The concept of “project” and “project management”. The concept of a project and its characteristics The difference between a production system and a project
The concept of “project” unites various types of activities, the most characteristic of which are the following features:
» focus on achieving specific goals or specific results;
» coordination of implementation of interrelated actions;
» limited time.
The difference between a project and a production system is that a project is a one-time activity rather than a cyclical one. Serial production of products, for example, does not have a predetermined end in time and depends only on the availability and magnitude of demand. When demand disappears, the production cycle ends.
A project as a system of activities ends when the goal is achieved or the final result is obtained. The concept of the project, however, does not contradict the concept of the company or enterprise and is quite compatible with it. For example, a project to increase production output with given financial resources. As practice shows, a project often becomes the main form of a company’s activity in modern conditions.
There are a number of definitions of the term “project”, each of which has a right to exist.
Here are some of them.
1. In the most general form project(English project) is “anything that is conceived or planned, for example, a large enterprise” (Webster's Dictionary).
2. Definition given by PMI:
A project (projekt, from the Latin “throw forward”) is a temporary undertaking aimed at creating a unique product, service or achieving a specific result. This is a process consisting of a set of interrelated, controlled activities aimed at achieving a set goal under given time and resource constraints.
3. From the point of view of a systems approach, a project is a process of transition from an initial state - an idea, to a final state - a result with the participation of a number of restrictions and mechanisms (Fig. 1.1.1).
Rice. 1.1.1. Project as a process of transition of a system from the initial state to the final state
The project includes an idea (problem), means of its implementation (solving the problem) and results obtained during the implementation process (Fig. 1.1.2).
Rice. 1.1.2. Main elements of the project
Investment project is understood as an investment action that involves the investment of a certain amount of resources, including intellectual, financial, material, human, to obtain the planned result and achieve certain goals within a specified time frame. The financial result of an investment project is most often profit/income, the material result is new or reconstructed fixed assets (objects) or the acquisition and use of financial instruments or intangible assets with subsequent receipt of income.
In the case when some physical objects (buildings, structures, industrial complexes) act as the results of the project implementation, the definition of the project can be specified as follows: Project - purposeful, pre-worked and planned creation or modernization of physical objects, technological processes, technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and measures for their implementation.
So, in the modern understanding, projects are what changes our world: the construction of a residential building or an industrial facility, a research program, reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the construction of a ship, the creation of a film, a regional development program, - these are all projects.
In a number of industries - such as the aerospace or defense industry - the objects being created are so complex that work on them is carried out not as part of projects, but as part of Programs, which can be defined as a set of projects or a project characterized by the particular complexity of the products created and/or methods for managing its implementation.
In order to coordinate the activities of the company and determine the workload of its individual structures, it is necessary to clearly determine who will be busy with what, when and when they will be free.
The theory behind project management is that the entire project can be broken down into small enough intermediate tasks that have an end goal, are manageable, and can be easily described. For such work, it is easy to determine the amount of resources required, as well as the time required for their implementation. Thus, by dividing a large project into small intermediate tasks, you can, firstly, imagine a sequence of actions in which the project task will be solved and the goal achieved. Secondly, calculate how many resources will be required for the entire range of work. Theoretically, but not practically, this can be done by simple summation.
However, it is clear that if some processes within a project can be run in parallel, then this saves time. However, not all processes can be "parallelized". The whole difficulty of solving this problem is that 1+1 does not always equal two when it comes to work carried out in a project in parallel or sequentially, and changing the places of terms in projects can change the amount.
For example, if three workers need to build a fence and paint it, then to do this, the workers (first and second) must saw boards, knock together and install the fence, and the third worker must then paint the fence. If we want to optimize their work schedule, we can assume that the third worker can quickly paint the boards while the other two are sawing them. But such “optimization” will not help anyone, moreover, it can only complicate the task, because the boards must still dry after painting. In the same way, if at the first stage a worker digs a hole, then puts a post in the hole, then fills the hole, this does not mean that three workers are needed to complete these works.
