Effective project management. Project management analysis

"Of all the challenges NASA faced in sending a man to the moon, control was probably the most difficult task."

- Roger Launis, NASA Historian

Throughout history, mankind has accumulated an impressive list of successfully implemented complex projects. From the construction of the Pyramids at Giza to sending a man to the moon, the most daring human endeavors required the coordinated work of thousands of people. And this implies complex system project management.

Although only a few of us will be faced with tasks of this magnitude, most of the readers of this blog are faced with project management in one way or another. According to PMI estimates, there will be by 2020 - and many other professionals often have to manage mini-projects, at least for personal level.

In simple terms, Project Management is all about managing and organizing everything you need to achieve a goal - on time and on budget, of course. Whether it’s developing new software, running a marketing campaign, or landing a man on Mars, project management is the key to success.

All projects are different. There is no perfect project management system for every type of project. Also, there is no system that would fit every leader and be comfortable for all team members. However, during the existence of project management, many effective approaches, methods and standards have been created that can be adopted. We will talk about the most popular of them today.

The developed approaches are very different from each other. They differ in scope, detail, self-sufficiency, and formalization. We've called them “methods” in the title for convenience, but in fact, this article introduces the standards, concepts, methods, and frameworks that are used in project management. The purpose of this article is to provide the broadest overview of existing approaches in project management.

In this article, we'll cover:

• Classic project management
• Agile
• Scrum
• Lean
• Kanban
• SixSigma
• PRINCE2

And before looking at specific methods, let's answer the obvious question - "Why do we need project management systems and methods at all?"- consider, of course, briefly, the history of project management and define the basic terms of project management.

Why "project management"?

The names of Neil Armstrong and Buzz Aldrin will forever go down in history as symbols of one of the greatest achievements of mankind - the landing of man on the moon. However, the major contributors to this event were 400,000 NASA employees and 20,000 companies and universities who worked together on the Apollo mission.

In 1961, John F. Kennedy set the task of landing a man on an Earth satellite and returning him back - despite the fact that at that time NASA sent a man into space for only 15 minutes. Such an ambitious goal required an incredible amount of resources, cooperation, innovation and planning.

As NASA's book Managing the Moon Program states, the main problem was not, “ what to do?", but in that, " how to do so much in such a short time? " According to Dr. Max Faget, head of engineering at Lyndon Johnson Space Center (The Lyndon B. Johnson Space Center, JSC), then NASA had no idea how to put all the necessary actions in 10 years. Therefore, the first step was to "break the project into manageable stages."

Then it was important to expedite the execution of each individual phase and make sure that the teams and companies working in each phase communicate effectively with each other and deliver results on time. This task was entrusted to Dr. George E. Muller, who managed every part of the Apollo project, from the White House to the supplier of the smallest part. To make the project easier to control, he decided to split the project into 5 areas: Program Control, System Engineering, Testing, Reliability and Quality, and Flight Operation. The Apollo program control scheme is presented on Figure 1.

This 5-stage system - named "GEM Stages" after Dr. Müller's initials - was designed "to focus on product testing and product development, assuming that it will be tested," as Mueller himself notes. Program Control determined what needed to be done, managed budget and requirements, and managed the relationship of program elements. The field "Systems Engineering" was responsible for the development of new devices and assemblies, "Testing" for the fact that these new elements work, "Reliability and Quality" checked the developed elements for compliance with requirements and standards, and "Flight Operation" was responsible for the fact that these the nodes will work during the flight.

Many initially reacted with skepticism to the method proposed by Mueller, but in the end he managed to convince the members of the program to follow this algorithm. This system has shown its effectiveness - the project was completed successfully, and, one might even say, triumphantly, ahead of the announced deadlines. This became possible only thanks to the breakdown of a large-scale project into manageable, repeatable stages, which allowed many separate companies and specialists to work in a single rhythm. This is how project management proved its effectiveness in the Space Race.

A brief history of project management

Project management was not invented by NASA and Dr. Mueller. The Egyptian pyramids and the Great Wall of China are products of project management from prehistoric times. Unfortunately, documentary evidence of how the implementation and management of these projects was not preserved, and the current project management is divorced from the knowledge of past centuries.

The most obvious way to implement a project is to break it down into phases or separate tasks. Like a culinary recipe - buy ingredients, mix them correctly, prepare and serve them. The simplest project management tool is a checklist of actions that need to be taken to achieve a goal. Simple and effective.

However, if you are a chef and cook more than one dish, but several, for example, a salad (preparation of which consists of 3 stages) and a dessert (which only needs to be served), then you will need a tool that allows you to track the time spent on each of elements and the time when they should be ready. And here one of the first modern project management tools comes to the rescue: the Gantt chart, presented on Figure 2.

Invented independently by K O Role of Korol Adamecki and Genry L. Gantt in the early 20th century, a Gantt chart shows a project schedule based on task completion and completion dates. Tasks, their durations and relationships are entered into it, and then the critical path is calculated - the longest chain of interconnected tasks that determine the duration of the project. Relationships between start and end different tasks very important - you can't serve soup to your guests before you've cooked it, can you?

So, a typical project is very similar to a project for preparing and serving a dinner, only it has many more tasks, relationships, deadlines and types of resources. For projects with tight deadlines, the Gantt chart helps you decide when to start certain tasks in order to shorten the implementation time. And for projects with strong resource constraints, the Gantt chart provides the ability to build an event-driven process chain for resource planning.

Different projects need different levels of control. For example, if you are publishing a series of articles in, then tight deadlines are not that important. Much more important is a clear process, within which it is possible to draw up the structure of each article, sketch each of them, get feedback, make edits, finish article, proofread and publish. Instead of managing time and resources, you control the process.

Agile project management techniques and related approaches such as Lean, Kanban, and others are better suited for such projects. There are also methods that allow you to manage both workflow and time and resources - 6 Sigma and Scrum.

Popular project management systems

Throughout the history of project management, many different project management methods have been created for almost any need. Even if you are not going to send a person to the moon and do not have the same amount of resources, you will still find a suitable tool for yourself. The key is to understand what is most important to your project - deadlines, resources, adherence to the process, or several factors at once - and then choose a project management method focused on achieving this indicator.

Before we start looking at the most popular methods, let's define some key terms.

Basic terms of project management

Agile: A flexible iterative-incremental approach to project and product management, focused on the dynamic formation of requirements and ensuring their implementation as a result of constant interaction within self-organizing working groups consisting of specialists of various profiles. There are many methods based on Agile ideas, the most popular of which are Scrum and Kanban.

Critical path: Continuous sequence works and events from the initial to the final event, which requires the most time to complete it.

Event chain of processes (EPC diagram): a diagram showing the sequence of the implementation of projects based on the availability and utilization of resources

Time reserve: The time by which the start of work can be postponed without affecting the overall duration of the project. Thus, the reserve for works on the critical path will be equal to zero.

Milestone (checkpoint,milestone): A key event that marks, for example, the end of a stage. Indicated on the Gantt chart is a task with a duration of zero.

Project manager (project manager,projectmanager,PM ): The project team leader, responsible for project management (planning, implementation and closing of the project).

Resources: Elements required for the implementation of the project. Resources are time, equipment, materials, employees, and so on.

Sprint (Sprint): An iteration (work cycle) in Scrum, lasting from a week to a month, during which a working version of a product or its element of value to the customer is created.

"Classic" or "traditional" project management: The most widely used project management method is based on the so-called "waterfall" or cascade cycle, in which the task is transferred sequentially in stages that resemble a flow.

Classic project management

The most obvious way to make your project more manageable is to break down the execution process into successive steps. It is on this linear structure that traditional project management is based. In this sense, it resembles a computer game - you cannot switch to next level without completing the previous one. The workflow diagram is shown in Figure 3.

This approach is focused on projects in which there are strict restrictions on the sequence of tasks. For example, building a house - you cannot build walls without a foundation.

Usually there are 5 stages of classical project management, but additional stages can be added if the project requires it.

5 stages of traditional management:

Stage 1. Initiation. The project manager and team define the requirements for the project. At this stage, meetings and "brainstorming" sessions are often held, at which it is determined what the product of the project should be.

Stage 2. Planning. At this stage, the team decides how it will achieve the goal set in the previous stage. At this stage, the team clarifies and details the goals and results of the project, as well as the scope of work on it. Based on this information, the team forms a schedule and budget, assesses risks and identifies stakeholders.

Stage 3. Development. This stage is not implemented for all projects - as a rule, it is part of the planning phase. In the development phase, typical for technological projects, the configuration of the future project and / or product and the technical ways of achieving it are determined. For example, in IT projects, a programming language is chosen at this stage. ( In domestic practice, this phase is usually not highlighted, and the term "development" is not used - approx. per.)

Stage 4. Implementation and testing. In this phase, the actual main work on the project takes place - writing code, erecting a building, and the like. Following the developed plans, the content of the project, determined earlier, begins to be created, control is carried out according to the selected metrics. In the second part of this phase, the product is tested, it is checked for compliance with the requirements of the Customer and interested parties. In terms of testing, product deficiencies are identified and corrected.

Stage 5. Monitoring and completion of the project. Depending on the project, this phase can consist of a simple transfer of the project results to the Client or a long process of interaction with clients to improve the project and increase their satisfaction, and support the project results. The latter applies to projects in the field of customer service and software.

