We are starting a series of articles on the implementation of the system electronic document management at the enterprise. The topic of the first article is a pre-project survey before the introduction of an electronic document management system (EDMS).

Suppose that the management of the organization is ripe for the implementation of the EDMS. And what's next? What steps should the company take, and should it?

The easiest way is to immediately contact the organization that will implement the electronic document management system, in other words, take the position of "we will solve problems as they become available." However, the simple method is not always less expensive. First of all, the contracting authority must evaluate the scope of implementation of the EDMS. Therefore, before it starts, you need to analyze the state of affairs. To do this, it is necessary to study the processes that will be automated, in other words, to perform pre-project survey.

PRE-DESIGN SURVEY FROM THE PERSPECTIVE OF THE IMPLEMENTING ORGANIZATION

From the position of the executing organization, a pre-project survey is a full-fledged first stage in the implementation of any information system and is included in the contract for the provision of implementation services. And SED is no exception.

In this case, the pre-project survey includes:

Diagnostics of the existing system in the organization

office work;

Analysis of the compliance of the actual state of work with documents with the internal regulatory documents of the organization that regulate documentation support;

Optimization of document flows and office work;

Making appropriate changes to internal regulatory documents;

Identification of risks in the implementation of EDMS;

Determining the boundaries of automation, auditing the existing IT infrastructure of the organization, offering a specific IT solution for the EDMS;

Evaluation of work on the integration of the EDMS into the existing IT infrastructure.

The result of the pre-project survey will be the document "Functional requirements", or "Report on the survey", or the draft "Terms of Reference" (depending on the complexity of the project and the terms of the contract). These documents will contain the following survey results:

Description of the studied business processes and document flows of the organization in terms of office work and documentation support;

The list of documents and reporting forms used in the organization to systematize the considered processes;

Description of user roles;

Technical audit of the existing IT infrastructure in the organization;

Assessment of the readiness of the organization to implement the EDMS;

Proposals for optimizing the considered business processes, taking into account the implementation of the EDMS;

Project plan (development and adjustment of the EDMS, training of employees, pilot operation of the EDMS, industrial operation of the EDMS) with an assessment necessary costs(human and financial);

Specifications for the necessary equipment;

Proposals on the organization of advanced training of employees.

Sometimes implementing organizations offer to conduct a pre-project survey free of charge. This is done to attract the organization as a customer,

however, it is rarely practiced.

Also, some implementing organizations provide a free demo version of the program for work (usually for a month). This allows you to get used to the program, evaluate all its pluses and minuses, get used to the interface.

PRE-DESIGN SURVEY FROM THE POINT OF VIEW OF THE CUSTOMER ORGANIZATION

From the perspective of the customer organization, a pre-project survey is an audit: an analysis of the processes of documentation support for management for understanding current situation and identifying the moments that are the most problematic in terms of managing the flow of documents. It will be difficult for the contracting authority to fully carry out such a full-fledged survey on its own for several reasons. First of all, due to the lack of experience and information on how exactly such an examination is carried out. A reasonable question arises: if it is so difficult, then why reinvent the wheel? Isn't it easier to immediately contact the implementing organization? It's possible, but easier doesn't mean cheaper...

Consider what gives the customer organization a survey of documentation processes.

■ Formulating the goals of implementing an EDMS.

■ Determining the tasks and functions that the EDMS will have to perform in the future (determining the boundaries of implementation). Often, instead of clear goals and objectives, the customer organization begins to list the problems that need to be solved through the implementation of the EDMS. But it's not the same. Therefore, the organization must be clear about what it wants to achieve as a result of the implementation of the EDMS, and set specific tasks for the implementing organization.

■ Evaluation of the real picture of the life of the organization (its organizational structure, functions, interaction between departments, etc.). This opportunity is provided by the analysis of the internal regulatory documents of the organization on the subject of how they are implemented in practice. In the course of the analysis of provisions structural divisions, job descriptions, regulations of interaction, curious facts are clarified. For example, it may turn out that job descriptions certain workers are hopelessly outdated or absent altogether. And structural subdivisions do not perform their functions or, conversely, do not perform those that they are obliged to, and so on.

■ Description existing processes documentation support. Here, too, there can be a lot of surprises.

■ Opportunity to optimize surveyed and described business processes. If there is a need for it. After such an analysis, it may be necessary to update internal regulations.

■ Grade own resources(human and technical). Before implementing the system, it is necessary to understand how much participation in the project implementation will be required from specialists and how ready they are for this. If we talk about specialists-executors, then it is enough for them to give an order. But with leaders, the situation is much more complicated. Participation administrative apparatus in the implementation of the EDMS needs to be discussed before the process begins. Also, it will not be superfluous to analyze your own IT infrastructure to find out if there are enough computers, if the software is outdated, etc.

■ Identification of risks and ways to overcome them when implementing an EDMS. Identifying risks before implementing the system will minimize them. What are the risks? Whatever:

The risk of the absence or irrelevance of the necessary regulatory documents;

The risk of insufficient technological equipment of the organization;

Risk of incorrect financial evaluation implementation and support of EDMS, etc.

HOW TO CARRY OUT A PRE-DESIGN SURVEY BY YOURSELF

■ Stage 1: appoint a project leader. The project manager must understand document management issues and have a good knowledge of the IT infrastructure of the organization. Not every organization has a specialist who meets these requirements, so most often the project is led by two employees - the head of the office and the IT director.

■ Stage 2: analyze regulatory framework . At this stage, it is necessary to study local regulations organizations in terms of documentation. It's not just about business instructions. You will also need to study internal regulations regarding the management of contracts, the circulation of accounting documents, etc.

■ Stage 3: conduct an interview. To conduct an interview, it is necessary to determine the circle of respondents. The study of local regulatory documents will help in this. The list of respondents may include, for example, heads of structural units, their deputies and potential key users of the EDMS (specialists responsible for

for the creation, approval of documents, etc.). For the interview, it is necessary to prepare a list of questions (see example).