Obviously, there can be only one worker. Or a third example: let two workers be able to dig a hole half a meter wide, long and deep in 30 minutes. How long will it take 20 workers to dig the same hole? If you believe the arithmetic - in 3 minutes. But we understand that 20 workers cannot simultaneously dig such a small hole. So in this case the answer is they will do it in the same 30 minutes. Project management theory describes a lot of reasons that lie behind such failures. In particular, work cannot be completed if insufficient resources are allocated to it. For example, in the first case (building a fence), this may be a lack of paint, boards, lack of workers at the workplace, or simply the lack of a saw. Also, a project cannot be completed successfully if the time frame for its completion is set incorrectly (that is, if 20 workers were asked to dig a hole in 3 minutes). And one of the most difficult is the mistake of formulating goals, when the project “successfully” develops until it becomes clear that the time or monetary resource allocated for the project has been spent, but the intended goals to which the project was supposed to lead have not been achieved.
So, when planning a project, in general, it is customary to adhere to three principles: the project must be completed on time, it must be within the planned budget, and its result must correspond to its goals. After all, a project is a way to achieve certain goals.
Therefore, project management techniques should help:
» determine the goals of the project and carry out its justification;
» identify the structure of the project (subgoals, main stages of work to be completed);
» determine the required volumes and sources of financing;
» select performers - in particular, through bidding and competition procedures;
» prepare and conclude contracts;
» determine the timing of the project, draw up a schedule for its implementation, calculate the necessary resources;
» plan and take into account risks;
» provide control over the progress of the project and much more.
Let us give a definition (the most general, but not the only one) of the essence of project management:
Project management- methodology (they also say - art) of organization, planning, management, coordination of labor, financial and material and technical resources throughout the project cycle, aimed at effectively achieving its goals through the use of modern methods, techniques and management technology to achieve the results defined in the project composition and scope of work, cost, time, quality and satisfaction of project participants.
Therefore, in order for results to meet or even exceed the expectations of project participants, a constant balancing of the following competitive requirements is required:
· project content requirements and development time, cost and quality of the project;
· requirements of project participants with their requests and expectations;
· certain requirements (needs) and uncertain requirements (expectations).
It should be noted that, in essence, the project deals with two interrelated but different categories of content: product and project. The content of the product is the commonality of all characteristics of the project result (product, service). The content of the project is understood as the composition of the design work necessary to create the result (technique, technology, etc.). The product is the area of special attention of the project customer, while the design work is the area of attention of the project team. Although these two different types of content can be discussed separately, they cannot in fact be separated from each other. Nobody needs project management without a product, and the product itself cannot be produced without some kind of project management.
Separate consideration of these two types of content is important for the following reasons:
· measurements of success are different for each type;
· a change in one almost always leads to a change in the other, but not always proportionately;
· The tools and methods used to manage them are different.
Let's look at each of these reasons in more detail.
Measuring success.
To determine whether the product (product content) has been successfully produced, we only need to verify whether it meets the specified parameters. We may carry out some monitoring some time after the project has been completed to ensure that the result satisfies the user's requirements.
To determine that our work (project content) was successful, it is necessary to determine whether our work was completed on time and within the allocated budget.
Changes.
As already noted, a change in the content of the product almost always leads to a change in the design, but not always proportionately. Let's look at a simple example. According to the requirements of the project, we need to paint the room blue. Later, the project owner changes the requirement and wants to paint it red with the same brand of paint. Has this changed the content of the product? Absolutely, the characteristics of the product will be changed. Has the content of the project changed? It all depends on when these changes arrived.
If you bought paint, you need to change it or even pay extra for an exchange. It is necessary to make some minor changes to the project and the report. In this case, we have a global change in the composition of the product - a new color scheme! - which produces a minor change in the design. But what happens if you have already painted half the room by the time you make the changes? What if the requirements for the composition of the dye also changed? (regular oil paint is more chemically resistant). This will entail more significant changes to the project (removal of the first layer, changes in application technology and tools). Even more significant problems arise when introducing changes if you are developing complex technology or organizational structures.
Understanding the difference between product scope and project scope will make it much easier for developers and customers to identify, evaluate, and manage inevitable changes.
Tools and methods.
The tools and methods used to produce one type of product (product content) are different from the tools and methods needed to produce another type (building a house or creating an airplane). These tools are said to be product oriented.
At the same time, the tools and methods used to create a project plan tend to be similar from project to project. They are project management oriented and are used to describe and organize the work of a project. For example, the process of estimating costs is largely the same, regardless of whether you are estimating the project effort to build a single-family home or a bridge across the Volga.
