To cope with the inherent difficulties and uncertainties of each project, the manager must break the project down into separate stages and identify the risk. Then, at each stage, a list of tasks is formed.

Exercise- this is an obligatory part of the work, which must be performed in a predetermined manner and within a predetermined time frame. For ease of verification, it should be small (perhaps no more than 10 man-hours). Many tasks tend to self-develop rather than self-regulate, so for each task, you need to define the following:

uniqueness of the task;

period of execution(days, hours, etc.), variable and fixed duration of work;

start and end dates:

planned (in accordance with the original plan);

expected (in accordance with subsequent changes in the plan);

real;

constraints and constraints;

necessary resources for work(spatial, technical, technological, human, financial, etc.) and their uniqueness, availability and alternative use for other works and projects;

connection with other tasks(previous and subsequent assignments).

There are two main methods for planning and coordinating the execution of large-scale projects:

PERT (program evaluation and review technique) – method of evaluating and viewing the program) and

CPM (critical path method) – critical path method.

These methods have emerged independently of each other. CPM was developed Dupont Corporation in the 1950s. Twentieth century to help draw up a plan overhaul factory corporation. PERT was developed around the same time by the US Navy to plan a missile development project Polaris... The methods are practically the same type; in the literature, the term is most often used PERT.

PERT/time - it is a planning and management method that has four features: a network schedule, time estimates, determination of time reserves and critical paths, and the ability to take measures to adjust the schedule.

Many projects, be they construction, marketing, development and mastering of production of a new product, can be considered as a set of independent operations, the logical sequence of implementation of which can be displayed in the form of a network diagram. It is a chain of activities (operations) and events that reflect their sequence and connection in the process of achieving the goal (Fig. 16). The network originates from one node (event zero) and ends with one event when the project is completed.

Critical path- the longest chain of interconnected, sequential tasks, the slack for which is zero and which determine the minimum amount of time required to complete the project.

Fig. 16. Project network schedule

Work-event numbers above the arrows show the duration of work; -working of the critical path;

When analyzed by the critical path method, the following is determined:

earliest start date of surgery- this is the earliest possible start date, provided that all previous operations on the critical path are performed as quickly as possible. The given term for all transactions is calculated from left to right by adding the duration of the preceding transaction to its own earliest transaction start date;

latest date of commencement of the operation- the last date for the start of the operation so that it does not cause a delay in the implementation of the entire project;

latest date of completion of the operation- the date by which the network operation should be completed so that the next one can start on time, and the project as a whole was completed as soon as possible. To calculate the latest end date, you must first calculate the most early dates start of operations. Then, in the opposite direction, based on the earliest possible completion date for the project, determine the latest allowable time for the completion of each operation.

Operations on the critical path do not have the slightest slightest reserve of time.

Time reserve- the amount of free time for which the execution of the operation can be delayed within the framework of the project. There are two ways to calculate reserves:

full reserve- all the available free time, in which the overall project duration will not be affected (for example, if an operation that takes 2 days can start on the 3rd day, and the next one should start on the 9th day of work on the project, then there is a complete gap in 4 days (4 = 9 - 2 - 3):

Most deterministic projects use one estimate of the duration of work, based on resource allocation rates (for example, 40-hour work week). In less specific cases, it is recommended to estimate the duration of each job based on three estimates: optimistic, pessimistic and most likely.

In more complex projects, which are characterized by a high degree of uncertainty, the PERT the assumption is made that the duration of the pioneering work is a random variable that obeys a beta distribution.

Method PERT/expenses represents a further development of the method in the direction of optimizing network diagrams in terms of cost and is characterized by:

structural analysis of project work;

definition of types of work (R&D, production, marketing);

building network diagrams;

establishing the functional dependence of work on their duration;

finding the duration of work that minimizes the cost of the project, for a given time frame for the entire project;

control over the progress of work;

elaboration, if necessary, of corrective actions.

After the terms and cost of performing each work are determined, the necessary material and labor resources and a budget is drawn up for each type of work, as well as a budget for the entire project.

As the project progresses, a periodic estimate of “cost to completion” is made and actual costs are compared with planned costs. In the event of a delay or cost overrun, the project manager has the ability to take corrective action. Network graphics and cost estimates revised from time to time to be consistent with actual and planned project changes.

Thus, this approach makes it possible to compose detailed plans and schedules, determine the duration of the work and their resource provision, describe the sequential connections that exist between the activities and show which of them are critical for the completion of the project on time, calculate the critical path. By identifying critical operations, managers can ensure that they are properly monitored and that the resources needed for those operations are delivered in a timely manner.