The list of questions of the questionnaire for the head of the office and approximate answers to them

1 . Describe the functions performed by your structural unit.

Organization of work on registration, accounting, storage and transfer to the relevant structural divisions of documents of current office work, including orders and orders of management, as well as work on the formation of cases and their deposit.

Ensuring timely processing of incoming and outgoing correspondence, its delivery to its destination.

Control over the deadlines for the execution of documents and their correct execution.

Development and implementation of instructions for record keeping.

Methodical management of the organization of office work in departments.

Control over the correct formation, storage and timely delivery of cases to the archive.

Ensuring external and internal document management.

Participation in the preparation of meetings convened by management and the organization of their maintenance.

Ensuring the established regime of access to documentation.

Implementation of new methods and means of working with documents.

2 . Describe the structure and quantitative composition of the unit.

Secretariat - 4;

expedition - 1;

reception - 2;

archive - 2.

3. What functions do you directly perform?

Office management.

4. What is the current volume of document flow in the department (number of documents per day, their size in pages or MB). What do you think, what volume of documents will be next year (increase or decrease)?

Incoming documents - 14,000 units;

outgoing documents - 13,500 units;

internal documents - 4 units.

Most likely, the volume of document flow will not change next year.

5. Do you currently use an information system (systems) in your department to automate current tasks? If so, which one? What functions are performed in it?

6. List the current regulatory documents governing the documentation of the organization, division (instructions for office work, job descriptions, work regulations, etc.). Which of them do you use in your work, and which do you consider irrelevant?

Organization Standard:

Administrative documents. Orders and directives. The order of development, approval, signing, registration and cancellation.

incoming documents. The procedure for acceptance, consideration, transfer for execution and operational storage.

outgoing documents. The procedure for preparing, agreeing, signing, registering and sending.

Case nomenclature. Storage, use and destruction of documents of the organization.

7. Is interaction with other divisions of the company regulated?

Interaction with all structural divisions, except for the administrative and economic department (AHO), is regulated by internal normative documents companies. Interaction with ACS is not regulated (applications for a courier, applications for sending correspondence by express mail, etc.).

8. What functions, in your opinion, should the EDMS perform?

Document management in in electronic format. Creation and storage of various documents in electronic form (in MS Word, MS Excel, MS Visio formats); search for documents; storing versions of documents; structuring documents into folders; assigning access rights to documents; document history.

Management of documentation processes. Support for the processes of approval and processing of documents at all stages; issuing orders and monitoring their execution.

Registration of paper documents; maintaining the nomenclature of cases; control of the location of paper documents.

Contract management. Organization of the process of approval and registration of contracts.

Meeting management. Organization of preparation and holding of meetings (coordination of place and time, composition of participants, agenda); formation and distribution of the protocol; control over the implementation of decisions made at the meetings.

9. List the types of work you do with documents of all types.

Incoming documents (documents received by the organization):

. receiving and processing;

. consideration by the head (resolution);

. registration;

. execution;

. execution control;

. current storage and use;

. transfer to archival storage.

Outgoing documents (documents created in the organization and sent to subsidiaries and affiliates of the organization, third parties or individuals):

. drafting a project;

. approval of the draft document;

.

. signing;

. approval (if necessary);

. registration of correspondence;

. sending the document to the addressee;

. filing of the second copy in the case.

Internal documents (order, instruction, memo, explanatory note, explanatory note, application):

. drafting a document;

. project approval;

. checking the correctness of the design;

. signing;

. registration;

. transfer of the document to the performers;

. execution of the document;

. document execution control;

. filing of the executed document in the case.

10. Describe the procedure for forwarding processing and registration of incoming documents.

All incoming correspondence is received and registered in the office.

Correspondence marked "personally" is delivered personally to the addressee or his authorized representative. Correspondence marked "confidential" is handled by a person responsible for maintaining confidential records.

Envelopes from incoming correspondence are stored and attached to documents in cases where the calendar stamp on the envelope should serve as confirmation of the time of sending or receiving this document, or if the sender's address is indicated only on the envelope. Be sure to save envelopes with letters of a claim nature, as well as with appeals from citizens.

Procedure for registering incoming documents

All documents addressed to the management of the organization are subject to registration (except for documents included in the approximate list of non-registrable documents).

On the received documents, a registration stamp is affixed, which indicates the date of receipt, the incoming serial number. If there is an attachment to the document, then a note about this is made next to the incoming number. The stamp is placed on the front side of the first sheet of the document in the lower right corner.

Serial numbers are recorded in the register of registration serial numbers.

On documents that are not subject to registration, a stamp is placed and only the date of receipt of the document is indicated.

When registering, the principle of single entry must be observed: each document is registered in the office only once.

11. Describe how management reviews incoming documents and issues resolutions.

Documents requiring consideration by the head are transferred to him after registration.

If necessary, the secretary selects additional materials (contracts, letters, acts, etc.) and transfers them to the head along with the documents received.

The decision of the head on the document is reflected in the resolution.

The resolution indicates the performer, prescribes what and by what date he must do, then the date and signature of the head are affixed.

Having received the documents from the head, the secretary enters the information from the resolution into the incoming mail register.

After that, the document is transferred to the contractor specified in the resolution.

Documents that are executed by several departments are transferred to them one by one or simultaneously in copies (using photocopying).

12. Describe the procedure for setting documents for control.

After consideration and imposition by the head of the resolution (the resolution includes the name of the performer, the content of the order, the deadline for execution, signature and date), which may be the basis for taking the document under control, the document is transferred to the contractor against receipt in the register of incoming documents with the contractor stating the date of receipt.

If several executors are indicated in the resolution, then additional copies of the document are made.