What is described above is the basis on which various project management methods are built. Different projects need different phases of implementation - some just need three phases, others much more. Sometimes the so-called "iterative waterfall" is used, in which each stage is a sub-project, during which tasks are implemented in fixed iterations. But the essence remains the same - the project is divided into stages, which are executed in a strictly defined sequence.

Due to the fact that classical project management is strictly tied to the execution time of tasks, as a rule, predetermined at the planning stage, scheduling and network planning tools are excellent for implementing projects within this approach. The most common scheduling tool is the previously mentioned Gantt chart. There are many tools to build it, from simple spreadsheets like Excel and Smartsheet to professional software packages like Microsoft Project and Primavera.

Strengths classic project management

Today it is often said that the classic waterfall approach is outdated, but it does not even think to give up its positions. The big plus of this approach is that it requires the Customer and the company's management to determine what they want to get, already at the first stage of the project. Early inclusion brings a certain degree of stability to the project, and planning helps to streamline the implementation of the project. In addition, this approach implies performance monitoring and testing, which is absolutely necessary for real projects of various sizes.

Potentially, the classical approach allows you to avoid stress due to the presence of spare time at each stage, in place in case of any complications and the realization of risks. Plus, with the planning phase right, the project manager always knows what resources he has. Even if this estimate is not always accurate.

Weaknesses of classic project management

The main weakness of classical project management is its intolerance to change. Famed for building systems such as Lean and Kanban, Toyota executives are often criticized for taking the classic approach to developing software for their company, and precisely because of the lack of flexibility.

The mainstay of the classical approach now is construction and engineering projects, in which the content of the project remains virtually unchanged throughout the project. But if resources and time are not the key constraints in your project, and the content of the project is subject to change, you may need to look at other project management systems.

Agile

As mentioned earlier, not all projects can be structured in such a way as to be implemented according to the classical project approach. Returning to our example with the chef: the preparation of one dish ideally falls on the "waterfall" approach, but it will be almost impossible to prepare and serve a four-course dinner on time if you have to wait every time for the end of one dish to start cooking another.

And that's where Agile comes into play - a family of flexible, iterative-incremental methods for managing projects and products. According to this approach, the project is not divided into sequential phases, but into small sub-projects, which are then “assembled” into a finished product. The scheme of work is shown on Figure 5.

Thus, initiation and high-level planning are carried out for the entire project, and the subsequent stages: development, testing, and others are carried out for each mini-project separately. This allows you to transfer the results of these mini-projects, the so-called increments, faster, and starting a new subproject (iteration), you can make changes to it without high costs and impact on the rest of the project.

Despite the fact that Agile has become fashionable relatively recently, the idea of ​​iterative development is not new. (about the history of appearanceAgile can be read - approx. Transl.). The Agile family got its current name in 2001 with the publication of the Agile Manifesto, which enshrined the core values ​​and principles of agile software development, based on teamwork and adaptation, even "love" of change.

Agile itself is not a project management method. Rather, it is a set of ideas and principles for how projects should be implemented. Already on the basis of these principles and best practices, separate flexible methods were developed or, as they are sometimes called, frameworks (frameworks): Scrum, Kanban, Crystal, and many others. These methods may be quite different from each other, but they follow the same principles.

StrengthsAgile

The most important advantage of Agile is its flexibility and adaptability. It can adapt to virtually any organization's environment and processes. This is what determines its current popularity and how many systems for various areas have been created on its basis.

One of the principles of Agile: "Responding to change is more important than following the plan." It is this quick and relatively painless response to change that is why many large companies strive to make their processes more flexible. In addition, Agile is great for open-end projects such as launching a service or blog.

Agile's domain is the development of new, innovative products. There is a high degree of uncertainty in projects for the development of such products, and information about the product is disclosed as the project progresses. In such conditions, it becomes impossible to implement the "waterfall" project - there is no information for planning.

WeaknessesAgile

Unlike PRINCE2 and PMBOK, Agile is neither a methodology nor a standard. Agile is a set of principles and values. The weak point is that each team will have to independently compose their own management system, guided by the principles of Agile. This is a difficult and time-consuming process that will require changes throughout the organization, from procedures to core values. This is a thorny path and not all organizations can do it.

This path will require the leader to change not only knowledge and perseverance, but also serious administrative resources and costs. Fortunately, there are out-of-the-box practice kits that make the Agile transformation of an organization easier. These sets include the Scrum framework, the Kanban method and many others - Crystal, LeSS, SAFe, Nexus.

Scrum

The agile framework, created in 1986, is considered the most structured of the Agile family. Created in 1986, it combines elements of the classic process and the ideas of an agile project management approach. The result is a very balanced combination of flexibility and structure.

Following the precepts of Agile, Scrum breaks the project into parts that can immediately be used by the Customer to obtain value, called product backlog. And despite the fact that the "product groundwork" is a fairly correct translation and is used in professional literature, in Russian practice most often just "backlog" is used. Then these parts are prioritized by the Product Owner - the Customer's representative in the team. The most important "pieces" are selected first for execution in the Sprint - these are the iterations in Scrum, lasting from 2 to 4 weeks. At the end of the Sprint, the Customer is presented with a working increment of the product - the very important "pieces" that can already be used. For example, a site with a part of the functionality or a program that is already working, albeit partially. After that, the project team proceeds to the next Sprint. The duration of the Sprint is fixed, but the team chooses it independently at the beginning of the project, based on the project and its own productivity.

To make sure that the project meets the requirements of the Customer, which tend to change over time, before the start of each Sprint, the project content that has not yet been completed is reassessed and changes are made to it. Everyone is involved in this process - the project team, the Scrum Master (Scrum Master, the project team leader) and the Product Owner. And the responsibility for this process lies with everyone.

As already mentioned, the Product Owner is the representative of the Customer in the project, or personifies all the clients of the future project if there is no Customer. To do this, he must thoroughly know their needs and way of thinking, as well as understand the product and its manufacturing technology. The Scrum Master is designed to help project participants better understand and accept the values, principles and norms of Scrum practice. He is the leader and mediator between the outside world and the team. His task is to make sure that no one interferes with the team independently and comfortably working on the assigned tasks. The team is responsible for ensuring that at the end of the sprint all the necessary tasks are completed and the deliveries are completed.

The basic structure of Scrum processes revolves around 5 main meetings: backlog ordering, Sprint planning, daily fly-bys, Sprint debriefing and Sprint retrospective.

Scrum may seem difficult to implement to many - new process, new roles, a lot of delegation and a completely new organizational structure. But this is a flexible and at the same time structured approach to the implementation of projects, which, in contrast to the vague and general principles Agile prevents work from going wrong.

StrengthsScrum

Scrum was designed for projects that require quick wins combined with a tolerance for change. In addition, this framework is suitable for situations where not all team members have sufficient experience in the area in which the project is being implemented - constant communication between team members allows a lack of experience or qualifications of some employees due to information and help from colleagues.

Online TV channel Netflix is ​​a great example of fast delivery of results. The site of the resource is updated every two weeks thanks to Scrum, which does not just allow you to work with high speed, but also accumulates user experience and makes it possible to identify the most important thing for customers.

During each iteration, the developers add and test new features of the site and remove those that were not used by clients. The main benefit of Scrum, according to the Netflix team, is that it allows you to "get it wrong quickly." Rather than taking a long and expensive time to prepare a large release, the biweekly Scrum shipments are small. They are easy to track and, if something goes wrong, they can be quickly corrected.

WeaknessesScrum

Scrum is very picky about the project team. It should be small (5-9 people) and cross-functional - that is, team members should have more than one competence required to implement the project. For example, a software developer must have knowledge of testing and business intelligence. This is done so that part of the team does not “stand by” at different stages of the project, as well as so that employees can help and replace each other.

In addition, team members must be “team players”, actively take responsibility and be able to organize themselves. It is very difficult to find such a mature team!

Scrum is not suitable for all teams and organizations, also because the proposed process may not be suitable for the development of a specific product - for example, an industrial machine tool or building a building.

Lean

Agile tells us to break down into small manageable work packages, but it says nothing about how to manage the development of that package. Scrum offers us its processes and procedures. Lean, in turn, adds a workflow to the principles of Agile so that each iteration is performed equally well.

In Lean, just like in Scrum, work is broken down into small delivery packages that are implemented separately and independently. But in Lean, there is a workflow for the development of each delivery package with stages similar to those created for the Apollo project. As in classical project management, these can be the stages of planning, development, production, testing and delivery - or any other stages necessary for the high-quality implementation of projects.

Lean phases and their flexibility make sure that every part of the project gets done the way it should. Lean does not contain clear boundaries for stages, as in Scrum, Sprints are limited. In addition, unlike classical project management, Lean allows you to simultaneously perform several tasks at different stages, which increases flexibility and increases the speed of project execution.

Like Agile, Lean is more of a concept, a way of thinking, rather than something set in stone. Using Lean ideas, you can independently create a system that meets your project management requirements.

StrengthsLean

If you love Agile ideas, but the project requires very consistent quality and precise execution, Lean provides a set of tools to meet these requirements. Lean combines flexibility and structure, like Scrum, but in a slightly different way.

WeaknessesLean

Not every part of a project requires the same detailed and meticulous study and attention. But Lean assumes exactly this approach to each task and stage. This is the main disadvantage of using Lean for large and heterogeneous projects.

Also, unlike Scrum, Lean does not provide a clear workflow for the implementation of the "pieces" of the project, which contributes to the stretching of the project deadline. This problem can be solved with effective leadership and clear communication - the main thing to keep this in mind.

