1c pm project organization management. Technologies and benefits

Solution "1С:ERP+PM Project Organization Management 2.0" - a joint product of the company ITLand and firms "1C", the development of which took into account the methodologies of the world's leading standards for managing projects and project portfolios, as well as the experience of automating Russian project-oriented enterprises.

The solution is a development of the software product "1C: Project Organization Management". When developing Special attention was given to the implementation of the functionality demanded large enterprises various directions activities. This approach made it possible to significantly expand the capabilities and scope of the new ERP solution compared to "1C: Project Organization Management" version 1.3.

The solution is designed for:

Research, design, research institutes
Machine-building enterprises, design bureaus
Engineering, IT and consulting companies, system integrators
project media business (organization of exhibition activities, media, advertising agencies)
Any other organizations that use in their work the concepts: "project", "portfolio of projects" and "program of projects"

Core business processes, automated using "1C: ERP + PM Project Organization Management 2.0":

Estimating the cost of the project before the start of work. Preliminary estimate of the cost of works under the announced competition (tender).
Organization effective management company finances using project budgeting technology, using BDDS (budgets of movement Money) and BDR (income and expenditure budgets).
. Fixing the terms of the initial contractual relationship, fixing changes and additional agreements. Establishing links between the schedule of work under the contract and the schedule design work. Creation of income and expense budgets and a cash flow budget for the project based on the terms of the contract.
Project monitoring by key performance indicators. Providing operational data on key indicators to achieve strategic and tactical (operational) goals.
Ensuring effective management of the company with various organizational structures(functional, design, matrix structures). Separation of areas of responsibility between project managers, project team leaders and functional managers in the planning of work and control over their execution.
Ensuring communications and effective interaction between the design and functional services of the organization.
Prompt provision of the company's management personnel with up-to-date and reliable information through access to a single information space, to design, financial, primary documents and data.
Efficient Distribution resources between projects. Objective analysis project priorities and assessment of the degree of impact of deviations on the implementation of design work.
Increasing the pace and quality of project implementation. Continuous monitoring of project progress, identifying deviations at the earliest stages of the project. Providing the company's management personnel with the necessary information about emerging problems and violations of plans.
Timely response to deviations arising in the course of design work.
Management of risks. Increasing the likelihood of occurrence and impact of favorable events and reducing the likelihood of occurrence and impact of adverse events for the project.
Collection and analysis of the history of work on projects, improvement of enterprise technologies. Accumulation and analysis of historical and statistical data, selection of "Best practices". Fixing design decisions for the possibility of their use on subsequent projects. Definition of standards for each type of design work.

Project functional (PM):

Project management
Project finance management
Project versioning
Plan-fact analysis of the project
Knowledge Management
Project contract management
Project risk management
Project organization resource management

ERP functionality:

Manufacturing control
Cost management and costing
Financial management
Budgeting
Monitoring and analysis of enterprise performance indicators
Regulated accounting
Personnel management and billing wages
Sales management
Customer Relationship Management
Purchasing management
Warehouse and Inventory Management
Organization of repairs

The solution works in managed application mode. Implemented integration with the "1C: Document Management" system.

Capabilities

Project Management (PM)

Workplace of the project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Statuses (states) of the project
Project registration
Appointment of a project leader
Project plan approval
Start of design work
Stopping design work
Change the project manager
Project resumption
Project Completion
Project Phase Management

The project passport allows you to record and store general information about the project in the system. The project passport displays details that describe the main parameters of the project, such as the current manager, current status, department, project portfolio, project program, and other parameters.

The project life cycle within the system consists of five stages:

Project initiation. At this stage, the intention to complete the project is fixed and a project manager is appointed. The project appears in the system as an object.
Project Planning. At this stage, a preliminary project plan is developed, the scope and timing of design work, the required labor, material and financial resources are determined.
Project approval. At this stage, the fundamental feasibility of the project is analyzed, resource conflicts with other projects are identified, adjustments are made and the basic plan project.
Project implementation. At this stage, the distribution of work between labor resources is carried out, monitoring and control of the work performed is carried out. Based on the actual data received from the contractors, the project plan is regularly updated. If necessary, operational rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Project Completion. At this stage, the fact of termination of work on the project is recorded, the results achieved are analyzed, deviations are identified and analyzed (in terms of timing, cost, quality, etc.).

Planning the scope and timing of the project

Planning the structural decomposition of the project
Planning milestones for the project
Calculation calendar plan project
Fixing the baseline of the project
Import and export of data from/to "MS Project"

Project plan- a set of structural decomposition of work, calendar dates, milestones and data on involved labor, material and financial resources- can be entered into the system in several ways.

Manual entry of relevant documents through the project control panel.
Loading/unloading project data from/to MS Project.
Loading project data from a template stored in the system.

Also, the project plan can be entered into the system in a combined way: part of the data is taken from the template, part is loaded from the MS Project file, part of the data is entered and/or corrected manually.
The system supports two methods operational planning design work:

Using a role structure labor resources and matrix management structure. In this case, the "project" manager manages the project plan, and the "functional" manager manages the execution of the work. The assignment of labor resources to specific work is carried out taking into account the roles performed.
Without the use of the role structure of labor resources and the matrix structure of management. In this case, the "project" manager manages both the project plan and the execution of the work. The assignment of labor resources to specific jobs is performed without taking into account the roles performed.

The visual toolkit of the system allows the manager to obtain information about the project in different views: tabular views, data tree, Gantt charts, project milestone map, network diagram.

Project scope and supply planning

Project Supply Planning
Project scope planning

Supply planning and project scope planning - input into the system of information about the planned results of the project task. The plan of deliveries and volumes is entered into the system in quantitative and sum values. In this case, the planned results can be attributed either to the start date of the task, or to the end date of the task, or distributed over the period of the task.

Planned results can be included in the planned income budget of the project task with details by department.

Planning of subcontracts and material costs of the project

Planning for the use of project materials
Planning the use of equipment in a project
Planning for subcontracts and additional project costs

Planning the use of materials, equipment, subcontracts and additional project costs - entering into the system information about the planned costs necessary to complete the project task. The plan for the use of materials and equipment is entered into the system in quantitative and total values. The plan for the use of subcontracts and additional costs is entered into the system in sums. In this case, the planned costs can be attributed either to the start date of the task, or to the end date of the task, or distributed over the period of the task.

Planned costs can be included in the planned cost budget of the project task with details by department.

