maksim bashashin pmp (pmi), cpms (ipma) sector leader jinr – lit

Administrative Information Systems at JINR

Maksim BashashinPMP (PMI), CPMS (IPMA)Sector Leader JINR – LIT

JINR’s STRUCTURE

The number of employees > 4,5 thousand18 – Member States

There are 3 groups of divisions:

8 - Research Laboratories (VBLHEP, DLNP, BLTP, FLNP, FLNR, LIT, LRB, UC)

4 – Service Offices (AC & CC Office, H & RC M Office, SIM Office, JINR CE Office)

3 – Administrative Offices (SO & IC Office, F & E Office, HR & ID Office)

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How does JINR get and spend money?

Budget steps:1. 18 Member States approve a budget for 1, 3 and 7 years

and after that each State allocate money for the next year.2. Laboratories spend money on the particular purposes,

experiments and ect.3. Laboratories and Administrative Offices make plan-fact

budget analysis and organize feedback process.Service offices staff organize support and realize technically help to the Laboratories to perform all of budget steps.

!! Our budget exceeds 200 million dollars per year!!!!So we must have good instruments to plan, control and execute our budget!!

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Who are the main consumers of AIS?

Finance and Economic Office

• Accounting Department• Financial Planning Department• Central Purchasing Group• Custom Clearance Service Key

users of AISHR Office

• Labour and Wages Department• Personnel Department (HR)• Legal Department• Secretariat

Data input, data

editing, final report

preparation and

analysis.

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Functional modules of AIS (before 2013)

Finance and Accounting module

1S 8.1 UPP system

Human Resources module

KADRI system, MS Excel

Salary calculation module

Six installation of file-server AMBA system

Module for a reports preparing

ISS, ADB2, BHT, HRT

data data data

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Structure of module for a reports preparing

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1S UPP System

Finance and Accounting module Human Resources modulePTP

Themes

Foundation

MS SQL Server ORACLE Server

HRT

Excel VBA

ISS

~200 Reports

PIN

MySQL

BHT

MS Access

Official documents DB

ORACLE

ADB2

ORACLE

mdb

HR

FINANCE & ACCOUNTING

OFFICE WORK

Main challenges

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1) Accounting Department, Central Purchasing Group and HR office worked separately using different information systems (modules). These systems were weakly integrated together.

2)There were many business functions which were not software automated. We had a huge amount of «manual» operations.

3) We couldn’t continue independent customization of old 1C system because of architectural limitations in the product.

4) Inconsistencies in data 5) We didn’t have single organizational structure to support end users (we

had no first line support). We didn’t have a expectations management system.

6) We couldn't add new useful functionality to our current software without big efforts and couldn't react quickly for users requests.

7) We didn’t have enough programmers (IT-specialists) for maintaining and adopting our software.

Proposed solution

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• Use one based unified platform «1S UPP» for financial, accounting and HR tasks;

• Organize and implement the project for transition from old version of our systems to new unified platform;

• Make organizational changes (collect and train staff for project execution and later support).

Modified (new) structure of AIS (2014) modules

Finance and Accounting module

1S 8.2 UPP system

Human Resources module

1S 8.2 UPP system

Salary calculation module

1S 8.2 UPP system

Module for a reports preparing

1S 8.2 UPP system, ISS, ADB2, BHT, HRT

documents

data data

Electronic Document Handling and Workflow1S 8.2 «Document Workflow»

repo

rts reports

documents

data

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The project of transition to new platform

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1. We've created procedure of promptly modifying systems in case of legislation changes have occurred.

2. Key users can work in single unified system (1S UPP).

3. Accounting and financial operations are executed and maintained in the new version of 1C 8.2 UPP.

4. During the transition project it has been solved a number of methodological and legislation issues.

5. HR module was commissioned for HR Office.

6. Payroll for all budget units is carried out only in the unified system 1C.

«1S:Documentum workflow»

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We launched a pilot project for the approval of 3 types of contracts in the system "1C:Docflow".

New organizational structure

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Implementation and adaptation the APT EVM system at JINR for NICA project

The agreement was signed between CERN and JINR 4

years ago. The main idea is to

“extract” EVM from the APT to be able to

implement it in Dubna as a stand alone application for

the NICA project.

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Implementation and adaptation the APT EVM system at JINR for NICA project

This list of activities has completed:

1) installation of the EVM module on JINR site; 2) initial data upload (input): WBS, work units, plan value data, schedule parameters, budget codes, organizational structure; 3) developing and testing integration functionality between the EVM module system and the ADB2 system; 4) launch of exchanging procedure between EVM and ADB2 systems; 5) performing training JINR users.

APT EVM for NICA

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EVM for NICA project

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ADB2

Accounting of expenditures(bills and ect.)

Work Breakdown StructureWorkUnits and ect.

EVM for NICA

Work Breakdown StructureWorkUnits

BudgetCodesOrgBS

PV (plan value)AC (actual cost) – expenditures

EV (earned value)Special Reports (proj. indicators)

End Users

Administrators &Project managers

Project structureand PV

WU, EV

Reports

Feedback: Reports

1S U

PP

System

Finance and Accounting m

oduleH

R m

odule

NICA WBS

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NICA project expenditures

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Plan-fact analysis

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EVM metrics

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Thank you!

mbashashin@jinr.ru

20Maksim Bashashin October 2014