Kovalyov Igor

Kovalyov Igor

Specialization and professional skills

• Project management and commands in the field of IT
• Outsourcing
• Budgeting
• Interaction between business and IT

Work experience

• The director of information technology, Ford Motor Company, Vsevolozhsk, Since August, 2002

During operating time at this position support in the field of IT was provided and the key systems for the following projects in the field of business are implemented:

• 2002: Start of the plant in Vsevolozhsk, start of the National Companies on sales of the Landrover and Volvo brands
• 2003: Start of the 2nd change at the plant and a factory warehouse of spare parts (a unique example for the company Ford in Europe)
• 2004: Start of a third shift (30'000 cars a year) and the National Company on sales of the Jaguar brand
• 2005: Start of new model (Focus II) and a warehouse of spare parts for dealers
• 2006-07: Increase in production volume of cars up to 60'000 and 72'000 cars in a year.
• 2008: Increase in production volume to 125'000 in a year.
• 2009: Start of the second model (Mondeo)

Processes in the field of IT were processed and documented according to ISO 9001, Sarbani-Oxley and requirements of domestic policy of the company Ford.

• The chief of group on the systems of sales, Ford Motor Company, Moscow, April, 1999 — August, 2002
• The director on business to development, Yunilend, St. Petersburg, February, 1998 — February, 1999
• IT Manager, Neste, St. Petersburg, January, 1994 — January, 1998

Education SPBGPU, St. Petersburg, Master, f-t of Economy and management; FEM, 1990 — 1995

Awards, certificates, portfolio, projects

• The invited lecturer, Stockholm School of Economics
• The invited lecturer, Adam Smith Institute

Membership in societies and associations

• SPb CIO Club
• 4CIO Club
• Microsoft CIO Club
• AmCham, SPb Chapter

Advice to those who are going to begin large-scale automation of business

First, involve consultants. During reengineering in the company we attracted group of consultants of KPMG – they were responsible for interviewing of specialists from accounting (which was a key business customer) and drawing up specifications on the basis of such interviews. The main advantage of work with experienced consultants – available at them is the methodology tested on hundreds of implementations. As a result we not only saved time, but also received completely documentary system – all changes are in details described.

Secondly, keep the project documentation. It is especially important when the level of customization of a system is high. In the presence of documentation it is much simpler to acquaint with the principles of system operation of new employees as functional departments, there and the IT department. If there is no documentation, it means that there is no source of competences from which it would be possible to obtain necessary information – in one textbook on 1C is not described how a system in which only 10-20% of standard functionality are saved works.

Thirdly, escalate risks as soon as they appear. If change of area of tasks, a lack of time or skilled staff can prevent the project, it is necessary to inform the management and to warn about effects.

Of course, save the will to win. During reengineering we managed to cope with all assigned tasks in a year though initially IT department asked to select for the project one and a half years. When I asked our consultants why, according to them, we managed to sustain terms and to start a system, they answered: "You really wanted it".

And at last, I would recommend to the colleagues from IT departments more time and efforts to spend for "internal sale" of the project. There are no ERP projects limited to a framework of one department: IT department, finance, accounting, production, etc. always participates in implementation. It is necessary not only report that from such number we pass to a new system. It is important to explain, than this system will be better for each department why it is necessary to representatives of different departments. Eventually any system is created not for IT service, and for business.