Consequently, product content is characterized by product-oriented processes aimed at defining specifications and manufacturing the product, and project content is described by project management processes aimed at describing and organizing project work - drawing up estimates, schedules, etc.
At the level of product-oriented processes, the industry specificity of projects is manifested. Project management processes are universal across all industries. It was the universality of these processes that made it possible to form a body of knowledge on project management and other actions to establish a professional field of knowledge in this field of activity.
Basic options for project management schemes
There are the following options for project management schemes:
"Main" system. The project leader (manager) is a representative (“agent”) of the customer and does not bear financial responsibility for decisions made. It can be any legal or natural person - a project participant who has a license for professional management. In this case, the project manager provides coordination and management of the development and implementation of the project, and is not in a contractual relationship with other project participants (except the customer).
The advantage of the system is the objectivity of the project manager, the disadvantage is that responsibility for the results of the project rests entirely with the customer.
"Advanced control" system. Project leader (manager) - assumes responsibility for the project within the limits of a fixed (estimated) price. The manager ensures management and coordination of project processes according to agreements between him, the customer and project participants. As in the “main” system, it can be any legal or natural person - a participant in the project, who has a license for professional management and is able to answer for its obligations to the customer. The project manager manages the project, coordinates supplies and engineering work. In this case, responsibility rests with the project manager within the contractual terms.
Turnkey system. The project leader (manager) is a design company with which the customer enters into a turnkey contract with a declared cost and deadline for the project.
Related information.
B) the project is a one-time, non-cyclical activity;
C) there are no fundamental differences.
3. What are the limitations when implementing the project?
A) cultural;
B) research of the situation and development of the company;
D) financial
D) all of the above restrictions.
5 What are the three main limitations of the project:
A) time, schedule, quality
B) time, money, schedule
C) time, money, quality
D) schedule, money, time
6. The main characteristics of the project include:
A) availability of alternative technical solutions;
B) complexity of the project;
B) duration of the project;
D) all of the listed characteristics.
7. Select the term for which the definition is given: “the owner of the project and the future consumer of its results”
Project investor
Project customer
Coordination Council
Project curator
Initiator of the project
Project Manager
Consumers of the project product
Project investor
Coordination Council
Project curator
The project team
Project management team
Project Manager
Consumers of the project product
Initiator of the project
Project customer
A) project management plan;
B) project charter;
B) project schedule;
D) complexity of the project.
10. Development of the project concept includes the following stages:
A) pre-investment research;
B) formation of the project idea;
B) design analysis;
D) assessment of the viability and financial feasibility of the project.
11. Structural decomposition of the project is:
The structure of the organization and delegation of powers of the team implementing the project
Schedule of receipt and expenditure of resources necessary for the implementation of the project
The end of the project is announced
The start of the project is authorized
The enlarged project plan is approved
Visual representation in the form of graphs and diagrams of the entire hierarchical structure of the project’s work
Structure of organization and delegation of powers of the team implementing the project
Schedule of receipt and expenditure of resources necessary for the implementation of the project
Big budget
High degree of uncertainty and risks
The goal is to obtain a profit as a result of the project implementation
Task 2.
Present the hierarchical structure of the work of a software project to develop an information base on the 1C:Enterprise 8.3 platform with levels of detail.
Task 3.
Construct a work matrix and network diagram based on the source data. A circle on the network diagram depicts an event, an arrow reflects the work. The duration of the work is shown at the top.
| Work index | Duration of work, weeks. | |||||||||||||||||||
| 1-2 | 2,5 | |||||||||||||||||||
| 2-3 | 3,0 | |||||||||||||||||||
| 2-4 | 4,5 | |||||||||||||||||||
| 3-5 | 6,5 | |||||||||||||||||||
| 3-6 | 4,5 | |||||||||||||||||||
| 3-7 | 5,5 | |||||||||||||||||||
| 5-8 | 2,0 | |||||||||||||||||||
| 7-9 | 9,5 | |||||||||||||||||||
| 6-9 | 4,5 | |||||||||||||||||||
| 9-10 | 7,5 | |||||||||||||||||||
| 8-10 | 4,0 | |||||||||||||||||||
| 10-11 | 4 | |||||||||||||||||||
| 4-11 | - | |||||||||||||||||||
| 11-12 | 2,0 | |||||||||||||||||||
| 10-13 | 2,5 | |||||||||||||||||||
| 12-13 | 1,5 | |||||||||||||||||||
| 13-14 | 2,5 | |||||||||||||||||||
| 7-14 | 5 | |||||||||||||||||||
| 14-15 | 3 | |||||||||||||||||||
| 15-16 | 2 |
The concept of “project” unites various types of activities characterized by a number of common features, the most common of which are the following:
focus on achieving specific goals, specific results; ?
