Enterprise development strategy This chapter discusses the system of provisions and principles of operation of a modern enterprise, relating to its main substantive and formal aspects, such as mission, philosophy, business plan, process approach, development strategy

Legend :

P – receipt of the document

AND – studying the document

WITH – document endorsement

R – imposition of resolution

The document moves according to a rational scheme, so further improvement is inappropriate.

The study of information flows establishes rational connections between sources and receivers of information and the paths of its circulation. Sources of information can be located both directly within the organization and outside it. The information flow diagram establishes rational connections between the source and receiver of information and the ways of its circulation.

Financial department

Accounting

Legal department

Banks

Financial Director

Legal department

Financial Director

Accounting

Banks

Figure 3.1. Information flow diagram

The developed project does not cover the activities of the entire organization, and the interaction pattern between employees of the procurement department does not change, therefore, it is not advisable to carry out organizational changes.

3.3 Development of organizational changes in the facility

3.3.1 Design of the management structure

The organizational structure of the financial department is:

Department head

Manager

Manager

Manager

Rice. 3.2. Organizational structure of the financial department

The department in question employs 4 people, each employee has his own specific range of responsibilities. Therefore, there is no need to change anything in the organizational structure after improving the hardware and software, since this structure fully meets all the requirements.

3.3.2 Design of control functions

Here the composition of management functions is developed, their labor intensity is determined, and the functional division of labor is designed. The design results can be presented in various tabular forms (including in the form of a matrix of functional division of labor).

Table 3.7.

Matrix of functional division of labor in the financial department

functions

U- claims IN– performs, WITH – collects information.

3.3.3 Staffing design

There is no need to introduce any new requirements, as all new employees undergo mandatory two-week training at the company's personnel training service and a two-month internship. A computer training course is already included in the training program. The only thing is that all department employees should take advanced training courses to master the new software.

3.4 Development of methods for generating, processing and transmitting information in an object

3.4.1 Designing the technical capabilities of the facility and creating a list of additional technical means

Technical support is a set of technical means (means of collection, transmission, storage, presentation, transportation, use of information, office equipment, communications equipment, etc.) necessary for the operation of the facility using new technology. The central place among all technical means is occupied by the personal computer.

The technical support includes:

1) electronic computer technology

2) means of communication (communications)

3) organizational technology.

Based on the analysis done in section 1 of the course project, we can say that the current characteristics of the PCs available in the finance department correspond to the tasks they solve and do not need to be replaced.

Organizational equipment needs to be replaced: the printer should be replaced with a more powerful one and a copy machine should be installed in the department.

Table 3.8.

A set of technical tools offered for the work of the financial department

Component

3.4.2 Design of software for management processes

The Windows 2000 Professional operating system combines the inherent ease of use of Windows 98 on the Internet, at work, and on the go, with the inherent ease of use of Windows NT controllability, reliability and safety. The capabilities of the Windows 2000 Professional operating system allow it to be used as the main operating system. Therefore, we leave the existing operating system unchanged.

You need to install an antivirus program, for example NOD 32.

An anti-virus program designed for full-scale protection of workstations from various intrusions of viruses, hackers and various malicious codes, extended by the ability to update all programs Nod32 from one dedicated machine using the “mirror” module, which allows you to save enterprise traffic.

As for specialized programs, the following software should be installed:

Guarantee

GARANT system includes all regulatory documents that are required in the work of a specialist of any qualification:

judicial and arbitration practice;

Maria Kamennova, CEO,
Andrey Koptelov, Director of IT Consulting,
"IDS Scheer/Business Logic"

It has been proven many times that business success largely depends on the “correct” use of IT to effectively support the organization’s key business processes. Today, the IT department is becoming a business partner, creating added value, like the main production divisions of the organization, whereas previously it only provided elements of the IT infrastructure for use.

On the other hand, there is no longer the same faith in the omnipotence of IT as there was 10 years ago - there are no such investments. Now it is necessary to clearly justify to the business the directions of IT development, the advantages of the selected IT solutions and the return on investment in them. Business requires information technology to focus on specific results, support business goals and increase operational efficiency. The activities of the entire company depend on the IT used and the quality of their support, and this seriously increases the requirements for the efficiency of the IT department.

Strategic management of the IT department

As a rule, all targets for the IT department should follow from the business strategy as a whole and be reflected in the IT strategy - the fundamental document on strategic management in the IT field, which defines and regulates the main directions of IT development and prioritizes projects. This document should answer the following questions:

• What goals should the IT department achieve?
• How to balance business goals and IT goals?
• How to evaluate the degree of achievement of goals and determine how effectively specialists work?
• By what parameters do you monitor the activities of the IT department?
• Which processes are most critical from the point of view of their automation?
• What IT projects are the highest priority?

At the moment, in most companies, an IT strategy has been formed, but often it is a rather formal document that does not make the IT strategy actually work and does not connect the strategic objectives and operational activities of the IT department. To transform an IT strategy from a formal document into an effective strategic management tool, it is proposed to use the Balanced Scorecard - BSC technology (balanced scorecard system, BSC), which allows you to communicate the strategy to all employees of the IT department and make its implementation a daily task for everyone .

Balanced Scorecard is a strategic management tool aimed at achieving the organization’s goals through the implementation of the organization’s business processes and projects, allowing you to set clear, balanced quantitative measures of goals, and flexibly and quickly make adjustments to the strategy implementation process.

The advantage of implementing BSC/BSC is that the IT department receives a certain coordinate system for organizing actions in accordance with the strategy and the ability to subsequently monitor it using key performance indicators (KPIs).

When building a unified integrated system for strategic management of an IT department, one should take into account the accumulated experience in the field of IT management, creatively applying it to each specific situation. This experience is concentrated in the IT Infrastructure Library (ITIL).

Formation of goals of the IT department

At the first stage of restructuring, it is necessary to develop goals for the IT department in the form of a tree (graph), reflecting the detail of the main goals, breaking them down into subgoals according to the “what does it mean” principle. Achieving all subgoals means unconditionally achieving the goal itself.

