TAdviser Interview: The deputy head of Treasury Alexander Albychev – about radical reorganization of IT systems and approaches

Alexander Albychev: At the previous position (the director of IT department of the Tyumen region, - a comment of TAdviser) I worked more than seven years and achieved certain results. Received regenerative feedback on the implemented projects both from the leaders of area, and from the citizens who are daily using interactive services. Naturally, life does not come to an end, there was a wish to try something bigger. IT infrastructure of Federal Treasury - one of the largest in Russia. For me to learn to manage effectively such "economy" - became a professional call. The most important motivation – to work in the serious big project and all over the country to implement something good, the states, correct, modern for the benefit.

Alexander Albychev: It was several tasks. The first, most important task - to book technology audit of information systems of Federal Treasury. Define the accurate, clear development plan for each system in the horizon of 2 - 3 years, including taking into account requirements to import substitution.

The second task – to support operation of that difficult architecture, those information systems which were already created. So not "drop" quality of the rendered services for clients and internal users of Treasury. This task rather difficult. Why? Because the command exchanged. Rather big percent of specialists, as well as I – "beginners" in a treasurer system. With respect thereto, it was required to create an effective command which on the one hand will support all operating systems, and on the other hand will show result in terms of implementation of services of Federal Treasury and will make to their most meeting requirements of the present.

The third task is an insourcing of exploitation of IT. We had an IT branch – for February, 2019 it is more than 200 specialists who work at support of information systems, "iron", our distributed DPCs, networks. Within the last one and a half years we gradually took away operation of IT infrastructure of Federal Treasury from outsourcing on ourselves and also created "from scratch" the first customer service line. Earlier contact center was completely commercial.

Alexander Albychev: No. Take away everything it is impracticable. There are difficult tasks and they require "dear" specialists whom we to dare support in the state we cannot also they and are necessary to us not every day. We continue to sign outsourcing service contracts which for various reasons we cannot execute at the expense of internal resources. It is support from "vendors" - producers program and the hardware.

Insourcing gave rather serious economy. We could redistribute about 10% of the annual IT of the budget on other tasks. Having increased expense efficiency on operation, we aimed this money at the development of information systems.

Alexander Albychev: The commercial organizations have own pricing which forms on unknown for us to rules. There is our division – 70 employees of contact center and about 200 IT specialists to whom we pay salary. Their salary is about 20% of the saved means. Other component is an economy when holding auctions. As a result of audit of contracts and transfer of a part of services to insourcing, we made purchases of services and works more clear for the market and it led to expansion of a circle of potential participants who offered competitive prices as a result of biddings. As one of my former heads, very honored and dear person spoke: "Competition progress engine!".

Earlier in all large structures there were centers of information technologies. Then, for various reasons, many transferred services to outsourcing and high-class specialists replaced service managers. Such model also has the right to life, but at some point you face that outsourcing "suddenly" rises in price wild rates. Then it becomes clear that a part of competences needs to be held always at itself. If you cease to control outsourcers and you have no competence inside, then the risk, that's all is very high. It is important to observe balance.

I so would tell: "The Chief information officer respecting himself first of all begins to raise competences in himself".

Alexander Albychev: The first line of contact center is organized in the city of Vladimir. The city less than in 200 kilometers from Moscow, and the wage level absolutely another. Besides, we have rather developed IT infrastructure and the free areas for the operational organization of additional jobs there. The created division works in the round-the-clock mode. Accepts calls and processes incidents from users on work in information systems of Federal Treasury from the whole country.

The service of operation of IT infrastructure of Federal Treasury is placed in four cities: Vladivostok, Novosibirsk, Nizhny Novgorod, Moscow. It is very convenient. For example, if the task should be carried out by 9 a.m. Moscow time, at Vladivostok is the whole 7 hours on its solution, at the same time the employee works in the usual "day" mode. The round-the-clock service is too - a part of engineers work according to the replaceable diagram, and the structure of a duty shift is selected taking into account greatest possible "overlapping" of competences of a case of emergence of an emergency situation.