coordinated execution of multiple, interrelated actions; ?
limited duration in time, with a definite beginning and end.
The difference between a project and a production system is that a project is a one-time, non-cyclical activity. Serial production of products does not have a predetermined end in time and depends only on the availability and magnitude of demand. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects. However, recently the project approach is increasingly being applied to processes oriented towards continuous production. For example, projects to increase production to a specified level within a specified period based on a given budget, or the execution of certain orders that have contractual delivery dates.
A project as a system of activities exists exactly as long as it takes to obtain the final result. The concept of the project, however, does not contradict the concept of the company or enterprise and is quite compatible with it. On the contrary, the project often becomes the main form of activity of the company.
There are a number of definitions of the term “project”, each of which has the right to exist, depending on the specific task facing the specialist. Here are some of them:
In its most general form, a project is “anything that is conceived or planned, for example, a large enterprise” (Webster's Dictionary).
From the point of view of a systems approach, a project can be considered as a process of transition from an initial state to a final state - a result with the participation of a number of restrictions and mechanisms (Fig. 1.1.1).
In the “Code of Knowledge about Project Management”, a project is a certain task with certain initial data and required results (goals), which determine the method of solving it. The project includes an idea (problem), a means of its implementation (solving the problem) and the results obtained during the implementation process (Fig. 1.1.2).
An investment project is understood as an investment action that involves the investment of a certain amount of resources, including intellectual, financial, material, human, to obtain the planned result and achieve certain goals within a specified time frame. The financial result of an investment project is most often profit/income, the material result is new or reconstructed assets.
Restrictions:
financial
regulatory
ethical
environment
logistics
activation methods "time"
quality level
indirect impacts
1" Input: Project Output: needs satisfied
needs І і Providing:
knowledge and experience
tools and equipment
technology
Rice. 1.1.1. Project as a process of transition of a system from the initial state to the final state
Rice. 1.1.2. Main elements of the project
financial funds (objects) or the acquisition and use of financial instruments or intangible assets with the subsequent receipt of income.
In the case when some physical objects (buildings, structures, industrial complexes) act as the results of the project implementation, the definition of the project can be specified as follows: Project - purposeful, pre-worked and planned creation or modernization of physical objects, technological processes, technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and measures for their implementation.
So, in the modern understanding, projects are what changes our world: the construction of a residential building or an industrial facility, a research program, the reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the construction of a ship, the creation of a film, the development of a region, - these are all projects.
Compare this interpretation with the one that was accepted in our country until recently: a project is a documented plan for a structure or structure.
You need to know that the term “design” is used to denote this concept in the West.
In a number of industries, such as the aerospace or defense industry, the objects being created are so complex that work on them is carried out not as part of projects, but as part of Programs, which can be defined as a set of projects or a project characterized by the particular complexity of the products being created and/ or methods for managing its implementation. With this approach, the term “project” tends to be associated with relatively short-term goals.
Currently, a number of development programs have been developed and are being implemented in the Russian Federation: fuel and energy, food, transport and communications, housing, mechanical engineering and some others.
The priority federal programs included programs for energy supply, electrification and gasification of rural areas, improving the safety of nuclear energy, the use of non-traditional energy sources, the development of gas fields on the Yamal Peninsula, and the development of the Kansk-Achinsk fuel and energy complex.
Conceptually important is the concept of a system, which can be defined as follows: A system is a group of elements (including both people and technical elements) organized in such a way that they are able to act as a whole in order to achieve their goals (rns .1.1.3). Examples of such systems include the Aeroflot company, Satellite Television System, etc. Accordingly, programs are first-level subsystems (it is not difficult to give examples of Aeroflot programs, etc.), and projects are part of the programs.
