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Organizational project management tools. See pages where the term organization tools is mentioned

When building a network matrix, three basic concepts are used: work (including expectation and dependence), event and path.

Work- this is a labor process that requires time and resources (for example, assessing the situation, analyzing information). In the diagrams, work is depicted as a solid line with an arrow. The waiting process is included in the work, i.e. a process that does not require labor and resources, but requires time. The waiting process is represented by a dotted line with an arrow with the designation of the waiting time above it. The dependence between two or more events indicates the absence of the need to spend time and resources, but indicates the presence of a connection between jobs (the start of one or more jobs depends on the completion of others), is depicted by a dotted line with an arrow without indicating time.

Event- this is the result of the execution of all the work included in this event, allowing you to start all the work that comes out of it. On the network matrix, the event is depicted, as a rule, in the form of a circle.

Path- it continuous sequence activities from the initiating event to the final event. The path with the longest duration is called the critical path and is indicated in the matrix by a thickened or double line with an arrow.

Exists general rules building network models, the knowledge of which allows you to avoid errors.

Job designation rule. In practice, there are often cases when two or more jobs come out of the same event, run in parallel, and end with the same event.

Deadlock rule. V network model there should be no dead ends, i.e. events that do not produce any work, except for the termination network event.

Unsecured Events Prohibition Rule. There should be no events in the network model that do not include any work

Delivery Image Rule. Delivery is a result that is received outside the system, i.e. is not the result of the work of this company.

The rule of organizational and technological relations between works. The network model takes into account only the direct connection between jobs or the connection through dependence.

technological rule building network models. But if it is necessary, for example, to show that the work is preceded by another work, then the model should be depicted differently (with a dash-dotted arrow).

To build a network schedule, it is necessary to establish in the technological sequence which works must be completed before the start of this work, which ones are started after the completion of this work, which must be completed simultaneously with the execution of this work.

The belonging of the work (arrow) to one or another horizontal "corridor" is determined by its horizontal position or its scale-free horizontal section in this "corridor". The belonging of the work (arrows) to the vertical "corridor" is determined by the vertical lines that determine the time scale of the matrix.

The duration of each work on the network matrix is determined by the distance between the centers of two events that enclose this work (arrow) in projection onto the horizontal time axis. The location of each event on the network matrix is determined by the end of the farthest to the right (on the time grid) arrow included in it. All other arrows less distant to the right of the y-axis, included in the same event, are connected to it by a dashed line with an arrow at the end.

Dependence, going on a matrix with a slope to the right of the y-axis, is depicted as a broken broken line with an arrow at the end. Dependence running along the vertical (its projection on the horizontal time axis is a point, and hence the duration is 0) is depicted, as usual, by a dotted arrow. The deviation of the arrows to the left from the y-axis on the network matrix is not allowed. The length of the wavy line shows the amount of private slack.

The most important advantage network matrix is that there is no need to calculate the parameters of the matrices, since they are clearly shown in the figure itself.

but This approach also has its drawbacks.- in complex projects, the visibility of the matrix is lost due to the piling up of work. In this case, it is necessary to break the matrix into parts - to create hierarchical structures, to move individual blocks of work into auxiliary matrices.

Organizational toolkit. Network matrices

The problem of increasing the scientific validity of the formation of management systems puts forward the need to use new progressive methods and an effective organizational tool in the process of their design: network matrices, matrices for separating administrative management tasks, regulations, economic and mathematical models, normative materials on management structures, official duties and etc.

The use of network matrices in the management process makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure of the necessary work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for the implementation of the entire complex of work to solve assigned task. Such a plan, based on the analysis of the network matrix and the identification of critical activities, makes it possible to reallocate resources for their more efficient use. It also becomes possible, with the help of computer technology, to quickly process large amounts of reporting data and provide the company's management with timely and comprehensive information about the actual state of work, which facilitates the correction of decisions made, predicts the progress of work on the critical path and concentrates the attention of managers at various levels on them. Using the mathematical apparatus, it is possible to determine the degree of probability of the implementation of the plan and correctly distribute responsibility among the hierarchical levels of management.

The network decision matrix is a graphic image of the management process, where all the operations that are necessary to achieve the ultimate goal are shown in a certain technological sequence and interdependence. The network matrix is combined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the level of control, structural subdivision or an official performing one or another operation of the process of preparation, adoption and implementation of the decision; vertical - stages and individual operations of the decision-making process occurring in time.

