ORGANIZATIONAL PROJECT MANAGEMENT TOOLS

Parameter name	Meaning
Article subject:	ORGANIZATIONAL PROJECT MANAGEMENT TOOLS
Rubric (thematic category)	Technology

3.1 Network matrices

Network matrices are the most effective tool in project management. Οʜᴎ represent a higher level of scientific development of network diagrams and are used at all stages life cycle project.

In the network matrix, design work is depicted graphically in a certain sequence and taking into account the relationships and dependencies between them. Let's take a fragment of the network matrix as an example (Fig. 9).

Rice. 9 Fragment of network matrix

network matrix is combined with the calendar-scale grid of time. The horizontal "corridors" of the grid correspond to officials, structural units or management levels. Vertical "corridors" correspond to individual time intervals.

When constructing a matrix, three basic concepts– work, event and path.

Work- ϶ᴛᴏ a process that requires time and resources. On the graph, it is depicted as a solid arrow.

The word "work" also refers to expectation And addiction.

Expectation- ϶ᴛᴏ process requiring time expenditure, but does not require resources. On the graph, it is indicated by a dotted arrow with an indication of the waiting time.

Addiction (dummy job) indicates only the existence of a connection between the activities, when the start of the activity depends on the completion of other activities. There is no need for time and resources. The dependence is indicated by a dotted arrow without indicating the time.

Event It is indicated, as a rule, in the form of a circle and represents the result of the completion of all the work included in it. At the same time, the event allows you to start all the work that comes out of it.

From the above example (Fig. 9) it can be seen that four events take place within the framework of the control process, with event 1 being the initial one, events 2 and 3 being intermediate, and event 4 being the final one. These events are related to the execution of work, with work 1-2 and 2-4 being performed by the director, work 1-3 and 3-4 by his deputy, and work 1-4 by the chief engineer.

The sequence of work from the initial event to the final one forms way. The path that has the longest duration in the network matrix is ​​called critical and is indicated, as a rule, by a thickened or double arrow.

When building network matrices, it is extremely important to adhere to the following basic rules.

· The rule of designation of works.

It is not allowed to designate parallel works with the same code (Fig. 10a). This means that there should be only one arrow between two adjacent events. Otherwise, it is extremely important to introduce an additional event and dependence into the matrix and separate one of the works with them (Fig. 10b).

· The rule of prohibition of "dead ends".

There should be no events in the network matrix from which no work exits (except for the final network event). The presence of such events means that extra work has been introduced or there is an error in the technology for their implementation.

· The rule of prohibition of unsecured events.

There should be no events in the network matrix that do not include any work (other than the original network event). In this case, the start condition will not be set for the activities coming out of such unsecured events. Therefore, the work will not be done.

· Delivery image rule.

Supply- ϶ᴛᴏ the result obtained outside the project management system. The delivery is depicted as a circle with a cross inside. In the given example (Fig. 10c), delivery is required to perform work 2-3. As a rule, next to the circle of delivery indicate the number of the specification that reveals its content.

· The rule of organizational and technological links between works.

The network matrix takes into account only the directly indicated dependence between jobs (Fig. 10d). To show that activity 4-5 must be preceded not only by activity 3-4 but also by activity 1-2, the matrix additionally indicates the relationship between events 2 and 4.

· technological rule construction of network matrices.

To build a network matrix, it is extremely important to establish which works must be completed before the start of this work, which ones are started after its completion, which are extremely important to complete simultaneously with this work.

· Event coding rule.

All events in the matrix must have independent numbers. For this event, encode integers without gaps. In this case, the subsequent event is assigned the next number only after the assignment of numbers to all previous events.

Rules for specifying activities, expectations and dependencies:

1) the arrow (work) must always be directed from an event with a lower number to an event with a higher number;

2) the belonging of the work (arrow) to a certain horizontal "corridor" is given by its horizontal section;

3) the duration of work or waiting is determined by the horizontal projection of the distance between the corresponding events;

4) dependencies between jobs without waiting are indicated by vertical arrows. In this case, their projection on the time axis is equal to zero;

5) the tilt of the arrows along the time axis to the left is not allowed.

Let's consider the procedure for constructing a network matrix using the example of the fragment "Preparation of proposals for improving the organization of project management in a construction trust" (Table 1).

Table 1

"Preparation of proposals for improving the organization of project management in a construction trust" (option)

Let's transfer the presented works to the network matrix, taking into account their sequence, duration and performers (Fig. 11).

