Project management in 1c enterprise. PM Project Management

Article: 4601546122681
Price: 29 600 rubles

The kit includes free ITS subscription for 3 months, any maintenance of this software product requires a valid ITS subscription.

1C: Enterprise 8. PM Project Management PROF

The solution is intended for:

Scientific research, design, research institutes
Machine-building enterprises, design bureaus
Engineering, IT and consulting companies, system integrators
Project media business (organization of exhibition activities, media, advertising agencies)
Any other organization that uses the concepts of "project", "portfolio of projects" and "program of projects" in their work
The main business processes automated using "1C: PM Project Management PROF":

Organization of effective financial management of a company using project budgeting technology, using BDDS (cash flow budgets) and BDR (income and expense budgets).
Project contract management. Fixing the terms of the initial contractual relationship, fixing changes and additional agreements. Establishing links between the work schedule under the contract and the project work schedule. Creation of budgets of income and expenses and budget of cash flow for the project on the basis of the terms of the contract.
Monitoring of the project by 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 their execution.
Ensuring communication and effective interaction between the design and functional services of the organization.
Prompt provision of the company's management personnel with up-to-date and reliable information through access to a single information space, to project, financial, primary documents and data.
Efficient allocation of resources between projects. Objective analysis of project priorities and assessment of the impact of deviations on the implementation of design work.
Increasing the pace and quality of projects. Continuous monitoring of the progress of the project, identifying deviations at the earliest stages of the project. Providing the company's management personnel with the necessary information about emerging problems and violations of plans.
Timely response to deviations arising during the execution of design work.
Project templates management. Accumulation and analysis of historical and statistical data, highlighting "Best practices". Fixation of design solutions for the possibility of their use on subsequent projects.

To calculate the full cost of implementing the ERP system "1C: PM Project Management", it is necessary to conduct a preliminary survey of the business processes of the 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 composition of the products of the line "1C: PM Project Management"

Product "1C: Enterprise 8.PM Project Management PROF "(article 4601546122681) includes:

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

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

• Distributions:
• platforms "1C: Enterprise 8.3";
• configuration "PM Project Management CORP";
• configuration "Application Design System";
• Functional configuration model "PM Project Management CORP";
• ITS DVD release;
• A set of documentation for the 1C: Enterprise 8.3 platform;
• Set of configuration documentation "PM Project Management CORP";
• Set of configuration documentation "Application Design System";
• Activation envelope 1C: ITS Branch Preferential;
• PIN-code of software protection of the "1C: Enterprise 8" platform for one workplace;
• PIN-code of software protection of the configuration "PM Project Management CORP" 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 workstations is carried out by purchasing client licenses for the "1C: Enterprise 8" platform (for 1, 5, 10, 20, 50, 100, 300, 500, 1000 workplaces) and client licenses "1C: PM Project Management" ( for 1, 5, 10, 20, 50, 100 and 300 jobs). It is provided to use the platform of versions PROF or CORP for products "1C: PM Project Management" regardless of their versions. Client licenses "1C: PM Project Management" are intended for licensing workplaces that will use the functionality of the products "1C: PM Project Management", except for the functions of time tracking and communications management within the project.

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

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" according to general rules. Under the terms of the upgrade, you can purchase basic supplies "1C: PM Project Management PROF" and "1C: PM Project Management CORP". For users of "1C: PM Project Management PROF" there is an upgrade to "1C: PM Project Management CORP" according to general rules. For users of "1C: PM Project Management PROF" or "1C: PM Project Management CORP" there is an upgrade to "1C: ERP + PM Project Organization Management 2" or to "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 the client licenses "1C: Project Office Management" for client licenses "1C: PM Project Management ". Users can surrender licenses when purchasing, respectively, new licenses according to the upgrade scheme.

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

Products of the "PM Project Management" line (versions of PROF and CORP) are designed to automate a wide range of tasks within the framework of project management, project programs and project portfolios at enterprises and organizations of various industries, are the development of the solution "". Implemented in managed forms.

Online demo version of Project Management

According to the vendor's licensing policy, it is possible to obtain demo access to 1C: Enterprise products only upon prior request. After sending the application, it will be possible to connect, examine in detail and test the trial demo version of PM online:

Request for demo access:

Send!

There is no need to download a demo - the PM demo is available online right now!

Price list for software products of the "PM Project Management" line

From 15.02.2016 the following software products are on sale:

The expansion of the number of automated workplaces is carried out by purchasing client licenses for the "1C: Enterprise 8" platform (for 1, 5, 10, 20, 50, 100, 300, 500, 1000 workplaces) and client licenses "PM Project Management" (for 1 , 5, 10, 20, 50, 100 and 300 jobs).

It is provided to use the platform of versions PROF or CORP for the products "PM Project Management" regardless of their versions. PM Project Management CALs are intended for licensing workstations that will use the functionality of PM Project Management products, with the exception of time attendance and project communications management.

The software products "PM Project Management PROF", "PM Project Management CORP" and client licenses "PM Project Management" are supplied with software configuration protection, if you need to use hardware protection, you need to issue an additional purchase request.

