BIA Technologies has optimized 1C: ERP + PM Project Organization Management for Metran Project

2024: Optimization "1C: ERP + PM Project Organization Management"

BIA Technologies has improved the 1C: ERP + PM Project Organization Management system for Metran Project. This was reported to BIA-Technologies on December 5, 2024.

Experts of the IT company successfully completed the finalization of the information management system of the project organization based on 1C and adapted its functionality to solve the problems of Metran Project, which specializes in the production of measuring equipment, engineering and project management.

The enterprise uses the system "1C: ERP + PM Project Organization Management," within the framework of the project it was necessary to expand its functionality to fulfill the tasks of dynamically changing business processes of the company.

The development of any company invariably requires the improvement of IT systems in order to maintain the efficiency of current processes and optimize them. Over time, the information solutions used may lose relevance or ability to provide the necessary transparency and control. Therefore, it is critical to quickly modernize them. To interact with the customer on this project, the Time & Material model was chosen, which made it possible to perform tasks as soon as possible, - said Alexander Volovik, Commercial Director of BIA Technologies.

By evaluating our IT landscape, we have set goals for automation, focusing on refining the information system in financial planning and accounting. Based on our experience with 1C ERP solutions, BIA Technologies offered us the most effective approach to this problem and demonstrated the flexibility of the methodology as well as the responsiveness. As a result, our company received the 1C: ERP + PM Project Organization Management system, adapted to our needs, "said Tatyana Anisimova, head of the Metran Project financial and economic service.

As a result, effective project management was set up, the risks associated with financial operations were reduced, and control functions during payments were strengthened. Within the framework of the project, more than 30 modifications were carried out, such processes as calculating the implementation at the average rate taking into account advance payments, the cash flow budget (BDDS), the formation of a cost report, comparison of versions of project budgets and others were automated.