1. Maksim Bashashin PMP (PMI), CPMS (IPMA) Sector Leader JINR – LIT

2. JINR’s STRUCTURE The number of employees > 4,5 thousand 18 – Member States There are 3 groups of divisions:  8 - Research Laboratories ( VBLHEP, DLNP, BLTP, FLNP, FLNR, LIT, LRB, UC )  4 – Service Offices (AC & CC Office, H & RC M Office, SIM Office, JINR CE Office)  3 – Administrative Offices (SO & IC Office, F & E Office, HR & ID Office) Maksim Bashashin October 20142

3. How does JINR get and spend money? Budget steps: 1.18 Member States approve a budget for 1, 3 and 7 years and after that each State allocate money for the next year. 2.Laboratories spend money on the particular purposes, experiments and ect. 3.Laboratories and Administrative Offices make plan-fact budget analysis and organize feedback process. Service offices staff organize support and realize technically help to the Laboratories to perform all of budget steps. !! Our budget exceeds 200 million dollars per year!! !!So we must have good instruments to plan, control and execute our budget!! Maksim Bashashin October 20143

4. Who are the main consumers of AIS? Finance and Economic Office Accounting Department Financial Planning Department Central Purchasing Group Custom Clearance Service Key users of AIS HR Office Labour and Wages Department Personnel Department (HR) Legal Department Secretariat Data input, data editing, final report preparation and analysis. Maksim Bashashin October 20144

5. Functional modules of AIS (before 2013) Finance and Accounting module 1S 8.1 UPP system Human Resources module KADRI system, MS Excel Salary calculation module Six installation of file- server AMBA system Module for a reports preparing ISS, ADB2, BHT, HRT data Maksim Bashashin October 20145

6. Structure of module for a reports preparing Maksim Bashashin October 20146

7. Main challenges Maksim Bashashin October 20147 1) Accounting Department, Central Purchasing Group and HR office worked separately using different information systems (modules). These systems were weakly integrated together. 2)There were many business functions which were not software automated. We had a huge amount of «manual» operations. 3) We couldn’t continue independent customization of old 1C system because of architectural limitations in the product. 4) Inconsistencies in data 5) We didn’t have single organizational structure to support end users (we had no first line support). We didn’t have a expectations management system. 6) We couldn't add new useful functionality to our current software without big efforts and couldn't react quickly for users requests. 7) We didn’t have enough programmers (IT-specialists) for maintaining and adopting our software.

8. Proposed solution Maksim Bashashin October 20148 Use one based unified platform «1S UPP» for financial, accounting and HR tasks; Organize and implement the project for transition from old version of our systems to new unified platform; Make organizational changes (collect and train staff for project execution and later support).

9. Modified (new) structure of AIS (2014) modules Finance and Accounting module 1S 8.2 UPP system Human Resources module 1S 8.2 UPP system Salary calculation module 1S 8.2 UPP system Module for a reports preparing 1S 8.2 UPP system, ISS, ADB2, BHT, HRT documents data Electronic Document Handling and Workflow 1S 8.2 «Document Workflow» reports documents data Maksim Bashashin October 20149

10. The project of transition to new platform Maksim Bashashin October 201410 1.We've created procedure of promptly modifying systems in case of legislation changes have occurred. 2.Key users can work in single unified system (1S UPP). 3.Accounting and financial operations are executed and maintained in the new version of 1C 8.2 UPP. 4.During the transition project it has been solved a number of methodological and legislation issues. 5.HR module was commissioned for HR Office. 6.Payroll for all budget units is carried out only in the unified system 1C.

11. «1S:Documentum workflow» Maksim Bashashin October 201411 We launched a pilot project for the approval of 3 types of contracts in the system "1C:Docflow".

12. New organizational structure Maksim Bashashin October 201412

13. Implementation and adaptation the APT EVM system at JINR for NICA project The agreement was signed between CERN and JINR 4 years ago. The main idea is to “extract” EVM from the APT to be able to implement it in Dubna as a stand alone application for the NICA project. Maksim Bashashin October 201413

14. Implementation and adaptation the APT EVM system at JINR for NICA project This list of activities has completed: 1) installation of the EVM module on JINR site; 2) initial data upload (input): WBS, work units, plan value data, schedule parameters, budget codes, organizational structure; 3) developing and testing integration functionality between the EVM module system and the ADB2 system; 4) launch of exchanging procedure between EVM and ADB2 systems; 5) performing training JINR users. APT EVM for NICA Maksim Bashashin October 201414

15. EVM for NICA project Maksim Bashashin October 201415

16. NICA WBS Maksim Bashashin October 201416

17. NICA project expenditures Maksim Bashashin October 201417

18. Plan-fact analysis Maksim Bashashin October 201418

19. EVM metrics Maksim Bashashin October 201419

20. Thank you! mbashashin@jinr.ru 20Maksim Bashashin October 2014