Do you need it? Or is it worth doing a pre-project survey. Pre-project survey as part of the implementation of the EDMS: interviewing and questioning Pre-project survey what

1. Is it necessary to conduct such a survey at all? What will it give the customer and the IT company itself?
2. What are the tasks of the pre-project survey?
3. What should be its result?
4. Is it free to do the pre-project survey or to 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 a survey inappropriate (“let's get involved in the battle, and then we'll see ...”); others, carrying out it during implementation, do not single out this work in a separate article; others carry out it as an independent stage of work, but they do not take money for this; 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 part 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 correct organization and implementation of this stage.

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

The need for a pre-project survey

The inventor comes to the commission and offers new apparatus for outdoor shaving.
"How does your apparatus work?" - the members of the commission ask him.
“It's very simple,” the inventor replies. "Throw a coin into the slot, put your head in the machine, and two blades start shaving you."
"Sorry, colleague, but people have different face shapes!" - members of the commission make a remark to him.
“Yes,” says the inventor, “but this is only before the first shave ...”.

The main task of any automation is to preserve unique competitive advantages the automated company. It should not be allowed that, as in this anecdote, all companies after automation become "one face". Therefore, if we want to preserve 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, you can make a deep analysis of the reasons that determine this need. They may be the high estimated cost of the project, the need to change existing business processes during automation, the inclusion in the project of work, the scope of which cannot be determined in advance, etc. However, remember how in one very instructive story the commander interrupted the general's report on the cause of the defeat :

“Our defeat was due to a variety of reasons,” the general began. - Firstly, the gunpowder was damp ...
“Enough,” the commander stopped him.

The situation is similar here, since for conducting a pre-project survey it is quite enough that the customer has unique business features (and each 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 company being automated is in a competitive market.

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

During the pre-design survey, the customer can:

• get a detailed description of the business processes existing in the company and compare the real business with your idea of ​​it;
• optimize existing business processes by using the practical experience that consultants from an IT company received during previous implementations in similar companies;
• assess the degree of compliance of the functionality of the proposed system with the real business processes of the customer;
• timely highlight their unique advantages and take them into account at the stage of implementation of the system, and not after it is put into commercial operation;
• clarify the budget and timing of the automation project, taking into account possible modifications to the system for the unique features of their business processes;
• assess the resources (both technical and human) that will be needed at the stage of system implementation. Timely plan the allocation of these resources to complete the project at the optimal time and without exceeding the budget;
• assess possible risks that may affect the quality of work;
• optimize the costs of deploying the system due to the possible execution of some of the work on its own;
• get a more accurate estimate of the economic effect and the return on investment.

Benefits of a pre-project survey for an IT company:

• increasing the level of customer satisfaction by aligning his expectations, formed at the stage of preliminary sales (when sellers offer a “dream”), 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;
• shortening the implementation time and reducing the risk of performing free work. The necessary modifications to the system will be carried out before the start of its deployment or in parallel with it, and not at the end of the trial operation phase, at which shortcomings are usually identified. A situation where a functional inconsistency is detected at the completion stage of a project automatically entails additional unplanned work. At the same time, the customer usually has difficulties in financing such works, and for the successful completion of the project they often have to be done free of charge;
• identification of probable risks that can 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 the automated divisions and the main parameters of their work will justify the effectiveness of the application of the proposed system;
• the 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

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 operation 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%, so important for business, simply need to be preserved with any automation (of course, provided that these advantages can be formalized). Most often, this issue is solved by configuring the system for the customer, but sometimes the services of programmers are required to take into account the unique features of the business. Note that here we are not talking about custom development, but about the implementation of production automation systems.

By understanding how the customer's competitive advantage will be maintained, the IT company will be able to assess the need and cost of product rework, 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 he uses, the skill level of IT specialists, etc. At this stage, it is necessary to understand whether the customer has enough resources to successfully implement the system automation. Here we come to another task of the pre-project survey - the analysis of the potential risks of the project and a description of their likely consequences. At the same time, consultants must not only record all possible risks, but also offer the customer ways to reduce each of them.

Any CIS assumes the accumulation of information about the operational activities of departments, therefore, the next topic of the pre-project survey should be the collection of requirements for the workflow of 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 during the pre-project survey to find out what types and forms of reporting are required by the customer. 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, which is implemented, as a rule, using a special report generator.

The actual 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 obtained. These terms can be influenced by a variety of factors, such as the willingness of the client's management to participate in the project, the motivation of the customer's and the contractor's representatives, the likelihood of sabotage by employees of the automated units, the possible dismissal (or, conversely, hiring) a key manager after a certain time after the start of the project, inadequacy of the existing computer park and technological base to achieve all automation goals, lack of a budget for the purchase necessary equipment and much more. Therefore, the consultant must clarify in detail all these circumstances and reflect them in the report, including for internal 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 resolved at the stage of the pre-project survey is the development of recommendations on the choice of methods for project implementation. Here it is important to clearly record which of the problems previously formulated by the customer are not solved using the proposed automation system, and to propose 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 above questions already makes the pre-project survey quite effective.

