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1c erp pm management of a project organization. Closing a project milestone

To calculate the full cost of implementing the ERP system “1C:ERP+PM Management” design organization 2" 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 current management technology. Cost of licenses for software known immediately.

Code	Name	Price, thousand rubles
4601546114334	1C:Enterprise 8. ERP+PM Project organization management 2	390
4601546116109	1C:PM Project management. Client license for 1 workstation	21,6
4601546116116	1C:PM Project management. Client license for 5 workstations	74,4
4601546116123	1C:PM Project management. Client license for 10 workstations	144
4601546116130	1C:PM Project management. Client license for 20 workstations	240
4601546116147	1C:PM Project management. Client license for 50 workstations	480
4601546116154	1C:PM Project management. Client license for 100 workstations	720
	1C:PM Project management. Client license for 300 workstations	1800

Upgrades

An upgrade to the product "1C:Enterprise 8. ERP+PM Project Organization Management 2" can be performed from any 1C product suitable for an upgrade to "1C:Enterprise 8. ERP Enterprise Management 2" (intended for automation of self-supporting organizations and enterprises V Russian Federation, with the exception of "1C:Enterprise 8. ERP Enterprise Management 2" and "1C:Enterprise 8 CORP. ERP Enterprise Management 2 + Document Management. Server (x86-64). 100 client licenses").

User upgrades to “1C:Enterprise 8. ERP+PM Project Organization Management 2” are carried out using general rules. Under upgrade conditions, you can purchase the main package "1C:ERP+PM Project Organization Management 2" separately or together with client or server licenses.

The cost of an upgrade is calculated using the formula: the total cost of the purchased software products minus the cost of the product to be returned for the upgrade plus 150 rubles, but not less than half the cost of the purchased set of products. After completing an upgrade, users of software-protected products that have been upgraded are required to delete the license file of the upgraded product from their computer.

Product upgrade 4601546086532 "1C:Enterprise 8. Management of a project organization for 10 users + client-server" on "1C:Enterprise 8. ERP+PM Management of a project organization 2" is carried out according to general rules, with all components of the bundle being delivered, it is possible to simultaneously order, along with the new main supply, the necessary server and client licenses, the cost of which is used in calculating the cost of the upgrade, those. the cost of the delivered bundle is included in the calculation of the total cost of delivery along with licenses.

When users "1C: Project Organization Management" and "1C: Project Office Management" switch to "1C: Enterprise 8. ERP+PM Project Organization Management 2", the upgrade of "Project Office Management" client licenses to "PM Project Management" client licenses is provided "According to general rules.

"1C:PM Project Management". Module for "1C:ERP Enterprise Management 2"

Organizations using software products containing the "ERP Enterprise Management 2" configuration will be able to purchase a separate module "1C:PM Project Management" for "1C:ERP Enterprise Management 2" and integrate it into a unified information system.

For companies that previously purchased a software product " 1C:ERP» - comprehensive solution to build an enterprise management information system and want to expand it over time to the scale of " 1C: 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 manager
Certification of projects
Project parameters and indicators
Project statuses (states)
Project registration
Approval of the project plan
Project phase management
Start design work
Stopping design work
Change of project manager
Resumption of the project
Completion of the project

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

For example, Human Resources Management in “1C: ERP” allows you to add or change the manager of a 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 managers can be different from the Project Manager as a whole. The role structure is aimed at making the processes of planning, management and analysis as easy and transparent as possible. Within the system project management 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 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. Roles labor resources necessary for developing a project plan, analyzing risks and feasibility, and accounting for resource load.

In order to assign resources to a project, you will need to enter into the system information about the labor resources that you plan to use to complete work on the projects. You will also need to indicate 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 track of working time on projects, analyze the workload of labor resources and plan the operational workload of specialists.

The “Resource Load Analysis” processing allows you to timely track a conflict based on the labor resources used (resource conflict). There is also a report that shows information on the planned load of labor resources in the context of projects, project tasks, elementary operations and time periods.

Accounting for working time on 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, on project and other tasks, as well as enter into the system data on unproductively spent (lost) working time.

Registration of actual project events occurs as a recording of resource costs and additional costs, volumes completed, linking various business transactions to the project and recording the facts of the occurrence of milestone events (passing milestones).

For project tasks, you can enter plans for earned volumes, additional and basic costs, with the possibility of adjustments as work on the project progresses, since in the process of working on projects, actual data may diverge from plans.

