OGK-4

JSC The Fourth Wholesale Power Generating Company is the first in sales volume wholesale thermal generation company in Russia. Is a part of the German concern E.ON. The volume of the electric power made at power plants of the company is about 5% of summary jurisdiction of the electric power in the country. The investment program of JSC OGK-4 provides construction of 5 new power units with a cumulative installed capacity of 2400 MW.

OGK-4 was formed in March 2005g., within reform of the power industry. Five large scale power stations from different power supply systems, before with each other organizationally not connected were its part in any way. All five state district power plants used own business processes and different automated control systems. Complex automation began with creation of the general infrastructure — the telecommunication corporate integrated network (TCIN) and the uniform protected information space (EZIP — uniform domain structure, mail, a corporate portal and t.p.). This project started in 2006g. also came to the end in the middle 2008g. In parallel with it Erpsistemy implementation project started.

The choice of the platform was partly caused by the historical reasons. At two enterprises which were a part of OGK-4, several years there were projects on implementation of ERP. So, on Berezovskaya GRES at a final stage there was a solution implementation project based on Microsoft Dynamics AX. At other power plant — Surgut GRES2 — implemented a system on the SAP platform though then any of modules was not brought into operation yet. In view of this fact and also cost, flexibility and ample opportunities of customization of Microsoft Dynamics AX, the decision to bring the project on Berezovskaya GRES to completely operating condition and then to accept it as the basic solution for replication it on other stations was made. However in practice this task did not manage to be solved — the accents and tasks facing management after consolidation too strongly exchanged. At a boundary of 2006 — 2007gg. we created vision of the project as full implementation of new Erpsistemy using the practices made on Berezovskaya GRES. And, considering the coming terms of an exit to the IPO, the emphasis was placed on the fastest obtaining real result due to separation of a global task into final and achievable. As existence of the working single system resource management by the most positive image affects image and value assessment of the company.^[1]

Since August 2007g. the project was included into an active phase, in January 2008g. a system earned in the mode of trial operation. Then the block of finance was put into operation. From this point OGK-4 passed to a unified plan of accounts and uniform account policy. At the enterprise practice of fast closing of the accounting period (Fast Closing) was entered. Today on 8y the working day of the month following reporting the company receives consolidated statement according to the IFRS standards. This requirement was key from E.   ON as new owner.

It is worth noticing that trial operation of Microsoft Dynamics AX was performed without a duplicative system. The peak of errors and correction fell on May, but by August — September 2008g. system operation became stable. Here, perhaps, it makes sense to explain that work on the project was conducted by method of prototype implementation, i.e. without a number of the formalities connected with design, in particular, without detailed technical specifications. We collected a system prototype, brought it to conditionally working status and at once put to end users for testing and further into trial operation. Such approach allowed us to move much quicker.

In Erpsisteme to the middle 2008g. when she received that configuration in which exists now, 1600 users in five branches distributed over the country were registered. And in each branch there was the accounting, with the chief accountant and the view of how everything should work.

Transition to the new version of Microsoft Dynamics AX became an important stage of implementation of the comprehensive program of development of the system created by us together with GMCS in May 2010g. For transition to the companies the structured documentation was prepared: took functionality which was in the old version, looked how it will pass into the new version, and in connection therewith developed the document describing a new system. It is called "Model EASU FHD JSC OGK-4". EASU FKHD is a uniform automated control system for finansovokhozyaystvenny activity. And we did not begin to paint to trifles in it algorithms and settings, and as a result documentation turned out quite compact on volume and quite readable.

Transition to the latest version of a system was caused also by some other factors. By Microsoft Dynamics AX 2009 it is officially certified on compliance to requirements of Federal law No.   152-FZ "About personal data protection" and has advanced functionality that taking into account our development plans played an important role.

On a decision instant about implementation of a new budgeting system similar processes happened also in E.   ON. Some mechanisms and methodology anyway came from there, but we should adapt them. The ultimate goal at creation of a budgeting system — in the online mode to see reports on actual expenses to have an opportunity to compare them to planned data. Certainly, it requires integration with Erpsistemoy - it is one of crosspoints of these two projects.

The budgeting system developed several years in parallel with ERP. And two systems had no long time of a common ground and projects differed on the, so to speak, to character. If process of implementation of the ERP main unit was long, with long start which vigorous take-off followed, then creation of a budgeting system developed more evenly.

To 2008g. budgeting tasks were solved in 1C on each branch. The project on transfer of functionality of budgeting on more specialized software product as which the Microsoft Performance Point system acted started with the beginning 2008g., in parallel with the ERP project. Transfer was not followed by serious changes in the adjusted business planning processes, but allowed to receive a single system with uniform base and to begin works on integration with Erpsistemoy. Data exchange between systems was made concerning payment limits of budget items and also collecting of actual data on cash flow by budget items.

At the same time, though transition to Microsoft Performance Point became, certainly, a serious step forward, there was a number of unresolved questions. In particular, process of collecting of the fact on income and expenses by budget items and also process of mid-term planning for three years which appeared in OGK-4 only with arrival of E was not automated.   ON. Earlier in 1C, and then and in Performance Point only annual budgeting was conducted. The three-year business plan incorporates a number of production plans with natural indicators: development, losses, specific coefficients and many other things from which, in turn, financial plans form. Owing to the heterogeneity this plan had to be prepared in Excel: neither in 1C, nor in Performance Point there was no real opportunity to make it automatically.

As a result on set of such criteria as the cost and functional requirements, the predicted results and an implementation time, preference was given to IBM Cognos TM1. The contractor besides invited GMCS having examination and positive experience of product introduction of IBM Cognos in the large distributed holdings.

By May 2011g. it is going to transfer to IBM Cognos TM1 so-called operational budgeting completely. Target model on the near-term outlook — short circuit of all planovofinansovy circuit: the three-year plan — the annual budget — budget implementation. A little more long-term ideas are slightly more extensive, and they are connected with production planning. The idea is in bringing primary entry point to the level of natural indicators, to the planning level of needs for MTR and services for repairs and obsluzhivanya the equipment. It is necessary that once the entered idea that in takoyeto time it is necessary to repair takoyto the unit, led to emergence and natural planned targets (as when for this purpose it is necessary to purchase), and financial performance (when and in what volume it needs to be paid as it will affect a financial result and t.d.).

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