The original of the document is sent to the executor specified in the resolution first.

When a document is sent to several executors, the executor specified in the resolution first (responsible executor) is responsible for preparing the material. Other performers (co-performers) are required to submit necessary materials to the responsible executor within the terms agreed with him.

The performance report must be endorsed by all the performers listed in the resolution.

13. Describe the process of controlling the execution of documents, the procedure for accounting for documents received for execution, the procedure for removing documents from control.

a) The execution of what documents (orders) is subject to mandatory control?

. Administrative documents (orders, orders);

. documents (minutes, letters, memos, plans, etc.) containing specific instructions for work

with them and deadlines; requiring the preparation of a response, holding events, a report, etc.;

. instructions contained in the issued resolutions (including in electronic form) on the considered documents (letters, etc.);

. separate, not related to any document, instructions of the head, documented (including in electronic form).

b) In what cases are documents (orders) considered executed?

. The final documents prepared on them are not returned for revision, and an appropriate decision has been made on them;

. completed the coordination and signing of draft documents prepared in pursuance of the instructions.

. outgoing letters prepared in pursuance of the document (order) are registered and sent;

. contractual documents are registered;

. the head, whose duties include monitoring the execution of instructions (controller), confirms their fulfillment on the merits of the questions posed in them.

c) What are the rights of the responsible executor and co-executors?

. Give instructions to your direct subordinates and monitor their execution of instructions;

. request from employees the information necessary for the execution of the document (order);

. determine the procedure for the execution of a document (order) (including the procedure for preparing and coordinating materials for the execution of the order, the terms and form of participation of co-executors in the work for the execution of the order);

. coordinate the work of co-executors;

. convene co-executors to conduct a collegial discussion and resolve issues of execution of the document (order);

. make a reasoned decision to include or refuse to include in the draft final document the proposals and comments submitted by the co-executors;

. prepare proposals for the extension of the deadline for the execution of documents (orders) indicating the objective reasons for the extension and the planned date of execution.

d) What is the contractor responsible for?

. The quality of preparation (completeness and reliability of the information used in the preparation of the final document), the correctness of the execution of documents prepared in pursuance of the document (order);

. completeness and correctness of the reflection of the comments and suggestions of co-executors and coordinating persons (organizations) in the new version of the document (order);

. compliance deadlines execution of the document (order);

. safety of the original document (in case of transfer of the original document to him).

e) What are the deadlines for the execution of documents (orders)?

In a document or instruction (resolution), as a rule, a deadline (calendar date) for its execution is established.

If in the text of the resolution, instead of a date or a period of time, there is a definition of a term in verbal terms, the instruction is subject to execution within the appropriate time:

. "very urgent", "immediately" - within one working day;

. "urgent" - within a period of not more than three working days;

. "promptly" - within a period of not more than 10 working days.

If the deadline for the execution of the order is not specified, the order must be executed within a period not exceeding 30 calendar days or in accordance with the deadline specified in the document to which the instruction (resolution) relates.

f) What are the rights of the controller?

. Request information on the progress of the execution of a document (order);

. return documents drawn up in violation of the requirements of the organization's local regulations for revision;

. remove documents (orders) from control.

14. Describe the procedure for registration and forwarding processing of outgoing documents.

Documents signed by management on the same day must be handed over to the office for registration and sending.

Before registering a document received for dispatch, the correctness of its execution is checked:

. the presence of elements of the form, signature, date, necessary visas and information about the performer;

. the presence of a title to the text, the number and date of the document to which the answer is given;

. the correctness of the recipient's address;

. the presence of the attachments specified in the document, as well as the materials on the basis of which the outgoing document was prepared (if this is a response to an incoming letter);

. the presence of a seal in cases where it is required.

Incorrectly executed documents are returned to the performers.

If the document is sent to several addresses, the executor shall hand over as many copies of the signed letter as necessary to send to all recipients, and one copy of the copy.

After checking the execution, the document is registered in the journal and the outgoing number is put down on all copies of the document in order.

The outgoing number consists of the index of the structural unit that prepared the answer, the case number according to the nomenclature of cases and the serial number.

A confirmation registration stamp is placed on the copy of the outgoing document in the upper left corner.

Correspondence is handed over for sending to the post office or delivered by couriers.

Certified copies of the sent documents on the same day are transferred to the relevant departments to the executors for filing in files.

15. Describe the procedure for developing an order (instruction).

Prior to submission for signature, a draft order (order) is endorsed by deputies CEO in areas of activity, the head of the legal department and the heads of other interested structural units.

When approving a draft document, lawyers check its compliance with current legislation, as well as the correctness of references to regulatory documents.

Visas are affixed on the back of the last page of the original order.

Comments on the draft order are set out on the back of the last sheet or on a separate sheet, about which a corresponding note is made on the draft.

If the contractor makes amendments and additions, the draft order should be agreed with everyone who endorsed the document earlier.

The orders signed by the management on the day of signing are transferred to the office for registration in a special journal and replication.

Orders are issued in a strictly limited number of copies and are sent only to those structural units that need them.

Responsibility for determining the circulation and the correctness of the distribution of the document rests with the heads of the structural units that prepared the order.

Draft orders for personnel are prepared by the personnel department.

In orders for personnel, conciliation visas are recorded on the front side of the document, below the “Signature” requisite.

Orders on personnel are registered, formed into cases separately from other orders and have independent numbering: to registration number index "k" is added.

The originals of orders for the main activities are kept in the office, and orders for personnel - in the personnel department of the personnel department.

Adoption management decisions and the decisions themselves are documented by the minutes of production meetings with the management.

16. How do you think it is necessary to change the procedure for working with documents?

The organization does not have a local document regulating the process of execution and control over the execution of documents (orders). The process does not include the office, however, control over the execution of documents (orders) is one of its functions.

