Over the past 20 years, Russia has almost completely lost the culture of centralized strategic management and planning, as well as effective models for creating a unified system of state management of defense orders. So, on July 29 at a meeting on the development of the Navy fleet Russian President Vladimir Putin noted the ineffectiveness of the interaction between the state customer and the defense industry organizations, interruptions in the supply of components by related enterprises, the lack of proper cooperation between production and design organizations, and the poor quality of the supplied equipment.
To achieve management efficiency and transparency, it is necessary to take into account the realities of globalization, the launch of transformation mechanisms for convergence, integration, transboundary nature and unification.
Today, all attempts to create a control system using automation tools end in fragmentation, lack of responsibility, transparency and uncontrollability. One of the main reasons is that there is completely no preliminary modeling and design of a centralized functional core, and further information and technical architectures, models, processes, interconnections, including cross-border and production. Invited consultants (limited circle) try not to deviate from the set of prototypes and ready-made templates, laying manageable risks that ensure gaps in the future. A model for attracting consultants for decades to come is immediately laid down - a long-lasting consultancy needle (accompaniment) that enriches a large number of individuals, and the state suffers losses. At the same time, the country is doomed to the absence of a complex system in general and its further non-creation, all kinds of delays, piecewise patching of holes and subsystems that do not provide an effective management tool. Now this approach is observed everywhere, which leads to an increase in the cost of the system several times, there is a multiple increase in the number of expensive consultants and technical infrastructure.
The strategic goals of the created subsystems in functional areas are in no way linked to the realization of the general goals set by the President of the Russian Federation. The functions of the main customer and functional architect of the control system, which should be a generator, ideologist and holder of the architecture of a centralized integrated system, actually exist on paper, but are not professionally and responsibly implemented. The functional customer is maximally blurred, the positions of the various authorities in charge of their pieces are not coordinated and broken. There is no effective centralized interdepartmental workflow system focused on process-project management. A preliminary description culture has not been formed, there is no decomposition of end-to-end continuous processes and functions, there is also no process holder, a clear arbiter and an auditor in terms of evaluating the effectiveness, transparency and viability of the processes, including those covering core production, R & D, warranty maintenance and repair.
The process-project management system should take into account all phases of the creation of the finished product - from zero (order idea), the pre-design stage of design to launch into production. This process should be transparent, unbroken and transparent, including making it possible to assess economic efficiency, collect and analyze costs at all stages of the process, estimate the cost of the finished product, plan to launch commercial production of lots for civil purposes (for working with the mass consumer) , elimination of errors, defects, additions of new options. Existing standards, GOSTs and methodologies need to be reworked in order to create a holistic, unbroken target management architecture with subsequent transfer to process and project management. It is obvious that the newly created associations and consortia are also doomed to fail, or the result will be very short. But we need a breakthrough in time, the result should be permanent, strategically long and planned.
The state is now trying to take measures to reduce risks. One example is the conclusion of long-term contracts with production sites, but these are all isolated cases that are not strategically complex. Someone was counting on a previously given model, including on risks and their hedging, in order to reduce the losses of the state? When it turns out that this decision simply does not change the situation, but will only be delayed in time (which is even worse), who will be responsible for everything, again, taxpayers?
Decentralization in the field of state defense orders leads to inefficient spending of funds and human resources, pulls the country back, limits the possible directions of development and diversification. This is used by our competitors both in the economic sphere and in the military-political one. Managed risks and changes are invested in the means of “pushing”, proposals of their management systems through their agents.
At the expense of these agents, the country has gone into the creation of auxiliary management systems, but strategically important systems such as regulatory reference, catalogs, as well as methodologies and regulations have not been left aside. Standard Western management practices are being implanted, containing, among other things, the rules of the game of Western architects and technologists and the pledged risks of information leakage, striking at the defense capability and security of the country.
So, the state needs a centralized, integrated, functional architecture of the control system both in the military-industrial complex and in government bodies, strictly connected, including at the level of standards, methodologies, processes and a single regulatory reference information.
Obviously, the creation of modern weapons and high-end dual-use technology requires a centralized, integrated, vertically integrated control system with the dynamic ability to switch from one model to another, which will take into account all aspects of life cycles and features when ordering, producing and using cash taxpayers in the military-industrial complex of the country.
As part of the system design, the following is necessary:
A set of standard reference processes, such as finance, logistics, accounting, reporting, procurement, supply, warehouses, personnel, training, should be developed to optimize all auxiliary processes.
It is necessary to involve all production sites, customers and consumers in the formation of architectures, so that the built-in control system is a common tool for creating new high-tech products. On the basis of the CSTO, it is necessary to ensure the transboundary nature of the internal and external processes of this system, as well as the adoption of common rules of the “game” and standards with the subsequent transformation of the developed architectures and models.
Under the Security Council of Russia, it is advisable to form a service of functional and technical architects in the field of creating advanced management systems that provide a complete picture - from strategy to production and quality control of the finished product, as well as its further maintenance and disposal. This service should be the sole holder of a centralized functional architecture, its management and change; The carriers of knowledge and experience of all older generations are required to participate in the design of architecture in order to preserve the unique project heritage and reduce the risks of future generations. The architects of all authorities must work and ensure the integrity of the core.
This will allow you to track and further effectively balance the logistics and the cost of products and support services and ensure availability of stock information in the 7 / 24 mode (in case of emergencies).
The development and maintenance of changes to these architectures and models are a necessary condition for the promotion of standards, technologies and reference books in the international arena.
The main place in the management system should be taken by staffing taking into account the necessary rotation at the level of clear regulations and standards, with maximum automation of the process of identifying and maintaining a specialist from school to his subsequent workplaces, with material and intangible motivation, including development.
There is an urgent need to start training the missing personnel: to raise our functional and technical architects, designers, logisticians, production workers, techies, risk takers, security workers, and many, many other necessary specialists. When sending them to study at higher educational institutions, for retraining, at a conference to oblige to transfer to others (to create a knowledge management system and training) the experience and knowledge obtained at the expense of the customer, and not to make yourself an irreplaceable specialist.
The implementation of a centralized, functional architecture in a short period of time (two to three years) will make it possible to overcome the existing gaps and ensure the country's leap over time.