Aggregation, impact, activity, change, tool, combination, cooperation, coordination, methodology, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Substantiation, development, approbation, adaptation, classification, application and modernization of modern tools of the organization.

All organizational activities of an individual, group, corporation, society as a whole must be provided by one or another set of specific means and methods of purposeful influence, reliably represented by such a concept as tools.

Tools

(From lat. - instrument of labor) - an ordered set, a complex of means of purposeful influence and methods of their application.

Unlike a separate tool, the choice, adaptation and application of which can be carried out randomly, based on the prevailing circumstances, the toolkit is initially developed and formed as a single complex for ensuring the implementation of purposeful activities. This is what determines both the actual set of chosen and mastered tools, and the technology of their cooperation, combination and application. Moreover, such interrelations are established not only within relatively independent sets of instruments of research and influence, but also between their individual components or them in a complex.

The substantiation, development, construction and application of the organization's tools are based on the unity of the universal process of research and influence, the use of its potential, content and results by the widest range of scientists and practitioners. This makes it possible to exclude parallelism, duplication, inconsistency, improve the sequence of building an organization, significantly increase the efficiency of its functioning and development, ensuring purposeful coordination and adaptation of the actions of all participants, users and even observers.

Such coordination is in demand by a number of objective factors and subjective goals of the organization. First of all, the research tools are substantiated, formed and applied universally to both objective and subjective organizations. Moreover, often it is he who becomes not only a single, but also the only basis for the development and implementation of a targeted impact on a mixed organization.

Meteorological conditions for the organization of flights of airliners

Research and influence tools should be sufficiently independent, their natural aggregation cannot distort the content and results of the application. This problem is especially relevant for a wide variety of conformist organizations, where reports are drawn up according to the principle "as much as necessary, as much as we will show," and what happened and its results are qualified with the explanation: "We planned it." Successful solution of this problem necessitates ensuring the required level of independence in the use of research tools and the validity and effectiveness of the impact. On this basis, an important organizational rule is formulated.

Adequate research is essential to ensure effective exposure

In real conditions, it is important to understand that the instrumental approach actually determines not only two independent procedural manifestations, but the entire possible scale of selection, evaluation, correlation, transformation, cooperation, etc. explored and changed. Moreover, the configuration of this scale can have not only a linear, but also a parallel and branched, including multidimensional, representation that activates the development and use of derivative modifications as independent tools, such as classification and its corresponding correction.

The forms of modeling such a tool palette in the process of adaptation can also be differentiated and brought to the subject-object base, procedure, structure, specific features and other characteristics of a particular organization. This allows you to determine in more detail the use of a variety of research and influence tools, expand and present them in the form of a universal range of methods and tools, select differentially, purposefully modify and use modern, adapted and most effective models for building an intellectual and material organization (see applications, situation 4) .

The logic of building and using the complex tools of the organization is laid in the foundations for the development, implementation and application of a specific methodology for analysis and evaluation. The effectiveness of research is determined by the universality, diversity and level of development of the instrumental palette, the formation of a wide range of necessary methods for applying a wide variety of procedures, the arrangement of these and other components into a single set of applied configurations.

All this convincingly proves that an absolutely necessary basis for the development and implementation of any impact is an adequate toolkit for analyzing and evaluating the distinguished and studied qualities of an organization, determined by the subject-object orientation. Moreover, both the subject and the object of the organization have their determining influence on the formation and application of specific tools.

So, for example, it is the subject who represents and plays the most probable scenarios for the development of the situation, and the object approach applied by him directly forms the necessary foundations for constructing and using organization modeling tools.

The actual modeling tools are widely and diversely used in programming, design, development, construction and maintenance of the functioning and development of a wide variety of organizations. Examples of such use are given extensively and in detail in scientific publications and reports on research programs conducted directly at specific enterprises and organizations. They comprehensively reveal and convincingly show the organizational nature of the formation and the effectiveness of the use of modeling, the versatility, complexity and effectiveness of this toolkit of the organization.

The essence and main effect of its application lies in the fact that modeling makes it possible to avoid catastrophic errors by conducting an experiment, to identify extreme trends, and to determine promising directions. This makes it possible to achieve decisive innovations in the construction, adaptation and application of specific tools for research and transformation of the processes of mixed and subjective organization with much less money, but with greater guarantees.

V real life, even when attention is not specifically focused on the use of such tools, in the representations of the intellectual organization of one's own consciousness, the individual anyway, one way or another, "scrolls" the upcoming actions and their possible consequences, which in itself is already a simulation. It is this nature that determines the key place, the determining role and the strategic perspective of the formation and development of modeling as one of the fundamental units of the modern representation of the universal toolkit of the organization.