If the organization has already developed an IT strategy, it becomes the basis for building a tree of goals for the IT department (Fig. 1). For example, if the main goal is formulated as “Provide a sufficient number of efficient and secure IT services,” then further, when constructing a tree of goals, the subgoals of this goal are identified according to the principle “what does this mean?”:

• guarantee an optimal level of reliability and availability of IT services;
• ensure the necessary and sufficient information security regime;
• ensure the economic feasibility of IT operation;
• achieve loyalty of the business environment, etc.

The goal tree provides a clear and coherent understanding of the directions and logic of development of the IT department.

Based on our project experience, we estimate the total (taking into account decomposition) number of goals in the goal tree of an IT department in the range from 20 to 50, but this value strongly depends on the number of employees in the department and the functions assigned to it. Developing a tree of goals is an iterative process, within which the formulations are refined and an understanding of the directions of IT development in the organization comes.

For more objective and high-quality strategic planning of IT development in an organization, it is necessary to take into account the goals of the entire organization when forming the goals of IT departments. This approach involves “balancing” IT goals and business goals.

After the tree of goals has been developed and approved, it is necessary to identify and assign those responsible for achieving each goal. Without this procedure, the goal tree will remain a set of slogans that will be difficult to implement.

CIO Strategy Map

Once those responsible for each goal have been identified, you can proceed to the development of strategic maps. Strategic maps are a way of representing a set of goals and the cause-and-effect relationships between them.

On a strategic map, goals are distributed across four perspectives (Fig. 2) - points of view of the organization that are important for assessing business performance.

The Finance perspective shows the business expectations from the IT department (how the activities of the IT department will affect the financial condition of the entire organization).

The Customers perspective reflects the expectations of the IT department's customers (how the IT department's activities should appear to its customers).

The “Processes” perspective forms the requirements for the internal processes of the IT department and the processes of interaction with other departments; it determines the strategic importance of processes.

The Learning and Development perspective shows how it is necessary to develop people and support the IT department's ability to improve in order to implement the IT strategy.

Rice. 3. CIO strategic map.

The presented set of perspectives is generally accepted, but in some cases it is possible to introduce an additional perspective - “Technology”, which reflects the requirements for information technology.

For small IT departments with up to 50 employees, it is enough to create a strategy map just for the head of the department. If the department has more than 50 employees, then, in addition to the manager’s card, it is recommended to develop cards for its leading specialists.

However, you need to understand that a strategic map is a tool for top-level managers and there is no need to build strategic maps for all employees of the IT department. Ordinary employees should be focused on achieving the planned values ​​of key performance indicators in their processes and projects, which are “derived” from the key indicators associated with strategic goals.

Relationship between goals and key performance indicators

Defining targets and distributing responsibility for achieving goals is not enough to build a workable system of strategic management of an IT department, therefore it is necessary to develop a mechanism for monitoring the achievement of goals and clearly understand what indicators evaluate the level of achievement of each goal.

As a rule, the IT department has a set of its own quantifiable parameters - key performance indicators; In addition, a large number of key performance indicators are defined in ITIL. Examples of key performance indicators for an IT department include the following:

• percentage of incidents resolved at the first level of technical support;
• average time to restore a service after an incident;
• number of calls per Service Desk operator;
• number of successful changes, etc.

However, with all the abundance of KPIs that can be used to measure goals, it is necessary to choose a limited number (two or three), namely those that most fully reflect the achievement of a given goal (Fig. 4). Too many KPIs will lead to unjustified complexity of the control system and increased labor costs for calculating KPIs without a noticeable improvement in the quality of the strategic management system.

In addition to the CPR, it is necessary to highlight those areas of activity of the IT department on which the achievement of goals depends. For each KPI, it is necessary to determine current and target values, as well as sources of information collection and calculation procedures. Then we can talk about building a full-fledged mechanism for monitoring the achievement of goals through the assessment of the relevant KPIs.

For example, achievement of the goal “Ensure an optimal level of reliability and availability of IT services” (Fig. 5) can be monitored using the following KPIs, the source of which is the information system:

• percentage of time during which the service was unavailable;
• average time to resolve a problem;
• frequency of occurrence of similar incidents.

Achieving this goal depends on the completion of the Availability Plan project and the effectiveness of the following processes: Incident Management and Problem Management.

The next stage in building a strategic management system in the IT department is adjusting the motivation system, i.e., identifying motivation mechanisms for IT department managers that will be related to the achievement of specific goals and KPIs. With an effective motivation system, the activities of the IT department will be aimed at achieving the goals defined by the IT strategy, which will link strategic objectives and operational activities.

As a result of implementing a strategic management system using BSC, the IT department receives the following benefits:

• a clear understanding of your goals;
• distribution of responsibility for achieving each specific goal;
• determining the KPI to assess the degree of achievement of each goal;
• prioritizing projects and activities aimed at achieving goals;
• reasonable budget allocation for IT projects;
• obtaining a list of processes and projects ranked by criticality;
• identifying mechanisms for motivating IT department managers to more effectively achieve goals.

Improving business processes of the IT department

As you know, the activities of any organization are implemented through business processes and individual projects (programs). A business process is a connected set of repeatable actions (functions) that transform input material and information into a final product (result) in accordance with pre-established rules. A project (program) is a set of works aimed at achieving certain results. The IT department in this case is no exception, and if the area of ​​IT project management is already quite well known and described, then effective process management is of great interest.

Today, an increasing number of Russian managers support the idea of ​​process management and understand the need for its integration into traditional functional structures. Of course, this is facilitated by both the desire to increase the efficiency of operations (for example, reduce the time to resolve incidents), and the need to respond to user requirements, as well as the desire to improve key performance indicators of their activities.

The relevance of the issue led to the fact that many organizations realized the need to describe and optimize business processes and began to use this approach to build internal “production” relations in the company, which ensured a clear structuring of procedures in a format convenient for creating a regulatory framework and optimization. The IT department in this case is no exception, therefore, in order to increase the efficiency of its activities, it is necessary to optimize internal processes, and sometimes carry out their restructuring and even reengineering.

The description of the IT department's processes occurs "from top to bottom": first, the top-level processes are determined, i.e., the department's activities are described in "large strokes", and then they are detailed down to the level of jobs. An example of top-level IT department processes is shown in Fig. 6. To highlight the top-level processes of the IT department, so-called reference models can be used, namely ITSM HP Reference Model (Hewlett-Packard), Microsoft Operations Framework (Microsoft), IT Process Model (IBM), ARIS ITIL Reference Model (IDS Scheer ).