17. What forms of accounting and registration of documents are used in the organization?

18. What is the procedure for preparing cases for their transfer to archival storage?

Before transferring cases to the archive, an examination of the scientific and practical value of documents is carried out.

Examination of the value of documents is carried out by a permanent expert commission of the organization (EC).

The composition of the EC is approved by the order of the General Director.

In its work, the EC is guided by federal law dated October 22, 2004 No. 125-FZ “On archiving in Russian Federation”, the Basic rules for the work of the archives of organizations (approved by the decision of the Collegium of the Federal Archives of February 6, 2002), the regulatory and methodological documents of the Federal Archives.

The EC of the organization performs the following functions:

. considers draft nomenclatures of cases of structural divisions of the organization;

. organizes the annual selection of documents for storage and destruction;

. considers inventories for cases of permanent storage, files on personnel and long-term (over 10 years) storage;

. considers and approves acts on the allocation for destruction of cases that are not subject to further storage;

. considers proposals to change the storage periods for certain categories of documents established by the current lists of documentary materials with storage periods, and makes decisions on submitting these proposals for consideration by the archival institution;

. participates in the preparation and review of draft lists of documents, standard and exemplary nomenclature of cases and other teaching aids on office work and the work of the archive of the organization.

Members of the EC, with the participation of other specialists, check how correctly the selection of documents for storage and destruction was carried out by viewing inventories, acts and documents. The direct selection of documents is carried out by employees of structural divisions responsible for record keeping, and employees of the archive.

The selection of documents and cases for destruction is formalized by an act. The acts are considered by the EC, signed by the chairman, its members and approved by the management of the organization.

Transfer of cases to the central archive of the organization.

Files of permanent and long-term (over 10 years) storage period are transferred to the archive of the organization not earlier than one year after they are completed in the current office work. The transfer to the archive of cases of a temporary storage period (up to 10 years) is made at the discretion of the management and taking into account the degree of workload of the archive.

The archive accepts documents for storage according to the delivery lists of a separate permanent and temporary deadlines storage in duplicate.

If separate cases are necessary for some structural unit for current work, the archive issues these cases to it for temporary use.

The archive worker signs for the acceptance of cases on all copies of the delivery lists, indicating the date of acceptance and the number of cases accepted.

One copy of the inventory is returned to the deliverer, the rest remain in the archive of the organization.

Issuance of files for temporary use to employees of structural divisions of the organization is carried out on the basis of a special request.

The issuance of cases is made out by a receipt from the employee of the organization and a corresponding entry in the register for the issuance of cases from the archive.

Cases are issued for a period not exceeding one month. Employees of structural divisions are responsible for the timely return of documents issued by the archive for temporary use.

During the business year, a substitute card is filled out for a case issued in case of official need. It indicates the structural unit, the number of the case, the date of its issue, to whom the case was issued, the date of its return, columns are provided for receipts for receipt and acceptance of the case.

19. Give the form of the nomenclature of affairs of the unit and describe the organization of the storage of documents in the unit.

In the structural subdivisions of the organization, nomenclatures of cases are annually developed in the prescribed form.

They are compiled by the person responsible for office work, with the involvement of specialists.

On the basis of the nomenclatures of the affairs of the structural divisions, the office draws up a consolidated nomenclature of the affairs of the organization.

The nomenclature of cases of a structural unit includes all cases and documents generated in the activities of the unit, as well as all reference files, journals and other accounting forms.

All cases must have an index, which consists of a conventional numerical designation of the structural unit and the serial number of the case according to the nomenclature.

The nomenclature indicates the names (headings) of cases.

When compiling the heading of the case, in addition to the name of the topic (subject, question), the type of case being opened (materials, correspondence, etc.) is indicated, as well as the dates of events, data on correspondents, a note is made about whether the document is an original or a copy, etc. d.

The storage periods of cases and article numbers are indicated in accordance with the List of typical administrative archival documents generated in the course of activities government agencies, bodies local government and organizations, indicating the periods of storage (approved by the order of the Ministry of Culture of Russia dated August 25, 2010 No. 558).

The terms of storage of cases not specified in the List are established by specialists of structural divisions together with the central archive.

Cases formed in the clerical year and not included in the nomenclature of cases are entered additionally in its corresponding section.

The nomenclature of cases is reviewed annually: the headings of cases and retention periods are specified, new cases initiated during the year are introduced.

Passing (unfinished cases) of the structural unit are transferred to the nomenclature of cases of the next year, while maintaining the original clerical index.

At the end of the year, at the end of the nomenclature of cases, a final entry is made on the categories and number of filed cases, separately for permanent, long-term (over 10 years) and temporary (up to 10 years inclusive) storage periods. The final record is certified, and this information is transferred to the archive.

Cases in the current office work are formed in accordance with the nomenclature of cases.

All documents are grouped into files and stored until they are transferred to the archive in the structural divisions of the organization.

Only completed documents are filed in the file. The contractor writes off the executed documents “In case No. ____”, confirming that the issue raised in the letter has been resolved.

Copies of documents filed in files are certified.

Executed documents are filed into the file in the order of solving questions in chronology, alphabetically, indexing (numbering), and the response document must follow the request document.

Documents of one business year are grouped into cases, with the exception of transfer cases that have a long, more than one year, period of formation (for example, long-term plans, personal files, etc.).

Each file should contain no more than 250 sheets (case thickness 30-40 mm). With a large volume of documents, either the chronological division of the complex into independent cases is performed, or the question is divided into sub-questions.

Withdrawal of documents from the cases of current office work is carried out with the permission of the management of the structural unit. Documents from cases are issued against receipt in a substitute card, which is kept by the office worker.

Persons responsible for record keeping ensure the accounting and safety of documents. Withdrawal of documents from the files of the permanent storage period after the completion of their office work is prohibited.

