Chasovskoy Dmitry

Chasovskoy Dmitry

Dmitry Chasovskoy, the head of project department of Aykumen of IBS company, acquaints with system implementation stages "Aykumena-management" in the different companies and difficulties arising in the course of work.

- How does process of system implementation "Aykumena-management" as far as it is difficult happen?

• At the first stage of implementation there is diagnostics of requirements of the organization during which we reveal requirements to a management system, we try to grope specifics of management for this specific organization, we define key users and control objects for each level of heads. The report on diagnostics which contains the description of the business processes which are subject to automation is result of this stage. Then, as a rule, the system model is developed and affirms.

On the basis of the approved report on diagnostics and the model our specialists make direct setup of a system, and at the final stage the management system is installed on the platform of the customer. Further user training is provided, the management system is transferred to maintenance to our specialists to department of technical support. All cycle of implementation can borrow of a month before half a year depending on complexity of a task.

- What difficulties do you meet with system implementation "Aykumena-management"?

• One of the main problems and difficulties not only at implementation of information systems, but also in general when maintaining any projects consists in need of change management: it is necessary to aim to keep the scale and limits of the project in that framework which was recorded on initial stage of the project. There is a speech both about project cost, and about structure of works, and about project deadlines and also about quality of execution of works. Often appetites begin to grow in the most active project phases that leads to increase in terms and the project budget. We in the work adhere rather to a strategy of obtaining fast and qualitative result. And after the solution of the most critical task set, as a rule, we plan further development of a system or its implementation for bigger quantity of jobs.

At implementation there can be difficulties of organizational character, for example, rather risky to implement the information management system in the company which undergoes significant changes of an organization and functional structure at present. Contrary to the general belief, it is possible to automate chaos, but the automated chaos as a result will turn out.

Often it is necessary to hear that at implementation of information systems the staff of the company shows resistance to innovations. Would like to quote the top manager of one of the organizations where a System "Aykumena-management" is implemented. He noted that the personnel of the company conditionally are divided into two groups: those who work also those who create visibility of work. The first a system facilitates life because gives the chance is reasoned to estimate the loading and to represent to the administration results of work. To them is what to show. At the same time a system reveals failure to act of the second employee group. Therefore pure resistance to system implementation of management is usually shown by the second group of people. And those who have nothing to be afraid for the labor productivity usually positively perceive system implementation.

- Whether a System "Aykumena-management" under the specific customer is improved? What should be finished?

• Many organizations with which we worked externally were arranged equally: identical forms of business, similar charters and purposes of the organizations, commensurable scales of the companies, close organization structures, etc. But it is important to understand that competitive advantages are just in features of the companies, nuances and if as a result of building of information environment and culture we level them by means of the general recipes, then it will be an inexcusable error therefore each project – is individual. For example, there are customers who prefer tough, vertically bureaucratic management style, and they suggest to limit horizontal communications of employees and to perform them only through direct heads. In this case we implement a special cycle of a statement that all horizontal communications were performed only through the higher head.

At the same time for other customers these horizontal communications are competitive advantage – the mobility, high speed of decision making is important here. Therefore each system implementation considers features of the specific company, all completions provide its specifics and are strictly put in a system.

Also we have clients who continue to cooperate with us after system implementation: they have new ideas and requirements, and we implement these wishes. For this purpose at us is own staff of the developers, programmers who are engaged in support of projects and support of customers. And in this sense the fact that we are developers of this software product is already our competitive advantage.

- Tell, please, about the most interesting completions of a System which you executed for customers?

• System implementation of management of the reporting for the large federal agency was one of our last large-scale projects. Our task consisted in automation of collecting of reports from different divisions of the agency on the course of accomplishment of different tasks, resolutions, holding actions, etc.

At diagnostics of the enterprise it became clear that the existing reporting was prepared by means of mechanical data collection by several employees and sending them in superior organization. Minuses of such approach are huge costs for mechanical data of the data and dependence on an employee group which are engaged in data collection. We automated these transactions, unloaded nodal specialists and evenly distributed it on all staff of management. Now all tasks are brought to a system, and each employee a one click on the button creates the weekly report on the actions. Further a system performs collecting of all data in the centralized report on departments, managements and all agency. In the same way it is possible to create monthly, quarterly and other reports, to make sorting according to different parameters. Considerable reduction of labor costs, the steady and transparent scheme of preparation of reports, and, above all increase in availability and quality of information became result of implementation of a similar management system for the reporting.

Having paraphrased one of pioneers in the field of management and the theory of the organization Mary Parker Follett, one may say, that the best information systems become the best not because they are allocated with some special qualities but because they conform to requirements of the moment. Sincerely I wish to all companies to conform to these requirements.