Why switch to project management? Evolution and stages of development of project management in Russia and abroad.

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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 are confirmed by concrete results in different countries for many 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 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, PM has emerged as a new culture of management activity and has become a kind of cultural bridge in civilized business and business cooperation between countries on different continents with different development histories, traditions, economies and cultures. Now it is difficult to name at least one significant project that 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 basis 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” (Webster Dictionary).

So, in the modern sense, projects are what changes 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 new technology and technology, building a ship, making a movie, developing a region, these 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 life cycle project (they also say the project cycle), aimed at effectively achieving its goals through the application of a system modern methods, techniques and technologies of management to achieve the results defined in the project in terms of the composition and scope 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 happens to the only 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 reality market economy and project management methods forced 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 without coordination. 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 them. 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 due, for example, to renegotiated funding conditions, changing needs, inaccurate planning of task linkages, equipment supply disruptions, unexpected technical difficulties, or changing 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 project implementation 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 the 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 is essential to a project because the project contains things that have not 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;

the confirmation goals - process formal acceptance of the project results 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 appraisal - 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 project is executed 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. The construction of the 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 to develop 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 was formed from the use of accurate 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.

Wide application in business of project and matrix organizational structures 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 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);

in North America, the 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 on PM, prepared by the German National Association for Project Management (GPM), which summarizes and systematizes 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 using PM in non-traditional areas: social and economic projects, large international projects, etc. Studying the possibility of using PM as methods and means of managing reforms.

Awareness of the need and opportunity, as well as the practical beginning of the 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 modern scientific organization 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, special units and groups of network planning and management were created to develop and implement 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.

The former USSR was characterized by the predominance of the goals of the entire organization over the goals of implementing individual projects, so 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 the State University of Management), the Department of Automated Construction Management Systems (ACCS) was opened, which was actively involved in the development and implementation of software solutions for managing 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-target management covered both state management of the 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. Great contribution to the development and practical use organizational tools for project management were introduced by O.V. Kozlova, M.L. Razu, G.A. Bryansky, O.A. Ovsyannikov.

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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 - formed a structured approach to managing content, time and labor resources, developed and applied a 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.

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;
The emergence of the matrix form of organization and the subsequent development of 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. The invaluable experience of 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. At the moment, there are many professional associations that are expanding at a tremendous speed:

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 architectural, 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 in an organization is carried out. 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.

Control

Management is a purposeful process that includes some basic elements that are considered as the main functions of management. In management practice, there are two types of management functions.

Types of control functions

basic - the whole complex of mandatory work, which is subject to rigorous implementation in the process of implementing a specific management function in a certain sequence: forecasting; organization; planning; motivation; control; accounting; analysis; preparation and adoption of managerial decisions

specific. More isolated, they represent independent areas of professional activity. It is on the basis of the analysis of specific functions that they form the management structure, carry out the selection and placement of personnel, develop information systems, and organize office work. Specific management functions will clearly define what, to whom and when to do. The performance of specific functions in the complex constitutes the process of managing an organization (enterprise). From this we can draw the main conclusion that the performance of specific functions depends on the competence, flexibility, efficiency, entrepreneurial spirit of managers and, as a result, the successful completion of production tasks, the quality of work and products, and the competitiveness of the product.

Management functions contribute to the establishment and successful functioning of all divisions of the current management structure for vertical and horizontal communications. All control functions can be divided into external and internal; main, main and auxiliary, useful and harmful; unnatural; duplicating. The functions stem from the tasks that a structural unit solves, for example, the production department of a machine-building enterprise:

establishing close contacts with the research and development department;

preparation of new products for launch into production;

planning the acquisition of equipment and preparation for work;

stimulating the development of employees' initiative for rationalization;

analysis of the cost of work, the use of computers and the budget of the department.

Function of the production department you can decompose and define subfunctions:

rational use of production capacities, tools and devices;

determination of the norms of time for the manufacture of products;

ensuring the quality of work;

preparation of production documentation;

determination of the amount of capital investments;

development of forms of service for consumers of products;

development of forms of advanced training and retraining of personnel.

The effectiveness of the management system depends not only on a clear choice of methods, principles and functions of management, but also on factors that increase the intensity of the management process.

