The concept and essence of project management. What is project management? Basic options for project management schemes

It has long been recognized in the world that project management is a special area of ​​management, the application of which gives tangible results. Professionals in this field are highly regarded (in the United States, this is the third-highest paid profession after lawyers and doctors), and the project management methodology itself has become the de facto management standard in many thousands of enterprises and is applied to one degree or another in almost all large corporations. Last year, ANSI project management standards were adopted, and a draft ISO 10006 project management standard was developed.

In our country, not everyone and not always correctly understand the subject of project management, often confusing project management with the preparation of business plans. In this article we will try to briefly characterize the subject and essence of project management, based on the internationally recognized standards of this discipline, but taking into account our accepted approaches and methods.

Project management delivers tangible results across all application areas, which explains the growing popularity of this technology. It is of interest to CIOs both as a technology that is useful to implement in their enterprises and as a management tool. own projects, which include the development of software, and the introduction of certain information systems, and other changes that are unique and temporary in nature.

The essence of project management

A project is a temporary venture designed to create unique products or services.

"Temporary" means that any project has a beginning and the end certainly comes when the set goals are achieved, or there is an understanding that these goals cannot be achieved. “Unique” means that the product or service you create is significantly different from other similar products and services.

The uniqueness of the products or services of the project necessitates a consistent refinement of their characteristics as the project progresses.

Examples of projects include construction, development of any new product, renovation work, implementation information system at the enterprise, conducting an election campaign, shooting a movie and much more that meets the above definition.

Project management is the application of knowledge, experience, methods and tools to the work of a project to meet the requirements of the project and the expectations of the project participants. To meet these requirements and expectations, it is necessary to find the optimal balance between goals, timing, costs, quality and other characteristics of the project.

Project management follows a clear logic that links the various areas of expertise and project management processes.

First of all, the project must have one or more goals. By goals, we will further understand not only the final results of the project, but also the chosen ways to achieve these results (for example, technologies used in the project, project management system).

Achieving project goals can be accomplished in a variety of ways. To compare these methods, criteria for the success of achieving the set goals are needed. Usually among the main evaluation criteria different options execution of the project includes the timing and cost of achieving results. However, the planned objectives and quality are usually the main constraints when considering and evaluating various options. Of course, it is possible to use other criteria and restrictions, in particular resource ones.

Leverage is needed to manage projects. You can influence the way of achieving project results, goals, quality, timing and cost of work performance by choosing the technologies used, composition, characteristics and assignment of resources for the performance of certain works. Thus, the applied technologies and project resources can be attributed to the main levers of project management. In addition to these basic, there are also auxiliary tools designed to manage the basic. Such auxiliary control levers include, for example, contracts that allow attracting necessary resources in the right time frame. In addition, to manage resources, it is necessary to ensure an efficient organization of work. This concerns the project management structure, organization communication project participants, personnel management.

The information used in project management is usually not 100% accurate. Taking into account the uncertainty of the initial information is necessary both when planning a project and for the competent conclusion of contracts. Risk analysis is devoted to the analysis and accounting of uncertainties.

Any project in the process of its implementation goes through various stages, collectively called the life cycle of the project. To implement the various functions of project management, actions are required, which are hereinafter referred to as project management processes.

Project management processes

Project management is an integrated process. Actions (or lack thereof) in one direction usually affect other directions as well. This relationship forces a balance between project objectives - often improvement in one area can only be achieved at the expense of deterioration in another. For a better understanding of the integrated nature of project management, we describe it through the processes of which it consists and their interrelationships.

A project consists of processes. A process is a set of actions that produces a result. Project processes are usually performed by people and fall into two main groups:

• project management processes - concerning the organization and description of project work (which will be described in detail below);
• product-oriented processes - concerning the specification and manufacture of a product. These processes are defined by the project lifecycle and are application-specific.

In projects, project management processes and product-oriented processes overlap and interact. For example, the goals of a project cannot be determined without an understanding of how to create a product.

Project management processes can be divided into six main groups that implement various management functions:

• initiation processes - making a decision to start a project;
• planning processes - defining goals and criteria for project success and developing workflows to achieve them;
• execution processes - coordinating people and other resources to complete the plan;
• analysis processes - determining the compliance of the plan and project execution with the goals and success criteria and making decisions on the need to apply corrective actions;
• management processes - determination of the necessary corrective actions, their coordination, approval and application;
• completion processes - formalizing the execution of a project and bringing it to an orderly finale.

Project management processes overlap and occur at different rates at all stages of the project, as shown in Fig. one.

In addition, project management processes are linked by their results - the result of the execution of one becomes the source information for the other. These relationships are illustrated in Fig. 2.

Finally, there are relationships among the process groups of the various phases of the project. For example, closing one phase can be an input to initiate the next phase (example: completion of a design phase requires customer approval project documentation, which is necessary to start the implementation).

In a real project, the phases can not only precede each other, but also overlap.

Repeating initiation in different phases of the project helps to control the relevance of the project. If the need for its implementation has disappeared, the next initiation allows you to establish this in time and avoid unnecessary costs.

Process relationships

Initiation processes

Initiation includes a single sub-process - authorization, that is, the decision to start the next phase of the project.

Planning processes

Planning is important to a project because the project contains things that have not been done before. Naturally, planning involves relatively many processes. However, it should not be assumed that project management is mainly planning. The planning effort should be weighed against the objectives of the project and the usefulness of the information obtained.

Recall that one should distinguish between the goals of the project and the goals of the product of the project, which is understood as the product (or service) created or produced as a result of the execution of the project.

• Product goals are the properties and functions that the project's product should have.
• Project goals are the work that needs to be done to produce a product with specified properties.

The relationships between the planning processes are shown in Fig. 3.

In the course of project execution, these processes are repeated many times. Project objectives, budget, resources, and so on may be subject to change. Also, project planning is not an exact science. Different project teams can develop different plans for the same project. And project management packages can create different work schedules with the same source data.

Some of the planning processes have clear logical and informational relationships and are performed in the same order in almost all projects. So, for example, you first need to determine what kind of work the project consists of, and only then calculate the timing and cost of the project. These basic processes are performed several times during each phase of the project.