To use the applied solutions of the "PM Project Management" line in the client-server version, you need a license for the "1C: Pidprmstvo 8" server.

Product development evolution

1. The very first product was released "Project Office Management"
2. Later, on the basis of this product, "" was created, which is the development of the functionality of the first main solution
3. The last in the chain is the complex product "Project Organization Management" (in fact, it is an integrated solution of several configurations:

• PMO Project Management +
• ERP Resource Management +
• KPI Key Performance Indicators Management +
• FRM Financial Management +
• CRM Customer, Supplier and Contractor Relationship Management
• if necessary, it is additionally integrated with Document Management

New line 1C: Enterprise for project management

In February 2015, the solution "ERP + PM Project Organization Management 2.0" was released. The product "ERP + PM Project Organization Management 2.0" is designed to support the management activities of enterprises carrying out projects, and is aimed at reducing operating and transaction costs. This product is developed on the basis of the solution "ERP Enterprise Management 2" with the inclusion of all ERP functionality.

To include the project functionality of this product into integrated information systems operating on the basis of products containing the "ERP Enterprise Management 2" configuration (including industry-specific ERP solutions), the "PM Module Project Management for ERP" was released. Organizations using software products containing the configuration "ERP Enterprise Management 2" can purchase a separate "PM Module Project Management for ERP" and integrate it into a single information system.

Organizations that do not use software products containing the "ERP Enterprise Management 2" configuration can use the solutions "PM Project Management PROF" or "PM Project Management CORP" to automate project management tasks, incl. together with "Accounting" and "Document management".

with an increase in the needs for the functionality of the information system and the transition to the use of ERP solutions, it is possible to upgrade from the solutions "PM Project Management PROF or CORP" to "ERP + PM Management of a project organization 2.0" or a separate module "PM Project Management for ERP "(in conjunction with the solution containing the configuration" ERP Enterprise Management 2 "), while all the accumulated data of the project block will be saved, all the listed solutions of the new" project line "use the single client licenses" PM Project Management "(investments in previously purchased client licenses will be fully preserved in case of switching to a more functional solution).

Integration with other applications

• The "Project Office Management" configuration is integrated with the "Archive" document management system (Archive is the solution on the basis of which the Document Management system was subsequently developed)

The configuration contains tools for integrating with standard solutions:

• Accounting department
• Document flow.

To integrate with Ukrainian versions of these products, additional work is required to configure, adapt and support integration with localized configurations.

Functionality of products of the line "PM Project Management"

Comparison of the functionality of the products "PM Project Management PROF" and "PM Project Management CORP":

Support for the software product "Project Office Management"

We draw the attention of users and partners that the software product "", which is successfully used in a large number of organizations, is not removed from sale and support. This product is designed to automate project management tasks in case of lower functional requirements compared to the new solutions of the PM Project Management line.

When switching from using "Project Office Management" to solutions "PM Project Management", it is possible to transfer the main regulatory and reference information to the new information base.

Sales procedure

Distribution and implementation of the software products "PM Project Management PROF" and "PM Project Management CORP" is carried out only by partners. There are no mandatory requirements for the availability of certified specialists.

APPENDIX 1: Prices for software products

APPENDIX 2: Functionality of software products "PM Project Management" (Versions PROF and CORP)

Solutions "PM Project Management" is a product, the development of which took into account the world standards of project and project portfolio management, as well as the experience of automation of project-oriented enterprises.

Solutions are designed for:

• Research, design, research institutes, engineering enterprises, design bureaus
• Engineering, IT and consulting companies, system integrators
• Project media business (organization of exhibition activities, media, advertising agencies)
• Any other organization that uses the concepts of "project", "portfolio of projects" and "program of projects" in their work

The main business processes automated using "PM Project Management":

• Estimating the cost of the project before starting work. Preliminary estimate of the cost of work on the announced competition (tender).
• Organization of effective financial management of a company using project budgeting technology, using BDDS (cash flow budgets) and BDR (income and expense budgets).
• Project contract management. Fixing the terms of the initial contractual relationship, fixing changes and additional agreements. Establishing links between the work schedule under the contract and the project work schedule. * * Creation of budgets of income and expenses and budget of cash flow for the project based on the terms of the contract. Monitoring of the project by 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 their execution.
• Ensuring communication and effective interaction between the design and functional services of the organization.
• Prompt provision of the company's management personnel with up-to-date and reliable information through access to a single information space, to project, financial, primary documents and data.
• Efficient allocation of resources between projects. Objective analysis of project priorities and assessment of the impact of deviations on the implementation of design work.
• Increasing the pace and quality of projects. Continuous monitoring of the progress of the project, identifying deviations at the earliest stages of the project. Providing the company's management personnel with the necessary information about emerging problems and violations of plans.
• Timely response to deviations arising during the execution of design work. Management of risks. Increasing the likelihood of occurrence and impact of favorable events and reducing the likelihood of occurrence and impact of adverse events for the project.
• Collection and analysis of the history of work on projects, improvement of enterprise technologies. Accumulation and analysis of historical and statistical data, highlighting "Best practices". Fixation of design solutions for the possibility of their use on subsequent projects. Determination of standards for each type of design work.