Planning of personnel and labor costs of the project

Changing the Project Task Manager
Assigning work resources to a project
Assigning Roles and Scheduling the Work of a Project Task
Role assignment and work planning

The system allows you to appoint a manager of a specific project task, and automatically its subtasks, different from the project manager as a whole. A distinctive feature of the system is the role structure of labor resources, which is aimed at facilitating the process of planning, managing and analyzing not only labor resources, but also project management generally. An employee within the system is a specific individual holding a certain position in the company.

The labor resource is a unique set of human resources and hardware involved as a performer of those design works that are elementary (not decomposed) within the system. The role of the labor resource is an abstract labor resource that combines qualifications, official duties and place in the functional hierarchy of the enterprise. Workforce roles are used in project plan development, project feasibility analysis, and operational workforce planning.

Assigning labor resources to a project - entering into the system information about which labor resources of an enterprise are supposed to be used to perform work within a particular project. Assigning roles and planning labor costs of a project task - entering into the system information about which roles of labor resources enterprises are supposed to be used to perform work within the framework of a specific design task. In this case, the volume of labor costs and their cost are indicated. The cost of attracting labor resources can be entered either manually or using a previously set normalized cost of using resources.

Assignment of specific labor resources and planning of labor costs of a project task - entering into the system information about which specific labor resources of an enterprise are supposed to be used to perform work within a specific project task.

Workload and working time management for projects

Analysis of the load of labor resources and the feasibility of the simulated portfolio of projects
Planning for operational loading of specialists on projects
Time tracking for projects

To analyze the feasibility of a simulated portfolio of projects, the system provides for the processing "Analysis of the load of resources", which allows you to timely track the conflict in the resources used between the approved, ongoing and planned projects of the enterprise (resource conflict).

To analyze the load of labor resources, the system provides a corresponding report, which is designed to obtain information on the planned load of labor resources in the context of projects, project tasks, elementary operations and periods of time.

To plan the operational load of specialists on projects, the system provides for appropriate processing, which is designed to quickly distribute the hourly time of specialists between the tasks of different projects.

To account for working time for projects, the system provides a document "Distribution of working time per week", which is designed to enter into the system data on the distribution of working time spent by a labor resource, during a calendar week, for project and non-project tasks, as well as for entering into the system data on lost (spent unproductive) working time.

Logging actual data and project events

Registration of executed volumes
Registration of costs of material resources
Registration of additional costs
Fixing the fact of a control event (passing a milestone)
Linking business transactions to a project

For each project task, there are earned value plans, material costs and additional cost plans. During the course of the project, the actual data may differ from the planned ones. The relevant documents are provided in the system for registration of actually completed earned volumes, costs of material resources and additional costs.

To record the fact of a milestone (passing a milestone), the system provides the document "Closing a milestone".

To collect and visualize information about business transactions (represented by primary documents) that were carried out within the framework of a specific project, the system provides for the processing "Business transactions of the project".

Project finance management

The principle of project budgeting
Formation of the budget of income and expenses of the project
Formation of the cash flow budget of the project
Registration of actual project budgets
Plan-fact analysis of project budgets

The system allows you to create, store and update the plans of three project budgets: project cost budget, project income budget, project cash flow budget (receipts and payments). Budget elements are stored in the context of project tasks, budget items, counterparties and contracts (agreements with counterparties).

For the budget of expenses for the project, the system provides for the function of automatic generation of budget elements. The budget of expenses is formed according to information about the costs planned for attracting labor, material and financial resources to the implementation of the project task. Automatic formation is carried out on the basis of the scheme for distributing the amount planned to attract a particular resource, according to cost items. The distribution scheme is configured by the user, and a situation is acceptable when not the entire planned amount, but only some part, is distributed among the budget items.

A key feature of the project finance management loop is the implicit binding of budget elements to calendar periods. When planning budgets, the period is set as a set of rules that describe the linkage of the budget element to the time frame of the project task. When changing the timing of the project task (including when updating the project), the system automatically recalculates financial plans.

Entering data on actual receipts and payments, as well as on the accrual of actual income and expenses can be made at any stage life cycle project, and even after the completion of the project.

At the level of project budgets, the system allows you to:

Plan-fact analysis of the budget of income, expenses and cash flows for the project in the context of project tasks, budget items, contractors, contracts and calendar periods.
Analysis of deviations between current data financial plan, any version of the financial plan and the actual state of affairs, identifying deviations.

The visual toolkit of the system allows the user to obtain project budget data, both in tabular and graphical representation (diagrams and graphs). Within one screen form, you can get a detailed and consolidated plan of any of the budgets, comparison of income with expenses and receipts with payments, comparison of planned and actual data, etc.

Project scheduling

Project Task Life Cycle
Planning and execution of works
Project timing risk management
Analysis of work results

The methodology embedded in the system defines a number of features for design work that increase the efficiency of planning and control processes. Namely:

The specific work that a workforce performs on a project should be at the lowest level of the work breakdown structure.
This work can have one and only one artist. In the event that several performers are required to perform the work, it is necessary either to decompose the work into a number of elementary operations, or to combine the performers into one labor resource. The principle of "one job - one performer" is the cornerstone of the work management circuit.

The life cycle of project work consists of the following stages:

Advance planning. At this stage, an elementary operation appears in the project plan, the contractor, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as an executor at this stage.
operational planning. At this stage, the performer of the work is determined, the exact terms are determined. The labor resource appears as an executor at this stage.
Acceptance for execution. At this stage, the performer receives information about the task assigned to him and confirms his participation in its implementation.
Performance. At this stage, periodic input into the system of data on the working time spent on the task is performed.
Performance report. At this stage, the performer reports on the performance of the work, indicates the actual time and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work, if necessary, adjusts the actual time and labor costs.

A non-linear progression of project work through stages is allowed: the task can be returned to the executor for revision, the task can be completed with the sign "unsuccessful" (in this case, a new instance of the task is created and transferred to another executor), etc.

The mechanism of project work escalation implemented in the system allows the contractor to convey to the management, data on the expected delays in the execution of work. This data is used by the updating mechanism - "bad news" affects the project's calendar dates upon their registration in the system.