In addition to the listed main planning processes, there are a number of auxiliary processes, the need for the use of which strongly depends on the nature of a particular project:

• quality planning - determining which quality standards to use in the project, and how to achieve these standards;
• organization planning - defining, documenting and assigning roles, responsibilities and reporting relationships in an organization;
• personnel assignment - assignment of human resources to carry out project work;
• interaction planning - defining the information flows and communication methods required for the project participants;
• risk identification - identifying and documenting risk events that may affect the project;
• risk assessment - assessment of the probabilities of occurrence of risk events, their characteristics and impact on the project;
• response development - determining the necessary actions to prevent risks and respond to threatening events;
• supply planning - determining what, how and when should be delivered;
• preparation of conditions - development of requirements for supplies and identification of potential suppliers.

The interrelationships between the supporting sub-processes, as well as their very existence, depend to a large extent on the nature of the project.

Execution and control processes

Execution refers to the implementation of the plan. Project performance should be regularly measured and reviewed in order to identify deviations from the intended plan and assess their impact on the project. Regular measurement of project parameters and identification of arising deviations further also refers to the execution processes and is called execution control. Execution control should be carried out for all parameters included in the project plan.

As in planning, execution processes (Fig. 4) can be divided into main and auxiliary.

The main ones include the process of executing the project plan itself.

Among the auxiliary processes, we note:

• execution accounting - preparation and distribution of information necessary for the project participants with the required frequency;
• quality assurance - regular assessment of project performance in order to confirm compliance with accepted quality standards;
• preparation of proposals - collection of recommendations, reviews, suggestions, applications, etc .;
• selection of suppliers - evaluation of bids, selection of suppliers and contractors and conclusion of contracts;
• control of contracts - control over the execution of contracts by suppliers and contractors;
• project team development - professional development of the project team members.

Analysis processes

Review processes include both plan review and project performance review.

Reviewing the plan means determining whether the completed project execution plan meets the project requirements and expectations of the project participants. It is expressed in the assessment of the indicators of the plan by the team and other project participants. At the planning stage, the result of analyzing the plan may be a decision on the need to change the initial conditions and drawing up new version plan or acceptance of the developed version as the baseline plan of the project, which later serves as the basis for measuring performance. In the following discussion, plan analysis is not singled out as a separate process group, but is included in the planning process group, making this process group iterative in nature. Thus, in the following, analysis processes are understood as the execution analysis processes.

Performance Analysis Processes are designed to assess the status and predict the success of a project in accordance with the criteria and constraints identified at the planning stage. Due to the uniqueness of projects, these criteria are not universal, but for most projects, the main constraints and criteria for success include goals, timing, quality and cost of project work. In case of a negative forecast, a decision is made on the need for corrective actions, the choice of which is carried out in the change management processes.

Analysis processes can also be subdivided into main and auxiliary ones.

The main ones include those analysis processes that are directly related to the goals of the project and indicators characterizing the success of the project:

• timing analysis - determining whether the actual and projected timing of the project operations execution with the directive or planned;
• cost analysis - determining whether the actual and projected costs of operations and project phases correspond to directive or planned ones;
• quality analysis - monitoring the results in order to check them for compliance with the accepted quality standards and to determine the ways to eliminate the causes of undesirable results of the project quality performance;
• confirmation of goals - the process of formal acceptance of the project results by its participants (investors, consumers, etc.).

Subsidiary analysis processes are concerned with the analysis of factors that influence the goals and criteria for the success of the project. These processes include:

• performance evaluation - analyzing work results and distributing project information in order to provide project participants with data on how resources are used to achieve project goals;
• resource analysis - determining the compliance of the actual and projected load and capacity of resources with the planned ones, as well as analyzing the compliance of the actual consumption of materials with the planned values.

The analysis processes do not include analysis of interaction in order to optimize information processing procedures, analysis of contract execution in order to make timely changes and prevent disputes, and a number of other processes that are not regular (like analysis of interaction) or form part of the included processes (like analysis of contracts ).

As a result of the analysis, either a decision is made to continue the execution of the project according to the previously planned plan, or the need to apply corrective actions is determined.

Management processes

Project execution management is the definition and application of the necessary control actions in order to successful implementation project. If the execution of the project occurs in accordance with the planned plan, then management is actually reduced to execution - bringing to the participants of the project plan targets and monitoring their implementation. We have included these processes in the execution processes.

It is another matter if deviations arose in the implementation process, the analysis of which showed that it was necessary to determine and apply corrective actions. In this case, it is required to find the optimal corrective actions, adjust the plan of the remaining work and coordinate the planned changes with all project participants. So, management processes are designed to define, agree and make the necessary changes to the project plan. These management processes are often referred to as change management and are initiated by review processes (Figure 6).

The main management processes encountered in almost every project include:

• general change management - definition, agreement, approval and acceptance for implementation of corrective actions and coordination of changes throughout the project;
• resource management - making changes to the composition and assignment of resources for the work of the project;
• goal management - adjusting project goals based on the results of the analysis processes;
• quality management - development of measures to eliminate the causes of unsatisfactory performance.

Among the auxiliary management processes, we note:

• risk management - responding to events and changing risks in the course of project execution;
• contract management - coordinating the work of (sub) contractors, adjusting contracts, resolving conflicts.

Completion Processes

Rice. 7. Relationship of completion processes

Completion of the project is accompanied by the following processes (Fig. 7):

• closing of contracts - completion and closure of contracts, including the resolution of all arisen disputes;
• administrative completion - preparation, collection and distribution of information necessary for the formal completion of the project.

Methods and technologies for the implementation of the listed processes, their integration constitute the essence of project management. Please note that all of the listed processes are applicable to projects of any nature - to construction, informational, and any others. However, there are also significant differences in the management of various types of projects. It should also be noted that the successful implementation of a project management system is associated with a certain organizational restructuring and the introduction of specialized software tools. The listed issues, as well as specialized methods for solving individual project management tasks, technology, experience and implementation problems will be disclosed in subsequent publications.

Literature

1. A Guide to the Project Management Body of Knowledge. Project Management Institute Standards Committee, 1996.

2. Liberzon V.I. Fundamentals of project management. M., 1997.

3. Edward Fern. Time-to-Profit project management. Moscow: Spider Control Technologies, 1999.

Plan:

1) The essence and content of the concepts of "project" and "project management";

2) The subject and objectives of the discipline "Fundamentals of project management", its place in the system of scientific knowledge.

