There are three basic concepts used in constructing a network matrix: work (including expectation and dependency), event and path.

Work- it labor process that requires an investment of time and resources (for example, assessing the situation, analyzing information). In the diagrams, the work is depicted as a solid line with an arrow. The process of waiting is included in the work, i.e. a process that does not require labor and resources, but requires time. The waiting process is depicted by a dotted line with an arrow with a designation above the waiting time. The dependence between two or more events indicates that there is no need to spend time and resources, but indicates the presence of a connection between the works (the beginning of one or several works depends on the execution of others), is depicted by a dashed line with an arrow without a time designation.

Event- this is the result of all the work included in this event, which allows you to start all the work coming out of it. On the network matrix, an event is usually depicted as a circle.

Path- it continuous sequence works, starting from the initial event and ending with the final one. The path with the longest duration is called critical and is indicated in the matrix by a thickened or doubled line with an arrow.

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

The rule of designation of works. In practice, there are often cases when two or more jobs exit from the same event, are executed in parallel and end with the same event.

Rule of prohibition of dead ends. There should be no dead ends in the network model, i.e. events from which no work exits, except for the terminating network event.

Rule of prohibiting unsecured events... There should be no events in the network model that do not include any work

Delivery picture rule... A delivery is a result that is obtained outside the system, i.e. is not the result of the work of this company.

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

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

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

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

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

The dependence on the matrix with a slope to the right of the ordinate is depicted as a broken dashed line with an arrow at the end. The vertical dependence (its projection onto the horizontal time axis is a point, and therefore the duration is equal to 0), is depicted, as usual, with a dashed arrow. Deviation of arrows to the left of the ordinate axis on the network matrix is ​​not allowed. The length of the wavy line indicates the amount of private slack.

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

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

Organizational toolkit... Network Matrices

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

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

The network decision matrix is ​​a graphical depiction of the management process, where all the operations, the performance of which is necessary to achieve the ultimate goal, are shown in a certain technological sequence and interdependencies. The network matrix is ​​combined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the level of management, structural unit or official performing this or that operation of the process of preparation, adoption and implementation of a decision; vertical - stages and individual operations of the decision-making process, taking place in time.

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 is an adequate toolkit for analyzing and assessing 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 who 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 makes it possible to achieve decisive innovations in the construction, adaptation and application of specific research tools and transformation of processes of a mixed and subjective organization with much smaller funds, but with great guarantees.

V real life Even when attention is not specifically focused on the use of such tools, in the ideas 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 building and using 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 specific toolkit, which significantly expands the applied palette of its use.

In this case, it is the sequence and continuity of the linear commutation of the presented chains that reflect 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 to ensure the most complete achievement of the organization's goals through targeted design and use of one or another aggregation.

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, 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.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.

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 continuous process determining the best course of action to achieve the set goals, taking into account the current situation "http://www.betec.ru/index.php?id=6&sid=18. At the beginning life cycle An informal preliminary plan is usually developed for the project - a rough idea of ​​what will need to be done to implement 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 determined - project milestones, tasks, works and their mutual dependence are formulated.

A project plan is a single, consistent and agreed document that includes the planning results of all project management functions and is the basis for the execution and control of the project.

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 control systems:

· The ability to assess the current state;

· Predict the further course of work;

Help to choose the right direction for influencing current problems so that the whole range of work is carried out in deadlines according to the budget.

At this stage, the sequence of the work included in the WBS is determined, which results in 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 schedule 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 the 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 the 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, it is necessary to determine the logical relationships between activities. 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.

Figure 2.1 Network model of the "Work-arrow" type - Network diagram.

Figure 2.2 Top-Work Network Model - 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.

Grid 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 dependencies" 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 management, structural unit or official performing this or that work; 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 a precedence network ("Work-vertex") includes the following steps. 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 a labor process that requires an investment of time and resources; 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.

Event - the result of all the work included in this event, which allows you to start all the work coming out of it; on the network matrix, an event is usually denoted as a circle.

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

The following parameters of network diagrams are distinguished:

· Time of early start (PH) of this work;

· Time of early end (RO) of this work;

· Time of the late start (PN) of this work;

· Time of late end (PO) of this work;

· Full reserve of time for this work;

· A private reserve of time for this work;

· Coefficient of work intensity.

That is, it can be seen here that almost all of them are associated with a time limit for 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, planning 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 revealed precisely as a result of building a network matrix.

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 monitoring 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 takes 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 - a continuous sequence of arrows, starting from the initial event to the final one.

The network matrix is ​​a graphical representation of the PM process, where all operations, management tasks, 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, under 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.

Manufacturing - 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 deliveries 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)

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 of "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.

Power in the organization. Characteristics of power channels

We have already said that the power that a leader has is not necessarily the power of his office, that there may be other opportunities to influence people. Indeed, various typologies of power are known in management ...

Quality management tools as a factor in business investment strategy in the context of global competition

The quality management system is such a system, the effective work of which is impossible without reliable and objective information... Such information allows you to take correct decisions related to product quality management ...

Research of factors influencing human behavior in the organization

More and more attention is paid to the practice and theory of modern management on the role of a person in managerial and organizational activities. The person is seen as the key resource of the company ...

Corporate financial and resource management system of the enterprise

Indicators financial results characterize the absolute efficiency of the enterprise. The most important among them are profit indicators ...

Organizational behavior

In the work of American researchers Newstrom and Davis, four models of organizational behavior are identified: authoritarian, guardianship, support, and collegial. The authoritarian model is power-based, power-oriented ...

Organizational design, its purpose and methods

The organizational modeling method is the development of formalized mathematical, graphic, machine and other representations of the distribution of powers and responsibilities in an organization, which are the basis for building ...

Features of certification of personnel at the enterprise

Features of the conflict in the organization

The basis of any organization is people (collective), and without them the functioning of the organization is impossible ...

As a result of research professional activity an analytical professiogram for this position was drawn up by a psychologist at the Regional Rehabilitation Center OJSC (Appendix A). Based on the purpose of this work ...

Development of an algorithm and tools for identifying the professional competence of a psychologist in an organization

1. Methods of obtaining information about a person As a rule, before an organization makes a decision on hiring a candidate, a candidate must go through several stages of selection. The main goal is to screen out candidates ...

Development of measures to improve the management system of JSC "Samara Bearing Plant"

Organizational design is a complex of works on the creation of an enterprise, the formation of the structure and management system, ensuring its activities with all the necessary ...

How to adapt to managerial positions

Ways to apply the methods of decision theory

As the main tool for the calculation, we will use software MS Excel. This program implements the function of solving such problems using the simplex method ...

Strategic and operational behavior of organizations

Attempting to combine the two types of behavior within the same enterprise can lead to conflict and tension ...

Liquidity and solvency management

The main task financial management the enterprise consists in maintaining solvency and providing liquidity, i.e. the ability of an enterprise to fulfill its payment obligations at any given time. Hence...