Figure 11 - Network matrix of the fragment of the project "Preparation of proposals for

improving the organization of project management in a construction trust"

The advantage of the network matrix is ​​a visual display of the time parameters of the project, knowledge of which is extremely important for maneuvering project resources and managing the project as a whole.

The dotted lines on the network diagram show the slack in the execution of work.

Works that do not have time reserves form critical path. For the considered example (Fig. 11), one of the critical paths is the sequence of works: 1 - 3 - 6 - 11 - 13. Their total duration is 6 days.

The duration of the critical path allows you to determine the directive duration of the project:

where is the duration of the critical path;

Probability of project implementation under given conditions. The normal value of this indicator is in the range from 0.6 to 1.0;

Duration dispersion i th activity on the critical path.

The actual duration of an individual work is a random variable with a normal distribution law. Its parameters can be calculated using approximate formulas:

where , , , - the most probable, optimistic, expected and pessimistic duration of work, respectively;

The variance of the actual duration of work.

Main parameters of the network model

The main parameters of the network model include:

Event number (N);

Early date of occurrence of an event - ϶ᴛᴏ the earliest possible moment of occurrence j-th event and it is determined by the time of execution of all the work preceding this event. Obviously, the early date for the occurrence of an event can occur when all the work of the maximum length of the path is completed:

T (P) j = max (T (P) i + t ij), for (i,j)нV + j ,

where V + j , is the set of arcs on the network model included in the event j;

Late date of occurrence of the event - ϶ᴛᴏ the latest of the admissible moments of occurrence i-th event, at which it is still possible to perform all subsequent work without exceeding the deadline for the entire project. The determination of the late dates for the occurrence of events is carried out strictly sequentially in descending order of event numbers, starting from the final event, according to the formula:

T (P) i = min (T (P) j - t ij), for (i,j)нV - i ,

where V - i , is the set of arcs on the network model coming out of the event i;

Reserve - ϶ᴛᴏ difference between late and early dates event occurs:

R k \u003d T (P) k - T (P) k .

The parameters of the network model are specified in the vertices as follows:

Consider the definition of the basic parameters of the network model using the example of a project, the initial data for which are presented in Table 2.

table 2

Initial data for the project

Job number	Job Title	Previous work number	Duration, days
	Coordination of customer requirements	-
	Development of documentation and building design	-
	Completion design work
	Foundation works
	landscape design
	Building a fence	2, 3
	Construction of the first floor
	Completion of the construction of the fence
	Entrance gate installation
	Completion of the construction of the first floor
	Garage door installation	8, 10
	Installing the rafter system
	landscape works
	Installation of the roof, windows and doors	9, 11, 12
	Internal work and delivery of the project to the customer	13, 14

The network model of this project is shown in fig. 12.

3.3 Matrix of separation of administrative tasks of management

For a clear division of job duties and responsibilities in the project management process, a matrix for the separation of administrative management tasks (the RAZ matrix) is being developed.

The RAZU matrix is ​​a table, in the title of the rows of which the management tasks are indicated, and in the title of the graph - performers (officials, divisions and services). At the intersection of the lines and the graph, the relation of the corresponding executor to the corresponding task is indicated by a conventional sign (Table 3).

Table 3

Matrix of separation of administrative tasks of management (option)

Let's consider a possible variant of conventional signs of the RAZU matrix for various aspects of management.

Symbols for determining responsibility for solving a problem:

I am the sole decision (signed) and personal responsibility;

! – personal responsibility and participation in collegial decision-making (with a signature);

P - participation in collegial decision-making without the right to sign.

Symbols for defining activities for the implementation of tasks:

P - planning;

O - organization;

K - control;

X - coordination;

A is activation.

Symbols for defining activities for the preparation and maintenance tasks implementation:

C - approval, sighting;

T - direct execution;

M - preparation of proposals;

± – calculations;

- non-participation in work.

To determine the attitude of each performer to each management task, an expert survey is used, most often based on a preference matrix.

The preference matrix is ​​a ϶ᴛᴏ square matrix, the rows and columns of which correspond to the set of conventional signs of the matrix ONCE (Table 4). Each element of the preference matrix is ​​an integer:

0 - if the character corresponding to the row is less preferable than the character corresponding to the column;

1 - if the signs are equivalent;

2 - if the character corresponding to the row is preferable to the character corresponding to the column.

