Collection Output:

On the classification of projects in project management

Konshunova Anna Yurievna

cand. econ. Sci., Head of Marketing, Omsk Branch of OJSC Rostelecom, Russian Federation, Omsk

ON THE QUESTION OF PROJECTS ’CLAASIFICATION IN PROJECT MANAGEMENT

Anna Konshunova

candidate of economic sciences, Head of Marketing Department in Omsk Branch of OJSC Rostelecom, Russia Omsk

ANNOTATION

Over the past years, project management in our country has been widely used in various fields of activity and sectors of the economy. The use of project classification as the basis of structural vision allows us to optimize the methods and means of managing specific projects and increase the efficiency of their implementation.

Abstact

Project management is widely used in our country during the last years in different spheres of business and sectors of economy. Using projects ’classification as the basis of structural vision will allow the optimization of methods and means of certain projects’ management and will increase their performance efficiency.

Keywords: project management; projects; types of projects.

Keywords: project management; projects; types of projects.

Project management in our country is becoming more widespread. The projects that organizations face in real life are extremely diverse. They may differ in the scope of the application, the composition of the subject area, the scale, duration, degree of complexity, the impact of the results, etc. To choose a particular approach to managing a specific project, you first need to understand the features of this particular type of project.

Project classification is an important component of the project management process in companies with a portfolio of projects. It allows you to standardize terminology, simplify understanding between all participants. Different sources have different approaches to this kind of classification.

For a number of classification reasons, the majority of researchers have no disagreements. This concerns the allocation of project types according to the following criteria:

1. In scale  (project size): small, medium, megaprojects.

Under the "scope of the project" is understood, as a rule, the amount of financing of the project, the size of the project, the number of participants and the degree of influence on the outside world. The division of projects into projects with large, medium, low costs can be carried out separately only by the criterion of the amount of necessary financial resources.

Assessing the scope of a project is largely a subjective procedure, reflecting the participants' view of the project. This view is largely determined by the degree of participation of a particular person, and the prestige of the project, and the resource potential of its participants. The selection of project scale criteria is also determined by the specific situation. So, depending on the industry, the scale of activity of the executing company and the country in which the project is being implemented, the funding levels for projects of the same type will differ significantly.

2. By terms of implementation  (project duration, duration of the project implementation period): short-term, medium-term, long-term. At the same time, researchers disagree in a quantitative assessment of the timing of assigning projects to these identified types. So short-term projects are limited to either 1 year or 3 years, and long-term projects, respectively, exceed 3 years or 5 years.

3. By complexity(by degree of difficulty): simple, complex, very complex.

Complex projects imply the presence of technical, organizational or resource problems, the solution of which involves non-trivial approaches and increased costs for their solution. In practice, there are options for complex projects with a predominant influence of any of the listed types of complexity, for example, the use of unconventional construction technologies, a significant number of project participants, complex financing schemes, etc. - all these are the essence of the manifestation of project complexity. An indirect sign of the complexity of the project may also be the proportion of the costs of its pre-investment development. Complex, from the point of view of its participant, the project predetermines closer attention to preliminary studies of the acceptability of participation in it and, as a result, high costs.

4. By class / type (on the composition and structure of the project and its subject area; focus on one or more results; on the requirements for limited resources of the totality of projects): monoproject, multiproject. In many ways, classifying a project as a monoproject class depends on the point of view. For example, the construction of an apartment building by a contractor can be considered as a monoproject, but a considerable number of private investors are involved in investing in this kind of project, and for them this project will be presented as a multiproject.

5. By type of project  (by the nature of the subject area of \u200b\u200bthe project): investment, innovative, research, educational, mixed / combined.

An interesting approach is V.N. Puntova, in which, from the point of view of the nature of the project, they are divided into investment (implying the use of internal or external investment in relation to the company and assuming their mandatory planned and timely return and increase) and non-investment (implying the use of internal or external costs and not implying their direct return ) And the separation of projects into educational, research projects and strategic development, innovative and combined, is carried out by the author on a different classification basis.

6. By type of project  (in the main areas of activity in which the project is carried out, according to the functional orientation): technical, organizational, economic, social, mixed. In this case, the dominant component of the project is implied, since any project has both technical, organizational, economic, and social components.

A controversial issue is the inclusion of marketing projects in this list. Most researchers do not distinguish them in this classification, some (for example) distinguish them. Still others include marketing projects in a division on another classification basis.

It should be noted the position of G. Diethelm, in which projects as a whole are divided into technical projects and non-technical. Moreover, technical projects (construction, space, related to research and development) often have a deterministic nature, focused on the laws of the natural sciences. Non-technical projects (reorganization, marketing, other business projects) have a lower degree of risk, failure manifests itself mainly in the form of financial losses.