Based on the experience of projects, the following processes of the IT department can be distinguished:

• IT strategy management;
• planning and budgeting;
• controlling;
• provision of services;
• service support;
• project management (design and implementation);
• ensuring information security;
• infrastructure management;
• personnel Management.

When identifying processes, it is necessary to verify goals and processes to ensure their consistency. Each goal requires processes to achieve it, and each process must be aimed at achieving specific goals in the goal tree.

At further stages, it is necessary to identify the most significant and key processes for improvement, which can be done using the BSC methodology.

The experience of our projects related to the analysis and improvement of the activities of IT departments shows that the largest number of problems are concentrated in the following processes:

• business forecast and service planning;
• IT strategy management;
• provision of services (service level management; financial management);
• service support (user interaction; incident management; problem management).

Improving these processes first of all gives a qualitative leap in the efficiency of the IT department, which allows you to receive management support for further improvement.

It is not enough to just highlight processes, that is, to define control objects in a process management system; It is necessary to assign responsibility for each process - “process owners”. A process owner is a person (business role) who has full responsibility for a process and has authority over that process. It does not concern the functions performed within the process by individual departments; what is important to it is the successful implementation of the entire process, especially its productivity, efficiency and adaptability. The process owner is responsible for all process parameters and must actively participate in its improvement.

As part of the improvement, the following parameters are determined for each of the processes under consideration:

• the purpose of the process;
• process owner;
• key process performance indicators;
• consumers of process results;
• process suppliers;
• time and resource limitations;
• process options;
• process logic.

Process development must involve the active participation of its owner. As a rule, the description of the process is created in graphical form, which ensures the clarity and formalization of all components (Fig. 7). A detailed process can be considered developed if all the conditions for its implementation, participants (business roles), functions, documents, information systems, etc. are defined. With a detailed description of processes, it is possible to analyze and optimize their cost using the Activity-based method costing (ABC) at the improvement stage.

Process improvement requires the necessary support of management and the active participation of the improvement team, which usually includes process management experts from the IT department. Particular attention should be paid to training participants in the processes being created, which will simplify the procedure for introducing the changed processes into regular activities.

After improving the processes, it is necessary to make adjustments, sometimes very significant, to the organizational structure of the IT department, using the principle of linking certain business roles to positions, which often entails a change in the “Regulations on the IT department.” An approximate organizational structure and list of roles are shown in Fig. 8.

At the same time, in addition to improving processes, it is necessary to regulate the relationship between business and IT, which is achieved by developing a Service Level Agreement (SLA), which regulates the services provided in the field of IT and formalizes the requirements for processes at the stage of their creation .

To implement the developed processes, it is necessary to “force” the department to work according to these processes, which can be done in two ways: develop and approve regulations for processes and job descriptions, or automate the processes, while incorporating the regulations (essentially, the logic of execution) into the workflow class information system.

The most effective is the use of tools with which you can automate the receipt of regulations based on a graphical description (Fig. 9), which reduces the costs of regulation and allows you to effectively manage changes. Initially, all information is entered into graphical models, after which the entire regulatory environment of the process (regulations, job descriptions, regulations on departments, etc.) is generated automatically, which ensures the relevance and interconnection of the regulations.

When automatically generating regulations, the instrumental environment analyzes the connections between models of processes, organizational structure, documents, and information systems, which makes it possible, in addition to regulations, to obtain requirements for process automation and draft technical specifications for the implementation of information systems.

Both methods are acceptable for the IT department. It is known that investment in a process is always more profitable than investment in an information system, so it is necessary to perceive IT solutions as a means of automating established processes, and not a ready-made solution, the deployment of which will solve all problems.

The term workflow refers to the management of the flow of work and, through it, the business process. According to the glossary of the international organization Workflow Management Coalition (WfMC), workflow is the automation, full or partial, of a business process in which documents, information or tasks are transferred to perform the necessary actions from one participant to another in accordance with a set of procedural rules. Automation presupposes the presence of a set of rules that are much more difficult to break (intentionally or accidentally) than regulations or job descriptions.

Some processes only need to be regulated, since they are rarely performed and their automation will not lead to the expected effect. In our experience, the greatest effect comes from automating the following processes: incident, problem and change management. The remaining processes can be regulated at the first stages, and the decision to automate them can be made later.

One of the benefits that process automation should provide is the collection and analysis of key performance indicators of the IT department, which allows you to fill the BSC system with real data, allowing you to evaluate the achievement of strategic goals, with minimal effort.

Instead of a conclusion

Summarizing the above and taking into account our own experience, it can be noted that improving the activities of the IT department using ITIL, BSC and a process-oriented approach to management allows us to solve strategic issues of IT development and increase the efficiency of the company’s regular activities. This has an impact on the development of the business as a whole and ensures a quick return on investment in information technology.

IMPROVING THE USE OF INFORMATION TECHNOLOGY IN THE ENTERPRISE

Course work

Introduction

1.1 Concept of project

1.2 Type and stages of the project

1.3 Project management

Conclusion

List of sources and literature used

Introduction

Relevance of the topic. Improving the use of information technology in an enterprise is the main task of the existence of modern organizations, because information for the purpose of effective functioning and development of the enterprise, has information that accelerates the process of making management decisions. The development of information technology leads to improved management decision-making processes. Improving the use of information technology is of great importance for achieving specific goals in any industry.

In the most developed countries, transitioning from an industrial to an information society, the rapid development of information technology is manifested in the strengthening of information support in economics and management.

Among the many factors that can reduce risks and increase the efficiency of an organization, the information factor stands out especially. It is no coincidence that it is singled out as a new factor of production along with the factors of labor, land and capital. In the 21st century, “information,” along with “time,” becomes a fundamental characteristic of the description of any phenomenon in the actually observed world. Knowledge, data, expert assessments - all these are close concepts that reflect different aspects of information. Management in modern conditions is also closely related to information.

Thus, the relevance of this topic is due to the fact that:

- modernization of information technology in the Ural Customs Department is required in order to quickly and efficiently make informed management decisions;

- maintaining constant and reliable information and technical interaction between the customs authorities of both the Ural region and the regional customs departments of the Federal Customs Service of Russia.