Table 4

Conventional signs	T	I	P	ABOUT	X	BUT	TO	!	Total
T
I
P
ABOUT
X
BUT
TO
!

It follows from the table that, for example, the symbol "T" is preferable to the symbols "I", "P", "O", "A" and "K", is equivalent to the symbol "X" and is inferior to the symbol "!".

It is obvious that all symbols are equivalent to themselves, in connection with this, the diagonal of the matrix is ​​​​unit.

For each row of the matrix, the sum of the values ​​of its elements is calculated and this sum is considered as an estimate of the significance of the corresponding symbol by a separate expert.

Each expert fills in a preference matrix for each performer. Further, in relation to an individual performer, for each symbol, the average value of its significance is calculated based on the estimates of all experts. As a rule, this is the arithmetic mean or median. Based on the average values, the symbols are assigned ranks and one of them with the highest rank is selected, or several of them in case of equal ranks.

Determination of the labor input coefficients for solving control problems ( TO r) is also made on the basis of filling in the preference matrix by the experts. At the same time, tasks are compared according to their complexity. As a result, for each task, an average conditional value of labor intensity is obtained. When dividing this value by the sum of similar values ​​for all tasks, the value is obtained TO T.

PROJECT PLANNING

4.1 Basic concepts and definitions

Essence of planning consists in:

a) setting goals and ways to achieve them on the basis of the formation of a set of works (measures, actions) that must be performed;

b) application of methods and means for the implementation of these works;

c) linking the resources necessary for their implementation;

d) coordination of actions of organizations - participants of the project.

The activity of developing plans covers all stages of the creation and execution of the project. It begins with the participation of the project manager (project manager) in the process of developing the concept of the project, continues with the selection of strategic decisions for the project, as well as with the development of its details, including the preparation of contract proposals, the conclusion of contracts, the execution of works, and ends with the completion of the project.

On the planning stage all necessary parameters for the implementation of the project are determined:

Duration for each of the controlled elements of the project;

The need for labor, material and technical and financial resources;

Terms of delivery of raw materials, materials, components and technological equipment;

Terms and volumes of involvement of design, construction and other organizations.

Project planning processes and procedures should ensure that the project is feasible within the specified time frame minimum cost, within the normative costs of resources and with proper quality.

In a well-organized project, a specific management body should be responsible for the implementation of each goal: the project manager for all goals (project mission), responsible executors for private goals, etc. That is, the tree of project goals should match the subsection structure of the organization responsible for the implementation of the project. For this, a so-called responsibility matrix is ​​being developed, which determines functional responsibilities executors for the project, specifies the set of works for the implementation of which they are personally responsible.

The higher the level of the governing body, the more generalized, aggregated indicators it makes decisions on the management of subordinate units. With an increase in the level of the hierarchy, the time interval between the issuance of plan targets, the control of their execution, etc., increases. work independently, regardless of subdivisions of the same or neighboring level. The independent functioning of units should be provided with certain reserves of resources, which are also extremely important to plan.

The main purpose of planning consists in building a project implementation model. It is necessary to coordinate the activities of project participants͵ with its help, the order in which work should be performed, etc. is determined.

Planning is a set of interconnected procedures.
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The first stage of project planning is the development of initial plans, which are the basis for developing the project budget, determining resource requirements, organizing project support, contracting, etc.
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Project planning precedes project control and is the basis for its application, as a comparison is made between planned and actual indicators.

4.2 Planning processes

Planning is one of the most important processes for a project, as the result of its implementation is usually a unique object, product or service. The scope and detail of planning is determined by the usefulness of the information that can be obtained as a result of the process and depends on the content (intention) of the project.

These processes can be repeated and be part of an iterative procedure performed until a certain result is achieved. For example, if the original project completion date is unacceptable, then the required resources, cost, and sometimes the scope of the project must be changed. The result in this case will be the agreed terms, volumes, nomenclature of resources, budget and content of the project ͵ corresponding to its goals. The planning process itself should not be completely algorithmized and automated, as it contains many uncertain parameters and often depends on random factors. For this reason, the plan options proposed as a result of planning may differ if they are developed by different teams, whose specialists assess the impact of external factors on the project differently.