The critical path can be corrected by the following methods:

increase resources;

revise tasks on the critical path, shorten their duration, possibly exclude some;

loosen restrictions, increasing risk;

detail tasks by increasing the number of relationships.

Advantages and disadvantages of the method PERT are shown in table 56.

Table 56 - Advantages and limitations of the methodPERT

Dignity

Restrictions

PERT forces you to plan projects carefully. In complex projects, it is almost impossible to schedule events and activities without tying them together in a network schedule. The method requires structuring a complex of operations and allows you to plan a project; The method is based on modeling and, therefore, allows for experiments and variant calculations; PERT increases the effectiveness of control, because allows not only to analyze the data for the past, but also to see potential problems in the future.

Inaccurate estimates reduce the effectiveness of the method. Long time automated systems due to the high cost of computing resources, project management was used mainly for the analysis of large-scale projects. Now this limitation is becoming less significant in connection with the development of cheap packages of application programs focused on the management of small and medium-sized projects.

In addition to the critical path method, the stepwise control method is also distinguished, which follows the same pattern as the critical path method, but recognizes that the execution time of each operation is difficult to foresee in advance, and therefore makes adjustments for this.

For a project containing several dozen works, it is possible to manually find the critical path. For the management of large projects, where the number of jobs exceeds hundreds and thousands, automatic means of ensuring project management are widely used. (Project for Windows). For example, the technique PRINCE(Projects in Controlled Environments) is used by the UK government in the information technology field.

9.2 Gantt Chart and Network Matrices

Another analysis tool is Gantt chart - a diagram depicting tasks in the form of segments on a timeline. The length of the segment corresponds to the date of the assignment. The entire project is presented in the form of a calendar, which allows you to use it to monitor and show the percentage of completion of the task.

A variation of the Gantt chart is network matrices, for the compilation of which the following characteristics are determined (table 57):

resource provision;

sequence of work, taking into account the maximum possible parallelization of work;

performers of each work.

table57 - List of works to build network matrix

The network matrix is ​​a graphical representation of the project implementation processes, where all work (management, production, etc.) is shown in a certain technological sequence and relationship. The network matrix is ​​combined with a calendar-scale time grid that has horizontal and vertical “corridors”. Horizontal “corridors” characterize the degree of management, structural unit or official performing a particular job; vertical - the stage and individual operations of the project management process that take place over time. When constructing a network matrix, three basic concepts are used: "work" (including expectation and dependency), "event" and "path".

On the graph, the work is depicted as a solid arrow. The concept of "work" includes the process of waiting, i.e. a process that does not require labor and resources, but time, which is depicted by a dotted arrow with a designation of the waiting time above it. Dependency between events indicates that there is a connection between activities and that there is no need for time and resources.

The most important advantage of the network matrix is ​​that there is no need to calculate the matrix parameters, since they are clearly shown in the figure itself (see Fig. 29).

Divisions

Work code

Duration (days)

Number of staff

in sub-section, people

Employed at work, people

Chief Technologist Department

Chief construct department.

Manufacturing workshop snap

Mechanical workshop

Foundry shop.

Assembly shop

Drawing29 -An example of a network matrix (fragment)

Grid matrices should be used at all stages of the project life cycle. This will make it possible to present the entire process of project implementation in a visual form, as well as to identify the composition and structure of work and acceptable means and methods for their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for the implementation of the entire range of work on the project for more efficient use of available resources and shortening the time frame. It also provides an opportunity to quickly process large amounts of information, predict the progress of work on the critical path and focus the attention of project managers on them. Using the mathematical apparatus, it is possible to determine the degree of likelihood of a project and correctly distribute responsibility.

Aggregation, impact, activity, change, instrument, combination, cooperation, coordination, technique, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Justification, development, testing, adaptation, classification, application and modernization of modern organizational tools.

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

Tools

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

Unlike a separate tool, the choice, adaptation and application of which can be carried out randomly, based on the prevailing circumstances, the toolkit is initially developed and formed as a single complex to ensure the implementation of purposeful activities. This is what determines both the actual set of selected and mastered tools, and the technology of their cooperation, combination and application. Moreover, such interrelationships 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 the organization's tools are based on the unity of the universal process of research and impact, the use of its potential, content and results by the widest circle of scientists and practitioners. This allows you to eliminate parallelism, duplication, inconsistency, improve the sequence of building an organization, significantly increase the efficiency of its functioning and development, ensuring targeted coordination and adaptation of the actions of all participants, users and even observers.