Object of study. The object of the study is the implementation of a video conferencing system and improving the use of information technologies of the Ural Customs Administration of the Federal Customs Service of Russia.

Subject of study. The subject of the study is

Goal of the work. Management of the creation and implementation of a video conferencing system for the Ural Customs Administration of the Federal Customs Service of Russia;

To achieve this goal, it was necessary to solve the following tasks:

1. Study the concept of “project”, types and stages of projects, project management;

2. Give a description and structure of the Ural Customs Administration and the videoconferencing system;

3. Formulate problematic issues when implementing and operating a video conferencing system;

4. Develop solutions to problematic issues that arose during the implementation and management of the implementation project.

The projected “Videoconferencing System of the Ural Customs Administration of the Federal Customs Service of Russia” is designed to ensure two-way and multiway video and audio communication sessions between the customs authorities of the Ural Federal District.

3. “Videoconferencing system of the Ural Customs Administration of the Federal Customs Service of Russia” must be able to integrate, i.e. connection to the “Videoconferencing System of the Federal Customs Service of Russia”.

improving the use of information technology at the enterprise in the organization in the Ural Customs Department of the Federal Customs Service of Russia.

Objectives of the course work.

- creation and implementation of the “Videoconferencing System of the Ural Customs Administration of the Federal Customs Service of Russia” - reduction of the range of installed technical means of the videoconferencing system;

- development of information technologies through video conferencing systems;

- ensuring the required level of training for customs officers and specialists operating complex videoconferencing systems.

Item -

Sources and literature

The problem chosen for research is

The video conferencing system is one of the important sources of information technology for transmitting information, visual and auditory perception of information over long distances. In this regard, the use of video conferencing systems in management and in all other areas of human activity brings enormous benefits. Video conferencing systems dramatically reduce the time and financial costs of any institution, organization, company for meetings, meetings, seminars, employee business trips and consultations.

Video conferencing allows you to achieve a new level of interaction between people separated by long distances, while it becomes possible to monitor the gestures and facial expressions of the interlocutor, his attitude to the issue under consideration, so the perception of information and positive results in resolving any issues are almost completely achieved.

Video conferencing is a huge technological opportunity that allows people to communicate with each other, hear and see each other at the same time, while exchanging information and jointly processing this data interactively, using the capabilities of a workstation, bringing communication at a distance as close as possible to real live communication. Video conferencing can be two-way or multi-way communication for the transmission of sound and video and can be carried out between two or more studios, either within a country or between different countries.

Due to the need to process an ever-increasing amount of information, both local, located on one computer, and network and internetwork, the role of hardware and software has increased. Distance learning and management, virtual learning tools, remote access and management, as well as video conferencing tools are experiencing a period of rapid development and are designed to facilitate and increase the efficiency of interaction of both a person with a computer and data, and groups of people with networked computers.

Video conferencing interaction is also called a video conferencing session.

Providing a video conferencing system with enormous opportunities for real-time communication for the interactive exchange of information and providing a significant advantage over traditional solutions is currently considered as a partial solution to the problem of automating the organization's activities. And such a problem in the activities of any organization or enterprise is usually resolved quickly and efficiently with the help of video conferencing.

In addition, the video conferencing system is used wherever there is a need for rapid analysis of the situation and decision-making, where there is a need for specialist consultation or joint work in remote access mode on projects and decisions, etc.

In order to ensure the efficient operation of the country’s customs authorities, incl. customs authorities of the Ural District, a videoconferencing system has been developed and operates at the level of modern technical data in the Ural Customs Administration.

The relevance of the project management topic “Implementation of a video conferencing system for the Ural Customs Administration of the Federal Customs Service of Russia” lies in the fact that the topic is a solution to the problem of automating the organization’s activities and in the customs service in general for the implementation of automated organization management systems. This system makes it possible to ensure the flow of information from outside, to maintain constant and reliable information interaction between all parts of the Ural Customs Administration with all external regional customs departments of the Federal Customs Service of Russia.

The purpose of this project is to ensure the successful management of work on the development and improvement of the video conferencing system in the system of customs authorities of the Ural District, modernization and determination of directions for the development of the video conferencing system for the future, management of the provision of two-way and multilateral audio and video communication sessions between the customs authorities of the Ural Federal District and connection to the videoconferencing system of the Federal Customs Service of Russia.

The objectives of this project are: equipping the customs services of the Ural Customs Administration with complex video conferencing systems that are rational in composition and main characteristics, reducing the range of installed technical means of the video conferencing system, developing a system for maintenance and repair of technical means that are part of the integrated video conferencing system, ensuring the necessary level of training for employees customs service and specialists who operate complex videoconferencing systems.

The object of study of the project “Implementation of a videoconferencing system of the Ural Customs Administration of the Federal Customs Service” is the management of a videoconferencing system and the implementation of a conference system, as well as a complex of production premises of the Ural Customs Administration of the Federal Customs Service of Russia and customs offices of the Ural region, which are to be equipped with subscriber terminals.

The subject of the project research is approaches and methods of project management.

The essence of the project management research methodology is that responsibility for the implementation and achievement of project results rests with the Contractor - the Closed Joint Stock Company “Corus AKS”.

The structural structure of the project consists of 3 chapters, with each chapter devoted to a specific issue that reveals the topic of the project. This structure is the most complete and clear for the disclosure of this topic.

Sources and literature were used to write the project. Theoretical issues of project management are reflected in the scientific works of scientists I.I. Mazura, N.G. Olderogge, W.D. Shapiro, A.V. Lysakov, D.A. Novikov.

The works of these authors are of great theoretical and practical importance. The accumulated experience on this topic serves as the basis for analyzing the formation and management of effective design solutions for planning and managing a video conferencing system.

Chapter 1. Theoretical essence of the project

information technology project videoconferencing

1.1 The concept of “project”

The project “Implementation of the videoconferencing system of the UTU FCS of Russia” is a set of actions aimed at achieving a positive result in the implementation of the videoconferencing system in the Ural Customs Administration of the Federal Customs Service of Russia for the purpose of its further operation for conducting sessions of two-way and multiway video and audio communications (videoconferencing ) between the customs authorities of the Federal Customs Service of Russia and the customs authorities of the Ural Customs Administration of the Federal Customs Service of Russia.