7. Geographically (nature of the project; level of participants): international, domestic (national). Further, domestic projects are further detailed.

The generalized results of the analysis of the above classifications are shown in table 1.

Table 1.

Types of projects

Classification features	Types of projects
In scale	Small; Average; (Large)*; Megaproject (Very Large / Large)	1, 2, 3, 4, 5, 6, 7, 9, 11, 13
By terms of implementation	Short; Medium term; Megaproject (Long-term)	1, 2, 3, 4, 5, 7, 9, 11
By complexity	Plain; Complex (Organizationally Complex, Technically Complex, Resource Complex, Complex Complex); Very complicated	1, 2, 3, 4, 9, 11, 12, 13
By class / type	Monoproject; Multiproject; (Megaproject)	2, 3, 4, 5, 9, 10, 11, 13
By type of project	Investment; Innovative; Research; Educational; Mixed / Combined
By type / functional orientation	Technical / (scientific and technical); Organizational; Economic; (Marketing); (Legal); (Ecological); Social; Mixed	2, 3, 4, 5, 7, 11, 13
Geographically	International; Domestic / national (regional, city, interbranch, industry, corporate, departmental, project of one enterprise)

* The types of projects indicated in parentheses are not all researchers

We do not stop at a detailed description of these projects, as they are fully covered in the above sources. It seems interesting to consider the classifications of projects that are found in a small number of researchers, but may be useful in the practical activities of organizations.

According to the requirements for quality and how to ensure it  : defect-free, modular, standard. AT defect-free projects as the dominant factor is increased quality, their cost is very high; An example would be a nuclear power plant construction project. Modular projects   they are used, as a rule, for industrial facilities constructed in remote, in remote areas with undeveloped production and social infrastructure. Large construction and technological blocks of future facilities are not manufactured at the place of operation, but delivered ready for it.

According to the degree of popularity of the problem  : traditional and non-traditional. Conditional notion " traditional projects ”Implies some repeatability, although each such kind of project is unique to a certain extent, its basic characteristics coincide. When implementing traditional projects, it is possible to rely on already known technology and planning results. For example, a construction company creates new objects each time, however, the processes of pre-investment research, development of project documentation, construction and commissioning of the object are not unknown to the project participants. Non-traditional projects As a rule, they are a fundamentally new phenomenon for project participants, suggesting a maximum degree of uncertainty. Non-traditional projects appear as a response to unexpected situations and require an immediate and radical response. Non-traditional projects also include extremely large projects at the time of their first test (for example, the creation of an atomic bomb, space projects). If successful, such projects will subsequently become traditional.

There are alternative options for dividing projects by degree of novelty, innovation / routine. One of them involves the following types of projects, depending on degree of novelty (uncertainty) of goalsthe project and the process of their achievement: projects that are new in relation to the business of the company or the contractor; projects related to the business of the company or the contractor; recurring projects; standard projects.

By affiliation to the enterprise  : external, internal. Upon implementation internal projects   customers and contractors belong to the same organization. Internal projects may include quality improvement, product development, organizational change, etc. external include projects in which the contractor or customer is not an employee of this organization. External projects can be carried out on the basis of a formal contract, or by informal agreement.

Organization Level  (inside the company): local, corporate. Local   projects are implemented at the level of the structural unit, branch; corporate - at the level of the company as a whole.

According to the degree of dependence of projects  : independent, dependent. For are independent x projects there are no technological restrictions on the sequence of their implementation and the moments of the beginning, except for resource limitations. For dependent   projects set a network schedule that reflects the acceptable sequence of project implementation.

By methods and sources of financing : internal sources; additional funds of business owners; loans (loans); state budget financing; mixed sources of financing.

Byin relation to strategy  Companies have two possible classification options. According to the first of them, projects are divided into projects included in the strategic plan, supplementing the strategy, not fit into the strategy. Such a classification is possible if the company has a mission and vision of the business, which are documented and structured in the company's strategy for a specific period. Another version of the classification associated with strategies includes a subdivision into strategic, operational and support projects.

By the nature of the project target  : anti-crisis; marketing; educational; reform / restructuring; innovative; extraordinary.

For the main reason of the project  : Opportunities; emergency; the need for structural and functional transformations.

According to the purpose of the project  : increase in sales of goods (services); increasing the company's market share; expansion (updating, reduction) of the range of goods (services); improving the quality of goods (services) of the company; reduction of distribution costs of goods (costs of services) of the company; solution of socially significant problems (political, social, charitable, environmental, etc.).