Basic planning processes can be repeated several times, both during the entire project and its individual phases. The main planning processes include:

♦ project scope planning and documentation;

♦ description of the scope of the project͵ determination of the basic stages of the project implementation͵ their decomposition into smaller and manageable elements;

♦ drawing up a budget, estimating the cost of resources required to carry out the work of the project;

♦ definition of works, formation of a list of specific works that ensure the achievement of project goals;

♦ arrangement (sequence) of work, definition and documentation technological dependencies and restrictions on work;

♦ assessment of the duration of work, labor costs and other resources required to complete individual works;

♦ scheduling, analysis of technological dependencies of work execution, work durations and resource requirements;

♦ resource planning, determining what resources (people, equipment, materials) and in what quantities will be required to complete the work of the project. Determining in what terms the work is completed, taking into account the limited resources;

♦ budgeting͵ linking estimated costs to specific activities;

♦ creation (development) of the project plan͵ collection of the results of other planning processes and their combination into a common document.

Supporting planning processes are performed as a matter of utmost importance. These include:

♦ quality planning, defining quality standards appropriate for a given project and finding ways to achieve them;

♦ organizational planning (design), definition, survey, documentation and distribution of project roles, responsibilities and subordination;

♦ selection of personnel, formation of the project team at all stages of the life cycle of the project͵ selection of the necessary human resources included in the project and working in it;

♦ communication planning, determination of information and communication needs of the project participants: to whom and what information is needed, when and how it should be delivered to them;

♦ identification and assessment of risks, determination of which factor of uncertainty and to what extent can affect the course of project implementation; determination of favorable and unfavorable scenarios for project implementation; documentation of risks;

♦ supply planning, determining what, how, when and with whom to purchase and supply;

♦ planning proposals, documenting product requirements and identifying potential suppliers.

4.3 Planning levels

Determination of planning levels is also the subject of planning and is carried out for each specific project, taking into account its specifics, scale, geography, timing, etc. During this process, the type and number of planning levels corresponding to the allocated work packages for the project, their content and temporal relationships are determined.

Plans (graphs, networks) as an expression of the results of planning processes should form in the aggregate a certain pyramidal structure that has the properties of aggregating information, differentiated by levels of awareness management, separated by development periods (short-term, medium-term and long-term). The levels of planning and the system of plans should be built using the principles of ʼʼ feedbackʼʼ, providing a constant comparison of planned data with actual data and have great flexibility, relevance and efficiency.

Aggregation of calendar-network plans (schedules) is an important and highly effective tool for managing complex projects. Using this tool, project participants can receive network plans of varying degrees of aggregation, in scope and content, corresponding to their rights and obligations under the project. Simplified, the aggregation of network plans for three levels should be presented in the form of some information pyramid (Fig. 13). Here, based on the detailed network plan (at the bottom of the pyramid), on next level management, the plan is transferred only with key stages (milestones).

Network plans are agglomerated due to the fact that the general network plan consists of many private network plans. In each of these private plans, the longest path is determined. These paths are then put in place of individual parts of the network. With this incremental aggregation, layered network plans are obtained.

Usually there are the following types of plans:

♦ conceptual plan;

♦ strategic plan for project implementation;

♦ tactical (detailed, operational) plans.

Conceptual planning, the result of which is a conceptual plan, is the process of developing the main documentation for the project, technical requirements, assessments, integrated schedules, control and management procedures. Conceptual planning is carried out in initial period project life cycle.

Strategic planning is a process of developing strategic, enlarged, long-term plans.

Detailed (operational, tactical) planning associated with the development of tactical, detailed plans (schedules) for operational management at the level of responsible executors.

Plan (aggregation) levels should correspond to the levels of management. The higher the level, the more aggregated, generalized information is used for management. Each of the levels has its own representation of the input data, which are usually:

Contractual requirements and obligations;

Description of available resources and restrictions on their use (terms, intensity, placement, etc.);

Estimated and cost models;

Documentation for similar developments.

Level strategic planning related to two main questions:

What are we going to do?

How will we do it?

As a rule, private (specific) goals of the project may change as it is implemented, while strategic goals project͵ its mission remain unchanged. For this reason, the strategic planning stage is of particular importance. Here, the utmost clarity should be obtained on the project, on the main stages of its implementation, on the goals to be achieved.

Strategic planning model may contain several sub-stages (Fig. 14). The sub-stages of strategic planning may not have a definite, predetermined sequence. As a rule, they are performed several times, when the information obtained after the next stage of the analysis or the execution of the procedure is used at the next stage, returns again to the previous or previous stages with already refined or some additional information.