Control over the project is carried out by the head of the information and technical service of the Administration of the Federal Customs Service of Russia, Colonel of the Customs Service V.N. Marchenko. upon approval of the complex of all actions by the head of the Ural Customs Department of the Federal Customs Service of Russia, Lieutenant General of the Customs Service Gennady Nikolaevich Drozdetsky.

The customer of the project is the Federal Customs Service of Russia.

The general contractor for the project is Closed Joint Stock Company "Corus AKS".

The videoconferencing system UTU FCS of Russia is being created as a fragment of the videoconferencing system of the Federal Customs Service of Russia.

The idea of ​​​​creating the project is associated with the conclusion of agreement No. 751-0108 dated December 1, 2005. between the parties.

The beginning of a project is associated with the beginning of investing money in its implementation and with the beginning of the project. The beginning of project stages is also associated with payment for work on the present stage and full payment for work on the previous stage of the project.

The end of the project is the commissioning of facilities and the beginning of their operation.

The life cycle of the project “Implementation of a video conferencing system of the Ural Customs Administration is determined by the time frame:

Office of the Federal Customs Service of Russia (Ekaterinburg, Sheinkmana str., 31, 2nd floor),

Office of the Federal Customs Service of Russia (Ekaterinburg, Sheinkmana str., 31, 6th floor),

Ekaterinburg Customs (Ekaterinburg, Gogol St., 27),

Koltsovskaya customs (Ekaterinburg, Vecherniy lane, 4, Koltsovo airport),

Nizhny Tagil customs (Nizhny Tagil, Pobedy St., 43-a),

Magnitogorsk customs (Magnitogorsk, Chelyabinsk region, Sovetskaya str., 106),

Kurgan Customs (Kurgan, Burova-Petrova St., 113),

Tyumen Customs (Tyumen, Kholodilnaya St., 58-a),

Chelyabinsk customs (Chelyabinsk, Pobedy Avenue, 368-v),

Khanty-Mansiysk customs (Khanty-Mansiysk Autonomous Okrug, Ugra,

Nizhnevartovsk, st. Khanty-Mansiyskaya, 25-b),

Yamalo-Nenets Customs (Yamalo-Nenets Autonomous Okrug, Tyumen Region, Salekhard, Z. Kosmodemyanskaya St., 49).

The object of application of the videoconferencing system is a complex of production premises of the Federal Customs Service of Russia and customs offices of the Ural region, which must be equipped with subscriber terminals.

1.2 Type and stages of the project

The type of project “Implementation of a video conferencing system of the Ural Customs Administration of the Federal Customs Service of Russia” is a megaproject (targeted state regional program) related to the main project and is part of the SVKS project of the Federal Customs Service of Russia, because they are united by a common goal, allocated resources, time allotted for their implementation, and are formed, supported and coordinated at the top levels of management.

The project has distinctive features, such as high cost, capital intensity (its need for financial resources), labor intensity, duration of project implementation and management, and remoteness of areas.

The project “Implementation of a video conferencing system for the Ural Customs Administration of the Federal Customs Service of Russia” consists of 3 stages and each of them is divided into phases reflected in Table 1.

Table 1.

Project stages

1.3 Project management

Project management is carried out in stages:

Stage 1. Project preparation, procurement and supply of equipment.

This is the stage of preparation of the project “Implementation of the videoconferencing system of the UTU FCS of Russia” and the stage of procurement and supply of equipment. Consists of a number of activities, the purpose of which is to create the conditions necessary for the implementation of the project:

Formation of project teams;

Creation of a project management structure;

Organization of a project office;

Formation of requirements for technical equipment;

Development and approval of regulations for conducting design work;

Estimation of project timing and cost;

Determination and coordination of the organizational and functional framework of the project;

Development of a general project plan;

Supply of equipment;

Equipment setup.

At this stage, the purchase of appropriate equipment and delivery of equipment is planned.

At this phase, an analysis of the main current processes is carried out, their features are developed and a detailed plan for the next phase is developed. At this phase, a detailed examination of the infrastructure support at the sites where the SCVS system is being implemented is also carried out.

The results of the stage phase are formalized in the form of working materials, which are the basis for the development of design solutions, with a description of the processes, containing: a general description of the process, a description of the functions of the process, a list of organizational units participating in the implementation of each process.

The main task of the phase is to create a conceptual model - a description of the implementation of processes in the SVCS system. Process changes are documented by design decisions.

Main results of the phase:

Register of design solutions subject to change to bring into compliance with the SKVS standard;

Register of developments in the SVKS environment;

Design solutions.

Stage 2. Structured cabling system work.

The objectives of stage 2 are the creation and installation of a structured cabling system that meets the approved design solutions. The end of the stage is to check the functionality of the network for data transmission and communication.

Stage 3. Preparation for commissioning of the SVCS.

The purpose of this phase is to prepare and test the active equipment to be launched before operation. As part of this stage, a plan is developed for the transition of the system to the test process before operation, initial data and reference books are loaded, and additional data is entered. In addition, end users are trained in the appropriate skills to work with the new system. The end of the stage is the drawing up of an acceptance certificate for commercial operation of the SVCS, the minutes of the technical meeting on the completion of the SVCS project and an action plan to eliminate comments based on the results of acceptance tests. In accordance with the operation design, tests of the Control SVCS were carried out. Test location: Department conference room (2nd and 6th floors) at the address: Ekaterinburg, st. Sheinkmana, 31. The results of the tests are presented in Table 2.

table 2

Results of tests of SVKS in the Department

Chapter 2. Project characteristics

2.1 Characteristics and structure of the Ural Customs Administration

In order to increase the efficiency of state customs control, its role in managing the national economy and combating offenses in the field of foreign economic activity in the Ural region of Russia, improving customs management, strengthening the material and technical base of the customs system, developing its social sphere by order of the State Customs Committee of Russia No. 116 of April 1, 1993, the Ural Customs Directorate of the Federal Customs Service of Russia (hereinafter referred to as the Directorate) was formed, which is currently a powerful, modern, well-functioning structure and is a Regional Customs Directorate, uniting 10 customs offices and part of the Federal Customs Service of Russia ( hereinafter referred to as the Federal Customs Service of Russia).

