Advant's implementation in the Dry company

In 2013 there was a reorganization of the enterprise, based on Holding the uniform legal entity PJSC Sukhoi Company was created. The Center of development of a management system integrating such directions as was selected: organizational development, business processes, IT infrastructure and project office. Review of strategy of IT development caused a number of new projects in information technology field.

Project management in DIT happened in MS Project and Excel. Use of systems untied among themselves created a number of the repeating problems: there was no coordination between projects, it was impossible to see financial information on all project portfolio, process of preparation of the reporting took away a lot of time. As result — terms of implementation dragged on, and the workmanship of tasks decreased. Heads could not keep track quickly of real load of employees within specific projects.

For the purpose of increase in effective management of projects in IT of directorate the decision on implementation at the enterprise of the Advanta system was made.

Selection

When choosing software for automation specialists of PJSC Sukhoi Company were guided by the following requirements:

• Possibility of implementation of own project management methodology (taking into account requirements of the company);
• Operational implementation and possibility of independent setup and development of a system in the long term;
• Possibility of use of the program as uniform space for exchange of up-to-date information and opinions;
• Control of resource allocation on all projects of division;
• Automatic preparation of the reporting.

The Advanta system corresponded to all stated characteristics. The possibility of preliminary testing of a product and also individual approach and accounting of all wishes from the developer became additional plus.

Implementation

System implementation began in 2014 and occurred step by step within half a year. The project team consisted of four people. For this period the following solution was set up:

• Guidance loop projects, including budget management of the project (the plan – the fact), change management (on discussions), risk management (in the form of tasks), management of labor costs of projects, work with documents of the project, management of project meetings.
• Guidance loop a project portfolio, including control of deviations on project deadlines.