By place in the structure of the company's business processes  : business development projects; supporting projects; contract (production) projects.

Four main categories of projects  : projects in the field of civil engineering, construction / petrochemical, mining and quarrying; industrial projects for the development of new products or for the production of parts of equipment; management projects; research projects.

From the point of view of the specifics of subject areas: terminal projects (having an ultimate goal and a clearly limited life cycle); developing projects (not having final goals at the time of initiation); open projects (lack of clearly defined and unchanging goals, the life cycle is not limited); multiprojects.

Some of the classifications discussed above are controversial. So, in our opinion, it is controversial to single out projects according to their purpose of origin, since this basis is already contained in the classification according to functional areas. The grounds “by the nature of the target of the project” and “by the main reason for the emergence of the project” can be combined due to their significant semantic similarity. The four main categories of projects identified by D. Locke do not cover the whole range of possible projects.

Thus, we examined the options for the classification grounds and types of projects in project management - both the most common and rarely encountered. Each of the classifications has its own advantages and limitations in use. An organization may use its own set of principles for classifying projects. A comprehensive classification that takes into account several criteria at the same time will make it possible to systematize the company's project portfolio, propose principles for selecting projects, and help participants more easily understand the specifics of the projects in which they work.

Bibliography:

1.Abdikeev N.M. Information Management. Textbook. Publisher: Infra-M. 2010, - 400 p.

2.Burkov V.N., Novikov D.A. How to manage projects: Scientific and practical publication. M .: SINTEG-GEO, 1997 .-- 188 p.

3.Volodin V.V. "Project management". / Moscow International Institute of Econometrics, Informatics, Finance and Law. M., 2003 .-- 181 p.

4.Voropaev V.I. Project Management in Russia. M .: "Alans", 1995. - 225 p.

5.Geysler P.S. Project Management: Textbook. allowance / P.S. Geisler, O.V. Zavyalova. Mn .: BSEU, 2005 .-- 255 p.

6. Diethelm G. Project Management. In 2. T. 1: Per. with him. St. Petersburg: Publishing House "Business Press", 2004. - 400 p.

7.Kuprava T.A. Project management. Introductory course: Textbook. allowance. M .: publishing house of RUDN University, 2008 .-- 121 p.

8. Locke D. Fundamentals of Project Management / Per. from English M .: "HIPPO", 2004. - 253 p.

9. Project management: a textbook for students enrolled in the specialty "Organization Management" / II. Mazur [et al.]; under the general ed. I.I. Mazur and V.D. Shapiro 5th ed., Rev. M .: Publishing house "Omega-L", 2009. - 960 p.: Ill., Tab. - (Modern business education) /

10.Matveev A.A., Novikov D.A., Tsvetkov A.V. Models and methods of project portfolio management. M .: PMSOFT, 2005 .-- 206 p.

11.Polkovnikov A.V. Project Management / Polkovnikov A.V., Dubovik M.F. M .: Eksmo, 2011 .-- 528 p. - (Full MBA course),

12.Tovb A.S., Tsipes G.L. Project management: standards, methods, experience. M.: CJSC Olymp-Business, 2003. - 240 pp., Ill.

13.Funtov V.N. Fundamentals of project management in the company. 2nd ed., Ext. St. Petersburg: Peter, 2008 .-- 336 s: ill. - (Series "Textbook").

14. Project management. Basics of project management: a textbook / team of authors; under the editorship of prof. M.L. Really. 3rd ed., Revised. and add. M.: KNORUS, 2011 .-- 768 p.

| The project and the main stages of its development

Lesson 59
The project and the main stages of its development

After studying this topic, you will learn:

What is a project;
- what types of projects exist;
- The main stages of project development and their purpose;
- what is structural decomposition
- and how it is used when working on a project.

What is a project?

The use of the word “project” along with such words and phrases as “algorithm”, “system”, “information technology”, etc., has become a sign of modern life. This word is constantly heard on the radio and on television, does not leave the pages of newspapers and magazines.

For example, you could hear the word “project” in this context:

♦ project for the construction of the highway Moscow - St. Petersburg;
♦ social support project for poor citizens;
♦ presidential project of reorganization of the vertical of power;
♦ television project ("The Last Hero", "People's Artist");
♦ draft budget.

From the above examples, we can conclude that there are various types of projects. The type definition depends on the basis on which the classification of projects is made. Such a basis may be the sphere of activity of people, the duration of the project, complexity, scale (significance and number of employed labor resources), etc.

In the field of activity, projects are divided into organizational, technical, social, economic, etc. (Fig. 6.1). Most often, the project is a mixed type. For example, the highway construction project is not only technical, but also economic, as it solves the problems of economic development of entire regions. A television project can be social in content and at the same time economic, since it solves the economic problems of the channel.