At the level of design work, the system allows you to:

Collection and subsequent analysis of data on the distribution of the working time of performers between project and non-project tasks, as well as data on unproductive costs (losses) of working time.
Analysis of the accumulated statistical information on the performance of work, plan-fact analysis of the duration, labor intensity and cost of the work, identification and analysis of deviations that have arisen.
Analysis of the accumulated statistical information on the escalation of design work, identification and analysis of the reasons for the failure of the deadlines, analysis of the consequences of such failures.

The visual toolkit of the system allows the user to receive information in a convenient form about the work in which he is either a performer or a leader. The task list view actively uses color and graphic coding, it is possible to display the list of tasks in the form of a Gantt chart.

Project update

Updating the project timeline
Updating % of project readiness

The key mechanism of the project management loop is the project update mechanism: based on the data on the actual implementation (or failure to complete) the design work of the lower level of decomposition, the system performs a complete recalculation of the calendar terms of all elements of the project. Updating the project, which is carried out regularly, allows the manager to receive reliable information about the status of work and promptly respond to emerging problems.

Project versioning

The system allows you to create and store an unlimited number of project plan versions in the infobase. The main task of the versioning subsystem is to enable users of the system to maintain several plans in parallel for one project. Simultaneous maintenance of several plans is necessary for the following purposes:

Be able to plan in multiple perspectives (e.g. baseline, approved plan, current plan)
To be able to track the history of changes (dynamics) of each section and compare it with the fact.

Plan-fact analysis of the project

Project S-curve
Analysis of the dynamics of the project economy
Plan-fact analysis of earned value
Analysis of earned value by labor costs
Plan-fact analysis of labor costs
Plan-fact analysis of resource use
Plan-fact analysis of the cost of material resources
Plan-fact analysis of additional costs
Analysis of the state of design tasks
Plan-fact analysis of project timing
Plan-fact analysis of project milestones
Project analysis by indicators

At the project level, the system allows you to analyze the dynamics of the project economy, plan-to-fact analysis of earned volumes, analysis of earned volume by labor costs, plan-to-fact analysis of labor costs, plan-to-fact analysis of resource use, plan-to-fact analysis of material resources costs, plan-to-fact analysis of additional costs, analysis of the state of project tasks, plan-fact analysis of project timing, plan-fact analysis of milestones (milestones) of the project, analysis of the project by indicators, and build the S-curve of the project.

Project Communications Management

The system allows you to create and store project tasks in the infobase. Project assignments are intended for input and accounting internal works project office. Tasks can be tied to a project or project task or be a stand-alone unit.

The system provides a mechanism for commenting tasks and a mechanism for managing task statuses.

Knowledge management, rationing

Project typification
Library of design work templates
Rationing of design work
Create a project from a template
Saving a project to a template
Comparative analysis template projects
Update Project Work Rates in Template
Fixing design decisions

The system allows creating and storing project templates in the infobase. A template can be either a complete project plan or any of the fragments of a project plan. The data structure of the template is almost completely identical to the structure of the project: structural decomposition of work, information about labor, material and financial resources, budgets. The main difference between a template and a project plan is that there are no calendar deadlines in the template. Essentially, a project template describes the technology used by an enterprise to carry out typical projects.

The system implements the possibility of data exchange between project management and knowledge management loops. Any project plan can be saved as a template. Any of the templates can be loaded into the project plan, while the project plan can be replaced, or supplemented with template data - the project plan can be assembled from several templates. When performing any data exchange operations between the knowledge management and project management loops, the link between the template element and the corresponding project element is stored in the infobase.

At the project template level, the system allows you to:

Analysis of statistical information on the use of technologies adopted at the enterprise in real projects.
Analysis of deviations (in terms of duration, labor intensity, cost of design work) arising in standard projects. The results of the analysis are used to identify "bottlenecks" and "best practices", and are also used to make decisions on improving project implementation technologies.

Project evaluation and contract price calculation

Project evaluation
Contract price calculation
Formation of a project plan according to a template and an estimate

The system provides a document that allows, based on the information on the number of man-hours by role required for the implementation of the contract, and the amount of other costs, to generate a report reflecting the planned cost of the contract, possible profit and profitability, to calculate the planned cost of the contract at a given percentage of profitability.

Based on the document "Contract price calculation" and the project template, the system allows you to generate a project plan.

Project contract management

Drawing up a project contract
Relationship between project and contract stages
Registration of amendments to the project agreement additional agreements
Formation of BDDS and BDR according to the stages of the project agreement
Formation printed form template agreements

The system allows you to detail the composition of the contract of counterparties to the activated stages, specify the terms of payment under the contract and establish a link between the contract and the stages of the project.

Information about the terms of payment under the contract is used in the formation of the cash flow budget for the stages of the project.

Project Document Management

Options for working with documents:

Storage of documents in the infobase
Storing documents in "1C: Document Management"

The system allows you to use an internal subsystem for working with files or an external one - "1C: Document Management".

The main actions with documents - opening, capturing for editing, writing a new version) are available directly from the system.

For certain types of objects (projects, project tasks, etc.), the system allows you to create, store, and modify links to documents located in the "1C: Document Management" storage.

Project risk management

Project Risk Identification
Project risk assessment
Planning activities to work with risks
Fixing the fulfillment of risks
Project risk management monitoring

A subsystem is being developed that will allow identifying project risks, assessing project risks, planning risk management activities, recording risk accomplishments, and monitoring project risk management.

Portfolio and project program management

Project portfolios
Project programs
Workplace of the head of the project office
Drawing up a thematic plan for projects
Analysis of project indicators
Analysis of projects by milestones
Plan-factual reporting on portfolios and project programs

The system allows you to combine projects into programs and portfolios. One portfolio and/or one program of projects may contain projects at different stages of the life cycle. The portfolio of projects and the program of projects are additional analytical sections for all reports and analytical tools of the system, in which projects appear in one capacity or another.

At the project portfolio level, the system allows you to:

Drawing up a thematic plan for projects. Modeling the composition of projects included in the thematic plan, with various indicators for planning periods;
Analysis of project portfolio milestones. Summarize information about milestones across projects in one view. Formation of a graphic map of design milestones. In the event of an actual or potential failure to meet deadlines, the projected financial sanctions are calculated. The results of the analysis are used to make decisions in the process of operational and financial control of the enterprise;
Analysis of the current state and dynamics of change key indicators projects in a portfolio or program. The values of key indicators can be entered manually by project managers, or they can be automatically calculated by the system, if the initial data for calculation can be obtained from the infobase.