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

The life cycle of a project 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 terms of design work, the required labor, material and financial resources are determined.
• Project approval. At this stage, the analysis of the fundamental feasibility of the project is carried out, resource conflicts with other projects are identified, adjustments are made and the baseline plan of the project 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. Operational replanning is carried out if necessary. 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, an analysis of the results achieved, identification and analysis of deviations (in terms of time, cost, quality, etc.) is performed.

Planning the content and timing of the project

• Planning the structural breakdown of the project
• Project milestone planning
• Calculation of the project schedule
• Fixing the baseline of the project
• Import and export of data from / to "MS Project"

The project plan - a set of structural decomposition of work, calendar dates, milestones and data on the labor, material and financial resources involved - 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 adjusted manually.

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

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

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

• Checkpoint typing (quality gate, Gate)
• Linking control points (quality gates, Gate) and project phases
• Passing control points (quality gates, Gate) after making design decisions
• Visualization of control points (quality gates, Gate) with selection in the Gantt chart
• Visualization of related milestones and project phases with KPI Phases

The functionality can be used in project management, where, for example, decisions on the continuation of a project and the allocation of funding for the budget of the next phase of an investment project are carried out only after the completion of the current phase according to strictly formalized criteria. A high-level control of the project is provided for the transition from phase to phase of the project through the passage of control points (quality gates, Gate) after making the main design decisions with monitoring KPIs for the current Project Phase.

Project volume and supply planning

• Project delivery planning

Supply planning and project scheduling - entering information into the system about the planned results of the project task. The delivery plan and volumes are entered into the system in quantitative and total values. In this case, the planned results can be attributed either to the task start date, or to the task finish date, or distributed over the task period.

The planned results can be included in the planned income budget of the project task with a breakdown by division.

Planning for subcontracting and material costs of the project

• Planning the use of project materials
• Planning the use of equipment in the project
• Planning for subcontracting and incremental project costs

Planning the use of materials, equipment, subcontracts and additional project costs - entering into the system information about the planned costs required 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 landed costs is entered into the system on a cumulative basis. In this case, the planned costs can be attributed either to the task start date, or to the task finish date, or distributed over the task period.

The planned costs can be included in the planned budget of the project task with a breakdown by department.

Planning staff and project labor

• Change the project task manager
• Assigning workforce to a project
• Assigning roles and scheduling project work
• 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 planning, management and analysis of not only labor resources, but also project management as a whole.

Within the framework of the system, an employee is a specific individual holding a specific position in the enterprise.

The labor resource is a unique set of human resources and hardware, which is involved as an executor 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. Workforce roles are used in project planning, project feasibility analysis, and operational planning of workforce utilization.

The assignment of labor resources to a project is entering information into the system about which labor resources of the enterprise are supposed to be used to perform work within the framework of a particular project.

Assigning roles and scheduling the workload of a project task - entering information into the system about which roles of the enterprise's labor resources are supposed to be used to perform work within a specific project task. At the same time, 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.

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

Workload and work time management for projects

• Analysis of labor load and feasibility of a simulated project portfolio
• Planning the operational workload 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 resource utilization", which allows you to timely track the conflict on the resources used between the approved, ongoing and planned projects of the enterprise (resource conflict).

To analyze the load of labor resources in the system, a corresponding report is provided, which is designed 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 for appropriate processing, which is intended for the operational distribution of 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 intended to enter 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 the lost (wasted unproductive) working time.

Logging actual data and project events

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

For each project task there are earned value plans, material costs, and incremental cost plans. During the course of the project, the actual data may differ from the planned. For registration of actually fulfilled earned volumes, expenditures of material resources and additional costs, the system provides for the corresponding documents.

To record the fact of a milestone (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 a specific project, the system provides for processing "Business transactions of the project".

Project finance management

• The principle of forming project budgets
• Formation of the budget of the income and expenses of the project
• Formation of the project cash flow budget
• 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 expenditure budget, project revenue budget, and cash flow (receipts and payments) budget for the project. Elements of budgets are stored in the context of project tasks, budget items, contractors and contracts (agreements with contractors).

For the budget of expenses for the project, the system provides the function of automatic generation of budget elements. The budget of expenses is formed on the basis of information on the costs planned to attract labor, material and financial resources to the implementation of the project task. Automatic generation is carried out on the basis of the distribution scheme of 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 of the budget, is distributed.

A key feature of the project finance loop is the implicit linking of budget items to calendar periods. When planning budgets, the period is set in the form of a set of rules describing the binding of a budget item to the time frame of the project task. When the timing of the project task is changed (including when the project is updated), the system automatically recalculates financial plans.

The entry of data on actual receipts and payments, as well as on the calculation of actual income and expenses can be made at any stage of the project life cycle, and even after the project is completed.

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

• Plan-fact analysis of the budget of revenues, expenses and cash flows for the project in the context of project tasks, budget items, counterparties, 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 data on project budgets, both in tabular form and graphically (diagrams and graphs). Within one screen, you can get a detailed and summary plan of any of the budgets, a comparison of income with expenses and receipts with payments, comparison of planned and actual data, etc.