1. The essence and content of the concepts of "project" and "project management"

At present, the terms “project” and “program” have already become familiar to Russian leaders. From magazines and the Internet, on television, we increasingly hear about the implementation of investment, organizational or environmental projects and programs. Leaders of various levels discuss marketing projects, projects for the introduction of new systems and technologies at meetings. Almost every leader modern organization regularly solves problems related to the implementation of projects and programs. Projects play an increasingly important role in the activities of modern companies and the state as a whole.

The assigned project manager may realize that traditional management practices are only partially applicable to projects. The uniqueness of goals and conditions for their achievement, the uncertainty of plans and the presence of various interests (customer, performers, other participants) are all inevitable attributes of the implementation of projects. The project participants and, above all, the project manager are required to have special knowledge and skills that allow in such conditions to organize coordinated interaction, anticipate and overcome risks and problems and ultimately achieve the intended results.

The term "project" comes from the Latin "Projectus", which means "thrown forward."

In English, under the term "project"(project) refers to activities aimed at achieving specific unique goals.

If we follow the above interpretation of the term, then the entire history of human development is associated with the implementation of projects. The great discoveries and development of new lands, the formation of states, the construction of the Egyptian pyramids and the Great Wall of China - all these are examples of global steps in the development of mankind, which were essentially projects.

A much larger number of less ambitious projects are being implemented by people and organizations in their lives. We are all implementing projects - the construction of a country house and apartment renovation can already be called projects. A huge number of projects are being implemented by organizations in order to maintain and develop their own business.

Let's consider several definitions of the concept of "project":

1) Project Is a unique set of interrelated works (activities) aimed at creating a product or service in the conditions of specified requirements and restrictions

(in accordance with NTK- National requirements for the competence of a project manager, developed by the Russian National Project Management Association SOVNET in accordance with the requirements for the competence of a project manager of the International Project Management Association (IPMA);

2) Project- this is a specially organized purposeful change of a separate system, limited in time, within the planned resources and established requirements for the quality of its results

(in accordance with NTK);

3) Project it is a temporary enterprise (event) designed to create a unique product, service or result

(in accordance with PMBOK 4- The Project Management Body of Knowledge (PMI);

4) Project- it unique process consisting of a set of coordinated and managed activities, with start and end dates, undertaken to achieve a goal that meets specified requirements, including time, cost and resource constraints

(in accordance with ISO 10006- Guidelines for quality management in design The International Organization on standardization (Guidelines for quality management in projects).

The project includes an idea (problem), means of its implementation (solution of the problem) and results obtained in the process of implementation (see Figure 1).

Figure 1 - The main elements of the project

From point of view systems approach, the project can be presented as follows (see Figure 2).

Figure 2 - Project as a system transition process

from initial state to final

Basic and additional features of the project can be formulated based on the above definitions.

The main features of the project:

1) focus on achieving goals- the project is aimed at achieving specific goals (obtaining certain results).

It is the presence of goals that is the initial condition for starting a project, and all efforts in its planning and implementation are made to ensure that these goals are achieved; a project can have a set of interrelated goals.

An important element of project management is the precise definition and formulation of goals starting from the highest level, and then gradually descending to the most detailed goals and results (accordingly, moving the project forward is associated with achieving goals of an ever higher level and, as a result, with achieving the final goal).

For example, the main goal of a project related to the introduction of new computer technologies may be to improve the efficiency of individual production processes. This goal can be achieved by improving the quality of plans, efficiency in making managerial decisions, etc. The intermediate results of the project can be a change in the organizational structure of management, optimization management processes, software customization, etc.

2) limited duration- the project has a limited duration with a certain beginning and end (projects are carried out within a limited period of time).

The project ends when its main goals are achieved or a decision is made to terminate the project ahead of schedule. Much of the effort in project management is directed precisely at ensuring that the project is completed on time.

To implement the project, a temporary organizational structure is created, a temporary team is formed, which exists exactly as long as it takes to obtain the final result. Temporary project organizational structures generally do not contradict the principles of functioning of the permanent organization of the company, but must be agreed with it.

The difference between a project and an operational activity is that the project is a one-time, not a cyclical activity.

For example, serial production of products does not have a predetermined end in time and depends only on the availability and magnitude of demand for these products. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects. However, the start-up or modernization of the production process is carried out in the form of projects. In a number of areas, production can be carried out on a project basis (piece and small batch production on order and on a contractual basis). The concept of the project does not contradict the concept of the enterprise, moreover, the project often becomes the main form of its activity.

3) uniqueness- the project is to a certain extent unique and unique.

However, the degree of uniqueness can vary greatly from one project to another. Uniqueness can be associated with both the ultimate goals of the project and the technologies for creating a product, with the external and internal conditions for the implementation of the project.

For example, if you are building cottages and are building the twentieth cottage of the same type, the degree of uniqueness of your project is very small. The basic elements of this house are identical to those of the previous nineteen that you have already built. The main sources of uniqueness can be laid down in the specifics of a specific production situation - in the location of the house and the surrounding landscape, in the specifics of connecting to the infrastructure, in the specifics of the supply of materials and components, in relations with the customer.

On the other hand, if you are a project manager for the development of a new device or new technology then you are definitely dealing with unique targets. And since past experience can only give you a limited indication of what to expect when completing a project, this project is fraught with risk and uncertainty.

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

Additional features of the project:

1) sequential development- the project involves the consistent development, clarification of goals and plans.

The consistent development of a project means that the results and content of the project's work are updated as it is implemented (this is a consequence of the uniqueness of the projects).

For example, at the initial stage of a project to launch a new production, a project concept and enlarged technological solutions, then an assignment for the development of project documentation is being prepared. On the basis of the developed project documentation, the scope of the project is specified, and plans for the production of work are developed. During the implementation of the project, based on the achieved intermediate results, changes can also be made to the project.

2) coordinated execution of interrelated actions.

The overwhelming majority of projects involves the involvement of various performers to carry out individual works project. It is the need to organize and coordinate the work of performers to perform unique work that determines the special requirements for planning and project management tasks. Theoretically, you can imagine a project that is completely carried out by one person from the beginning (setting goals) to completion (achieving the final result). But this is only possible for very simple activities.

The implementation of projects, as a rule, involves the implementation of numerous interrelated activities. In some cases, these relationships are quite obvious (for example, technological dependencies), in other cases they are of a more "subtle" nature (for example, the company's participation in international exhibition may affect the timing of production of prototypes of new products). Some intermediate tasks cannot be implemented until other tasks are completed, some of the work can be carried out in parallel, etc. If the synchronization of the execution of different tasks is out of sync, the entire project can be compromised.

