Why switch to project management? What is project management.

Decor elements 26.09.2019

Decor elements

What project manager has not thought about the fact that reinventing the wheel is not the most interesting and productive activity? Probably there are none. And the question of whether it is worth implementing in the company project management(RM), many are also asked.

In fact, this tool has long taken root in many successful businesses, and it is advisable to think not about whether to implement it, but about how to do it, based on the mission and values of a particular company.

What is project management?

Project management, project management, project management, PM - the names of the process of achieving a particular goal within a given framework (time, budget, etc.). At the same time, the concept of PM also includes a set of tools, methods, skills and techniques that are used to achieve the goal and may vary depending on the changing conditions in which the work is carried out (the emergence of both risks and opportunities).

A little history of the development of project management standards

That project management in our usual sense appeared in the 1950s of the twentieth century. But there are also researchers who believe that already during the construction of the pyramids of Giza, they used an approach reminiscent of RM (a separate person was responsible for the construction of each face).

A hand in the creation of a modern project management system was made by specialists who, in particular, were involved in:

Project management is structured common sense...
Mikhail Dubovik, GC "Project PRACTICE"

It can be seen that today's business space is not at all the same as even a few decades ago, when enterprises were created for almost centuries, something new was perceived as a revolution, and the consumer simply did not have so many alternatives to the product. And, sadly, for some reason, not everyone understands that the old methods of management are a dead end. Therefore, many companies continue to go nowhere by inertia.

Consequently, the task of the progressive part of humanity is to move forward, pulling those who have not yet understood the correct vector of movement.

The language of modern business is not English, German, or whatever, it is the language of project management. V modern business it has become the main method of management: if a company does not have project management, then it is a dying company. Everything that is aimed at creating new products and services is somehow connected with project management...
Oleg Gerasimov, "Life in the 21st century"

Project management and typical roles of participants in it*

Role name	Role Description
Initiator, Chairman	The person who generates the team movement strategy and work goal
Customer, designer	Responsible for tactics to achieve the goal and provides "supply" (contracts with subcontractors, formalization of instructions, brainstorming, etc.)
Idea generator, provocateur	The one who stimulates the processes of solving specific problems, sometimes using non-standard methods
Critic, skeptic	A person who acts as a “filter”: filters out ideas and solutions, even if they are very creative, but inappropriate right now
worker bee	The one who implements what was decided in the previous stages
support, diplomat	Personality, smoothing out conflicts, motivating, inspiring
Producer, contractor	A kind of "connector" that unites the team with the outside world, and, if necessary, seeks resources that are needed "for yesterday" within the team or outside
Finalizer	The one who is responsible for the final result / acceptance of the project (sometimes identifies errors at intermediate stages and indicates ways to improve)

* R. Meredith Belbin classification

Thus, it is clear that successful project management is a complex structure that is impossible without a person holding it together. As a rule, this is a project manager.

Globally, a project manager is an integrator. He knows how to listen and hear others, understands the meaning and place of each "project role" in the team, develops trust among its members...
Ludmila Nefedova, LEO Consulting

Benefits of project management

So, the main difference between project management and the traditional approach is that first the task is formulated (the goal is set), and then the performers create a clear calendar and financial plan to achieve this goal.

This approach allows:

increase the overall level of project implementation efficiency by 20-30%
increase turnover rate financial resources(about 50%)
improve customer satisfaction rates (about 30%)
increase the loyalty of the company's employees and their satisfaction with their activities (about 30%).

Looks very optimistic. But it is clear that one cannot do without a fly in the ointment, so let's consider the advantages in comparison with the disadvantages:

Benefits of project management

Disadvantages of project management

integrity of horizontal targeting
optimization of the communication chain and synchronization of activities of each participant in the process
segregation of responsibility in accordance with the specialization of units
the ability to use the experience (and team) from one successful project in another similar
minimizing the risk of making globally wrong decisions
flexibility and ease of solving typical problems.

duplication functional duties or increased workload on the project manager
stressful situations (reassessment of the capabilities of employees, equipment, etc.)
burnout (especially in long and high-load projects)
competition between teams if there are several projects
concern about what will happen after the completion of the project.

In general, it might look like this:

Project Management Methodologies

Fortunately, there are many methodologies today. For each project, you can choose exactly what you need.

All currently available options can be divided into the following groups:

Project management tools

Successful project completion requires not only qualified and motivated employees, but also appropriate tools that will allow you to record the results achieved and change priorities in a timely manner.

The choice of tools should be made after the methodology that is most suitable for the project has been determined. But there are universal solutions suitable for managing almost any project. When choosing one of them, pay attention to the fact that the product can create Gantt charts and distribute authority and tasks to performers with different roles.

Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, Terry Schmidt

Which has been one of the most popular for several years and allows you to move away from unproductive patterns and build schemes for the development of company projects based on logic, competitors' actions and measurable performance indicators.

Attracts due to the unusual presentation format and allows you to rethink your view of familiar things.

Project Management Principles, Paul Newton

Useful for those who work in the field of IT. It will allow you to understand step by step how to manage projects of different types. What is important, the publication is based on the experience of a person who worked with Microsoft, IBM, the UK Department of Defense, etc.

How to manage people. Ways to Influence Others, Joe Owen

Based on practical experience, which consistently sets out the principles effective management projects, especially personnel.

Transition to project management: examples

The importance of project management has already been appreciated by a variety of companies, and not only Western ones.

80% of the projects of transnational corporations in the world were completely or partially failed precisely because of the lack of the managerial component of the competencies of their leaders and executors...
Alexandra Rolya, master tutor for MBA programs at International Management Academy

Consequently, the need to move to this form of management is becoming more and more obvious. And for Ukrainian companies - including.

So, among the businesses using this approach, there are real leaders in various areas:

UKRSIBBANK BNP PARIBAS
RAIFFEISEN BANK AVAL
CORUM GROUP
WILL CABLE
COMFY TRADE
TERRA FOOD
MEDIAHOLDING VESTI

Verdict

As practice shows, companies that have chosen the project management method are deservedly considered in the business environment:

making the most efficient use of their resources
maneuverable, which is especially important in conditions of instability
calculating goals based on opportunities and risks
attractive for investments (including foreign ones).

Project Management (Project Management, from English - Project Management) - is a knowledge application (personal - experience gained, world - "best practices" and corporate), skills and competencies (innate - soft skills and acquired - hard skills), tools and methods (standards, methodologies, techniques, notations, information systems, etc.) to the work of the project with in order to meet the requirements for this project while balancing four integral components - content, time, costs (triple limitation) and quality (see Figure 1), recently one more, fifth component, risks, has been added. Project management implies the presence of a clear and well-thought-out project plan, minimization of deviations from the plan, minimization of project risks, effective change management on the project.

Figure 1. Triple boundedness of the project.

For many government and commercial companies, programs and projects are of great importance. Through programs and projects, as well as a portfolio of projects, many organizations have the opportunity to significantly increase their profits by effectively implementing their strategic plan, applying various approaches and best practices in project management. Projects play a major role in the process of creating a product concept, developing a product and bringing it to the market, and further increasing product sales. During the implementation of projects, new or modernized means of production, new information systems are created, useful discoveries and technological breakthroughs are made. Projects for restructuring or reorganization in the field of management lead to an overall reduction in costs and the cost of producing a product. Project management is vital to the continued success and development of any small, medium, big business and state companies, as well as for the implementation of global social and technological programs within the country and at the international level.

The purpose of the introduction and continuous improvement of processes and approaches to project management, based on standards and world practices, in government and commercial organizations, is to improve the efficiency of the implementation of programs, projects and portfolios, within the planned time frame, resources (labor), budget and quality of the final product or service.