Dispatching design work

• Project task life cycle
• Planning and execution of works
• Risk management in the area of \u200b\u200bproject timing
• 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 performed by the workforce within the project should be located at the lowest level of the work breakdown structure.
• This work can have one and only one performer. In the event that several performers are required to complete 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 control loop.

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

• Preliminary planning. At this stage, an elementary operation appears in the project plan, the performer, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as a performer 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 a 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 work time spent on the task is periodically entered into the system. Execution report. At this stage, the performer reports on the performance of the work, indicates the actual time frame and his actual labor costs.
• Completion. At this stage, the manager confirms the completion of the work, and, if necessary, adjusts the actual terms and labor costs.

Non-linear progress of the design work by stages is allowed: the task can be returned to the performer 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 performer), etc.

The design work escalation mechanism implemented in the system allows the contractor to convey to the management the information about the expected delays in the work. This data is used by the updating mechanism - "bad news" affects the project calendar as soon as they are registered in the system.

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

• Collection and subsequent analysis of data on the distribution of performers' working time between project and non-project tasks, as well as data on non-productive 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 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 set 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 manager. In the view of the list of tasks, color and graphic coding is actively used, it is possible to display the list of tasks in the form of a Gantt chart.

Project update

• Actualization of project terms
• Updating% of project readiness

The key mechanism of the project management loop is the mechanism for updating the project: based on the data on the actual implementation (or disruption of implementation) of the design work of the lower level of decomposition, the system performs a complete recalculation of the calendar dates of all elements of the project. Updating the project, carried out on a regular basis, allows the manager to receive reliable information about the state of work and to quickly respond to emerging problems.

Project versioning

• Project versioning

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

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

Plan-fact analysis of the project

• S-curve of the project
• Analysis of the dynamics of the project economy
• Plan-fact analysis of earned value
• Earned value analysis by labor costs
• Plan-fact analysis of labor costs
• Plan-fact analysis of resource use
• Plan-fact analysis of material resource costs
• Plan-actual 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-fact analysis of earned value, analysis of earned value in terms of labor costs, plan-fact analysis of labor costs, plan-fact analysis of resource use, plan-fact analysis of material resources costs, plan-fact analysis of additional costs, analysis of the state of project tasks, plan-fact analysis of project terms, plan-fact analysis of milestones (milestones) of the project, analysis of the project by indicators, as well as build the S-curve of the project.

Project communications management

• Assignments and commenting in projects

The system allows creating and storing project assignments in the infobase. Project assignments are intended for entering and accounting for the internal work of the project office. Tasks can be linked to a project or project task, or be an independent unit.

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

Knowledge management, regulation

• Typification of projects
• 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 by templates
• Fixing design solutions

The system allows creating and storing project templates in the infobase. The template can be either a complete project plan or any of the fragments of the 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 dates in the template. Basically, a project template describes the technology that an enterprise uses to complete typical projects.

The system implements the ability to exchange data 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 overwritten, or can be supplemented with template data - the project plan can be assembled from several templates. When performing any data exchange operations between knowledge management and project management loops, the infobase maintains a connection between the template element and the corresponding project element.

At the level of the project template, 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 typical projects. The analysis results are used to identify bottlenecks and best practices, and are also used to make decisions to improve project execution technologies.
• Project evaluation
• Formation of a project plan by template and assessment

Project evaluation and contract price calculation

The system provides a document that allows, based on the information on the number of man-hours by roles 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% profitability.

Based on the document "Calculation of the contract price" and the project template, the system allows you to generate a project plan.

Project contract management

• Link between project stages and contract
• Registration of changes to the project contract by additional agreements
• Formation of BDDS and BDR according to the stages of the project contract
• Formation of the printed form of the contract according to the template

The system allows you to detail the composition of the contract of contractors 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 when forming the cash flow budget by project stages.

Project document management

Options for working with documents:

• Storing documents in the infobase
• Storing documents in ""

The system allows using an internal subsystem for working with files or an external one - "t".

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

For objects of some types (projects, design tasks, etc.), the system allows you to create, store and modify links to documents located in the repository "".

Project Risk Management

• Identification of project risks
• Project risk assessment
• Risk management planning
• Fixing the risks
• Project risk management monitoring

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

Portfolio and 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-fact reporting for portfolios and project programs

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 portfolio of projects and the program of projects represent additional analytical sections for all reports and analytical tools of the system, in which projects appear in one way 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 different indicators for planning periods;
• Analysis of control events of the project portfolio. Consolidation of information about milestones from different projects in one view. Formation of a graphic map of project milestones. In the event of an actual or potentially possible failure to meet the deadlines, the calculation of the predicted financial sanctions is made. 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 \u200b\u200bof key indicators can be entered manually by project managers, or they can be automatically calculated by the system, if the initial data for the calculation can be obtained in the infobase.