Project organization resource management

The structure of the labor resources of the enterprise
Workforce capacity planning
Material resources of the enterprise
Rationing the cost of resources

The system supports three options for the management structure of an enterprise:

Project management structure. Project plans, workforce, and work execution are managed by project and project task managers.
Functional structure management. Project plans, human resources and work execution are managed by heads of divisions and departments.
Matrix control structure. Project managers manage project plans, department heads manage work resources and work execution.

The system uses the role structure of labor resources and two-level planning of project work: at the stage of preliminary planning, work is planned by roles (specialties), then at the stage of operational planning, work is distributed among labor resources.

The system allows you to normalize the cost of attracting labor resources to perform work; for one labor resource and / or role, any number of discount rates can be stored in the system.

At the level of a pool of labor resources, the system allows you to produce:

Modeling the resource constraints of the enterprise by entering the planned capacity for each of the roles (specialties) into the system. Comparison of planned and actual capacity of the roles of labor resources, identification of "bottlenecks".
Analysis of the planned and actual loading of resources, identification of "overloaded" and "underloaded" labor resources.
Service options
Checking the project structure
Search for problematic objects of the IS Subsystem

Technological advantages

"1С:ERP+PM Project Organization Management 2.0" is developed on latest version technological platform "1C:Enterprise 8.3", which allows:

ensure high reliability, performance and scalability of the system;
organize work with the system via the Internet, in the mode thin client or a web client (via a regular Internet browser), including in the "cloud" mode;
create mobile workplaces using tablets and smartphones running iOS or Android;
customize the interface for a specific user or user group, taking into account the user's role, access rights and individual settings.

Functional options mechanism implemented in "1C:ERP+PM Project Organization Management 2.0" allows you to "turn on" or "turn off" various functional parts of the applied solution without programming (configuration changes).

To calculate the total cost of implementing the ERP system "1C: ERP + PM Project Organization Management 2", it is necessary to conduct a preliminary survey of the business processes of an automated enterprise and make a number of organizational and administrative decisions to fix or optimize the existing management technology. The cost of licenses for software known immediately.

The code	Name	Price, thousand rubles
4601546114334	1С:Enterprise 8. ERP+PM Project organization management 2	390
4601546116109	1C:PM Project management. Client license for 1 workplace	21,6
4601546116116	1C:PM Project management. Client license for 5 workplaces	74,4
4601546116123	1C:PM Project management. Client license for 10 workstations	144
4601546116130	1C:PM Project management. Client license for 20 seats	240
4601546116147	1C:PM Project management. Client license for 50 seats	480
4601546116154	1C:PM Project management. Client license for 100 seats	720
	1C:PM Project management. Client license for 300 seats	1800

Upgrades

An upgrade to the product "1C: Enterprise 8. ERP + PM Project Organization Management 2" can be performed from any product of the company "1C", suitable for upgrading to "1C: Enterprise 8. ERP Enterprise Management 2" (designed to automate self-supporting organizations and enterprises in Russian Federation, except for "1C:Enterprise 8. ERP Enterprise Management 2" and "1C:Enterprise 8 CORP. ERP Enterprise Management 2 + Document Management. Server (x86-64). 100 client licenses").

Upgrade of users to "1C:Enterprise 8. ERP + PM Project Organization Management 2" is carried out according to general rules. Under the terms of the upgrade, you can purchase the main distribution "1C: ERP + PM Project Organization Management 2" separately or together with client or server licenses.

The cost of the upgrade is calculated by the formula: the total cost of purchased software products minus the cost of the product handed over for upgrade plus 150 rubles, but not less than half the cost of the purchased set of products. Users of upgraded software-protected products must delete the license file of the upgraded product from their computer after performing an upgrade.

Product upgrade 4601546086532 "1C:Enterprise 8. Project organization management for 10 users + client-server" at "1C:Enterprise 8. ERP+PM Project Organization Management 2" is carried out according to general rules, while all components of the bundle are handed over, it is possible to order simultaneously with the new main delivery of the necessary server and client licenses, the cost of which is used in calculating the cost of the upgrade, those. the cost of the handed over bundle is included in the calculation of the total cost of delivery along with licenses.

When users "1C: Project Organization Management" and "1C: Project Office Management" switch to "1C: Enterprise 8. ERP + PM Project Organization Management 2", an upgrade of "Project Office Management" client licenses to "PM Project Management" client licenses is provided "according to general rules.

"1C:PM Project Management". Module for "1C:ERP Enterprise Management 2"

Organizations using software products containing the ERP Enterprise Management 2 configuration will be able to purchase a separate 1C:PM Project Management module for 1C:ERP Enterprise Management 2 and integrate it into a single information system.

Workplace of the project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Statuses (states) of the project
Project registration
Appointment of a project leader
Project plan approval
Start of design work
Stopping design work
Change the project manager
Project resumption
Project Completion
Project Phase Management

The project life cycle within the system consists of five stages:

Project initiation. At this stage, the intention to complete the project is fixed and a project manager is appointed. The project appears in the system as an object.
Project Planning. At this stage, a preliminary project plan is developed, the scope and timing of design work, the required labor, material and financial resources are determined.
Project approval. At this stage, the fundamental feasibility of the project is analyzed, resource conflicts with other projects are identified, adjustments are made, and the basic project plan is approved.
Project implementation. At this stage, the distribution of work between labor resources is carried out, monitoring and control of the work performed is carried out. Based on the actual data received from the contractors, the project plan is regularly updated. If necessary, operational rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Project Completion. At this stage, the fact of termination of work on the project is recorded, the results achieved are analyzed, deviations are identified and analyzed (in terms of timing, cost, quality, etc.).

Planning the scope and timing of the project

Planning the structural decomposition of the project
Planning milestones for the project
Project schedule calculation
Fixing the baseline of the project
Import and export of data from/to "MS Project"

Project plan- a set of structural decomposition of work, calendar dates, control events and data on attracted labor, material and financial resources - can be entered into the system in several ways.

Manual entry of relevant documents through the project control panel.
Loading/unloading project data from/to MS Project.
Loading project data from a template stored in the system.

Using the role structure of labor resources and the matrix structure of management. In this case, the "project" manager manages the project plan, and the "functional" manager manages the execution of the work. The assignment of labor resources to specific work is carried out taking into account the roles performed.
Without the use of the role structure of labor resources and the matrix structure of management. In this case, the "project" manager manages both the project plan and the execution of the work. The assignment of labor resources to specific jobs is performed without taking into account the roles performed.