Modern project management sets itself the following tasks:

to guarantee for each project conceived and approved for execution compliance with the established strategic goals of the highest level, while the achievement of the project goals is realized at an acceptable level of risks (competitive, economic, political, technical, cost and time components);
allow each individual project to be planned, controlled and managed simultaneously with all others so that all projects are carried out efficiently and achieve their intended purpose. The goal of the project is understood as the achievement of the strategic objective of the organization within the allotted time and within the approved budget.

History of the development of project management

The basis of modern approaches and standards of project management is the experience of mankind, accumulated over several thousand years. No matter how trite it may sound, the well-known seven wonders of the world can be cited as an example: the construction of the Egyptian pyramids, the lighthouse of Alexandria or the construction of the Collos of Rhodes, etc. All these objects are based on the titanic labor of people and not only physical, but also labor on the design of these construction objects. As part of the implementation of such projects, a large number of discoveries were made, the most innovative technologies of that time were used, and a huge amount of resources (labor, material and intangible) were involved. All responsibility for the implementation of such projects was assumed by state structures and organizations, which gradually accumulated experience in terms of labor organization, work planning, etc.

From the point of view of project management, the main contributions to the discipline were made by such scientists, industrialists and practitioners of the early 20th century as:

Frederick Taylor - formed the principles of the scientific organization of labor and management.
Henry Ford - the founder of "authoritarian project / production management", was the first to put into practice the industrial assembly line.
Henri Fayol - the founder of the administrative school of management, described the foundations of a unified theory of management.
Henry Gantt - shaped a structured approach to managing content, time and labor resources, developed and applied the diagram as a means to represent the duration and sequence of tasks in a project.
Harrington Emerson - the founder of the theory of efficient economic activity, a supporter of rational production management.

The first qualitative steps forward in the development of project management were made in the 20th century in the pre-war years. We can say that at this time project management began to take shape as an independent discipline. Figure 2 presents significant events and milestones in the development of project management.

Figure 2. Milestones in the development of project management.

At 30-50, the first discoveries are made and fundamental methods are formed that are used to this day. Project management begins to acquire structured features:

1937 - the American scientist Gulik carried out the first development of a matrix organization for the management and implementation of complex projects;
1956 - Du Pont de Nemours Co. formed a group to develop project management methods and tools;
1957 - The Remington Rand team, led by Kelly and Walker, developed the critical path method (CPM) with software implementation on the UNIVAC computer;
1957-58 - PERT network planning system was developed and tested for the Polaris program (US Navy);
1959 - the Anderson Committee (NASA) proposed a systematic approach to project management by stages of its life cycle in which special attention was paid to pre-project analysis;
The methods and techniques of network planning developed in 1956-58 gave a powerful impetus to the development of project management;
The development of PM in the 1950s culminated in the publication of Gaddis in the Harvard Business Review, the first synthesizing article on project management.

60s - development of network planning methods:

As part of the development of project management, the main focus on PERT and CPM methods;
Popularization of network planning methods and attempts to apply these methods in various fields of activity;
Emergence of the matrix form of organization and subsequent development organizational forms;
American researchers P. Lawrence and J. Lorsch, J. Galbraith and others described the types of integration mechanisms and their Terms of Use;
1966 - A holistic logistics system and alternative probabilistic network planning method GERT is developed.

70s - development of a systematic approach to project management:

Full-scale development and implementation of network planning and management methods;
At the legislative level in the US, CPM receives support;
As part of the project, they begin to take into account not only the internal, but also the external environment (economic, environmental, social factors, etc.);
1971 - First attempts at a formal approach to conflict resolution;
1977 - Conflict management techniques emerge;
1977 - 1979 - Formation of organizational structures for project management;

Professional project management organizations are being formed around the world:

IPMA (International Project Management Association, Europe) - International Project Management Association;
PMI (Project Management Institute, USA) - Project Management Institute.

Separately, it is worth noting the release in 1987 of the first edition of PMBoK (Project Management Body of Knowledge). This methodology will later become the international standard for project management, will absorb the best practices and world experience. To this day, PMBoK is the most widely used methodology around the world. Many standards are based on the PMBoK methodology.

Do not underestimate the experience of Russia and the Soviet Union in the development of project management. The first trends and approaches appeared under Nicholas II.

1825 - the first fundamental works of M.M. Speransky.
1900s - application and development of practical management methods P.A. Stolypin.
1920s - works by A.K. Gastev on the scientific organization of labor and management; creation of the CIT RF. Subsequently, Gastev's work became the basis for lean production (Lean Production) according to the Toyota method.
1930s - practical experience acquired on the projects of the first five-year plans. Within the framework of which a large number of approaches and methods of management were applied and worked out, with an emphasis on the management of human resources.
1946 - 1961 - implementation of projects for the creation of atomic weapons and rocket and space technology in the USSR. Invaluable experience generations, the golden age of industrial development in the USSR.
1970s - application and development of software tools and a systematic approach for project management in the USSR, the creation in various sectors of the national economy automated control systems for organizations and enterprises (ACS).
1990s - application of international processes and methods of project management, formation and accumulation of experience. The opening of the Soviet Project Management Association SOVNET, the formation of a market for professional services and project management software products. Formation and implementation of a national program for the training and certification of project managers based on international requirements and standards.

Variety of approaches to project management

Various approaches to project management around the world have become widespread and have affected all areas of human activity. These approaches are reflected in methodologies developed by various associations and organizations. On the this moment many professional associations have emerged and are expanding at a tremendous rate:

Association PMI - Project Management Institute - has branches in 39 countries of the world, and members of this Institute live in 80 countries.
IPMA - International Project Management Association - is an international network of 28 national project management communities.
Association of APM - Association of Project Management - is part of IPMA.
Association PDMA - Product Development Management Association - the main idea of which is the management of product development.
AACE - Association for the Advancement of Cost Engineering - aimed at the development of cost engineering.

Despite the fact that the end results are a variety of products created in different industries, the approach to project management in them is quite close. The project itself is not the end result, it is more correct to say that the project is the process of creating a new and unique end result. The same principles of project management apply to projects and programs in all areas of human activity, although there are significant differences in approaches and processes that depend on the specific subject area.

Organizations and project management

All organizations can be divided into two global types. The first includes project-oriented organizations in which the main business is projects. This type includes architecture, design and engineering companies, software developers, telecommunications companies, consulting organizations and companies providing services to different areas professional activities, including companies that make a profit through the implementation of projects. Growth strategies in such companies are reflected in the size, nature, method of execution and type of projects offered by the company and in the way such projects are resourced (internal provision) when the contract is awarded.

The second type of organizations is project-dependent, the growth and development of which depends on projects. These are organizations that offer goods and services. Projects and programs in such organizations are funded and sponsored primarily from within. These are companies in the production of consumer goods, pharmaceutical products, etc.

Roles and participants in project management

Project Management Committee - A collegial body that makes strategic decisions regarding certain ongoing projects in a particular organization. Typically, such decision-making bodies are created in large organizations.
Project Office - Structural unit, whose tasks include the implementation, development and support of the approach to project management. Sometimes the Project Office (Project Management Office) is understood as a temporary structural unit organized for a specific project. The tasks of such a unit include the direct management of a large project.
Project Manager - Primary project management role. The main task is to organize the work on the project and achieve the planned goals, taking into account certain restrictions and assumptions. The project manager is responsible for the quality and timely execution of the project.
Project Management Team - Report to the Project Manager and assist him in organizing the work. The project manager delegates some of his responsibilities to members of the project management team. Among others, the following roles can be distinguished: Project Administrator (document flow for the project, communications), Risk Management Manager (planning, risk control), Project Architect (responsible for the integrity of the solution), etc.
Project team - the rest of the participants (performers) involved in the tasks of the project.

Corporate project management system

A corporate project management system (hereinafter referred to as CPMS) is a package of necessary and integral components through which a formalized and effective project management is carried out in an organization. The introduction of these components ensures the integrity of the system and its efficiency. V classic version distinguish the following components: Project office, PMIS, Methodology.