It is clear that the research toolkit includes many other very diverse, constantly improving ways of studying the organization. Their composition, content, configurations of interaction and use are determined by the goals, objects and conditions of application, the form of integration of individual studies and their results into the process organizational change and development of the organization (see annexes, situation 4). Examples of such integration will be discussed in more detail in Chap. 18 of this textbook, here the authors limit themselves to the already given provisions for the presentation of research tools and an assessment of its place and role in the formation, functioning and development of a modern organization.

The application of the object approach inevitably faces the need to study and resolve the emerging hierarchical contradictions of the organization. In contrast to self-organization, their importance in the construction and use of universal organizational tools increases dramatically, as they move into the sphere of formation and development of management relations. In the course of the practical application of the organization's tools, within the framework of the development and implementation of a specific impact, contradictions directly arise in the distribution of powers and ensuring coordination between the participants in this process.

Indeed, the diversity of understanding, the contradictions of application, or even the substitution of the essence of coordination by the content of the organization are quite common in theory and practice. Similar tendencies of their comparison, analysis and evaluation, the conclusions made on them again actualized the question of the theoretical relationship and practical application concepts of organization and coordination.

In the course of substantiation, construction and use of complex research and impact tools, the ratio of organization and coordination becomes one of key provisions. Moreover, this leads a number of scientists and practitioners to the assumption that any function of the organization aggregately includes, should or can include the content of coordination at the level of the subject of research or impact.

A reasonable resolution of this problem is necessary to determine the functional manifestation of the coordination aggregate in the toolkit of the organization and can be conceptually considered in Fig. 11.1 as a conceptual model.

As can be seen even from a superficial analysis of the construction of this model, the real relationship between organization and coordination is manifested in the presence or absence of hierarchy relations in them. Indeed, only a subordinate can be organized, but the success of interaction also depends on those who are not subordinate to you. Linking

Rice. 11.1.

joint actions of various, independent subjects to achieve a single goal at this stage are provided by the coordination function (see annexes, situation 2). In this manifestation, coordination does not enter into the function of the organization, but it absolutely develops the use of the tools of the organization.

At the same time, further analysis shows that the control action, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions are possible and necessary to organize accordingly, most often becomes inadequate, late or emasculated by the administrative-bureaucratic procedure. In this case, the content of the impact is somehow transformed into an organization that is consistently integrated into a single toolkit, which is far from always justified by the situation and provides an effective solution to the tasks set.

The coordination tool is initially distinguished as an alternative to the organization, providing direct, operational, equal interaction between all interested, participating or benefiting entities. It is formed, formed, implemented, adjusted and developed on an equal footing, in real time, within the framework of a single socio-economic and administrative-legal market space. All this makes it possible to create conditions for ensuring the most complete, comprehensive, balanced and independent consideration of both private and general interests of any organization.

At the same time, the content and results of coordination largely depend on the status and condition of the corresponding subjects, which does not always ensure equality of opportunities for their interaction. In this case, coordination is latently or openly transposed into an organization carried out by a higher level, based on the priority of its formal or informal status, and in some cases the position of one of the parties.

It is this phenomenon that is often mistaken for coordination, which, according to some researchers, is directly part of the organization. Meanwhile, the one-sided, vertical orientation of such influence clearly indicates the initial lack of coordination in it and its implementation on a strictly organizational, hierarchically developed basis. And indeed, not coming to an agreement on interaction acceptable to all, the parties, as a rule, appeal to a higher level, relying on its organizational participation in resolving the problem.

The given configuration reflects the ratio of organization and coordination not only in the study, but also in the impact on the object. It allows for the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of complex implementation of organization and coordination tools, ensuring their interaction in processes and management systems will be considered in more detail in the last section of the textbook, here the authors dwell on the differences between them already highlighted above.

The universality of the organization's tools is manifested not only in the development and application of a single mechanism or its purposeful switching with functions such as coordination. It, as it was shown at the beginning of this chapter, can also be realized in the most direct way in an absolutely necessary, organic and consistent combination of research and impact on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregated manifestations of a particular organization.

Based on the use of a wide palette of a wide variety of configurations, a combination of external tools, means, methods, techniques, procedures for directly influencing the formation and development of organizational relations in real processes and systems, the organization's tools are used in the form of complex universal structures that combine individual components into a well-functioning, purposefully acting mechanism. organizations. The basic procedures of such a mechanism are constantly being upgraded and expanded with innovative configurations that largely determine the essence and content of organizational changes and the development of the organization.