20. Is there a need to form a history of work with documents, track the progress of execution and the approval process?

21. Do you often face unavailability of network resources (shared drives, printers)?

Yes. Failures occur monthly.

22. Can you say that your computer is running slowly and there is often not enough space on your hard drive?

23. Do you often experience failures when working with e-mail?

Rarely.

To simplify the processing of interview results, they can be presented in the following form:

■ Stage 4: conduct a survey. Questioning is carried out in order to obtain more detailed information about the document flow of the organization. In addition, confidential surveys will allow you to find out the true attitude of employees to the project for the implementation of the EDMS. A sample list of questions in the questionnaire might look like this:

Your attitude to the implementation of EDMS (positive, negative, ambivalent, etc.).

What reasons, in your opinion, may hinder the implementation of the EDMS (very short project timeframes, unwillingness of employees to work in the EDMS, insufficient qualifications of employees, etc.)?

What do you expect from the implementation of the EDMS (reduction of costs, reduction of the time for approval of documents, increase in the level of control over the execution of instructions)?

What, in your opinion, is the level of document preservation in the organization (high, medium, low)?

How much time do you spend searching for the required document?

What, in your opinion, is the speed of searching for the necessary information in the organization (high, satisfactory, low)?

How much time does it take to approve a document? (Specify for each type of agreed documents.)

The results of the survey can be presented in an Excel table (Table 2), and then, based on these data, charts can be built for clarity.

COST OF IMPLEMENTATION AND OWNERSHIP OF EDMS

Many organizations, focusing on the cost of implementing an ERMS, lose sight of the total cost of ownership of an ERMS.

One of the criteria for choosing an EDMS should be the cost of ownership. The necessary data (at least, the calculation of implementation and maintenance) upon request will be able to provide potential executing organizations. The cost of ownership consists of capital and operating expenses.

A rough capital cost estimate for implementation (CAPEX) might look like this:

Equipment (if required, for example, a more powerful server, additional purchase of a PC): 300,000 rubles;

Licenses for implemented software (server and client licenses): 400,000 rubles;

Works (labor costs of consultants): 1,500,000 rubles.

Total: 2,200,000 rubles.

As for operating expenses (OPEX), they can be as follows:

Training new users to work with the system: 100,000 rubles;

Maintenance of the information system (per year): 500,000 rubles;

Technical user support (per year): 200,000 rubles.

Total: 800,000 rubles. in year.

The examples show the approximate cost of the costs, however, it also allows you to determine that the operating costs of the EDMS can be up to 40% of the implementation costs.

Therefore, when choosing an EDMS, it is necessary to pay attention to the cost of licenses, the possibility of training new users, the cost of maintenance and support.

You can train one or two specialists on your own. And if there are ten of them, and even from different structural divisions, then they will perform different tasks in the EDMS ... In this case, training may be required by the specialists of the executing organization. With regard to maintenance and technical support, as a rule, implementing organizations offer several options.

You should not immediately choose the cheapest escort offer - it can end up being expensive. It is necessary to analyze all the conditions, namely: response time to the application (it can be 24 hours, 36 hours, etc.), troubleshooting time (3-5 business days), etc.

WHEN TO POSTPONE YOUR EDMS

In practice, there are situations when it is better not to rush into the implementation of the EDMS and first carry out organizational changes, optimize the processes of working with documents, etc.

It is better to postpone the implementation of the EDMS in cases where:

The implementation initiative does not come from top management, but from the heads of structural divisions;

There is chaos in the organization in terms of process regulation (automated chaos will not cease to be chaos);

Employees, for one reason or another, “rebel” against the introduction of EDMS (“there is a lot of work, few people, and then there is the introduction”).

SUMMARY

1. A pre-project survey before the introduction of the EDMS is mandatory, and in fact it is an audit of the workflow.

2. Conduct a pre-project survey on your own, immediately turn to the services of the executing organization, or do both - it is up to the customer organization to decide.

3. A pre-project survey allows you to assess the readiness of an organization to implement an EDMS and reduce the time and financial costs in the future when implementing a project.

4. Sometimes it is better to postpone the introduction of the EDMS and make organizational changes, optimize the processes of working with documents, etc.

CONSULTING

When automating a customer's business processes, an IT company very often needs to conduct a pre-project survey. This problem automatically raises a number of interrelated questions.

1. Is it necessary to conduct such a survey at all? What will it give to the customer and the IT company itself?

2. What are the objectives of the pre-project survey?

3. What should be its result?

4. Should I do a pre-project survey for free or take money for it?

5. How to justify the effectiveness of such a survey for the customer, can it pay off?

Here, each company makes a decision in its own way: someone generally considers such an examination inappropriate (“we will get into battle, and then we'll see ...”); others, conducting it during implementation, do not single out this work in a separate article; still others carry it out as an independent stage of work, but do not take money for it; the fourth rightly consider the pre-project survey to be a separate commercial product. My experience as a manager and consultant shows that a pre-project survey is a necessary component of the work of almost any IT company related to the implementation of automation systems. And the success of the entire project sometimes depends on the proper organization and conduct of this stage.

In this article, I will try to answer the questions posed above, based both on my own practice and on the experience of clients with whom I had to communicate, introducing the technology of conducting a pre-project survey from scratch.

The need for a pre-project survey

The approach of some IT companies to business automation is well illustrated by this anecdote.

An inventor comes to the commission and proposes new apparatus shaving outdoors.

“But how does your device work?” - ask his members of the commission.

“Very simple,” the inventor replies. “You throw a coin into the slot, put your head into the machine, and two blades begin to shave you.”

“Sorry, colleague, but people have different face shapes!” - members of the commission make remarks to him.

“Yes,” says the inventor, “but this is only before the first shave...”

The main task of any automation is to keep unique competitive advantages automated company. We must not allow that, as in this joke, all companies after automation become the same person. Therefore, if we want to maintain the unique competitive advantages of the customer's business, then with any modernization of business processes, it is imperative to conduct a pre-project survey.