Project financial management includes the formation of a budget for project expenses and income, a traffic budget Money, recording actual data and conducting plan-fact analysis of the budget. The system works with three budgets: project income, project expenses and cash flow. Budget management occurs in the context of budget items, project tasks, contracts and counterparties, and the project expenditure budget has a mechanism for automatically generating budget elements. The mechanism works on the basis of a scheme for distributing the amount and according to expense items, and a situation is allowed when in the future not the entire amount, but only some part of it, will be distributed among expense items.

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

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

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

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

Together with the escalation mechanism, the project update circuit operates, which, based on data on the actual implementation or failure to implement project 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 deadlines for one project, their deadlines are also recalculated.

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

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

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

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

Management of project programs and project portfolios:

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

Project resource management:

The system has three options management structure companies. Matrix management structure, in which projects are managed by project managers, and labor resources are managed by department heads. Functional structure, where project plans are managed by department heads, they also manage labor resources and work execution. And finally, a project management system, where project managers manage both project plans and resources.

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

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

Control project documentation. The module adds to “1C: ERP” the ability to work with documentation, using, at the request of the project manager, either the internal subsystem for working with files or the external one - “1C: Document Flow”. All basic actions with documents, such as 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 (projects, design tasks, etc.), the system allows you to create, store and modify links to documents located in the 1C: Document Flow repository.

Technologies and advantages:

“Module 1C: PM Project Management for 1C: ERP” is created on the basis of the 1C: Enterprise 8.3 platform, which ensures high speed and scalability of the system. Full 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 completely customizable for a specific user or group of users without programming.

The implementation of "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, speed up the pace of work and at the same time maintain the quality of project implementation for through continuous monitoring, identifying deviations and providing management personnel with the necessary data about deviations and problems.

I wish you successful projects in the new year together with KomplektSoft LLC (“Agentura Business”).

"1C:PM Project Management. The module for 1C:ERP includes all the project functionality (PM) of the 1C:ERP+PM Project Organization Management 2.0 solution and pre-configured integration tools with information systems based on "1C:ERP Enterprise Management 2.0". Separate use of the full set of functionality of the 1C:PM Project Management product. A module for 1C:ERP" without integration with solutions containing the "ERP Enterprise Management 2.0" configuration is not provided. Below is a description of the program's capabilities as of May 2019.

Functionality of the product “1C:PM Project Management. Module for 1C:ERP":

Project management
Project financial management
Project versioning
Plan-actual analysis of the project
Knowledge Management
Project Risk Management

Let's take a closer look at the program's capabilities based on its functional blocks.

Project Management (PM)

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

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

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

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

Planning the scope and timing of the project

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

Project plan– a set of structural decomposition of work, calendar deadlines, milestone events and data on the involved labor, material and financial resources– can be entered into the system in several ways.

Manual entry of relevant documents through the project control panel.
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 project work:

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

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

Planning project volumes and deliveries

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

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

Planning subcontracts and material costs of the project

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

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

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

Personnel and project labor planning

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

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

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

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

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

Managing workload and working time for projects

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

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

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

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

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

Recording actual data and project events

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

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

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

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

Project financial management

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

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

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

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

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

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

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

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

Dispatching of design work

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

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

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

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

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

A non-linear progression of project work through stages is allowed: 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 for escalating project work implemented in the system allows the contractor to convey to management information about expected delays in the completion of work. This data is used by the updating mechanism - “bad news” affects the project’s calendar 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 working time of performers between project and non-project tasks, as well as data on non-productive costs (losses) of working time.
Analysis of accumulated statistical information on the execution of work, plan-fact analysis of the duration, labor intensity and cost of work, identification and analysis of deviations that have arisen.
Analysis of accumulated statistical information on the escalation of design work, identification and analysis of the reasons for failure to meet deadlines, analysis of the consequences of such failures.

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

Project update

Updating project deadlines
Updating % of project readiness

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

Project versioning

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

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

Plan-actual analysis of the project

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

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

Project Communications Management

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

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

Knowledge management, standardization

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

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

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

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

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

Project evaluation and contract price calculation

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

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

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

Project contract management

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

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

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

Project Document Management

Options for working with documents:

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

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

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

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

Project Risk Management

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

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

Project portfolio and program management

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

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

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

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

Project organization resource management

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

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

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

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

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

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

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

Technological advantages

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

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

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

PM Project Organization Management 2", rev. 2.4 is intended for automation of scientific, research, design and survey institutes, engineering companies, design bureaus, IT, management and investment companies, as well as for any other enterprises with a project type of production or using project management in its activities.The product is focused on supporting the management activities of project-oriented enterprises and organizations.