What is usually the result of a pre-project survey

• description of the existing business processes of the customer;
• 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 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 system requirements corporate governance, recommendations for its change;
• assessment of work on the integration of corporate information systems into the existing IT infrastructure of the customer;
• description of workflow in automated departments and requirements for analytics;
• assessment of possible risks during 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 revision, an estimate of the time and cost of such revision;
• proposal for the implementation of the project with a justification of 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 of information exchange between the customer's employees and the specialists of the IT company conducting the survey, and also, which is important, 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-design survey, provide the customer with a draft technical assignment.

To do a pre-project survey for free or to take money for it?

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 you not only to assess the need, timing and budget for automation, but also to optimize the existing business processes of the customer.

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) for what purpose the survey is carried out and what benefits the customer will receive from it.

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

Consider potential savings channels that can be taken into account in justifying the need for a pre-project survey.

1. Saving human resources and time:
   • when finalizing the system for the unique competitive advantages of the customer at the initial stage of implementation, and not after putting it into commercial operation;
   • at the stage of system integration into the customer's IT infrastructure due to the fact that all information about the state of the IT environment of the enterprise and the nuances of integration is clarified before the start, and not during implementation;
   • due to the timely allocation of material and human resources both on the part of the contractor and on the part of the customer;
   • due to the early assessment of possible risks that can affect the implementation of the system, and the development of measures necessary to minimize their negative consequences.
     Any delay in the progress of the project results in serious additional costs for the customer, which can be fairly 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 actual labor intensity.
3. Improving the efficiency of corporate information systems and employee productivity by optimizing business processes, taking into account the unique characteristics of the customer.
4. Refusal to use automated system if at the stage of the pre-design survey it turns out that it will not allow solving the customer's problems or its revision will be too expensive.
   In my practice, there was a case when a client with very specific business processes, based on the results of a pre-project survey, was advised not to deploy a corporate information system, but to conduct organizational changes and to optimize the technology of working with their customers, since the effect of the implementation of the system (which required an expensive revision) would not have recouped the costs. As a result, the client saved tens of thousands of dollars, and the pre-project survey paid off only by increasing the efficiency of the unit, which changed the work technology of employees on the recommendation of consultants.

The absence 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 arising during implementation. Often, such projects generally end in complete failure. According to a study by the Standish Group, almost a third of the 2,500 IT projects they analyzed were not just unsuccessful, but were never completed. It is much more difficult to obtain such data in Russia, but I am sure that the share of unsuccessful implementations will be no less.

Therefore, if a 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 abandon the contract at the initial stage than to get bogged down in work and end up with a stain on your reputation.

Keywords: enterprise survey, interviewing and questioning, register of incoming information, register of internal information, register of outgoing information, report on express survey of the enterprise, reference model, complete business model of the organization, functional model of the subject area.

Tasks and stages of the pre-design survey of the automation object

An enterprise survey is an important and defining stage in the design of an IC. The duration of the examination is usually 1–2 weeks. During this time, a systems analyst should examine no more than 2-3 types of activities (personnel records, accounting, transportation, marketing, etc.).

Collecting information for building complete business model of the organization often comes down to the study of documented information flows and functions of departments, and is also done through interviews and questionnaires.

By the beginning of the survey, the organization usually provides a set of documents, which usually includes:

Summary information on the activities of the enterprise.

Information about the administrative, financial-economic, production activity of the enterprise.

Information about accounting policies and reporting.

Regular document flow of the enterprise.

Register of incoming information.

Internal information register.

Outgoing information register.

Information about the information and computing infrastructure of the enterprise.

Information about the responsible persons.

Lists of questions for interviewing and questioning compiled for each surveyed unit and approved by the head of the company. This is done in order to:

preventing access to confidential information;

strengthening the focus of the survey;

minimizing the distraction of employees of enterprises from performing their official duties.

General list of questions(with their subsequent detailing) includes the following items:

the main tasks of the departments;

collected and registered information;

reporting;

interaction with other departments.

Questionnaires for managers and specialists may contain the following questions:

What (from the point of view of your department) should be the goals of creating an integrated enterprise management system?

Organizational structure of the unit.

The tasks of the unit.

The sequence of actions when performing tasks.

What types of external organizations (bank, customer, supplier, etc.) does the department interact with and what information does it exchange?

What kind of reference material do you use?