Project Management Information Systems

At the moment, there are several types of systems (PMIS), through which the automation of project and portfolio management processes in the organization is carried out. The first type is server solutions ( Microsoft Enterprise Project Management,Oracle Primavera, etc.); The second type is cloud technologies (SaaS-, PaaS-solutions); The third type is mixed.

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Introduction

2. History of the development of project management

2.2 The relevance of professional project management in Russia

Conclusion

Bibliography

Introduction

People have been involved in project management since ancient times, which allowed the formation of a whole area of human knowledge and experience. This knowledge and experience is especially relevant in recent times, since in the era of globalization of the economy and an increase in the pace of development of society, projects are becoming more and more large-scale and budgetary. Attention is paid to severe restrictions on time, resources and risks.

The field of human knowledge in this area is a set of rules and principles of management that can be applied to any project, whether it is the implementation of an information system or the construction of a brewery. The main value of these principles is that they have been confirmed by concrete results in different countries over the years.

If projects are carried out in an enterprise where there is no professional management, then sooner or later the enterprise will be forced to apply the necessary rules and standards that are already described in project management methodologies. It usually happens late. The result is unsuccessful projects, unjustified costs, wasted time. Thus, from fuzzy and non-systemic desires in the field of various social, economic and organizational transformations, using a project-oriented approach, one can move to justified, calculated and real-life project parameters, which can be implemented in the same way as projects in engineering and technology. It is quite obvious that in this case the effectiveness of this kind of purposeful activity increases several times.

The study of project management is extremely relevant today. The widespread use of project management at the enterprise will solve a number of problems, such as: increasing management efficiency and budgetary efficiency, improving the investment climate, ensuring the innovative direction of the company, modernizing the technology of the enterprise. By now, Project Management (PM) has become an internationally recognized professional activity. The methodology and means of PM are widely used in all areas of purposeful and project-oriented activities. Over the past 30 years, UP has emerged as a new culture management activities and has become a kind of cultural bridge in civilized business and business cooperation between countries of different continents with different development histories, traditions, economies and cultures. Now it's hard to name just one. significant project, which would be carried out outside the framework of the ideology and methodology of the UE. It is also difficult to name at least one well-known company in the world that does not use the methods and means of PM in its practice.

The development of professional PM has turned it into a powerful tool for both managing the creation of new products and services, and the implementation of targeted changes within individual organizations, companies, as well as entire socio-economic systems. All this allows us to state that about 40% of purposeful socially useful activities are implemented through various projects and programs. This implies the conclusion that for the normal development and effective functioning of today's project-oriented society, the entire body of engineering, economic and management specialists should be familiar with the basics and capabilities of PM as a new management culture and indispensable toolkit. At the same time, 40% of specialists in the management corps should be professionals in the field of PM. This is what determines the important role and importance of the development of professionalism in PM.

In general, the development of UE methods in our country has its roots in the period of industrialization of the 1930s. However, until the 1990s, during the period of the planned distribution economy, UE was not in demand in practice. At the same time, in the period from the 30s to the 90s, significant experience and certain achievements were accumulated in this area, which, unfortunately, were not widely used and did not affect the economy of our country.

The situation changed dramatically during the perestroika period, when the Iron Curtain rose and Russia took its place in the world of professional PM. the use of project management will allow in a relatively short time (2-3 years) to significantly accelerate the solution of a number of tasks identified by the government Russian Federation as a priority, in the first place, such as: increasing the efficiency of state property management and budgetary efficiency, increasing the transparency of the state, incl. budgetary processes, improving the investment climate, ensuring the innovative orientation of the Russian economy, saving limited public and private resources through the use of PM.

1. Theoretical foundations of project management

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.

In its most general form, a project is “something that is conceived or planned, for example, a large enterprise” ( Dictionary webster).

So, in the modern sense, projects are what change our world: the construction of a residential building or an industrial facility, a research program, the reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the construction of a ship, the creation of a movie, the development of a region, are all projects.

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

The project is always aimed at the result, at the achievement of certain goals, on a certain subject area. The implementation of the project is carried out by the authorized project management, the project manager and the project team working under this management, other project participants performing certain specific activities, processes for the project. Representatives of line and functional departments of companies responsible for the implementation of the tasks assigned to them, types of activities, functions including planning, management, control, organization, administration and other system-wide functions can participate in the work on the project - as a rule, on a part-time basis .

Project management is a methodology for organizing, planning, directing, coordinating human and material resources throughout the life cycle of the project (they also say the project cycle), aimed at effectively achieving its goals by applying a system of modern methods, techniques and management technologies to achieve the results defined in the project. according to the composition and volume of work, cost, time, quality.

For effective project management, the system must be well structured. The essence of structuring is to break down the project and its management system into subsystems and components that can be managed.

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.

1.1 Essence and basic concepts in project management

Project structuring.

Structuring, the essence of which is the breakdown of the project into hierarchical subsystems and components, is necessary so that the project can be managed.

The project structure is intended to define the product to be developed or produced, and links the elements of work to be performed, both among themselves and with the ultimate goal of the project.

In addition, the process of structuring the project is an integral part of the overall process of planning the project and determining its goals, as well as preparing a consolidated (master) project plan and a matrix for distributing responsibilities and duties.

Project management functions are carried out at all stages and phases of project management and include: planning, control, analysis, decision making, preparation and maintenance of the project budget, organization of implementation, monitoring, evaluation, reporting, examination, verification and acceptance, accounting, administration.

Management functions include the main, basic activities that must be carried out by managers at all levels and in all subject areas of the project.

Project management methods.

Project management methods allow:

determine the goals of the project and conduct its justification;

identify the structure of the project (subgoals, main stages of work to be completed);

determine the necessary volumes and sources of financing;

to select performers - in particular, through the procedures of tenders and competitions, - to prepare and conclude contracts;

determine the timing of the project, draw up a schedule for its implementation, calculate the necessary resources;

provide control over the progress of the project.

Project management methods include such as: network planning and management, scheduling, logistics, standard planning, structural planning, resource planning, computer simulation, etc.

Project participants

Project participants are the main element of its structure, since it is they who ensure the implementation of its plan.

Depending on the type of project, from one to several dozens of organizations can take part in its implementation. Each of them has its own functions, the degree of participation in the project and the degree of responsibility for its fate.

All these organizations, depending on the functions they perform, are usually combined into very specific groups of project participants.

The main participant - the customer - the future owner and user of the project results. As such, it can be both an individual and a legal entity. In this case, the customer can be both a single organization and several, combine efforts, interests and capital to implement the project and use its results. Customers can be investors, as well as other individuals and legal entities authorized by investors to implement investment projects.

An equally important role belongs to the investor - the party investing in the project. In some cases, this is the same person with the customer. If the investor and the customer are not the same person, the investor concludes an agreement with the customer, controls the execution of contracts and makes settlements with other project participants.

Design estimates are developed by specialized design organizations, collectively called the Designer. At the same time, one organization, called the General Designer (General Designer), is usually responsible for the implementation of the entire complex of these works.

The logistics of the project (purchases and deliveries) are provided by supplier organizations, which can be combined under the name of the Supplier (or General Supplier).

This exhausts the circle of project participants familiar to the domestic specialist. In recent years, the realities of the market economy and project management methods have made it necessary to supplement the composition of the project participants with new faces.

First of all, these are firms and specialists contracted to provide consulting services to other project participants on all issues of its implementation. They are collectively referred to as the Consultant.

It is customary to distinguish nine basic functional areas of project management:

managing the scope and scope of work (i.e. managing project objectives);

time management (terms);

cost management;

quality control;

management of material and technical support (material resources);

human resource management (personnel);

Management of risks;

information and communications management;

integration management.

Documenting the project plan

The results of the project activities that took place during the project planning stage should be documented and presented for approval to the company's management.