Table 3

Structure of the Regulations of the Federal Customs Service of Russia

The department includes 10 customs offices indicated in Table 1, which includes 59 customs posts and 21 checkpoints across the state border. It carries out customs clearance and control at 6 airports with international status, 7 Arctic ports and on the borders with neighboring Republics, the length of which is more than 1.5 thousand kilometers.

The department consists of 17 departments and services: customs control organization service, federal customs revenue service, customs inspection service, information technology service, organizational and inspection service, personnel service, legal service, logistics service, financial and accounting service, internal security service, law enforcement service, documentation support department, state secret protection and special documentary communications department, control and audit department, mobilization department, public relations department, forensic service.

Based on the principles of unity of customs policy, customs territory and customs legislation, the Department in its activities is guided by the legislative acts of Russia, regulatory documents of the State Customs Committee of Russia and the regulations on the Department.

Main tasks of the Department:

Ensuring compliance with customs legislation and Russian legislation,

Improving the organization of customs control,

Organization of effective and uniform application of the customs tariff mechanism in order to protect the foreign economic interests of Russia,

Organization and implementation of the fight against smuggling and other crimes, the investigation of which falls within the competence of customs authorities, coordination of customs activities, interaction with law enforcement agencies of the region in this area of ​​activity,

Organization and maintenance of regional customs statistics,

Organization of financing and control over the rational use of material and monetary resources for the maintenance and development of customs authorities.

The priority areas are the introduction of advanced customs clearance technologies, i.e. electronic declaration.

Thanks to the activities of the Department, a modern multifunctional customs service is an integral part of the economic life of the region, contributing to the establishment and development of trade and economic relations, business, industrial and scientific circles of the Ural Federal District with their foreign partners.

The geographical position of the Ural region is advantageous primarily because the region is located at the intersection of railway, road and air routes from Siberia to Central Russia, the Far East and Southeast Asia to Europe, as well as from the oil and gas-rich North to the South, which means that its geopolitical position in the implementation of economic and foreign trade relations, the movement of cargo flows and the development of transport and logistics services will increase.

Further improvement of information technology, work based on risk management, widespread use of electronic telecommunications - all this allows Ural customs officers to work at the level of international standards required of the customs services of developed countries. The activities of the customs service are factors of economic, social and political stability. Customs authorities provide the state with the real money that is so necessary today for the implementation of state social programs, payment of pensions, benefits, and salaries to public sector employees. It is the Russian customs authorities that provide more than 50% of the state budget revenues. The management team also makes its worthy contribution to the activities of the all-Russian customs system.

2.2 Prerequisites for implementing a video conferencing system

Design work was carried out to create a video conferencing system (hereinafter referred to as SVCS) for the Department. SVCS is designed to provide two-way and multi-way video and audio communication sessions between the customs authorities of the Federal Customs Service of Russia and was created as a fragment of the SVCS of the Federal Customs Service of Russia.

The technical solutions of this project comply with the requirements of environmental, sanitary-hygienic, fire-fighting and other standards in force in the Russian Federation, and ensure safety for the life of customs officers, operation of the system in compliance with the prescribed measures and regulated operating rules.

The object of application of the SVCS is the production premises of the Administration and Customs of the Ural District. In order to implement and manage the project, a concept for building a video conferencing system for the Ural District “Cisco” has been developed and involves identifying four main classes of ordered and used equipment and software, these include the following devices.

Subscriber terminals are devices and software (hereinafter referred to as software) that provides end users with access to network services. The project provides for the use of various types of subscriber equipment: H.323 terminals, SCCP terminals, as well as IP telephones and analog telephones in “audio only” mode.

Intelligent network infrastructure - devices and software that provide a unified policy for connecting subscriber devices to the network and guaranteeing the quality provided by the service. As part of the adjustment of the departmental integrated telecommunications network (hereinafter referred to as VITS) of the Directorate, a regional-scale network was created. VITS equipment ensures processing and transmission of data streams in accordance with the required quality of service parameters. Duplication of functions of backbone devices and the presence of backup traffic transmission routes between nodes ensure a high degree of reliability of the core network and uninterrupted provision of overlay services.

Connection management system - devices and software that ensures the organization of interaction between SVKS subscriber devices. As part of the adjustment of the VITS Directorate, a multimedia services management core was created. At the initial stage of operation of a multiservice network, CallManager is used to integrate voice services, such as in IP telephony.

Service level - devices and software directly responsible for providing services. The project provides for the installation of Cisco devices that perform the functions of organizing multipoint video conferences and the Radvision video conference scheduling server. This approach allows us to consider the SVCS as part of the Department’s IP videotelephony.

Requirements for the organization of work under operating conditions of a videoconferencing system.

To ensure operation of the SVCS, the following must be available:

Operation services, including technical personnel, technical software tools for monitoring or managing equipment, as well as means for ensuring operation;

Spare equipment, accessories and tools to provide maintenance and repair of equipment.

Planning of technical operation is carried out by service officials in accordance with their functional responsibilities.

The basic principles of organization and operation are:

Rational distribution of responsibilities between services and divisions of the organization;

Continuous monitoring of equipment operation;

Organization of processes for collecting, recording, processing and summarizing information about the condition of SVKS equipment, the quality of its functioning.

Unification of basic services:

A telephone connected to a private telephony network can be used to participate in conferences in audio-only mode;

The video terminal can be used as a regular telephone for calls over a private network;

Within the IP videotelephony network, the connection organization scheme is maintained by dialing a telephone number, regardless of the type of connections being established;

Subscriber video terminals for individual use (IP video phones) can simultaneously perform the functions of a video terminal, departmental telephone, landline telephone and intercom device;

Existing telephone network services can be transformed into SVCS services, for example, conference calls can be converted into video sessions;

At the same time, analogue telephones at users' workplaces are replaced by video telephones while preserving the numbers used.

Description of the structure of building a video conferencing system, which repeats the organizational structure of divisions and the structure of the VITS Directorate. Within the framework of SVCS, subscriber terminals located on one node form a logical group - a zone. Each zone has its own identifier - a prefix (***499) used when routing calls between devices. The SVCS access level device serves subscriber terminals - they ensure their logical connection to the SVCS, delivery of calls between terminals within the same zone and interaction with equipment during a call.