The configurations for building and using such tools are understandable and diverse, the tasks they solve are specific, but in general, the most common aggregations of basic models can be represented as follows (Fig. 11.2).

The configurations shown here have a simplified (linear-horizontal) representation that reflects the fundamentals

Rice . 11.2.

principles, content and sequence of their development and construction. In practice, such a dependence can branch out, develop, specialize and modernize not only at the development stage, but also in the course of using a specific toolkit, which significantly expands the application palette of its use.

At the same time, it is the sequence and continuity of the linear switching of the presented chains, which reflects a specific methodology for constructing organizational tools. So, in the chain at the first level, the order already by its own status determines the rigidity of the regulation of the implementation of a particular command. In each specific case, on this basis, applied methods should be formed, adapted and applied to ensure the most complete achievement of the organization's goals through the targeted design and use of one or another aggregation.

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ANO VPO "KAZAN INSTITUTE OF FINANCE, ECONOMICS AND INFORMATION"

FACULTY OF ECONOMICS AND MANAGEMENT

Course work

Subject: "Project Management"

On the topic of

“Project: the concept and essence of the project. Organizational project management tools"

Work completed

5th year student

Faculty of Economics

Abdrashitova G.N.

Kazan

Introduction

1. Project

1.1 Concept and essence of the project

1.3 Structuring the project

1.4 Classification of projects

2. Organizational tools for project management

2.1 Types of organizational tools

2.2 Project planning

2.3 Network graphs and network matrices

2.4 Matrix of separation of administrative tasks of management (AMS)

2.5 Information technology management model (ITM)

Conclusion

Appendix

Introduction

“It is projects that change this world” http://www.gkmim.ru/about/publications/book_history . Many will be surprised to hear that the history of project management began simultaneously with the history of Homo sapiens, which differs from animals precisely in the ability to consciously and purposefully influence the world for the purpose of changing it.

Today, compared to our distant ancestors, we know much more about the world around us, and it is difficult for us to imagine our ability to change it ourselves. At the same time, we sometimes forget that thousands of years ago, a man for hunting a saber-toothed tiger needed no less intelligence, analytical skills and the ability to manage risks than our contemporary, doing business in the vast expanses of the world market.

From a modest mammoth hunt project to the seven wonders of the world, the best of the human race go through the same steps over and over again: conceive, plan, control and implement.

So, an attempt to find the very first project is doomed. Another thing is that those rare people who were able to reasonably, far-sightedly, reliably, coherently, realistically and inventively manage projects that change the world were very rare at all times and were valued "for their weight in gold."

Today, the rapid development of civilization and the acceleration of scientific and technological progress dictate other approaches to project management. The time of heroes is passing - the time is coming for a new profession with its own specific functions - the project manager: the historical and social necessity is ripe.

It is also worth noting that a person throughout his history almost continuously creates something. But the results are always different, namely, according to that - one might say - a universal feature that allows us to distinguish among them more or less everyday (for example, in the USSR, the same type of multi-storey buildings were often built for the population of cities and urban-type settlements) and unique fruits of human activity, such as - for example - the Ostankino tower or the tunnel under the English Channel.

The actual creation of extraordinary items or services is highly valued at present stage especially in advanced economies. But not only: in Russia, there was an awareness of the importance of this skill, that is, the ability to manage projects.

In this regard, this course work aims to reveal the essence of the project and the process of managing it (the object of this work) through consideration organizational aspect this activity (the subject of the course work).

Thus, the following main tasks of the course work can be distinguished:

Consideration of the essence of the project and project activities;

· consideration of organizational project management tools.

1. Project

1.1 Concept and essence of the project

A modern organization is able to exist and successfully compete in the market only under the condition of constant development and adaptation to changing business conditions. Rhythm acceleration modern life, variability environment increases the instability of the functioning of companies, forces them to carry out frequent and rapid changes, to adapt to changes in external conditions. To cope with this task allows project activity. "A successful company today is a company that successfully implements projects" http://projectm.narod.ru/publico12.htm.

Project management for Lately has won recognition as the best method for planning and managing the implementation of investment projects. Currently, a significant part of the activities of organizations is project-based. “The current trend towards even greater dynamics and variability of the environment leads to the fact that in the foreseeable future the activities of companies will be 100% project-based” http://www.betec.ru/index.php?id=6&sid=18 .