The development, documentation and approval of the project plan is primarily aimed at achieving the following main goals:

Ensure that the objectives of the project and how to achieve them are understood and agreed upon.

Without a plan, project team members speak " different languages and may work on many different fronts inconsistently. The team's approval of a short but deep project plan is a fundamental means of project control. The approval of the plan by all project participants means understanding the goals of the project, as well as agreement with these goals and ways to achieve them.

Ensure there is a formal description of the resources required (time, money, staff) and the milestones to be achieved.

The project plan ensures that management, the project team, and the client agree on the scope, time frame, and resource levels required to achieve the project objectives. In addition, the milestones and control procedures described in the plan define the processes for coordinating progress and resourcing.

Create a formal basis for evaluating and displaying project progress.

The project team's success in achieving planned goals can be measured by comparing actual resource usage data and milestone completion dates achieved with those planned. The project manager is responsible for evaluating the magnitude of deviations and resolving emerging contentious issues. Significant deviations and a large number of unforeseen obstacles may result in changes to the plan. Thus, the plan review process is an important means of maintaining control over the progress of work and the use of project resources.

Project execution.

Project execution management -- determination and application of the necessary control actions for the successful implementation of the project. If the execution of the project occurs in accordance with the planned plan, then management is actually reduced to the simple execution of the plan, that is, bringing the plan targets to the project participants and monitoring their implementation.

Another thing is if deviations arose in the process of project execution, the analysis of which showed that it became necessary to develop and apply certain corrective actions. In this case, it is required to trace the emerging trends in the progress of work and predict their further development, then, on this basis, select the optimal corrective actions, adjust the plan for the remaining work and agree on the planned changes with all project participants.

Project execution control

Usually, due to unpredictable changes in the external environment of the project and unforeseen internal circumstances, the duration of the project and its actual cost differ from those planned. In addition, over time, the needs for which the project was designed may change. The original plan may fail due to various factors, such as renegotiation of funding conditions, changing needs, inaccurate planning of task relationships, interruption in equipment deliveries, unexpected technical difficulties or changes in external conditions. However, many deviations from the plan can be smoothed over by timely and effective management.

Thus, all major elements of the project must be controlled by management. The manager must determine the procedure and set the sequence of data collection at certain intervals, analyze the data received, the current discrepancies between actual and planned indicators, and predict the impact of the current state of affairs on the implementation of the remaining volumes of work.

The requirements for the control system, including the composition of the analyzed information, the structure of reports and the responsibility for collecting data, analyzing information and making decisions, are developed before the start of the project with the participation of all interested parties. The project management system should provide corrective actions where and when they are needed. Plan revisions may be limited to revisiting task parameters, or they may require the development of an entirely new network model from the current state until the end of the project.

Building an effective project control system is based on the observance of four basic principles.

1. Having a clear project plan. To provide a basis for control, the plan must be meaningful, clearly structured, and documented. If the project plan is updated too frequently and without the application of change control procedures, control of the project may be lost.

2. Having a clear reporting system. Reports should reflect the status of the project relative to the original plans based on common approaches and criteria. The procedures for preparing and receiving reports should be clearly defined and reasonably simple; time intervals for all types of reports are also clearly defined. The results presented in the reports should be discussed collectively.

3. Availability of an effective system for analyzing actual indicators and trends. As a result of the analysis of the collected data, the project management determines whether the current situation corresponds to the planned one, and if not, then it is necessary to calculate the size and severity of the consequences of the deviations that have occurred. The two main measures of progress are time and cost. To predict trends in the cost and time estimates of project work, specialized reports should be used. In the simplest cases, forecasts may indicate the risk of increasing the cost of the project or the risk of delaying its implementation. However, often deviations in time and cost indicators also have a significant impact on the content of the forthcoming work and the quality of the results obtained.

4. Having an effective response system. The final step of the control process is actions aimed at overcoming deviations in the course of project work. These actions can be aimed at correcting identified deficiencies and overcoming negative trends within the project. However, in some cases it may be necessary to revise the project plan. Rescheduling requires a “What if…” type of analysis that calculates and predicts the consequences of planned actions. It also depends on the project manager to convince the project team of the need for certain actions and their motivation.

As part of the function of control and operational management of the project implementation, the tasks of monitoring, forecasting and evaluating the current operational situation in terms of achieving results, spending time, resources and finances, analyzing and eliminating the causes of deviation from the developed plan, and correcting the plan are solved. Typically, project management controls three main quantitative characteristics - time, amount of work and cost. In addition, management is responsible for managing the scope of work (changes), quality and organizational structure.

1.2 Project management processes

A project is made up 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 - relating to the organization and description of project work (which will be detailed below);

Product-oriented processes - concerning the specification and production of a product. These processes are defined by the project life cycle and depend on the application area.

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

Process groups

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

initiation processes - making a decision to start the project;

planning processes - defining the goals and criteria for the success of the project and developing workflows to achieve them;

execution processes - coordinating people and other resources to carry out the plan;

analysis processes - determining the compliance of the plan and execution of the project with the set 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 - formalization of the project and bringing it to an orderly final.

Project management processes overlap and occur at different intensities at all stages of a project, as illustrated in the figure.

In addition, project management processes are linked by their results - the result of the implementation of one becomes the source information for another ...

Finally, there are relationships between the process groups of the different phases of the project. For example, the closure of one phase may be the input for the initiation of the next phase (example: completion of the design phase requires approval by the customer of the design documentation, which is necessary to start implementation).

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

The repetition of initiation at 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

Within each group, project management processes are linked to each other through their inputs and outputs. Focusing on these links, we describe the individual processes in terms of:

Inputs are documents or documented indicators according to which the process is executed.

Outputs are documents or documented indicators that are the result of a process.

Methods and means - the mechanisms by which the input is converted into an output.

The processes described below are typical for most projects and are covered in more detail in subsequent chapters.

Initiation processes

Initiation includes a single sub-process - Authorization, i.e. decision to start the next phase of the project.

Planning processes

Planning has great importance for the project because the project contains something that hasn't been done before. Naturally, planning includes relatively many processes. However, it should not be assumed that Project Management is mainly planning. The effort involved in planning should be commensurate with 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 project product, which refers to the products (or services) created or produced as a result of the project.

Product goals are the properties and functions that the product of the project should have.

Project goals are the work that needs to be done to produce a product with desired properties.

During the execution of the project, these processes are repeated many times. Project goals, budget, resources, etc. may be subject to change. Also, project planning is not an exact science. Various project teams can develop various plans for the same project. And project management packages can create different schedules for the execution of work with the same source data.

Basic planning processes

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 should first determine what kind of work the project consists of, and only then calculate the deadlines and cost of the project. These basic processes are performed several times during each phase of the project. The main planning processes include:

Goal planning - development of a problem statement (project justification, main stages and goals of the project),

Decomposition of goals - decomposition of project stages into smaller and more manageable components to provide more effective control,

Determination of the scope of operations (works) of the project - drawing up a list of operations that make up the implementation various stages project,

Determining the relationship of operations - drawing up and documenting technological relationships between operations,

Evaluation of durations or volumes of work - an assessment of the number of working time intervals, or the amount of work required to complete individual operations,

Determination of resources (people, equipment, materials) of the project - determination of the total amount of resources of all types that can be used in the work of the project (resources of the organization) and their characteristics;

Assignment of resources - determination of the resources required to perform individual project operations;

Estimating costs - determining the components of the cost of project operations and estimating these components for each operation, resource and assignment;

Scheduling the execution of work - determining the sequence of the project, the duration of operations and the distribution in time of resource requirements and costs, based on and taking into account the imposed restrictions and relationships;

Budget estimate - application of cost estimates to individual project components (stages, phases, terms);

Development of a project execution plan - integration of the results of the remaining sub-processes to compile a complete document.

Definition of success criteria - development of criteria for evaluating project performance.

