of costs of material resources
Registration of additional costs
Fixing the fact of a control event (passing a milestone)
Linking business transactions to a project

For each project task, there are plans for earned value, material costs, and incremental cost plans. During the course of the project, the actual data may differ from the planned ones. The relevant documents are provided in the system for registration of actually completed earned volumes, costs of material resources and additional costs.

To record the fact of a milestone (passing a milestone), the system provides the document "Closing a 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 the processing "Business transactions of the project".

Project finance management

The principle of project budgeting
Formation of the budget of income and expenses of the project
Formation of the cash flow budget of the project
Registration of actual project budgets
Plan-fact analysis of project budgets

The system allows you to create, store and update the plans of three project budgets: project cost budget, project income budget, 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 expenses for the project, the system provides for the function of automatic generation of budget elements. The budget of expenses is formed according to information about the costs planned for attracting labor, material and financial resources to the implementation of the project task. Automatic formation is carried out on the basis of the scheme for distributing the amount planned to attract 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, but only some part, is distributed among the budget items.

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

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

At the level of project budgets, the system allows you to:

Plan-fact 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, identification of deviations.

The visual toolkit of the system allows the user to obtain project budget data, both in tabular and graphical representation (diagrams and graphs). Within one screen form, you can get a detailed and consolidated plan of any of the budgets, comparison of income with expenses and receipts with payments, comparison of planned and actual data, etc.

Project scheduling

Project Task Life Cycle
Planning and execution of work
Project timing risk management
Analysis of work results

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

The specific work that a workforce performs on a project should be at the lowest level of the work breakdown structure.
This work can have one and only one artist. In the event that several performers are required to perform the work, it is necessary either to decompose the work into a number of elementary operations, or to combine the performers into one labor resource. The principle of "one job - one performer" is the cornerstone of the work management circuit.

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

Advance planning. At this stage, an elementary operation appears in the project plan, the contractor, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as an executor at this stage.
operational planning. At this stage, the performer of the work is determined, the exact terms are determined. The labor resource appears as an executor 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, periodic input into the system of data on the working time spent on the task is performed.
Performance report. At this stage, the performer reports on the performance of the work, indicates the actual time and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work, if necessary, adjusts the actual time and labor costs.

A non-linear progression of project work through stages is allowed: the task can be returned to the executor for revision, the 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.

The mechanism of project work escalation implemented in the system allows the contractor to convey to the management, data on the expected delays in the execution of work. This data is used by the updating mechanism - "bad news" affects the project's calendar dates upon their 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 the working time of performers between project and non-project tasks, as well as data on unproductive costs (losses) of working time.
Analysis of the accumulated statistical information on the performance of work, plan-fact analysis of the duration, labor intensity and cost of the work, identification and analysis of deviations that have arisen.
Analysis of the accumulated statistical information on the escalation of design work, identification and analysis of the reasons for the failure of the deadlines, analysis of the consequences of such failures.

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

Project update

Updating the project timeline
Updating % of project readiness

The key mechanism of the project management loop is the project update mechanism: based on the data on the actual implementation (or failure to complete) the design work of the lower level of decomposition, the system performs a complete recalculation of the calendar terms of all elements of the project. Updating the project, which is carried out regularly, allows the manager to receive reliable information about the status of work and promptly respond to emerging problems.

Project versioning

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

Be able to plan in multiple perspectives (e.g. baseline, approved plan, current plan)
To be able to track the history of changes (dynamics) of each section and compare it with the fact.

Plan-fact analysis of the project

Project S-curve
Analysis of the dynamics of the project economy
Plan-fact analysis of earned value
Analysis of earned value by labor costs
Plan-fact analysis of labor costs
Plan-fact analysis of resource use
Plan-fact analysis of the cost of material resources
Plan-fact analysis of additional costs
Analysis of the state of design tasks
Plan-fact analysis of project timing
Plan-fact analysis of project milestones

At the project level, the system allows you to analyze the dynamics of the project economy, plan-to-fact analysis of earned volumes, analysis of earned volume by labor costs, plan-to-fact analysis of labor costs, plan-to-fact analysis of resource use, plan-to-fact analysis of material resources costs, plan-to-fact analysis of additional costs, analysis of the state of project tasks, plan-fact analysis of project timing, plan-fact analysis of milestones (milestones) of the project, analysis of the project by indicators, and build the S-curve of the project.