Alexander Albychev: No, I work with people here. Began with the fact that looked at people in Treasury who are rather competent, effective. They continue to work successfully. It that came is absent and broke everything. It is impossible and it is wrong, I consider. We use competences of those people which work and as much as possible we try to create transparent conditions to motivation, project managements and financings. Thus, creating loading and transparency, you begin to see who works and who a little bit works not enough. If the person changes, we support him, but if the person, say, inadequately reacts to changes and a rhythm of work, then by and large, he leaves. When loading is created and there is accurate KPI, all becomes transparent. If 2-3 quarters it does not perform KPI – we understand that he does not cope, and he understands it too.

Alexander Albychev: For February, 2019 it is about 160 people. In the IT block there is a management on information security, the management which is responsible for IT infrastructure, and management of technologists, business analysts.

It is classical history in IT. At first it is necessary to work with the functional customer and to translate his request for the IT language. At us it is done by business analysts and technologists. They manage implementation projects of processes in information systems. In their command there is always an IT the specialist who is responsible for infrastructure, for architecture of networks, for platforms and there is an information security specialist. Why information security specialist? Because the systems of Treasury are always seriously protected as risks are very high, it is access to public finances. Each step is always analyzed by the information security specialist.

Besides, we have a big direction connected with architecture and import substitution. Before it was not - we made. This is the architect and his division which is engaged in the fact that it works on questions of formation of basic design standards of architecture of solutions and integration mechanisms develops and updates the unified stack of information technologies - selects different platforms of a system from the Register of domestic software or from the open source, analyzes them, looks for different options of import substitution practically in all directions. The requirements, obligatory for contractors, regulating the project documentation regarding a functional and system architecture, allowing to control quality of the created systems and to carry out expert evaluation of approaches and technologies which the contractor is going to use during creation new or development of the existing systems are created. Earlier it was the failure direction therefore we catch up.

Alexander Albychev: Management of information security completely remained invariable. On the different systems made one of two managements which are engaged in similar functions of technologists and analysts. Management of information systems underwent strong change - here the command almost completely was replaced and functions on architecture and import substitution were added.

Alexander Albychev: A year I have a chat of monitoring of works in GIS GMP consisting of all project participants. For February, 2019 in a chat 33 persons. Messages in it go literally time three minutes. It, really, one of the most difficult for us projects. We got a system high-loaded – it is more than one billion transactions in a month, 70-80 million a high days. Rather large volumes of traffic go through a system, all banks work with it. Idle time is very critical. As soon as a system stops, problems begin.

Alexander Albychev: Yes, and for me it was the serious problem. This process needed to be broken. How did we break it? Two components. There is a component on infrastructure - it is DPC, "iron". There is a component according to the most software product which was created, first, without the current load of a system exceeding all indicators of the system designation, secondly, stepwise. Conditionally speaking, some additional functions were constantly fastened, and monitored the general architecture poorly. Perhaps, because everything was assigned the developer and it was not of control of architecture at the level of the customer and led to such effects.

The most important that we managed to achieve is to deal with computing powers and to transport this system from leased capacities on own capacities of DPC of the Ministry of Finance. In this DPC we have a possibility of selection of additional computing powers in case of increase in loading.

Further we made service of a subscription. The problem was in the following. Banks configure requests towards a system through a certain period to confirm the status on state change of charge on the particular person. It turns out that they thus create "DDOS the attack" in our direction. According to the Ministry of Telecom and Mass Communications about 70% of load of SIEI are requests from banks and portals of state services to GIS GMP. We, understanding it, prepared the solution – service of a subscription. It when, figuratively speaking, any change which happens to payment returns to bank. So they do not need to be knocked on our system constantly. By such principles Tinkoff-bank already works, in February, 2019 Sberbank will join.

Also we made own test environment in Treasury. At first there is a development environment, then the testing environment, and only then installation of updates on a system. Before own test environments was not, respectively, at once from the developer everything went to production environment. Because of it on production environment there were frequent failures.