Kanban

Lean looks a little abstract on its own, but when combined with Kanban it becomes much easier to use it to build your own project management system. Created by Toyota engineer Taiichi Ono in 1953, Kanban is very similar to an industrial production scheme. At the entrance to this process, a piece of metal enters, and at the exit a finished part is obtained. Also in Kanban, the product increment is passed forward from stage to stage, and at the end the item is ready for delivery.

In addition, the creator of Kanban was inspired by supermarkets, namely their principle - "keep only what the customer needs on the shelves." Therefore, in Kanban, it is allowed to leave an unfinished task at one of the stages if its priority has changed and there are other urgent tasks. An unedited blog post, hanging without a posting date, or a piece of feature code that might not be included in the product is fine for Kanban work.

Kanban is much less strict than Scrum - it does not limit sprint times, there are no roles other than the product owner. Kanban even allows a team member to conduct multiple tasks at the same time, which Scrum does not. Also, meetings on the status of the project are not regulated in any way - you can do it as you like, or you can not do it at all.

To work with Kanban, you need to define workflow stages. In Kanban, they are represented as columns, and tasks are represented by special cards. The card moves through the stages, like a part in a factory going from machine to machine, with a higher percentage of completion at each stage. As a result, we receive a product element ready for delivery to the customer. A board with columns and cards can be either real or electronic - even here, Kanban does not impose any restrictions on users.

Your own Kanban system can be as flexible as you want it to be - in many ways, Kanban is a visualization of an Agile idea. But Kanban has 4 pillars that support the entire system:

1. Cards: For each task, an individual card is created, in which all the necessary information about the task is entered. Thus, all the necessary information about the task is always at hand.
2. Limit on the number of tasks at a stage: The number of cards at one stage is strictly regulated. This makes it immediately apparent when a "congestion" occurs in the workflow, which is quickly resolved.
3. Continuous flow: Tasks from the backlog enter the stream in order of priority. Thus, the work never stops.
4. Continuous improvement ("kaizen" (kaizen)): The concept of continuous improvement emerged in Japan at the end of the 20th century. Its essence is in constant analysis production process and finding ways to improve productivity.

StrengthsKanban

Like Scrum, Kanban works well for a reasonably tight-knit team with good communication. But unlike Scrum, Kanban doesn't have clear deadlines, which is great for motivated and experienced teams.

When properly configured and managed, Kanban can be of great benefit to the project team. Accurate calculation of the workload on the team, the correct placement of restrictions and a focus on constant improvement - all this allows Kanban to seriously save resources and fit into deadlines and budget. And all this is combined with flexibility.

WeaknessesKanban

You can often hear that in Kanban, unlike Scrum, you can work with almost any team. But it is not so. Kanban is best for teams whose members' skills overlap with each other. In this way, they can help each other overcome difficulties in solving problems. Without it, Kanban won't be as effective as it could be. Also, as already mentioned, Kanban is better suited for situations where there are no tight deadlines. For tight deadlines, the classic approach or Scrum is better.

6 sigma (Six Sigma)

Motorola, along with Toyota, has also contributed to the development of global project management. An engineer at this company, Bill Smith, created the 6 Sigma concept in 1986. This is a more structured version of Lean than Kanban, which adds more planning to save resources, improve quality, and also reduce scrap and problems.

The ultimate goal of the project is customer satisfaction with the quality of the product, which can be achieved with the help of continuous process improvement of all aspects of the project based on a thorough analysis of indicators. 6 Sigma focuses on troubleshooting problems that arise.

For this, a 5-step process has been proposed, known as DMEDI:

• Definition (Define): The first stage is very similar to the early stages of other project management systems. It determines the content of the project, collects information about the prerequisites of the project, sets goals.
• Measurement (Measure): 6 Sigma is focused on collecting and analyzing quantitative project data. At this stage, it is determined what indicators will determine the success of the project and what data needs to be collected and analyzed.
• Study (Explore): During the research phase, the project manager decides how the team can achieve the goals and fulfill all the requirements on time and within budget. At this stage, it is very important for the project manager to think outside the box when solving the problems that have arisen.
• Development (Develop): At this stage, the plans and decisions made in the previous stages are being implemented. It is important to understand that at this stage, a detailed plan is needed, which describes all the actions necessary to achieve the set goals. Also at this stage, the progress of the project is measured.
• Control (Control): A key milestone in the 6 Sigma methodology. Its main task is the long-term improvement of project implementation processes. This stage requires careful documentation of the lessons learned, analysis of the collected data and the application of the knowledge gained both in projects and throughout the company as a whole.

6 Sigma is very similar to Kanban, only with established milestones - planning, setting goals, and testing quality. Most likely, there will be significantly more team meetings with 6 Sigma than with Kanban, but the process of project implementation is more structured and it is more difficult for the team to go astray. And, like Kanban, 6 Sigma can be relatively easily tailored to the needs of a particular company or team. A strict requirement is only careful measurement and control of project indicators at the stages of implementation - without this, continuous long-term improvement of the project implementation processes is impossible.

Strengths of 6 Sigma

6 Sigma provides a clear framework for implementing projects and continually improving processes. By defining goals, then carefully analyzing and revising them, you get quantitative data for a deeper understanding of the project and better decision-making. While collecting, analyzing data and extracting lessons can take some time, it will improve and optimize project implementation processes and thus save resources in the future.

6 Sigma is suitable for difficult projects with many new and complex operations. This approach allows you to implement project elements, learn from mistakes and improve quality in the future.

Weaknesses of 6 Sigma

The problem with 6 Sigma is that although the main declared goal is to reduce costs and increase efficiency, but customer satisfaction is often taken to the fore. Given some differences in goals at different stages of a project, teams often have confusion about priorities, and this is not easy to avoid.

In addition, the main theme of 6 Sigma is: “You can always make it even better”. This can demotivate employees who are not satisfied with the work they have done. In addition, if the project is a one-off and the company does not plan to implement similar projects in the future, all the costs of analysis and learning from lessons may be in vain.

PRINCE2

NASA is not the only one state organization, which contributed to the development of project management. The British government has long appreciated the effectiveness of project management, and in 1989 the British PRINCE2 methodology was created. The name comes from the acronym " PR ojects IN C ontrolled E nvironments version 2 ", Which translates as" Projects in a controlled environment version 2 ". Unlike agile methods, PRINCE2 does not take an iterative approach to the project. Compared to other products, PRINCE2 is like a hybrid of the classic project management approach and a focus on quality from 6 Sigma.

The PRINCE2 methodology, unlike, for example, the PMBOK body of knowledge, does not contain:

• Specialized aspects of project management, such as industry-specific;
• Specific project management practices and tools such as Gantt chart, WBS, etc.

PRINCE2 focuses on the management aspects of the project, expressed in 7 principles, 7 processes and 7 project themes.

• 7 principles define general rules project management according to PRINCE2, define the basis of the methodology;
• 7 processes define the steps for moving the project cycle;
• 7 topics - aspects on which control is carried out to achieve the success of the project.

At the beginning of the project, PRINCE2 invites us to define 3 main aspects of the project:

• Business aspect (Will this project bring benefits?)
• Consumer aspect (What product is needed, what will we do?)
• Resource aspect (Do we have enough of everything to reach the goal?)

PRINCE2 has a more clearly defined project team structure than most project management approaches. This is due to the fact that PRINCE2 is focused on large-scale government projects and large organizations.

According to PRINCE2, each team member has a distinct role in each of the 7 processes:

• Project start (Starting upa project): During this process, a project manager is appointed and General requirements to the characteristics of the product. The Project Manager, whose primary responsibility is attention to detail, reports to the Project Steering Committee, which is responsible for overall project management. It is the Steering Committee who makes sure that the project does not go off course, and it is also fully responsible for the success of the project.
• Initiation of the projecta project): During this process, the project manager prepares the Project Initiation Documentation, which contains the project plan by stage. The stages can last for different amounts of time, but, as in the classical approach, they follow strictly one after the other.
• Project management (Directing a project): This process provides an opportunity for the Steering Committee to have overall responsibility for the success of the project, without going into details that are within the purview of the project manager.
• Stage control (Controlling a stage): During the implementation of the project, even in ideal conditions, certain changes... The Stage Control process implements one of the PRINCE2 principles - the principle of control by exceptions. The responsibility of the project manager is to monitor during the implementation of the stage deviations from the planned parameters of the project in terms of time, content, budget, etc. ways out of the situation.
• Product creation management (Managing Product Delivery): The Product Creation Management process is the interaction between the project manager and the team manager to create one of the project's products. The responsibilities of the project manager in this process include delegating product creation authority to the team manager and acceptance of the product created.
• Stage Boundary Management (Managing a stage boundary): During this process, the project manager provides the Steering Committee with all the information it needs to evaluate the progress of the passed stage and decide on the transition to the next stage.
• Closing the projecta project): One of the differences between PRINCE2 is that the process of completing a project is not separated into a separate stage or stage, as in the classical approach, but is carried out as part of the final stage of creating a product. The purpose of the process is to confirm that the product of the project has been accepted or that the project can no longer provide anything of value.

PRINCE2 can be adapted for projects of any size and any subject area. The methodology offers specific recommendations for changing the project life cycle, role model and recruitment mandatory documents according to the needs of the project.

Strengths of PRINCE2

• Adaptability to the specifics of the organization;
• Having a clear description of roles and responsibilities;
• Emphasis on the products of the project;
• Certain levels of management;
• Focus on economic viability;
• The sequence of design work;
• Emphasis on capturing experience and continuous improvement.