Fig. 6.1. Types of projects by field of activity

By the duration of the implementation period, projects can be short-term - up to one year, medium-term - from one year to two years, and long-term - more than two years (Fig. 6.2). For example, the international Mars exploration project is long-term, it will last for decades, and the Star Factory project is short-term, as it is designed for only three months.

Fig. 6.2. Project Types by Duration

The complexity and scale distinguish between simple, medium and complex projects (Fig. 6.3). For example, the complexity and scale of the educational project that is being developed by schoolchildren, even an international one similar to the Europe at School project, is incomparable with the scale of the international Mars exploration project.

Fig. 6.3. Types of projects by complexity and scale

What does the word project mean?

In the most general sense, a project is a new idea, which, as a result of a certain activity, is realized in the form of a real product (object), material or intellectual. Various kinds of services can be used as a product, for example, services for decoration and design of premises, information and analytical services, and educational services. In order for any product to appear, it is necessary to perform certain actions, as well as provide the entire process of its creation with the necessary resources: monetary, material, labor.

It is important to note that a successful goal requires a clear goal.

A project is a purposeful, limited in time and resources event focused on creating a unique product or service.

A systematic approach to project activities allows you to:

♦ set goals and ensure their implementation;
♦ make the right decisions to effectively manage any process;
♦ properly organize activities;
♦ to predict the results of work.

The main stages of project development

Project idea

The first step in creating a new product is always the generation and reflection of an idea. The success of its implementation will depend on how carefully thought out the idea of \u200b\u200bthe project is. The idea of \u200b\u200bthe project can arise both in one person and in a group of people whose activities take place in a particular social environment. A project, like its idea, also arises and exists in an appropriate environment, in a specific environment.

When developing a project, it is necessary to take into account the characteristics of a particular social environment: politics, economics, laws, ecology and other factors that influence it.

Therefore, when deciding on the start of a project, it is necessary to understand whether it is possible to implement the plan in this particular environment. If the answer to this question is yes, then you can proceed with the development of the project. There are two important steps along this path:

♦ activity planning;
♦ control and analysis of results.

Planning

Any work, no matter how difficult it may seem, can be completed successfully and on time, if you first develop a plan for its implementation. This statement is true for the project, which is a set of works of varying complexity. At this stage, you need to think carefully about what work will be done and what resources are needed for this: labor, financial, material.

When planning project activities, it is necessary to consider its structure: what elements it consists of and how they are related.

The structure of the project is the totality of its constituent information objects, interconnected by certain relationships.

Thus, a structure is nothing more than an information model, since it displays specially selected and grouped information. The selection and presentation of information is carried out in accordance with the intended purpose. Considering the project from different points of view, you can get different information models (structures).

Consider some of the goals that the corresponding structures should display.

1. As a result of the project, its main goal should be achieved - the creation of a new product, for example, a new computer model. In order for this goal to be realized, one must understand what intermediate goals must be achieved. The corresponding project structure should reflect all identified intermediate goals, their relationship with each other and with the main goal. So, the goal of creating such an information model is to display the structure of the project goals.

2. As a result of the project, a product (material, informational, intellectual) or service must be created, for example, a new computer model, new technology, a refurbished school, etc. In order to properly organize the activities of the people participating in the project, one must understand what parts (objects) this product consists of. From this point of view, the project structure should display information about the constituent elements of this product, with the degree of detail that is required for the successful completion of the project. For example, you need to have a good idea of \u200b\u200bwhat blocks the computer consists of, what is part of the new technology, what needs to be repaired at school, etc. Therefore, the goal of constructing such an information model is to display the structure of the product.

It is important to note that project structures are various project information models. There can be many structures, and this depends on what points of view on the project (goal) you want to display with these structures.

For a more visual representation of the project structure, in many cases a graphic image is used. Most structures can be represented as a hierarchical diagram, or tree (Fig. 6.4).

The degree of detail of the structure depends on the specified accuracy of the project.

Creating hierarchical structures of the project is done from top to bottom. First, the main object of one or another structure is determined, and then the process of identifying its constituent objects begins. This method of dividing the main object into components is called structural decomposition (from the negation of de and lat. Copposition - compilation). This is what happens when developing most of the project structures: to identify intermediate goals and the composition of the product, determine the content of the project, organize monitoring of the project.

Fig. 6.4. General view of the hierarchical structure

The ultimate goal of developing information models in the form of structures is the desire to receive answers to questions necessary for the successful implementation of the project:

♦ Why? - the goal of the project is determined;
♦ What? - the object, product or service created in the project is determined;
♦ Who? - project participants and their degree of responsibility are determined;
♦ How and when? - the composition and duration of the project is determined;
♦ How to control? - methods for assessing the degree of performance of work are determined.