Resource management of the project organization

• The structure of the company'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, human resources, and work execution are managed by project and project task managers.
• Functional management structure. Project plans, human resources, and work execution are managed by unit and department heads.
• Matrix management structure. Project plans are managed by project managers, human resources, and work execution is managed by department heads.

The system uses a role-based structure of labor resources and a two-level planning of design 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, the system can store any number of discount rates.

At the level of the pool of labor resources, the system allows you to:

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

Technological advantages

PM Project Management software products are developed on the latest version of the 1C: Enterprise 8.3 technological platform, which allows you to:

• 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 group of users, taking into account the user's role, access rights and individual settings.

PM Updates Project Management

4.2.3.11 dated 05/22/17

Correction of detected errors

4.2.3.1 from 03/16/17

Project Organization Management Transfer tasks between projects (experimental).

The document "Closing the stage" and the status of the task "closed".

Typical Roles support RLS across projects in a project outline.

The norms of the cost of labor resources, internal and external in the project options.

Editing the internal norm of the cost of labor resources in the project structure (supported by dragging with the right and left mouse buttons).

Selecting the "default employee" in personal settings and in the user card.

Selecting the delay in project recalculation when adding a task (in the structure) in personal settings.

The selection for the current project is now set only if the report is opened from the desktop.

If the current project is not filled, then when opening the lists of documents, the selection for the current project is not set.

Slightly improved default settings of typical reports (for example: "Status of project tasks", "Statuses of project tasks").

The current employee is now displayed in the program title.

New fields in the design problem: plan result and fact result.

The workforce owner is now displayed on the workforce form.

New indicators in the project structure: Cost structure (16 indicators). The calculation is associated with the new predefined types of "subcontracting \\ own forces" - "RK" and "RPO", as well as the setting of exclusions from the payroll in the settings of the subsystem. The algorithm for calculating the payroll is changed.

In project phases, it is now possible to display the executor of the design solution and overdue design solutions are highlighted in red.

Many previously inaccessible fields for opening in the documents "assignment of TR to PZ", "timesheet", "saving project data" can now be opened by double-clicking.

The new Add Change Timesheet (No Limit) role provides full access to all timesheets.

Ability to sort tasks in the timesheet.

4.2.2.1 from 23.11.16

New in version

Project organization management

Design tasks

• Two levels of role planning;
• Changed behavior of the "Change" button on the "Performers" tab;
• Changed the behavior of the "Fill by labor resources" button + added a new command "Fill by labor resources (without clearing)";
• Appointment of a labor resource at the PP - now there is no control that the labor resource has already been assigned earlier.

• Establishing a connection using Ctrl + C in the SDR Code field Ctrl + V in the connection field;
• Editing roles, two levels of planning and assigning workforce;
• Editing modes (standard, labor scheduling);
• Special mark for edited columns in the settings form.

Tasks

• Synchronization with tasks according to a new scheme (statuses, dates);
• Option "Assign task executor";
• When copying, if there are no rights to view the PP, the field is cleared.
• Writing off time for tasks related to PZ - the time is determined by the timing of the task, and not by PZ;
• You can write off the time for tasks for which roles are not scheduled.

New functionality

• New tool "Planner";
• New document "Forecast of labor costs by roles";
• New document "Workforce planning by workforce";
• New report "Productivity of labor resources by type of operations";
• "Labor Efficiency for Commercial Projects".

Other

• New personal settings for the project outline reports;
• Reorganization of IS parameters (new name "Setting up the PM subsystem"), settings of the general mechanism have been moved to the "Service" section;
• New form of configuration protection settings; protection is initialized at the first access to the protected functionality, and not at system startup;
• Project indicators for labor costs are broken down into planning levels;
• Optimized work with versions in the "Project version control" processing;
• Optimization of work in the web client mode.

4.1.5.1 from 09/26/16

New in version

Project organization management

Executive dashboard (dashboard)

• Added the ability to select and group by the "Source of funding" field;
• The name of the loaded setting in the form header;
• Indicators: Expenses (T),% P (T), Volumes D (F) (V), Volumes D (T),% V D (T);
• Volume indicators: EV, CPI, SPI, TCPI;
• Risk indicators: Risks exist, Risks are met;
• Indicators for the control of contracts: Contract doh. (control), Contract ex. (the control);
• Full description of indicators in the panel;
• When creating a new setting without specifying the name, the name will consist of: "New setting" + current date and time;
• Fixed error with displaying add. fields without a title;
• Fixed a bug that the panel displayed design tasks that did not exist in the tech version.

Project versions

• Contractual version.

Design tasks

• The amount of sanctions for the day of delay; Updating the distribution of volumes in the PZ.

• Offer to register the project when opening the unregistered structure;
• You can define units for the project. measuring duration for new tasks (set in the project card);
• Counter of selected lines;
• Group change in duration;
• Now clicking on the task name in the DG behaves like clicking on an interval;
• After the update, the selected line remains the same, and does not jump to the first;
• Function "Update on subordinate projects" (only terms);
• Indicators: Expenses (T),% P (T), Volumes D (T),% V D (T);
• Indicators: Start date for DP, End for DP;
• Indicators: Amount of sanctions, Days of delay;
• When an error is displayed that a year has not been registered for a calendar, the name of the calendar is now written.