Weaknesses of PRINCE2

• Lack of industry practices;
• Lack of specific tools for working on the project.

The best project management system ... for you!

Project management is a science, but science is not the most accurate. In this area, there are no unshakable foundations and universal solutions. If you can find a method that works perfectly for your project, consider yourself lucky, as most less fortunate leaders have to put in the effort to create and customize their own project management systems. These systems can be composed of elements of existing systems, or even created completely from scratch, as in the case of the Apollo mission. The main thing is to use something that will give you at least some structure and will not forget about what is important for your project.

The importance of project management in the modern world can hardly be overestimated, because any organization, even the smallest one, implements new beginnings, most of which are nothing more than projects. These beginnings can be very different in nature, from software development to sending humans to Mars. But they are all projects.

And if in the 1980s the main focus in companies was on quality, in the 1990s - on globalization, then in the 2000s the speed of implementation of initiatives came to the fore. To stay ahead of the competition, organizations are constantly faced with the need to develop complex products under very tight deadlines. To solve this problem, nothing has yet been invented more effective than project management, which is becoming more and more popular day by day.

The sequential development and implementation of project management systems across organizations, including information systems, allows different teams and structures in the organization to work together to define plans and implement projects to bring products to market, synchronizing their schedules, coordinating resources and efforts to implement the organization's strategy. enables project teams to create and share project information in real time, realizing the full potential of the organization. With the help of such systems, it is possible to provide access to information about the project anywhere in the world for project teams, employees of supporting departments, partners and clients. And all for the sake of ensuring the quick and efficient implementation of projects.

At the macro level, organizations are motivated to implement project management tools to effectively implement their initiatives of any scale. At the micro level, the corporate project management system, among other things, solves the following tasks:

• Reducing the costs of implementing initiatives
• Creation of conditions in the organization for the work of the project team
• Informing top management about the status of strategically important projects of the organization
• Ensuring sufficient and efficient project workflow
• Compliance with project deadlines

While the benefits of project management are clear, implementing project management does not guarantee success.

A brief history of project management

Mankind has been using project management since the days of construction. Egyptian Pyramids- one of the greatest architectural monuments. Unfortunately, no documents or mentions of how the project management systems worked at that time have come down to us. That is why the history of project management has been traditionally conducted since the 50s of the last century. Modern project management emerged from the solution of two parallel problems of planning and controlling projects in the United States of America.

The first case relates to the military-industrial complex, namely the Polaris Missile Project. Within the framework of this project, two-stage ballistic missiles were developed. UGM-27 Polaris(UGM-27 "Polaris") designed for nuclear submarines... For successful implementation of the project, it was necessary to conduct research, applied development and establish the production of unique spare parts. This project is characterized by a high degree of uncertainty, as a result of which the classical assessment tools did not give an acceptable forecast accuracy. And then the project developers took the following approach. They prepared 3 possible scenarios for the development of events (optimistic, most probable and pessimistic), and an estimate of the duration of the project for each of them. Then, using mathematical calculations, an estimate of the duration of the project was obtained. This method got titleProgram (Project)EvaluationandReviewTechnique (PERT). Initially, this method was used exclusively for estimating the duration, but later it showed itself in estimating the costs of the project. Today, PERT is considered the best way to evaluate projects with a high degree of uncertainty.

The second case is related to the private corporation DuPont, which develops high-tech materials. DuPont required clear and accurate estimates of the timing and cost of construction projects to build its factories. In the course of solving this problem, the company's specialists developed the PPS (project planning and scheduling) method. It required realistic estimates of the cost and duration of individual engineering and erection tasks. Fortunately, construction projects are more specific than high-tech device projects, which is why DuPont had such estimates from its past factory projects as well as industry statistics. Subsequently, PPS transformed into the famous and widespread in our days critical path method (criticalpathmethod,CPM). This method is especially popular in the construction sector, for the solution of the problems of which it was created.

In the 1960s and 1970s, and PERT and CPM have gained particular popularity in both the private and public sector due to the growing demand for project management. The Ministries of Defense of different countries, NASA, large construction and engineering companies began to implement project management and scheduling tools. With the development of computing technology and software capabilities, the popularity of these tools has grown even more. In the early days, however, only large companies could afford expensive and bulky mainframes and software. allowed even small companies to apply the described methods and tools. The real boom took place in the 1980s with the beginning of the era of personal computers and the Internet, and by the 1990s, companies in almost all industries began to actively use project management and scheduling tools. Today there is an incredible number of different software that can automate the design activities of an organization.

4 stages of development of modern project management

Before 1958: Division of Labor and Scheduling

During this period, the increase in efficiency and reduction in project time was primarily due to the development of technology. For example, the development of transport has improved the allocation of resources in terms of logistics, and telecommunications have made it possible to quickly transfer information. Moreover, the increasing division of labor made it possible to reduce the time required to complete specific tasks. The division of projects into tasks led to the creation of such a tool as hierarchical structure of work (workbreakdownstructure,WBS). Projects structured in this way are much easier to manage. The most common project planning and management tool for this is Gantt chart (GanttChart) created by engineer Henry L. Gantt. During this period, such large-scale and important projects for history were implemented as:

• Construction of the Pacific Railroad in the USA (1850s);
• Hoover Dam (1931-1936), in the construction of which 5,200 workers participated. Until now, it is one of the largest dams in the United States, producing 4 billion kWh per year;
• Manhattan Project (1942-1945), during which the first atomic bomb in the history of mankind was created. The project involved 125,000 people, and the cost reached $ 2 billion.

1958-1979: The birth of project management tools

During this period, there was a significant development of technologies that influenced the course of the history of project management. For example, in 1959, Xerox introduced the first copier, which made it possible to significantly speed up and simplify the workflow and simple exchange of information in organizations. The development of computer technology has played an important role. The first project management tools appeared: PERT and CPM... Computers began to appear in all large companies and organizations. And by the late 1970s and early 1980s, there was a transition to personal computers and even small organizations were able to take advantage of project management tools. In 1975, Bill Gates and Paul Allen founded Microsoft, which almost immediately began to bring to the market solutions for the automation of office and business activities. In the same period, special programs for project management began to appear from software companies such as Artemis (1977), Scitor Corporation (1979) and of course Oracle (1977), which is now one of the leaders in the project management software market with its Primavera... In addition, during this period, other systems appear, such as Material Requirements Planning (Material Requirements Planning,MRP).

The projects implemented at this stage have had a serious impact on the development of project management. Among them:

• Project "Polaris" (1958), already mentioned at the beginning of the article. The first successful rocket launch took place in 1961. It was for this project that the system was developed PERT;
• Lunar mission "Apollo" ("Apollo", 1960), as a result of which man first set foot on the moon. The lessons of the lunar mission were formulated in the book;
• DuPont plant construction project (1958), for which the CPM system was developed.

1980 - 1994: Going to the masses

The history of project management in the 1980s and 1990s is largely due to the sharp decline in the cost of personal computers and their proliferation. Now they have appeared not only in companies and institutions, but have entered almost every home. In addition, the Internet appears during this period. It is at this moment that the opportunity arises to quickly, cheaply and effectively plan and control even complex projects. The software also fell sharply in price during this period of time and became more widespread, which made it easier to implement it in companies and train employees. Previously, software was often made under specific company.

Projects of this period that influenced the course of the history of project management:

• Tunnel under the English Channel (1989 - 1991). This project was characterized by incredibly complex relationships and a large number of stakeholders. It involved 2 states, several large financial institutions, engineering and construction companies and many other organizations. In addition, the standards and even units of measurement were very different for the two parties involved, which greatly complicated the implementation of the project;
• Space Shuttle Challenger project, 1983 - 1986. The Challenger tragedy forced NASA to focus on risk management, group dynamics and quality management;
• Olympic Winter Games in Calgary (1988), during which project management practices were successfully applied in organizing events. This project has shown that event management is an industry adjacent to project management.

1995 to present: Creating a new environment

The Internet has revolutionized business, and therefore project management. The Internet made it possible to quickly, cheaply and conveniently promote, sell, buy and track products on the market. The result was an increase in the productivity and customer focus of companies. In addition, it became possible to create full-fledged distributed project teams, which gave companies additional features.

One of the most interesting projects was the Year 2000, Y2K project associated with the Millennium bug, because of January 1, two thousand, many computers could start working incorrectly due to the new date standard. It was a global phenomenon that could disrupt organizations around the world and create a domino effect in many distributed value chains. Many organizations created special units whose task was to mitigate the consequences of this bug in working with all stakeholders. The objectives of this virtual project:

• Make the turn of the century without impacting organizational performance
• Monitoring the success of other organizations in combating this phenomenon
• Coordination of efforts of various organizations
• Development of a risk management plan for this phenomenon
• Ensuring communication with stakeholders

This virtual project, carried out simultaneously by many companies around the world, showed how connected organizations and project teams around the world are, as well as the need for risk management in the field of digital communications.

Project management efficiency

There is no doubt that competition between companies is much fiercer today than ever, and the uncertainty and turbulence of the environment is extremely high. This creates a need to improve the stability and efficiency of organizations in all sectors of the economy.

This can be achieved through the implementation of best practices to optimize the management process and resource allocation. However, it has been proven that operational and project management require completely different approaches to management, and when implementing practices, it is necessary to clearly understand the needs of the organization. Project management has two key benefits. First, project management, in contrast to operational management, is aimed at achieving goals, and not at ensuring the process. Secondly, project management focuses on communicating and managing stakeholder expectations to improve stakeholder satisfaction.