SVKS Control equipment performs routing of signaling messages coming from access equipment. The equipment has information about all zones existing in the SVCS, but not in all subscriber terminals. Call routing is carried out by the equipment based on prefixes transmitted by the access level equipment in signaling messages; it is also responsible for the integration of the SVCS Management into the general SVCS system of the Federal Customs Service of Russia.

In order to make the most efficient use of resources, taking into account functional features, the Department's video conferencing system includes two interconnected subsystems.

H.323 subsystem - optimized for large-scale video conferencing. To organize interaction between subscriber terminals within this subsystem, the H.323 protocol is used, which guarantees the ability of SVCS Management subscribers to interact with subscribers of external systems.

This subsystem includes the following devices:

Specialized video terminals for group use;

Gatekeepers of H.323 zones (gatekeepers of the access level);

H.323 - core level gatekeepers;

Multipoint video conferencing servers;

Servers for collective work with data;

SCCP subsystem is optimized for local video conferencing in order to organize interaction between subscriber terminals of internal systems.

The SCCP subsystem equipment includes the following devices:

Video terminals for personal use (IP video phones);

Legacy analogue telephony systems and voice gateways;

Legacy servers;

Multipoint video conferencing servers;

Integration of subsystems into a single system is ensured through the use of the H.323 protocol and interaction between terminal equipment belonging to different subsystems.

Within the framework of SVKS, a video conference management system is used. The composition of the system is optimized taking into account the allocation of two functional subsystems of the videoconferencing system and consists of two components - a video conference planning system and a user terminal management system.

The Radvision-based scheduling system provides a convenient graphical interface for scheduling and monitoring video conferences. Control is carried out via a web interface, so there is no need to install any additional software at the operator’s location. At the same time, the operator at any time has complete information about conferences taking place in controlled systems. At any time, you can connect or remove a terminal from the conference, change the arrangement of participants’ pictures on the screens, and also enable or disable the sound of participants. The server's Web interface also allows you to monitor the use of server resources and manage the format of media streams. Radvision is a conference and resource scheduling system with very broad functionality. In particular, the scheduling system estimates the amount of resources required for conferences and makes reservations for MCU resources. In addition, Radvision allows you to create recurring and complex video conference schedules with automatic notification of participants about the date, time, topic and composition of participants. The most important service function of the scheduling system is to gather conference participants at the start of the conference. This function is implemented by automatically calling the terminals participating in the conference directly from the MCU server. Another important feature of the system is the ability to automatically check the availability of the called terminal in advance, which guarantees the functionality of the terminal by the time the conference starts. Using Radvisioni allows you to fully automate the process of organizing a video conference and reduce the participation of the system administrator to monitoring and prompt response to emergency situations.

The ease of implementation of the listed functions allows you to use the video conference system more often and more efficiently compared to conventional H.323 solutions that do not have such wide functionality.

The subscriber terminal management system consists of two subsystems corresponding to the functional subsystems of the SVKS Management, where personal video terminals belonging to the SCCP subsystem are controlled via a web interface. This approach inherits all the mechanisms and capabilities associated with managing voice IP phones, such as software updates, monitoring the presence of a subscriber on the network, assignment, number change, etc. Therefore, since personal video terminals are optimized for participation in on-demand conferences, managing terminals using CallManager allows for the most precise configuration to suit the specifics of on-demand conferences.

Network Manager is used to manage group subscriber terminals belonging to the H.323 subsystem. Network Manager allows you to automatically monitor the status of subscriber terminals, log and diagnose errors that occur during video conferencing. Group video terminals are optimized for use in scheduled conferences that involve the use of a video conference scheduling system. In this regard, the use of Network Manager allows you to create a system for planning and managing multipoint video conferences with a maximum range of functions, with a single access interface and without the need for duplication of service information. Solutions for organizing interaction must have access to SVCS services using subscriber terminals registered in the system on various access level devices.

SCCP - video terminals are registered on the server. When turned on, the terminal requests configuration information from the CallManager server, according to which various terminal parameters are configured. Upon completion of configuration, the terminal periodically exchanges service messages with CallManager confirming the terminal’s readiness for operation. Thus, CallManager always has a complete list of SCCP video terminals connected to the SVCS. This information may be required by the system administrator when troubleshooting problems in the operation of the SVCS.

IP phones, depending on their location, are registered either on the CallManager cluster servers or on the CallManager Express servers installed in the regional customs offices of the Customs Union. The registration and configuration procedure in both cases is similar to the procedure for registering SCCP video terminals.

H.323 - terminals are registered and are part of the routers software. Configuration of H.323 terminals is not related to the registration procedure and is performed independently. Registration of terminals is carried out in order to ensure control of access to SVCS services, to ensure the uniformity of the number plan used and to simplify the administration of SVCS.

This project provides for various scenarios for using a video conferencing system, differing in the number of participants in a video communication session, types of subscriber terminals and procedures for organizing conferences.

Point-to-point video conferences, where a video connection is established between two subscriber terminals. When conducting point-to-point conferences, the resources of the MCU and DCS servers are not used. Exceptions may be cases when a video conference is held between two terminals with completely incompatible sets of audio and video codecs. This point-to-point conference is a common case of a scheduled multipoint conference that may add additional participants along the way. A point-to-point conference is also the initial stage of an on-demand conference, during which the connection of additional subscribers is carried out at the initiative of the conference participants, subject to the availability of technical capabilities at the subscriber terminals.

Multipoint video conferencing, which involves simultaneous participation in the conference by several subscribers using terminal devices with potentially different characteristics. To conduct multipoint video conferencing, the computing resources of SVKS server equipment are always used.

Scheduled conferences, where preliminary agreement on the time and composition of conference participants is expected. In accordance with the classification, large-scale conferences are planned, the holding of which is one of the main tasks of the SVKS. In this regard, planned conferences at UTU SVKS are held using H.323 - MCU services under the control of H.323 - kernel level gatekeepers. Reservation and control of the use of MCU resources during a scheduled conference is performed by the conference scheduling server.

Concepts on request arise upon request during a point-to-point conference at the initiative of one of the parties wishing to involve a third party in the dialogue. Most conferences in this format are held with the participation of three to four personal video conferencing systems (local concepts). On-demand concepts in the Control SVCS are carried out using the SCCP services of the MCU. The possibility of holding a conference on request, the number of participants in such a conference, and the quality of service for subscribers are determined by the availability of free (unreserved) resources on the SVCS server equipment, the parameters of subscriber terminals and the rights of the parties to hold conferences.