Supporting planning processes

In addition to these basic planning processes, there are a number of auxiliary processes, the need for which depends heavily on the nature of a particular project. Such processes include:

Quality planning - determining what quality standards to use in the project and how these standards are to be achieved;

Planning the organization - defining, documenting and assigning roles, responsibilities and reporting relationships in the organization;

Assignment of personnel - assignment of human resources for the execution of project work;

Interaction planning - determination of information flows and ways of interaction required for project participants,

Risk identification - identifying and documenting risk events that may affect the project;

Risk assessment - assessment of the probability of occurrence of risk events, their characteristics and impact on the project;

Response development - determination of 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 relationships between supporting sub-processes, as well as their very existence, depend to a large extent on the nature of the project.

Processes of execution and control

Execution refers to the processes of implementing the plan. Project performance should be regularly measured and reviewed to identify deviations from the intended plan and assess their impact on the project. The regular measurement of project parameters and the identification of deviations that occur are further referred to as execution processes and are referred to as performance control. Performance control should be carried out on all parameters included in the project plan.

As in planning, execution processes can be divided into main and auxiliary ones.

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

Among the auxiliary processes, we note:

performance accounting - preparation and distribution of information necessary for project participants with the required frequency;

quality assurance - regular evaluation of project performance in order to confirm compliance with accepted quality standards;

selection of suppliers - evaluation of proposals, selection of suppliers and contractors and conclusion of contracts;

control of contracts - control of execution of contracts by suppliers and contractors;

development of the project team - advanced training of project team members.

Analysis processes

Review processes include both plan review and project execution review.

Plan review means determining whether the completed project execution plan satisfies the requirements for the project and the 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 the analysis of the plan can be a decision on the need to change the initial conditions and draw up a new version of the plan, or the adoption of the developed version as the baseline of the project, which later serves as the basis for measuring performance. In what follows, 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, analysis processes are hereinafter referred to as performance analysis processes.

Execution analysis processes are designed to assess the status and predict the success of project execution according to the criteria and constraints defined at the planning stage. Due to the uniqueness of projects, these criteria are not universal, but for most projects, the main constraints and success criteria include goals, deadlines, quality, and the cost of the project. With 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 divided 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:

analysis of terms - determination of compliance of actual and forecast terms of execution of project operations with directive or planned ones;

cost analysis - determination of the compliance of the actual and forecast costs of operations and phases of the project with directive or planned ones;

quality analysis - monitoring the results in order to check them for compliance with accepted quality standards and determine ways to eliminate the causes of undesirable results of project quality performance;

confirmation of goals - the process of formal acceptance of the results of the project by its participants (investors, consumers, etc.).

The supporting analysis processes are concerned with the analysis of the factors that affect the objectives and criteria for project success. These processes include:

performance evaluation - analysis of the results of work and distribution of project information in order to provide project participants with data on how resources are used to achieve project goals;

resource analysis - determination of the compliance of the actual and predicted load and productivity of resources with the planned ones, as well as analysis of the compliance of the actual consumption of materials with the planned values.

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

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 for the successful implementation of the project. If the execution of the project occurs in accordance with the planned plan, then management is actually reduced to execution - bringing planned targets to the project participants and monitoring their implementation. These processes are included in the execution processes. Another thing is if deviations arose during the implementation process, the analysis of which showed that it is necessary to determine and apply corrective actions. In this case, it is required to find the optimal corrective actions, adjust the plan for the remaining work and coordinate the planned changes with all project participants.

So, the management processes are designed to determine, agree and make the necessary changes to the project plan. Such control processes are often referred to as change management and are initiated by review processes.

The main management processes found in almost every project include:

overall change management - identifying, agreeing, approving and accepting corrective actions and coordinating changes throughout the project.

resource management - making changes to the composition and assignment of resources for project work;

goal management - adjusting the 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 process of project execution;

contract management - coordinating the work of (sub)contractors, adjusting contracts, resolving conflicts.

Completion processes

Completion of the project is accompanied by the following processes:

closure of contracts - the completion and closure of contracts, including the resolution of all disputes that have arisen.

administrative completion - preparation, collection and distribution of information necessary for the formal completion of the project.

2.History of development projects

Although project management (PM) as a unique type of management is considered an achievement of recent decades, this does not mean that humanity has not carried out projects before. Building Egyptian pyramids and the voyages of Columbus are great and massive projects.

It is believed that the basis of modern project management methods are the methods of work structuring and network planning, developed in the late 50s in the United States.

In 1956, M. Walker of DuPont, exploring ways to make better use of the firm's Univac computer, joined forces with D. Kelly of Remington Rand's Capital Planning Group. They tried to use a computer to draw up scheduling plans for major projects to modernize DuPont factories. As a result, a rational and simple method for describing a project using a computer was created. It was originally called the Walker-Kelly method, and later became known as the Critical Path Method (CPM).

One of the most famous projects, which was the first to use the methods of modeling and coordination of a set of works, is the project for the development of the Polaris missile system, which began in 1957. This project had severe time limits, since it was tied to the expected date of commissioning in the USSR of missiles capable of carrying nuclear charges and reaching the United States. At the same time, within the framework of this project, it was necessary to develop, assemble and test a significant number of unparalleled components. The implementation of the project, which brought together about 3,800 major contractors and consisted of 60,000 tasks, was entrusted to the US Naval Ordnance Department. In order to manage the implementation of this project, Lockheed Corporation and the consulting firm Booz, Allen & Hamilton created a special work planning method based on the optimal process logic called the PERT (Program Evaluation and Review Technique). Using the PERT method allowed the program management to know exactly what needed to be done at any given time and who exactly should do it, as well as the likelihood of individual operations being completed on time. The management of the program was so successful that the project was completed ahead of schedule. Thanks to this successful start, this method of control was classified and soon began to be used for project planning in all US military forces. The technique has proven itself well in coordinating the work performed by various contractors as part of large projects to develop new types of weapons.

Large industrial corporations began to apply a similar management technique almost simultaneously with the military to develop new types of products and modernize production. The method of work planning based on the project has been widely used in construction.

In essence, a significant gain in time has come from the use of precise mathematical methods in the management of complex work packages, which became possible due to the development of computer technology. However, the first computers were expensive and available only to large organizations. Thus, historically, the first projects were state programs that were grandiose in terms of the scale of work, the number of performers and capital investments.

The widespread use of project and matrix organizational structures in business in the second half of the 20th century was caused by fierce competition and the need to constantly bring new products to the market and implement global development strategies.

The main milestones in the development of the discipline of project management:

30-50 years of the XX century - the beginning of project management in the West:

1937 - American scientist Gulik carried out the first development of a matrix organization for the management and implementation of complex projects.

1956 Du Pont de Nemours Co. formed a group to develop project management methods and tools.

1957 - The Remington Rand team, led by Kelly and Walker, developed the critical path method (CPM) with software implementation on the UNIVAC computer.

1957-58 - for the Polaris program (US Navy), the PERT network planning system was developed and tested.

1959 - The Anderson Committee (NASA) proposed a systematic approach to project management by stages of its life cycle, in which special attention was paid to pre-project analysis.

Developed in 1956-58. methods and techniques of network planning gave a powerful impetus to the development of PM.

The development of UE in the 50s. culminated in the Harvard Business Review Gaddis publishing the first synthesis article on project management.

60s - development of network planning methods:

The development of PM concentrates almost exclusively on the methods and tools of PERT and CPM;

The scope of application of network methods is expanding. The distribution of network UE methods to Europe and other continents begins;

Further development of organizational forms, the emergence of a matrix form of organization;

Laurens and Lorsch, Galbraith et al. suggested the types of possible integration mechanisms and the conditions under which they should be used;

An integral system of material and technical support is being developed (1966);

The GERT system (1966) appears, using a new generation of network models;

70s - development of a systematic approach to project management:

The development and implementation of network planning and management systems continues.

The CPM method is receiving legislative support.