A. Fayol identified five management functions: accounting; analysis; planning; control; regulation, which provide the basis for the analysis of information systems.

Management function - accounting

Accounting- the process of obtaining objective information about the current situation at the facility by collecting actual parameter values and their processing according to given algorithms. After bringing the plans to the contractor, it often turns out that the enterprise deviates from the plan. The reasons may be different: the influence of the environment, the inaccuracy and incorrect execution, the imperfection of the planning itself. In order to bring the enterprise to a planned trajectory, it is necessary to regulate its activities. And for this you need to collect data on the work of this enterprise. The accounting phase deals with the collection of data for the formation and reporting. Accounting for the use of resources, accounting for products, accounting for the fulfillment of external orders, accounting for finances, and many others.

This control function is intended for fixing the states of the control object, receiving complete information about the object in the aspect of interest, as well as the formulation of goals, i.e. what exactly needs to be achieved. Well-defined goals play an important role in management and planning. The goal is the ideal mental anticipation of the result of the activity; the desired result that a person or an entire enterprise strives to achieve by setting this goal. Some rules for setting goals were formulated: goals should be specific; real; flexible and adaptable; compatible; understood by people.

Accounting provides the information management part of the system. This is the most difficult stage, because. it cannot be formalized.

Analysis - control function

Analysis- the process of generating alternatives based on the situation developing at the facility and the desired values of the parameters set in the "Planning" phase, on the one hand, and diagnosing and identifying the reasons for the deviation of the system's movement from a given trajectory, on the other hand. Based on the data taken into account, conclusions are drawn about various aspects of the enterprise's work.

The planning of any activity begins with an analysis of the situation, because without the results of the analysis it is impossible to determine what opportunities and resources are available, what material, financial, informational, human resources will be needed to implement the plan, how long it will take to implement it, whether the costs resources are acceptable, and it is also impossible to determine whether planning is needed at all and, therefore, it is impossible to build a plan.

After the analysis of the situation, problems and free resources are identified. When planning, problems will form the basis of goals, and free resources will serve as a means to achieve these goals.

Planning - management function

Planning is a future-oriented systematic decision-making process that is developed on the basis of the goals formulated by the parent organization and the alternatives generated in the "Analysis" phase. The concept of "planning" includes the definition of goals and ways to achieve them. In the economy, planning of the activities of enterprises is carried out in such important areas as sales, finance, production and purchases. At the same time, of course, all private plans are closely interconnected. According to many authors, planning is one of the most important functions of management.

The planning process takes place in 4 stages.

Stages of the planning process

development of common goals;

definition of specific, detailed goals for a given,

relatively short period of time;

definition of tasks and means of their solution;

control over the achievement of goals by comparing planned indicators with actual ones.

Planning is always guided by the data of the past, but seeks to determine and control the development of the enterprise in the future, therefore, the reliability of planning depends on the accuracy of the actual indicators of the past.

Planning technology is well developed and constantly used. Based on the purpose and basic principles of the enterprise, strategic goals are formulated that indicate what to do in general. Then they are concretized to tasks, and those - to specific tasks. Further, the necessary resources are calculated: material, financial, personnel, temporary - and, if necessary, tasks, tasks and goals are reviewed. The result is a realistic plan. It is very important that reserves are needed in case of unforeseen circumstances. Sometimes strategic and long-term, tactical and short-term management are identified, but this is not always true.

Example

Any serious economic system strategic management should include a control (information) subsystem that processes and updates strategic information about innovative activities, the state of the markets for goods, services and securities, resource provision, financial conditions and criteria, principles and methods of management, etc.

The results of planning are often presented in the form of a "business plan". The business plan is one of the first generalizing investment justification documents and contains data on the type and volume of production, characteristics of sales markets and raw materials, the need for production in land, energy and labor resources, and also contains a number of indicators that give an idea of the commercial, budgetary and economic efficiency of the project under consideration and, first of all, of interest to the participants-investors of the project.

It is clear that the planning technologies actually used by firms are quite complex. Usually they are handled by special units. Useful are mathematical methods planning. In 1975 Nobel Prize in economics were received by the Soviet mathematician Leonid Vitalievich Kantorovich and the American economist Tjalling Koopmans (born in the Netherlands). The prize was awarded for the development of the theory of optimal use of resources, which is an important part of the planner's mathematical arsenal.