The visual toolkit of the system allows the manager to obtain information about the project in different views: tabular views, data tree, Gantt charts, project milestone map, network diagram.

Project scope and supply planning

Planned results can be included in the planned income budget of the project task with details by department.

Planning of subcontracts and material costs of the project

Planning for the use of project materials
Planning the use of equipment in a project
Planning for subcontracts and additional project costs

Planned costs can be included in the planned cost budget of the project task with details by department.

Planning of personnel and labor costs of the project

Changing the Project Task Manager
Assigning work resources to a project
Assigning Roles and Scheduling the Work of a Project Task
Role assignment and work planning

The system allows you to appoint a manager of a specific project task, and automatically its subtasks, different from the project manager as a whole. A distinctive feature of the system is the role structure of labor resources, which is aimed at facilitating the process of planning, managing and analyzing not only labor resources, but also project management in general . An employee within the system is a specific individual holding a certain position in the enterprise.

The labor resource is a unique set of human resources and hardware involved as a performer of those design works that are elementary within the system (not decomposed). The role of the labor resource is an abstract labor resource that combines qualifications, job responsibilities and place in the functional hierarchy of the enterprise. Workforce roles are used in project plan development, project feasibility analysis, and operational workforce planning.

Workload and working time management for projects

Analysis of the load of labor resources and the feasibility of the simulated portfolio of projects
Planning for operational loading of specialists on projects
Time tracking for projects

Logging actual data and project events

Registration of costs of material resources
Registration of additional costs
Fixing the fact of a control event (passing a milestone)
Linking business transactions to a project

For each project task, there are plans for earned value, material costs, and incremental cost plans. During the course of the project, the actual data may differ from the planned ones. The relevant documents are provided in the system for registration of actually completed earned volumes, costs of material resources and additional costs.

To record the fact of a milestone (passing a milestone), the system provides the document "Closing a milestone".

Project finance management

The principle of project budgeting
Formation of the budget of income and expenses of the project
Formation of the cash flow budget of the project
Registration of actual project budgets
Plan-fact analysis of project budgets

Data entry on actual receipts and payments, as well as on the accrual of actual income and expenses, can be made at any stage of the project life cycle, and even after the completion of the project.

At the level of project budgets, the system allows you to:

Plan-fact analysis of the budget of income, expenses and cash flows for the project in the context of project tasks, budget items, contractors, contracts and calendar periods.
Analysis of deviations between the data of the current financial plan, any version of the financial plan and the actual state of affairs, identification of deviations.

Project scheduling

Project Task Life Cycle
Planning and execution of works
Project timing risk management
Analysis of work results

The methodology embedded in the system defines a number of features for design work that increase the efficiency of planning and control processes. Namely:

The specific work that a workforce performs on a project should be at the lowest level of the work breakdown structure.
This work can have one and only one artist. In the event that several performers are required to perform the work, it is necessary either to decompose the work into a number of elementary operations, or to combine the performers into one labor resource. The principle of "one job - one performer" is the cornerstone of the work management circuit.

The life cycle of project work consists of the following stages:

Advance planning. At this stage, an elementary operation appears in the project plan, the contractor, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as an executor at this stage.
operational planning. At this stage, the performer of the work is determined, the exact terms are determined. The labor resource appears as an executor at this stage.
Acceptance for execution. At this stage, the performer receives information about the task assigned to him and confirms his participation in its implementation.
Performance. At this stage, periodic input into the system of data on the working time spent on the task is performed.
Performance report. At this stage, the performer reports on the performance of the work, indicates the actual time and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work, if necessary, adjusts the actual time and labor costs.

At the level of design work, the system allows you to:

Collection and subsequent analysis of data on the distribution of the working time of performers between project and non-project tasks, as well as data on unproductive costs (losses) of working time.
Analysis of the accumulated statistical information on the performance of work, plan-fact analysis of the duration, labor intensity and cost of the work, identification and analysis of deviations that have arisen.
Analysis of the accumulated statistical information on the escalation of design work, identification and analysis of the reasons for the failure of the deadlines, analysis of the consequences of such failures.

Project update

Updating the project timeline
Updating % of project readiness

Project versioning

Be able to plan in multiple perspectives (e.g. baseline, approved plan, current plan)
To be able to track the history of changes (dynamics) of each section and compare it with the fact.

Plan-fact analysis of the project

Project S-curve
Analysis of the dynamics of the project economy
Plan-fact analysis of earned value
Analysis of earned value by labor costs
Plan-fact analysis of labor costs
Plan-fact analysis of resource use
Plan-fact analysis of the cost of material resources
Plan-fact analysis of additional costs
Analysis of the state of design tasks
Plan-fact analysis of project timing
Plan-fact analysis of project milestones

Project Communications Management

The system allows you to create and store project tasks in the infobase. Project assignments are designed to enter and record the internal work of the project office. Tasks can be tied to a project or project task or be a stand-alone unit.

The system provides a mechanism for commenting tasks and a mechanism for managing task statuses.

Knowledge management, rationing

Project typification
Library of design work templates
Rationing of design work
Create a project from a template
Saving a project to a template
Comparative analysis of projects by templates
Fixing design decisions

At the project template level, the system allows you to:

Analysis of statistical information on the use of technologies adopted at the enterprise in real projects.
Analysis of deviations (in terms of duration, labor intensity, cost of design work) arising in standard projects. The results of the analysis are used to identify "bottlenecks" and "best practices", and are also used to make decisions on improving project implementation technologies.

Project evaluation and contract price calculation

Project evaluation
Formation of a project plan according to a template and an estimate

Based on the document "Contract price calculation" and the project template, the system allows you to generate a project plan.

Project contract management

Relationship between project and contract stages
Registration of amendments to the project agreement by additional agreements
Formation of BDDS and BDR according to the stages of the project agreement
Formation of a printed form of the contract according to the template

Information about the terms of payment under the contract is used in the formation of the cash flow budget for the stages of the project.

Project Document Management

Options for working with documents:

Storage of documents in the infobase
Storing documents in "1C: Document Management"

The system allows you to use an internal subsystem for working with files or an external one - "1C: Document Management".

The main actions with documents - opening, capturing for editing, writing a new version) are available directly from the system.

For certain types of objects (projects, project tasks, etc.), the system allows you to create, store, and modify links to documents located in the "1C: Document Management" storage.