A study by Roberts and Furlonger showed that the use of a detailed and formalized project management methodology can improve project implementation efficiency by an average of 20-30%. Moreover, the application of a formalized design structure allows:

• Define project content more clearly
• Define and agree on the goals and objectives of the project
• Facilitate the identification of the resources required to successfully complete a project
• More transparent and clear distribution of responsibilities between project roles
• Focus the team's efforts on achieving the ultimate benefits of the project.

In addition, according to this study, 85-90% do not meet the deadline, budget or cannot achieve the required content or quality level of the project. The main reasons for this:

• Poor justification (business case) of the project
• Project goals are not defined or not clearly defined
• Lack of communication and stakeholder management
• Project benefits and results are not well defined or measurable
• Insufficient quality control
• Unrealistic estimate of the cost and duration of the project
• Roles in the project are not defined
• Lack of leadership
• Lack of resources and inadequate management of them.

Applying a project management methodology based on best practices can improve the efficiency of project management, avoid most of these problems, if properly implemented and used, of course. It is also important to understand that a project that is overspending or not meeting deadlines is not necessarily a failure. The issue of "success" of the project requires a separate discussion, but here we are only talking about the effectiveness of project management.

Conclusion

The history of project management shows that the development of this area of ​​management was largely due to the development of technology. But we also know from history that often simple ideas and tools that do not require prohibitive technologies and costs can seriously affect efficiency.

Project management is a tool that allows an organization to implement planned initiatives as efficiently as possible. But the use of project management, the availability and application of best practices does not guarantee that all of the company's projects will be successful. However, a properly selected project management methodology, tailored to the needs of the organization, taking into account the industry and regional characteristics, as well as the corporate culture of the organization, allows you to avoid many mistakes during the implementation of projects and significantly increase the chance of their successful implementation.

Goals, plans, projects ... These terms are often used in work and daily life. Although people have carried out projects for millennia, project management as a unique form of leadership is an achievement of recent years.

Modern project management methods are based on work structuring and network planning techniques developed in the late 1950s in the United States.

In 1956, M. Walker of DuPont, exploring ways to make better use of the firm's Univac computing machine, joined forces with D. Kelly of the Capital Planning Group at Remington Rand. They tried to use computers to draw up plans and schedules for large complexes of work to modernize the factories of the DuPont company. As a result, a rational and simple method for describing a project using a computer was created. It was originally called the Walker-Kelly method, and later was called the Critical Path Method - MCP (or CPM - Critical Path Method).

One of the most famous projects, on which the methods of modeling and coordination of a set of works were first used, is the project for the development of the Polaris rocket system, which began in 1957. This project had severe time limits, since it was tied to the expected date of commissioning in the USSR of missiles capable of carrying nuclear charges and reaching the territory of the United States. At the same time, within the framework of this project, it was necessary to develop, assemble and test a significant number of unparalleled components. The implementation of the project, which brought together about 3,800 main contractors and consisted of 60,000 tasks, was entrusted to the General Armaments Directorate of the US Navy. To manage the implementation of this project, Lockheed Corporation and Boose, Allen & Hamilton, a consulting firm, created a special work planning method based on an optimal process flow called the Program Evaluation and Review Technique (PERT). The use of the PERT method allowed the program management to know exactly what needs to be done at each moment in time and who exactly should do it, as well as the likelihood of timely completion of individual operations. The management of the program was so successful that the project was completed ahead of schedule. Thanks to this successful start, this method of management was classified and soon became used for planning projects in all the US military. The technique has proved to be excellent in coordinating work carried out by various contractors in the framework of large projects for the development of new types of weapons.

Large industrial corporations began using this management methodology almost simultaneously with the military to develop new types of products and modernize production. The project-based planning methodology has been widely used in construction. For example, to manage a project for the construction of a hydroelectric power plant on the Churchill River in Newfoundland (Labrador Peninsula). The project cost was $ 950 million. The hydroelectric power plant was under construction from 1967 to 1976. This project included more than 100 construction contracts, some of which reached $ 76 million. In 1974, project progress was 18 months ahead of schedule and within the planned cost estimate. The client for the project was Churchill Falls Labrador Corp., which hired Acress Canadian Betchel to design the project and manage the construction.

In fact, a significant gain in time was formed from the use of precise mathematical methods in the management of complex work complexes, which became possible due to the development of computer technology. However, the first computers were expensive and accessible only large organizations... Thus, historically, the first projects were state programs that were grandiose in terms of the scale of work, the number of performers and capital investments.

Today the terms “project” and “project management” have become familiar to Russian leaders. We hear more and more often from magazines, radio and television about the planning or implementation of investment, organizational or environmental projects. Leaders of various levels discuss marketing projects, projects for the introduction of new systems and technologies at meetings. Almost every manager from time to time is involved in planning business goals and ways to achieve them, assigns performers to tasks, draws up, justifies and monitors budget execution. By drawing up and tracking work plans, the manager, in essence, performs the functions of project management.

However, despite the growing need to streamline and improve the efficiency of project management in a modern organization, the basic concepts and methods system management projects remain unknown to a significant number of managers.

This course provides an overview of the tasks, methods, and tools for managing projects in an organization.

Having mastered the course, you will be able to:

• Highlight and categorize projects and project management tasks within your organization
• Develop a hierarchical and logical project structure
• Calculate the timing of the project work using the critical path method
• Classify available resources and graph project resource requirements
• Schedule project funding needs
• Apply methods of control and analysis of the progress of work
• Identify and systematize project management problems in an organization
• Apply systematic approaches and project management methods
• Define the roles of project participants
• Develop, analyze and optimize the project plan
• Develop and implement procedures for monitoring project implementation
• Establish and monitor the criteria for optimal project implementation
• Develop project reports
• Carry out a selection of project management software

Section 1. Projects and project management

Projects

Projects and Processes

Analyzing the work of any organization, it is almost always possible to distinguish two main types of activities that exist in parallel: current, repetitive processes(operations) and projects. Any activity requires resources, is performed by people and accordingly requires planning and control.

The main differences between these two activities is that the processes are repetitive, cyclical, and projects are aimed at achieving unique goals within a certain time frame.

For example, if we consider the production of cars, then the work of the production conveyor, the preparation of quarterly balances in the accounting department, or the processing of incoming / outgoing correspondence can be attributed to repetitive operations. Repetitive operations are characterized by a fairly high degree of certainty, involve the use of mastered technological processes and available equipment, and require a control system aimed at increasing the efficiency of using existing equipment and resources in the same type of production cycles.

Projects, as a rule, are aimed at the implementation of certain changes within the organization or in the external environment. Examples of internal changes in our case are the development of new product models, changeover or repair of a conveyor, the introduction of a new control system.

Changes external to the organization are marketing campaigns, business expansion, targeted environmental changes.

Examples of projects are:

• Construction nuclear power plant
• Field development
• Building a factory or a residential building
• Development and launch of new products or services on the market
• Research and development work
• Development and implementation of an information system
• Opening a branch of the company
• Renovation in the office
• Preparing for the anniversary
• Writing a book….

The list goes on and on, including examples from various industries that vary widely in scale of activity, timing of implementation, number of performers involved, and importance of results. However, all of these activities have a whole line common features that make it possible to call them projects:

1. they are aimed at achieving specific goals;
2. they imply the coordinated execution of interrelated actions;
3. they have a limited extent in time, with certain beginning and end;
4. all of them are to a certain extent unique and unique.

In general, these four characteristics distinguish projects from other activities. Each of the named characteristics has important inner meaning, and therefore we will consider them more closely.

Focus on achieving goals.

Projects are aimed at achieving certain results - in other words, they are aimed at achieving goals. It is these goals that are the driving force behind the project, and all planning and implementation efforts are being made to ensure that these goals are achieved. A project usually involves a whole range of interrelated goals. For example, the main goal of a project related to the introduction of new computer technologies may be the development and implementation of an enterprise management information system. Intermediate goals (subgoals) can be database development, mathematical and software development, system testing. In the development of a database, in turn, the goals of a lower level can also be highlighted - the development of the logical structure of the database, the implementation of the database using a DBMS, loading data, and so on.

The fact that projects are goal-oriented has tremendous intrinsic sense for managing them. First of all, it assumes that an important feature of project management is the precise definition and formulation of goals, starting at the highest level, and then gradually descending to the most detailed goals and objectives. In addition, it follows that the project can be seen as the successive achievement of carefully selected goals, and that moving the project forward is associated with the achievement of higher-level goals until the final goal is finally achieved.

Coordinated execution of interrelated actions.

Projects are complex by their very nature. They involve performing numerous interrelated activities. V individual cases these relationships are fairly obvious (for example, technological dependencies), in other cases they are of a more subtle nature. Some intermediate quests cannot be completed until other quests have been completed; some of the work can only be carried out in parallel, and so on. If the synchronization of the execution of different tasks is out of sync, the entire project can be compromised. If you think a little about this characteristic of the project, it becomes obvious that the project is a system, that is, a whole, made up of interconnected parts, and the system is dynamic, and, therefore, requires special approaches to management.

Limited time span.

The project ends when its main goals are achieved. Thus, projects are completed within a limited period of time. They have more or less clearly defined beginning and end. Much of the effort in a project is directed precisely at ensuring that the project is completed on time. For this, graphs are prepared showing the start and end times of the tasks included in the project.