Control function - regulation

Regulation - formation of corrective control actions that bring the control object to the desired state for the implementation of the solution chosen at the "Planning" phase. Also, it is the selection, analysis and evaluation of ways to achieve the goals. Henri Fayol believes that management, as regulation, also includes the compilation of a list of necessary actions, i.e. what exactly needs to be done in order to implement the option chosen at the previous stage to achieve the goals.

Control - control function

Control is a comparison of the actual state of the object with the desired one. The following types of control can be applied at the enterprise.

Control types

organizational decisions - associated with the reorganization of the enterprise, business process. are characterized by the fact that they occur over a long period of time, sufficient to attract their own experts, and the results determine the efficiency of the enterprise as a whole.

planning decision - these decisions are made more often than organizational ones. Should take into account the current organization of business processes in the enterprise. And they largely determine the decisions that will be made at the next levels.

operational managerial - are mainly used to influence the control object in order to maintain planned indicators. These decisions are made more often.

No matter how well the plans are made, they usually cannot be carried out as intended. The future cannot be predicted with absolute accuracy. Unfavorable weather conditions, accidents at work and transport, sickness and layoffs of employees and many other reasons disrupt plans. These violations, first of all, must be detected using the control system. For example, you need to regularly - once a day, week or month - return to the plan and identify unwanted deviations from the planned. There are two main approaches to deviations:

Deviation Approaches

solutions determined by technology and the work plan - return to the planned development trajectory. This will require additional resources - material, human, financial. Sometimes such resources are created according to plan, anticipating the possibility of complications in advance. But we have to put up with the fact that in a favorable environment, such resources will "idle"

solutions in case of emergency situations (accidents, conflicts) - changing the plan. The planned milestones are being replaced by others that are realistically achievable in the current situation. The possibility of such an approach depends on how important the plan is for the enterprise - whether it is a "law" or only a "guide to action" that sets the desired direction of movement.

Controlling

The modern stage of the last function is controlling. Controlling (control - leadership, regulation, management, control) - a new concept of management, generated by the practice of modern enterprise management. According to Fayol, "one of the main reasons for the emergence and implementation of the concept of controlling was the need for system integration of various aspects of business process management in the organizational system (enterprise, firm, bank, government, etc.)". Controlling provides a methodological and instrumental basis for supporting "(including computer) the basic functions of management: planning, control, accounting and analysis, as well as assessing the situation for making managerial decisions."

On the present stage development project management recognized as the most effective business tool. The number of problems (energy, environmental, resource, social) is constantly growing, and they can be solved only with the use of innovative technologies and management decisions. The organization of work according to specific plans is characteristic of most foreign companies and is increasingly being introduced in Russia, and not only in business, but also in government agencies.

To answer the question of what project management is, it is necessary to understand the distinctive features of project implementation from other ways of activity. It is characterized by such features:

Focus on a specific result. All actions performed during the implementation of the idea are interconnected and aimed at achieving a predetermined goal. It is the completion that is important, if some processes are completed without a tangible result, then this is not a project.
Limited availability of resources. As a rule, any initiative is implemented taking into account the available resources, primarily financial, human and time. An exact or approximate deadline for the completion of all work is always set, as well as an estimate and implementation schedule.
Uniqueness. This refers to the fact that it is supposed to release a product for the first time or introduce a new service.

Designing is an activity for compiling and developing an undertaking from the inception of a concept to its implementation into reality. To bring the idea to life, a plan is drawn up, which is a scenario of all subsequent actions, broken down by time periods and ongoing processes. Processes can be carried out both in parallel, independently of each other, and in close interconnection. Innovative developments require in-depth knowledge in various areas of human activity: economics, construction, finance, work with people. The implementation of an idea always entails certain changes, and in order to manage them qualitatively, a person with specific knowledge is appointed - a project manager.

We can say that project management is a professional human activity, the essence of which is to use the most modern knowledge, methods, tools, technologies for the optimal distribution of resources and impact on people in order to achieve the desired result. Traditional operational management is not able to quickly change and integrate into the rapidly developing and changing environmental conditions.