For February, 2019 a system feels more or less normally. We provided it with computing powers, strongly rebuilt architecture, a core for these eight months, rewrote structure of requests that they were optimal. Now the following task is a transition to the updated platform. A system is completely custom solution which initial was constructed based on earlier developments of the contractor solving the problems other than problems which are solved by GIS GMP. During the analysis from the block of architecture of FC and external experts, it was found out that architecturally for such tasks it is more correct to take transaction platforms, similar to those that are used in bank processing, expected similar loadings. Therefore we think over replacement of the current solution by the solution constructed based on the platform of the most suitable for the solution of such tasks.

Alexander Albychev: There is a number of the processing systems. We looked how they work in the conditions of high loads (in Sberbank, National payment system "MIR", in other banks). We need bank experience as only they are able to process such nature of loading more effectively. It is one of problems of 2019.

Plus – georeservation on two DPCs that for 100% to provide "hot" switching to the reserve center in case of an emergency situation on the main platform.

Alexander Albychev: Yes.

Alexander Albychev: Several directions. First, due to more effective use of a system by regional and municipal bodies. For February, 2019 it is used not for 100%.

Alexander Albychev: Somewhere around 65-70%. A further task – the growing pool of participants for which we prepare. Since 2020 the public municipal authorities, autonomous and budget will be brought to a system (schools, hospitals, institutes, sports sections, etc.).

Alexander Albychev: In Moscow and some other regions payments at schools already pass through a system, but countrywide we have no such practice. We carry out changes of the legislation that completely to connect them to work in a system.

Also recently we took the initiative to bring to GIS GMP payments to notaries when the notary participates in rendering service within an electronic notariate. Thanks to it, the term of rendering service is reduced by three days.

Alexander Albychev: When the person submits the application, it goes to the notary, and that does charge. Charge automatically via GIS GMP is exposed in all network of banks. The person in the personal account in bank makes payment in the precompleted payment order at once. Information on payment instantly comes back to the notary and there are no temporary costs for printing of receipts, filling of data in a personal account of bank, etc.

Besides, according to the traditional scheme the notary should wait for receipt of money for the account. In a case when GIS GMP works, rather just messages - it the message guarantees against a system that the payment took place and in three days the notary will have it, and he can take the next step at this time. This acceleration very essential.

Alexander Albychev: We expect growth of loading twice. With development of GIS GMP we become some kind of uniform payment service of the state, at the same time the user, as before, can use any bank convenient to it. Information on payment will arrive instantly - it is very important for fall forward of rendering service.

Online transfer often helps out in MFC – the person came, right there in the ATM or through mobile application of bank paid service, and the employee of MFC already sees payment of the state fee and begins to render this service. The situation at payment of services of budgetary institutions will be similar – for trainings, for a power supply, etc. It is world practice. We watched experience of Korea and several more countries. This module of fast payments and informing as an important element of a gosfintekh, is in architecture of many states advanced in the field of IT - it allows to lift services to the following level at once.

Alexander Albychev: For February, 2019 in a system 14 federal executive authorities and their about 300 territorial authorities and state organizations, about 3500 users work. The most important for us – to gain critical mass. Many do not trust in this project yet.

Alexander Albychev: It is not the price. All authorities of the government block transferred us a part of financing. Within this financing we conduct the centralized procurement of accounting software and we transfer departments to a single platform. In parallel, except technology centralization, we go to functional centralization. Functional centralization means that each body which passes to us receives also service of accounting. So the treasurer becomes the chief accountant for this body - such difficult concurrent process.

Naturally, people in authorities treat transfer of functionality differently. Someone understands need of it, in particular those who already endured centralization at themselves inside. Such bodies are, it is simpler to work with them. And those who were not engaged in this transformation did not integrate accounting, belong with scepticism, it has in each accounting a separate software. It can just stand on the computer or on the separate server without due security, on some unclear conditions, in terms of service quality. But, nevertheless, it somehow works. Historically so it developed. And now, when we begin to touch it, there is an array of problems: migration, approval of formats. Naturally, there is resistance. Many do not want to be engaged in it, frankly speaking.