SWOT analysis methods(Strengths, Weaknesses, Opportunities and Threats - benefits, weak sides, opportunities, threats) are often used for strategic planning purposes, especially for assessing the specific parameters of the organization itself and its environment. Table 5 is used to conduct a SWOT analysis. To complete it, it is extremely important to answer the following questions:

♦ what are our advantages, how can we realize them?

♦ What are our weaknesses, how can we reduce their impact?

♦ what opportunities exist, how can we capitalize on them?

♦ What could prevent threats?

♦ What could we do to overcome the problem?

Table 5

Table for SWOT analysis

Based on the results of the SWOT analysis, in particular, it is possible to determine which of the strategies should include the strategy for a particular project.

Twelve possible strategies for projects:

♦ construction-oriented;

♦ finance-based, involving non-trivial financing arrangements, possibly using debt or subsidies, and where there is a focus on cash flows or cost of capital;

♦ state;

♦ design when design technology provides significant advantages over other technologies;

♦ built on customer-contractor relations, in which various forms partnerships between the customer and the contractor;

♦ technological, focused on the use of the most modern, but also more risk-prone technologies;

♦ commissioning oriented;

♦ providing optimization of the relation of expenses, quality and terms;

♦ resource-oriented, especially in case of limited or high cost of resources, their scarcity and uniqueness;

♦ focused on the scale of the problems being solved or on a given volume, for example, providing a given number of jobs in the region;

♦ oriented towards chance or unforeseen contingencies;

♦ passive, when there is no strategy at all as such and behavior environment unpredictable.

4.4 Work breakdown structure

The structure of the division (decomposition) of works (SPP)(WBS - Work Breakdown Structure) - a hierarchical structure of the sequential decomposition of the project into subprojects, work packages of various levels, detailed work packages. CPP is the basic tool for creating a project management system, as it allows you to solve the problems of organizing work, allocating responsibility, estimating costs, creating a reporting system, effectively maintaining procedures for collecting information on the performance of work and displaying the results in an information management system to summarize work schedules, costs, resources, and completion dates.

CPP allows you to align the project plan with the needs of the customer, presented in the form of specifications or job descriptions. On the other hand, CPP is a convenient management tool for the project manager, as it allows you to:

♦ determine the work, work packages that ensure the achievement of sub-goals (private goals) of the project;

♦ check whether all the goals will be achieved as a result of the project implementation;

♦ to create a convenient reporting structure corresponding to the objectives of the project;

♦ define milestones (key results) at the appropriate level of detail in the plan, which should become milestones for the project;

♦ distribute responsibility for achieving the goals of the project among its executors and thereby ensure that all work on the project is responsible and will not fall out of sight;

♦ Provide team members with an understanding of the overall goals and objectives of the project.

Work packages usually correspond to lower level detailing CPP and consist of detailed works. Work packages can be subdivided into steps if they are of the utmost importance. Neither detailed work, nor, moreover, steps, are elements of the CPP.

CPP development is either top-down or bottom-up, or both approaches are used simultaneously. The iterative process used for this purpose may include different approaches to information discovery. For example, the technique of ʼʼbrainstormingʼʼ is used, carried out both within the framework of the project team and with the involvement of representatives of other project participants. As a result of the construction of the CPP, all the goals of the project should be taken into account and all prerequisites for its successful implementation.

CPP Detail Level depends on the content of the project, the qualifications and experience of the project team, the management system used, the principles of distribution of responsibility in the project team, the existing document management and reporting system, etc. In the process of creating a CPP, detailed technical specifications or only functional specifications with requirements for I work in the most general way.

Hierarchical structure of the project͵ created on the basis of the CPP, allows you to apply the procedures for collecting and processing information on the progress of the project in accordance with the levels of management, work packages, milestones, etc., to summarize information on work schedules, costs, resources and deadlines.

Project management system should include the ability to present information on the planned and actual data of the project in accordance with the CPP structure, except, of course, standard layouts built on the basis of filters by project indicators (terms, resources, responsible, etc.).

The basis for the decomposition of the CPP can be:

♦ components of a product (object, service, line of business) resulting from the implementation of the project;

♦ process or functional elements of the activities of the organization implementing the project;

♦ stages of the life cycle of the project͵ main phases;

♦ divisions of the organizational structure;

♦ geographical location for spatially distributed projects.