The difference between a project and a production system is that the project is a one-time, non-cyclical activity. Serial the same production output 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, in a number of areas, production is carried out on a project basis (piece and small batch production on order and on a contract basis).

A project as a system of organizing 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 firm or enterprise and is quite compatible with it. On the contrary, the project often becomes the main form of the firm's activity.

Uniqueness.

Projects are events, to a certain extent, unique and one-off. However, the degree of uniqueness can vary greatly from one project to the next. Uniqueness can be associated with both the ultimate goals of the project and the conditions for their achievement. If you are engaged in the construction of cottages and are building the twentieth cottage of the same type, the degree of uniqueness of your project is rather small. The basic elements of this house are identical to those of the previous nineteen that you have already built. The main sources of uniqueness can be laid down in the specifics of a specific production situation - in the location of the house and the surrounding landscape, in the specifics of the supply of materials and components, in new subcontractors. On the other hand, if you are developing a new device or technology, you are certainly dealing with unique goals. And since past experience can only give you a limited indication of what to expect when completing a project, it is fraught with risk and uncertainty.

The higher the uniqueness of the project, the higher the uncertainty and the more complex planning and management

Any activity needs to be planned and monitored. As our experience shows, business leaders in Russia rarely try to comprehend and separate the tasks of day-to-day management and project management. However, it is important for the development of an effective enterprise management system. Management system focused on managing unchanged technological processes does not provide the manager with the necessary information when planning and change management is required.

Development projects

So, 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. This means that the management of the company, planning and achieving certain goals, is constantly faced with the corresponding management problems - how to plan work in time and be on time, what resources will be required, how many resources and when exactly, how much it will cost, on what schedule and from what sources the funding will be made.

Development projects are investment projects and are related to the company's development strategy.

For instance:

• Development of new directions
• Modernization of products and equipment
• Entering new markets
• Modernization of technologies and equipment
• Development of the company's infrastructure
• Reorganization
• Automation

The figure shows a generalized diagram of the positioning of the project in relation to the structure of the organization. In the variant shown in the figure, projects are carried out by the organization in parallel with the main production process.

Accurate formulation of goals and their effective achievement are the key to the successful development of any company.

Project oriented organization

There are areas of activity where project implementation is the main type of work organization. For example, construction industry, unique, piece production, development information systems other. Companies in which the main production processes are planned and carried out on a project basis are called project-oriented organizations.

Project life cycle

Any project goes through certain phases in its development, collectively called a life cycle.

A distinction should be made between the project life cycle and the product life cycle. For example, a project to develop a new car is only a separate phase of a product's life cycle.

Sometimes, considering the payback of an investment project, three main stages are distinguished in it: preliminary (justification of investments), preparatory (investments) and production (production and sales). The life cycle of a project, the purpose of which is to carry out work under a contract, may include the initial stage (preparation of contracts and initiation of work), the stage of project implementation (detailed planning and execution) and the stage of completion of the project work.

The stages of the project life cycle may differ depending on the field of activity and the adopted work organization system. However, for each project, one can distinguish the initial () stage, the stage of project implementation and the stage of completion of work on the project. This may seem obvious, but the concept of the project life cycle is one of the most important for the manager, since the tasks and processes of preparation and acceptance management decisions the methodologies and tools used are determined by the current stage of the project.

Project managers break the life cycle of a project into phases in a variety of ways. For example, in software development projects, such stages are often distinguished as awareness of the need for an information system, formulation of requirements, system design, coding, testing, operational support. However, the most traditional is to break the project into four major phases: project initiation, planning, implementation and completion.

Initiation

Initiating or developing a project concept essentially implies a project selection function. Projects are initiated due to the emergence of needs that need to be met. However, in conditions of a shortage of resources, it is impossible to satisfy all needs without exception. You have to make a choice. Some projects are chosen, others are rejected. Decisions are made based on the availability of resources, and primarily financial capabilities, the relative importance of meeting some needs and ignoring others, the comparative effectiveness of projects. The decision to implement a project is all the more important, the larger the project is supposed to be, since large projects determine the direction of activities for the future (sometimes for years) and link the available financial and labor resources. The defining indicator here is the opportunity cost of the investment. In other words, by choosing Project A rather than Project B, the organization is giving up the benefits that Project B could bring.

For comparative analysis projects at this stage, methods of project analysis are applied, including financial, economic, commercial, organizational, environmental, risk analysis and other types of project analysis.

Planning

Planning in one form or another is carried out during the entire period of the project. At the very beginning of the project life cycle, an informal preliminary plan is usually developed - a rough idea of ​​what will need to be done if the project is implemented. The decision to choose a project is largely based on the estimates of the preliminary plan. Formal and detailed planning of the project begins after the decision on its implementation has been made. Key events (milestones) of the project are determined, tasks (work) and their mutual dependence are formulated. It is at this stage that project management systems are used, which provide the project manager with a set of tools for developing a formal plan: tools for building a hierarchical structure of work, network diagrams and Gantt charts, histograms of the project's need for resources and funding.

As a rule, the project plan does not remain constant, and as the project progresses, it undergoes constant adjustments to reflect the current situation.

Implementation (execution and control)

After the approval of the formal plan, the manager is assigned the tasks of organizing the execution and monitoring the progress of work. Control involves collecting actual data on the progress of work and comparing them with planned ones. Unfortunately, in project management, you can be absolutely sure that deviations between planned and actual indicators always occur. Therefore, the task of the manager is to analyze the possible impact of deviations in the volume of work performed on the progress of the project as a whole and in the development of appropriate management decisions. For example, if the schedule lags beyond an acceptable level of deviation, a decision may be made to speed up the completion of certain critical tasks by allocating more resources to them.

Completion

Sooner or later, projects end. The project ends when the goals set for it are achieved. Sometimes the end of a project is sudden and premature, such as when a decision is made to end a project before it is completed on schedule. Be that as it may, but when the project ends, its leader must carry out a series of activities that complete the project. The exact nature of these responsibilities depends on the nature of the project itself. If equipment was used in the project, it should be inventoried and possibly transferred for new use. In the case of contract projects, it is necessary to determine whether the results meet the terms of the contract or contract. It may be necessary to draw up final reports and organize interim project reports as an archive.

Project management

Lerman's famous law says: "Any technical problem can be overcome with enough time and money," and Lerman's investigation clarifies: "You will never have enough time or money."

If you ask the manager to describe how he understands his main task in the implementation of the project, then most likely he will answer: "Ensure that the work is done." This is really the main task of the leader. But if you ask the same question to a more experienced manager, then you can hear a more complete definition of the main task of the project manager: "Ensure that the work is completed on time, within the allocated funds, in accordance with the terms of reference." It is these three points: time, budget and quality of work that are under the constant attention of the project manager. They can also be called the main constraints imposed on the project. Project management refers to activities aimed at implementing a project as efficiently as possible under specified time constraints, money(and resources), as well as the quality of the final project results (documented, for example, in the terms of reference).

The art of effective management is largely determined by the abilities and talents of the leader. However, governance is increasingly based on scientific approaches... Today, a manager can no longer rely only on opinions, judgments, and conversations. It is necessary to use systematic approaches to the preparation and decision-making, which include methods and tools for collecting, processing and analyzing information, allowing to simulate the development of the situation and predict the consequences. Modeling and systems analysis are critical in transforming disparate information into actionable knowledge.

The adoption of any managerial decisions, as a rule, is associated with the uncertainty that is always present in the implementation of projects. The reason for the uncertainty may be the inability to determine the exact timing of the research in the project for the development of a new product; or instability in the supply of materials and components in a construction project; unclear level of demand in a marketing project; uncertainty about funding in the state program, etc. Usually, all kinds of uncertainty that may exist in a project, to one degree or another, manifest themselves. The manager begins to feel the impossibility of purposefully planning and managing activities.

It is in this situation that it makes sense to think about using a more formalized system of planning and project management. In addition, what did not make sense without a computer (why waste time, develop a plan, if any interference from external chaos will make this plan an unnecessary piece of paper in a week) begins to make sense with the use of a computer. Having an information model of the project, the manager, in essence, gets the opportunity to constantly have an up-to-date work plan corresponding to the current situation and the current level of uncertainty.

THREE KITS OF PROJECT MANAGEMENT

PROJECT LIFE CYCLE concept:
a single, inextricable process of achieving the goal.

The concept of "PROJECT TEAMS":
unified organizational structure,
responsible for the success of the project at all stages.

PROJECT FINANCING concept:
compliance of costs with the volume and quality of work performed.

Over the forty-odd years that project management technology has been applied, a number of methodologies and tools have been developed to help project managers manage these constraints.

In order to cope with time constraints, construction and control methods are used. calendar charts works. Methods of formation are used to manage monetary restrictions financial plan(budget) of the project and, as work progresses, budget compliance is monitored to keep costs from spiraling out of control. To carry out the work, their resource support is required and there are special methods for managing human and material resources (for example, a responsibility matrix, resource load diagrams).

Of the three main constraints, the most difficult is to control the constraints to the deliverables of the project. The problem is that assignments are often difficult to formulate and control. To solve these problems, methods of change management and work quality are used, in particular.

So, project managers are responsible for three aspects of project implementation:

terms, costs and quality of the result. In line with the generally accepted principle of project management, it is believed that effective time management is the key to success on all three dimensions. Project time constraints are often the most critical. Where project deadlines are severely delayed, cost overruns and poor quality work are likely to result. Therefore, in most project management methods, the main emphasis is on scheduling work and control over the observance of the schedule.