Importance of critical mass is that when we transfer rather big share of authorities to this technology, it will already be possible to say quietly: "There now, colleagues, you look, already works also at such system, both on such, and on such. Economy, and here runs smoothly, and here to you security". The most important that people believed and agreed that such project really effective and positive for the Government.

Alexander Albychev: The first are Federal Accreditation Service, namely its central office and seven territorial subdivisions.

Alexander Albychev: Yes, it was the experiment within order of the Government. We on them "rolled" the regulatory base, worked practice of signing by two signatures when we actually are in different organizations and other legal moments. It was necessary to understand how to do all this in a public sector. In business it is done, and in a public sector all the same all in a different way.

Further, after conversions to a holder two again formed ministries – Minprosveshcheniya and Ministry of Science and Technology got. We for them began to conduct at once accounting, and we conduct for already several months. And since January 1, 2019 11 more federal executive authorities with the territorial authorities and subordinated organizations joined the project.

Alexander Albychev: Without a doubt, roughnesses are. It is difficult to draw line between what is done by us and that is done by departments. In state financial automated systems there are processes connected with accounting with the personnel, with the salary – them we take away to ourselves. Along with them there is an integration with different, for example, analytical, warehouse or payment systems - it seems, too state financial that, but they kind of aside.

For the last several months we a project team studied information financial systems in each body. It was necessary to look, sort their architecture, also to solve how we are integrated what protocols we exchange, and with everyone to speak it. Quite complex work – to agree about what we take away and that remains in departments. This work is continued, and the whole 2019 will proceed.

Alexander Albychev: Process of migration – standard. Standard it is impossible to make what in departments was automated historically. In the same place the whole ERP can be created, tied to a barcodes warehouse, etc. Every time arises dialog. We speak, we have such functionality, and we cannot take it – we have on powers only, excuse. You retain it, let's do integration, to agree. Further, the data exchange protocol is developed, we expose formats, they under these formats finish the systems and are integrated.

Alexander Albychev:Yes, but in a different way it is impossible to get out of the situation. It is necessary to do integration.

Alexander Albychev: Responsible persons in departments remain. These are employees of a federal executive authority of territorial authorities and subordinated organizations which enter primary documents into a system and sign these data with the electronic signature, actually digitize for further processing in subsystems of the Electronic budget. In general, manual entry of documents will gradually leave. For example, for February, 2019 we are integrated with the unified information system in the field of purchases (EIS), and we receive from this system of data on Budget commitments (Digital contracts), integration with a subsystem of Budget planning from where we receive Digital agreements is also made. In line the following important document – the universal transfer document UPD. In 2019 in the EIS system customers and contractors will begin to sign Digital UPD which we will load at once into our system. One more important integration of our system is executed with the Unified Information System of Management of Personnel Structure (UISMPS). This integration will allow to execute payroll of public servants on the basis of transmitted data (the digital sheet, personnel orders, etc.). It already works for three pilot federal executive authorities, and will be spread around soon, but yet not everything is digitized. For example, Electronic sick-lists, agreements within small purchases, agreements GPH, departmental reference books of goods, works and services, etc. - rather impressive document list requiring digitization on the party of departments, and we work on it together with interested in a federal executive authority.

Plus, except those who enter primary documents is still the management which is responsible for analytics, for budgeting, for planning, for the general management with financial and economic activity therefore the decision on how to optimize structure taking into account our project, the head of authority independently, depending on the automation level which it has accepts.

Alexander Albychev: Yes. Possibly, there will be a redistribution, there will be an opportunity to control workmanship of the budget, to solve other problems to which were too busy.

Alexander Albychev: A choice was made as a result of holding an open competition. The 1C Parus company - joint venture of two market leaders, product-based which over 90% of a federal executive authority as a part of structure of the Government work is engaged in works on centralization.

Alexander Albychev: Only the federal executive authority, their territorial authorities and state organizations which are a part of structure of the Government of the Russian Federation which as corporation, decided to build in itself the accounting block, completely it to digitize participate and to make centralized, to appoint one of the participants – Federal Treasury – the chief accountant as at us 90% of employees are accountants and financiers. Corporations do in this way – create the centralized accounting, transfer accounting of all divisions and branches to it.

