Organizational toolkit. Organizational management tools
and basic provisions.
Announcement 4.2. Aggregation, impact, activity, change, tool,
combination, cooperation, coordination, methodology, recruitment, sequence,
consequences, application, adaptation, procedure,
result, method, means, subject, technology, universality,
unification, factor, function, part, efficiency. Rationale,
development, approbation, adaptation, classification, application and modernization
modern tools of the organization. ,^
All organizational activities of an individual, group, society
must be provided by one or another set of specific
means of purposeful influence, represented by such a concept,
as a toolkit.
Definition 4.2.1. Instrumentation (from lat. instrumentum - a tool
labor) - an ordered set, a set of means of purposeful
impact and methods of their application.
Unlike a single tool, selection, adaptation and application
which can be carried out randomly, based on the prevailing
circumstances, the toolkit is initially developed and
is formed as a single complex for providing certain activities.
This is determined as the actual set of mastered
tools, as well as the technology of their cooperation, combination and application.
Moreover, such relationships are established not only within relatively
independent sets of instruments of research and influence, but also between their individual components or them in a complex.
Justification, development, construction and application of tools
organizations are based on the unity of the universal research process
and impact, use of its potential, content
and results by the widest range of scientists and practitioners. This allows
eliminate parallelism, improve sequencing
organization, significantly improve the efficiency of its functioning
and development, ensuring purposeful coordination of actions
all participants, users and even observers.
Such coordination is in demand by a number of objective
factors and subjective goals. First of all, research tools
justified, formed and applied universally
both objective and subjective organization. Moreover,
often it is he who becomes not only the one, but the only
the basis for the development and implementation of targeted impact
for a mixed organization.
Illustration 4 . 2. one . Meteorological conditions for the organization of flights of airliners.
Research and impact tools should be sufficient
independent, their natural aggregation cannot deform
especially relevant for a wide variety of conformist
organizations where reports are prepared according to the principle “as much as you need,
we will show so much, ”and what happened and its results are qualified
explanation: "we planned it." The successful solution of this
problems necessitates ensuring the required level
independence of the use of research instruments and validity
and impact efficiency. On this basis, it is formulated
important organizational rule.
effective impact.
In real conditions, it is important to understand that instrumental
approach actually defines not only two independent procedural manifestations, but the entire possible scale of selection^
evaluation, correlation, transformation, cooperation, etc. of the researched
and changeable. Moreover, the configuration of this scale may not have
only linear, but also parallel and branched, including
multi-dimensional, representation that activates development and application
derivative modifications as independent tools,
such as classification and its corresponding correction.
Forms of modeling such a tool palette in the process
adaptations can also be differentiated and brought to subjective
object base, procedure, structure, specifics
and other characteristics of a particular organization. This allows
determine in more detail the use of various tools
research and impact, expand and present them in the form of a universal
range of methods and means, differentiated choice,
purposefully modify and use the most modern
models of intellectual and material organization
(see annex 4).
The logic of building and using complex tools
organization is laid the foundation for the development, implementation and application
a specific methodology for analysis and evaluation. Efficiency
research is determined by the universality, diversity
and the level of development of the instrumental palette, the formation
a wide range of necessary applications of a wide variety of
procedures by arranging these and other components into a single
set of applied configurations.
All this convincingly proves that the absolutely necessary basis
development and implementation of any impact becomes
adequate tools for analysis and evaluation of isolated and studied
qualities of the organization, determined by the subject-object
orientation. Moreover, both the subject and the object of the organization have
on the formation and application of this toolkit its defining
impact. So, for example, it is the subject that represents
and plays the most probable scenarios for the development of the situation,
and the object approach directly forms the necessary foundations
construction and application of organization modeling tools.
The actual modeling tools are wide and varied
used in programming, design, development, construction
and accompanying the functioning and development of a wide variety of
organizations. Examples of such use are given extensively and in detail in scientific publications and research reports.
programs carried out directly at specific enterprises
and in organizations. They open up and
convincingly show the organizational nature of the formation and
efficiency of modeling application, versatility, complexity
and the effectiveness of this organizational toolkit.
The essence and main effect of its application is that
that modeling allows, by conducting an experiment, to avoid
catastrophic errors, identify extreme trends,
identify promising areas. This allows much
less means, but with greater guarantees, to achieve decisive
innovations in the construction, adaptation and application of a specific
tools for research and transformation of mixed
and subjective organization.
V real life even when no special attention is paid to
on the use of such tools, in the representations of intellectual
organization of his own consciousness, the individual does not care,
one way or another, "scrolls" the upcoming actions and their possible
consequences, which in itself is already a simulation. Exactly
this nature determines the key place, the defining role and
strategic perspective of the formation and development of modeling
as one of the fundamental units of modern representation
universal toolkit of the organization.
It is clear that the research toolkit includes many
other very diverse, constantly improving
means and ways of studying the organization. Their composition, content,
interaction and usage patterns are determined by the purposes,
objects and conditions of use, a form of integration of individual
research into process organizational change and development
organizations (see Annex 4). Examples of such integration would be
discussed in chapter 6.3 of the textbook, here the authors limit themselves
already given provisions for the presentation of research tools
and assessment of its place and role in the formation, functioning
and development of the modern organization.
The application of the object approach inevitably faces the need
research and resolution of emerging hierarchical
organization contradictions. Unlike self-organization, their significance
in the construction and use of universal tools
organization increases dramatically, as it moves into the sphere of formation
and development of management relations. During the practical application of the organization's tools, as part of the development and implementation
specific impact of the contradiction directly
arise in the distribution of powers and ensuring coordination
between the participants in this process.
Indeed, the diversity of understanding, the contradictions of application
or even replacing the essence of coordination with the content of the organization
occur frequently in theory and practice.
Similar trends in their comparison, analysis and evaluation, carried out
on them, the conclusions again actualized the question of the theoretical
ratio and practical application organization concepts
and coordination.
In the course of substantiation, construction and use of an integrated
research toolkit and impact ratio organization
and coordination becomes one of key points. More
moreover, it pushes a number of scientists and practitioners to the assumption of
that the organization aggregately includes, should or can include
impact.