Of course, one can make a deep analysis of the reasons that determine such a need. They may be the high estimated cost of the project, the need to change existing business processes during automation, the inclusion of work in the project, the scope of which cannot be determined in advance, etc. However, remember how in one very instructive bike the commander interrupted the general’s report about the cause of the defeat :

Our defeat was due to a number of reasons, the general began. - Firstly, the gunpowder was raw ...

Enough, - the commander stopped him.

There is a similar situation here, since for a pre-project survey it is quite enough that the customer has unique business features (and every company should have them, otherwise it would simply not survive in the market and give way to competitors).

So globally, the question of the need for this kind of work is solved quite easily - they must be carried out if the automated company is in a competitive market.

What does a pre-project survey give to the customer and the IT company itself

As we all know perfectly well, any work or service will be in demand on the market only when it is beneficial to both the customer and the contractor. Therefore, let's briefly consider what, in fact, gives both of them a pre-project survey.

During the pre-project survey, the customer can:

Get detailed description existing business processes in the company and compare real business with his idea of ​​him;

Optimize existing business processes by using practical experience, which consultants from an IT company received during previous implementations in similar companies;

Assess the degree of compliance functionality the proposed system to the real business processes of the customer;

Timely highlight your unique advantages and take them into account at the stage of system implementation, and not after it is put into commercial operation;

Clarify the budget and deadlines for the implementation of the automation project, taking into account possible improvements to the system for the unique features of their business processes;

Assess the resources (both technical and human) that will be needed during the implementation phase of the system. Schedule the allocation of these resources in a timely manner to complete the project in optimal timing and without exceeding the budget;

Estimate possible risks which may affect the quality of work;

Optimize the cost of deploying the system due to the possible implementation of part of the work on their own;

Get a more accurate assessment of the economic effect and the return on investment.

Benefits of due diligence for an IT company:

Increasing the level of customer satisfaction by bringing his expectations, formed at the stage of pre-sales (when sellers offer a “dream”), into line with the real capabilities of the system to support specific business processes;

Clarification of the timing of the implementation of the system and the resources required for this, allowing you to plan their allocation in advance;

Timely clarification of the unique advantages of the customer to take them into account when configuring or finalizing the automation system;

Reducing the implementation time and reducing the risk of performing free work. Necessary improvements to the system will be carried out before or in parallel with its deployment, and not after the end of the trial operation phase, which usually reveals deficiencies. The situation when a discrepancy in functionality is discovered at the stage of completion of the project automatically entails additional unplanned work. At the same time, the customer usually has difficulties with financing such work, and in order to successfully complete the project, they often have to be done free of charge;

Identification of probable risks that may affect the quality and timing of implementation. Timely provision of measures necessary to minimize the impact of these risks on the success of the project;

Obtaining data to justify the number of licenses and the structure of the project;

Fixing the current state of affairs in automated units and the main parameters of their work will justify the effectiveness of the proposed system;

Establishment of personal contacts of consultants with the main executors of the customer on the project will further simplify their joint work;

Expanding the knowledge base (if any) on the main business processes of customers in this industry.

Of course, not all the arguments in favor of a pre-project survey are listed here, however, as practice shows, this is quite enough to convince the customer of its necessity.

The main tasks of the pre-project survey

Each company has its own view on the priority of the tasks associated with the pre-project survey, but the most important of them, in my opinion, is the study of the customer's basic business processes and clarification of the main problems that he would like to solve with the help of an automation system. The most effective tool for this is usually a specially designed questionnaire based on the actual practice of conducting pre-project surveys. It allows the consultant to ask the customer's employees all the necessary questions regarding the main activities of the automated units, without forgetting anything. I strongly recommend that you interview employees of various ranks for each item - from performers to top management. I have very often had to deal with a situation where top management believed that specific business processes were going as they were originally conceived, but in reality the work in the company was carried out in a completely different way. At the same time, middle managers had their own opinion about the functioning of the process, which was different both from the ideas of top managers and from the actual activities of specific performers involved in these works. This state of affairs usually evokes a lot of emotion when reading a due diligence report. Finding out the true situation and stating it in the form of a clear document helps to build trust in external consultants and establish a trusting relationship with both the client's management and ordinary employees.

Obviously, the next most important task of the pre-project survey is to identify the unique competitive advantages of the customer. As practice shows, about 75% of the business processes used by the customer coincide with the processes in similar companies in the same industry, 10% realize its unique competitive advantages, and the remaining 15% are the result of the second law of thermodynamics :) (a consequence of the “natural growth of chaos ”) and should be eliminated during the project. But those competitive 10% that are so important for business simply need to be preserved with any automation (naturally, provided that these advantages can be formalized). Often this question solved by configuring the system for the customer, however, sometimes the services of programmers are required to take into account the unique features of the business. I note that here we are not talking about custom development, but about the introduction of circulation automation systems.

By understanding how the customer's competitive advantage will be supported, the IT company will be able to assess the need and cost of product development, as well as understand what additional resources may be required for this.

An important goal of the pre-project survey is to diagnose the state of the customer's IT environment, that is, to assess the computer equipment, software, communications, skill level of IT specialists, etc. At this stage, it is necessary to understand whether the customer has enough resources for the successful implementation of the automation system. Here we come to another task of the pre-project survey - the analysis of the potential risks of the project and the description of their likely consequences. At the same time, consultants should not only record all possible risks, but also offer the customer ways to reduce each of them.

Any CIS involves the accumulation of information about the operational activities of departments, so the next topic of the pre-project survey should be the collection of requirements for automated departments.

The information accumulated in the system will remain a dead weight if it is not possible to analyze it, therefore it is very important to find out during the pre-project survey what types and forms of reporting the customer needs. Usually, automation tools already include a standard set of reports, but each customer rightly considers his business to be unique, and therefore requires a unique system of this kind, implemented, as a rule, using a special report generator.