How much time (in minutes) do you spend performing basic operations? What are the "peak load" dates? (frequency per month, quarter, year, etc.) Technical equipment of the department (computers, network, modem, etc.). Used software products to automate business processes.

What reports and how often do you prepare for management? Key specialists of the department who are able to answer any questions about the business processes used in the department.

Characteristics of remote control objects.

Workplace document flow.

The data collected in this way, as a rule, does not cover all significant aspects of organizational activity and has a high degree of subjectivity. And the most important thing is that such surveys do not reveal stable factors associated with the specific features of the organization, which can be influenced only by methods of functional adjustment of the organizational system.

Analysis of interviews with the heads of the surveyed organizations and enterprises shows that their ideas about the structure of the organization, general and local purposes of functioning, tasks and functions of departments, as well as the subordination of employees are sometimes contradictory. In addition, these ideas sometimes diverge from the officially declared goals and rules or contradict actual activities.

If the structure of information flows can be identified by samples of documents and configurations of computer networks and databases, then the structure of real micro-processes carried out by personnel in information contacts (largely undocumented) remains unknown.

The answers to these questions can be given by structural and functional diagnostics based on the methods of continuous (or selective) photography of the personnel's working time. The purpose of diagnostics is to obtain reliable knowledge about the organization and the organizational relationships of its functional elements.

In this regard, the most important tasks of functional diagnostics of organizational structures include:

classification of subjects of functioning (categories and groups of workers);

classification of the elements of the functioning process (actions, procedures);

classification of directions (problems to be solved), goals of functioning;

classification of information flow elements;

conducting a survey of the activities of the organization's personnel;

distribution study (in time and frequency) organizational characteristics: procedures, contacts of personnel, areas of activity, elements of information flows - individually and in combination with each other by categories of employees, types of procedures and their directions (according to the results and logic of research);

identification of the real structure of functional, informational, hierarchical, temporary, problematic relationships between managers, employees and departments;

establishment of a structure for the distribution of working time for managers and personnel in relation to the functions, problems and goals of the organization;

identification of the main technologies for the functioning of the organization (information processes, including undocumented ones), their goal-setting in comparison with the declared goals of the organization;

identification of groups of workers homogeneous in terms of the specificity of their activities, target orientation and real subordination, formation of a real model of the organizational structure and its comparison with the declared one;

determination of the reasons for the discrepancy between the declared and real structure of organizational relations.

A continuous "photograph" of working hours is the continuous observation and recording of the characteristics of workers in the process of functioning throughout the working day. In this case, the displayed parameters are sequentially entered into a pre-prepared worksheet. Below is the system analyst worksheet form:

Immediately after the end of the examination procedure, the table is replenished with additional characteristics: technological branch, system function, subject, aspect, emotional background, etc.

Some of the indicators, those marked with an asterisk, are filled in during the survey, the rest - after. The content of the entries is as follows:

number (in order);

agent (position of the employee being examined);

the time during which the procedure was performed;

procedure (name of the content of a set of elementary actions, united by the commonality of the particular problem being solved);

information (direction of movement of information between the agent and the counterparty);

initiative (initiator of the beginning of this procedure);

counterparty (position of an employee who is in contact with the subject);

attitude (reflecting the subordination of the agent and the counterparty, the form of interaction in this procedure);

problem (verbal description of the problem being solved).

The result of the pre-project survey should appear " Report on express survey of the enterprise ", the structure of which is given below.

Brief schematic description of business processes, for example:

procurement and inventory management;

Production Management;

sales management;

financial resource management.

Basic requirements and priorities of automation.

Assessment of the customer's necessary resources to ensure the project.

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 taking into account all the features and initial data of the structure, land plot and utilities. The starting stage of the preliminary design stage is a pre-design survey, which allows, in the process of further development of design and technical solutions, to fully comply with the requirements of the current SNiP and regulations, all the conditions of the Customer and his wishes. Preliminary events will depend on composition of the draft design, terms of 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. On the basis of the collected data, a comprehensive justification of construction or reconstruction, their feasibility, possible difficulties and problems arises. To achieve the most reliable and effective result during the survey, various types of high-tech tools and equipment are used.

Specialists performing research work must have specialized education, have official permissions from government agencies 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 drawing up a 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 obsolescence of structures and engineering networks.

Often ordered today pre-design documentation at the pre-investment phase with the aim of reasoned justification of financial investments, their feasibility and systematic implementation of the project.

The main stages of work:

• Preparatory stage: studying the wishes of the Customer, collecting the necessary documentation and other data.
• Acquaintance with the object, agreeing on the timing and cost of services, developing a program of events and drawing up a technical assignment (detailed technical task).
• Comprehensive visual and instrumental inspection of the object.
• Analysis of the results obtained and performing the necessary calculations.
• Drawing up an opinion on the state of the object.