Project Communications Management

The system allows you to create and store project tasks in the infobase. Project assignments are designed to enter and record the internal work of the project office. Tasks can be tied to a project or project task or be a stand-alone unit.

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

Knowledge management, rationing

Project typification
Library of design work templates
Rationing of design work
Create a project from a template
Saving a project to a template
Comparative analysis template projects
Fixing design decisions

The system allows creating and storing project templates in the infobase. A template can be either a complete project plan or any of the fragments of a project plan. The data structure of the template is almost completely identical to the structure of the project: structural decomposition 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 possibility of data exchange between project management and knowledge management loops. Any project plan can be saved as a template. Any of the templates can be loaded into the project plan, while 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 loops, the link between the template element and the corresponding project element is stored in the infobase.

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
Formation of a project plan according to a template and an estimate

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

Based on the document "Contract price calculation" and the project template, the system allows you to generate a project plan.

Project contract management

Relationship between project and contract stages
Registration of amendments 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 the contract according to the template

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 link between the contract and the stages of the project.

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

Project Document Management

Options for working with documents:

Storage of documents in the infobase
Storing documents in "1C: Document Management"

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

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

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

Project risk management

Project Risk Identification
Project risk assessment
Planning activities to work with risks
Fixing the fulfillment of risks
Project risk management monitoring

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

Portfolio and project program management

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

The system allows you to combine projects into programs and portfolios. One portfolio and/or one program of projects may contain projects at different stages of the life cycle. The portfolio of projects and the program of projects are 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 project portfolio milestones. Summarize information about milestones across projects in one view. Formation of a graphic map of design milestones. In the event of an actual or potential failure to meet deadlines, the projected 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;
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 they can be automatically calculated by the system, if the initial data for calculation can be obtained from the infobase.

Project organization resource management

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

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

The system allows you to normalize 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 level of a pool of labor resources, the system allows you to produce:

Modeling the resource constraints of the enterprise by entering the planned capacity for each of the roles (specialties) into the system. Comparison of planned and actual capacity of the roles of labor resources, identification of "bottlenecks".
Analysis of the planned and actual loading of resources, identification of "overloaded" and "underloaded" labor resources.
Service options
Checking the project structure
Search for problematic objects of the IS Subsystem

Technological advantages

"1C:PM Project Management for 1C:ERP" is developed on 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 the thin client or web client mode (via a regular Internet browser), including in the "cloud" mode;
create mobile workplaces using tablets and smartphones running iOS or Android;
customize the interface for a specific user or user group, taking into account the user's role, access rights and individual settings.

The mechanism of functional options 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 (changing the configuration).

"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" in integrated information systems operated 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 single 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
Project scope and supply planning
Planning of subcontracts and material costs of the project
Planning of personnel and labor costs of the project
Workload and working time management for projects
Logging actual data and project events
Project budgeting
Project scheduling
Project versioning
Plan-fact analysis of the project
Project Communications Management
Knowledge Management
Project evaluation and contract price calculation
Project contract management
Project Document Management
Project risk management
Portfolio and project program management
Project organization resource management

The cost of updates tariff Basic :

ITS PROF

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ITS TECHNO

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

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ITS. PROF budget

ITS. Budget PROF DVD, 1 month subscription.	4818 rub
ITS. Budget PROF subscription 3 months.	9636 rub
ITS. Budget PROF DVD, 6 month subscription.	18600 rub
ITS. Budget PROF DVD, subscription for 12 months.	35592 rub

ITS MEDICINE

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The cost of updates for this tariff:

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ITS. Budget

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

ITS MEDICINE

CORP tariff(for non-standard software products)

Upgrade cost:

ITS PROF

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ITS. Budget DVD, 3 month subscription	18 081 rub
ITS. Budget DVD, 6 month subscription.	35 952 rubles
ITS. Budget DVD, 12 month subscription.	71880 rub

ITS MEDICINE

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

research institutes, design bureaus, research institutes;
Machine-building plants, design bureaus;
Companies - system integrators, IT, consulting and engineering companies;
Mass media and advertising agencies;
And any organizations that use in their work such concepts as: "project", "program of projects" and "portfolio of projects".

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

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

Evaluation of the project and its cost before the start of work.

Perform a financial assessment using the BDR (income and expense budgets) and BDDS (cash flow budgets) methodologies.

Contract management: the solution allows you to establish a link between the project schedule and the contract work plan and fix 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.

United information space, which contains reliable and up-to-date data, project, financial documents, contracts, schedules and other data.