Alexander Albychev: You know, they address us. Already the working group with the Presidential Property Management Department of the Russian Federation forms. They became interested, watch how the project is implemented, consult with us. Separately there is an interaction with the Ministry of Internal Affairs of the Russian Federation. We are not ready to open the second front, but we can advise colleagues. If they decide to make centralization on the similar principles, we will be ready to give them the platform non-paid. It will be laid out in our fund of algorithms and programs (medical and obstetrical center).

Alexander Albychev: We thus confirm that this software product is the property of the state, then through medical and obstetrical center this system is downloaded for installation by our IT specialists in subjects. Plus the medical and obstetrical center is a storage of all source codes, storage of our investments which are made in IT.

Alexander Albychev: Yes – there was a technology centralization on all, more than 30, to authorities. It was organized on the Parus software product, and in health facilities – on 1C. Besides, personnel production and on most authorities, except large, big, independent was functional in government office of the Tyumen region on a centralized basis, the personnel was conducted in HR department. Accounting was conducted is centralized only on a small amount of state agencies. Generally we technology everything collected in DPC and a distance by all access for conducting accounting.

Alexander Albychev: We just talked about some subsystems of "The electronic budget" – a management subsystem the personnel, regarding salary accrual, a management subsystem non-financial assets and a subsystem of accounting and the reporting. Still there is a management subsystem expenses, a subsystem of the normative reference information, a subsystem of ensuring integration, a subsystem of information security, legal importance. Also in 2018 we created rather interesting is information - an analytical subsystem.

Alexander Albychev: In the state financial systems a huge number of data - those Big Data is concentrated. For themselves financiers do different reports in the Excel format, but "show it to good effect" for external consumers - for the ministries, for subjects, for municipalities – in the form of these reports very difficult. At most, what we give, these are statements. But there are modern technologies, BI tools which allow to issue serious analytics with different cuts and by particular legal entities. So, in 2018 we created a subsystem of information and analytical providing in which we actually implemented several powerful show-windows.

For accounting the show-window – the ledger where it is visible all financial and economic activity of specific organization is created. Now, centralizing accounting, we give service of analytics at once. With this system department sees all the financial status online. Show-windows on the basis of a purchasing system, the systems of treasurer maintenance are also made. With several federal bodies we have a work on preparation for them specialized show-windows. There are show-windows where the actual analysis of use of means by subordinated network is made. Thanks to it, the ministry sees how its subordinated network spends money.

One of the main tasks of development for us is a centralization and transfer in the Electronic budget of the Automated System of Federal Treasury (ASFT) through which there are all payments.

For February, 2019 it is constructed as decentralized in 85 subjects. It affects complexity of integration mechanisms, including for data collection in the centralized analytical system. Centralization process very heavy, difficult. Everything is constructed on a technology stack of Oracle. Many ideas, resources are enclosed in a system. Make all these business processes centralized and transfer them to two of our DPCs – very serious problem. We are going to make it during the three-year period.

Alexander Albychev: Yes, quite right.

Alexander Albychev: I consider that at that time when this decision was made, in Russia there was no alternative. Practice shows that based on SAP and Oracle the treasurer systems around the world are constructed. Naturally, after 15 years from the moment of adoption of that solution, other technologies, systems, platforms appeared. In most cases we use domestic resources. The decentralized solution looks strange. I spend the most part of the time for operation of this system. On it a huge number of tasks. IT and block worked for us all New Year's holidays to update it.

Alexander Albychev: Management state automated system for February, 2019 is also such show-window for the whole country. Over 58000 users of all levels of the power from a federal executive authority to the subject and municipality with electronic signatures log into this system with different frequency and enter information: someone quarter, someone in a month, someone prepares annual reports. All this is, she works hard and there show-windows. Unlike analytics of the Electronic budget which generally concerns this state finance the GASU system more top level, and includes data of strategic planning, a number of statistical forms, the reporting under performance of May Decrees and many other things. As the functional customer the Ministry of Economic Development is engaged in development of a system. We are going to process architecture of GASU completely. Already signed the contract for upgrade of this system. Until the end of 2019 we are going to create GASU 3.0 and to pass completely to an importozameshchenny stack.