Reasonable resolution of this problem is necessary to determine
functional manifestation of the coordination aggregate in the toolkit
organization and can be conceptually considered on
next model (Fig. 4.2.1).
As can be seen even from a superficial analysis of the construction of this model,
the real correlation of organization and coordination is manifested
the presence or absence of hierarchical relations in them. Really,
only a subordinate can be organized, but the success of interaction
depends on those who are not subordinate to you. Linking joint actions
different, independent entities to achieve a unified
at this stage, the goal is provided by the coordination function (see Appendix
2). In this manifestation, coordination is not included in the function of the organization,
but it is absolutely necessary to develop the use of tools
organizations.
However, further analysis shows that the control action,
rising to a higher level for which all involved
in this interaction are subordinates whose
joint action is possible and necessary as appropriate
organize, most often becomes inadequate, late
or emasculated by the administrative-bureaucratic procedure.
In this case, the content of the impact is somehow transformed into
organization consistently integrated into a single toolkit,
which is far from always justified by the situation and provides effective
solution of the assigned tasks.
The coordination toolkit is initially singled out as
alternatives to the organization, providing direct, prompt, equal
interaction between all stakeholders involved
or beneficiaries of the results. It develops
formed, implemented, corrected and developed on
on a parity basis, in real time, within a single
socio-economic and administrative-legal market
space, which allows you to create conditions for ensuring
the most complete, comprehensive, balanced and independent accounting
both private and general interests.
At the same time, the content and results of coordination are largely
degrees depend on the status and condition of the corresponding subjects,
which does not always ensure equality of opportunity for their
interactions. In this case, coordination is latent or open
is transposed into an organization carried out by a higher level,
based on the priority of its formal or informal status,
and in some cases the position of one of the parties.
It is this phenomenon that is often mistaken for the coordination that enters,
according to some researchers, directly into the composition
organizations. Meanwhile, the one-sided, vertical orientation of such an impact clearly indicates the initial absence in
its coordination and its implementation on strictly organizational,
hierarchically developed principles. Indeed, without coming to
mutually acceptable cooperation agreement, the parties, as
as a rule, they appeal to a higher level, relying on its organizational
participation in problem solving.
The above configuration reflects the ratio of the organization and
coordination not only in the study, but also in the impact on the object.
It allows for the possibility of interaction and even
transformation of the organization and coordination with specific goals
and at specific levels of government. The problem of complex implementation
tools for organizing and coordinating, providing
their interaction in processes and control systems will be more
discussed in detail in the last section of the textbook, here the authors
dwell on the differences between them already highlighted above.
The universality of the organization's tools is manifested not only
in the development and application of a single mechanism or its purposeful
switching with functions such as coordination. She,
as shown at the beginning of this chapter, can also be the most
directly realized in absolutely necessary,
organic and consistent integration of research and
impact on the object. In this regard, a universal toolkit
becomes one of the specific and at the same time the most
frequently encountered aggregate manifestations of a particular organization.
Based on the use of a wide palette of the most diverse
configurations of a combination of external tools, means, methods,
techniques, procedures for direct impact on the formation
and development of organizational relations in real processes and systems,
organization tools are used in the form of complex
universal structures that combine individual components
into a well-functioning, purposefully operating mechanism of organization.
The basic procedures of such a mechanism are constantly being upgraded and
are built up with innovative configurations that largely determine
essence and content of organizational changes and development
organizations.
Configurations for building and using such tools
understandable and diverse, the tasks they solve are specific, but in general
the most common aggregations of base models can
be presented as follows (Fig. 4.2.2).
The configurations shown here have a simplified (linear-horizontal)
representation reflecting the basic principles, content
and the sequence of their development and construction. On practice
such dependence can branch out, develop, specialize
and be modernized not only at the development stage, but also
the course of application of specific tools * which significantly expands
application palette of its use.
In this case, the sequence
and continuity of linear switching of the presented chains,
reflecting a specific methodology for constructing organizational tools.
So, in the chain at the first level, the order is already its own
status determines the rigidity of regulation of the implementation of that
or another team. On a case-by-case basis,
to form, adapt and apply applied methods,
providing the most complete achievement of the goals of the organization
through targeted design and use of one or another
aggregation.
Definition 4.2.2. Aggregation (from lat. addgedo - joining) -
construction and application of stable compounds.
Sequence chains presented in aggregations of basic models
formation and application of tools, while maintaining
the general logic of their construction, can and should be adapted,
be modified and modernized in accordance with the change
and the development of the goals, objects and conditions of the organization. Moreover,
base models and are intended to reflect only the general configuration
construction and application of a specific aggregate of tools as
prototype of designing a purposeful applied
organization tools.
At the same time, these models are called basic because, in the course of
development and application of organizational tools they are well-established,
established and used as a starting algorithm
to build new modifications. As a targeted
and the finished unit, they are assembled on the basis of a modular approach
to the use of tools. So, commonly used combinations
individual components or whole chains are added to
sufficiently stable aggregates used in various procedures,
mechanisms and conditions of the organization.
For example, the team contracting method, which optimizes forms, increases
quality and reducing the time of work, used in
variety of business models and mechanisms. Wherein
as a tool of organization can be used universal
self-sufficiency method that saves resources,
interest and responsibility of specific performers for
end results of the work. Such an applied approach to building
the organization's toolkit was developed, implemented, long-term
time was followed in application and showed its high efficiency
JSC "Second Moscow Watch Factory".
The vertical dominant of the construction of the model presented in
rice. 4 2 2, highlights an exceptionally wide variety of palettes and
the possibility of implementing a sequence of qualitative transformations
in the formation and application of applied tools
organizations. Thus, the sequence given in the model
selecting a tool from the palette: order - order - indication
etc., reflects the significant diversity of the possibilities of a particular
method of influence, which largely determines the ratio of effectiveness
organization and management.
And indeed, the order and the order as really prevailing
(more than 65% of all developed and implemented in the domestic
practice of acts) organizational and administrative methods
impacts format the organization as a rigid function
management that centralizes decision making. They provide
development of specific content of actions at the adoption level
decisions with subsequent transfer of responsibility
and monitoring the implementation of the adopted plan.