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

Meteorological conditions for the organization of flights of airliners

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

Adequate research is necessary to ensure effective impact

Under real conditions, it is important to understand that the instrumental approach actually determines not only two independent procedural manifestations, but the entire possible scale of selection, assessment, correlation, transformation, cooperation, etc. researched and changeable. Moreover, the configuration of this scale can have not only linear, but also parallel and ramified, including multidimensional, representation, which activates the development and application of derivative modifications as independent tools, for example, classification and its corresponding correction.

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

The logic of the construction and use of complex organizational tools is laid in the foundations for the development, implementation and application of a specific analysis and assessment methodology. 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 ways to apply a wide variety of procedures, the arrangement of these and other components into a single set of applied configurations.

All this convincingly proves that an absolutely necessary basis for the development and implementation of any impact becomes an adequate toolkit for analysis and assessment of the distinguished and investigated qualities of an organization, determined by the subject-object orientation. Moreover, both the subject and the object of the organization have their decisive influence on the formation and use of specific tools.

So, for example, it is the subject that represents and plays the most probabilistic scenarios for the development of the situation, and the object approach used by him directly forms the necessary foundations for the construction and use of tools for modeling an organization.

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

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

V real life Even when attention is not specially focused on the use of such tools, in the representations of the intellectual organization of his own consciousness, the individual does not care, one way or another, "scrolls" the forthcoming actions and their possible consequences, which in itself is already modeling. It is this nature that determines the key place, the determining role and strategic perspective of the formation and development of modeling as one of the fundamental units of the modern presentation of the universal toolkit of the organization.

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

The use of the object approach is inevitably faced with 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 a universal organization toolkit increases sharply, as it moves into the sphere of the formation and development of management relations. In the course of the practical application of the organization's tools, in the framework of the development and implementation of a specific impact, contradictions directly arise in the distribution of powers and ensuring coordination between the participants in this process.

Indeed, a variety of understanding, contradictions in the application, or even the substitution of the essence of coordination by the content of the organization occurs in theory and practice quite often. Similar tendencies in their comparison, analysis and evaluation, the conclusions carried out on them, again actualized the question of the theoretical correlation and practical application concepts of organization and coordination.

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

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

As can be seen even from a superficial analysis of the construction of this model, the real ratio of organization and coordination is manifested in the presence or absence of hierarchical 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. Interconnection

Rice. 11.1.

joint actions of various, independent subjects to achieve a single goal at this stage is provided by the coordination function (see appendices, situation 2). In such a manifestation, coordination is not part of the function of the organization, but it is absolutely necessary to develop the use of the organization's tools.

At the same time, further analysis shows that managing influence, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions can and must be appropriately organized, most often becomes inadequate, is 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 being posed.

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

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

It is this phenomenon that is often mistaken for coordination, which, according to some researchers, is directly part of the organization. Meanwhile, the one-sided, vertical orientation of such an impact clearly indicates the initial lack of coordination in it and its implementation on a strictly organizational, hierarchically developed basis. Indeed, without reaching an agreement on interaction acceptable to all, the parties, as a rule, appeal to a higher level, relying on its organizational participation in resolving the problem.

The given configuration reflects the ratio of organization and coordination not only in the study, but also in the impact on the object. It allows you to foresee the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of the complex implementation of the organization and coordination tools, ensuring their interaction in processes and control 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 versatility of the organization's tools is manifested not only in the development and application of a single mechanism or its purposeful commutation with functions such as coordination. It, as it was shown at the beginning of this chapter, can also be realized in the most direct way in the absolutely necessary, organic and consistent combination of research and impact on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregated manifestations of a particular organization.

Based on the use of a wide palette of a wide variety of configurations 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, the organization's tools are used in the form of complex universal structures that combine individual components into a well-oiled, purposefully operating mechanism organizations. The basic procedures of such a mechanism are constantly being modernized and augmented by innovative configurations that largely determine the essence and content of organizational changes and the development of an organization.

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

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

Rice . 11.2.

principles, content and sequence of their development and construction. In practice, such a dependence can branch, develop, specialize and modernize not only at the development stage, but also during the use of a particular toolkit, which significantly expands the applied palette of its use.

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

2.1 Types of organizational tools

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

1.grid matrices (higher level of scientific development " network diagrams»):

· Represent the entire process of the project 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 scientifically grounded coordinated plan for the implementation of the entire complex of work on the project for more efficient use of available resources and reduction of terms.

2. matrix of division of administrative tasks of management (RAZU):

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

3.information technology model (ITM):

· Helps to design the technology of project management, that is, fixing the sequence and relationship of the solution of management tasks.

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and basic provisions.