It should be understood that the creation of project structures is an iterative process (from lat. Iteratio - repetition). First, approximate structures are developed. Then, as the goals and objectives of the project are clarified, these structures are gradually adjusted. Even if the decision to start the project has already been made, the current adjustment of any structure is acceptable depending on the current situation. Thus, structural schemes can be repeatedly changed and improved in the course of the project.

Control and analysis

The main goal of the monitoring and analysis of the project activities is to ensure the implementation of the plan.

Monitoring the implementation of the project consists in the fact that the results are determined at the selected stages, which are then compared with the plan. If as a result of the comparison discrepancies are revealed, then measures to eliminate them are outlined. As such measures, for example, the attraction of additional resources or changing the deadlines for the completion of some work can be proposed.

Project control should be done periodically. It is important to make a decision on time to eliminate the differences between the actual and planned indicators. In addition, with periodic monitoring, it is possible to more accurately predict the actual timing of the project.

The results of the monitoring and analysis should be brought to the attention of the persons responsible for the project.

Test questions and tasks

Tasks

1. Give a few phrases from modern life containing the word "project".

2. Give examples of projects of the following types: technical, social, environmental, educational, economic.

3. Give examples of simple and complex projects.

4. Give examples of short-term and long-term projects.

5. Give examples of different ideas that could be translated into a project.

Control questions

1. What is a project?

2. What is the main thing in any project?

3. What are the reasons for the classification of projects you know?

4. What types of projects do you know?

5. What type of project can be attributed to the transformation of St. Petersburg into a tourist center of the North-West?

6. What type (in terms of human activities) can be attributed the project for the construction of a bridge across the river connecting the two regions?

7. What type of project can improve the living standards of Russians?

8. What type of project can be considered to study the ecological status of small rivers in your region?

9. What are the main stages of project development.

10. What is the meaning of the project planning stage?

11. What is a project structure and what is it used for?

12. What does the word “decomposition” mean?

13. Why is each project structure an information model of it?

14. What is the essence of the control and analysis stage?

Projects can be classified by dominant activity, by subject-content area, by the nature of coordination, by the number of participants, by duration, by design object.

By dominant activity

Under research projectit implies the activities of students aimed at solving a creative, research problem (task) with a previously unknown solution and assuming the presence of the main stages characteristic of scientific research.

Information Projectsthey are aimed at collecting information about an object or phenomenon; they can act as a module of research projects.

Applied (practice-oriented) projectdistinguishes the result of the activities of its participants, clearly indicated from the very beginning. Moreover, the result is necessarily focused on the social interests of the students themselves.

Creativeprojectsas a rule, they do not have a detailed structure, it is only planned and further developed, subject to the accepted logic and interests of the project participants. In the best case, you can agree on the desired, planned results (joint newspaper, essay, video, sports, expeditions, etc.).

Members role-playing, gaming, adventure projectsassume certain roles due to the nature and content of the project. These may be literary characters or fictional characters; imitating social or business relationships complicated by hypothetical gaming situations. The results of these projects are outlined at the beginning of their implementation, but they finally emerge only at the very end.

By subject area

Mono-subject project- a project within the framework of one academic subject (academic discipline), fits perfectly into the classroom system.

Interdisciplinary project- A project involving the use of knowledge in two or more subjects is more often used as an addition to class activities.

Subject Project- a non-subject project, carried out at the intersections of fields of knowledge, goes beyond school subjects, is used as an addition to educational activities, is of the nature of research.

By nature of coordination

Open project, explicit coordination - the project coordinator controls the work of participants, openly performing their functions.

Project with hiddencoordination - the coordinator does not find himself in the activities of groups of participants when a practical problem is solved by network teams of students working regardless of location factor or time factor.

By the number of participants

Personal (individual)- one participant

Paired- two participants

Group (collective)- more than two participants

By duration

Short term- up to a week

Medium duration- from a week to a month

Long term- from one to several months

According to the design object

Morphological- designing things

Social- designing organizations, norms, complex socio-morphological objects

Existential- designing the personal development of the human "I" in the process of building their own destiny

The exceptional diversity of economic phenomena determines the multiplicity of types and types of projects.

Project Classification, i.e. their division into groups can be carried out according to various criteria: by level, by scale of changes, by breadth of coverage, by quality requirements and how to ensure it, by the totality of projects, by the level of participants, by the nature of the target, by the object of investment activity, for the main reason for the emergence of the project, etc. But first of all, a specific project differs from any other in its essence, content, meaning of the actions, processes, works that are planned to be carried out, as well as, of course, specifically th circumstances of the implementation of external to the system implementing the project, conditions and intrasystem factors.