Project management is based on the stages of the life cycle of an undertaking:

Initiation(preliminary assessment of timeframes, required resources, setting goals and risk analysis).
Planning(search for an investor, calculation of the budget, targets, risks and schedule of actions).
Implementation(control over the implementation of the plan and the achievement of intermediate results, phased financing, making the necessary changes to the plan).
closure(assessment of the degree of fulfillment of the tasks set, the time spent, the profitability of the idea, work on the mistakes).

The use of project management (Project management) in international practice is a tool for the implementation of innovative ideas and a highly effective management technology in unstable and uncertain systems that are rapidly developing and changing. This primarily applies to tax, legislative, resource systems. By applying such a management system, it is possible to solve complex problems of an industrial, scientific and social nature.

Some company executives use Project management in certain areas of their activities that require the promotion of new technologies and products, or use them to solve individual applied tasks with a creative component. A kind of "enterprise within the enterprise" is being created, which does not have a negative impact on the main production tasks. In addition, the production of large complex products (aerospace industry, shipbuilding, military-industrial complex) can serve as a classic example of this approach.

However, there are also so-called project-oriented companies, the mode of existence of which is precisely a unique activity for a certain period of time, aimed at the final result. Their distinctive features are:

strategic approach;
teamwork;
self-organization;
openness in communications;
outward orientation.

Project management arose and initially developed in highly specialized industries. However, after a few decades, constantly developing and proving its effectiveness, it covered various areas of business. Its influence is especially noticeable in such areas as:

IT sector and development of new software;
development of new types industrial products and their implementation;
reconstruction and construction;
carrying out design, research and scientific work.

In both the corporate and government sectors, visions are often bundled into portfolios or programs. Several interrelated initiatives focused on achieving one common result can be combined into a program. For example, a program to improve the provision of citizens medical care may include projects to improve the training of medical personnel, modernize and purchase equipment, develop new standards of treatment and produce modern effective drugs for certain diseases. If we are talking about a portfolio, then it is assumed that there are initiatives of different directions, they are united only by a single source of financing.

In specialized literature, one can sometimes see differences in the understanding of the terms "Project management" and "project management". This is due to a different approach to basic concepts, the type of design and other factors. According to the ISO 9000 standard, a project is a process, while according to the ICB IMPA standards, it is an action or an effort. Accordingly, in this matter, management is often understood as a certain professional culture and activities in social systems, and under control - the impact on the implementation of certain processes. However, in most sources, these concepts are recognized as identical, adjusted for the specifics of market relations.

The main functions of project management

Project management is a synthetic discipline that combines both professional and specialist knowledge. The latter illustrate the features of the area to which the undertaking belongs (construction, ecology, research, education). However, it is of great importance to study and analyze the patterns inherent in realized ideas from different areas of human activity.

The traditional functions of project management include:

goal-setting (formation of an idea, its initiation and concept development);
planning (creation of a clear structure and sequence of processes, relationships between them, scheduling of work, contracts, supply of resources);
organization (implementation of the approved plan, creation of an office and formation of a team, information exchange, conclusion and support of contracts, placement of orders for goods and services);
motivation (development and implementation of an incentive system for all participants in the work);
control (preparation and submission of reports on the progress of work, monitoring of costs and deadlines, quality control, study of measures to reduce risks, implementation of contracts).

There are significant differences between functional and project management. Each system has its strengths and weaknesses, but work on specific specific ideas is recognized as more flexible, progressive and capable of transforming under the influence of new conditions.

The functions of general (traditional) management include:

stabilization of the existing state;
a clearly defined range of tasks to perform;
powers are approved by the management structure;
work is carried out in sustainable organizational structures;
responsibility is determined by the prescribed functions
definition of success - achievement of certain intermediate results;
low level of variability of working conditions.

Based on the above factors, we can conclude that the main features of functional management are stability and predictability.

The principles of project management differ from functional:

activity is characterized by uncertainty, there is a constant work with changes;
powers may not be clearly defined;
the range of tasks may vary depending on various factors of influence;
tasks can be cross-functional, but within the framework of the project cycle;
activities are focused on innovation;
conflict resolution is one of the most important tasks;
performance is determined by the achievement of the ultimate goal.

