Price: 0
Number of applications: 14
23.07.26 (inclusive)
contractual
Idea
ICT tasks
Extraction and processing of hydrocarbons raw materials
Labor protection, industrial safety, environmental protection and production operations
Software/ IS
Currently, business processes within the block are regulated exclusively by internal regulatory documents (GNI) in text format. This creates a number of systemic problems.: The lack of a single source of truth. The roles, functions, areas of responsibility and powers of employees are scattered across a variety of disparate documents (regulations, regulations, instructions) that are difficult to keep up to date and compare with each other. Opacity of the business logic of processes. The sequence of processes, decision points, transition conditions between stages and those responsible for each step are not formalized in the form of an executable model — they exist only in a descriptive form, which makes it difficult to control and analyze. Gaps at the joints of divisions. The cross-functional interaction between departments within the block has not been digitized: it is unclear who is handing over the task to whom, at what time and in what format, which leads to loss of time, duplication of functions and "blind spots" of responsibility. Difficulties in interacting with external organizations. Processes involving third-party organizations are also not formalized in a single system, which makes it difficult to track the status and results of such interaction. Manual and subjective control. Due to the lack of a digitized process model, management does not have an objective performance monitoring tool, which reduces manageability and increases the risks of operational errors. As a result, there is no single digital model that would link roles, functions, and processes into an integrated and manageable system.
Expected effect Operational effects Reducing the execution time of processes. Due to the automatic routing of tasks between departments and the exclusion of manual transmission of information, the time required for cross-functional processes will be reduced by a significant amount (it can be quantified after pilot implementation, for example, by 20-40%). Reducing the number of errors and losses at the junctions of divisions. The formalized business logic eliminates situations when a task is "lost" between departments or is not completed on time due to unclear responsibilities. Accelerating the adaptation of new employees. A single matrix of roles and functions allows for faster recruitment of new employees, since the areas of responsibility and the sequence of actions are formalized and available in the system, rather than scattered across documents. Management effects Transparency and controllability of processes. Management gets an objective picture of the execution of processes in real time: where the task is located, who is responsible, and whether deadlines have been met. Objective analytics for decision-making. The accumulation of data on the execution of processes makes it possible to identify bottlenecks, overloaded links and system deviations, which creates the basis for further optimization. Reducing dependence on individual employees. Formalization of processes reduces the risks associated with the "indispensability" of individual performers and the loss of knowledge during personnel changes. Effects on interaction with external organizations Increase the transparency of external processes. The statuses of interaction with third-party organizations become visible within a single system, which simplifies the control of deadlines and obligations. Reducing reputational and contractual risks associated with late fulfillment of obligations to external counterparties. Strategic effects The basis for further digitalization. The digitized process model creates the foundation for subsequent integration with other information systems, automation of reporting, and implementation of elements of analytics and forecasting. GNI compliance is up to date. The system becomes a "living" reflection of internal regulatory documents, which simplifies their revision and updating when regulations change. Scalability of the solution. The developed model and approach can be replicated to other blocks/divisions of the organization after successful testing.
Ulan Alimov
Purpose and description of task (project)
Project description. The project involves the creation of a BPM system that solves the following tasks: Formation of a role-functional matrix. Systematization of all roles, functions and areas of responsibility described in the GNI into a single structured matrix "role – function – process". Digitization of the block's business processes. Translation of all current business processes from a text-based regulatory description into formalized digital models (using BPMN or similar notations). Formation of business logic of processes. Defining the sequence of stages, transition conditions, decision points, and task routing rules for each process. Cross-functional interaction. Setting up automated transfer of tasks and information between departments within the block with a clear record of those responsible, deadlines and execution statuses. Interaction with external organizations. Implementation of a module for accounting and maintaining processes that require interaction with third-party organizations, with status tracking at all stages. Monitoring and analytics tools. Providing management with tools for monitoring process execution, identifying bottlenecks, and generating management reports. Expected result: a unified digital system that ensures transparency, manageability and controllability of all business processes in the block, reduces operational risks and increases the efficiency of cross-functional and external interaction.
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