Where to order a pre-project survey?

The diversified company "Region" provides individuals, construction and contracting organizations, investment and development companies with a full range of services for the preliminary survey of objects, construction sites, construction in progress and engineering systems. Time of pre-design work and cost of the conceptual design depends on the structural complexity of the object, the amount of work to be done and their composition, the location of the construction site and the availability of reliable data on the actual state of soils, utility lines and communications.

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

Let's assume that the management of the organization is ripe for the implementation of the EDMS. What's next? What steps should the company take and should it take?

The easiest way is to immediately contact the organization that will implement the electronic document management system, in other words, take the position "we will solve the problems as they come in." However, the simple method is not always less expensive. First of all, the customer organization must assess the scale of the implementation of the EDMS. Therefore, before it begins, 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 a pre-design survey.

PRE-DESIGN INSPECTION FROM THE PERSPECTIVE ORGANIZATION-PERSPECTIVE

From the position of the executing organization, the pre-project survey is a full-fledged first stage in the implementation of any information system and is included in the implementation service agreement. And EDMS is no exception.

In this case, the pre-design 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 organization's internal regulations governing documentary support;

Optimization of document flows and office work;

Introduction of appropriate changes to internal regulations;

Identification of risks in the implementation of the EDMS;

Determination of the boundaries of automation, audit of the existing IT infrastructure of the organization, proposal of a specific IT solution for EDMS;

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

The result of the pre-project survey will be the document "Functional Requirements", or "Survey Report", or the project " 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 processes considered;

Description of user roles;

Technical audit of the existing IT infrastructure in the organization;

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

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

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

Required equipment specifications;

Proposals for the organization of advanced training for employees.

Sometimes the executing 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 executing organizations provide a demo version of the program for work for free (as a rule, for a month). This allows you to get used to the program, evaluate all its pros and cons, and get used to the interface.

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

From the point of view of the client organization, a pre-project survey is an audit: an analysis of the processes of documentation support for management in order to understand the current situation and identify the moments that are most problematic from the point of view of document flow management. It will be completely difficult for a customer organization to independently carry out such a full-fledged survey for several reasons. First of all, due to the lack of experience and information on how exactly such a survey is carried out. A reasonable question arises: if it is so difficult, then why reinvent the wheel? Isn't it easier to contact the implementing organization right away? It is possible, but simpler does not mean cheaper ...

Let us consider what a survey of documentation support processes gives to a customer organization.

■ Formulation of objectives for the implementation of the EDMS.

■ Determination of the tasks and functions that the ERMS will have to perform in the future (determination of the implementation boundaries). 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 they are not the same thing. Therefore, the organization must clearly understand what it wants to get in the end from the implementation of the EDMS, and set specific tasks for the executing organization.

■ Assessment of the real life picture of the organization (its organizational structure, functions, interaction of departments, etc.). This opportunity is provided by the analysis of the organization's internal regulatory documents in terms of how they are implemented in practice. During the analysis of the provisions structural units, job descriptions, interaction regulations, interesting facts are being clarified. For example, it may turn out that the job descriptions of certain employees are hopelessly outdated or absent altogether. And structural divisions do not perform their functions or, on the contrary, do not fulfill those that are obliged, etc.

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

■ The ability to optimize the surveyed and described business processes... If necessary. After such an analysis, it may be necessary to update the internal regulations.

■ Grade own resources(human and technical)... Before introducing the system, it is necessary to understand how much participation in the implementation of the project will be required from specialists and how ready they are. If we talk about executing specialists, then it is enough for them to give instructions. But with the leaders, the situation is much more complicated. The participation of the management staff in the implementation of the EDMS should be discussed even before the start of the process. Also, it will not be superfluous to analyze your own IT infrastructure in order to find out whether there are enough computers, whether they are outdated. software etc.

■ Identification of risks and ways to overcome them when introducing EDMS... Identifying risks before implementing the system will help minimize them. What are these risks? Anything:

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

Risk of insufficient technological equipment organizations;

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

HOW TO CARRY OUT A PRE-DESIGN INSPECTION YOURSELF

■ Stage 1: Appoint a Project Manager... The project manager must understand the workflow issues and have a good knowledge of the organization's IT infrastructure. Not every organization has a specialist who meets these requirements, therefore, most often two employees are in charge of the project - the head of the office and the IT director.

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

■ Stage 3: conducting interviews... 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 divisions, their deputies and potential key users of the EDMS (specialists responsible

for the creation, approval of documents, etc.). A list of questions must be prepared for the interview (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 units of documents of current office work, including orders and orders of the management, as well as work on the formation of cases and their deposit.

Ensuring the 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 the conduct of office work.

Methodical management of the organization of office work in the departments.