The videoconferencing system project presents a scheme for conducting multipoint videoconferencing, where interaction between the components of the videoconferencing system is organized during the planned conference.

Before a scheduled video conference, a portion of the computing resources corresponding to the needs of the scheduled conference is reserved on the MCU server using the conference scheduling system. The resources reserved for the conference are combined into a group called the MCU service. Gathering subscribers into a conference can be done in two ways:

At the specified time, the conference management system automatically calls all subscribers from the MCU.

The use of the video conferencing system is intended for:

Conducting large-scale video conferences with the participation of a large number of subscribers (FTS of Russia);

Conducting working video conferences with departments of the Department.

SVKS Management Requirements:

Possibility of integration into the SVKS of the Federal Customs Service of Russia;

Using an IP telephony system with departmental telephone communication;

Using equipment resources as efficiently as possible;

Interchangeability of equipment;

The installed equipment must have a unified control system.

Taking into account all the requirements, the project provides for the use of the following models of equipment and software:

Subscriber video terminals;

Audiovisual display systems;

Visual display system;

Conference scheduling system.

2.3 Description of the conference system

To date, continuous improvement of the SVCS has been taking place. Thus, from June 1, 2011 to December 31, 2011, a conference system was integrated for the existing SVKS UTU FCS of Russia. The installed conference system is integrated into the existing SVCS equipment. The logical diagram is shown in Fig. 1.

Rice. 1 Logical diagram for connecting the conference system

Microphones are connected in a daisy chain to the central unit. The Realtronix system has a multi-module setup and control system that allows you to control equipment in the room.

The Realtronix integrated conference system consists of a central unit, 12 delegate consoles and 1 chairman console, which will later be installed at the workplaces of conference participants. All remote controls are connected by a common cable and connected to the central unit. The conference system is controlled using a workstation, as well as automatically according to specified parameters in the central unit.

The microphone console of the system is the workplace of each meeting participant. The Realtronix conference system includes desktop and built-in microphone consoles. Tabletop microphone consoles are equipped with:

Gooseneck microphone with status indicator;

Loudspeaker;

Headphone jacks with volume control.

The Realtronix conference system supports simultaneous operation of from 1 to 1024 microphone consoles, which allows you to install the system in any room. The central unit is the “heart” of the conference system and provides power to microphone consoles, processing and real-time data exchange between various devices. Also, the system does not require preliminary settings for setting the address for each microphone console, which happens in other conference systems, i.e. The address is set automatically when the central unit is turned on.

The central unit of the Realtronix system has additional functions:

Echo cancellation system interface;

Programmable ports for controlling external devices (cameras, DVD receiver, control modules for projection screens and curtains), both our own and other manufacturers’;

The lighting of the room matches the style of a particular meeting.

The central unit monitors the system and makes it possible to manage it using a workstation. In the event of a workstation failure, the central unit automatically switches to offline mode, thereby not disrupting the video conference session.

The autonomous operation functions of the central unit are carried out:

In number limit mode: in this mode, the maximum allowed number of microphones that can be turned on at the same time is set. Consequently, each delegate can turn on their microphone at any time, thereby placing the speaking delegate in the queue to speak;

In interrupt mode: each delegate during a video conference turns on his microphone, thereby turning off the previous one;

In chairman mode: in this mode, only the chairman microphone can be turned on;

In free mode: without any restrictions for delegates.

The delegate microphone console allows the conference participant to speak and listen to the speeches of other participants through the built-in loudspeaker. To prevent feedback, the speaker is turned off when the microphone is turned on. In addition to the loudspeaker, the microphone remote housing has a built-in button to turn the microphone on or off, backlit voting buttons, a remote control status indicator, and a volume control for connecting external headphones.

The Chairman's microphone has the same functions as the delegate's microphone, except for the additional priority button, which provides the ability to mute any delegate microphones that were activated during a video conference. Holding this button will prevent delegates from unmuting their microphones. The operation of the SVKS depends on commissioning work at the level of installation and configuration of the conference system, which was carried out after the customer confirmed the readiness of the existing equipment and premises, as well as agreed upon the placement of equipment in the premises. Installation includes unpacking all components, mounting the centerpiece into the process rack, and connecting to power. Equipment management software is installed on a workstation, which is connected to the central unit of the conference system via a COM port.

Conclusion

For making any management decision, information, collection and processing are of great importance, the quality of which determines the final solution to the issues. All this indicates the importance of information support for management. Over the course of 20 years of its development, the Main Scientific Information Computing Center of the Federal Customs Service of Russia has provided information and technical support for the activities of customs authorities. In the context of the entry into force of the laws and regulations of the Customs Union, it becomes particularly important to ensure clear interaction between divisions of customs services, the development of modern computer programs, new technological systems and the introduction of advanced forms of information technology.

In light of these decisions, a video conferencing system has been introduced in the customs authorities, therefore this topic of project management is explored in this work.

Scientific and practical results of the work: the goal, objectives of the project, the object, the subject of the project research were explored, the theoretical and practical essence of the project was revealed, the characteristics and structure of the Ural Customs Administration were given, the prerequisites for the emergence of the project were indicated, the charter of the project was indicated, a list and analysis of literature sources was determined. The main part of the work, structured in chapters, presents the topic material and solves problems in project management. Problems that arise during the operation of a video conferencing system are identified, recommendations are given for improving and developing project management of a video conferencing system, and a method for solving the problem is indicated.

The practical significance of the work lies in the fact that its results can be used by the Ural Customs Department of the Federal Customs Service of Russia when managing the project in the department itself and in other customs authorities of the Ural District in order to improve their activities and the video conferencing system.

Structure and scope of the project: a work of 46 pages, consists of an introduction, 3 chapters, combining 8 paragraphs, which include 5 tables and 2 figures, a conclusion, a list of sources and literature used.

List of sources and literature used:

1. Balybin V.M., Lunev V.S., Muromtsev D.Yu., Orlova L.P. Making design decisions. Textbook Part 1 / Tambov: Tamb Publishing House. state tech. Univ., 2003. 80 p.

2. Lysakov A.V., Novikov D.A. Contractual relations in project management. M.: IPU RAS, 2004. - 100 p.

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