Employee system (divisions, companies, etc.)
Structural unit system
Corporate
business system
"Environment
Higher order system
Rice. 1.1.3. Hierarchy of systems A LITTLE Any project goes through a number of phases (stages), about
ABOUT THE HISTORY OF MANAGEMENT which we will talk later. Interrelation of phases, PROJECT functions and display project management subsystems
on in fig. 3.1.1. (Chapter 3, paragraph 3.1).
Of course, in order to carry the project through all phases (stages), it needs to be managed somehow. In this sense, such famous projects as the construction of the Egyptian pyramids or the Great Wall of China were already managed. They managed, and not unsuccessfully (if success is assessed only by timely completion or technical results), projects in the defense, fuel and energy and some other industries of the former Soviet Union.
The need for an independent discipline “Project Management” was realized in developed Western countries with market economies in the 50s of the 20th century. This was caused by a massive increase in the scale of projects and the fact that the concept of project success began to be measured, first of all, by the correspondence of its final cost to the volume of allocated appropriations, the amount of savings and profit margins. The latter, in turn, depended on the complexity (systematicity) of solving many problems that together constitute the subject of management (Fig. 1.1.4).
Among the first project management methods, network planning and management methods (CPM and PERT methods) were developed in the late 50s. They were first used to control the Atlas rocket program and in the construction of a large synthetic fiber plant. In the mid-60s, these methods began to be actively studied and, to a lesser extent, introduced into the practice of capital construction in the USSR.
It should be noted here that back in the late 30s, Soviet scientists developed the theoretical foundations and practical methods of scheduling and flow construction using Gantt charts and the so-called. cyclograms, which in many ways can be considered the foundation of the project management apparatus created later.
In the 70s, a large number of large companies in the West, in response to the growing scale and complexity of their activities in a highly competitive environment, began to develop and use project management methods. The acceleration of this process was facilitated by the widespread introduction of computer information processing systems (Table 1.1.1). Table 1.1.1. STAGES OF DEVELOPMENT OF PROJECT MANAGEMENT METHODS Scope and methods Years | 1970 1975 1 1980 ESSENCE OF MANAGEMENT Project management is a synthetic discipline of PROJECTS, combining both special and superprojects
professional knowledge. Special knowledge reflects the characteristics of the area of activity to which the projects relate (construction, innovation, educational, environmental, research, reorganization, etc. - see Chapter 24).
However, project management has become a truly independent discipline thanks to the knowledge gained as a result of studying general patterns,
Rice. 1.1.5. Graphical representation of the essence of project management
inherent in projects in all areas of activity, thanks to methods and tools successfully used for a wide variety of projects.
Project management methods allow you to: ?
determine the goals of the project and carry out its justification; ?
identify the structure of the project (subgoals, main stages of work to be completed); ?
determine the required volumes and sources of financing; ?
select performers - in particular, through tendering and competition procedures; ?
prepare and conclude contracts; ?
determine the timing of the project, draw up a schedule for its implementation, calculate the necessary resources;
plan and take into account risks;
and provide control over the progress of the project and much more.
DEFINITION Given definition (the most general, but not the only one)
ven) essence of project management, differing from that proposed by the Project Management Institute (USA) in slightly greater rigor.
Project management is a methodology (they also say the art) of organizing, planning, directing, coordinating labor, financial and material and technical resources throughout the project cycle, aimed at effectively achieving its goals through the use of modern management methods, techniques and technology to achieve those defined in the project results on the composition and scope of work, cost, time, quality and satisfaction of project participants.
Of interest is the so-called. “process” concept of project management, which has become widespread in the West (Fig. 1.1.6). Its essence is that the Project as a set of processes
PM process groups* Initiations
Planning
Completion
Management
Execution and control
Planning goals Decomposition of goals Determining the composition of project operations (work) Determining the interrelations of operations Estimating the duration or volume of work Determining resources Estimating costs Creating a work schedule Estimating the budget Developing a project execution plan Determining project success criteria
execution
Performance accounting Quality assurance Preparation of proposals Selection of suppliers Contract control Development of the project team
Timeline analysis Cost analysis Quality analysis Goal confirmation
execution
resources
not of a regular nature
control
changes
Management
resources
Control
Control
quality
Control
Control
contracts
Closing
contracts
Administrator
completion Quality planning Organization planning Personnel assignment Interaction planning Risk identification Risk assessment Developing response Supply planning Preparing delivery conditions
Notes:
*) Groups of processes can overlap in time.