There are many definitions of the term "project". Here are some of them. A project is “something that is conceived or planned, for example, a large enterprise” http://orags.narod.ru/manuals/html/ito/ito_51.htm, this is a temporary enterprise designed to create unique products or services.

Temporary means that any project has a beginning and an end when the set goals are achieved or there is an understanding that these goals cannot be achieved. "Unique" means that the created products or services are significantly different from other similar products and services.

"The project is a unique activity that involves the coordinated implementation of interrelated actions to achieve certain goals under time and resource constraints" http://www.betec.ru/index.php?id=6&sid=18 .

An authoritative organization in the field of project management project management The Institute defines a project as “a set of actions (processes) that bring results, during which human, financial and material resources are organized in a certain way so that the result meets the approved specifications, cost and time costs both in terms of quality and quantity” http ://www.cfin.ru/vernikov/kias/chaose.shtml . A project is understood as a system of goals formulated within its framework, created or modernized for their implementation of physical objects, technological processes; technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and activities for their implementation.

The work in the project plan represents some activity necessary to achieve specific results (end products lower level). Thus, the activity is the basic element (discrete, component) of the activity at the lowest level of detail, which takes time to complete and which can delay the start of other activities. The moment of completion of work means the fact of receiving final product(result of work). Work is a basic concept and provides the basis for organizing data in project management systems. In practice, the term task is often used to refer to a detailed level of work. In a general sense, these two terms are synonymous. The term task, however, takes on other formal meanings in specific planning contexts. For example, in the aerospace and defense fields, a task often refers to a top summary work level that can contain multiple groups of work packages. Further, the term task is used only in its general sense, as a synonym for work.

Thus, in the modern sense, projects are what change the world: the construction of a house or an industrial facility, a research program, the development of new technology, the creation of a movie, the development of a region - these are all projects.

1.2 Signs and properties of the project

All projects have common properties: include the coordinated implementation of interrelated activities; have a limited duration in time, with a definite beginning and end; Everyone is different and unique in some way. The project involves a set of interrelated goals. It assumes precise definition and formulation of goals, starting from the highest level, with gradual detailing at the lower levels. If the synchronization of interrelated tasks (operations) is disturbed, when some cannot be started if others are not completed, the entire project can be jeopardized. Relationships can be both obvious and represent a more complex nature of the interaction. "The project is a complex system, consisting of interrelated dynamic parts, requiring a special approach to management” http://orags.narod.ru/manuals/html/ito/ito_51.htm . The project ends when the main goals are achieved. A significant part of the efforts is aimed precisely at ensuring the timing of the project.

The difference between a project and a production system lies in its one-time and uniqueness. The degree of uniqueness of projects can vary greatly for different projects. Sources of uniqueness can be of a different nature, including in the specifics of a particular production situation. The degree of uniqueness is usually determined by the ability to use past experience.

Among the main features of the project are http://www.betec.ru/index.php?id=6&sid=18:

uniqueness and uniqueness of the goals and activities of the project;

· coordinated performance of interrelated works;

focus on achieving final goals;

limited in time (the presence of a beginning and an end);

limited resources.

Any project does not exist in isolation, but surrounded by many different subjects and - accordingly - under the influence of their influence.

The project has a number of properties: it arises, exists and develops in a certain environment, called the external environment, the composition of the project does not remain unchanged in the process of its implementation and development: new elements (objects) can appear in it and other elements can be removed from its composition.

"Project participants are the main element of the structure, as they ensure the implementation of the plan" http://orags.narod.ru/manuals/html/ito/ito_51.htm. Each participant has his own functions, the degree of participation and the degree of responsibility for the fate of the project.

1. 3 Structuring project

To manage the project, it should be divided into hierarchical subsystems and components. In project management terms, the project structure is a "tree" of project product-oriented components represented by equipment, works, services, and information obtained during the implementation of the project. We can say that the structure of the project is the organization of connections and relationships between its elements. The formation of the project structure makes it possible to present it in the form of much smaller blocks of work, up to obtaining the smallest items that can be directly controlled. It is these blocks that are transferred under the control of individual specialists responsible for achieving specific purpose achieved during the implementation of the tasks of this block.

To structure the project, it is necessary to ensure the separation of the components of the project products, stages life cycle, as well as elements organizational structure. The structuring process is an integral part of the overall process of planning a project and defining its goals, as well as preparing a consolidated (master) project plan and a matrix for distributing responsibilities and duties. Thus, the main tasks of structuring should include the following:

breaking down the project into manageable blocks;

distribution of responsibility for various elements of the project and linking work with the structure of the organization (resources);

· an accurate assessment of the necessary costs - funds, time and material resources;

creation of a single base for planning, budgeting and cost control;

· linking the work on the project with the accounting system in the company;

the transition from general goals to specific tasks performed by departments of the organization;

Definition of work packages (contracts).