In contrast, guidelines apply (less than 12% of the total
acts) to draw the attention of the performer to a specific
problem. Such influence ultimately delegates authority
on finding dissonance, developing, adopting and implementing
decision to the performer, that is, practically determines the need
its self-organization and self-government.
It is important to understand that with the expansion of the application of guidelines, professional
qualification level of the performer and the entire organization
in general, acquires a steady upward trend, in contrast to
from the implementation of command centralization, which over time
lowers, consistently disorganizing both the process and the system.
Such a paradox is due to the fact that the performer loses independence,
and the leader is overloaded with responsibility.
This shows how the choice of instrument of influence determines
and in some cases directly determines the ideology of implementation
organizational activity.
Analysis of the influence of the choice of a particular instrument on the formation
and the implementation of the ideology of the organization allows you to make a strategic
important conclusion.
Conclusion 4 . 2. one . The choice of tools is determined by the strategies
organizations.
This once again emphasizes the place and role of tools in the development
and implementation of the procedural organization. They show up
in the strict orientation of the developed and implemented strategy
on the methods and means of its implementation corresponding to it.
In general, the first section of the model shown in Fig. 4.2.2, reveals
a palette of administration forms combining common methods,
specific ways and universal tools with mechanism
social organization. Its functioning is objectively based
on the use of information, administrative,
financial, structural and other means of the organization, providing
the action of the entire universal toolkit as a whole.
In this approach, under the means of the organization, in a particular case,
refers to all resources used or produced and used
management products, which provide
achieving the desired result. The emphasis here is on building
application models of the organization and administration units on
based on the one shown in fig. 4.2.2 basic tools. At
In this case, the variety of means used is limited only by the available
in the system with the powers and resources for their implementation and
largely determines the overall development efficiency
and application of the organization's tools.
The applied approach has shown exceptional efficiency in
its use as an educational and methodological basis for constructing
and the implementation of professional training of managers of higher
qualifications for the programs "Master of Business Administration
". The need for such an approach was emphasized
in the “Principles of the European MBA Standard”, on the basis of which
applied modifications of the manager training program
in Russia. Their results confirmed a significant increase
educational and methodological effect in terms of teaching the course based on
applying an applied approach to the organization. But most
application of this approach showed significant results in production
organizations, where on its basis it is developed and implemented
a whole range of modern scientific and industrial products.
Naturally, the applied approach to the development and application
organizational tools should include resources
regulation as the organization's most rapid response
to change the situation. Its basis is purposeful
increasing the level of self-organization through consistent
decentralization and phased delegation. Moreover, the toolkit
regulation and self-regulation not only develops a new,
but also significantly increases the efficiency of the use of already
available potential.
It is this effect that ensures the achievement of maximum
realize the internal potential of the organization, and use modern
development toolkit methodologies
self-organization. They provide exceptional results.
improving the organization of corporate processes in competitive,
market conditions. Achieving this result is based
on the selective optimization of the application of already mastered
tools and improve the efficiency of their combination and aggregation.
considered solely as a normative or structure-forming
conformity assessment coefficient, ranking
etc. But object improvement and incremental expansion
configuration of its impact on a person and a group of employees
in the mode of developing self-organization. In real organizations
it was found that coefficients not calculated on the basis of the rating
or even the size of cash payments, and the intragroup formed by it
re-ranking has a powerful effect on activation
the actions of the individual. A prime example of the use of such
approach is to use rating instrument aggregations
production organization.
On this basis, it was developed, implemented and successfully applied
in workshops No. 21 and 23 of JSC "Second Moscow Watch Factory". She
has shown the effectiveness of delegating such authority directly
employee in order to create a mechanism for self-regulation
division, specialization, consolidation, cooperation, intensification and remuneration of labor within the assembly team. In general, enlarged
blocks, such a procedure can be represented as follows.
way (Fig. 4.2.3)
Taking a self-photo
actually performed
employee duties
Classification
fixed responsibilities
for jobs, functions, tasks
Assessment of classification
responsibilities according to their specific
weight, difficulty
Redistribution of work
functions, tasks,
performed by the employee
Formation of the composition
functional duties
positions
Execution registration
official employee
functional duties
Personal functional
analysis of ongoing
works, functions, tasks
Formation
classified list
duties
works, functions, tasks,
performed by the employee
works, functions, tasks,
performed by the employee
worker
Self-organized evaluation
performance by the employee
official functional
responsibilities
and labor cooperation
The development and implementation of the presented procedure is based,
as noted above, on the delegation of rights and obligations of registration
and evaluation of ongoing actions directly to their performer. It reduces to single register list of practically implemented
works, functions, tasks with their actual
evaluation. Analyzing the content and results of work, the team collectively
makes a decision to increase the price of some, unclaimed,
but the types of work required by technology, due to proportional
cheapening others, the performance of which claims more,
than required, the number of collectors.
is based on the free adjustment of the evaluation of the performed
bot, which leads to a change in the cost of a rating unit and significantly
more complex transformation of intra-team relations.
This approach allows you to radically reform the organization
and payment for work, providing opportunities for significantly more
maneuver of both leaders and performers. At the same time, it retains
self-organizing basis for the use of such a tool that
allows to ensure its adequacy of social organization and essentially
increase his credibility.
As a result, in full accordance with the operation of the principle of market
conjuncture, permanent self-regulation is carried out in the brigade
separation, specialization, consolidation, cooperation,
intensification, evaluation and remuneration of assemblers in conditions of relatively
a constant amount of the wage fund for a certain
the volume and quality of work performed during a specific period
time. Thus, the mechanism of socio-economic
allows you to most effectively adapt the real organization
to market relations.