Team and project participants

The main strength of the project management concept lies in delegation of authority and assignment of responsibility for achieving goals on certain leaders - the project manager and key team members. The main problem of the project management concept is the difficulty of creating an effective temporal a management system that must function in conjunction with a permanent management system in the organization.

The optimal organization of the project team, which includes both project managers and a team of executors, as well as departments and specialists who influence the progress of work or provide one or another support to the project, allows you to increase the efficiency of management and avoid problems.

Figure 1.4. shows the project structure in which the project manager ensures the integration of the main project participants. The Project Objectives Monitoring Team ensures that project objectives are monitored and aligned with the strategic objectives of the organization. The technical control group is responsible for the compliance of technical solutions and technologies used with generally accepted standards, organizational standards and contract specifications. The project administrator and office support the project manager in gathering information and performing management functions.

Rice. 1.4. An example of project organization.

The positions of the main members of the project team differ depending on the type of project. For an industrial project, for example, the core of the team, in addition to the project manager, must include Chief Engineer a project that is responsible for specifications and quality final product... For large projects, it is necessary to have a team of several engineers: an engineer in charge of product specifications, an engineer in charge of manufacturing technology, and a specialist in charge of installation, testing and pilot production.

Project administrator - a specialist in charge of all official office work within the project, recording changes, complaints and other issues related to contractual obligations. Often the project administrator is also responsible for maintaining the project archive.

Large projects may also include:

• Project supervisor - collects, processes and records information on the progress of work and actual costs.
• Support Services Leader - is responsible for the functioning of services information support and support for general management functions.
• Project office . It is useful to have a project office (project headquarters) even for small projects. The project office is the center where project information flows, meetings and meetings are held. The workplaces for permanent project team members should, if possible, be located at headquarters.

In each project, you can identify specialists whose activities are critical to the success of the project as a whole. For example, members of the top management of the organization overseeing the project; specialists with specific qualifications necessary to achieve project results, etc. In any case, the organizational structure of the management should ensure direct contact of the project manager with these specialists.

Section summary

The concepts of project and project management are related to the need for change management. Project management is an integral part of the daily activities of managers at various levels. Many leaders still associate the need to use formalized project management methods with large projects, such as the launch of an interplanetary station, the development of a new type of weaponry, or the construction of a nuclear power plant. However, even in organizations focused on serial production, the implementation of projects is a significant part of the activity.

The use of formalized project management methods makes it possible to more reasonably determine investment goals and optimally plan investment activities, take into account project risks more fully, optimize the use of available resources and avoid conflict situations, control the execution of the plan, analyze actual indicators and make timely adjustments to the course of work, accumulate, analyze and use in the future the experience of implemented projects. Thus, the project management system is one of the most important components of the entire organization management system.

The project is a unique enterprise that involves the coordinated implementation of interrelated actions to achieve certain goals in the context of time and resource constraints

• Project - way, organizational form of achieving goals
• Projects are initiated internally, but may involve multiple stakeholder organizations. To perform work the project performers, equipment and material resources
• Project assumes a plan to achieve the set goals (set of works)
• Project assumes the presence of a system of authority and responsibility for achieving goals, headed by the project manager
• Projects, usually implemented within time and budget constraints

Classification of projects

Classification criteria:

• Place in the structure of the company's business processes
• Main business process
• Business development projects
• Kind of activity
• Building
• Piece and small batch production
• Information systems development
• other
• Method of financing
• Investment project
• Contract project
• The degree of novelty (uncertainty) of the project objectives and the process of achieving them
• Scale, complexity, importance

Key project management processes and their results

In the table below, twenty key project management processes are broken down by the main stages of the project life cycle: initiation, planning, execution, control, completion.

Action	The result of a successful action
Initiation
1. Demonstration of the need for the project and its feasibility	A document confirming the need for the results of the project in general view: goals (products) of the project, means and technologies for achieving goals, costs of achieving goals, expected returns
2. Obtaining project approval	Obtaining approval or rejection from the project sponsor Appointment of a project manager "Decision (order) to start work" has the following characteristics: Formal recognition of the project Published by a manager "external" for the project at a sufficiently high level in the organization so that later funds for the project are allocated Gives sanctions to the project manager to attract resources for project work
3. Obtaining permission for the project in this phase	Permissive or prohibitive decision from the sponsor, granting the project manager the right to use organizational resources for work in the current phase of the project Written permission to proceed to the next phase of the project Issued by a manager of a sufficiently high level in the organization that is “external” to the project, so that funds can then be allocated for the project
Planning
4. Description of the scope of work of the project	Approval of the scope of work of the project Change management plan Work breakdown structure
5. Description of the sequence of work	List of works (it includes all works to be performed within the project) Adjustment and detailing of the hierarchical structure of work Network diagram of the work package of the project
6. Estimation of duration of work and resource requirements	Estimation of the duration (time required to complete) each work of the project and the assumptions on the basis of which the estimates were built Determining resource requirements Correction of the list of works
7. Development calendar plan works	Project schedule in the form of Gantt charts, network diagrams, key event (milestone) charts, text tables Additional reports, including, for example, resource utilization histograms, forecasts for cash flows, procurement / delivery schedules, etc.
8. Cost estimation	Estimation of costs for each work of the project Additional cost information, including assumptions and constraints on which the estimates were based Project cost management plan including variance management
9. Development of a budget and plan of expenses	Original funding plan or budget for cost control / monitoring in relation to calendar
10. Create a formal quality management plan (if required)	Quality management plan Quality control criteria
11. Create a formal communication management plan (if required)	An engagement management plan that includes: Information collection channels Information distribution channels Schedules governing the collection and dissemination of information Methods for updating the engagement plan
12. Recruitment and organization of work of personnel	Organizational structure h Roles and responsibilities of project participants Project team composition and staffing plan
13. Risk identification and response plan (if required)	A document describing potential risks, sources of risks, symptoms of the occurrence of risks and how to behave when they arise
14. Plan for organizing work with external performers / suppliers and (if required)	Supply management plan and methods of attracting contractors Description of work and description of requirements (specification / terms of reference) corresponding to the purchased product or service Bidding documents (for example, an application for the preparation of commercial proposal, invitation to bid or negotiate a contract)
	Criteria for evaluating proposals Contacts with one or more suppliers of goods and / or services
15. Development of the project plan	A comprehensive project plan that consolidates all project work planning outputs.
16. Completion of the project planning phase	The project plan was approved by the sponsor in writing... Formally, a "green light" is given to start work on the project.
17. Re-scheduling the project if necessary	Confirmation that the detailed plan for the implementation of each phase of the project remains relevant, correct, and as efficient as possible to achieve the goals
Execution
18. Execution of project works	Work results Requests for changes in the composition or content of works -1 Regular progress reports The work of the project team is assessed, corrected, and, if necessary, improved The prices of supplies / offers have been determined, contractors (suppliers) have been selected, contracts have been signed and are being implemented
Control
19. Control of project work	Decisions on the acceptance of the work performed and the results obtained Corrective actions, for example, correcting deficiencies, making changes in technology and work process Correction of plans and scope of work Formalized description of good practice Improvement of the quality of work execution z Assessment of the efficiency of project work execution
Completion
20. Completion of the project	Formal, documented in writing, acceptance by the customer of the product of this phase or project work Formal acceptance of subcontractors' products and works Preparing project data for archiving Plan for the continuation and / or transfer of work products

The conditions of the 21st century, in which today we have to do business and solve all kinds of problems, are extremely changeable, and in order to meet them we have to constantly find new ways and ways of solving problems and problems. And to the most popular and effective instruments refers project approach... This explains the relevance of project management today. In their activities, project management is used by companies engaged in the spheres of small, medium and big business, federal organizations and even investment corporations, authorities and state enterprises. So why is project management so in demand?

What is project and project management

A project is a limited-time enterprise (meaning an event), the purpose of which is to create a unique product, product or service, or to obtain fundamentally new results.

Based on this definition, project management should be understood as the application of knowledge, efforts, experience, tools and methods to design work to meet the requirements for the project.

And in the process of the existence of any organization, as well as in the process of implementing any serious idea, sooner or later the moment will come when you will have to make a decision: to use professional project management in your activities or to continue working as before.

Why do you need project management

As it should be assumed, organizations and companies always have a strategy and strategic goals, and within the framework of the applied strategy, certain projects are usually carried out. Project management is primarily a tool that allows you to achieve strategic goals. Simply put, effective project management allows you not only to competently manage projects, but also to receive a whole range of means to achieve strategic goals, and also ensures the allocation of resources (time, labor, financial, etc.) only for those tasks, the solution of which will promote the organization. on the way to solving the main problems.

When there is a single principle for the selection of projects, then the use of corporate project management systems (CSPM) makes it possible to obtain a single picture of the implementation of a portfolio of projects, allows you to control the budget, deadlines, resource consumption and overall project progress. The use of project management systems, among other things, provides the organization with transparency and the ability to assess various kinds of costs (financial, human, time, etc.) in terms of project work.

The presented control and this very transparency in the process of project management make it possible to find the reasons for deviations and cost overruns, thereby optimizing resources and reducing their volumes, which means they can reduce all kinds of costs. In addition, systematic and structured project management methods greatly increase the potential and competitiveness of companies, helping them to achieve success and gain a foothold in their chosen niches.

However, one should not forget that the approaches to project management, and the project management itself as such, are just standards and bodies of knowledge, if the work is not managed by a competent and experienced specialist with the necessary competencies. Without a leader, no project has a chance of life.