The PM takes into account the "external" environment of projects and the formal influence of external factors - economic, environmental, social, etc.

The problems of the project manager and the project team are solved (1971).

Techniques for managing conflicts are being developed (1977).

The organizational structures of the UP (1977-79) are considered.

Professional project management organizations are being created:

in Europe - the International Project Management Association (IPMA);

v North America- Project Management Institute (PMI);

in Australia, the Australian Institute of Project Management (AIPM);

in Asia - Japan Engineering Development Association (ENAA).

80s - project management was formed as a field of professional activity:

In the early 80s, there was a high level of failures in the implementation of UP, but from the mid-80s the situation began to improve.

PM methods are being developed in customer-oriented construction.

The practice includes configuration and change management techniques.

Developing quality management in the project.

The high role and importance of partnership and well-coordinated work of the project team is recognized.

Risk management stands out as an independent discipline in the field of PM.

Fourth-generation computers and new information technologies are emerging, which ensures more efficient use of PM methods and tools.

The first collective work of the PMI Institute, the Project Management Body of Knowledge, is published in the United States, which defines the place, role and structure of PM methods and tools and their contribution to general management.

PM has finally formed as an independent interdisciplinary sphere of professional activity.

90s - new directions and areas of application of project management:

In 1991, a major work was published in Germany - a textbook and practical guide to PM, prepared by the German National Association for Project Management (GPM), which summarized and systematized many years of experience in project management in Germany.

The beginning of the transfer of knowledge and experience of PM to developing countries.

Creation of the Soviet (later Russian) Project Management Association SOVNET;

Awareness of the possibilities and usefulness of the use of PM in non-traditional areas: social and economic projects, large international projects and others. Studying the possibility of using UE as methods and means of managing reforms.

Awareness of the need and opportunity, as well as practical start processes of globalization, unification and standardization in the field of PM.

The beginning of the development and use of new information technologies in the UE based on the worldwide computer network Internet.

Development and implementation of certification programs for project managers.

Development and implementation of international (ISO 10006) and national (APM, PMI, AI PM) project management standards.

2.1 Stages of development of project management in Russia

Project management in Russia originated in the 1930s during the period of industrialization. At that time, the Soviet state undertook a number of projects of unprecedented scale, such as the Dneproges, the construction of an all-Russian electrification system, the development of coal and iron ore deposits, and the creation of large territorial-industrial complexes. In the pre-war period, a number of major programs were developed and implemented, which played an important role in the industrialization of the country. Among them, one can note the construction of Turksib, the development of the oil wealth of the Volga region, the creation of a metallurgical base in the east of the country, the construction of the Great Volga, the creation of the Ural-Kuznetsk complex, etc. Such activities required a high level of organization.

Based on these first experiences of growing industrial construction, the flow theory was developed in the country, which was the foundation of the modern scientific organization of labor and production management. It can be stated with full confidence that in the period from the 1930s to the early 1960s the foundations of project management in Russia were laid. Planning and control of the implementation of projects during this period are based on deterministic linear Gantt models, cyclograms and the use of graphic-analytical methods for their calculation and optimization. O.A. Wutke, M.V. Vavilov, N.I. Pentkovsky, B.P. Gorbushin, A.V. Baranovsky, A.A. Garmash and others.

The growth of serial production, primarily in the field of housing construction, contributed to the development of the theory and practice of the flow organization of work on the implementation of construction projects. In 1931, in the Izmailovsky settlement (Moscow), and then in the Dachnoye settlement (Leningrad) and in the city of Kemerovo, new blocks of residential buildings were successfully erected using the in-line method.

Introduction and development of network planning and management methods (60s). The development of modern project management methods in the USSR began in 1959 after the appearance of the first American publications on network methods (CPM and PERT). The first works on network methods were published by M.L. Razu, S.I. Zukhovitsky, I.A. Radchik.

In the early 1970s, original network models were developed that were more flexible and powerful than their foreign counterparts. At the same time, methods for constructing alternative network models developed by Soviet scientists G.S. Pospelov, V.A. Barishpolts, V.I. Rudomanov, B.A. Wigman and N.I. Komkov.

By the end of the 60s, project management methods based on network management planning methods were widely used in our country. More than 2500 articles have been published, a large number of dissertations have been defended. Network methods were taught to students in all construction universities, at all construction faculties of the country and are still being taught. These methods have been included in the programs of various institutes and refresher courses.

In many research and production organizations created special units and groups of network planning and management involved in the development and implementation of these methods. A special institute was also created - the Research Institute of SPU. Network planning and management methods, first tested in 1963, were introduced in 1967 at 900 construction sites. By 1975, the number of construction projects that used network planning and management methods amounted to 17-18%.

Network methods have not lost their significance to date, although since the beginning of the 80s they have been used at a qualitatively different level - as part of automated control systems, and now form the core of modern methods and project management tools.

Network planning and management began to be actively used in the most developed industries, primarily in space, aviation, shipbuilding, construction, where the production cycle of creating products is long and complex, and the products themselves have a unique character. management project control plan

Development of software systems for project management (70s).

The use of network planning and management methods was initially closely related to the use of computers. The first software systems for project management, which appeared in the USSR in the early 1970s, were quite progressive for their time. They could perform time and cost analysis, including optimizing the timing and cost of work and projects, as well as solve resource allocation problems and were based on original ideas and algorithms. In particular, a number of heuristic resource allocation algorithms have been developed. These algorithms had the ability of self-learning, were equipped with a convenient user interface; with their help, it was possible to perform a logical analysis of complex situations. Similar algorithms can be useful even now in the development of project management systems.

For former USSR the predominance of the goals of the entire organization over the goals of implementing individual projects was characteristic, therefore, the use of network planning and management at individual facilities had a local effect and often had a negative impact on the overall results of the implementation of the plan by the organization. It became clear that it was necessary to cover all projects and orders carried out within the framework of the organization's program in network planning and management in order to use its capacities, labor and material and technical resources more fully and efficiently and thereby ensure the best implementation of the plan. The priority of the plan was higher than the priority of the individual project. That is why, in the mid-1970s, the development of project management gradually moved from managing single projects to managing the activities of the entire organization, performing many projects at the same time. At the same time, the first software systems for multi-project management appeared. Among them are: "Calibration-2" (NIIASS Gosstroy of the Ukrainian SSR, Kiev, leader - V.I. Sadovsky, 1965--1968), "A-Plan" (NIIES Gosstroy of the ESSR, leaders - L. G. Golub, E.N. Lyashenko, 1972--1976), etc. These systems were designed to manage the entire program (set of projects) of the organization, taking into account its goals and resource capabilities, so they should be attributed to the first software systems for multi-project management.

Within the framework of the Moscow Institute of Management (now - State University Department) the Department of Automated Construction Management Systems (ACCS) was opened, which was actively involved in the development and implementation of software solutions for the management of construction projects. In addition, the cutting-edge achievement of the ACCS department was the creation of software systems that allow implementing projects of organizational transformations and optimization of the management of construction and other organizations. Well-known scientists O.A. Ovsyannikov, M.L. Raza etc.

Program-target management (80s). On the basis of a systematic approach in the Soviet Union, the concept of program-target management was developed, which can be considered as a full-fledged analogue of project management, which developed at that time abroad. Separate methods and means of this concept were more effective than foreign solutions. Even today, most of the methods of program-target management have not lost their relevance, despite the fundamental change in the principles of economic activity.

Program-targeted management covered and public administration economy, and the implementation of specific projects. Thanks to the centralized management approach that dominated at the time, a efficient system integration of goals at various levels of economic management.

G.S. Pospelova, V.A. Irikova, V.M. Solodov, A. I. Erlich.

In the same period, specialists from the Moscow Institute of Management developed the main organizational tools for project management, which were successfully tested in the implementation of projects of various scale and content. Tools such as network matrices, information technology models (called at that time logical information schemes), matrices for separating administrative management tasks were developed. A great contribution to the development and practical use of organizational project management tools was made by O.V. Kozlova, M.L. Razu, G.A. Bryansky, O.A. Ovsyannikov.