To develop a justified and complete classification of projects, it is necessary to use a fairly complete set of features, covering all the essential parameters that characterize any possible project from various sides. At the same time, an excessive list of these characteristics should not be created, since this reduces the distinguishability of properties and the identification of the type of project for subsequent management.

As key criteria for classifying projects highlighted by economists and managers, consider the following:

Scale of the project;

Duration of its implementation and the amount of necessary investments;

Project affiliation;

The complexity of the project in certain aspects;

The degree of novelty (or repetition) of the project;

The significance of the project for the implementing organization and the organization - the consumer of its results;

Features of the conditions for the implementation of the processes that make up the project content;

Resource and time limits

Requirements for the quality of work and results;

The degree of coverage of the stages of the innovation process, etc.

Project scalesmall, medium and large projects are usually distinguished. Particularly large projects are designated as mega-projects.

Small projectsIn addition to the relatively small volumes of work in physical and cost terms, they are characterized by the comparative simplicity of technological processes and a small nomenclature of necessary resources, which does not exclude the use of special materials and high-cost technical equipment in some cases. According to various sources, the order of quantitative parameters for small projects is represented by investments of $ 10-15 million and labor costs of up to 50 thousand people / h1. On the one hand, small projects can be carried out with some simplifications of the development and execution procedures, and the formation of a project team. On the other hand, they require special care in calculating the terms of work and the necessary resources, as well as observing the planned schedules for the implementation of technological processes, because any deviations can significantly affect the progress of the project, its cost and completion time. Small projects, as a rule, are carried out under the direction of one manager, coordinating all project processes: technological, supporting, corrective, etc. The project team (production and management team) should be distinguished by flexibility (interchangeability), clear knowledge and ability to perform various tasks, skills not only of the technological plan, but also organizational, including the procedures for delivering the project results to the customer.

Medium Projectsdiffer from small ones both in terms of the volume of work and costs of all types of resources, and in the complexity of individual elements (processes) of the project and the scale of capital investments. According to some reports, medium-sized projects can be characterized by the volume of capital investments of several hundred million dollars and implementation periods from 2 to 5 years.

Large projectsin their parameters exceed the average several times. The effective implementation of a large project requires the use of modern management tools, such as the method of phased development and implementation of the project ( Stage gate process), coordination of the project team, a thorough approach to the structuring of the project, monitoring its implementation. The project team of a large project can be very large in number. Thus, the project team responsible for the construction of one unit at an oil refinery (the project budget is about $ 200 million) may, according to the experience of large companies, consist of 20-30 people, and the whole plant more than 100-150 people. excluding contractors.

Megaprojectsrepresent targeted programs containing many interconnected projects, united by a common goal, allocated resources and time allotted for their implementation. Such programs may be international, national, regional, intersectoral, sectoral or mixed. They are formed, maintained and coordinated at the highest levels of government - state, regional, municipal - and are characterized by extremely high cost (billions of dollars), labor intensity (about 20 million people / h) and long implementation periods (5 years or more).

Depending on the duration of the project and the amount of necessary investmenttraditionally distinguished: short-term, medium-term and long-term projects.

Short-term projects have a duration of up to 1 year, the duration of medium and long-term projects is determined by industry characteristics, but traditionally a medium-term project can last from one to three years, and a long-term project can last more than three years.

Based on industry affiliationthe list of possible projects repeats the list of industries and sub-sectors of the economy and social sphere (industry, construction, transport, healthcare, tourism, etc.); there is no industry or sphere where there is no need for change, development, growth, i.e. in the implementation of certain projects.

By complexitythe following types of projects can be distinguished: simple, organizational, technically complex, resource-complex and complex.

Complex projectsimply the presence of technical, organizational or resource problems, the solution of which involves unconventional approaches and increased costs for their solution. These tasks involve finding, developing original approaches to solving, which requires increased costs of material, human, financial and time resources, as well as, possibly, variant design of various project elements.

In practice, there are options for complex projects with a predominant influence of any of the listed types of complexity - the use of unconventional construction technologies, a significant number of project participants, complex financing schemes, etc. Complex projects also involve the implementation of decomposition in the process of preparation for their implementation, separation into simpler parts , elements that are subprojects of a complex project, amenable to relatively autonomous execution.

Degree of noveltyas a sign of the project is determined by the presence or absence of analogues in terms of the essence, content of the project and its elements, conditions and circumstances of the implementation, the used techniques and methods of organization.