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

Providing external and internal document flow.

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

Ensuring the established regime of access to documentation.

Implementation of new methods and tools for working with documents.

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

Secretariat - 4;

expedition - 1;

reception room - 2;

archive - 2.

3. What functions do you perform directly?

Office management.

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

Incoming documents - 14,000 items;

outgoing documents - 13,500 items;

internal documents - 4 units.

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

5. Do you now use an information system (s) 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 documentary support 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 instructions. The procedure for development, approval, signing, registration and cancellation.

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

Outgoing documents. The procedure for preparation, approval, signing, registration and dispatch.

Nomenclature of cases. 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 (AXO), is regulated by the company's internal regulatory documents. Interaction with the AXO 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); search for documents; storing versions of documents; structuring documents by folders; assignment of access rights to documents; history of work with documents.

Management of documentation support processes. Support of the processes of approval and processing of documents at all stages; issuance of orders and control of 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 negotiating and registering 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 execution of decisions made at meetings.

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

Incoming documents (documents received by the organization):

. reception 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 dependent companies of the organization, third-party organizations or individuals):

. drafting a project;

. approval of the draft document;

.

. signing;

. approval (if necessary);

. registration of correspondence;

. sending the document to the addressee;

. filing a second copy in the case.

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

. drawing up a draft document;

. project approval;

. checking the correctness of the design;

. signing;

. registration;

. transfer of the document to the performers;

. execution of the document;

. control over the execution of the document;

. filing of the executed document into the case.

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

All incoming correspondence is accepted and registered at the office.

Correspondence marked "in person" is handed over personally to the addressee or his authorized representative. Correspondence marked "confidential" is processed by the person in charge of maintaining confidential records.

Envelopes from received correspondence are preserved 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 keep envelopes with letters of a claim, as well as with citizens' appeals.

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 unregistered documents).

The documents received are stamped with a registration stamp, which indicates the date of receipt, the ordinal incoming number. If there is an attachment to the document, then a mark is made about this 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 registration log of serial numbers.

Documents that are not subject to registration are stamped and only the date of receipt of the document is indicated.

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

11. Describe the procedure for the management of incoming documents and issuance of 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 hands them over to the head along with the received documents.

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

The resolution specifies the executor, prescribes what and by what date he must do it, then the date and the signature of the manager are affixed.

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

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 submitting 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 for control, the document is transferred to the performer against receipt in the register of incoming documents with the date of receipt by the performer.

If several performers are indicated in the resolution, then additional copies of the document are removed.

The original of the document is sent to the performer indicated in the resolution first.

When sending a document to several performers, the responsibility for preparing the material is borne by the performer indicated in the resolution first (responsible performer). The rest of the performers (co-performers) are obliged to submit the necessary materials to the responsible performer within the time frame agreed with him.

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

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

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

. Administrative documents (orders, instructions);

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

with them and terms of execution; 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 was made on them;

. Completed coordination and signing of draft documents prepared in pursuance of instructions.

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

. contract documents are registered;

. the manager, whose duties include monitoring the execution of orders (controller), confirms their fulfillment on the merits of the questions raised in them.

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

. Give instructions to your immediate subordinates and control the execution of instructions by them;

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

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

. coordinate the work of co-executors;

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

. make a reasoned decision on the inclusion or refusal to include in the draft final document the proposals and comments presented by the co-executors;

. prepare proposals for extending 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 reflection of comments and proposals of co-executors and coordinating persons (organizations) in new edition document (order);

. compliance with the established deadlines for the execution of the document (order);

. the safety of the original document (if the original document is transferred to it).

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

The document or order (resolution), as a rule, sets the deadline (calendar date) for its execution.

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 expression, the order must be executed within the appropriate time frame:

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

. "Urgently" - within three working days;

. "Promptly" - within 10 working days.

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

f) What are the rights of the controller?

. Request information on the progress of the execution of the 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.

The documents signed by the management on the same day must be handed over to the office for registration and dispatch.

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

. the presence of elements of the form, signature, date, required visas and information about the contractor;

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

. correctness of the recipient's address;

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

. availability 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 contractor hands in as many copies of the signed letter as needed to be sent to all addressees, and one copy of the copy.

After checking the design, the document is registered in the journal and an 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.

On the copy of the outgoing document, an attesting registration stamp is placed in the upper left corner.

Correspondence is submitted for dispatch 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 the case.

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

Prior to submission for signature, the draft order (decree) is endorsed by the deputy general directors for areas of activity, the head of the legal department and heads of other interested structural divisions.

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

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

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

If the executor makes amendments and additions, the draft order should be coordinated with everyone who signed the document earlier.

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 divisions that need them.

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

Draft orders for personnel are prepared by the personnel department.