Consequently, this type of control is aimed at reaching the required result in unstable conditions in a certain period of time with a limited resource. To do this, it is necessary to select and organize the work of highly qualified personnel, as well as introduce new technologies and management solutions.

However, these two cannot be completely opposed to each other. management systems. They can intersect and complement each other. For example, in general management there are a number of fundamental concepts that every competent project manager should know.

Project manager and requirements

A distinctive feature of project management is that the main rights, as well as responsibility for the results achieved, are concentrated in the hands of a small group of people or even one person - the project manager. This does not imply that the project manager is able to know all the specific features of each process, it is his job to use his skills to select and most effectively distribute specialists, as well as the division of labor between them.

The main function of the manager is to control the execution of three main parameters:

Quality of work. There are proven methods for managing material and human resources, such as load charts for the resources used, and responsibility matrices for performers. Here the problem may lie in the fact that it is not easy to formulate tasks, and then to control them yourself. In such cases, developed methods for quality control are used.
Time. To help the manager, various programs have been developed here for the formation and tracking of calendar schedules for the execution of work.
Budget. The specialist forms a financial plan and ensures that there is no overspending.

The competence of a manager in the implementation of a new idea is assessed by the following components: experience, knowledge, skills, professionalism, ethics, mentality (professional thinking). Requirements for the competence of specialists are prescribed in the Body of Knowledge (Knowledge Codes), which are supported by national or international professional associations. More than 125 states have approved such Codes (PM BoK) and their own certification systems.

The largest organization for the certification of managers is IPMA, which consists of 55 countries. Their standards are developed, approved and adjusted on the basis of the main regulatory document of the ICB IPMA organization. In Russia, on its basis, the SOVNET Association developed the National Requirements for the Competence of Specialists (NTC), according to which managers are certified. Countries that are not members of this organization have their own certification systems. For example, PMI in the USA, ENAA in Japan, AIPM in Australia.

Often the right project manager determines the success of the entire enterprise. This specialist must accurately manage the external and internal factors that affect the initiative being implemented:

Regarding external factors, management is required to:
- operational adaptation of all processes to changing external conditions;
- management of sustainable interaction with other entities related to the work performed.
Control action on internal factors consists of the following actions:
- rational distribution and timely redistribution of resources allocated for the implementation of the undertaking;
- constant coordination of interaction between project participants.

In addition to controlled and managed internal parameters, such as development costs, product manufacturing, marketing, production volumes, capital investments, price, there are a number of external uncontrolled parameters. These include economic conditions, environmental conditions, competition, consumer tastes, legal framework, social environment, access to resources. It is very difficult to influence them, so the structure must establish and change its activities in a timely manner, taking into account these factors.

Advantages of the project management method and its disadvantages

An increasing number of business structures, state and municipal organizations are introducing elements of project management into their daily activities. This approach has been promoted in the last few years even by the President and the Government of Russia. What are the benefits of this working method?

Studies of reputable international organizations prove that the introduction of project methodologies into management allows for a significant increase in performance indicators in the first few years. A 20% cost savings is quite real, as well as a reduction in the implementation time by 20-25%. The cost of directly integrating new methods into work is a few percent of total amount of the whole idea and pay off, as a rule, within 1-2 years.

The new management approach opens up the following prospects for business and government organizations:

clear definition of activity priorities;
unambiguous statement of expected results and goals;
the practice of investing initiatives in clear structured forms of projects or programs;
competent consideration of possible risks and search for ways to level them;
reaching clear criteria for the success of the work;
optimization of the company's resource costs;
increasing staff motivation.

The disadvantages of switching to a new technique include the following factors:

Transition period. It can drag on because management doesn't know the basics of Project Management, or because of sabotage by middle-level managers who can lose their influence.
Lack of resources. The dispersion of funds between different plans can negatively affect the company's core business, especially if it is limited in financial capacity.
Personnel. Without a qualified project manager, the process can stall. Often you have to involve a manager with his team from outside.

However, despite all the difficulties, project management around the world is gaining momentum. It does not stand still, it develops rapidly and constantly corresponds to the situation that has developed at a given time.