It is clear that in addition to self-regulation, the introduction of such tools
initially included the necessary cooperation and regulatory
the impact of managers and specialists, organically integrated
v general procedure. It later became one
from the factors of substantiation, development and implementation of the transfer and
divisions of enterprises and organizations, which allowed faster
prepare them to work in market conditions.
various organizations of market ideology showed an exceptional
effectiveness and prospects for the application and development of the rating
instrument of organization and coordination. Adaptation and implementation
medium and small enterprises and organizations have shown the potential of its
improvement based on
Formation of a mechanism for sequential self-registration
Determining the information base of justification and calculation
subjective and mixed organization of the individual and the group;
Development of declaration tools and triggered access
Purposeful content integration of use
trends in the formation, development, adaptation and specialization of the whole
palettes of adapted, private organizational tools
within the context of a particular organization. It manifests itself most clearly
in the development and application of practical techniques and methods
organization of activities, specifically positioned in the organizational
structure of the enterprise, division, individual.
mch Illustration 4.2.2. Ranking by class, bit depth,
versatility.
So, defining the rights, duties and responsibilities of the employee
documents strictly regulate the content of professional
activities, the hierarchy of subordination, production procedures
and administrative interaction with colleagues, direct
organization of the labor process and workplace. Thus, the
in them, tools essentially determine and
specialize the composition and content of the palette of organizational impact.
Illustration 4.2.3. Job Descriptions, position on the division.
Similar directions for improving the organization's tools
purposefully, in detail and comprehensively developed
such discipline as scientific organization labor (NOT), which puts
its goal is to optimize the mutual organization of the subject, means,
conditions, product and performer of labor. Along with the already established
and traditionally used techniques and tools
V Lately NOT is developing new approaches to
self-regulatory organization labor (for example, network or software
target) cooperation based on the use of innovative
resources of modern information technologies
The essence of the construction and application of the NOT system is manifested in the delegation
the growing volume and variety of tasks and powers
for their implementation to specific executors, functioning
in real time. In market conditions, this limits
or even excludes the possibility of effective hierarchical influence,
which inevitably shifts the center of gravity to the level of performance.
It is clear that such an organization stimulates the formation and
application of a wide range of operational tools of the organization
and coordination based on self-organization and mutual initiation.
Such an approach most fully and comprehensively perceives,
mobilizes and uses market resources and conditions of competitive
functioning and venture development of the organization based on
expanding and deepening the practice of applying activation tools,
mobilization, self-regulation.
Illustration 4.2.4. Organization of distribution companies,
participation in profits.
Under market conditions, professional-individual
adaptation of this approach as an independent perspective
directions of improvement, formation and application of organizational
tools. This is manifested in the recent
time of the growth trend of the value of personal trust of the leader
group of closest specialists, distribution and consolidation
behind them responsibilities based on approbation and performance evaluation
their personal implementation by one or another employee.
For example, the operational nature of the dispatcher's work determines
high tension, dynamism and intensity of its organization, which is possible only on the basis of adaptation of individual
qualities of an employee to the content and features of the implementation
technological, commercial or other process. She expresses herself
in the formation and consolidation of adapted tools
self-organization of the employee, ensuring the identification and use
his individual psychophysiological, intellectual,
communication qualities of the individual. During the individual
adaptation are effectively used such organizational
techniques such as procedural individualization, alternation of activities,
self-relaxation, auto-training, innovative initiation
Above and used in the scientific literature
directions and examples of manifestation of the organization's tools
allow us to draw a conclusion about the objective-subjective nature, open
the nature of its formation and development, a wide area of adaptation
and applications. At the same time, the universality of its perception is preserved.
and use, ensuring the adequacy of the interaction
various organizations and performers. This allows targeted
and permanently improve as instruments themselves,
and the methodology for their application in various organizations and situations.
The concept presented in this chapter justifies the notion
the fact that, in general, the modern toolkit of the organization is
permanently, proactively, specializedly and comprehensively
emerging resource of means of integration, unification and purposeful
research and organizational impact on processes
and systems.
On this basis, in scientific research and practical activities
toolkit is usually qualified as a complex
mutually adapted, external to the object, theoretical
and practical techniques and means of research and influence,
positioned in the palette of their application methods. At the same time, it is allowed
the broadest understanding of a specific instrument expression
as a means of external research or influence on the organization.
This approach allows not only to openly and extensively classify
established forms of organizational tools, but also
quite clearly and definitely predict the direction, content
and tendencies of its modernization, improvement and innovation.
Information and methodological block of chapter 4.2
Control tasks
1. Give an example of your use of one or another toolkit.
2. Analyze the formation of relationships within the toolkit.
3. How are research and influence tools different?
4. Rank the presented in fig. 4.2.2 tools by:
strength of action;
Difficulties of application;
frequency of use.
5. Give an example of the most common instrumentation aggregations
organizations.
6. Compare the use of the organization's tools in situations
applications 1, 4, and 5.
Addresses of corresponding sites
http://big.spb ru/publications/bigspb/methodology/
org_management.shtml
http://smartpagenarod.ru/Russian/Manag.htm
http-//www de.isu.ru/program/progs/prog_10.html
http://www.isea ru/russian/structure/fgu/egu/kurs/egu 13.htm
http://media.karelia ru/~resource/econ/Teor_org/index.htm
1. Valuev S. A. et al. Organizational management. - M.: Oil
and Gas, 1993.
2. Gastev A. K How to work. - M.: Economics, 1966.
3. Zolotogorov V. Organization and planning of production. - M:
INFRA-M.2001.
4. Kerzhentsev P. M. Principles of organization. - M.: Economics, 1989.
5. Ouchi U. Methods of organizing production: Japanese and American
approaches - M.: Economics, 1984.