Project risk management

Project Risk Identification
Project risk assessment
Planning activities to work with risks
Fixing the fulfillment of risks
Project risk management monitoring

Portfolio and project program management

Project portfolios
Project programs
Workplace of the head of the project office
Drawing up a thematic plan for projects
Analysis of project indicators
Analysis of projects by milestones
Plan-factual reporting on portfolios and project programs

At the project portfolio level, the system allows you to:

Drawing up a thematic plan for projects. Modeling the composition of projects included in the thematic plan, with various indicators for planning periods;
Analysis of project portfolio milestones. Summarize information about milestones across projects in one view. Formation of a graphic map of design milestones. In the event of an actual or potential failure to meet deadlines, the projected financial sanctions are calculated. The results of the analysis are used to make decisions in the process of operational and financial control of the enterprise;
Analysis of the current state and dynamics of changes in key indicators of projects included in the portfolio or program. The values of key indicators can be entered manually by project managers, or they can be automatically calculated by the system, if the initial data for calculation can be obtained from the infobase.

Project organization resource management

The structure of the labor resources of the enterprise
Workforce capacity planning
Material resources of the enterprise
Rationing the cost of resources

The system supports three options for the management structure of an enterprise:

Project management structure. Project plans, workforce, and work execution are managed by project and project task managers.
Functional management structure. Project plans, human resources and work execution are managed by heads of divisions and departments.
Matrix control structure. Project managers manage project plans, department heads manage work resources and work execution.

The system allows you to normalize the cost of attracting labor resources to perform work; for one labor resource and / or role, any number of discount rates can be stored in the system.

At the level of a pool of labor resources, the system allows you to produce:

Modeling the resource constraints of the enterprise by entering the planned capacity for each of the roles (specialties) into the system. Comparison of planned and actual capacity of the roles of labor resources, identification of "bottlenecks".
Analysis of the planned and actual loading of resources, identification of "overloaded" and "underloaded" labor resources.
Service options
Checking the project structure
Search for problematic objects of the IS Subsystem

Technological advantages

"1C:PM Project Management for 1C:ERP" was developed on the latest version of the technological platform "1C:Enterprise 8.3", which allows:

ensure high reliability, performance and scalability of the system;
organize work with the system via the Internet, in the thin client or web client mode (via a regular Internet browser), including in the "cloud" mode;
create mobile workplaces using tablets and smartphones running iOS or Android;
customize the interface for a specific user or user group, taking into account the user's role, access rights and individual settings.

The mechanism of functional options implemented in "1C:PM Project Management for 1C:ERP" allows you to "turn on" or "turn off" various functional parts of the application solution without programming (changing the configuration).

«1C:PM Project management. Module for 1C:ERP" includes all project functionality (PM) of the solution "1C:ERP + PM Project Organization Management 2.0" and pre-configured integration tools with information systems based on "1C: ERP Enterprise Management 2.0". Separate use of the full set of functionality of the product "1C: PM Project Management. Module for 1C:ERP" without integration with solutions containing the "ERP Enterprise Management 2.0" configuration is not provided. Below is a description of the program features for May 2019.

Functionality of the product “1C:PM Project management. Module for 1С:ERP":

Project management
Project finance management
Project versioning
Plan-fact analysis of the project
Knowledge Management
Project risk management

Let us consider in more detail the possibilities of the program by its functional blocks.

Project Management (PM)

Workplace of the project manager
Automated functions and areas of project management
Certification of projects
Project Options
Project indicators
Statuses (states) of the project
Project registration
Appointment of a project leader
Project plan approval
Start of design work
Stopping design work
Change the project manager
Project resumption
Project Completion
Project Phase Management

The project life cycle within the system consists of five stages:

Project initiation. At this stage, the intention to complete the project is fixed and a project manager is appointed. The project appears in the system as an object.
Project Planning. At this stage, a preliminary project plan is developed, the scope and timing of design work, the required labor, material and financial resources are determined.
Project approval. At this stage, the fundamental feasibility of the project is analyzed, resource conflicts with other projects are identified, adjustments are made, and the basic project plan is approved.
Project implementation. At this stage, the distribution of work between labor resources is carried out, monitoring and control of the work performed is carried out. Based on the actual data received from the contractors, the project plan is regularly updated. If necessary, operational rescheduling is carried out. Also at this stage, data is collected on the actual costs of material and financial resources.
Project Completion. At this stage, the fact of termination of work on the project is recorded, the results achieved are analyzed, deviations are identified and analyzed (in terms of timing, cost, quality, etc.).

Planning the scope and timing of the project

Planning the structural decomposition of the project
Planning milestones for the project
Project schedule calculation
Fixing the baseline of the project
Import and export of data from / to "MS Project"

Project plan- a set of structural decomposition of work, calendar dates, control events and data on the involved labor, material and financial resources - can be entered into the system in several ways.

Manual entry of relevant documents through the project control panel.
Loading/unloading project data from/to MS Project.
Loading project data from a template stored in the system.

Using the role structure of labor resources and the matrix structure of management. In this case, the "project" manager manages the project plan, and the "functional" manager manages the execution of work. The assignment of labor resources to specific work is carried out taking into account the roles performed.
Without the use of the role structure of labor resources and the matrix structure of management. In this case, the "project" manager manages both the project plan and the execution of work. The assignment of labor resources to specific jobs is performed without taking into account the roles performed.

The visual toolkit of the system allows the manager to obtain information about the project in different views: tabular views, data tree, Gantt charts, project milestone map, network diagram.

Project scope and supply planning

Planned results can be included in the planned income budget of the project task with details by department.

Planning of subcontracts and material costs of the project

Planning for the use of project materials
Planning the use of equipment in a project
Planning for subcontracts and additional project costs

Planned costs can be included in the planned cost budget of the project task with details by department.

Planning of personnel and labor costs of the project

Changing the Project Task Manager
Assigning work resources to a project
Assigning Roles and Scheduling the Work of a Project Task
Role assignment and work planning

The system allows you to appoint a manager of a specific project task, and automatically its subtasks, different from the project manager as a whole. A distinctive feature of the system is the role structure of labor resources, which is aimed at facilitating the process of planning, managing and analyzing not only labor resources, but also project management in general . An employee within the system is a specific individual holding a certain position in the enterprise.