In many organizations, a certain level of complexity of the tasks to be solved is a separate sign of the separation of activities into a project. For example, a project is only called an activity that requires the involvement and coordination of at least five performers with a certain time cost. The simpler activities are referred to as “current tasks” and are managed like any other routine activity in the organization.

It can be noted that a project is a purposeful change in a certain system, while the project management process is the management of such changes.

Project management- it management activities aimed at achieving the goals of the project with the required quality, within budget, on time, under existing constraints and uncertainties.

Project management involves the creation of a temporary dynamic organizational structure to carry out the work of the project life cycle, the attraction of the necessary resources and technologies, as well as the application of management knowledge, experience and specialized methods and tools (see Figure 3).

Figure 3 - Project management, key concepts

Project management methods allow you to effectively manage time, costly, quality parameters of future products (works, services).

Project management methods and tools allow:

Develop and justify the concept of the project;

Assess the effectiveness of the project, taking into account risk factors and uncertainties;

Perform a feasibility study of the project and develop a project plan;

Carry out systematic planning of the project at all phases of its life cycle;

Assess the investment qualities of individual financial instruments and select the most effective ones;

Develop a project estimate and budget that meets the given constraints;

Select project executors through the procedure of tenders (tenders);

Prepare and conclude supply contracts;

Organize an optimal procurement and delivery procedure;

Organize the implementation of the project, incl. select a project team;

Ensure effective control and regulation, as well as management of changes inevitable during the implementation of the project, based on modern information technologies;

Organize effective completion of the project;

Organize system management the quality of the products (works, services) of the project;

Take into account the "human factor", which often has a decisive impact on the effectiveness of the project as a whole.

ANO VPO "KAZAN INSTITUTE OF FINANCE, ECONOMY AND INFORMATICS"