Project card

• Project team page;
• Project environment page;
• The panel of indicators in the project and the choice of settings in the parameters (subsystem, portfolio, project).

Projects program

• Button for opening a structure in the list;
• The ability to change the main project.

Reports

• New report "Project balance";
• Explanatory fields in the EVA Earned Value report.

Other

• New document "Timesheet";
• Processing "Management of design model options";
• Buttons for import / export of a template in the card and project structure;
• The type of processing "creating a project from a template", "saving a project to a template", "import from MS Project" has been slightly changed.

4.1.4.4 from 01.06.16

Correction of detected errors.

4.1.3.1 from 03/21/16

First configuration release.

The current version of the configuration "PM Project Management CORP" is intended for use with the version of the 1C: Enterprise 8 system not lower than 8.3.7.1917.

• Project manager workplace
• Automated functions and areas of project management
• Certification of projects
• Project parameters
• Project indicators
• Project statuses (states)
• Project registration
• Appointment of a project manager
• Project plan approval
• Start of design work
• Stopping design work
• Change the project manager
• Resuming a 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 the details describing the main parameters of the project, such as the current manager, current status, department, project portfolio, project program and other parameters.

The life cycle of a project 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 terms 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. Operational replanning is carried out if necessary. 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, an analysis of the results achieved, identification and analysis of deviations (in terms of time, cost, quality, etc.) is carried out.

Planning the content and timing of the project

• Planning the structural breakdown of the project
• Project milestone planning
• Calculation of the project schedule
• Fixing the baseline of the project
• Import and export of data from / to "MS Project"

Project plan - a set of structural work decomposition, calendar dates, control events and data on the labor, material and financial resources involved - 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 adjusted manually.
The system supports two methods of operational planning of design work:

• Using the role structure of workforce and matrix management structure. In this case, the "project" manager manages the project plan, and the "functional" manager manages the work. The assignment of labor resources to specific jobs is based on the roles performed.
• Without using the role structure of workforce and 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 toolkit of the system allows the manager to get information about the project in different views: tabular views, data tree, Gantt charts, map of project milestones, network diagram.

Project volume and supply planning

Supply planning and project scheduling - entering information into the system about the planned results of the project task. The delivery plan and volumes are entered into the system in quantitative and total values. In this case, the planned results can be attributed either to the task start date, or to the task finish date, or distributed over the task period.

The planned results can be included in the planned income budget of the project task with a breakdown by division.

Planning for subcontracting and material costs of the project

• Planning the use of project materials
• Planning the use of equipment in the project
• Planning for subcontracting and incremental project costs

Planning the use of materials, equipment, subcontracts and additional project costs - entering into the system information about the planned costs required 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 landed costs is entered into the system on a cumulative basis. In this case, the planned costs can be attributed either to the task start date, or to the task finish date, or distributed over the task period.

The planned costs can be included in the planned budget of the project task with a breakdown by department.

Planning staff and project labor

• Change the project task manager
• Assigning workforce to a project
• Assigning roles and scheduling project work
• Role Assignment and Work Planning

The system allows you to assign the 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 planning, management and analysis of not only labor resources, but also project management in general. ... An employee within the framework of 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, which is involved as an executor 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 planning, project feasibility analysis, and operational planning of workforce utilization.

Assignment of labor resources to a project - entering information into the system about which labor resources of the enterprise are supposed to be used to perform work within a particular project Assignment of roles and planning of labor costs of a project task - entering information into the system about which roles of labor resources the enterprise is supposed to be used to perform work within a specific design task. At the same time, 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.

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

Workload and work time management for projects

• Analysis of labor load and feasibility of a simulated project portfolio
• Planning the operational workload 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 resource utilization", which allows you to track the conflict in the resources used between the approved, ongoing and planned projects of the enterprise (resource conflict) in time.

To analyze the load of labor resources in the system, a corresponding report is provided, which is designed 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 for appropriate processing, which is intended for the operational distribution of 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 intended to enter 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 the lost (wasted unproductive) working time.

Logging actual data and project events

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

For each project task there are earned value plans, material costs, and incremental cost plans. During the course of the project, the actual data may differ from the planned. For registration of actually fulfilled earned volumes, expenditures of material resources and additional costs, the system provides for the corresponding documents.

To record the fact of a milestone (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 a specific project, the system provides for processing "Business transactions of the project".

Project finance management

• The principle of forming project budgets
• Formation of the budget of the income and expenses of the project
• Formation of the project cash flow budget
• 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: the project expenditure budget, the project revenue budget, the cash flow budget (receipts and payments) for the project. Elements of budgets are stored in the context of project tasks, budget items, contractors and contracts (agreements with contractors).

For the budget of expenses for the project, the system provides the function of automatic generation of budget elements. The budget of expenses is formed on the basis of information on the costs planned to attract labor, material and financial resources to the implementation of the project task. Automatic generation is carried out on the basis of the distribution scheme of the amount planned to attract a particular resource, according to cost items. The distribution scheme is configured by the user, and it is permissible that not the entire planned amount, but only some part of the budget is allocated to the budget items.