In practice, combined CPP structures are used, built using several decomposition bases.

The art of project decomposition consists in the skillful coordination of the basic structures of the project, which include, first of all:

Organizational structure (OBS - Organization Breakdown Structure);

Structure

ORGANIZATIONAL PROJECT MANAGEMENT TOOLS - concept and types. Classification and features of the category "ORGANIZATIONAL PROJECT MANAGEMENT TOOLS" 2017, 2018.

Understanding Corridor Networks

In the so-called corridor network diagrams, a part of the entire complex of works or individual performing works can be taken as a corridor (Fig. 4.12).

The belonging of a work to a particular corridor is determined by its horizontal position (or segment) in this corridor, as shown in Fig. 4.13.

So, in the figure we see that works 1-2 and 2-4 are carried out along node "a", since the horizontal segments of these works lie in the plane of the corridor of node "a". Works 1-3 and 3-4 are carried out along node "b", since the horizontal segments of these works lie in the plane of the corridor of node "b".

Rice. 4.12.

Rice. 4.13.

So, Contractor 1 is shown as a triangle on the chart. Performer 2 is indicated by a square. Performer 3 is indicated by a circle. Thus, any figure standing at the beginning of the work denotes a specific performer of this work. So, work 1-2 on node "a" is performed by Contractor 1. Work 3-4 on node "b" is performed by Contractor 2, and so on.

Rice. 4.15.

As seen, corridor network diagram carries much more information than a regular network. This quality allows it to be used in cases where a simple network graphics is not enough to perform management functions.

network matrix

The network matrix is corridor scale network diagram, organized in the context of the performers of the work.

The network matrix allows linking the logical-temporal structure and organizational structure organization management.

The use of network matrices in the process of project management makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure of the necessary work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for the implementation of the entire range of work on solution of the task. Such a plan allows more efficient use of available resources, since the analysis of the network matrix and the determination of critical work and time reserves for non-critical work make it possible to reallocate resources in order to better use and reduce the time required to complete the tasks. There is also an opportunity to quickly process large amounts of reporting data using computer technology and provide the company's management with timely and comprehensive information about the actual state of work, facilitating the correction of decisions made; predict the progress of work on the critical path and focus on them the attention of managers at various levels. Using the mathematical apparatus, it is possible to determine the degree of probability of the implementation of the plan and correctly distribute responsibility among the hierarchical levels of management.

The network matrix is ​​a graphical representation of the processes project management, where all operations, the implementation of which is necessary to achieve the final goal, are shown in a certain technological sequence and interdependence. The network matrix is ​​combined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the level of management, structural subdivision or executive performing one or another operation of the process of preparation, adoption and implementation of the decision; vertical - the stage and individual operations of the decision-making process occurring in time.

A network matrix is ​​a kind of network diagram. Therefore, when building a network matrix, the same three basic concepts are used as when building network graphs:

• work (including expectation and dependence);
• event;
• way.

All the rules for constructing network graphs also apply to network matrices.

Building a network matrix

For the correct construction of a network matrix, in addition to the general rules for constructing network graphs, one should adhere to several special rules that directly relate to network matrices as a corridor-scaled variety of network models.

The belonging of the work (arrow) to one or another horizontal corridor is determined by its horizontal position or its scale-free horizontal section in this corridor. The belonging of a job (arrow) to a vertical corridor is determined by the vertical boundaries of the corridor, stage or operation, i.e. vertical lines defining the time scale of the matrix.

Rice. 4.17.

After constructing the network matrix, all known methods for calculating analytical parameters and optimizing the model can be applied to it.

Organizational toolkit project management: network modeling, PERT method, RAZ matrix, information technology management models

The network matrix is ​​a graphical representation of the project implementation processes, where all work (management, production) is shown in a certain technological sequence and the necessary interconnection and dependence

One of the most effective tools in project management are the so-called network matrices ( a higher level of development of "networks"). They will make it possible to present the entire project implementation process in a very visual form, as well as to identify the composition and structure of work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a science-based coordinated plan for the implementation of the entire range of project work for more efficient use of available resources and time reduction.

It is also possible to quickly process information arrays using computer technology and provide project management with timely and comprehensive information about the actual state of work, which facilitates the correction of decisions made; predict the progress of work on the critical path and focus the attention of project managers on them. Using the mathematical apparatus, it is possible to determine the degree of probability of the project implementation and correctly allocate responsibility among the hierarchical levels of management.