FACULTY OF ECONOMY AND MANAGEMENTCoursework on the discipline: "Project management" On the topic "Project: the concept and essence of the project. Organizational toolkit for project management. ” Kazan Contents Introduction 1. Project 1.1 Concept and essence of the project 1.2 Signs and properties of the project 1.3 Structuring the project 1.4 Classification of projects 2. Organizational project management tools 2.1 Types of organizational tools 2.2 Project planning 2.3 Network diagrams and network matrices 2.4 Matrix for the division of administrative tasks of management (RAZU) 2.5 Information technology management model (ITM) Conclusion List of used literature Appendix Introduction “It is projects that change this world” http : //www.gkmim.ru/about/publications/book_history. Many will be surprised to hear that the history of project management began simultaneously with the history of Homo sapiens, who differs from animals precisely in the ability to consciously and purposefully influence the world around us in order to change it. Today, compared to our distant ancestors, we know much more about the world around us. and our ability to change it is difficult for us to imagine. At the same time, we sometimes forget that thousands of years ago a man to hunt a saber-toothed tiger required no less intelligence, analytical skills and the ability to manage risks than our contemporary, doing business in the vast expanses of the world market. mammoth and ending with the seven wonders of the world, the best representatives of the human race go through the same steps over and over again: conceive, plan, control and implement. So, an attempt to find the very first project is doomed. Another thing is that those rare people who were able to reasonably, far-sighted, reliably, consistently, realistically and inventively manage projects that change the world were very rare at all times and were valued “worth their weight in gold.” Today, the rapid development of civilization and the acceleration of scientific research technical progress dictates different approaches to project management. The time of heroes is passing - the time is coming for a new profession with its specific functions - project manager: a historical and social need is ripe. It is also worth noting that a person throughout his history almost continuously creates something. But the results are always different, namely by that - one might say - a universal feature that allows us to distinguish among them more or less everyday ones (for example, in the USSR, the same type of multi-storey buildings were often built for the population of cities and urban-type settlements) and the unique fruits of human activity, such as - for example - the Ostankino tower or the tunnel under the English Channel. Actually, the creation of extraordinary items or services is very much appreciated for the present stage especially in advanced economies. But not only: in Russia there is also an awareness of the importance of this skill, that is, the ability to manage projects. In this regard, this course work is aimed at disclosing the essence of the project and the process of managing it (the object of this work) through consideration of the organizational aspect of this activity (the subject of the course work Thus, the following main tasks of the course work can be distinguished: consideration of the essence of the project and project activities; consideration of organizational tools for project management. 1. Project 1.1 Concept and essence of the project A modern organization is able to exist and successfully compete in the market only if it constantly develops and adapts to changing business conditions. Accelerating the rhythm modern life, the variability of the environment increases the instability of the functioning of companies, forces them to carry out frequent and rapid changes, to adapt to changes in external conditions. To cope with this task allows project activities... "A successful company today is a company that successfully implements projects" http://projectm.narod.ru/publico12.htm. Project management for Lately has won recognition as the best method for planning and managing the implementation of investment projects. Currently, a significant part of the activities of organizations is design. "The current trend towards even greater dynamics and variability of the environment leads to the fact that in the foreseeable future the activities of companies will be 100% project-based" http://www.betec.ru/index.php?id=6&sid=18. There are many definitions the concept of "project". Here are some of them. A project is "something that is conceived or planned, for example, a large enterprise" http://orags.narod.ru/manuals/html/ito/ito_51.htm, this is a temporary enterprise designed to create unique products or services. Temporary means that any project has a beginning and an end when the set goals are achieved or there is an understanding that these goals cannot be achieved. "Unique" means that the created products or services are significantly different from other similar products and services. "A project is a unique activity that involves the coordinated implementation of interrelated actions to achieve certain goals in conditions of time and resource constraints" http://www.betec.ru /index.php?id=6&sid=18. The Project Management Institute, an authoritative organization in the field of project management, defines a project as “a set of actions (processes) that bring a result, during which human, financial and material resources are organized in a certain way so that the result corresponded to the approved specifications, cost and time costs in terms of both qualitative and quantitative indicators ”http://www.cfin.ru/vernikov/kias/chaose.shtml. A project is understood as a system of goals formulated within its framework, created or modernized for their implementation of physical objects, technological processes; technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and measures for their implementation. Work in the project plan represents some of the activities necessary to achieve specific results (end products of the lower level). Thus, work is the main element (discrete, component) of activity at the lowest level of detail, which takes time to complete and which can delay the start of other work. The moment of completion of work means the fact of receiving final product(result of work). Work is basic concept and provides a framework for organizing data in project management systems. In practice, the term task is often used to refer to the detailed level of work. In a general sense, the two terms are synonymous. The term task, however, takes on other formal meanings in specific planning contexts. For example, in aerospace and defense, a task often refers to an upper summary level of work, which can contain multiple groups of work packages. Further, the term task is used only in its general sense, as a synonym for work. Thus, in modern understanding projects are what changes the world: building a house or industrial facility, a research program, development new technology, the creation of a film, the development of the region - these are all projects. 1.2 Signs and properties of the project All projects have common properties: include coordinated execution of interrelated actions; have a limited duration in time, with a definite beginning and end; all are somewhat unique and unique. The project involves a set of interrelated goals. It is supposed to accurately define and formulate goals, starting at the highest level, with gradual detailing at the lower levels. If the synchronization of interrelated tasks (operations) is out of sync, when some cannot be started, if others are not completed, the entire project can be jeopardized. Relationships can be both obvious and represent a more complex nature of interaction. "A project is a complex system consisting of interconnected dynamic parts that require a special approach to management" http://orags.narod.ru/manuals/html/ito/ito_51.htm. The project ends when the main goals are achieved. A significant part of the efforts is aimed precisely at ensuring the timing of the project. The difference between a project and a production system lies in its one-time and uniqueness. The degree of uniqueness of projects can vary greatly from project to project. Sources of uniqueness can be of a different nature, including in the specifics of a specific production situation. The degree of uniqueness is usually determined by the possibility of using past experience. Among the main features of the project are http://www.betec.ru/index.php?id=6&sid=18:· uniqueness and uniqueness of the goals and work of the project; focus on achieving ultimate goals; limited time (the presence of a beginning and end); limited resources. Any project does not exist in isolation, but surrounded by many different subjects and - accordingly - under the influence of their influence. The project has a number of properties: it arises , exists and develops in a certain environment, called the external environment, the composition of the project does not remain unchanged in the process of its implementation and development: new elements (objects) may appear in it and other elements may be removed from its composition. how they ensure the implementation of the concept "http://orags.narod.ru/manuals/html/ito/ito_51.htm. Each participant has its own functions, degree of participation and degree of responsibility for the fate of the project. 1. 3 Structuring the project To manage a project, it should be broken down into hierarchical subsystems and components. In terms of project management, a project structure is a tree of project product-oriented components, represented by equipment, activities, services, and information obtained during the project. We can say that the structure of a project is the organization of connections and relationships between its elements. The formation of the structure of the project allows it to be presented in the form of significantly smaller blocks of work, up to the receipt of the smallest, directly controllable positions. It is these blocks that are transferred under the management of individual specialists responsible for achieving a specific goal achieved in the implementation of the tasks of this block.To structure the project, it is necessary to ensure the separation of the components of the project's products, stages of the life cycle, as well as elements of the organizational structure. The structuring process is an integral part of the overall planning of the project and the definition of its goals, as well as the preparation of the master plan for the project and the matrix of responsibilities and duties. Thus, the main tasks of structuring should include the following: breakdown of the project into manageable blocks; distribution of responsibility for various elements of the project and linking work with the structure of the organization (resources); accurate assessment necessary costs- funds, time and material resources; · Creation of a unified base for planning, budgeting and cost control; · Linking project work with the accounting system in the company; · Transition from general goals to specific tasks performed by organizational units; · Definition of work packages (contracts). structuring a project is, in fact, building a hierarchical work structure (WBS), that is, a sequential multi-level splitting of the goal into work that must be performed in order to achieve the goal. Figure 1.1 An example of a hierarchical work structure. When building a WBS, the following principles must be observed : · Lower-level jobs are a way to achieve upper-level jobs; · each parenting work there may be several child works, the achievement of which automatically ensures the achievement of the parent work; · each child work can have only one parent work; · decomposition (splitting) of the parent work into children is performed according to one criterion; be equivalent; when building a hierarchical structure of work on different levels different decomposition criteria can and should be applied; the sequence of work decomposition criteria should be chosen in such a way that as much of the dependencies and interactions between activities as possible would be at the lowest levels of the WBS; upper levels the work must be autonomous. An important circumstance is also that the decomposition of work stops when the work of the lower level satisfies the following conditions. First of all, the work should be clear and understandable to the manager and the project participants, that is, they should be quite elementary. The end result of the work and the ways to achieve it should also be clear. In addition, the time characteristics and responsibility for the performance of work must be clearly defined. Consideration of the structuring process as an integral part of the nature of project activities has shown that, firstly, the process of project structuring is quite important, and in some cases even a necessary condition for the implementation of the project. Secondly, structuring here serves to more effective project management ("this is change management, an activity aimed at implementing a project with the highest possible efficiency under given constraints in time, money (and resources), as well as the quality of the final results of the project" http: / /orags.narod.ru/manuals/html/ito/ito_51.htm), as well as facilitate work on the project. And thirdly, it is clear that, in addition to everything else, the structuring of the project is also a means, a toolkit, ensuring the achievement of project goals. Classification of projects For a sufficiently holistic idea of ​​the nature of the project, I consider it necessary to consider its various types in order to consider their features. Each specific project is determined by 4 classification signs: scale; terms of implementation; quality; limited resources. In addition, it is necessary to take into account the place and conditions for the implementation of the project. It is customary to distinguish the following main types of projects: 1. investment; 2. large-scale (small, megaprojects); 3. defect-free; 4. multi-projects; 5. monoprojects; 6. modular; 7. international For investment projects, it should be borne in mind that investments can cover both the full scientific, technical and production cycle of creating a product (resource, service), and its elements (stages): research, training, reorganization of production, etc. of projects is characterized by the fact that the customer usually goes to increase the final (actual) cost of the project, since he is most interested in its early completion. For defect-free projects, higher quality is used as the dominant factor, and therefore their cost is usually very high. An example is the project for the construction of a nuclear power plant. The term "multiprojects" is used in the case of the implementation of several interrelated projects. 