Kursk electrohardware plant (KEAZ) (Advanta Cloud project management system)

2016: System implementation of project management of new product development

The Advanta Consulting company implemented in 2016 Advant project management system at "The Kursk electrohardware plant".

Prerequisites of the Project

As reported in JSC Kursk Electrohardware Plant, one of the priority purposes of the company is the fast output of products to the market that allows the company to achieve it the global strategic and financial objectives – deduction of market positions, increase in revenue, profit increase. However results which managed to be reached in output area of products on the market not always arranged. Often there were difficulties with a project implementation adherence to deadlines. The approach existing in the company did not allow employees to cope with the increasing complexity of tasks in projects.

Project Goals and Objectives

Project Objective:

• Provide profit increase for 20% due to timely product output of a line of Optima, hardware upgrade, implementation organizational and IT projects

"In 2016 the project of strategic development "Implementation of a corporate system of project management" was initiated. It was designed to close a number of important tasks: create the corporate standard of project management, organize Project office on product projects, train participants of project management, update procedures for project management taking into account the gained knowledge. Implementation of the information system "Advanta" which solved problems of increase in transparency of communications, condition monitoring of projects necessary for us, escalation of problems from the contractor to the head was the next step. We received a complex view of a situation with project management in the companies, an opportunity to see all register of projects taking into account priorities of their implementation. According to the results of 1.5 years of work, one may say, that basic implementation of methodology of project management on KEAZ took place rather successfully". Alexander Belugin, development director of JSC Kursk Electrohardware Plant

Project Tasks:

• Organize product development in time
• Provide a transparent picture on loading of resources for the purpose of their correct planning
• Provide to project participants a unified environment of communications for interaction quality improvement
• Fix standard processes of management of projects in a system
• Receive the instrument of escalation of problems
• Form the tool of motivation of RP and project teams
• Provide to the management a relevant picture according to project statuses and the management tool of priorities on them

Project Results

"If to tell about results, then so far changes more qualitative. We understood at what stage of development there is a project methodology and process of management of projects in our company and what is not enough for us. At us appeared: Project office, systematically carried out Project committee on product projects and an information system which consolidated all project information in one place. The KSUP corporate standard and a part of procedures in it is developed, training of project managers and their certification is provided". Alexander Belugin, development director of JSC Kursk Electrohardware Plant

Project Results:

• On the basis of the Advanta platform the single system of management of investment and product projects is created
• 100% of product projects are transferred to ISUP "Advanta"
• The control technique by projects on control points is applied
• The schedule is configured and automatic collecting of the fact on project implementation is started
• Visualization of the deviations and problems arising in the project progress

"We planned actions for further development not only the IC, but also project methodology which we use for 2019. We see need to continue work regarding human resources development through involvement in project management, immersion in methodology, holding trainings with participation of representatives of Project office, regular meetings of project teams. One of the next stages – start of a system of financial planning, control and the reporting under projects. Let's implement risk management and the most relevant for us – a circuit of resource planning which will allow us to see loading of employees in a cut of several projects and to align a resource in case of need. And, perhaps, one of the most key moments is an opportunity to measure dynamics of change of indicators of project portfolio management regarding an adherence to deadlines, budgets and other target indicators. After implementation of ISUP we have objective base for calculation of these indicators – on the basis of the approved (planned) and actual data recorded in a system". Alexander Belugin, development director of JSC Kursk Electrohardware Plant

As of December, 2016 in a system 30 projects on an output of products lasting 1-4 years, 369 control points, 5,850 tasks are traced, 246 users work.