ACP "ARS" designed processes in Business Studio 6 for the implementation of "1C: Document Management"

2024: Process Design in Business Studio 6 to implement "1C: Document Flow "

ACP ARS designed processes in Business Studio 6 for the implementation of 1C: Document Flow. This was announced on December 5, 2024 to TAdviser by representatives of the ARS OKP.

Alexey Dobrovolsky, First Deputy General Director of LLC Special Design Division ARS, and Vladimir Repin, General Director of LLC Vladimir Repin Management, member of ABPMP Russia, Associate Professor, Management Consultant, Business Coach, Candidate of Technical Sciences, shared information about the project implemented by LLC OKP ARS for the design of business processes in BPMN notation in Business Studio 6 for purposes automation in "1C: Document flow." The experts considered the features of the methodological approach used, gave examples of specific business processes.

Introduction

The company Special Design Division "ARS" is engaged in the design and construction of large infrastructure scientific facilities on the instructions of the Institute of Solar and Terrestrial Physics of the Siberian Branch of the Russian Academy of Sciences. In the spring of 2024, the company created a "Process Office" within the framework of Human Resources and Organizational Development. As of November 2024, the organization worked: process architect, process methodologist and two business analysts. The business process management system implementation platform is Business Studio 6.

To improve the operational efficiency of the company, it was decided to implement "1C-ERP" and automate the key processes of the organization using "1C: Document Flow." The project manager and 1C programmers were invited. The following describes the methodological approach and experience of the business process automation project.

Methodological Approach to Project Execution

The company's resources are limited and need to be spent efficiently. These aspects influenced the choice of the method of execution of the automation project. For example, it was decided not to involve external contractors, but to design and implement processes on their own using Agile technology, that is, by creating and subsequently testing prototypes of automated processes. The problem was that few managers and specialists had experience in using 1C: Document Flow and clearly imagined how all this worked.

The Business Customer (Company Manager, Management Manager) defines priority processes for automation, for example, creation and verification of a new counterparty, agreement and signing of contracts, management of incoming and outgoing documents, issuance of orders and HCPs, etc. Next, the implementation project manager "1C: Document Flow" holds a number of meetings (interviews) with managers and specialists, records the requirements (in Word, Excel) and gives a task for the development of the 1C programmer. After the development of the solution, its presentation to the customer and subsequent revision are carried out. The key disadvantage of this approach is that no one sees business processes in general. Everyone has their own idea of ​ ​ how the process should "work." Something is being done in "1C," but in general the picture is not clear. Therefore, the company adopted the following approach to the design and automation of business processes in 1C.

Workgroups were created for the relevant processes. After the interview, the business analyst designed processes in BPMN notation in Business Studio using a clear methodological approach, including showing document flows with status on the diagrams, etc. After that, the diagram (s) were printed and discussed at the meetings of the working group with the participation of Project Manager (RP) of the 1C implementation. As a rule, after discussion, you had to make changes to the project process. After 1-3 iterations, the task of automation became understandable to all participants.

The BPMN workflow design provided an opportunity for all stakeholders to see the process in its entirety and understand how it should work. After that, 1C programmers configured the system.

Further, the Process Methodologist, RP and the members of the working group tested the solution, primarily for compliance with the developed process design, and recorded the necessary tasks for refinement. Then they conducted meetings presentation of the finished solution to the business customer.

Document for Process or Process for Document?

Figure 1 shows the business process model for creating and verifying a new counterparty. The process model in BPMN is made for business, that is, it contains the tasks that employees must perform to achieve a business result, and the logic of their execution. The documents that are shown in the diagram are required to obtain this result. That is, the key principle development is the "Document (information) for the process."

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OOO "APC Special Design Unit"

But inside 1C: Document Flow, the employee sees only the mapping of the real business process to actions within the system. In 1C: Document Flow, processes are created and executed for specific document classes. We can say that the principle "Process for document" is used. But for business, this principle is not always convenient. In 1C, the worker does only part of the tasks that are in the real business process. Therefore, there is no complete correspondence of the process in BPMN and the route in 1C: Document Flow.