Assigning labor resources to a project - entering into the system information about which labor resources of the enterprise are supposed to be used to perform work within a particular project. Assigning roles and planning labor costs of a project task - entering into the system information about which roles of labor resources enterprises are supposed to be used to perform work within the framework of a specific design task. In this case, the volume of labor costs and their cost are indicated. The cost of attracting labor resources can be entered either manually or using a previously set normalized cost of using resources.

Assigning specific labor resources and planning the labor costs of a project task - entering into the system information about which particular labor resources of an enterprise are supposed to be used to perform work within a specific project task.

Workload and working time management for projects

Analysis of the load of labor resources and the feasibility of the simulated portfolio of projects
Planning for operational loading of specialists on projects
Time tracking for projects

To account for working time for projects, the system provides the document "Distribution of working time per week", which is designed to enter into the system data on the distribution of working time spent by the labor resource, during the calendar week, for project and non-project tasks, as well as for entering into the system data on lost (spent unproductive) working time.

Logging actual data and project events

Registration of executed volumes
Registration of costs of material resources
Registration of additional costs
Fixing the fact of a control event (passing a milestone)
Linking business transactions to a project

To record the fact of a milestone (passing a milestone), the system provides the document "Closing a milestone".

Project finance management

The principle of project budgeting
Formation of the budget of income and expenses of the project
Formation of the cash flow budget of the project
Registration of actual project budgets
Plan-fact analysis of project budgets

Data entry on actual receipts and payments, as well as on the accrual of actual income and expenses, can be made at any stage of the project life cycle, and even after the completion of the project.

At the level of project budgets, the system allows you to:

Plan-fact analysis of the budget of income, expenses and cash flows for the project in the context of project tasks, budget items, contractors, contracts and calendar periods.
Analysis of deviations between the data of the current financial plan, any version of the financial plan and the actual state of affairs, identification of deviations.

Project scheduling

Project Task Life Cycle
Planning and execution of works
Project timing risk management
Analysis of work results

The methodology embedded in the system defines a number of features for design work that increase the efficiency of planning and control processes. Namely:

The specific work that a workforce performs on a project should be at the lowest level of the work breakdown structure.
This work can have one and only one artist. In the event that several performers are required to perform the work, it is necessary either to decompose the work into a number of elementary operations, or to combine the performers into one labor resource. The principle of "one job - one performer" is the cornerstone of the work management circuit.

The life cycle of project work consists of the following stages:

Advance planning. At this stage, an elementary operation appears in the project plan, the contractor, duration, labor intensity and cost of the work are indicated. The role of the labor resource appears as an executor at this stage.
operational planning. At this stage, the performer of the work is determined, the exact terms are determined. The labor resource appears as an executor at this stage.
Acceptance for execution. At this stage, the performer receives information about the task assigned to him and confirms his participation in its implementation.
Performance. At this stage, periodic input into the system of data on the working time spent on the task is performed.
Performance report. At this stage, the performer reports on the performance of the work, indicates the actual time and his actual labor costs.
Completion. At this stage, the manager confirms the completion of the work, if necessary, adjusts the actual time and labor costs.

A non-linear progression of the project work through the stages is allowed: the task can be returned to the performer for revision, the task can be completed with the “unsuccessful” sign (in this case, a new instance of the task is created and transferred to another performer), etc.

At the level of design work, the system allows you to:

Collection and subsequent analysis of data on the distribution of the working time of performers between project and non-project tasks, as well as data on unproductive costs (losses) of working time.
Analysis of the accumulated statistical information on the performance of work, plan-fact analysis of the duration, labor intensity and cost of the work, identification and analysis of deviations that have arisen.
Analysis of the accumulated statistical information on the escalation of design work, identification and analysis of the reasons for the failure of the deadlines, analysis of the consequences of such failures.

Project update

Updating the project timeline
Updating % of project readiness

Project versioning

Be able to plan in multiple perspectives (e.g. baseline, approved plan, current plan)
To be able to track the history of changes (dynamics) of each section and compare it with the fact.

Plan-fact analysis of the project

Project S-curve
Analysis of the dynamics of the project economy
Plan-fact analysis of earned value
Analysis of earned value by labor costs
Plan-fact analysis of labor costs
Plan-fact analysis of resource use
Plan-fact analysis of the cost of material resources
Plan-fact analysis of additional costs
Analysis of the state of design tasks
Plan-fact analysis of project timing
Plan-fact analysis of project milestones
Project analysis by indicators

Project Communications Management

The system provides a mechanism for commenting tasks and a mechanism for managing task statuses.

Knowledge management, rationing

Project typification
Library of design work templates
Rationing of design work
Create a project from a template
Saving a project to a template
Comparative analysis of projects by templates
Update Project Work Rates in Template
Fixing design decisions

The system implements the possibility of data exchange between project management and knowledge management loops. Any project plan can be saved as a template. Any of the templates can be loaded into the project plan, while the project plan can be replaced or supplemented with template data - the project plan can be assembled from several templates. When performing any data exchange operations between the knowledge management and project management loops, the link between the template element and the corresponding project element is stored in the infobase.

At the project template level, the system allows you to:

Analysis of statistical information on the use of technologies adopted at the enterprise in real projects.
Analysis of deviations (in terms of duration, labor intensity, cost of design work) arising in standard projects. The results of the analysis are used to identify "bottlenecks" and "best practices", and are also used to make decisions on improving project implementation technologies.

Project evaluation and contract price calculation

Project evaluation
Contract price calculation
Formation of a project plan according to a template and an estimate

Based on the document "Calculation of the contract price" and the project template, the system allows you to create a project plan.

Project contract management

Drawing up a project contract
Relationship between project and contract stages
Registration of amendments to the project agreement by additional agreements
Formation of BDDS and BDR according to the stages of the project agreement
Formation of a printed form of the contract according to the template

Information about the terms of payment under the contract is used in the formation of the cash flow budget for the stages of the project.

Project Document Management

Options for working with documents:

Storage of documents in the infobase
Storing documents in "1C: Document Management"

The system allows you to use an internal subsystem for working with files or an external one - "1C: Document Management".

The main actions with documents - opening, capturing for editing, writing a new version) are available directly from the system.

For certain types of objects (projects, project tasks, etc.), the system allows you to create, store, and modify links to documents located in the 1C:Document Management repository.