6. Pinchot G. and an. The Intelligent Organization. - S.F.: B.K.P., 1996.
7. Taylor F. W. Scientific organization of labor. - M.: Respublika, 1992.
8. Scott W. R. and an. formal organizations. - S.Fr., 1992.
ORGANIZATIONAL PROJECT MANAGEMENT TOOLS
| Parameter name | Meaning |
| Article subject: | ORGANIZATIONAL PROJECT MANAGEMENT TOOLS |
| Rubric (thematic category) | Technologies |
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
The network matrix is combined with the calendar scale time grid. 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 within the framework of the control process there are four events, 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 path. Path having in network matrix longest duration, commonly 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 of 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 separation official duties and responsibility in the process of project management, a matrix for separating the administrative tasks of management (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, departments 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 AM | P | O | X | A | TO | ! | Total |
| T | |||||||||
| I AM | |||||||||
| P | |||||||||
| O | |||||||||
| X | |||||||||
| A | |||||||||
| 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, 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, since 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 perform individual work;
♦ 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 the information and communication needs of the project participants: who 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 the project's implementation; determination of a favorable and unfavorable scenario for the project's 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, and separated by development timeframes (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, estimates, enlarged calendar plans, 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 - advantages, weaknesses, opportunities, threats) are often used for strategic planning purposes, especially to assess 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
According to 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;
♦ based on financing, involving the use of non-trivial financing schemes, possibly with the use of debt or subsidies, and also when there is an emphasis on financial flows or the 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 the lowest level of detail of the 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 CRR, all the goals of the project should be taken into account and all the necessary prerequisites for its successful implementation should be created.
CPP Detail Level depends on the scope 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 CPP, allows you to apply the procedures for collecting and processing information on the progress of work on the project in accordance with management levels, 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.
When clarifying the place and role of morphology in the organization's tools, it is important to remember the primacy of the essence of the concepts of process, system, mechanism over the form of their implementation. It manifests itself not only in the fact that the form becomes a concrete result of the construction of a process, the creation of a system, the functioning of a mechanism, but also in the fact that an already ongoing process, a really created system or an operating mechanism can acquire, transform and improve various, individually specialized forms.
At the same time, carrying out one or another classification of the procedural organization becomes the basis for highlighting and presenting the composition and content of its elements, their aggregation and application in solving specific problems. This approach is most clearly and diversely revealed as a result of the study and presentation of the organization's tools, which is the subject of the next chapter of this textbook.
Announcement 4.2. Aggregation, impact, activity, change, tool, combination, cooperation, coordination, methodology, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Substantiation, development, approbation, adaptation, classification, application and modernization of modern tools of the organization.
The substantiation, development, construction and application of the organization's tools are based on the unity of the universal process of research and influence, the use of its potential, content and results by the widest range of scientists and practice. This makes it possible to eliminate parallelism, improve the consistency of the organization, significantly increase the efficiency of its functioning and development, ensuring purposeful coordination of the actions of all participants, users and even observers.
The logic of building and using the complex tools of the organization is laid in the foundations for the development, implementation and application of a specific methodology for analysis and evaluation. The effectiveness of research is determined by the versatility, diversity and level of development of the instrumental palette, the formation of a wide range of necessary methods for applying a wide variety of procedures by arranging these and other components into a single set of applied configurations.
The application of the object approach inevitably faces the need to study and resolve the emerging hierarchical contradictions of the organization. In contrast to self-organization, their importance in the construction and use of universal organization tools increases dramatically, as they move into the sphere of formation and development of management relations. During the practical
A reasonable resolution of this problem is necessary to determine the functional manifestation of the coordination aggregate in the toolkit of the organization and can be conceptually considered on the following model (Fig. 4.2.1).
As can be seen even from a superficial analysis of the construction of this model, the real relationship between organization and coordination is manifested in the presence or absence of hierarchy relations in them. Indeed, only a subordinate can be organized, but the success of interaction also depends on those who are not subordinate to you. The interconnection of joint actions of various, independent subjects to achieve a single goal at this stage is provided by the coordination function (see Appendix 2). In this manifestation, coordination does not enter into the function of the organization, but it absolutely develops the use of the organization's tools.
At the same time, further analysis shows that the control action, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions are possible and necessary to organize accordingly, most often becomes inadequate, late or emasculated by the administrative-bureaucratic procedure. In this case, the content of the impact is somehow transformed into an organization that is consistently integrated into a single toolkit, which is far from always justified by the situation and provides an effective solution to the tasks set.
The given configuration reflects the ratio of organization and coordination not only in the study, but also in the impact on the object. It allows for the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of complex implementation of organization and coordination tools, ensuring their interaction in processes and management systems will be considered in more detail in the last section of the textbook, here the authors dwell on the differences between them already highlighted above.
The universality of the organization's tools is manifested not only in the development and application of a single mechanism or its purposeful switching with functions such as coordination. It, as was shown at the beginning of this chapter, can also be realized in the most direct way in an absolutely necessary, organic and consistent combination of research and influence on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregate manifestations of a particular organization.
Based on the use of a wide palette of a wide variety of configurations, a combination of external tools, means, methods, techniques, procedures for directly influencing the formation and development of organizational relations in real processes and systems, the organization's tools are used in the form of complex universal structures that combine individual components into a well-functioning, purposefully acting mechanism. organizations. The basic procedures of such a mechanism are constantly being upgraded and expanded with innovative configurations that largely determine the essence and content of organizational changes and the development of the organization.