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

The separation matrix of administrative management tasks is a table in which the names of positions, departments and services are located, as well as the tasks performed by these performers are listed. conventional sign the attitude of each department of the service or a particular employee to the solution of a specific problem is indicated.

Activities for the implementation of management functions in the design of the RAZ matrix are as follows:

responsibility for solving a particular project management task;

I am the sole decision and personal responsibility for solving a particular problem (with a signature);
! - personal responsibility for solving a particular problem in a collegial form of decision-making (with a signature);
P - participation in the collegial solution of this problem without the right to sign.

P - planning;
O - organization;
K - control;
X - coordination of the joint efforts of the participants in the process;
A is activation.

C - approval, sighting;
T - performance;
M - preparation of proposals;
+ - settlement operations necessary for the implementation of the function (task);
- - does not participate in the work.

Design of project management technology, i.e. fixing the sequence and relationship of solving managerial problems, possibly with the help of the so-called information technology model (ITM).

The main stages of ITM development:

1) development of information tables.

2) Formation of information technology models based on information tables

When developing an ITM for project management, it is necessary to: reflect the relationship of tasks in the decision-making process; ensure a clear distribution of duties and responsibilities (matrix RAZ); determine the types and forms of documents that are the result of solving problems.

3) Formation of a consolidated project management model. To build this model, you must: select objective functions management; determine the supporting subsystems; set the place of each task (from information tables) in the model. Project marketing. Project marketing plan. Feasibility study of the project: content, purpose. Business - investment project plan: content, purpose.

Information Technology Model (ITM)

The information technology model (ITM) is a table consisting of six blocks:

1) 1 block: Calendar days- deadlines for solving the management task (as a rule, this is the deadline for providing the resulting documentation (all deadlines are taken from the network schedule or work schedule));

2) Block 2: Input information - is taken on the basis of the second column of the information table;

3) Block 3: Performers - filled in on the basis of the fifth column of the information table;

4) Block 4: Management task - filled in on the basis of the first column of the information table;

5) 5th block: Resulting documentation - filled in on the basis of the fourth column of the information table;

6) Block 6: Consumers of the resulting documentation - filled in on the basis of the seventh column of the information table;

Each task (with all its elements: initial information, performers, etc.) has its own vertical bar. All information in the information technology model (ITM) is represented by the following symbols:

1) - incoming information, performers, consumers;

2) - managerial tasks;

3) - resulting documentation;

74. Project cost management at the stage of its implementation: main and additional indicators of the earned value method.

Project monitoring should include an earned value method to analyze and evaluate the current status and progress of the project and be carried out by comparing actual volumes and costs with baseline targets. The main indicators of the earned value method, such as earned value, actual costs and planned volumes, allow not only to record actual results, but to predict the future state of the project and, based on these forecasts, make the right management decisions.

The basic indicators of the earned value method are:

Planned volumes (Planned Value - PVj\

Earned Value (EV)\ Earned Values ​​show the amount of work actually completed, expressed in terms of the planned cost of this work, as of the key date.

Actual Cost (AC). Actual costs show the actual (actually existing) cost of the volume of work performed, i.e. the totality of all costs incurred in the course of work as of the current date. Actual costs are sometimes referred to as the amount of resources that needed to be used on the current date or over a specified period of time.

Additional indicators:

Such derived (calculated) indicators usually include the following analytical and forecast indicators:

Variances:

Deviation according to the schedule (by terms) (Schedule Variance - SV),

Cost variances (by cost) (Cost Variance - CV),

Deviation at completion (Variance at Completion - VAC);

Indices:

Schedule Performance Index (SPI),

Budget execution index (Cost Performance Index - CPI),

Index of necessary efficiency (To-Complete Performance Index - TCPI);

Forecasts:

Projected duration of the project (Time Estimate at Completion - EAC t),

Estimated project cost (Estimate at Completion - EAC),

Variance at Completion (VAC).

When calculating analytical indicators, the indicator of the total project budget (Budget at Completion - BAC) is also used, which characterizes the total amount of all the planned scope of the project, the final value of the base project implementation plan.