2. Organizational Project Management Toolkit 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 of project activities in various parameters (cost, timing, 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. network matrices (higher level of scientific development " network diagrams"): · Present the entire process of project implementation in a visual form; · identify the composition and structure of work, and the acceptable means and methods for their implementation; · analyze the relationship between performers and work; efficient use of available resources and reduction of time frames. 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 a project management technology, that is, fixing the sequence and relationship of the solution of management tasks. 2. 2 Project planning At the heart of the project is the planning process. Planning in one form or another is carried out during the entire period of the project. "Planning is an ongoing process of determining the best way to achieve the set goals, taking into account the current situation" http://www.betec.ru/index.php?id=6&sid=18. At the very beginning of the project life cycle, an informal preliminary plan is usually developed - a rough idea of ​​what will need to be done in the project. The decision to choose a project is largely based on the estimates of the preliminary plan. Formal and detailed planning of the project begins after the decision to open it has been made. Key events are identified - project milestones, tasks, activities and their interdependence are formulated.The project plan is a single, consistent and agreed document that includes the results of planning all project management functions and is the basis for the implementation and control of the project. 2. 3 Network graphics and network matrices The project consists of many stages and stages, carried out by different executors. This complex process must be well coordinated and timed. The following requirements are imposed on planning and management systems: the ability to assess the current state; to predict the future course of work; to help choose the right direction for influencing current problems so that the whole complex of work is completed on time according to the budget. determination of the sequence of execution of the works that are part of the WBS, the result of which is a network schedule. This graph is a dynamic information model that reflects the relationship between the work 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 are employed, for the operational management of development. The network diagram depicts all the relationships and the results of all work necessary to achieve the ultimate development goal in the form of a directed graph, i.e. a graphical scheme consisting of points - the vertices of the graph, connected by directed lines - arrows, which are called the edges of the graph. The duration of the work can be determined in the presence of labor intensity norms - by the appropriate calculation; in the absence of labor intensity norms - expertly. Based on the network schedule and an estimate of the 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 chart represent jobs, and the vertices represent events. Such models are referred to as Work-Arrow models and are called network diagrams. In the second approach, on the contrary, events correspond to arrows, and works correspond to tops. Such models are classified as "Top work" and are called precedence networks (each subsequent work is associated with the previous one). In Fig. 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 other than the initial one are the results of work execution. Only one job or sequence of jobs can be performed between two adjacent events. To build network models, you must define the logical relationships between the jobs. The reason for the relationship is, as a rule, technological limitations (the beginning of some work depends on the completion of others). The complex of interrelationships between works determines the sequence of works execution in time. Fig.2.1 Network model of the "Work-arrow" type - Network diagram. Fig.2.2 Network model of the "Work-top" type - Precedence network When managing project activities, tools for creating hierarchical network models are often used. “The process of building a network is a step-by-step process” 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 simulate points of interaction. These places and structural transitions are connected by arcs in accordance with the stage of project implementation. The next three steps of generation are performed sequentially for each module. In the second step, a network is generated that implements the module. This network, in turn, will contain structural transitions. At this stage of construction, arcs are not created, but are completed in the next step, where subnets are created corresponding to structural transitions. After that, individual operators are broadcast. In the process of building such a network, arcs are created for the network of the second level. The fourth step is to create structural transitions that implement procedures and functions, if any. At the final step - network optimization - all empty transitions are removed, that is, transitions that have empty bodies and do not have expressions on the output arcs. Network matrices, as mentioned above, are a higher level of scientific development of network diagrams. They represent "a graphic representation of the project implementation processes, where all work (managerial, production) are shown in a certain technological sequence and the necessary relationship 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 an official performing a particular job; vertical - the stage and individual operations of the project management process, flowing in time (Appendix 1). The process of building a network matrix based on the network of precedence ("Work-top") includes the following actions. First of all, this is the definition of the participants in the implementation of the project, their distribution hierarchically and their design 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 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 drawn up, the performance of which is necessary to achieve the set goals. Using, for example, the critical path method, the order of work is determined. Then, by marking the works symbol(circle, square, etc.), they are distributed in 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 works. When constructing a network matrix, three basic concepts are used: "work" (including expectation and dependency), "event" and "path". Work is labor process time-consuming and resource-intensive; the concept of "work" includes a waiting process, that is, 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. from it works; on the network matrix, an event is usually denoted as a circle. A path is a continuous sequence of activities, starting from original event and ending with the final; the path with the longest duration is called critical and in the matrix it is indicated by a thickened or double arrow. The following parameters of network diagrams are distinguished: the time of the early start (RL) of the given work; the time of the early end (RO) of the given work; of this work; · time of late completion (PO) of this work; · full reserve of time for this work; · private reserve of time for this work; · coefficient of work intensity. That is, it can be seen that almost all of them are associated with a time 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 intended to ensure, first of all, scheduling the timing of various works. Network planning methods are “methods whose primary purpose is to minimize project duration” http://www.projectmanagement.ru/theory/pm_glos.html. This, in turn, will allow for 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. Matrix for separation of administrative tasks of management (RAZU) The RAZU matrix can be viewed as a means of matching the inputs and outputs of the system. It consists of the following elements: · In the names of the columns there are inputs - functional units, services, positions of the project participants; · In the columns of row names, tasks are listed, i.e. the types of activities that make up the project management process; in the matrix field, conventional symbols denote transformation functions that connect the sets of inputs and outputs. Thus, the matrix for dividing administrative management tasks provides, first of all, the visibility of work planning specifically for certain officials or divisions of the organization. And among the management (transformation) functions in the design of the RAZU matrix, they distinguish: responsibility for solving one or another project management problem; maintenance implementation of the task. 2.5 Information Technology Management Model (ITM) ITM is a management process model containing a standardized description of the procedure and conditions for solving project management problems. The main purpose is to describe the project management technology, that is, to fix the sequence and relationship of the solution of the entire complex of project management tasks. The following stages of ITM development are distinguished: information tables are developed (Fig. 2.3); information technology models are formed on the basis of information tables: responsibility for solving a particular task of project management; the content of the contractor's activities for the implementation of the task; the content of the contractor's activities for the preparation and maintenance of the implementation of the task - transformation functions found in the RAZU matrix; a consolidated project management model is formed, which is an effective organizational tool for building a system for ensuring target management functions. of the technological model, it is necessary: ​​· to select the target control functions, which is displayed in the rows of the first (left) column of the table; · to determine the supporting subsystems (they are indicated in the names of the remaining columns); · to establish the place of each task (from information tables) in the model. For this, it is necessary to check the correspondence of the task of the objective control function to the supporting subsystem and write it down in the corresponding square of the matrix model. The result is a consolidated project management model that allows you to analyze the performance of all target management functions and build a work classifier by performer. It is practically the job description of the performer, according to which it is convenient for a specialist to work and which is easily controlled by the management. The material discussed above shows the similarity of such organizational tools as the RAZU matrix and ITM. Namely, the similarity lies in the fact that in both cases the coordination of various elements of the system of project activities is carried out. At the same time, the RAZU matrix coordinates the tasks facing the executing structure and the specific performer with an indication of work and responsibility. And the information technology model reflects the relationship between target functions and ensuring the achievement of goals. In the same time network models reflect the relationship of work (resources) and results at a certain stage. This is in common with the RAZU matrix and ITM. ConclusionAccording to vii with the designated topic of this course work and the goals set, the essence of the project and project activities was considered, and organizational tools for project management were considered as the most important means of achieving the goals set for the project management. unlimited. In addition, project activity has not only proven itself positively, but today it continues to develop and spread at a fairly good pace.It is also clear that the more important concept is project activity, and not the project as such: after all, without the implementation of the conceived, the project loses its value. Processes such as project structuring and other actions that are part of the planning process (occurring throughout the entire project activity) are directly related to the implementation of the project. Among the methods and means aimed at improving the efficiency of actions to achieve the goals of the project, organizational tools for project management are also distinguished: network matrices as a higher level of scientific development of network diagrams, a matrix for dividing administrative management tasks, an information technology model. The above material shows the effectiveness of using these types of organizational tools, since their use can increase the effectiveness of activities to achieve the goals set for the project team. 1. Mazur I.I., Shapiro V.D. Restructuring of enterprises and companies. Reference manual - " graduate School", M., 2000.2. Mazur I.I., Shapiro V.D. Project management. Reference manual. M .: Higher school, 2004 3. Shapiro V.D. and other project management. Textbook for universities - St. Petersburg; "TwoThree", 2005.4. "How to manage projects" Burkov V.N., Novikov D.A. 2005.5. A course of lectures on the subject "Project Management" .6. Investment management: In 2 vols. / V.V. Sheremet, V.M. Pavlyuchenko, V.D. Shapiro and others - M. Higher School, 2005.7. Project management. Explanatory English-Russian dictionary - reference book. / Ed. prof. V.D. Shapiro. M .: "High school", 2000.8. http://orags.narod.ru/manuals/html/ito/ito_51.htm 9. http://projectm.narod.ru/publico12.htm 10. http://www.betec.ru/index.php?id=6&sid=1811. http://www.projectmanagement.ru/theory/pm_glos.html 12. http://www.gkmim.ru/about/publications/book_history13. http://www.cfin.ru/vernikov/kias/chaose.shtml 14. http://www.iis.nsk.su/preprints/Monog/MONOGR/node49.html 15. http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm Appendix 1