Project risk management

Project Risk Identification
Project risk assessment
Planning activities to work with risks
Fixing the fulfillment of risks
Project risk management monitoring

Portfolio and project program management

Project portfolios
Project programs
Workplace of the head of the project office
Drawing up a thematic plan for projects
Analysis of project indicators
Analysis of projects by milestones
Plan-factual reporting on portfolios and project programs

At the project portfolio level, the system allows you to:

Drawing up a thematic plan for projects. Modeling the composition of projects included in the thematic plan, with various indicators for planning periods;
Analysis of project portfolio milestones. Summarize information about milestones across projects in one view. Formation of a graphic map of design milestones. In the event of an actual or potential failure to meet deadlines, the projected financial sanctions are calculated. The results of the analysis are used to make decisions in the process of operational and financial control of the enterprise;
Analysis of the current state and dynamics of changes in key indicators of projects included in the portfolio or program. The values of key indicators can be entered manually by project managers, or they can be automatically calculated by the system, if the initial data for calculation can be obtained from the infobase.

Project organization resource management

The structure of the labor resources of the enterprise
Workforce capacity planning
Material resources of the enterprise
Rationing the cost of resources

The system supports three options for the management structure of an enterprise:

Project management structure. Project plans, workforce, and work execution are managed by project and project task managers.
Functional management structure. Project plans, human resources and work execution are managed by heads of divisions and departments.
Matrix control structure. Project managers manage project plans, department heads manage work resources and work execution.

The system allows you to normalize the cost of attracting labor resources to perform work; for one labor resource and / or role, any number of discount rates can be stored in the system.

At the level of a pool of labor resources, the system allows you to produce:

Modeling the resource constraints of the enterprise by entering the planned capacity for each of the roles (specialties) into the system. Comparison of the planned and actual capacity of the roles of labor resources, identification of "bottlenecks".
Analysis of the planned and actual loading of resources, identification of "overloaded" and "underloaded" labor resources.
Service options
Checking the project structure
Search for problematic objects of the IS Subsystem

Technological advantages

"1C:PM Project Management for 1C:ERP" was developed on the latest version of the technological platform "1C:Enterprise 8.3", which allows:

ensure high reliability, performance and scalability of the system;
organize work with the system via the Internet, in the thin client or web client mode (via a regular Internet browser), including in the "cloud" mode;
create mobile workplaces using tablets and smartphones running iOS or Android;
customize the interface for a specific user or user group, taking into account the user's role, access rights and individual settings.

The functional options mechanism implemented in 1C:PM Project Management for 1C:ERP allows you to “turn on” or “turn off” various functional parts of the application solution without programming (configuration changes).

To calculate the total cost of implementing the 1C:PM Project Management ERP system, it is necessary to conduct a preliminary survey of the business processes of an automated enterprise and make a number of organizational and administrative decisions to fix or optimize the existing management technology. The cost of software licenses is known immediately.

License cost:

The code	Name
4601546116109	1C:PM Project management. Client license for 1 workstation	21,6
4601546116116	1C:PM Project management. Client license for 5 workplaces	74,4
4601546116123	1C:PM Project management. Client license for 10 workstations	144
4601546116130	1C:PM Project management. Client license for 20 seats	240
4601546116147	1C:PM Project management. Client license for 50 seats	480
4601546116154	1C:PM Project management. Client license for 100 seats	720
4601546116161	1C:PM Project management. Client license for 300 seats	1 800

The composition of the products of the "1C: PM Project Management" line

Product "1C:Enterprise 8.PMProject management PROF" (article 4601546122681) includes:

Distributions:

configuration "PM Project Management PROF";

Functional configuration model "PM Project Management PROF";
DVD release of ITS;
A set of documentation for the configuration "PM Project Management PROF";
PIN code for software protection of the configuration "PM Project Management PROF" for one workplace;
Licenses for the use of the 1C:Enterprise 8 system and the PM Project Management PROF configuration for one workplace;

Product "1C:Enterprise 8.PMProject Management CORP" (article 4601546122698) includes:

Distributions:

platforms "1C:Enterprise 8.3";
configuration "PM Project Management CORP";
configuration "Design system applied solutions";

Functional configuration model "PM Project Management CORP";
DVD release of ITS;
A set of documentation for the platform "1C:Enterprise 8.3";
A set of documentation for the configuration "PM Project Management CORP";
A set of documentation for the configuration "System for designing applied solutions";
Activation envelope 1C:ITS Industry Preferential;
PIN code for the software protection of the 1C:Enterprise 8 platform for one workplace;
PIN code for software protection of the "PM Project Management CORP" configuration for one workplace;
Licenses for the use of the 1C:Enterprise 8 system and the PM Project Management CORP configuration for one workplace;
PIN codes for registration on the user support site.

The expansion of the number of automated workstations is carried out by purchasing client licenses for the 1C:Enterprise 8 platform (for 1, 5, 10, 20, 50, 100, 300, 500, 1000 workstations) and client licenses for "1C:PM Project Management" ( for 1, 5, 10, 20, 50, 100 and 300 jobs). The platform of PROF or CORP versions is provided for "1C:PM Project Management" products, regardless of their versions. 1C:PM Project Management client licenses are intended for licensing workplaces that will use the functionality of 1C:PM Project Management products, with the exception of time tracking and project communications management functions.

To use the application solutions of the "1C:PM Project Management" line in the client-server version, you need a license for the "1C:Enterprise 8" server.

An upgrade to the products "1C:PM Project Management PROF" and "1C:PM Project Management CORP" can be performed from the software product 4601546036568 "1C: Project Office Management" according to the general rules. On the terms of the upgrade, you can purchase the main supplies "1C:PM Project Management PROF" and "1C:PM Project Management CORP". For users of "1C:PM Project Management PROF" an upgrade to "1C:PM Project Management CORP" is provided according to the general rules. For users of "1C:PM Project Management PROF" or "1C:PM Project Management CORP" an upgrade is provided for "1C: ERP + PM Project Management 2" or "Module 1C: PM Project Management for 1C: ERP" according to general rules .

When users of "1C: Project Office Management" switch to the product "1C: PM Project Management PROF" or "1C: PM Project Management CORP", a separate upgrade of client licenses "1C: Project Office Management" to client licenses "1C: PM Project Management". Users can surrender licenses when purchasing, respectively, new licenses under the upgrade scheme.

The cost of the upgrade is calculated according to the formula: the cost of purchased software products minus the cost of the product handed over for upgrade, plus 150 rubles, but not less than half the cost of the purchased set of products.

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