In orders for personnel, approval visas are recorded on the front side of the document, below the "Signature" requisite.

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

The originals of orders for the main activity are stored 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 is it necessary, in your opinion, 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, but 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 files for transferring them to archival storage?

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

The 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 the Federal Law of October 22, 2004 No. 125-FZ "On archiving in Russian Federation", The Basic rules for the archives of organizations (approved by the decision of the Collegium of Rosarkhiv dated 06.02.2002), regulatory and methodological documents of the Rosarkhiv.

The EC of the organization performs the following functions:

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

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

. considers inventories for permanent storage cases, personnel cases 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 on changing 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 consideration of draft lists of documents, standard and approximate nomenclatures of cases and other teaching aids on office work and work of the archive of the organization.

EC members, 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. 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. Acts are reviewed 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.

The files of permanent and long-term (over 10 years) storage period are transferred to the archive of the organization no earlier than one year after their completion in the current office work. The transfer to the archive of cases with a temporary storage period (up to 10 years) is carried out 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 delivery lists separately for permanent and temporary storage periods in duplicate.

If individual cases are necessary for some structural unit for current work, the archive draws up the issuance of these cases to it for temporary use.

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

One copy of the inventories is returned to the sender, the rest remain in the archive of the organization.

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

Issuance of cases is drawn up by a receipt of an employee of the organization and a corresponding entry in the accounting book for the issue 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 clerical year, a substitute card is filled out for a file issued in case of official necessity. 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, and the columns for receipts for the receipt and acceptance of the case are provided.

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

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

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

On the basis of the nomenclature of cases of 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 cards, journals and other accounting forms.

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

The nomenclature contains the names (titles) of cases.

When drawing up the heading of the case, in addition to the name of the topic (subject, issue), the type of the initiated case (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. etc.

The storage periods of cases and article numbers are indicated in accordance with the List of standard administrative archival documents generated in the course of the activities of state bodies, local authorities and organizations, indicating the storage periods (approved by order of the Ministry of Culture of Russia dated 25.08.2010 No. 558).

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

Cases that were formed in the office year and were not included in the nomenclature of cases are added additionally to its corresponding section.

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

The rolling (unfinished business) of the structural unit is transferred to the nomenclature of cases for the next year, while maintaining the original record keeping index.

At the end of the year, at the end of the nomenclature of cases, a final record is made about the categories and the number of cases opened, separately 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 cases and stored before being transferred to the archive in the structural divisions of the organization.

Only executed documents are filed into the case. The contractor writes off the executed documents "In case No. ____", thereby confirming that the issue raised in the letter has been resolved.

Copies of documents filed in the case are certified.

The executed documents are filed in the case in the order of solving the issues in chronology, alphabet, indexing (numbering), and the response document must follow the request document.

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

Each case 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, or the division of the issue into sub-questions, is carried out.

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

The persons responsible for the conduct of office work ensure the accounting and preservation of documents. Withdrawal of documents from files of permanent storage after completion of their office work is prohibited.

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

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

Yes. Crashes occur monthly.

22. Would you say that your computer is slow and your hard disk often lacks space?

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

Rarely.

To simplify the processing of interview results, they can be presented as follows:

■ Stage 4: conduct a survey... The survey is carried out in order to obtain more detailed information about the organization's document flow. In addition, a confidential questionnaire 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 may look like this:

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

What reasons, in your opinion, can impede the implementation of the EDMS (very tight project deadlines, unwillingness of employees to work in the EDMS, insufficient qualifications of employees, etc.)?

What do you expect from the implementation of the EDMS (cost reduction, shortening the time required to approve documents, increasing the level of control over the execution of orders)?

What, in your opinion, is the level of ensuring the safety of documents in the organization (high, medium, low)?

How much time do you spend looking 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 is spent on document approval? (Clarify for each type of agreed documents.)

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

COST OF IMPLEMENTATION AND OWNERSHIP OF EDMS

Many organizations, focusing on the cost of implementing the EDMS, overlook the total cost of ownership of the EDMS.

One of the criteria for choosing an EDMS should be the cost of ownership. Potential executing organizations can provide the necessary data (at least, the calculation of implementation and maintenance) upon request. The cost of ownership is made up of capital and operating expenses.

The estimated capital cost of 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 the software being deployed (server and client licenses): 400,000 rubles;

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

Total: 2,200,000 rubles.

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

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

Information system maintenance (per year): RUB 500,000;

User technical support (per year): 200,000 rubles.

Total: 800,000 rubles. in year.

The examples provide an 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, you need 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 yourself. 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, it may be necessary to conduct training by specialists of the executing organization. As for maintenance and technical support, as a rule, implementing organizations offer several options.