The main changes in terms of its work will be in that it was possible to watch information from mobile devices, as much as possible to use API technology for loading and unloading of data, the Data-lake technology will also be applied. A contractor under the contract is the IBS company. We with them carry constantly out project office on upgrade of GASU. Also we plan transfer of a system to our DPCs.

Alexander Albychev: If to speak about plans, then they are very ambitious. For February, 2019 the road map of involvement of the place in racks of the main and reserve DPC computing resources for different information systems of Federal Treasury taking into account their permanent development till 2023 is made.

Alexander Albychev: Naturally, we have a road map. We try to be engaged in search and testing of different solutions independently, without involving external examination on these tasks. We assemble several stands on the different software. It both Aster, and Alt Linux, and "MyOffice", and "LibreOffice". We constantly test, we prepare different offers for developers for improvement of software.

"LibreOffice" is set and is tested on all computers. It works with products of Microsoft. If to speak about the operating system, so far we work at Windows. It is purchased even before my arrival to Federal Treasury and is owned by us.

Our plans consider the forthcoming uniform purchase of office software of the Ministry of digital development. They should offer us several office suites at choice.

It is clear, that we have complex financial systems which are not adapted for those office products which exist in the Register of the Russian software. So far we cannot achieve a product which would work for 100% and did not raise questions at our users. In our closed circuit there is a work with financial systems. Now we create systems, putting at once that the open file format, data, etc. is necessary. Before it was not therefore any unloading becomes in Excel and if it becomes in Excel, then then in other software product it is correct to unload it it is impossible - it is as a result, stops business process because Excel for the accountant is a daily working tool.

I faced it also in Tyumen. We had pool of licenses of Excel for accountants which we could not replace owing to the fact that the special software was not adapted for unloading in other formats.

Alexander Albychev: For them to open and read documents – not a question, everything works for viewing. But as soon as we go to accounting, we face difficulties. Solve this problem – for us a serious call for the next two years.

Alexander Albychev: This movement from two parties. In 2021 we expect to centralize ASFK. In the updated system we already underlie the principles of import substitution in terms of file exchange and in terms of unloadings, we try to transfer everything to web and to analytics (BI). Why to leave Excel in those workplaces where it is not used? It was necessary, there was no BI yet. If employees used a BI system, they would not be needs Excel. But, unfortunately, earlier everything was in a different way.

Alexander Albychev: Products of foreign vendors were created for 30-40 years. In the nineties Windows was bad, curve, unstable too. But throughout this time the whole world finished it. We once made the decision and began to buy computers with this software. Refused all the, destroyed all IT system which we had and in parallel developed. Now we create all over again. But it is quickly impossible to make it, time is necessary. All who operate systems perfectly understand it. It is impossible to take the software and to use not for designated purpose. It is necessary that it approached.

I have 53,000 users. Provide their relation to this process. You transfer them to the new software, and they cannot perform the functions. How am I able to do it? When the airplane flies – to change the turbine on the run, it, of course, abruptly, and we are engaged in it every day … But at the same time we have critical blocks which should be changed at least gradually, not sharply, in turn, step by step, because to stop all the same it will not turn out.

Alexander Albychev: Yes, it will be Postgres Pro entering the register of the Russian software. On it we already made a subsystem of the electronic budget for accounting, document flow of a management subsystem money and management subsystems expenses on treasurer maintenance. Actively we interact with developers of this DBMS. I think, as for them it is a serious call too. If they successfully pass a test with such complex high-loaded system, many will believe in them.

On the other hand, naturally, that this work is not free, and we, thus, invest in them. They receive feed, can take more qualified specialists and further develop the system. The correct circle turns out, but not fast – several years.

Alexander Albychev: "Iron" is tested. We interact generally with Rostec state corporation. But are not ready to implement domestic solutions in a fighting system yet. It, I think, perspective of the next five years. It is the most difficult question.