The process of project structuring is, in fact, the construction of a hierarchical work structure (WBS), that is, a consistent multi-level splitting of the goal into the work that needs to be done in order to achieve the goal.

Fig.1.1 An example of a hierarchical structure of work.

The following principles must be observed when constructing an IRS:

lower-level works are a way to achieve upper-level works;

Each parent job can have several child jobs, the achievement of which automatically ensures the achievement of the parent job;

Each child job can have only one parent job;

Decomposition (partitioning) of the parent work into children is carried out according to one criterion;

· at the same level, child works that decompose the parent must be equivalent;

· when constructing a hierarchical structure of work at different levels, different decomposition criteria can and should be applied;

· the sequence of work decomposition criteria should be chosen in such a way that as much as possible of the dependencies and interactions between works is at the lowest levels of the WBS;

· at the upper levels of work must be autonomous.

An important circumstance is also that the decomposition of works stops when the works of the lower level satisfy the following conditions. First of all, the work should be clear and understandable to the manager and project participants, that is, they should be quite elementary. The end result of the work and how to achieve it should also be clear. In addition, time characteristics and responsibility for the performance of work must be clearly defined.

Consideration of the structuring process as an integral part of the nature of project activities showed that, firstly, the project structuring process is quite important, and in some cases even necessary condition project implementation. Secondly, structuring here serves more good governance project (“it is change management, an activity aimed at implementing the project with the greatest possible efficiency under given time constraints, cash(and resources), as well as the quality of the final results of the project” http://orags.narod.ru/manuals/html/ito/ito_51.htm), as well as facilitating the work on the project. And thirdly, it is clear that in addition to everything else, the structuring of the project is also a means, a toolkit that ensures the achievement of the goals of the project.

1.4 Project classification

For a fairly holistic view of the nature of the project, I consider it necessary to consider its various types in order to consider their features.

Each specific project is determined by 4 classification features: scale; terms of implementation; quality; limited resources. In addition, it is necessary to take into account the place and conditions for the implementation of the project.

It is customary to distinguish the following main types of projects:

1. investment;

2. large-scale (small, mega-projects);

3. defect-free;

4. multiprojects;

5. single projects;

6. modular;

7. international.

For investment projects, it should be taken into account that investments can cover both the full scientific, technical and production cycle of creating products (resources, services), as well as its elements (stages): research, training, reorganization of production, etc.

For short-term projects, it is typical that the customer usually goes to increase the final (actual) cost of the project, since he is most interested in completing it as soon as possible. For defect-free projects, higher quality is used as the dominant factor, and therefore their cost is usually very high. An example is the project for the construction of a nuclear power plant. The term "multi-projects" is used in the case of the implementation of several interrelated projects.

2. Organizational project management tools

2.1 Types of organizational tools

The first part briefly reviewed the nature of the project and related activities. At the same time, the issue of structuring work to achieve the goals of the project was raised. It is obvious that such activities, as noted above, serve to increase the efficiency of project activities in various parameters (cost, timing, etc.). Organizational tools can also be named among the elements of project activity. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:

1. network matrices (a higher level of scientific development of "network graphs"):

present the entire project implementation process in a visual form,

· identify the composition and structure of work, and acceptable means and methods of their implementation;

analyze the relationship between performers and work;

· prepare a science-based coordinated plan for the implementation of the entire range of work on the project for more efficient use of available resources and reduction of time.

2. Matrix of separation of administrative tasks of management (CAM):

Using this matrix in the project management system, it is possible to divide the duties, rights and responsibilities of all project participants in the project team and, on this basis, build an organizational and dynamic structure and information system.

3. information technology model (ITM):

Helps to carry out the design of project management technology, that is, fixing the sequence and relationship of solving management problems.

2. 2 Project Planning

The planning process is at the heart of project implementation. Planning in one form or another is carried out throughout the life of the project. "Planning is continuous process determining the best course of action to achieve the set goals, taking into account the current situation” http://www.betec.ru/index.php?id=6&sid=18 . Early in the life cycle of a project, an informal preliminary plan is usually developed - a rough idea of what will need to be done during the implementation of the project. The decision to select a project is largely based on preliminary plan evaluations. Formal and detailed project planning begins after the decision to open it is made. Key events are determined - milestones of the project, tasks, works and their mutual dependence are formulated.