Who is a project manager

As we have noticed, the success of any project, no matter what it is - creating an innovative product, developing a website or launching a new one. advertising campaign- will always depend on the team implementing this project. But this is exactly what this team will be like, how well-coordinated and productive it will work, how responsibility will be distributed in it, etc. - all this in the most direct way depends on the project manager (project manager).

But often the understanding of the position of a project manager is so vague that it is completely incomprehensible what this person does, what functions he performs, what he is responsible for, etc. Let's figure out who PM (Project Manager) is.

If you look at the Project Management Body of Knowledge (PMBoK), you can see that a project manager is the person who is appointed as the team leader by the executing organization and is responsible for achieving the goals set for the project. And this definition is perhaps the most correct, since the task of the project manager is to build the process of work on the project, using resources within the budget and being guided by deadlines and specified requirements for the quality of the result.

The competencies of the project manager include:

• Knowledge, i.e. what the project manager knows about project management
• Execution, i.e. what the project manager is able to do and what to achieve using his knowledge
• Personal qualities, i.e. behavior of the project manager in the process of project implementation and related work

Whatever the project, its leader will always interact with the management, the customer, the team and the project itself. And for his activities to be effective, he must not only possess the above-mentioned competencies, but also be able to manage projects, using his personal qualities and auxiliary tools for this.

How to learn to manage projects

So, for a project manager to be truly effective and produce positive results, the leader must be able to:

1	Gather the right people for the implementation of the idea and create a team of them, whose members will share common ideas, values ​​and goals, be responsible for their decisions and actions. This skill can be called fundamental.
2	since during the implementation of projects there are great amount... This can also include. Without these skills, project implementation will be fraught with problems, both internal and external.
3	Lead people, i.e. be a leader. Given that not everyone is born with the ability to lead, leadership skills need to be developed and cultivated. For this, there are many special trainings and courses.
4	Apply various methods of project management, and here we are talking about the practical skill of their application. But first, you should learn about them, and you will introduce you to the most popular of them in this course.
5	Implement and use a variety of software products - project management systems. You will also learn about several dozen of them by completing our course.

Of course, project management is a difficult job with an incredible number of subtleties and pitfalls that you simply cannot learn about without experience. But one should not think that it is impossible to learn this. In fact, as you yourself know, almost everything in this world is possible, and even more so to manage projects. This is why we have developed this course for you. Naturally, it will not replace higher profile education and master classes from world-renowned specialists, but it may well become a starting point and serve as a base on which other information will subsequently lie.

Our project management course is presented by two main components: theoretical and practical. The theoretical part consists of information that you need to read and comprehend. As for the practical part, it includes recommendations, tips, techniques, methods and project management systems that can and should be used in work.

The emphasis in the course is on project management, but we have included several blocks on the topic of team building and planning. all this within the framework of project management is closely intertwined with each other. The information from the course will be quite enough, but we still advise you to familiarize yourself with additional materials that will be useful to you in your further practice. Pay attention to the following materials:

And one more nuance that we would like to point out: one of the most important rules for mastering any skill is the transfer of theoretical knowledge into a practical plane. We will talk more about how to take classes, but for now we will say that everything that you learn from the course should be applied immediately.

Tips, recommendations, techniques, project management systems - all this should be adopted by you and used in your work, even if you have not yet taken on a serious project. The sooner you start doing the right thing, the sooner you will have the experience and dexterity you need to be successful.

Do you want to test your knowledge?

If you want to test your theoretical knowledge on the topic of the course and understand how it suits you, you can take our test. In each question, only 1 option can be correct. After you have selected one of the options, the system automatically proceeds to the next question.

And now we invite you to get acquainted with summary each of the five lessons of the Project Management course.

Project Management Lessons

When compiling the course, we studied a lot of information on project management. We did not include everything that we wanted in the course due to the huge volume of the topic. Therefore, leaving the most significant topics in our opinion, we focused on them and tried to reveal their main aspects, slightly reworking the material and adapting it (as far as possible) for easier perception and understanding.

The course includes five lessons dedicated to the individual sections of project management, and contains theoretical information and practical guidance. The step-by-step study of the lessons will allow you to form a clear and objective understanding of project management, the functions of a project manager and the tasks that the project team should be involved in. In addition to the tutorials, we have made short reviews of popular thematic books.

Project activities are impossible without preliminary planning. Planning is about setting goals and determining how to achieve them. All this is aimed at solving the tasks set for the project.

In the first lesson, you will learn about project planning, the main and auxiliary planning processes, get acquainted with the principles of planning, work breakdown structure, responsibility matrix and cost items. We will also talk about network planning, planning according to time parameters and organizing work on project planning.

As the implementation of a project is impossible without a competent leader, it is impossible without a team of specialists. And it is important here not only that the team members have the necessary competencies, but also the creation of a productive atmosphere and a positive microclimate in the team. These and other equally important things are described in the second lesson.

We will take a closer look at the composition of the team and project participants, talk about the project manager and his responsibilities and functions, as well as the requirements for him. But the main material is devoted to the issues of teamwork, namely: the characteristics of a team and approaches to its formation, the life cycle of the team and the selection of its members, planning and organizing teamwork, team development and conflict resolution.

Project activities of any scale are always associated with certain risks, and the larger the project, the larger and scale potential threats for him. And here it is extremely important not only to assess the risks, but also to be able to develop ways of responding to changes in the course of the project that can minimize the degree of riskiness.

In the third lesson, you will get acquainted with the concept of project risks and uncertainty, the concept and planning of risk management, identification, analysis and assessment of project risks, planning of risk response. The lesson ends with 10 rules of risk management from project management professional Bart Jutt.

The success of project management is due, in addition to everything, applied for this method. Despite the fact that a universal methodology that would be suitable for all projects has not yet been created, there are a number of methods recognized as the most effective.

The fourth lesson focuses on the most popular project management methods today: Agile, Lean, Six Sigma, Kanban, Scrum, and PRINCE2. In addition to descriptions, we will provide simplified schemes for working with these methods and talk about their advantages and disadvantages.

In order for the quality of project management, team efficiency and project portfolio management to be at their best, it is necessary to use project management systems in their work. They are informational and automated systems project management, i.e. specialized software.

The fifth lesson provides introductory characteristics of fifty project management systems, including Basecamp, Asana, TeamBridge, Advanta, Time Master, Microsoft Project, Project Kaiser, Workdoer, ProjectOffice, Comindwork, WebAsyst, Zoho Projects, IPI.MANAGER, Assembla and a number of others. In conclusion, we will talk a little about the benefits of using these systems.

Project Management Books

We have devoted this section to interesting and useful books on project management. They contain just a colossal amount of theoretical and practical information that you definitely need to get acquainted with. Of course, you will have to check a lot on your own experience, but you must agree that using the experience of other people in your work can save you from many mistakes and save a lot of time. Therefore, after completing the course, set aside time to read at least a few books from our list.

How to take classes

Mastering project management is not easy, which is why the course itself may seem somewhat difficult to you. But, as we have already mentioned, we tried to simplify the information as much as possible and make it more digestible, because the topic is still specific. Do not be intimidated by the unusual terminology and intricate tables and graphs - as you study the course, everything will surely fall into place, which means that you can understand the topic without any problems.

All lessons have a practical orientation, and one should approach acquaintance with them from such a position. Everything that you learn from the course can be used by you on the same day, even when it comes to computer programs: you can download the software of interest to your computer and try it in action. What can we say about planning, personal and team effectiveness.

We recommend taking the lessons in the order in which they are presented, and we advise you to expect at least 2-3 days to complete each of the lessons. Today you just read the lesson and comprehend it, highlight the most important points, may be, . Tomorrow you will turn to what seemed to be the most interesting and significant, get acquainted with additional materials, methods and programs. The day after tomorrow, if there is such an opportunity, introduce the acquired knowledge into practice.

By the way, we consider the last point the most important. Always and in everything, strive to apply your knowledge so that it does not remain just a baggage of useless knowledge. Remember, no matter how much you know, what matters is what you can do with that knowledge. This thought can be called the cornerstone of any learning.

And finally, we invite you to get acquainted with the thoughts of some famous people on the topic of projects and project management. It is likely that they will serve as additional motivation for you, and at the same time you will spend a couple of minutes with pleasure and benefit. So pour yourself a cup of tea or coffee and start taking the course. We are confident that you will succeed!

Celebrity Quotes About Projects and Project Management

"No matter what stage the project is at, the time required to complete it is a constant value." - Hartree's law

“All things are created twice. The first time is mentally, the second time - physically. The key to creativity is to start work knowing in advance the result you want to get "-Stephen Covey

"The project is a draft of the future" -Jules Renard

"We must either find a way or lead it" -Hannibal

"Trying to manage projects without project management is like trying to play football without a game plan."Karen Tate

"If you need to choose one present among the experts, choose the one who promises the longest completion date of the project and its greatest cost" -Warren's principle

“Of everything I have done in my life, the most important thing I think is managing the talented people who worked for us, directing them to the right goal” -Walt Disney

“It doesn't matter how good your team is or how effective the methodology is, if you don't solve the right problem, the project will fail” -Woody Williams

“RULE 90 ON 10. On any project, the first 90 percent of the work takes 10 percent of the time, and the last 10 percent takes up the remaining 90 percent of the time. -Murphy's laws

"Plans are useless, planning is priceless" -Dwight D. Eisenhower