A key feature of the project finance loop is the implicit linking of budget items to calendar periods. When planning budgets, the period is set in the form of a set of rules that describe the linking of a budget item to the time frame of the project task. When the timing of the project task is changed (including when the project is updated), the system automatically recalculates financial plans.

The entry of data on actual receipts and payments, as well as on the calculation of actual income and expenses can be made at any stage of the project life cycle, and even after the project is completed.

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

• Plan-fact analysis of the budget of revenues, expenses and cash flows for the project in the context of project tasks, budget items, counterparties, 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 data on project budgets, both in tabular form and graphically (diagrams and graphs). Within one screen, you can get a detailed and summary plan of any of the budgets, a comparison of income with expenses and receipts with payments, comparison of planned and actual data, etc.

Dispatching design work

• Project task life cycle
• Planning and execution of works
• Risk management in the area of \u200b\u200bproject timing
• 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 performed by the workforce within the project should be located at the lowest level of the work breakdown structure.
• This work can have one and only one performer. In the event that several performers are required to complete 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 control loop.

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

• Preliminary planning. At this stage, an elementary operation appears in the project plan, the performer, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as a performer 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 a 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 work time spent on the task is periodically entered into the system.
• Performance report. At this stage, the performer reports on the performance of the work, indicates the actual time frame and his actual labor costs.
• Completion. At this stage, the manager confirms the completion of the work, and, if necessary, adjusts the actual terms and labor costs.

Non-linear passage of the design work by stages is allowed: the task can be returned to the performer 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 performer), etc.

The design work escalation mechanism implemented in the system allows the contractor to convey to the management the information about the expected delays in the work. This data is used by the updating mechanism - "bad news" affects the project calendar as soon as they are registered in the system.

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

• Collection and subsequent analysis of data on the distribution of performers' working time between project and non-project tasks, as well as data on non-productive 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 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 set 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 manager. In the view of the list of tasks, color and graphic coding is actively used, it is possible to display the list of tasks in the form of a Gantt chart.

Project update

• Actualization of project terms
• Updating% of project readiness

The key mechanism of the project management loop is the mechanism for updating the project: based on the data on the actual implementation (or disruption of implementation) of the design work of the lower level of decomposition, the system performs a complete recalculation of the calendar dates of all project elements. Updating the project, carried out on a regular basis, allows the manager to receive reliable information about the state of work and to quickly respond to emerging problems.

Project versioning

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

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

Plan-fact analysis of the project

• S-curve of the project
• Analysis of the dynamics of the project economy
• Plan-fact analysis of earned value
• Earned value analysis by labor costs
• Plan-fact analysis of labor costs
• Plan-fact analysis of resource use
• Plan-fact analysis of material resource costs
• Plan-actual 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-fact analysis of earned value, analysis of earned value in terms of labor costs, plan-fact analysis of labor costs, plan-fact analysis of resource use, plan-fact analysis of material resources costs, plan-fact analysis of additional costs, analysis of the state of project tasks, plan-fact analysis of project terms, plan-fact analysis of milestones (milestones) of the project, analysis of the project by indicators, as well as build the S-curve of the project.

Project communications management

The system allows creating and storing project assignments in the infobase. Project assignments are intended for entering and accounting for the internal work of the project office. Tasks can be linked to a project or project task, or be an independent unit.

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

Knowledge management, regulation

• Typification of projects
• 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 by templates
• Fixing design solutions

The system allows creating and storing project templates in the infobase. The template can be either a complete project plan or any of the fragments of the 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 dates in the template. Basically, a project template describes the technology that an enterprise uses to complete typical projects.

The system implements the ability to exchange data 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 knowledge management and project management loops, the infobase maintains a connection between the template element and the corresponding project element.

At the level of the project template, 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 typical projects. The analysis results are used to identify bottlenecks and best practices, and are also used to make decisions to improve project execution technologies.

Project evaluation and contract price calculation

• Project evaluation
• Formation of a project plan by template and assessment

The system provides a document that allows, based on the information on the number of man-hours by roles 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% profitability.

Based on the document "Calculation of the contract price" and the project template, the system allows you to generate a project plan.

Project contract management

• Link between project stages and contract
• Registration of changes to the project contract by additional agreements
• Formation of BDDS and BDR according to the stages of the project contract
• Formation of the printed form of the contract according to the template

The system allows you to detail the composition of the contract of contractors 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 when forming the cash flow budget by project stages.

Project document management

Options for working with documents:

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

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, recording a new version) are available directly from the system.

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

Project Risk Management

• Identification of project risks
• Project risk assessment
• Risk management planning
• Fixing the risks
• Project risk management monitoring

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

Portfolio and 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-fact reporting for portfolios and project programs

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 portfolio of projects and the program of projects represent additional analytical sections for all reports and analytical tools of the system, in which projects appear in one way 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 different indicators for planning periods;
• Analysis of control events of the project portfolio. Consolidation of information about milestones from different projects in one view. Formation of a graphic map of project milestones. In the event of an actual or potentially possible failure to meet the deadlines, the calculation of projected financial sanctions is made. 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 \u200b\u200bof key indicators can be entered manually by project managers, or they can be automatically calculated by the system, if the initial data for the calculation can be obtained in the infobase.