Announcement 4.2. Aggregation, impact, activity, change, instrument,

combination, cooperation, coordination, technique, recruitment, sequence,

consequences, application, adaptation, procedure,

result, method, means,. subject, technology, universality,

unification, factor, function, part, efficiency. Justification,

development, testing, adaptation, classification, application and modernization

modern organization tools. , ^

All organizational activities of an individual, group, society

must be provided with one or another set of specific

means of targeted influence, represented by such a concept,

as a toolkit.

Definition 4.2.1. Instrumentation (from lat.instrumentum - instrument

labor) - an ordered set, a complex of means of purposeful

impact and methods of their application.

Unlike a single instrument, 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 of support for certain activities.

This determines how the actual set of mastered

tools, and the technology of their cooperation, combination and use.

Moreover, such relationships are established not only within relatively

independent sets of tools for 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 a universal research process

and impact, using its potential, content

and results from the widest range of scientists and practitioners. This allows

eliminate parallelism, improve the sequence

organization, significantly increase the efficiency of its functioning

and development, ensuring targeted coordination of actions

all participants, users and even observers.

Such coordination is demanded 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 one, but also the only

the basis for the development and implementation of targeted impact

to a mixed organization.

Illustration 4. 2. one . Meteorological conditions for the organization of flights of airliners.

Research tools and interventions should be sufficient

independent, their natural aggregation cannot deform

especially relevant for a wide variety of conformist

organizations where reports are compiled on the basis of "as needed,

we will show as much ", and what happened and its results are qualified

explanation: "we planned it." Successful solution of this

problems necessitates ensuring the required level

independence of the use of research tools and validity

and the effectiveness of the impact. On this basis, it is formulated

an important organizational rule.

effective impact.

Under real conditions, it is important to understand that the instrumental

the approach actually determines not only two independent procedural manifestations, but the entire possible scale of selection ^

assessment, correlation, transformation, cooperation, etc.

and mutable. Moreover, the configuration of this scale may not have

only linear, but also parallel and branched, including

multidimensional, view, accelerating development and application

derivative modifications as independent tools,

for example, the classification and the corresponding correction.

Forms of modeling such a tool palette in the process

adaptations can also be differentiated and reduced to subjective

object base, procedure, structure, specifics

and other characteristics of a particular organization. This allows

to determine in more detail the use of various tools

research and impact, expand and present them in the form of a universal

a range of methods and means, differentiated to choose,

purposefully modify and use the most modern

models of intellectual and material organization

(see Appendix 4).

The logic of building and using complex tools

organization is laid in the foundations for the development, implementation and application

specific methods of analysis and evaluation. The effectiveness of the

research is determined by the versatility, diversity

and the level of development of the instrumental palette, the formation

a wide range of necessary applications for a wide variety of

procedures by assembling these and other components into a single

complex of applied configurations.

All this convincingly proves that the absolutely necessary basis

development and implementation of any impact becomes

adequate toolkit for analysis and assessment of the identified and investigated

qualities of the organization, determined by the subject-object

orientation. Moreover, both the subject and the object of the organization provide

on the formation and use of this toolkit its defining

impact. So, for example, it is the subject who represents

and plays the most probable scenarios for the development of the situation,

and the object approach directly forms the necessary foundations

building and applying tools for modeling an organization.

The actual modeling toolkit is wide and varied

applied in programming, design, development, construction

and accompanying the functioning and development of a wide variety

organizations. Examples of such uses are extensively and detailed in scientific publications and research reports.

programs carried out directly at specific enterprises

and in organizations. They comprehensively disclose and

convincingly show the organizational nature of the formation and

the effectiveness of the application of modeling, versatility, complexity

and the effectiveness of this organizational toolkit.

The essence and main effect of its application are

that simulation makes it possible by performing an experiment to avoid

catastrophic errors, identify extreme trends,

identify promising directions. This makes it possible to significantly

less money, but with greater guarantees to achieve decisive

innovations in the construction, adaptation and application of specific

tools for research and transformation of mixed processes

and subjective organization.

In real life, even when not specifically focused on attention

on the use of such tools, in the views of intellectual

the individual does not care about organizing his own consciousness,

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 determining role and

strategic perspective of the formation and development of modeling

as one of the fundamental units of modern representation

universal toolkit for the organization.

It is clear that the research toolkit includes many

other most diverse, constantly improving

means and ways of studying the organization. Their composition, content,

the configurations of interaction and use are determined by the objectives,

objects and conditions of use, the form of integration of individual

research in the process of organizational change and development

organizations (see Appendix 4). Examples of such integration will be

discussed in chapter 6.3 of the tutorial, but here the authors are limited to

the already cited provisions for the presentation of research tools

and assessment of its place and role in the formation, functioning

and the development of a modern organization.