**) The classification was developed based on materials posted on the server of the A-P^esL company.
Rice. 1.1.6. Classification of project management processes The complex integrated nature of PM is described through the processes of which it consists and their relationships. In this case, processes are understood as actions and procedures associated with the implementation of management functions.
BASIC OPTIONS There are the following options for project management schemes:
PROJECT Main system
The project leader (manager) is a representative (“agent”) of the customer and does not bear financial responsibility for decisions made. It can be any legal or natural person - a project participant who has a license for professional management. In this case, the project manager provides coordination and management of the development and implementation of the project, and is not in a contractual relationship with other project participants (except the customer).
The advantage of the system is the objectivity of the project manager, the disadvantage is that the risk for the results of the project rests entirely with the customer.
Advanced Control System
The project leader (manager) assumes responsibility for the project within a fixed (estimated) price. The manager ensures management and coordination of project processes according to agreements between him, the customer and project participants. As in the main system, it can be any legal or natural person - a participant in the project, who has a license for professional management and is able to answer for its obligations to the customer. The project manager manages the project, coordinates supplies and engineering work. In this case, the risk is assigned to the project manager within the contractual terms.
Turnkey system>
The project leader (manager) is a design and construction company with which the customer enters into a turnkey contract with the declared cost of the project.
WHY DO YOU NEED TO MANAGE PROJECTS?
Without exaggeration, we can say that today's Russia is experiencing the most large-scale changes in the economy, management, and way of life. These changes are not only large-scale, but also unprecedented - no other country in the world has seen a radical disruption of one economic system and the formation of another in such a short period of time.
The whole variety of processes occurring in this case can be represented as a set of social, technical, organizational, and economic projects. If we learn to manage these projects, and if managers called upon to make decisions listen to the recommendations of professional project managers, it can be argued that the reforms carried out in the country will be more successful.
At the same time, it is clear how difficult it is to develop and implement in practice a management system that is adequate to the realities of life.
Therefore, it would be an exaggeration to say that project management methodology is a panacea for all failures in the reform mechanism.
Let us note the main areas of change in today's Russia, which are prerequisites for the application and at the same time a potential area of interest for the discipline being studied:
the elimination of the planning and distribution system based on compulsory and volitional administration, the beginning of the formation of a legal regulatory system;
o changes in property relations (denationalization of enterprises and organizations, corporatization, privatization, etc.); ?
the process of demonopolization of producers of various types of goods and services; ?
market change - transition to a relative balance of supply and effective demand; ?
changes in organizational forms (in accordance with changes in property and market relations), accompanied by decentralization of management and the gradual transfer of certain functions to local authorities; ?
changing the production system to “adjust to the market”; ?
changing management methods and means - in particular, the transition to the ideology of program management; ?
abolition of the state monopoly in the field of foreign trade; ?
formation of a market for investment projects, real estate, securities, contracting and other works; ?
creation of a market for investment companies, engineering and consulting firms offering their services in the field of economic, managerial, and information support for projects; ?
the emergence in the investment sphere of the first project-oriented structures created on the basis of both state and private enterprises and companies; ?
certain changes in the psychology of managers; ?
development of new information technologies; ?
active involvement" in the implementation of investment projects of foreign contractors and investors, who traditionally widely use project management methodology;
creation of new market structures working with projects (investment funds, financial companies, commercial banks, etc.), which build their work on a project basis.
Objectively, the complexity of economic management is increasing due to the increase in the number of management entities, the complication of their actions, and the decrease in the level of professionalism of management personnel. Modern investment policy is aimed at financing projects that are implemented in the shortest possible time and can bring maximum profit. In such conditions, the new method becomes a proven tool for implementing any projects of the required quality, on time, within the accepted budget.
However, there are a number of limitations that significantly hinder the spread of the new methodology for managing both large projects and complex programs. These include: a general decline in production and unstable functioning of the economy; insufficient political stability (as an additional risk factor); a sharp reduction in government investment and a decline in investment activity; relatively high inflation; insufficient development of the credit, financial and banking systems, which constrains the turnover of investments and capital; lack of a reliable system of guarantees and benefits for investors, including foreign ones.