An urgent task of the pre-project survey is to clarify the final budget of the project and the timing of its implementation, taking into account all the data received. These terms can be influenced by a variety of factors, such as the readiness of the client’s management staff to participate in the project, the motivation of the customer’s and contractor’s representatives, the likelihood of sabotage by employees of automated departments, the possible dismissal (or, conversely, hiring) of a key manager after some time after the start of the project, insufficiency of the existing computer park and technological base to achieve all automation goals, lack of a procurement budget necessary equipment and much more. Therefore, the consultant must find out in detail all these circumstances and reflect them in the report, including for domestic use. Drawing up the second - internal - report will allow you to reflect in detail all the nuances of the relationship and recommendations for the specialists of the implementation and integration department.

Another important issue that needs to be addressed at the stage of the pre-project survey is the development of recommendations on the choice of methods for implementing the project. Here it is important to clearly fix which of the problems previously formulated by the customer cannot be solved using the proposed automation system, and to suggest organizational or other ways out of this situation.

Each company can easily add a dozen more tasks that it would like to solve at the survey stage, but, as real practice shows, getting answers to the questions listed above already makes the pre-project survey quite effective.

What is usually the result of a pre-project survey

The main result is the final report on the work performed, agreed and signed by the customer and the contractor. Let's look at the necessary sections of such a report. If you do not dwell on the standard sections on introductory words, a list of abbreviations, acronyms and abbreviations, then the following basic components can be distinguished in the report:

- description of the customer's existing business processes;

- a list of the main tasks that need to be solved using the automation system;

- assessment of the customer's business processes and recommendations for changing or optimizing the work of departments, taking into account the benefits provided by the IS;

- unique competitive advantages of the customer, which must be taken into account when implementing the system;

- analysis of the existing IT environment for compliance with the requirements of the system corporate governance, recommendations for its change;

- assessment of work on the integration of CIS into the existing IT infrastructure of the customer;

- description of a in automated units and requirements for analytics;

- assessment of possible risks in the implementation of the project and determination of measures necessary to minimize their impact;

- a description of the customer's wishes that cannot be implemented in the proposed control system and will require improvement, an estimate of the time and cost of such improvement;

- a proposal for the implementation of the project with a rationale for the proposed option, setting the number of workstations required for the customer and clarifying the project budget.

A separate document of the pre-project survey should be a preliminary work schedule, including, among other things, an agreed list of responsible persons (both from the customer and from the contractor), their areas of responsibility and the basic rules of interaction between them. For the effective implementation of the system, it is recommended to draw up a regulation on the information exchange between the customer's employees and specialists of the IT company conducting the survey, and, importantly, to stipulate the timing and procedure for monitoring the performance of work.

Some companies (most often those that are engaged in custom development) upon completion of the pre-project survey provide the customer with a draft specification.

Do a pre-project survey for free or take money for it?

The answer to this question depends heavily on the objectives of the survey. If that purpose is a rapid survey to “lure” the client (usually by having the client fill out a questionnaire), then it seems reasonable to do it for free.

If the purpose of the survey corresponds to the tasks described above, then it will require the diversion of significant company resources and must necessarily be paid. This pre-project survey is a full-fledged consulting service that allows not only to assess the need, timing and budget for automation, but also to optimize the customer's existing business processes.

As practice has shown, it is not difficult to sell pre-project survey services if the company has implemented the appropriate technology and the sellers clearly know (and can clearly explain to the client) the purpose of the survey and what benefits the customer will receive from it.

How to justify for the customer the effectiveness of the pre-project survey

The issue of evaluating the effectiveness of a pre-project survey, as well as any other service, is one of the most difficult in business, since its result is not always obvious to the customer and is often perceived very subjectively. To justify the economic effect of consulting services - and a pre-project survey, as mentioned above, is precisely a consulting service - each business segment has its own unique algorithms and techniques. However, here we will consider other, simpler and more universal methods that allow the customer to roughly assess the effectiveness of the pre-project survey.

Let's consider potential savings channels, the consideration of which can help justify the need for a pre-project survey.

1. Saving manpower and time:

When finalizing the system for the unique competitive advantages of the customer at the initial stage of implementation, and not after commissioning;

At the stage of integrating the system into the customer's IT infrastructure, due to the fact that all information about the state of the enterprise's IT environment and the nuances of integration is clarified before the start, and not during implementation;

Thanks to the timely allocation of material and human resources both from the side of the contractor and the customer;

Due to an early assessment of possible risks that can affect the process of implementing the system, and the development of measures necessary to minimize their negative consequences.

Any delay in the progress of the project translates into serious additional costs for the customer, which can be quite easily calculated in each specific case.

2. Possible reduction in the cost of implementation:

By identifying services and works that the customer can perform on their own;

By adjusting the timing of some work after clarifying their real labor intensity.

3. Improving the efficiency of the CIS and the productivity of employees by optimizing business processes, taking into account the unique features of the customer.

4. Waiver automated system, if at the stage of pre-project survey it turns out that it will not allow solving the customer's tasks or its revision will cost too much.

In my practice, there was a case when, based on the results of a pre-project survey, a client with very specific business processes was recommended not to deploy CIS, but to carry out organizational changes and optimize the technology of working with their customers, since the effect of implementing the system (it required expensive revision) did not pay off would cost. As a result, the client saved tens of thousands of dollars, and the pre-project survey paid off only by improving the efficiency of the department, which changed the technology of employees' work on the recommendation of consultants.

The lack of a pre-project survey stage in most cases leads to a significant delay in the implementation of projects and an increase in their cost, both due to organizational and technical problems that arise during implementation. Quite often, such projects generally end in complete failure. According to a study by the Standish Group, almost a third of the 2.5 thousand IT projects they analyzed were not just unsuccessful * 1, but were not completed at all. In Russia, such data is much more difficult to obtain, but I am sure that the proportion of unsuccessful implementations will be no less.