The application of the object approach inevitably faces the need

research and resolution of emerging hierarchical

contradictions of the organization. In contrast to self-organization, their meaning

in building and using universal tools

organization rises sharply as it moves into the sphere of formation

and the development of management relationships. In the course of 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, contradictions of application

or even replacing the essence of coordination with the content of the organization

are found in theory and practice quite often.

Similar trends in their comparison, analysis and evaluation carried out

on them, the conclusions again actualized the question of theoretical

relationship and practical application of the concepts of organization

and coordination.

In the course of justifying, constructing and using a complex

research toolkit and impact organization ratio

and coordination becomes one of the key provisions. More

Moreover, this pushes a number of scientists and practitioners to the assumption about

what the organization aggregate includes, should or may include

impact.

Reasonable resolution of this problem is necessary to determine

functional manifestation of the coordination unit in the toolkit

organization and can be conceptually considered at

following model (fig. 4.2.1).

As can be seen even from a superficial analysis of the construction of this model,

the real balance of organization and coordination is manifested

in the presence or absence of hierarchical relations in them. Really,

you can only organize a subordinate, but the success of the interaction

also depends on those who are not subordinate to you. Interconnection of joint actions

different, independent subjects to achieve a single

at this stage, the goal is provided by the coordination function (see Appendix

2). In such a manifestation, coordination is not part of the function of the organization,

but it is absolutely necessary to develop the use of tools

organizations.

At the same time, further analysis shows that the control action,

rising to a higher level, for which all participating

in this interaction are subordinates, whose

joint action is possible and necessary accordingly

to organize, often becomes inadequate, is late

or emasculated by an 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 effective

solution of the assigned tasks.

The coordination toolkit is initially identified as

organization alternatives, providing direct, prompt, equitable

interaction between all stakeholders involved

or subjects using the results. It folds

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 provide equal opportunities for their

interactions. In this case, coordination is latent or open

transposed into an organization carried out by a higher level,

based on the priority of its formal or informal status,

and in some cases the position of one of the parties.

It is this phenomenon that is often mistaken for coordination,

according to some researchers, directly into the composition

organizations. Meanwhile, the one-sided, vertical orientation of such an impact clearly indicates the initial absence of

coordination and its implementation on strictly organizational,

hierarchically developed principles. And indeed, without coming to

agreement on interaction acceptable to all, the parties, both

as a rule, they appeal to a higher level, relying on its organizational

participation in solving the problem.

The given configuration reflects the ratio of the organization and

coordination not only in research, 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. Complex implementation problem

tools for organizing and coordinating, ensuring

their interaction in processes and control systems will be more

discussed in detail in the last section of the tutorial, here are the authors

stop at the differences between them already highlighted above.

The versatility 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, it can also be the most

be directly realized in the 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 occurring aggregate manifestations of a particular organization.

Based on the use of a wide palette of the most diverse

configurations of the combination of external tools, means, methods,

techniques, procedures for direct impact on the formation

and the development of organizational relations in real processes and systems,

organizational tools are used in the form of complex

universal designs combining individual components

into a well-functioning, purposefully operating mechanism of the organization.

The basic procedures of such a mechanism are constantly being updated and

are built up by innovative configurations that largely determine

the essence and content of organizational changes and development

organizations.

Configurations for building and using such tools

clear and varied, the tasks they solve are specific, but in general

the most common base model aggregations can

be presented as follows (Fig. 4.2.2).

The configurations shown here have a simplified (linear-horizontal)

presentation reflecting the basic principles, content

and the sequence of their development and construction. On practice

such dependence can branch, develop, specialize

and modernize not only at the development stage, but also on

the course of using specific tools *, which significantly expands

applied palette of its use.

In this case, it is precisely the sequence

and the continuity of linear commutation of the presented chains,

reflecting a specific methodology for constructing organizational tools.

So, in the chain at the first level, the order is already own

status determines the severity of the regulation of the implementation of that

or another command. In each specific case, on this basis,

to form, adapt and apply applied techniques,

ensuring the most complete achievement of the goals of the organization

by targeted design and use of one or another

aggregation.

Definition 4.2.2. Aggregation (from lat.adgedo - accession) -

construction and application of stable connections.

Chains of sequences represented in aggregations of basic models

the formation and use 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 goals, objects and conditions of the organization. Moreover,

basic models and are intended to reflect only the general configuration

construction and use of a specific toolkit aggregate as

the prototype of the design of purposeful applied

organization tools.

At the same time, these models are therefore called basic because during

they are well established in the development and application of organizational tools,

are entrenched 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, often used combinations

individual components or whole chains add up to

sufficiently stable aggregates used in various procedures,

mechanisms and conditions of the organization.

