Methodology and project management

Methodology and design control

Implementation methodology

Here, we will provide a brief description of project methodologies and explain how our company conducts and implements IT projects.

Classification of the design approach according to 1C standards

1C: Standard Implementation Technology (SIT)

1C: Quick Result Technology (QRT)

1C: Corporate Implementation Technology (CIT)

SIT is recommended for 1C mass-market products. This technology is effective in case there is an agreement with the Customer that a standard 1C product will be fully implemented and the Customer's business processes will be adapted to the typical functionality of a particular configuration.

QRT is also recommended for 1C mass-market products. In this case, it is assumed that the systems will be modified, but the basic business logic and standard solution methodology will not be violated. As part of this implementation, an analysis of business processes, approval of modifications, etc. are required. SCRUM and Agile concepts are used as the basis for managing such projects.

CIT is a classic technology for managing large corporate projects. This methodology is designed for complex implementation of 1C mass-market products, for the development of fully customized solutions on the 1C: Enterprise platform. The use of PRINCE 2, PMBOOK methodologies and other basic project management concepts is proposed.

The most budgetary implementation of 1C products. The implementation is best suited for typical systems designed for regulated accounting.

A very popular approach when the work is done according to a limited implementation period and when functionality should be increased by waves.

Long-term, complex projects, with appropriate budgets, with a formalized design organization, with clearly formalized project goals and boundaries, a steering committee, standards and low tolerance for changes.

Risks: typical functionality may be inadequate for the Customer. The project is transferred for support and the systematic development of the system begins

Risks: it is difficult to determine the budgetary framework of the project. High requirements for the project team are used, including having cross-functional specialists with a number of competencies

Risks: high level of formalization, compliance with numerous procedures and regulations, costly implementation.

All three technologies are not mutually exclusive. In practice, the project manager can apply a combination of methodologies. If we talk about the organization of corporate implementations, then we have a number of practical recommendations on how to effectively organize interaction for a project.

FORMING THE STEERING COMMITTEE

Methodology and design control

This recommendation is based on the PMBOK technology and, if properly organized, will be used as an important and useful tool for solving complex issues on a project.

The steering committee includes project sponsors and, as a rule, the top management of the company represented by the heads of functional departments.

Project managers on the part of the Contractor and the Customer are invited speakers and are not members of the committee. Their task is to report on the progress of the project.

The tasks of the steering committee include the control and monitoring of the project and resolving important disputable issues about which the project managers have not come to an agreement. Such issues, for example, include the formal closure of the current phase of the project and the transition to the next one.

RELEASE APPROACH

Methodology and design control

This approach is similar to QRT. However, it is built as part of a classic corporate implementation, which uses a high level of formalization of project management procedures and a detailed work plan for the entire project.

The release project means that the functionality of the future system is being built up by “waves”. The task of project managers is to rank the necessary modifications at the stage of collecting requirements and thus to form a list of releases, starting with the release most critical for operation, and up to the modifications affecting the ergonomics and usability of the system.

Before the implementation of each release, the same number of events always takes place: functionality testing, staff training on the test circuit, notification of the upcoming release (release note), and the functionality transfer to the working base.

More detailed description of the full list of recommendations on the corporate implementation of 1C mass-market software solutions will be given with great pleasure by our experts who have been working in the industry for several years.