| Rice. 4.2.2. Organization Toolkit Configuration Base Models | /info/120952 "> basic models of the chain of sequences for the formation and use of tools, while maintaining the general logic of their construction, can and should be adapted, modified and modernized in accordance with the change and development of the goals, objects and conditions of the organization. Moreover, the basic models are designed to reflect only the general configuration of the construction and use of a specific toolkit as a prototype for constructing purposeful applied tools of the organization. In this approach, the means of the organization, in a particular case, are understood as all the resources used or produced and applied management products, with the help of which the desired result is achieved. The emphasis here is on building applied models of the organization and administration units based on the one shown in Fig. 4.2.2 basic tools. At the same time, the variety of means used is limited only by the powers and resources available in the system for their implementation, and to a large extent determines the overall effectiveness of the development and application of the organization's tools. Similar directions for improving the tools of the organization are purposefully, in detail and comprehensively developed by such a discipline as the scientific organization of labor (SOT), which aims to optimize the mutual organization of the subject, means, conditions, product and performer of labor. Along with the already established and traditionally used methods and tools, the NOT has recently been developing new approaches to the self-regulating organization of labor (for example, network or program-targeted) cooperation based on the use of innovative resources of modern information technologies. The directions and examples of manifestation of the organization's tools given above and used in the scientific literature allow us to conclude about the objective-subjective nature, the open nature of its formation and development, and the wide scope of adaptation and application. At the same time, the universality of its perception and use is preserved, which ensures the adequacy of the interaction of various organizations and performers. This allows you to purposefully and permanently improve both the tools themselves and the methodology for their application in various organizations and situations. The concept outlined in this chapter substantiates the notion that, in general, the modern toolkit of the organization is a permanent, proactive, specialized and comprehensively developing resource of means of integration, unification and purposeful research and organizational impact on processes and systems. Give an example of the most common organizational toolkit aggregations. Compare the application of the organization's tools in the situations of Appendix 1, 4, and 5. The composition, content, interrelationships of organizational changes are extremely diverse and include the whole possible palette of purposeful influences and their results. Moreover, real organizational changes, as a rule, are ensured by the use of a certain combination of methods and means of influence, subject to adaptation to the goals and conditions for their achievement. In this sense, the organization's toolkit becomes the main resource for the development and implementation of organizational change. In solving this problem, one can directly rely on the development of the morphology of the organization. So, in chapter 3.2, in the model of morphological tools for the organization of research and influence, transformation is clearly distinguished as a manifestation of the probabilistic development of the organization and reform as the implementation of targeted organizational changes. This makes it possible to structure the analysis of the situation and the synthesis of the impact aimed at its constructive resolution. Chapter 4.2. Organization toolkit Entrepreneurs and businessmen, at whatever level of the economy they cooperate with foreign partners, needed knowledge and skills in the field of developing and making decisions related to relationships and interaction with international firms that are involved in the process of international exchange (purchase and sale) of goods or services . At this stage, international marketing became the philosophy, methodology and tools for organizing and implementing communication processes in the field of international exchange. However, the complication of relationships, the penetration of marketing into all types of company activities, and not just sales, the uncertainty of making managerial decisions in foreign conditions, the development of marketing networks required a new philosophy and tools for the implementation of international business communications. So international marketing management has become philosophy and means of intensifying international business.International marketing management has become an integrated function, the implementation of which is aimed at intensifying the process of formation and reproduction of demand for goods and services, increasing profits in international business.This is due to the fact that entry into world economic relations is accompanied by globalization processes and internationalization of the economies of countries - business partners.Globalization reflects the formation and development of convergent and divergent processes in the field of interaction between national cultures and their international ionization. Despite the fact that national and international marketing are based on the same principles and tools for organizing marketing activities, the difference between them is determined more by the diversity and dissimilarity of communications between countries than by the difference in regional business communications within a particular country. In this context, we can say that marketing within the country should be based on the concept of intensive nationalization of market relations, i.e., taking into account internal, national characteristics and culture, and international marketing - on the concept of internationalization of interethnic market relations, taking into account the peculiarities of the functioning of national business networks other countries, the principles of international expansion of national networks, international penetration and international integration. Unfortunately, domestic management science did not "suffer" from pragmatism. Its characteristic feature was and is an all-consuming schematism, not supported either by a scientifically based concept of managerial activity, or by the corresponding specific tools for organizing labor in each social object and their interacting totality. Time management tools should not be confused with their media. So, a laptop, a PDA or a simple organizer are only representatives of electronic and paper media of time management tools. Even if the changes were not so significant, managers would still have to consider the environment, since the organization, as an open system, depends on the outside world for the supply of resources, energy, personnel, and also consumers. Since the survival of the organization depends on management, the manager must be able to identify significant factors in the environment that will affect his organization. Moreover, he must suggest suitable ways to respond to external influences. Throughout this book, you will become familiar with the tools and methods at the disposal of the leader for planning, organizing, motivating and controlling the internal environment in response to external changes. The ability to understand in time which project is not worth developing further can solve the issue posed in the title of the section. The use of information in electronic form avoids the huge costs of unnecessary research and improves the quality of decisions made at an early stage - which is very important, since in the field of research and development, each next step is usually more expensive than the previous one. Application electronic systems allows the biotech company to try its luck more often, and thus increase its chances of success. Such an organization needs to improve the quality of projects - candidates for further development. If any of them proves unproductive, it is necessary to stop it as soon as possible and give the green light to another. Through the use of information tools, false starts can be significantly reduced and dropout rates can be increased, thereby increasing the percentage of future drugs in development. At every stage of development social production one has to face the task of choosing the best, most effective option for capital investments, which ensures an increase in the economy of the national economy, the enterprise. To carry out calculations and evaluate options for economic decisions, scientifically based methods and economic tools are required. In industry and construction, the economic efficiency of capital investments and new technology is determined by sectors and industry as a whole, individual enterprises and associations, oil and gas fields, construction organizations, organizational and technical measures in the following cases The conceptual relationship of organization theory with other fields of knowledge, as noted at the beginning of this and the contents of the previous chapter, is most fully manifested in the formation and application of tools for their study. The practical implementation of the application of the theory of organization as a toolkit is confidently expressed in the construction, structuring and presentation of such industrial disciplines as technology, and such socially applied disciplines as conflictology or political science. This convincingly testifies to the universality of the formulation and application of the organization's tools in any field of knowledge and field of practice. In real life, even when attention is not specifically focused on the use of such tools, in the representations of the intellectual organization of one's own consciousness, the individual anyway, one way or another, scrolls through the upcoming actions and their possible consequences, which in itself is already a simulation. It is this nature that determines the key place, the determining role and the strategic perspective of the formation and development of modeling as one of the fundamental units of the modern representation of the universal toolkit of the organization. To the same extent that one person is dependent on another, he or she is potentially subject to the power of that other person. Within organizations, one person makes others axes from him by controlling access to information, people and tools, which we define as follows The main features in the formation of the order is the observance of methodological, logical, organizational and informational unity. As a toolkit used to link and control the progress of designing complex tasks, optimization of models on network graphs can be recommended, taking into account the available resources allocated for design. Regulatory framework functioning in the personnel management service of the IAOI should be recorded in the relevant methodological and regulatory documents of the organization. They should formulate general provisions and the content of tasks implemented in an automated mode, instructions for users on solving individual tasks, a description of the forms of input and output documents. With increasing competition in our information - based economy , customer information is becoming an increasingly important business resource . Every company and every knowledge worker has a duty to make the most of the data they have. Many new users cannot afford the high cost of database tools or highly skilled subspecialists. Fortunately, as data mining takes over a mainstream platform like the personal computer, prices will inevitably come down as data mining explodes in popularity in companies of all sizes and within their divisions. Soon, every business user will be able to perform complex information processing, previously available only to organizations that can pay a lot of money for it. Data mining will permeate everywhere, become standard |
Network models are the main organizational tool of PM. Allow to carry out scheduling, reduce the duration of work, optimize the cost of work, organize operational management and control over the progress of the project.