For example, a team contracting method that optimizes forms, increases

quality and shortening the time of work, is used in

a wide variety of models and mechanisms of management. Wherein

as an organizational tool, a universal

a way of self-sufficiency, ensuring resource savings,

interest and responsibility of specific performers for

the final results of the work. Such an applied approach to building

the organization's toolkit was developed, implemented, long-term

time was accompanied in application and showed its high efficiency

at the OJSC "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 palette and

the possibility of implementing a sequence of qualitative transformations

in the formation and use of tools for applied

organizations. Thus, the sequence given in the model

selection of a tool from the palette: order - order - indication

etc., reflects a significant variety of possibilities of a particular

method of exposure, which largely determines the ratio of effectiveness

organization and management.

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

influences format the organization as a rigid function

management, centralizing decision making. They provide

development of specific content of actions at the acceptance level

decisions with subsequent broadcast of responsibility

and control over the implementation of the adopted plan.

In contrast, the guidelines apply (less than 12% of the total

acts) to draw the attention of the performer to a specific

problem. This impact ultimately delegates authority

on the search for dissonance, development, acceptance and implementation

decisions to the performer, that is, it practically makes it necessary

its self-organization and self-government.

It is important to understand that with the expansion of the application of the guidelines, professional

the qualification level of the contractor and the entire organization

as a whole acquires a steady upward trend in contrast to

from the implementation of ordered centralization, which over time it

lowers, consistently disorganizing both the process and the system.

This paradox is due to the fact that the performer is deprived of independence,

and the leader is overloaded with responsibility.

This shows how the choice of the instrument of influence determines,

and in some cases directly determines the ideology of implementation

organizational activities.

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 strategically

important conclusion.

Conclusion 4. 2. one . The choice of toolkit is determined by strategies

organizations.

This once again emphasizes the place and role of tools in the development of

and the implementation of procedural organization. They manifest

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, discloses

a palette of administration forms that combine common methods,

specific methods and universal tools with a mechanism

social organization. Its functioning is objectively based

on the use of informational, administrative,

financial, structural and other means of the organization, providing

the action of all universal tools as a whole.

In this approach, under the means of the organization, in a particular case,

means all resources used or produced and used

management products that provide

achieving the desired result. The emphasis here is on building

applied models of organization and administration units on

based on the one shown in Fig. 4.2.2 basic tools. At

this, the variety of the means used is limited only by the available

in the system with powers and resources for their implementation and

largely determines the overall development efficiency

and the use of organizational tools.

The applied approach has shown exceptional efficiency in

its use as an educational and methodological basis for building

and the implementation of professional training of managers of higher

qualifications for the Master of Business Administration programs

". The need for this approach has been highlighted

in the "Principles of the European MBA Standard", on the basis of which

applied modifications of the training program for managers

in Russia. Their results confirmed a significant increase in

educational and methodological effect in the conditions of teaching the course based on

application of an applied approach to the organization. But most

the application of this approach has shown significant results in production

organizations where, on its basis, it is developed and implemented

a whole range of modern scientific and industrial products.

Naturally, an applied approach to the development and application

organizational toolkit should include resources

regulation as the most rapid response of the organization

to change the situation. It is based on purposeful

increasing the level of self-organization through consistent

decentralization and phased delegation. Moreover, the toolkit

regulation and self-regulation not only develops new,

but also significantly increases the efficiency of use already

available potential.

It is this effect that ensures the achievement of maximum

realization of the internal potential of the organization, and use modern

development-based toolkit application techniques

self-organization. They deliver extraordinary results

improving the organization of corporate processes in competitive,

market conditions... The achievement of such a result is based on

on the selective optimization of the use of already mastered

tools and increasing the efficiency of their combination and aggregation.

considered solely as a normative or structure-forming

coefficient of conformity assessment, ranking

etc. But object improvement and gradual expansion

configuration of its impact on the personality and group of workers

in the mode of developing self-organization. In real organizations

found that non-rated odds

or even the size of cash payments, and the

new ranking has a powerful effect on activating

actions of the individual. A striking example of the use of this

approach is to use aggregations of the rating instrument

production organization.