The need for project management, namely the need to coordinate the use of human and material resources throughout the life cycle of a project using modern methods and techniques of management to achieve an appropriate level of income for project participants, high quality products, associated with a massive increase in the scale and complexity of projects, increasing requirements for deadlines their implementation, the quality of the work performed.

The beginning of the development of project management was the development in the 30s of the XX century by Soviet scientists of methods of scheduling using cyclograms. One of the first methods of management were developed in the West in the 50s, methods of network planning, in the 80s, the first computer programs for optimizing the control process appeared.

Today, project management is a worldwide recognized methodology for solving organizational and technical problems, it is a philosophy of project management. Market conditions are becoming more finicky, the pace of change taking place increases.

As a result of the complex economic transformations that are taking place in the Russian Federation, new ones are being created, existing models and mechanisms for building modern economic relations, both in the state and at the enterprise, are being introduced.

Accordingly, any entrepreneur understands that for further profitable activities, first of all, it is necessary to perfectly manage production and economic activities. An important place in this belongs to project management, namely, the need to address the following issues:

how to plan and coordinate project implementation;

how to attract funds from external sources of financing for the implementation of the project;

how best to dispose of their own funds;

how to achieve maximum profits at minimum cost;

how to create a team of employees to implement a project;

how to motivate staff to work effectively;

how to avoid conflict in the project team.

Solving all of these issues, we are faced with the problem of project management, that is, with a special art that can be distinguished and studied.

So, we determine that during radical changes, it is project activity that becomes the most adequate management mechanism, which is a distinctive characteristic of the organization of work in science, education, culture and other areas that require constant innovation, initiative, the ability to attract resources and accept management decisions... It is project management, or project management, in the opinion of most experts, that is becoming an important and relevant field of activity, allowing the socio-cultural environment to constantly develop.

Project management is characterized as a type of management, as a management method, or as an organizational structure for the development of projects and programs. All of these approaches reflect various aspects of the interpretation of this multifaceted concept.

Let's consider the essence of project management.

Project management is the area of ​​expertise for planning, organizing and managing resources with the aim of successfully achieving goals and completing project tasks. It is sometimes equated with program management, but a program is actually a higher level: a group of related and interdependent projects.

The term "project" (from the Latin "thrown forward") was recently interpreted by experts as drawings, explanatory note and estimates on the basis of which an aircraft, structure or plant can be built; or is it a text that precedes a document - a plan, contract, agreement.

Here are some more options for defining the concept of "project" that are found in the literature:

A project is a separate enterprise with specific goals, which often include requirements for time, cost and quality to be achieved;

A project is a specific task with certain initial data and established results (goals) that determine the way to solve it.

A project is understood as a complex of research, design, socio-economic, organizational and economic and other activities related to resources, performers and deadlines, respectively drawn up and aimed at changing the object of management, ensures the efficiency of solving the main tasks and achieving the corresponding goals for a certain period. The ultimate goals of the projects are the creation and development of new equipment, technologies and materials, contributing to the release of domestic products to the world level.

A project is an idea (task, problem) and the necessary means of its implementation in order to achieve the desired economic, technical, technological or organizational result.

In general, a project is a time-limited process with a specific start and end, usually limited by date, but may also be limited to funding or deliverables, carried out to achieve unique goals and objectives, usually to lead to beneficial change or added value. ... The temporal nature of projects contrasts with business (processes), which are repeatable, permanent, or partially permanent activities for the production of products or services. In practice, the management of the above two systems is often different and thus requires the development of separate technical skills and the use of distributed management.