Resource management of the project organization

• The structure of the company'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, human resources, and work execution are managed by project and project task managers.
• Functional management structure. Project plans, human resources, and work execution are managed by unit and department heads.
• Matrix management structure. Project plans are managed by project managers, human resources, and work execution is managed by department heads.

The system uses a role-based structure of labor resources and a two-level planning of design 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 the pool of labor resources, the system allows you to:

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

Technological advantages

"1C: ERP + PM Project Organization Management 2.0" is developed on the latest version of the 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 group of users, taking into account the user's role, access rights and individual settings.

The mechanism of functional options implemented in "1C: ERP + PM Project Organization Management 2.0" allows you to "enable" or "disable" various functional parts of the applied solution without programming (changing the configuration).

Product cost

Cost of additional licenses

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1C - Rarus: Project Management 1.0

A typical solution "1C - Rarus: Project Management 1.0" allows you to organize planning and project management throughout the enterprise, namely:
- Formation of the structure of projects and synchronization of work;
- Project finance management: planning of project income and expenses in the context of income / cost items and resources; scheduling of receipts and expenditures of funds; control over the execution of the cash flow plan for the project.
- Management of project non-financial resources (equipment, materials, personnel);
- Project document management;
- Multi-project analysis and graphic means of project structure display.

The solution is intended for companies of all forms of ownership, regardless of the industry sector of the enterprise.
The standard solution was developed only by means and methods of the 1C: Enterprise program and is an addition to the standard configuration "Accounting" of the "1C: Enterprise 7.7" program system.

Formation of the project structure and synchronization of works

A typical solution allows:
Form a project structure with a given number of stages and project tasks;
Maintain logical connections between jobs;
Build a hierarchy of company projects;
Maintain links between jobs and timing;
Describe the full range of work and resources required to complete the work;
Use four types of work synchronization (finish to start, start to start, finish to finish, start to finish).

Project finance management. Scheduling project income and expenses

The scheduling tool makes it possible to control both the revenues and costs of the project in the context of items of income / costs and resources, and the movement of funds for the project. It is possible to conduct a plan-actual analysis of costs in work in progress.

Cash flow scheduling

A typical solution allows you to reflect the planned and actual cash flows, late payments, plan cash receipts and expenditures, monitor the execution of the cash flow plan for the project. Managing the levels of the project hierarchy A typical solution allows you to define income, expenses, and receipts or outflows of funds for any level of the hierarchical structure of the project.

Management of project non-financial resources (equipment, materials, personnel)

A typical solution allows you to flexibly manage project resources: to distribute and control the use of equipment, materials, finances and personnel. In a typical solution, it is possible to carry out resource planning - that is, to analyze the possibility of fulfilling the planned plans, taking into account the available resources.
The following options are provided: in conditions of limited resources; in a limited time.

As a result of resource planning, documents are formed on the reservation of resources for the project. After creating the project structure and the documents associated with the project, you need to perform a time analysis. Time Analysis is a project scheduling process that calculates the start and end dates for each work in the project.
The input data for temporal analysis are the duration of tasks and the relationships between them. The solution allows you to perform time analysis automatically or manually.

Project document management

A typical solution makes it possible to control:
Turnover of documents related to the project;
Key events and activities related to the project;
Support work with documents of any type.

When planning-fact analysis of the workflow, you can use links to electronic documents of the "Accounting" configuration.

Multi-project analysis, graphic display tools and tools for creating various reports "1C - Rarus: Project Management" allows you to manage the resources of several projects. You can get management reports for a group of projects in the form of tables, graphs and diagrams. At the same time, the mutual linking of projects by resources and / or time is performed automatically.

A typical solution also provides graphical tools for displaying the project structure and tools for creating various reports on a project or a group of projects and reports necessary for planning and control, namely: Reports on the use of resources, which show the load of resources in the context of project tasks;
Reports for graphical display of project data: Gantt chart (2 options) and network diagram: Gantt chart - horizontal line chart. On it, the tasks of the project (stage) are represented by lengths of time, characterized by start and end dates, links between tasks;
The network diagram displays planning elements (projects, stages, tasks) in the form of a set of vertices, with connecting lines showing the dependencies between the elements;
Project schedule reports;
Plan-fact reports (stage tree), etc.

In addition, the user can use an analytical table, which allows you to independently customize and generate various analytical reports (income and expense plan, plans and the fact of cash flow, etc.). The generated reports can be printed or saved as a bmp file.

Compatibility

A typical solution "1C - Rarus: Project Management" can be integrated with any configurations that use the accounting component of the 1C: Enterprise 7.7 software system. The solution "1C - Rarus: Project Management" can be used as an independent solution, and can be compatible with other standard solutions of the system: 1C - Rarus: Enterprise Management. When used together, the functions of the standard solutions complement each other.