On this basis, it was developed, implemented and successfully applied

in workshops No. 21 and 23 of the Second Moscow Watch Factory OJSC. She

has shown the effectiveness of delegating such powers directly

an employee in order to create a self-regulation mechanism

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)

Self-photography

actually carried out

employee responsibilities

Classification

fixed responsibilities

to work, functions, tasks

Assessment of classification

responsibilities for their specific

weight, complexity

Redistribution of work,

functions, tasks,

performed by the employee

Formation of the composition

functional responsibilities

positions

Execution registration

employee official

functional responsibilities

Personal-functional

analysis of ongoing

works, functions, tasks

Formation

classified list

duties performed

works, functions, tasks,

performed by the employee

works, functions, tasks,

performed by the employee

employee

Self-organizing assessment

performance by the employee

official functional

responsibilities

and labor cooperation

The development and implementation of the presented procedure is based on

as noted above, on the delegation of the rights and obligations of registration

and assessing the actions taken directly to their performer. It brings in single register list of practicable

works, functions, tasks with their actual

assessment. Analyzing the content and results of labor, the team collegially

makes a decision on the rise in price of some unclaimed ones,

but the types of work required by technology, due to proportional

reducing the cost of others, the implementation of which claims more,

than required, the number of collectors.

is based on the free adjustment of the assessment of the performed

bot, which leads to a change in the value of a rating unit and significantly

more complex transformation of intra-team relations.

This approach allows you to fundamentally reform the organization.

and payment for work, providing opportunities for significantly more

maneuver of both leaders and performers. At the same time,

self-organizing basis for the use of such a tool that

allows you to ensure its adequacy to social organization and significantly

increase confidence in him.

As a result, in full compliance with the principle of market

conjuncture, permanent self-regulation is carried out in the brigade

division, specialization, consolidation, cooperation,

intensification, assessment and remuneration of collectors in conditions of relatively

the constant size of the wage fund for a certain

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... Subsequently, it became one

from the factors of justification, design 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 has shown an exceptional

efficiency and prospects for the use and development of rating

organization and coordination tool. Adaptation and implementation

medium and small enterprises and organizations, have shown the potential of its

improvement based on

Formation of a sequential self-registration mechanism

Determination information base justification and calculation

subjective and mixed organization of an individual and a group;

Development of a toolkit for declaration and triggered access

Purposeful content-based integration of use

trends in the formation, development, adaptation and specialization of the whole

palette of adapted, private organizational toolkit

in 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 an enterprise, department, individual.

mch Illustration 4.2.2. Ranking by class, bit depth,

universality.

So, defining the rights, duties and responsibilities of the employee

documents strictly regulate the content of the professional

activities, hierarchy of subordination, production procedures

and administrative interaction with colleagues, direct

organization of the work process and workplace. Thus, the

in them, the tools essentially determine and

specialize the composition and content of the palette of organizational impact.

Illustration 4.2.3. Job descriptions, regulations on the division.

Similar directions for improving the organization's tools

purposefully, detailed and comprehensively developed

such a discipline as the scientific organization of labor (NOT), which puts

its purpose is to optimize the mutual organization of the subject, means,

conditions, product and performer of labor. Along with the already formed

and traditionally used techniques and tools

V Lately NOT is developing new approaches to

self-regulatory organization of 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 by specific performers, 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 performance level.

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.

This approach is most fully and comprehensively perceived,

mobilizes and uses market resources and competitive conditions

functioning and venture development of the organization based on

expanding and deepening the practice of using instruments of activation,

mobilization, self-regulation.

Illustration 4.2.4. Organization of distribution companies,

participation in profits.

In market conditions, professional and individual

adaptation of this approach as an independent promising

directions of improvement, formation and application of organizational

instrumentation. This is manifested in the recent

time of an increase in the value of personal trust of the leader

group of closest specialists, distribution and consolidation

their responsibilities based on testing 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 the employee to the content and features of implementation

technological, commercial or other process. She expresses

in the formation and consolidation of adapted tools

self-organization of the employee, ensuring the identification and use of

his individual psychophysiological, intellectual,

communication qualities of the individual. In the process of individual

adaptation, such organizational

techniques such as procedural individualization, alternation of activities,

self-relaxation, auto-training, innovative initiation

Above and used in scientific literature

directions and examples of the manifestation of the organization's tools

allow us to conclude about the objective-subjective nature, open

the nature of its formation and development, a wide range of adaptation

and applications. At the same time, the universality of his perception is preserved.

and use, ensuring the adequacy of the interaction

various organizations and performers. This allows you to purposefully

and permanently improve as the actual tools,

and the methodology for their application in various organizations and situations.

The concept outlined in this chapter underpins the concept of

the fact that, in general, the modern toolkit of the organization is

permanently, proactively, specialized and comprehensively

developing resource of means of integration, unification and purposeful

research and organizational impact on processes

and systems.

On this basis, in research and practice

tools are usually classified as a complex

mutually adapted, external to the object, theoretical

and practical techniques and means of research and influence,

positioned in the palette of methods of their application. In this case, it is allowed

the broadest understanding of a specific instrument expression

as a means of external research or influence on the organization.