The network model is a directed graph depicting all the processes (management tasks) necessary to achieve the project goal, shown in a technical sequence.
Basic concepts: work - labor process, which requires time and resources (this term also includes waiting, which requires time, but does not require resources); event - the fact of completing a set of work or the result of performing several works, allowing the next ones to begin; path - a continuous sequence of arrows, starting from the initial event to the final one.
The network matrix is a graphical representation of the PM process, where all operations, management tasks that are necessary for the project, are defined in a technological sequence for specific performers and calendar days.
The use of a network matrix allows you to quickly calculate the entire range of work and provide project management with comprehensive information that allows you to make management decisions.
The network matrix should be used at all stages of the life cycle of the project. When building a network matrix, the existing network model is combined with a calendar-scale time grid, which has horizontal and vertical corridors.
Horizontal corridors characterize the levels of management, structural divisions, officials who take part in solving managerial tasks.
Vertical corridors reflect individual stages, processes taking place over time (maybe the usual calculation by day).
The RAZU matrix is a graphic-analytical toolkit with the help of which the responsible executors for individual works are identified. Rows - management tasks, columns - structural units, officials.
On its basis, it is possible to divide the responsibilities of all project participants and mathematically calculate the workload of each structural unit or official in the implementation of the project.
The matrix is considered as a means of coordinating the inputs and outputs of the project management system.
In the fields of the matrix, conditional symbols indicate the relationship of structural units and officials to the solution of a specific management task.
ITM (information technology model) is an organizational model of project management, which is the main organizational tool that determines the sequence and interconnection of all project management processes.
It contains a standard description of the procedure and conditions for solving problems for project management, which clearly defines who, when, under what conditions solves certain tasks, who is responsible for their development and implementation.
The development and implementation of ITM ensures the creation of conditions in the PM system, when intermediate results ensure the achievement of the final results of the project, and also allows you to ensure the consistency of solving management tasks and determine the conditions for their implementation.
The construction of an ITM begins with the collection of information about the main processes and management tasks necessary for the implementation of the project. Correctly completed and analyzed information serves as the basis for filling in the information table, which makes it possible to link between separate works. On its basis, ITM is compiled.
The information table includes the following columns:
1. Management tasks
2. Initial information for solving this managerial task(reports, analyses, acts, legislative documents, etc.)
3. Source of information (who transmitted it and from where)
4. The resulting document obtained in the course of solving a managerial problem;
5. Task performer (there may be several)
6. Deadlines (as a rule, the deadline for submitting the resulting document is indicated)
7. Consumers of the resulting document
Then, on the basis of the information table, an ITM is formed, which presents all the information from the information table in a more visual form.
ZhCP model
Project resource planning.
Resources- this is everything that can be used by the company to achieve its goals, to meet its own needs and the needs of the subjects of the external environment.
Financial - cash, accounts receivable, securities, financial investments, participation in authorized capital other organizations, etc. Their peculiarity is that they cannot be used (consumed) directly within the company. As well as cannot be created within the company. These resources are used and created when the company interacts with external environment. (In order to spend money or buy securities, you need to spend business transaction involving some other company or organization.) Thus, financial resources reflect the relationship of the company with the external environment.
Production - materials, labor resources, in-house works and services, finished products etc. The peculiarity of these resources is that they can be used (consumed) directly within the company and / or created within the company. in production processes or are the result of these processes.
Material and human resources. Human are the most significant, since they are non-storable and non-accumulative. Also, we cannot store technical equipment and large-sized equipment. Schedules for the use of human resources and technical means are being developed. Graphs of the use of resources on a time scale mb, taking into account and excluding weekends and public holidays, mb hourly - from the specialization of P. or as the amount of time required for P in% of the total time of the project. Or man hours. Limits of resource usage in the development of schedules (it is impossible without a break of 24 hours for people and maintenance for machines).
Resource conflict - a mismatch between the need and the possibility of using resources (1.5 or 2 shift work resource use)
There is no minimum limit (consultants 10-30 minutes), the normal limits are 8 hours, the maximum is 16 hours without a break for sleep.
Resource planning- determination of what human, physical, material and other resources in what quantities and at what time should be used to complete the work of the project.
Resource planning is closely related to project cost estimation and directly depends on what project constraints are set by the Customer (time or cost).
Resource consumption limits: minimum (0-8h), normal (8h), maximum (16h).
Prosusch-Xia on the basis of decomposition of works.
For PR it is necessary:
* approved design concept
* description of the resource pool (ie, potential availability of resources). The level of detail and specialization of the resource pool may vary.
* decomposition of project work
* Estimation of the duration of operations or works
* policy of the performing organization
* historical information about what and what types were consumed for past similar projects.
Methods and means of resource planning.
For PR can be applied expert opinions, software, analogues of other projects.
The output of the PR is a resource plan, i.e. a description of what types of resources and in what quantities are consumed for each element of the lowest level of work breakdown.
Resource conflicts can occur during PR.
Resource leveling methods:
1) Stretching - in the presence of time reserves due to the increase in work will continue to reduce their effectiveness.
2) Compression - by increasing the intensity of the use of res-in
3) Normalization (parallel execution of work) - divide the work into sections and perform them one by one.
To improve the efficiency of procurement and deliveries in the pr-th, you can use cross-docking - organization of deliveries in accordance with the application (in the right quantity, at the right time, in accordance with the quality)
The first part briefly reviewed the nature of the project and related activities. At the same time, the issue of structuring work to achieve the goals of the project was raised. It is obvious that such activities, as noted above, serve to increase the efficiency of project activities in various parameters (cost, timing, etc.). Organizational tools can also be named among the elements of project activity. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:
1. network matrices(a higher level of scientific development of "networks"):
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.