Another aspect to consider is that one task in the process diagram in BPMN in 1C: Document Flow consists of several sequential user actions in various 1C screen forms. It would be unnecessary to describe all elementary user actions as tasks in the schema in BPMN. On the contrary, you can for one task In BPMN, make a text description with screen forms from "1C: Document Flow," that is, actually create instructions for the user to work in the system. In this case, the business process model in the BPMN notation gives a general clear idea of ​ ​ the process, and the task description gives instructions on user actions in the system.

In the future, it was planned to display information about processes with appropriate instructions for users in hypertext using the BS Portal application. The hypertext knowledge base will be based on the architecture of business processes already developed in the OKP "ARS."

Modeling Document Statuses

In order to make process models visual and understandable for managers and specialists, document statuses are used. Figure 3 shows an example of the process of signing a contract in paper form for the case when the counterparty is the first to sign. To optimize the processes in the company, it was decided to work with suppliers on contract scans. This format requires a clear organization and consolidation of responsibility. The tasks associated with the manual transfer of documents are shown in Figure 3 in orange with a palm marker.

Figure 2 shows examples of document statuses. A clear understanding of statuses is important, first of all, for business. For example, at each stage of interaction with the counterparty, it should be clear in which status the contract is located: "Signed by the counterparty" and provided in the form of a scan, "Signed by ARS" and sent to the counterparty in the form of a scan of a signed scan copy, etc.

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OOO "APC Special Design Unit"

But, from the point of view of 1C: Document Flow"" and the task of setting it up, such statuses may seem superfluous. Here, in a certain sense, a conflict of interests of the business user and the programmer 1C": Document flow" arises, which seeks to configure the process faster and with a minimum number of modifications to the standard functionality, including routes.

The opinions of each interested party, of course, can be justified by certain arguments. But the main thing is the creation of solutions (business process projects, routes to 1C: Document Flow, regulations, user instructions) that are not only convenient for employees, but solve business problems.

An example of the status set up in "1C: Document flow": "Approved, Contract signing: Signed, Familiarization with the signing: Familiarization completed, Attach the original: Executed, Signing by the parties: Signed." You can see that the statuses in 1C: Document Flow do not reflect all situations that arise during the execution of the business process, but only some key points, the stages of the route.

In the course of configuring automated processes, developers have to make a certain compromise: something is done differently than it was in process models.

The main thing is to create a user-friendly solution. But after setting up and putting into operation the process in 1C: Document Flow, in Business Studio it is necessary to bring the process model (including document names and status formulations) in line with the implemented software solution. By the way, this requirement is formulated by order of the company.

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OOO "APC Special Design Unit"

Automation is not equal to regulation

As an example, the process of agreement and signing of the contract is given. In 1C: Document Flow, this is one route for a specific type of contract, which includes both approval and signing of the document.

The stage of signing the contract in "1C: Document Flow" includes only three steps:

• "Signing the Contract."
• "Getting Acquainted with Signing."
• "Attach Original."

But in reality, the process is much more complicated. Four different contract signing scenarios as schemes in BPNN notation:

• Signing on paper, the organization is the first to sign;
• Signing on paper, the counterparty is the first to sign, working with scans of documents;
• Signing on EDO, the organization is the first to sign;
• Signing on EDO, the counterparty is the first to sign.

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OOO "APC Special Design Unit"

Scripts show the tasks that business process participants must perform, including offline. Business process models in BPMN can and should be used to develop procedures for employees. In general, it can be seen that the route to 1C: Document Flow and the real business process of the company do not coincide. This fact once again confirms the opinion that automation does not replace the normal, high-quality regulation of the organization's activities.

Conclusions

Experience in GPC "ARS" indicates that the implementation of the automation project processes in 1C: Document Flow using business process models BPMN notation in Business Studio helps^[1]:

• involve managers and specialists of the company in the design and implementation of promising business processes;
• Get automated processes for business, clear regulations, and instructions for employees.
• create a corporate knowledge base on business processes in general and on working with 1C: Document Flow system (this is an important intangible asset);
• in general, they will significantly advance the way of creating a culture of working with business processes in the company.

Notes