The project plan is a single, consistent and consistent document that includes the planning results of all project management functions and is the basis for the execution and control of the project.

2. 3 Network Graphs and Network Matrices

The project consists of many stages and steps carried out by different performers. This complex process must be clearly coordinated and linked in time. The following requirements are imposed on planning and management systems:

the ability to assess the current state;

predict the future course of work;

· to help choose the right direction to influence current problems so that the whole complex of works is completed on time and according to the budget.

At this stage, the sequence of work that is part of the WBS is determined, resulting in a network schedule. This graph represents an information-dynamic model that reflects the relationships between the activities required to achieve the ultimate goal of the project. The network diagram is also useful in the development of large systems in which many performers of work are employed, for the operational management of development.

The network diagram depicts all the relationships and the results of all the work necessary to achieve the final goal of the development, in the form of a directed graph, i.e. a graphic scheme consisting of points - graph vertices, connected by directed lines - arrows, which are called graph edges. The duration of work can be determined in the presence of norms of labor intensity of work - by the appropriate calculation; in the absence of labor intensity standards - expertly. Based on the network schedule and estimated duration of work, the main parameters of the schedule are calculated.

There are two possible approaches to building network models. In the first case, the arrows on the graph depict the work, and the vertices - the events. Such models are classified as "Job-Arrow" and are called network graphs. In the second approach, on the contrary, events correspond to arrows, and jobs correspond to vertices. Such models are classified as "Work-top" and are called networks of precedence (each subsequent work is connected with the previous one). On Fig. Figures 2.1 and 2.2 show examples of these types of models.

Works are any actions that lead to the achievement of certain results - events. Events, except for the initial one, are the results of the execution of work. Only one job or sequence of jobs can be executed between two adjacent events.

To build network models, it is necessary to determine the logical relationships between jobs. The reason for the interconnections are, as a rule, technological limitations (the start of some works depends on the completion of others). The complex of interrelations between works determines the sequence of work execution in time.

Fig.2.1 Network model of "Job-arrow" type - Network diagram.

Fig. 2.2 Network model of type "Work-node" - Network of precedence

When managing project activities, tools for creating hierarchical network models are often used. "The process of building a network is done in steps" http://www.iis.nsk.su/preprints/Monog/MONOGR/node49.html. First of all, the root level of the hierarchical network is created, which consists of structural transitions of the work system, representing its modules. Also at this stage, places are created that model interaction points. These places and structural transitions are connected by arcs in accordance with the project implementation stage. The next three generation steps are performed sequentially for each module. At the second step, a network is generated that implements the module. This network, in turn, will contain structural transitions. At this stage of construction, the arcs are not created, but are completed at the next step, where subnets are created corresponding to structural transitions. After that, individual operators are broadcast. In the process of constructing such a network, arcs are created for the second-level network. At the fourth step, structural transitions are created that implement procedures and functions, if any. At the final step - network optimization - all empty transitions are removed, that is, transitions that have empty bodies and do not have expressions on the output arcs.

Network matrices, as mentioned above, are a higher level of scientific development network charts. They are "a graphic representation of the project implementation processes, where all work (management, production) is shown in a certain technological sequence and the necessary interconnection and dependence" http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040 .htm

It is combined with a calendar-scale time grid, which has horizontal and vertical "corridors": horizontal "corridors" characterize the level of management, structural unit or official performing a particular job; vertical - stage and individual operations of the project management process, occurring in time (Appendix 1).

The process of building a network matrix based on the network of precedence ("Work-top") includes the following steps. First of all, this is the definition of participants in the implementation of the project, their distribution hierarchically and formatting in the form of a table (for example, as shown in Appendix 1): line by line from top to bottom in accordance with the position occupied in the project. It is determined what everyone can do and what is really required of him for the needs of the project. Then a list of works is compiled, the implementation of which is necessary to achieve the goals. Using, for example, the critical path method, the order of work execution is determined. Then, marking the work symbol(circle, square, etc.), they are distributed into the cells of the calendar-scale grid, in which the model is placed, the elements of which are subsequently connected by arrows, illustrating - in turn - the sequence of work.

When building a network matrix, three basic concepts are used: "work" (including expectation and dependence), "event" and "path".

Work is a labor process that requires time and resources; the concept of “work” includes the waiting process, that is, a process that requires not labor and resources, but time, which is depicted by a dotted arrow with a designation of the waiting time above it.