*1 Unsuccessful projects are considered to be projects in which deadlines were missed, budget was violated, or expected results were not obtained.

So if consulting company does not want to have unrealized projects in its track record, then it simply needs to conduct a pre-project survey of the customers' business. It is better to refuse the contract at the initial stage than to get bogged down in work and end up with a stain on your reputation.

The creation of a project for a new building, structure or reconstruction of an object is necessarily preceded by a number of preparatory measures that allow you to take into account all the features and initial data of the structure, land and utilities. The starting stage of the preliminary design stage is a pre-design survey, which allows in the process of further development of structural and technical solutions fully comply with the requirements of the current SNiP and regulations, all the conditions of the Customer and his wishes. Preliminary activities will depend compound draft design , the timing of the preparation of design and technical documentation and the complexity of the work.

Characteristics of the procedure and its features

Pre-project inspection is a complex of specialized works for the collection, processing and system analysis of objects for various purposes. Based on the collected data, a comprehensive justification of the construction or reconstruction, their feasibility, the occurrence of possible difficulties and problems is carried out. To achieve the most reliable and effective results in the process of conducting the survey, we use different kinds high-tech tools and equipment.

Specialists performing research work must have specialized education, have official permits from state authorities and structures of the SRO system.

Why is a pre-project survey carried out:

1. To assess the real state of the object before its reconstruction, expansion, completion or modernization.
2. In case of loss of design and technical documentation.
3. When making mistakes in the preparation of the project.
4. When making adjustments during the construction process, which were not reflected in the drawings and in the actual work.
5. When assessing the physical and moral deterioration of structures and engineering networks.

Often ordered today pre-project documentation at the pre-investment phase for the purpose of reasoned justification financial investments, their expediency and systematic implementation of the project.

Main stages of work:

• Preparatory stage: study of the Customer's wishes, collection of necessary documentation and other data.
• Familiarization with the object, coordination of the terms and cost of services, development of a program of activities and preparation of TOR (detailed terms of reference).
• Comprehensive visual and instrumental inspection of the object.
• Analysis of the obtained results and performance of necessary calculations.
• Drawing up a conclusion about the state of the object.

Where to order a pre-project inspection?

The diversified company "Region" provides individuals, construction and contracting organizations, investment and development firms with a full range of services for the preliminary survey of objects, construction sites, construction in progress and engineering systems. Time of pre-project work and draft design cost depends on the structural complexity of the object, the scope of the forthcoming works and their composition, the location of the construction site and the availability of reliable data on the actual state of soils, engineering highways and communications.

In this paper, the company "Zaman-bank" was chosen as the enterprise under study. It was founded in 1989 and operates in the banking sector, providing services to legal entities and individuals. strategic features bank is the speed of service, wide range of loan offers, a high level of adaptation to external environment- cultural, economic, legal, technological and political. The bank is located in Kazakhstan with the head office in Astana.

One of priority areas development of the bank is to improve existing IT processes. To do this, the management decided to resort to the help of third-party integrator companies. It is planned to modernize the IT department in accordance with the service approach and the best world practices, while among the top priorities in the bank is the completion of the service catalog, the full implementation of the incident and IT asset management process.

Methodology for surveying the IT department of the bank

To select a survey methodology for the IT department of the bank, the following methods were analyzed:

• 1. Analysis of existing documentation for the process and / or automation system. To do this, a full package of documents is requested, a stand is being deployed for existing systems automation and independent study of the received materials.
• 2. Interviewing the customer's employees. The integrator company travels to the site of the survey, interviews take place on all key elements of the work of the IT department.
• 3. Observation. The integrator company conducts a survey at the customer's workplace, while monitoring the participants in the process, how they perform their functions in the process and work in the system.
• 4. Request for information - questioning. Questionnaires are sent to the customer, after which the customer's employees fill them out. The questionnaires are then analyzed project team from the integrator company.
• 5. Combination of the methods listed above.

Departure for workplace the customer is complicated by the fact that the head office of the customer is located in another country, moreover, the jobs are distributed over several cities. The observation method was rejected due to the high time and human costs required to apply this method. The study of documents and regulations in the company is a long process that requires a large number of human resources. Its application was recognized as necessary for the implementation of the project, but at the next stages it was included in the project plan. The survey method was chosen as the most effective in terms of labor costs, time costs and the results obtained.

The survey of the IT department of the bank was carried out using a user survey information systems that automate IT processes. There was a collection of data on the current organization of the surveyed IT process in two stages.

The first stage was carried out through remote communication with system users: information was collected through questionnaires and telephone conversations. The requested information was divided into two categories:

• · Collection of information about organizational structure IT services of the company:
  • o number of IT employees;
  • o the mode of operation of the support service;
  • o current systems automation of IT processes;
• Collection and analysis of documentation support of the process
• o description of workflow processes;
• o scheme role instructions;
• o process performance reports.

During the second stage, the method of interviewing and observation was used. At the same time, the main emphasis was placed on such areas as:

• · Gathering information about the actual order of the process - interviewing the participants in the process (employees of the IT service). To do this, questionnaires were created (see Appendix 1), which were sent to employees of the bank's IT department by mail. Telephone conversations were also held in the format of interviews using the received completed questionnaires, which contained questions on each of the components of the organization of processes;
• · Identification of needs for IT processes and their automation systems. These include the management of the bank's IT department and other stakeholders of the project.
• · Acquaintance with the used automation systems. This activity carried out by the contractor's engineers. At the same time, adjacent systems with which it is necessary to establish integration during the project were studied, requirements for integration were collected.

The results of the survey were recorded in the report given in the next two sections of this work and were agreed with the project team from the company.