You shouldn't choose the cheapest escort offer right away - it can get expensive in the end. It is necessary to analyze all the conditions, namely: the response time to the application (this can be 24 hours, 36 hours, etc.), the troubleshooting time (3-5 working days), etc.

WHEN IS BETTER TO POSTPONER THE IMPLEMENTATION OF THE SED

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

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

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

In the organization, chaos from the point of view of the regulation of processes (automated chaos will not cease to be chaos);

For one reason or another, employees "rebel" against the introduction of the EDMS ("there is a lot of work, there are few people, and then there is the introduction").

SUMMARY

1. Pre-project inspection before the implementation of the EDMS is mandatory, and in fact it is an audit of the workflow.

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

3. The pre-project survey allows you to assess the readiness of the organization to implement the EDMS and reduce the time and financial costs in the future during the implementation of the project.

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

Currently, there is rapid development and implementation information technologies not only in government agencies, but also in many Russian enterprises, and the success of the implementation itself depends on what the approach to the implementation of the EDMS will be, how well it is planned.

As the business grows, so does the volume of paperwork. And when the number of processed documents exceeds the threshold value, the processes of working with documents get out of control, cease to be controllable and, as a result, they begin to slow down the development of the enterprise, then the understanding of the importance of introducing EDMS comes. At this point, many businesses are faced with a problem called "where to start."

The process of implementing the EDMS in successful world and domestic practice includes the following stages:

1. Information survey.
   1. Interviewing.
   2. Questioning.
2. Analysis of the collected data.
3. Formation of technical and functional requirements for the EDMS.
4. Monitoring EDMS market and holding a tender.
5. Demo testing.
6. Conclusion of a contract.
7. Development of regulations for EDMS.
8. Installing and configuring software.
9. EDMS user training.
10. Software testing with users.
11. Elimination of errors found during system testing.
12. Industrial exploitation.

Why not do without an information survey?

Why is it so important to conduct an information survey? It is believed that a high-quality pre-project survey guarantees 80% success of EDMS implementation... After all, it allows:

• to get a clearer "portrait" of the organization: its mission, directions of activity; Company structure; functions of divisions (and their interaction), laid down in the provisions on structural divisions; main business processes;
• determine the general state of the organization of office work at the enterprise;
• determine information and documentation flows (including types of documents used);
• identify and take into account the risks and ways to overcome them when implementing the system;
• determine the purpose of implementation;
• to determine the tasks and functions that the EDMS will have to perform in the future;
• define the users of the EDMS;
• learn and describe existing business processes (to be automated), etc.

You can get answers to the listed questions by self-study of general information about the object of implementation of the EDMS. It helps prepare for interviewing leadership and key specialists. And analyzing the interview results will help you develop questionnaire with more detailed questions for a wider circle of people. Thus, each stage of the survey allows you to plunge into the problem deeper and deeper and get an increasingly detailed description of the problem at the output.

Only by understanding the real needs of the enterprise, it is possible to determine what functions the EDMS should perform. Then its appearance will be able to optimize the work of people and they will not perceive it as the fifth wheel of a cart.

By the time the survey began, our meat processing plant had a group of geographically distributed offices, a complex enterprise structure and a large volume of paper workflow, which led to a scattered uncontrolled document flow, violation of the terms of approval and execution, as well as the loss of documents.

With an increase in production volumes and an increase in the tasks solved by our enterprise, the amount of management and other documentation developed, received and sent only grew, and the role of the performing discipline also increased. In connection with the entry of the meat processing plant to a new level, the management of the enterprise decided to introduce an electronic document management system (EDMS), which allows automating not only the work with organizational and administrative documents (orders, correspondence, etc.), but also some business processes accompanied by processing and execution of documents.

For this purpose, a team of specialists from key structural divisions of the enterprise was formed. The head of this project was appointed the deputy director for preschool educational institutions - the author of this article.

Interviewing

We decided to implement the EDMS in stages. The first stage of the information survey, "visible" for the team, was - a survey of the first line of managers and main participants in business processes who will work in the EDMS, i.e. will be its users. V mandatory This survey should include managers and subject specialists of interested structural units, who will be able to express their wishes and comments.

Before the beginning this stage deputy director for preschool educational institutions were prepared questions, the answers to which could give an idea of ​​the problems in the organization of work with documents.

A list of future respondents was compiled, which included about 30 people (this heads of departments, their deputies and specialists responsible for creating documents, endorsing, signing and approving them). Each of them agreed on a separate meeting, during which first the purpose of the personal conversation was stated, and then there was a dialogue, the “program” of which was a list of theses and questions prepared in advance (see Example 1). For the convenience of conducting and analyzing the interview, you can record the conversation on a dictaphone. But it is better for a survey participant not to know that the recording is taking place, because most people get lost when they see a voice recorder.