Main industry functionality programs:

Project management;
Planning the content and timing of the project;
Planning of project volumes and deliveries;
Planning of subcontracts and material costs of the project;
Planning of personnel and labor costs of the project;
Management of workload and working time for projects;
Registration of actual data and project events;
Project financial management;
Dispatching of design work;
Updating the project;
Project versioning;
Plan-actual analysis of the project;
Project communications management;
Knowledge management, standardization;
Project evaluation and contract price calculation;
Project contract management;
Project document management;
Project risk management;
Project portfolio and program management;
Project organization resource management.

The configuration "ERP+PM Project Organization Management 2" was developed on the basis of the standard configuration "ERP Enterprise Management 2", ed. 2.4 program systems "1C:Enterprise 8" while maintaining all the basic capabilities and mechanisms of this standard solution. The configuration is not an independent software product; for its operation, you must have the 1C:Enterprise 8.3 platform installed, version no lower than 8.3.11.3133.

The software product is secure and contains code fragments that cannot be changed by the user and is protected from unauthorized use. At the same time, the principle of maximum openness of the code is implemented to ensure the ability to adapt the product to the needs of end users.

"1C:ERP+PM Project Organization Management 2" has built-in exchange mechanisms with "1C:Document Flow".

2016:1С:ERP+PM Project organization management 2.2

The product is developed on the basis of the 1C:ERP Enterprise Management 2 configuration, edition 2.2, and is produced jointly with 1C.

The product "1C:ERP+PM Project Organization Management 2" is intended for automation of scientific, research, design and survey institutes, engineering companies, design bureaus, IT, management and investment companies, as well as for any other enterprises with a project type of production or using management projects in their activities. The product is focused on supporting the management activities of enterprises implementing projects and is aimed at reducing operational and transaction costs due to the transition to a new version of the platform and development of functionality.

Functionality of the product "1C:ERP+PM Project Organization Management 2":

Project functionality:

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

ERP functionality:

Financial management
Budgeting
Monitoring and analysis of enterprise performance indicators
Regulated accounting
HR management and payroll
Manufacturing control
Cost management and costing
Organization of repairs
Sales management
Customer Relationship Management
Procurement management
Warehouse and inventory management
The ability to use the internal subsystem for working with files and integration with the “Document Flow” and “Enterprise Accounting” configurations has been implemented.

To work with the "1C:ERP+PM Project Organization Management 2" configuration, you must have the "1C:Enterprise 8.3" platform installed.

The software product is secure and contains code fragments that cannot be changed by the user, and has software protection against unauthorized use. At the same time, the principle of maximum openness of the code is implemented to ensure the ability to adapt the product to the needs of end users.

The configuration "1C:ERP+PM Project Organization Management 2" was developed using the functionality of "1C: Library of Standard Subsystems 8.3".

2015:1С:ERP+PM Project organization management 2.0

Organizations using software products containing the "ERP Enterprise Management 2.0" configuration will be able to purchase a separate "1C:PM Project Management Module for 1C:ERP Enterprise Management 2.0" and integrate it into a unified information system.

In the future, it is planned to release a separate product “Module 1C:PM Project Management for 1C:ERP Enterprise Management 2.0”.

The solution is delivered as a single configuration that includes the functionality of "1C:ERP Enterprise Management 2.0" (ERP functionality) and the functionality of the project module "1C:PM Project Management" (Project functionality).

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

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

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

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

Planning the scope and timing of the project

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

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

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

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

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

Planning project volumes and deliveries

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

Planning subcontracts and material costs of the project

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

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

Personnel and project labor planning

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

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

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

Managing workload and working time for projects

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

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

Recording actual data and project events

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

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

Project financial management

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

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

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

Dispatching of design work

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

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

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

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

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

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

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

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

Project update

Updating project deadlines
Updating % of project readiness

Project versioning

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

Plan-actual analysis of the project

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

Project Communications Management

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

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

Knowledge management, standardization

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

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

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

Project evaluation and contract price calculation

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

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

Project contract management

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

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

Project Document Management

Options for working with documents:

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

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

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

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

Project Risk Management

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

Project portfolio and program management

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

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

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

Project organization resource management

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

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

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

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

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

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

Technological advantages

"1C:PM Project Management for 1C:ERP" is developed on the latest version of the technology platform "1C:Enterprise 8.3", which allows:

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

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