Project planning
The planning process is at the heart of project implementation. Planning in one form or another is carried out throughout the life of the project. "Planning is a continuous process of determining the best course of action to achieve your goals, given the current situation" http://www.betec.ru/index.php?id=6&sid=18. Early in the life cycle of a project, an informal preliminary plan is usually developed - a rough idea of what will need to be done during the implementation of the project. The decision to select a project is largely based on preliminary plan evaluations. Formal and detailed project planning begins after the decision to open it is made. Key events are determined - milestones of the project, tasks, works and their mutual dependence are formulated.
The project plan is a single, coherent and consistent document that includes the results of the planning of all project management functions and is the basis for the execution and control of the project.
Network Graphs and Network Matrices
The project consists of many stages and steps carried out by different performers. This complex process must be clearly coordinated and linked in time. The following requirements are imposed on planning and management systems:
the ability to assess the current state;
predict the future course of work;
help to choose the right direction for influencing current problems so that the whole complex of works is carried out in deadlines according to the budget.
At this stage, the sequence of work that is part of the WBS is determined, resulting in a network schedule. This graph represents an information-dynamic model that reflects the relationships between the activities required to achieve the ultimate goal of the project. The network diagram is also useful in the development of large systems in which many performers of work are employed, for the operational management of development.
The network diagram depicts all the relationships and the results of all the work necessary to achieve the final goal of the development, in the form of a directed graph, i.e. a graphic scheme consisting of points - graph vertices, connected by directed lines - arrows, which are called graph edges. The duration of work can be determined in the presence of norms of labor intensity of work - by the appropriate calculation; in the absence of labor intensity standards - expertly. Based on the network schedule and estimated duration of work, the main parameters of the schedule are calculated.
There are two possible approaches to building network models. In the first case, the arrows on the graph depict the work, and the vertices - the events. Such models are classified as "Job-Arrow" and are called network graphs. In the second approach, on the contrary, events correspond to arrows, and jobs correspond to vertices. Such models are classified as "Work-top" and are called networks of precedence (each subsequent work is connected with the previous one). On Fig. Figures 2.1 and 2.2 show examples of these types of models.
Works are any actions that lead to the achievement of certain results - events. Events, except for the initial one, are the results of the execution of work. Only one job or sequence of jobs can be executed between two adjacent events.
To build network models, it is necessary to determine the logical relationships between jobs. The reason for the interconnections are, as a rule, technological limitations (the start of some works depends on the completion of others). The complex of interrelations between works determines the sequence of work execution in time.
Fig.2.1 Network model of "Job-arrow" type - Network diagram.
Fig.2.2 Network model of type "Work-node" - Network of precedence
When managing project activities, tools for creating hierarchical network models are often used. "The process of building a network is done in steps" http://www.iis.nsk.su/preprints/Monog/MONOGR/node49.html. First of all, the root level of the hierarchical network is created, which consists of structural transitions of the work system, representing its modules. Also at this stage, places are created that model interaction points. These places and structural transitions are connected by arcs in accordance with the project implementation stage. The next three generation steps are performed sequentially for each module. At the second step, a network is generated that implements the module. This network, in turn, will contain structural transitions. At this stage of construction, the arcs are not created, but are completed at the next step, where subnets are created corresponding to structural transitions. After that, individual operators are broadcast. In the process of constructing such a network, arcs are created for the second-level network. At the fourth step, structural transitions are created that implement procedures and functions, if any. At the final step - network optimization - all empty transitions are removed, that is, transitions that have empty bodies and do not have expressions on the output arcs.
Network matrices, as mentioned above, is a higher level of scientific development of network graphs. They are "a graphic representation of the project implementation processes, where all work (management, production) is shown in a certain technological sequence and the necessary interconnection and dependence" http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040 .htm
It is combined with a calendar-scale time grid, which has horizontal and vertical "corridors": horizontal "corridors" characterize the level of control, structural subdivision or executive who perform this or that work; vertical - stage and individual operations of the project management process, occurring in time (Appendix 1).
The process of building a network matrix based on the network of precedence ("Work-top") includes the following steps. First of all, this is the definition of participants in the implementation of the project, their distribution hierarchically and formatting in the form of a table (for example, as shown in Appendix 1): line by line from top to bottom in accordance with the position occupied in the project. It is determined what everyone can do and what is really required of him for the needs of the project. Then a list of works is compiled, the implementation of which is necessary to achieve the goals. Using, for example, the critical path method, the order of work execution is determined. Then, marking the work symbol(circle, square, etc.), they are distributed into the cells of the calendar-scale grid, in which the model is placed, the elements of which are subsequently connected by arrows, illustrating - in turn - the sequence of work.
When building a network matrix, three basic concepts are used: "work" (including expectation and dependence), "event" and "path".
Work is a labor process that requires time and resources; the concept of "work" includes the process of waiting, that is, a process that requires not labor and resources, but time, which is depicted by a dotted arrow with a designation of the duration of the wait above it.
Event - the result of the execution of all the work included in this event, allowing you to start all the work coming out of it; on the network matrix, an event is usually indicated as a circle.
Path - a continuous sequence of works, starting from the initial event and ending with the final one; the path with the longest duration is called the critical path and is indicated in the matrix by a thickened or double arrow.
The following parameters of network graphs are distinguished:
time of early start (RN) of this work;
time of early completion (RO) of this work;
late start time (LN) of this work;
late completion time (LT) of this work;
a full reserve of time for this work;
private time reserve for this work;
Work stress factor.
That is, it can be seen here that almost all of them are associated with a temporary limitation of work, on the basis of which we can confidently assert that the use of network diagrams in general and network matrices in particular is designed to ensure, first of all, the planning of the timing of various works. Network planning methods are "methods whose main goal is to minimize the duration of the project" http://www.projectmanagement.ru/theory/pm_glos.html. This, in turn, will allow more rational planning of work and resources at the stages of project activities, some or all of which will be identified precisely as a result of building a network matrix.
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