Event - the result of the execution of all the work included in this event, allowing you to start all the work coming out of it; on the network matrix, an event is usually indicated as a circle.

Path - a continuous sequence of works, starting from the initial event and ending with the final one; the path with the longest duration is called the critical path and is indicated in the matrix by a thickened or double arrow.

The following parameters of network graphs are distinguished:

time of early start (RN) of this work;

time of early completion (RO) of this work;

late start time (LN) of this work;

late completion time (LT) of this work;

a full reserve of time for this work;

private time reserve for this work;

Work stress factor.

That is, it can be seen here that almost all of them are associated with a temporary limitation of work, on the basis of which we can confidently assert that the use of network diagrams in general and network matrices in particular is designed to ensure, first of all, the planning of the timing of various works. Network planning methods are "methods whose main goal is to minimize the duration of the project" http://www.projectmanagement.ru/theory/pm_glos.html. This, in turn, will allow more rational planning of work and resources at the stages of project activities, some or all of which will be identified precisely as a result of building a network matrix.

2.4 Matrix of separation of administrative tasks of management (AMS)

The RAZU matrix can be considered as a means of matching the inputs and outputs of the system. It consists of the following elements:

· in the names of the columns there are inputs - functional divisions, services, positions of project participants;

· in the columns of the names of the lines, tasks are listed, i.e. activities that make up the project management process;

· in the field of the matrix, conventional signs denote transformation functions that connect sets of inputs and outputs.

Thus, the matrix of separation of administrative tasks of management provides, first of all, the visibility of work planning specifically for certain officials or departments of the organization. And among the control functions (transformation) when designing the RAZU matrix, the following are distinguished:

Responsibility for solving a particular project management problem;

the content of the performer's activities to implement the task;

· the content of the activities of the contractor for the preparation and maintenance of the implementation of the task.

2.5 Information Technology Management Model (ITM)

ITM is a management process model that contains a standardized description of the order and conditions for solving project management tasks. The main purpose is a description of the project management technology, that is, fixing the sequence and interconnection of solving the entire complex of project management tasks.

There are the following stages of ITM development:

information tables are being developed (Fig. 2.3);

Information technology models are formed on the basis of information tables: responsibility for solving a particular project management task; the content of the contractor's activities to implement the task; the content of the activities of the performer in the preparation and maintenance task implementation - transformation functions occurring in the RAZU matrix;

· a consolidated project management model is formed, which is an effective organizational tool for building a system for providing targeted management functions.

Fig. 2.3 An example of an information table when building an ITM

To build an information technology model, you must:

· highlight the target control functions, which is displayed in the rows of the first (left) column of the table;

determine the supporting subsystems (they are indicated in the names of the remaining columns);

· set the place of each task (from the information tables) in the model. To do this, it is necessary to check the compliance of the task of the objective control function with the supporting subsystem and write it into the corresponding square of the matrix model. The result is a consolidated project management model that allows you to analyze the performance of all target management functions and build a classifier of work by performers. It represents practically job description performer, which is convenient for a specialist to work with and which is easily controlled by management. The material discussed above shows the similarity of such organizational tools as the RAZU matrix and ITM. Namely, the similarity lies in the fact that in both cases, the coordination of various elements of the project activity system is carried out. At the same time, the RAZU matrix coordinates the tasks facing the executing structure and the specific contractor, indicating the work and responsibility. And the information technology model reflects the relationship between objective functions and ensuring the achievement of goals. At the same time, network models reflect the relationship of work (resources) and results at a certain stage. This is common with the RAZU matrix and ITM.

Conclusion

In accordance with the designated topic of this course work and the goals set, the essence of the project and project activities was considered, and the organizational tools for project management were considered as the most important means of achieving the goals set for the project management.

The considered material showed that the project is an ambiguous concept, and the scope of its application is practically unlimited. In addition, project activities have not only proven themselves positively, but even today continue to develop and spread at a fairly good pace.

It can also be seen that a more important concept is project activity, and not a project as such: after all, without the implementation of the plan, the project loses its value. Project implementation is directly related to such processes as project structuring and other actions that are part of the planning process (which occurs throughout the entire project activity).

Among the methods and means aimed at improving the efficiency of actions to achieve the goals of the project, organizational project management tools stand out: network matrices as a higher level of scientific development of network diagrams, a matrix for separating administrative management tasks, and an information technology model.

The above material shows the effectiveness of the use of these types of organizational tools, since their use allows you to increase the effectiveness of activities to achieve the goals set for the project team.

Bibliography

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