A project is a time-limited, targeted change to a single system with established requirements for the quality of results, with possible restrictions on the expenditure of funds and resources, and with a specific organization.
Project characteristics.
The presence of complex and numerous tasks
Unique sequence of events
Finality - start and end dates of work are set
Limited resources and budget
Involvement of a large number of people, usually from several functional areas of the organization.
Established order of tasks
Focus on achieving the ultimate goal
The result is the receipt of the final product or provision of services
The difference between a project and the terms “program” and “production activity”.
A program differs from a project in that it is larger in scale and can consist of multiple projects. For example, the US government has a space program that includes several projects, such as the Challenger project. A construction company enters into a contract for the construction of an industrial technology park - a program consisting of several separate projects.
The difference between a project and a production system is that a project is a one-time, non-cyclical activity. Serial production of products does not have a predetermined end in time and depends only on the availability and magnitude of demand. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects.
Classification of projects by areas of activity
Classification by areas of activity (project type):
Technical (construction of a building or structure, implementation of a new production line, software development, etc.).
Organizational (reforming an existing or creating a new enterprise, introducing a new management system, holding an international conference, etc.).
Economic (privatization of an enterprise, introduction of a financial planning and budgeting system, introduction of a new taxation system, etc.).
Social (reform of the social security system, social protection of disadvantaged segments of the population, overcoming the consequences of natural and social shocks).
Mixed (projects implemented in several areas of activity at once - for example, an enterprise reform project, including the implementation of a financial planning and budgeting system, the development and implementation of special software, etc.).
Mono-projects, multi-projects, mega-projects: concept.
mono-projects - projects carried out, as a rule, by one organization or even one division; They are distinguished by the setting of an unambiguous innovative goal (creation of a specific product, technology), are carried out within strict time and financial limits, and require a coordinator or project manager;
multi-projects - are presented in the form of complex programs that unite dozens of single-projects aimed at achieving a complex innovative goal, such as the creation of a scientific and technical complex, the solution of a major technological problem, the conversion of one or a group of enterprises of the military-industrial complex; coordination units are required;
megaprojects - multi-purpose complex programs that unite a number of multi-projects and hundreds of single-projects interconnected by one tree of goals; require centralized funding and leadership from a focal point. On the basis of megaprojects, such innovative goals as technical re-equipment of the industry, solving regional and federal problems of conversion and ecology, and increasing the competitiveness of domestic products and technologies can be achieved.
General characteristics of the UE.
1.1. What is a project and project management?
1.2. The relationship between PM and investment management.
1.3. The relationship between PM and functional management.
1.4. Transition to project management: tasks and stages of solution
What is a project and project management?
The concept of "project" combines various types of activities characterized by a number of common features, the main ones being:
Focus on achieving specific goals, specific results;
Coordinated execution of multiple interrelated actions;
A limited period of time with a definite beginning and end.
The difference between a project and production system is that the project is a one-time, non-cyclical activity. Serial production of products does not have a predetermined end in time and depends only on the availability and magnitude of demand. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects, but recently the project approach has increasingly been applied to processes oriented towards continuous production (for example, projects to increase production to a specified level over a certain period based on a given budget or the implementation of certain orders that have contractual Estimated delivery time).
A project as a system of activities exists exactly as long as it takes to obtain the final result. The concept of the project, however, does not contradict the concept of the company or enterprise and is quite compatible with it. Moreover, the project often becomes the main form of activity of the company.
There are a number of definitions of the term “project”, each of which has the right to exist depending on the specific task facing the specialist. Here are some of them.
In general project form(English - Project) is “anything that is conceived or planned, such as a large enterprise” (Webster's Dictionary).
From point of view In a systems approach, a project can be considered as a process of transition from an initial state to a final state - a result with the participation of a number of restrictions and mechanisms (Fig. 1.1).
IN « Code of Knowledge on Project Management » project - some task with certain initial data and required results (goals), which determine the method of its solution. The project includes an idea (problem), means of its implementation (solving the problem) and results obtained during the implementation process (Fig. 1.2).