So, we see that a fairly large number of project definitions, analyzing which, we can suggest the following: a project is a temporary activity to create value, thanks to the unique property of the project product as part of achieving the mission of the socio-economic system

The concept of "project" according to the Economic Encyclopedia - "a concept, idea, image, embodied in the form of descriptions, diagrams, drawings, calculations, justifications, numerical indicators", combines a variety of activities. Despite all the variety of results, scale, nature of costs and time frames for implementation, projects have several common characteristics:

focus on achieving specific goals, i.e. a project is a one-time event, containing a sequence of interrelated actions that are carried out within a limited time and aimed at achieving a well-defined result;

originality, uniqueness of each project;

compatibility with change and coordinated implementation of multiple interrelated actions;

limited implementation period with a certain start and end;

efficiency and effectiveness and social significance project.

Based on the essence of the project, it should be considered as a tool for development, implementation of strategies and implementation of transformations. Therefore, today the project management methodology is increasingly being applied in almost all spheres of activity of state, public and commercial structures.

project management russia

The given definition takes into account the main distinctive features of the project in the modern sense. These include creating value within specific mission specific socio-economic system (3) (see Fig. 1). It should be understood that the value is created not by the product of the project itself, but by its unique properties that are manifested in the process of using the product.

Figure 1 - The project and its distinctive features

Where both an individual person and a group of people, community, organization, city, district, region, state, etc. can act as a system. They exist in an environment that is constantly changing. At the same time, changes occur dynamically and very often unpredictably. Therefore, today the implementation of projects and the use of their products are taking place under conditions of uncertainty.

This is primarily due to the fact that civilization is at the post-industrial stage of its development, which is designated as the era of knowledge. Therefore, today the development of any socio-economic system is impossible without the introduction of innovations. Innovations become the basis of the business idea of ​​any project ((5) Fig. 1).

The main task of project management is to achieve all the goals and objectives of the project, while fulfilling obligations under the predefined project constraints. Typical constraints are project boundaries and scope, time, budget. A secondary task, but an ambitious one, is the optimization, distribution and integration of tasks necessary to achieve predetermined goals.

I. LECTURE COMPLEX

Lecture number 2

Topic: CONCEPT OF PROJECT MANAGEMENT

Target: acquisition by doctoral students of basic theoretical knowledge, abilities and skills in the preparation and implementation of projects.

Lecture plan:

1 Concept and classification of projects.

2 The essence of the project management system.

3 Controllable project parameters.

4 Methods of project management.

5 Tasks and stages of project management.

1 Kendall J., Rollins S. Modern Project Portfolio Management and Project Management Office. M .: PMSOFT. M: 2004.

2 ICB Competence Baseline, IPMA, 2000.

Lecture thesis

Concept and classification of projects

The concept of "project" combines a variety of activities, characterized by a number of common features, the most common of which are the following:

● focus on achieving specific goals, specific results;

● coordinated execution of numerous interrelated actions;

● limited extent in time with a definite beginning and end.

There are a number of definitions of the term "project", each of which has the right to exist, depending on the specific task facing the specialist. Here are some of them:

In the very general view a project (English - project) is "something that is conceived or planned, for example, a large enterprise" (Webster Explanatory Dictionary).

An investment project is understood as an investment action that provides for the investment of a certain amount of resources, including intellectual, financial, material, human, to obtain the planned result and achieve certain goals within a specified time frame. The financial result of an investment project is most often profit / income, the tangible result is new or reconstructed fixed assets (objects) or the acquisition and use of financial instruments or intangible assets with the subsequent receipt of income.

Distinctive features of the project are: focus on achieving specific goals; coordinated execution of interdependent actions; limited time with clearly defined start and end; uniqueness.

Classification of projects- project management methods largely depend on the scale (size) of the project, timing of implementation, quality, limited resources, place and conditions of implementation.

Project types

By scale, i.e. by the size of the project itself, the number of participants and the degree of influence of the project on the surrounding world, the author identifies the following projects:

· Small;

· Average;

· Large;

· Very large.

By duration, i.e. the duration of the implementation period projects are divided into:

· Short-term (from 1 to 3 years);

· Medium-term (3-5 years);

· Long-term (more than 5 years).

By the composition and structure of the project and its subject area allocate:

· Monoproject - a separate project of various types, types and scales;

· Multiproject - a complex project or program consisting of a number of monoprojects and requiring the use of special management;

· Megaproject - target programs for the development of regions, industries and other entities, which include a number of mono- and multi-projects.

By spheres of activity in which the project is carried out distinguish between social, economic, organizational, technical and mixed projects.

Complex projects are mixed containing subprojects and elements of various types of projects. An example of mixed projects can be technical and economic projects, which, depending on their focus (general purpose) divided into 3 groups:

· Projects of technological and material-technical renovation of production, replacement of fixed assets, modernization of equipment in order to improve the quality of manufactured products and increase production efficiency;

· Projects to increase production volumes and the nomenclature of manufactured products of this type in order to better meet the needs, expand sales markets, increase income;

· Projects for mastering the production of new types of products, goods, services to penetrate the market, create new market segments, generate income, profit, meet changed needs.

By degree of difficulty allocate simple , complex and super complex projects .

The criteria for the complexity of the project can be indicators such as labor intensity, variety of internal relationships, etc.

By nature of the subject area allocate:

· Educational projects;

· Research and development projects;

· Innovative projects;

· Investment projects;

· Combined projects.

Any type of project is considered innovative., the main goal of which is the development and application of innovations: new technologies, know-how and other innovations that ensure the development of various systems: technical, economic, industrial, social, etc.

Combined projects are a combination (combination) different types projects.

Megaprojects are targeted programs containing many interrelated projects, united common goal, allocated resources and time allocated for their implementation. Such programs can be international, state, national, regional (for example, the development of free economic zones, small ethnic groups, etc.), intersectoral (affect the interests of several sectors of the economy), sectoral and mixed. As a rule, programs are formed, supported and coordinated at the upper levels of government: state (interstate), republican, regional, etc.

The essence of a project management system

The project operates in a defined environment that includes internal and external components, taking into account economic, political, social, technological, regulatory, cultural and other factors.

For effective management the system must be well structured with projects. The main structural unit of the project participants is the project team - a special group that becomes an independent project participant (or is part of one of these participants) and manages the investment process within the project.

The project life cycle is the starting point for investigating the problems of financing project work and making appropriate decisions. Enlargedly, the life cycle of a project can be divided into four main semantic phases: pre-investment, investment and operational, liquidation.

At the stage of project liquidation, the project is completed as a one-time event.

Similar information.