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1. Evolution and stages of development of project management in Russia and abroad

1.1 Historical aspects of the development of UE abroad

The leading position in PM is occupied by Western and American studies - it was they who created the base, terminology, and structure of the PM discipline.

Frederick Taylor (1856-1915) was primarily concerned with linear processes, analysis of production activities, developed the principles of rational management of project executors, implemented the “conveyor”, “mechanical” approach to PM (the Western approach is sometimes called the Taylor approach).

The basis of the Western (Taylor approach) is the production base, therefore it is often called the mechanical or conveyor approach. Its essence boils down to the fact that if we consider the project as a single whole, a single process, then we can achieve an increase in the efficiency of this activity by breaking the process into links. At the same time, we single out defining roles for each link, and fix functions for each role.

Project management here comes down to tracking how the performers and responsible performers implement the planned functions, which should be staged and detailed as much as possible.

Taylor's successor and colleague Henry Gantt (1861-1919) developed a structural approach to managing content, time (Gantt Chart) and human resources, a supporter of the "personal" approach in PM.

Henri Fayol (1841-1925), who was the first to abandon the view of management as an “exclusive privilege” of top management, also played a great role in the development of UP. He argued that administrative functions exist at any level of the organization and are performed to a certain extent even by workers. Therefore, the higher the level of the organizational hierarchy, the higher the administrative responsibility, and vice versa.

Functions - required elements management process. The loss of one of these elements leads to a violation of the entire control technology. Whereas the principles embody the subjective experience of the leader, therefore they can be replaced and supplemented.

It was Henri Fayol who combined the ideas of Taylor's functional administration and the old principle of unity of command, as a result of which he received a new management scheme, which then formed the basis of modern organization theory. management project taylor functional

1930s - development of special methods for coordinating the engineering of large projects

in the USA: aviation in the US Air Corporation and oil and gas in the company Exxon

1939 - the first development of the American scientist Gulik on the matrix organization of complex project management

1953-54 - application of Gulik's development in full in the Joint Projects Office air force United States and in the Office of Special Projects for Armaments, then in 1955 - in the Office of Special Projects of the US Navy (determination of the required

results; careful advance planning to avoid future changes to the plan; appointment of the main contractor responsible for the development and implementation of the project;

1956 - Dupont de Nemours Co. formed a group to develop project management methods and tools;

1957 - The UNIVAC research center and Remington Rand joined the work of the DuPont group. By the end of the 57th, they developed the critical path method

(CPM) with software implementation on UNIVAC computers. CPM has been successfully tested in the development of a plan for the construction of a chemical fiber plant in Louisville, Kentucky;

1957-58 - The PERT network planning system was developed and tested for the Polaris program (US Navy), which included 250 contracting firms and more than 9,000 subcontracting firms.

Since 1958, network planning methods and techniques have been used for work planning, risk assessment, cost control, and resource management on a number of major US civil and military projects.

1959 - Anderson Committee (NASA) formulated a systematic approach to project management by stages of its life cycle - special attention is paid to pre-project analysis;

1960s - expansion of the scope of network methods, methods and tools for cost optimization for CPM and PERT (PERT / COST), resource allocation and planning (RPSM, RAMPS, etc.) are being developed. IBM is developing a software package based on PERT / COST as a project management system - PMS, the first control systems based on network technology - PSC are being developed. Organizational integration is developing (matrix forms).

1966 - developed a complete system of logistics and GERT system, using a new generation of network models;

1969 - Establishment of the US Project Management Institute (PMI) as a non-profit international professional organization. PMI's motto is "...development of professionalism in project management".

1970s - The technique of network analysis appears and computer applications are introduced as compulsory engineering subjects in educational institutions in the United States. A number of courts consider the claims of project participants only upon submission of the relevant calculations on a computer (the CPM method). Due to the growing opposition of defenders

environment (NPP, transport networks, oil and gas projects, etc.) - the development of the "external environment" of the project begins. In the same period, certain standards for the activities of the project manager and team, organizational structures for project management are developed. National and international organizations are being created in Europe (International Project Management Association INTERNET, since 1995 - IPMA), in Australia (Australian Institute for Project Management AIPM), in Asia (Japanese Engineering Development Association ENAA).

1980s - problems of project management and resource provision are brought together (Peter Levene), configuration and change management methods are introduced, quality management develops, the importance of partnership and effective work of the project team increases. Risk management is singled out as a separate discipline in PM. The development of computer technology and IT has made it possible to use UE methods more widely in a wide variety of fields.

1990s - dissemination of knowledge and experience of UP to post-communist countries; the use of PM in non-traditional areas (social and economic projects, major international projects, etc.), the use of PM for reforms by regional and state authorities; development and implementation of international and national certification programs for PM specialists; the beginning of the processes of globalization, unification and standardization in the field of PM; use for UE technologies of the global computer network INTERNET, etc.

1.2 Founders of practical Russian methods of PM

In Russia, there are also developments in the field of PM, moreover, they date back to the 19th century.

1825 - the first fundamental works of M.M. Speransky (1772 - 1839), an outstanding statesman of Russia, the closest adviser to Alexander I in his

reform activities. Speransky - the founder of a systematic approach in the field of management, including in the field of project activities, the initiator and executor of many large-scale reform projects in Russia; in his writings he outlined both Western and Russian experience.

1900s - development of practical management methods by P.A. Stolypin. Unfortunately, his agricultural project, the famous " Stolypin's reforms", was completed only by a third - Stolypin was killed; however, despite this, the great reformer managed to bring Russia to one of the first places in the world in the agricultural sector, Russia, finally, began to export agricultural products on a large scale abroad.

1920s - A.K. Gastev (1882-1938) of the Central Institute of Labor of the Russian Federation and the creation of works on the scientific organization of labor and management (NOT). In these works, not only production, but also project activities were analyzed and systematized.

Gastev's engineering approach to the production of qualified personnel was combined with a poetic attitude towards labor and the working man. A person is full of possibilities, he is not static in his properties, on the contrary, he can achieve miracles of mastery. This requires desire, perseverance and assistance from science, which must find rational methods of work and create effective technologies for teaching them.

Gastev worked at about the same time as Taylor, but their approaches differed significantly. Gastev understood that everyone considers himself an individual, which means that the project manager must take into account the considerations of the performers and responsible performers for each link. Thus, if we want to increase the efficiency of the turner as one of the project links, we must take into account not only the opinion of the creators and developers of the turning machine tool, technologists, etc., but the opinion of the responsible executor of this link - the turner.

Thus, we take into account the human factor, and this is called a personal approach.

By the way, Taylor's colleague Gantt once pointed out to the latter that he underestimates the human factor, that this is the weak point of his methodological concept, relying on strict regulation of functions in job descriptions.

Taylor's approach proclaims the dominance of vertical ties, but for a team, horizontal ties are more natural and preferable, implying not bossing, not command, but cooperation, the relationship between team members as between individuals. In production processes, horizontal connections,

as a rule, are weak, therefore, gradually in production, a person gradually transfers typical, simple functions to automation. It is the project activity that is the prerogative of a person.

1990s - new wave integration of Russia into the international processes of development of knowledge and methods of PM.

1991 - Creation of the Soviet (now Russian) Project Management Association SOVNET.

1999-2000 - holding the first international certification exams for Russian PM specialists in accordance with the requirements of PMI and IPMA.

Features of project management in Russia.

The Russian economy, which is in transition, is undergoing significant changes. According to the classical approach, project management is understood as change management. This implies, firstly, the relevance of project management for the modern Russian economy, and, secondly, wide opportunities for applying the project approach.