Investment project is understood as an investment action that involves the investment of a certain amount of resources, including intellectual, financial, material, human, to obtain the planned result and achieve certain goals within a specified time frame. Financial result investment project most often is profit/income, material result— new or reconstructed fixed assets (objects) or the acquisition and use of financial instruments or intangible assets with subsequent generation of income.
Rice. 1.1. Project as a process of transition of a system from the initial state to the final state
Rice. 1.2. Main elements of the project
In that case, when the result of the project is a certain physical object (building, structure, industrial complex), the definition of the project can be specified as follows: “A project is a purposeful, pre-developed and planned creation or modernization of physical objects, technological processes, technical and organizational documentation for them , material, financial, labor and other resources, as well as management decisions and measures for their implementation.”
So, in the modern understanding, projects are something , what changes our world: the construction of a residential building or an industrial facility, a research program, the reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the construction of a ship, the creation of a film, the development of a region - these are all projects.
Conceptually important is the concept of a system, which can be defined as follows: “A system is a group of elements (including both people and technical elements) organized in such a way that they are able to interact as a whole to achieve certain goals” (see Fig. 2.6, chapter 2). Examples of such systems include the Aeroflot company, satellite television system, etc. Accordingly, programs are subsystems of the first level (it is easy to give examples of Aeroflot programs, etc.), and projects are part of programs.
The essence of UE. Project management- a synthetic discipline that combines both specialized and supra-professional knowledge. Special knowledge reflects the characteristics of the area of activity to which the projects relate (construction, innovation, educational, environmental, research, reorganization, etc.).
However, PM has become a truly independent discipline thanks to the knowledge gained from studying the general patterns inherent in projects in all areas of activity, as well as thanks to the methods and tools successfully used for a wide variety of projects.
Rice. 1.4. Graphic representation of the essence of UE
UE methods allow:
Determine the goals of the project and carry out its justification;
Identify the structure of the project (subgoals, main stages of work to be completed);
Determine the required volumes and sources of financing;
Select performers, in particular through bidding and competition procedures;
Prepare and conclude contracts;
Determine the timing of the project, draw up a schedule for its implementation, calculate the necessary resources;
Plan and take into account risks;
Provide control over the progress of the project and much more.
Let us give a definition (the most general, but not the only one) of the essence of PM, which differs from that proposed by the Project Management Institute (USA) in somewhat greater rigor.
Project management- methodology (they also say - art) of organization, planning, management, coordination of labor, financial and material and technical resources throughout the project cycle, aimed at effectively achieving its goals through the use of modern methods, techniques and management technology to achieve the results defined in the project composition and scope of work, cost, time, quality and satisfaction of project participants.
Of interest is the so-called process concept of PM, which has become widespread in the West (Fig. 1.5). Its essence is that the complex integrated nature of PM is described through the processes of which it consists and their relationships. In this case, processes are understood as actions and procedures associated with the implementation of management functions.
Each project assumes that for its implementation a temporary organizational structure and, accordingly, a project management system (PMS) are created. Thus, one of the primary tasks of the project manager is to create a management system that will allow him to exercise his power on the project, plan and organize the execution of work, control and coordinate the actions of all project participants. Read more about the soup in chap. eleven.
Basic options for UP schemes.
The following options for UP schemes are distinguished:
Main system. The project leader (manager) is a representative (“agent”) of the customer and does not bear financial responsibility for decisions made. It can be any legal or natural person - a project participant who has a license for professional management. In this case, the project manager provides coordination and management of the development and implementation of the project, and is not in a contractual relationship with other project participants (except the customer).
System advantage- objectivity of the project manager, disadvantage - responsibility for the risk based on the results of the project rests entirely with the customer.
"Advanced control" system. The project leader (manager) accepts responsibility for the project within the limits of a fixed (estimated) price. The manager ensures management and coordination of all processes according to agreements between him, the customer and project participants. As in the main system, the main manager (also called a project manager, project manager) can be any legal or individual participant in the project who has a license for professional management and is able to answer for its obligations to the customer. The project manager manages all processes, coordinates deliveries and engineering work.
In this case, the risk is assigned to him within the limits of the contractual terms.
Turnkey system. The project leader (manager) is a design and construction company with which the customer enters into a turnkey contract with the declared cost of the project.
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