By this criterion, one can distinguish completely new, unique projects: the first flights into space, expeditions to the North and South poles of the Earth, etc. Unique projectsdistinguished, first of all, by a high degree of risk and large-scale expenditure of resources.

TO new projectsand are repeated in essence, content, but performed in significantly different conditions than previously implemented (climatic, socio-economic, transport, demographic). So, it is difficult to compare the construction of any enterprise in the middle latitudes of the European part of Russia with a similar project in the north of Yakutia or Central Africa, and this is not only a matter of the natural environment, but also of distances, lack of communication lines, infrastructure, etc.

In other cases, project implementers usually deal with repeat projectsrelatively tested in a technical and organizational sense.

By the degree of significance of the project results for the contractor and the consumerthe projects are distinguished by decisive, significant, medium, and insignificant. The degree of significance of the project as a classification feature has a double meaning - purely quantitative, one might say, power, large-scale and high-quality, comparative, parametric. Naturally, this symptom is absolute. In other words, a project with insignificant results for interested organizations and individuals should not be. But the degree of significance of different projects, their results for various participants and contractors is ambiguous and uneven. Outside the context that defines a specific project, it is difficult to give an exhaustive characterization of the significance parameter. A possible approach looks like this.

The highest significance takes place if the results of the project determine the possibilities for the continued existence of the system of the project executor and the system of the consumer and user. The rank of significance of the project can be designated as decisive.

If the implementation of the project thoroughly improves the quantitative and qualitative parameters of the user object, then there is a rank significant project.

When a project entails a certain, but not decisive growth, improvement of the characteristics of the consumer of the results, an assessment should be given project medium.

In the absence of the practical impact of the project on the system, but taking into account the fact of project execution, a criterion suggests itself insignificant.

Depending on the particular conditions of the implementation of the processes, stipulated by the projectthe following projects are distinguished:

Adequate to the main parameters of environmental conditions;

Requiring special measures taking into account environmental factors;

Impossible in the existing conditions and (or) requiring changes in these conditions.

Classification of projects depending on resource and time limits for certain project activitiesare established in relation to a number of factors of various nature:

Climatic conditions (affect, for example, the delivery of material resources to the regions of the Russian Far North and the Far East, the ability to execute many technological and transport processes, the availability of human resources, etc.);

Ensuring the stable functioning of all service subsystems of the project in essence, in time, in terms of quality;

Creation, maintenance at the right level and reservation of the project resource complex.

Depending on the requirements for the quality of work and project resultsdefect-free projects, high-quality projects and standard projects are distinguished.

Flawless Projectsfocused on the upper established limits of quality requirements.

High Quality Projectscarried out with the presentation and observance of excess characteristics of the requirements for quality work.

Standard projectsare carried out on the basis of compliance with all regulatory provisions (general, industry, environmental, etc.).

In addition to the noted types, the scientific literature also distinguishes class of innovative projects. Moreover, since the vast majority of investment projects contain an innovative component to one degree or another, the separation of projects into investment and innovative is rather arbitrary. Projects that provide for the development of new products or technologies and involve investments in intangible assets are more likely to classify them as innovative. Nevertheless, despite the difficulty of assigning projects to one form or another, an increase in their share of work aimed at creating innovations changes the characteristics of projects.

So, an innovative project differs from an investment one in the following:

A higher degree of uncertainty (technical, commercial) of the project parameters (time frames for achieving the goals, future costs, future revenues), which reduces the reliability of the preliminary financial and economic assessment and involves the use of additional procedures for evaluating and selecting projects in practice;

Involvement of unique resources in the implementation of projects (highly qualified specialists, creative workers, materials, devices, etc.);

It is highly likely that the project will produce unexpected, but of independent commercial value, intermediate or final results, which imposes additional requirements on the flexibility of managing the innovation process, on the ability to quickly enter new areas of business, industry, technology, product markets, etc.

Projects by the degree of coverage of the stages of the innovation processcan be classified into complete innovative projects, including R&D, development of innovation and its commercialization; and incomplete innovation projects, including only certain stages of the innovation process.

A detailed classification of projects allows economists and managers to clearly rank promising and ongoing projects, and as a result, set feasible goals, set realistic deadlines for achieving goals and attract the optimal resources for their successful implementation.

Business plan investment project.

Business plan investment project. His goals and objectives. The main sections and their composition. What are the main sections of a business plan and describe each of them.

Business Plan Objectives

A business plan serves three main purposes:

• It gives the investor the answer to the question of whether to invest in this investment project.
• It serves as a source of information for persons directly implementing the project.
• When making a decision on granting a loan, the Bank receives comprehensive information about the borrower's existing business and its development after receiving a loan.