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

Deviation response management.

Management of risks. An assessment of the likelihood of impacts that could adversely affect the progress of the project.

Management of work standards.

History of works. The solution allows you to collect and accumulate statistical and historical data and, thus, improve the technology of the enterprise.

Design functionality:

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

Timing planning:

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

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

Work with subcontracts:

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

Management of workload, personnel and working hours:

To facilitate planning and management processes, the system uses a role-based workforce structure, 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 different from the project manager as a whole can be assigned. The labor resource is a set of human resources, qualifications, official duties and hardware.

Workload management will allow you to analyze the workload of labor resources and the feasibility of projects, plan the workload and take into account working hours for 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 you to distribute the hourly time of each specialist when he participates in different projects.

Milestone Closing:

In the project management program, the volume of work performed, the expended material resources are registered and various operations are linked to the project. For the fact of the occurrence of a control event (for example, the completion of a certain amount of work), the system provides for the document "Closing the project milestone".

Project finance management:

Project management system allows you to work with the budget three types: project expenses, project income and cash flow using the automatic generation of budget elements. The scheme of operation 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 according to budget items, but only a certain part of it.

The project finance management loop uses an implicit binding of budget items to the project calendar. The calendar period is set in the form of rules and functions that describe the binding of budget items to the time periods of a specific task in the project. When the project deadlines are shifted, 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 real state of affairs in the context of tasks, articles, periods, contracts and counterparties.

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

Dispatcher:

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

Together with the escalation mechanism, the project update circuit works.

Project update mechanism:

Based on the data on the actual implementation or failure of the implementation of design work plans, at the lower level of the structural decomposition, the calendar terms of all elements included in the project are recalculated. If other projects depend on the timing of one project, their timing is also recalculated.

Version control mechanism:

This mechanism stores an unlimited number of versions of project plans in the project infobase. The task 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: the project organization may be able to plan in several sections, 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-fact analysis:

The company's project management system allows you to do analytics of changes in the project economy, make a plan-fact analysis on earned volumes and labor costs, analyze the use of resources, additional costs, analyze the state of project tasks, analyze deadlines, milestones, indicators and build an S-curve of the project (planned cumulative total).

Knowledge management, rationing:

This circuit allows you to store templates for various projects. A template can be a complete plan or a fragment of any project. The structure of the templates is identical to the structure of projects, information about labor resources, finances, and so on are similar. The difference between a template and a project is that there is no schedule in the template, and therefore the template simply describes some of the methodology used by this enterprise to maintain typical projects.

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

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 contour is necessary for combining projects into programs and portfolios, which can contain projects at different stages of the life cycle. At such 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 bring information about project milestones into a single view with the formation of a graphic map. The results of this analysis are used to make decisions. KPI values can be entered manually or automatically calculated by the system.

Resource management:

Technology:

1C:ERP+PM Project Organization Management 2.0 is based on the 1C:Enterprise 8.3 platform, which ensures high speed and system scalability. Full-fledged work with the system via the Internet, in RDP mode or via a web browser, including using mobile devices running Android or iOS. The application interface is fully customizable for a specific user or group of users without programming.

The implementation of "1C: ERP + PM Project 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.

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

License cost:

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

The composition of the products of the "1C: PM Project Management" line

Product "1C:Enterprise 8.PMProject management PROF" (article 4601546122681) includes:

Distributions:

configuration "PM Project Management PROF";

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

Product "1C:Enterprise 8.PMProject Management CORP" (article 4601546122698) includes:

Distributions:

platforms "1C:Enterprise 8.3";
configuration "PM Project Management CORP";
configuration "System for designing applied solutions";

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

The 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). The platform of PROF or CORP versions is provided for "1C:PM Project Management" products, regardless of their versions. 1C:PM Project Management client licenses are intended for licensing workplaces that will use the functionality of 1C:PM Project Management products, with the exception of time tracking and project communications management functions.

To use the application solutions of 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 CORP" can be performed from the software product 4601546036568 "1C: Project Office Management" by general rules. On the terms of the upgrade, you can purchase the main supplies "1C:PM Project Management PROF" and "1C:PM Project Management CORP". 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 CORP" an upgrade is provided for "1C: ERP + PM Project Management 2" or "Module 1C: PM Project Management for 1C: ERP" according to 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: PM Project Management". Users can surrender licenses when purchasing, respectively, new licenses under the upgrade scheme.

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