Example 1

Billet for interviews as part of a survey of a meat processing plant for the implementation of EDMS

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When meeting with each respondent, the deputy for the preschool educational institution at the beginning of the conversation detailed the following:

1. The purpose of the survey:

"Survey of the state of office work and workflow, understanding of existing business processes that must be automated and whose activities are accompanied by the processing and execution of documents."

2. Why does our company need to implement EDMS:

"The purpose of the EDMS is to qualitatively improve the process of working with documents of managers and subject specialists of all levels, to reduce the time of routine work with documents."

3. What are the advantages of the EDMS, for example:

“The system allows you to reduce the time for searching the required document, allows you to have access to a common database of documents with differentiation of user rights, you can work in the system remotely, work with one document jointly for several users, coordinate documents quickly and easily, automate the registration and distribution of documents, organize control over the execution of orders and documents ( management activities becomes transparent), it is possible to sign documents in the system using electronic signature, organize work with contracts, integrate EDMS with other programs used by the organization, reduce the cost of maintaining the archive ”.

1. What problems do you face while working with documents?
2. What would you like to improve, improve, change in the organization of work with documents?
3. How quickly and efficiently does the delivery of documents take place?
4. Where, in your opinion, are the weak areas that cause problems in working with documents?
5. Are the existing forms of documents convenient to use?
6. How long does it take to process one document? This question should be asked in relation to each type of document that is massively present in the business processes of the organization.
7. What is the volume of workflow in your area of ​​work?

The interview process was affected by the busyness of the survey participants, which affected the timing of the interview, and also demonstrated the underestimation of the importance of the project on the part of the staff.

As a result of the analysis of the information collected during the interview, a table was formed shown in Example 2. She helped structure the information received and draw the necessary conclusions, which are well reflected in it.

Example 2

Systematization of information obtained during the interview

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Based on the results of the interviews, the following business processes were identified that require automation by the EDMS in the first place:

• contract management;
• reconciliation of invoices for payment;
• coordination of organizational and administrative documents:
• control over the execution of orders (resolutions).

The interviews helped prepare the ground for the questionnaire, which assumes greater accuracy in providing answers to questions.

Questionnaire

The purpose of the survey was to obtain more detailed (accurate) information about the current state of document flow and office work at the enterprise. The survey participants were heads of structural divisions and subject specialists, who then should become users of the EDMS. The survey was carried out in absentia, which meant filling out the questionnaire in the absence of the researcher.

The questionnaire consisted of three parts (see Example 4):

1. Introductory part - its main task was to induce the respondent to give answers to the questions posed. The purpose and objectives of the study, the significance of the respondent's role were described; instructions for filling out the questionnaire.
2. The main part, containing questions with simple wording, and their completeness and number depend on the desired goal (the questions in the sample questionnaire from Example 4 are recommendatory and may differ from the optimal questions for the survey of your enterprise, you can use them as a starting template for developing your own questionnaire ).
3. The final part - here the respondent was given a guarantee of confidentiality of his opinion; expressed gratitude for participating in the study.

At the request of the respondent, the questionnaire was printed and handed to him personally or sent to his e-mail. The form of the questionnaire was designed so that it was convenient for the respondent to fill it out directly in the word file.

If the questionnaire was sent as a word file, then in the body email the recipient first saw the accompanying text (all contact details in the example are fictitious):

Example 3

Accompanying text and subject of the e-mail when sending the questionnaire as an attachment by e-mail

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Example 4

Questionnaire for conducting a survey of the enterprise before the implementation of the EDMS

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The collected data were entered into a MS Excel table, which made it possible to automatically generate diagrams of the distribution of opinions on each issue. Those. the results were presented to management in the most descriptive way (see Example 6). The number of selected answer options for each question was reflected on one sheet of the file, and diagrams based on these data were built on its other sheet:

In the future, we are going to take into account all the identified risks so that in as soon as possible go to work in EDMS:

• the risk of the absence or incorrect definition of the tasks and functions of the EDMS;
• the risk of underestimating the necessary resources (cash, time);
• the risk of violation of the terms of implementation of the stages of the project;
• the risk of insufficient informing of the employees of the enterprise about the progress of work, as well as the risk of neglect, passivity, resistance of employees, weak involvement of managers in the project;
• the risk of poor technological equipment;
• the risk of lack of a regulatory framework.

In general, the survey showed a positive attitude towards the introduction of electronic document management, but there were also a number of employees who were negative about the implementation of the EDMS, because they perceived this project as another innovation that will only add work to them.

Subsequently, based on the analysis of the results of the interviews and questionnaires, the goal was determined and requirements for the EDMS were drawn up, but this is already another and no less important stage in the implementation. Currently, our company is conducting a comparative analysis of the EDMS market.

Footnotes

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