The main changes that create the potential for applying the project management philosophy include:

Changing property relations: privatization, corporatization, etc.; rapid development of joint-stock forms of management in the non-state sector of the economy;

Market changes: formation of a relative balance of supply and effective demand;

Change and development of organizational forms in accordance with the indicated changes in property and market relations;

Changing the production system: the need to restructure and create fundamentally new system production complex management;

Changing methods and means of management.

Promising project market. The fuel and energy complex, oil refining and petrochemistry, the food industry, the pharmaceutical industry, the conversion of the military-industrial complex, transport, communications, telecommunications, housing construction, and science have the greatest potential in terms of the emergence of new projects.

Each industry has its own specific goals, however, there are a number of tasks facing all sectors of the economy:

1. Implementation of a system of anti-crisis measures.

2. Development of resource-saving processes.

3. maintaining the export potential.

4. Development of effective forms of management.

5. Development of market infrastructure.

6. Preservation and effective use of production, personnel and innovation potential in the new conditions.

7. Solving the problem of employment of the population.

8. Saturation of the consumer market.

9. Stabilization of production.

10. Implementation of measures for the environmental rehabilitation of enterprises in basic industries. 11. ensuring that environmental factors are taken into account in the implementation of projects in all areas.

The main prerequisites are:

Widespread in the domestic economy, the ideology of program-target management. The main form of program management is targeted complex programs. The transition to program methods is associated with the elimination of a system based on planning and distribution methods of management. The main principles of the OCU include:

Purposefulness: target orientation of programs to ensure the final results;

Consistency: development of a set of measures necessary for the implementation of the program, in conjunction with the concept of the development of the country as a whole;

Complexity: the development of individual elements of the program structure aimed at achieving private goals should be carried out in accordance with the general goal;

Security: all activities provided by the program must be provided with various types of resources - financial, informational, material, labor;

Priority (system of preferences), developed on the basis of the general concept of development;

economic security;

Consistency - consistency of federal and regional interests and tasks;

Timeliness, i.e. achieving the desired end result within the specified time frame.

The program-target approach is used in the implementation of the investment policy of the state at the present stage to solve the problems of stabilization and the implementation of anti-crisis measures. The main form of the OCU is federal target programs, which reflect the structural policy.

2) Liquidation of the planning and distribution system.

3) The beginning of the formation of the foundations of the legal system for regulating the economy.

4) Gradual transition to market relations.

5) Legitimization of various forms of ownership. 6) Privatization of state property.

7) Antimonopoly policy in the investment area, contracting activities, scientific research, design, etc.

8) The abolition of the state monopoly in the field of foreign trade.

9) Formation of the market for investment projects, the secondary real estate market, the securities market, the market for contract work.

10) The process of decentralization of management.

11) Formation of market organizational forms of management.

12) Creation of firms in the field of support and implementation of projects (investment, engineering, consulting, etc.).

13) Emergence of project-oriented or object-oriented structures in the investment sphere.

14) Development of electronic means of communication.

15) Involvement in the implementation of projects of foreign participants using project management methods.

16) Creation of new market structures focused on work on a project basis - investment funds, financial companies, commercial banks, etc.

17) Gradual change in the psychology of managers.

1.3 Some Eastern PM practices

They say that Russia is at the crossroads of East and West. From this point of view, it is interesting to consider oriental traditions UP. There are also many achievements here, and a significant part of them is associated with the name of Confucius (achieving harmony, family values).

Tu-an-shi, based on the family model, has greater management efficiency due, first of all, to minimizing management costs, three-level organizational structures of the enterprise (OSB), which ensure high labor productivity.

A typical three-tier Chinese OSB contains the following components:

CEO,

project leader (manager)

performer.

This allows an organization with a three-level management structure to implement significant amounts of business.

In Russia and in the West, the typical structure of a large organization, as a rule, contains 8-12 levels, which leads to a large amount of office work, additional management add-ons, many additional transmission-matching links (in UE this is called ballast costs or ballast technologies), which can

lead to a decrease in performance.

Here is a typical example of an SCE from a Russian software firm:

· Encoder

· Developer

· Systems Analyst

· Project manager

· Project Manager

Responsible person

single responsible person

· Gate-keeper

・Department director

・Deputy CEO

· First Deputy CEO

· CEO of the company

In the East, the organization of work in a team is traditionally based on family values: if the head of the family has made a decision, it is communicated to all family members and carried out optimally. It is based on the principle of trust, and this makes it possible to reduce the number of management levels. Dominant are not vertical, but horizontal connections.

If the team has a trusting relationship, then the project manager can spend his little resource tracking all his links down and one link up. A project team can consist of 50 people and can easily get by with a coordinator-leader. The same applies to the level CEO. At the same time, the number of the enterprise can reach several thousand employees. However, this Eastern approach is not always acceptable for Russia and the West, and this is due precisely to

low level of trust.

Hoshin-kanri - management through the mission, through awareness of the company's strategy. This approach is becoming more and more popular in Japan, they are trying to use it in the USA, but, due to the difference in mentalities, much less successfully. The English translation of the term Hoshin-kanri itself as "Governance through politics" is not quite adequate. One of the basic ideas of hoshin-kanri is

The objectives of the project must be very clearly aligned with the strategy of the enterprise.

If Hoshin Kanri is a strategy, then Kaizen is a tactic.

Kaizen is a standardized problem-solving procedure that can be used at every level of management in an organization and is used to continually improve processes and tools. The procedure itself consists of typical 8 steps:

・Project selection

Understanding the current situation and setting goals

Analysis of data to identify root causes

Development of measures to eliminate the root causes of the problem

Implementation of the developed measures

Analysis of implementation results

Development of new performance standards

· Revision of problematic processes and work on a new project.

Kaoru Ishikawa - developed the approach of cause-and-effect relationships and invented several technologies in UE, which are still successfully used in UE (among them is the famous Ishikawa diagram “Fish Skeleton”, or “Fish Bone”).

A huge contribution to the development of the discipline "Management of 22 projects" was made by the works

Edward Deming and Joseph Juran, as well as the development and improvement of the technology of Total Quality Management (Total quality management, and TQM).

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Why switch to project management? What is project management.

What is project management?

A little history of the development of project management standards

A hand in the creation of a modern project management system was made by specialists who, in particular, were involved in:

Project management and typical roles of participants in it*

Benefits of project management

This approach allows:

Looks very optimistic. But it is clear that one cannot do without a fly in the ointment, so let's consider the advantages in comparison with the disadvantages:

In general, it might look like this:

Project Management Methodologies

All currently available options can be divided into the following groups:

Project management tools

Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, Terry Schmidt

Project Management Principles, Paul Newton

How to manage people. Ways to Influence Others, Joe Owen

Transition to project management: examples

So, among the businesses using this approach, there are real leaders in various areas:

Verdict

As practice shows, companies that have chosen the project management method are deservedly considered in the business environment:

History of the development of project management

Variety of approaches to project management

Organizations and project management

Roles and participants in project management

Corporate project management system

Project Management Information Systems

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

We recommend reading

Why switch to project management? What is project management.

What is project management?

A little history of the development of project management standards

A hand in the creation of a modern project management system was made by specialists who, in particular, were involved in:

Project management and typical roles of participants in it*

Benefits of project management

This approach allows:

Looks very optimistic. But it is clear that one cannot do without a fly in the ointment, so let's consider the advantages in comparison with the disadvantages:

In general, it might look like this:

Project Management Methodologies

All currently available options can be divided into the following groups:

Project management tools

Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, Terry Schmidt

Project Management Principles, Paul Newton

How to manage people. Ways to Influence Others, Joe Owen

Transition to project management: examples

So, among the businesses using this approach, there are real leaders in various areas:

Verdict

As practice shows, companies that have chosen the project management method are deservedly considered in the business environment:

History of the development of project management

Variety of approaches to project management

Organizations and project management

Roles and participants in project management

Corporate project management system

Project Management Information Systems

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

We recommend reading

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