Issues of operational project management	Earned value method indicators
Is the project behind schedule or ahead of schedule?	Schedule Variance (Schedule) (SV)
How efficiently is time used?	Schedule Execution Index (SPI)
What is the likely duration of the project?	Projected project duration (EAC()
Is the project under budget or over budget?	Cost variance (by cost) (CV)
How efficiently are resources used?	Budget Execution Index (CPI)
How efficiently should resources be used to successfully complete the project?	Needed Performance Index (TCPI)
What is the expected cost of the project?	Projected project cost (EAC)
Will the project be completed under or over budget?	Completion Deviation (VAC)

Relationship between business plan and feasibility study.

A business plan is a form of presentation of business proposals and projects generally accepted in world economic practice, containing detailed information about the production, marketing and financial activities of the company and an assessment of the prospects, conditions and forms of cooperation based on the balance of the company's own economic interest and the interests of partners, investors, consumers and competitors.

It is obvious that the development of a business plan, a set of calculated indicators is the initial information for the feasibility study. Thus, an organic relationship between the parameters of the business plan and the parameters of the feasibility study (with the technical and economic parameters of the project) is achieved, while achieving the most complete compliance of the studies conducted with the terms of reference for project.

The essential elements of a business plan are:
1. Development of the project idea
2. Description of the idea (essence) of the project
3. Analysis production possibilities firms in the project
4. Market assessment
5. Develop a marketing plan
6. Development of a production plan
7. Development of an organizational plan
8. Calculation of indicators of the feasibility study
9. Development financial plan
10. Risk assessment
11. General conclusions and suggestions (summary)

Thus, in the process of working out the sections of the business plan, the initial data for the feasibility study are formed.

Having received all the necessary data for a feasibility study, the feasibility study indicators are calculated ( net profit, profitability, internal efficiency ratio, maximum cash outflow, period of return on capital investments, break-even point). If the calculations show technical and economic efficiency, then they begin to form the final version of the business plan.

If the indicators of the feasibility study do not meet the requirements of technical and economic efficiency, then the initial data are specified or a decision is made on the inappropriateness of the project.

The feasibility study is the main design document for the construction of facilities. Based on the duly approved feasibility study, a feasibility study is prepared tender documentation And tenders are being held , is treaty (contract) work, opens financing construction and development working documentation .

· Business plan is a program of actions for the implementation of entire business projects that are in constant interaction with the external environment.

· feasibility study is a slightly more localized version of the business plan. The main task of the feasibility study is assessment and description of the economic feasibility of the project , which will be implemented within the same enterprise (which may eventually require the development of a separate business plan).

Parameter	Feasibility study	Business plan
Tasks in progress	· Comparison of investment and specifications project	· Search for sources of additional financing · Comprehensive assessment of the business project · Establishing communications with stakeholders
Potential Reader	· Management · Owners of the enterprise · Key technical personnel	Banks Venture funds Business angels Owners Partners
Typical structure	· general information about the project · commercial feasibility of the project · the structure and cost items associated with the project · the production capabilities / project plan · the need for financing	· Concept, review, summary. · Description of the underlying enterprise. · Product description. · Market analysis, marketing and sales. · Production plan. Organizational plan. · Environment and regulatory information. · Financial plan. · Project risks and their minimization. · Calendar plan project implementation
In what situations might it be necessary?	Procurement of new automated coffee machines Update software assembly line Development of a new feed mechanism for sheet materials for nesting Use of a new type of waterproof ink for large format printers	· Opening of a new business format hairdressing salon · Establishment of a footwear factory in China · Opening of a new furniture store specializing in furniture from interchangeable color modules · Establishment of a chain of cafe-restaurants with a changing interior and menu · Opening of a new ultra-budget convenience food store · Construction of a factory for polyethylene processing

2.1 Types of organizational tools

The first part briefly reviewed the nature of the project and related activities. At the same time, the issue of structuring work to achieve the goals of the project was raised. It is obvious that such activities, as noted above, serve to increase the efficiency project activities according to different parameters (cost, terms, etc.). Among the elements of project activity, one can name and organizational tool aria. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:

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

present the entire project implementation process in a visual form,

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

analyze the relationship between performers and work;

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

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

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

3. information technology model (ITM):

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

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

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

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

Way is a continuous sequence of work, starting from the initial event and ending with the final one. The path with the longest duration is called the critical path and is indicated in the matrix by a thickened or double line with an arrow.

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

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

Deadlock rule. There should be no dead ends in the network model, i.e. events from which no work comes out, except for the network terminating event.

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

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

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

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

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

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

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

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

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

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

Organizational toolkit. Network matrices

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

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

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