Development of the Corporate Project Management System in CJSC "CROC Incorporated"

This study is devoted to the development of corporate project management system (hereinafter - CPMS) in CJSC ‘CROC Incorporated’. The relevance of the topic is ensured by the emergence of new market opportunities for the company and the increased need on the part of the market in the implementation of IT projects in a short period of time, associated with the departure from the market of large IT companies such as SAP, Oracle, IBM and others. The work consists of three parts - a systematic literature review, immersion in the context of the organisation's activities, including a system analysis of the ISMS, and the development of a project for the development of the ISMS. The following research methods were used: systematic literature review, traditional analysis of official internal regulatory documentation, analysis of data from the project management information system (hereinafter - PMIS) and related information systems involved in project activities, and conducting problem and semi-structured interviews. Seventeen people were selected as the interview sample, including key employees of the organisation's project office and project managers. The study revealed that deficiencies in the CPMS cause the company to lose about 400 million in marginal revenue annually. The key problem limiting the efficiency of project activities is the lack of an information system that would provide management with an end-to-end monitoring of the project portfolio status, and for project managers would be a working tool for centralised project management and storage of project materials. The current IMS in CROC - foreign information system Clarity is outdated, unsupported (the vendor has left the Russian market) and unavailable for updates, which poses an additional risk to fault tolerance and continuity of project activities. Based on the results of the analysis, the author proposes a project of reintroduction of the IPMS, the implementation of which will reduce the volume of the organisation's projects that are not included in the Basic Plan and reduce costs associated with the support of the outdated Clarity system. The author has created a detailed description of the project, defined the key objectives, identified the main classes of users and key requirements to the system. In order to select the most optimal scenario of the project implementation, a comparative analysis of the relevant software was carried out, on the basis of which the choice was made in favour of the Russian software product Timetta, and key planning artifacts - calendar and resource plans - were developed. In conclusion, the author has analysed the economic efficiency of the project, confirming the economic feasibility of the project solution (NPV = 99.3 million rubles, IRR 63%. PBP = 2.92 years), and provided recommendations on project management: such tools as stakeholder matrix, risk register and Ishikawa diagram have been developed. Keywords: corporate project management system, project management information system (PMIS), system integration