This approach makes it possible not only to openly and extensively classify

established forms of organizational tools, but also

quite clearly and definitely to predict directions, content

and trends in its modernization, improvement and innovation.

Information and methodological block of chapter 4.2

Control tasks

1. Give an example of your application of this or that toolkit.

2. Analyze the formation of relationships within the toolbox.

3. What are the different research tools and impacts?

4. Rank the numbers shown in fig. 4.2.2 tools for:

The strength of the action;

Complexity of application;

Frequency of use.

5. Give an example of the most common toolbox aggregations

organizations.

6. Compare the use of the organization's toolkit in situations

Appendices 1, 4, and 5.

Corresponding site addresses

http: //big.spb ru / publications / bigspb / metodology /

org_management.shtml

http: // smartpage narod.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 SA and other Organizational management. - M .: Oil

and Gas, 1993.

2. Gastev A. K How to work. - M .: Economics, 1966.

3. Zolotogorov V. Organization and production planning. - M:

INFRA-M.2001.

4. Kerzhentsev P. M. Principles of organization. - M .: Economics, 1989.

5. Ouchi W. 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 labor. - M .: Republic, 1992.

8. Scott W. R. and an. Formal Organizations. - S. Fr., 1992.

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 goal of the project, shown in a technical sequence.

Basic concepts: work is a labor process that requires an investment of time and resources (this term also includes waiting, which requires an investment of time, but does not require resources); event - fact of completion to work or the result of performing several works, allowing the beginning of the following; path is a continuous sequence of arrows starting from original event before the final.

The network matrix is ​​a graphical representation of the PM process, where all operations, management tasks, the implementation of which is necessary for the project, are determined in the technological sequence for specific performers and calendar days.

The use of a network matrix allows you to quickly calculate the entire range of works and provide the 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 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 problems.

Vertical corridors reflect individual stages, processes that take place in time (maybe the usual calculation by day).

The RAZU matrix is ​​a graphical and analytical toolkit, with the help of which the responsible executors for individual works are established. Rows - management tasks, columns - structural divisions, 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 matching the inputs and outputs of the project management system.

In the fields of the matrix, conditional symbols denote relations structural units and officials to the solution of a specific management problem.

ITM (information technology model) is an organizational project management model, which is the main organizational toolkit that determines the sequence and interconnection of all project management processes.

Contains a standard description of the procedure and conditions for solving problems for project management, which clearly defines who, when, in what conditions solves certain problems, 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 ensuring the consistency of solving managerial tasks and determining the conditions for their implementation.

Building an ITM begins with collecting information about the main processes and management tasks required to implement the project. Correctly filled in and analyzed information serves as the basis for filling out the information table, which allows communication between separate works... ITM is compiled on its basis.

The info table contains the following columns:

1. Management tasks

2. Initial information for solving this management task(reports, analyzes, acts, legislative documents, etc.)

3. Source of information (who transmitted it and where from)

4. The resulting document obtained in the course of solving the management problem;

5. The executor of the task (there may be several of them)

6. Terms of implementation (as a rule, the deadline for the submission of 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.

Life cycle model

Project resource planning.

Resources 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. Neither can they be created within the company. These resources are used and created when the company interacts with external environment... (To spend money or buy securities, you need to spend business transaction involving some other company or organization.) Thus, financial resources reflect the company's relationship with the external environment.

Production - materials, labor resources, intra-production work 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 beings are the most significant, because they are not stored and not accumulated. We also 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 in mb time scale with and without taking into account weekends and holidays, mb hourly - from P.'s specialization or in the form of the amount of time required for P in% of the total project time. Or in man-hours. Limits on the use of resources in the development of schedules (it is impossible without a break of 24 hours for people and maintenance for machines).

Resource conflict - 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), normal limits are 8 hours, maximum - 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. used to complete the work of the project.

Resource planning is closely related to project cost estimation and directly depends on what project restrictions are set by the Customer (time or cost).

Resource consumption limits: minimum (0-8 hours), normal (8 hours), maximum (16 hours).

Proceeding on the basis of work decomposition.

For PR you need:

* approved project concept

* a description of the resource pool (i.e. potential resource availability) The granularity 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 the implementation of past similar projects.

Methods and tools for resource planning.

For PR can be applied expert assessments, software, analogues of other projects.

The output of the PR is a resource plan, that is, a description of what types of resources and in what quantities are consumed for each element of the lowest level of work decomposition.

Resource conflicts can occur with PR.

Resource leveling methods:

1) Stretching - in the presence of time reserves due to the increase, the 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 increase the efficiency of purchases and supplies in the pr-those, you can use cross-docking - the organization of supplies in accordance with the application (in the right quantity, at the right time, in accordance with the quality)