The most clear, but at all not the simpler, it to replace DBMS, an integration bus, software for Web servers, with software of application servers, etc. Further there are operating systems in workplaces. Well, and the most difficult is "iron". Here they, three calls on import substitution for any Chief information officer.

Alexander Albychev: No, did not test.

Alexander Albychev:Actively we apply. There is a software platform in which we control KPI and we conduct project management, completely constructed on agile. On a uniform board to control very difficult. When I had it, there were 300 stickers, and the planning meeting (stand-up) took place three hours. Weekly – it is simply impossible. Really it needs to be done at the level lower, at the level of each project manager. They at themselves hung up these boards, but then understood that it is necessary to be synchronized. Therefore made a software platform, and in it already drew these "boards" and began to exchange among themselves results online.

Alexander Albychev: Yes, stand-ups on project management are carried out weekly. And separately – weekly or every two weeks project offices. These are such difficult, big meetings with participation of developers at whom we look prototypes of the developed systems and services and we keep track of result.

Alexander Albychev: We get rid of the system of state procurements, we make plans and we submerge all the activity in agile methodology. Conditionally speaking, we take each step within project implementation, using this methodology. So we take two-week sprints, and these sprints we walk to achievement of goals. It does not mean that we watch software of times in two weeks - it is already Scrum, it already towards development. We develop agile not in this direction, and in the direction of project management. Conditionally speaking, preparation of a test environment, preparation and the organization of accesses, preparation of a normativka, purchase – everything goes on agile. Goes in the sense that on a kanban board there passes the sticker "Create technical requirements". Creation of technical requirements for formation of technical specifications is a two-week sprint. And in development of agile we do not apply, we have no development. We think of it, but for the present before did not reach.

Alexander Albychev: I think, the competence on 1C can be created because there are programmers, there is a market. On this platform I want to try to lift development. According to other platforms more difficult and, maybe, it will be economically unprofitable. But on 1C, for speed, I would make it. And according to the BI platform too because requirements to reports constantly grow. If all go to these reports, and we will refuse Excel, then it is necessary to develop very quickly a large number of different analytical show-windows. We created an information-analytical system based on the Christa BI platform, made completely importozameshchenny stack. She, by the way, took a prize at tender in the Russian Government Analytical Centre. On this platform we already began to do by own forces analytical show-windows.

Alexander Albychev: I in the life moved more than once. Moscow is already the fourth city.

Alexander Albychev: Yes, I worked in the city of Salekhard, then there was Novy Urengoy where in 26 years I became the chief engineer of the communication hub. Further I moved to Yekaterinburg, then to Tyumen, from Tyumen already to Moscow. The you become more senior, the it is more difficult to move, it is unambiguous. The family appears, children, school. And you in the same way passed through it when moved to Moscow. The most important that there was an interesting work. If it inspires, then all it can do. If you moved and were disappointed, then it is already a problem.

Alexander Albychev: I consider that yes.

Alexander Albychev: Good question. I at once, from the first day began to understand it. At the regional level, in particular, in Tyumen, the speed of decision making, release of some regulations, orders – occurred quickly enough. There it was not necessary to undergo different such volume of approvals. Here a system is more difficult – there is an officialdom in Treasury, there is a Ministry of Finance, there are external structures with which approvals are necessary. And every time when it is necessary to pass some decision through this scheme, is required to have wide experience and professionalism. I often think why everything is so difficult, it strongly blocks solutions. At someone just hands fall. At the level of the subject if reached the governor and explained the purpose, he heard you, solutions pass quickly enough. The governor supports, and others begin to support. At the federal level decision making system very difficult. In it the most important difference. Well and scale, naturally, absolutely another. Computing resources which are required for information systems, financial resources, they are incomparable.

Alexander Albychev: About ten billion rubles a year.

Alexander Albychev: Yes, about one billion.

Alexander Albychev: Yes, of course. Always we call up, communicate, consult, it is permanent on contact with colleagues. I am familiar with the governor Aleksandr Moor who again entered a position. Earlier he was the mayor of Tyumen, always supported us on IT projects. We had a good tandem when we did municipal projects on health care, by training. Therefore we communicate with colleagues, we support.