Objectives of a business plan

The business plan helps the entrepreneur to solve the following main tasks:

• Identify specific areas of the company.
• Target markets and firm position in these markets.
• To formulate long-term and short-term goals of the company, strategy and tactics of their achievement.
• Identify those responsible for implementing the strategy.
• Choose the composition and determine the indicators of goods and services that will be offered by the company to consumers.
• Assess production and trading costs for their creation and implementation.
• To identify the compliance of the existing personnel of the company, the conditions of motivation for their work with the requirements for achieving their goals.
• Determine the composition of the company's marketing activities for market research, advertising, sales promotion, pricing, distribution channels, etc.
• Assess the financial position of the company and the relevance of available financial and material resources to the possibilities of achieving set goals.
• To envisage difficulties, "pitfalls" that may interfere with the practical implementation of the business plan.

Business plan structure

The overall structure of the business plan, in accordance with UNIDO standards, must adhere to the following parameters:

1. Summary
2. The idea (essence) of the proposed project

• General source data and conditions.
• Description of the sample of a new product.
• Assessment of business experience.

Market Assessment

• Description of consumers of the new product.
• Assessment of competitors.
• Evaluation of your own strengths and weaknesses relative to competitors.

Marketing plan

• Marketing goals.
• Marketing strategy.
• Financial support marketing plan.

Production plan

• Manufacturer of a new product.
• Availability and required production capacity.
• Material factors of production.
• Description of the production process.

Organizational plan

• The legal form of ownership of the company.
• The organizational structure of the company.
• Distribution of duties.
• Information about partners.
• Description of the external environment of the business.
• Labor resources of the company.
• Information about the members of the management team.

Financial plan.

• Income and expense plan.
• Cash flow and payment plan.
• Consolidated balance sheet of assets and liabilities of the company.
• Break-even chart.
• Financing strategy (sources of funds and their use).
• Risk assessment and insurance.

Appendices

Project life cycle

INTRODUCTION

The project is a means of strategic development. The goal is a description of what the company wants to achieve. Strategy - a statement of how the goals will be achieved. Projects transform strategies into actions, and goals into reality.

Each project, regardless of its complexity and the amount of work necessary for its implementation, undergoes certain states in its development: from the state when the project is not yet to the state when the project is already gone.

But what is considered the beginning of a project? Sometimes this is the moment of the birth of an idea, especially for scientific projects, when the search for an idea is a meticulous and long period, and sometimes it is the beginning of investing money in its implementation. As a rule, in investment design, the beginning of a project is considered to be the moment from which the funds begin to be spent.

The end of the project may be: completion of work on its implementation (putting into operation), transfer of the personnel who carried out the project to another job, achievement of the project's desired results, termination of project financing, start of work to introduce serious changes to the project that are not provided for by the initial plan ( modernization), decommissioning of project facilities (liquidation).
  Usually, the fact of the start of work on a project and the fact of its liquidation are formalized by official documents.

The selection of personnel to work with the project is the main link in the preparation. The environment in which projects and project management are carried out is wider than the environment that directly affects the project itself. The project management team should take into account this wider environment and choose the life cycle phases, processes, tools and methods that are most suitable for the project.

1. LIFE CYCLE AND PHASES OF THE PROJECT

A project (from Latin projectus) is an idea, an idea, an image embodied in the form of a description, justification, calculations, drawings, revealing the essence of the idea and the possibility of its practical implementation.

A project has a number of characteristics inherent to it, determining which, we can say for sure whether the analyzed activity is related to projects:

1. Timing - any project has a clear time frame (this does not apply to its results); in the event that such a framework is not available, the activity is called an operation and can last as long as you like.

2. Unique products, services, results - the project must generate unique results, achievements, products; otherwise, such an enterprise becomes mass production.

3. Consistent development - any project develops over time, passing through previously defined stages or steps, but the preparation of project specifications is strictly limited to the content established at the start stage.

Despite the fact that the final result of the project must be unique, it has a number of characteristics common with process production:

· Performed by people;

· Limited by the availability of resources;

· Planned, executed and managed.

Each project develops in a specific environment. Moreover, regardless of what subject area it belongs to, this environment directly affects the project. All impacts are divided into several categories:

· Socio-cultural environment (customs and customs of the area, ethical considerations of project activities, etc.);

· The international political environment (the political situation in the territory, economic influence, resource intensity of the area, etc.);

· Environment (environmental parameters, the availability of natural resources, etc.).

The environment of the project may change during its implementation, changing its impact on it. Such changes are both positive and negative. Change management deals with the relevant section of the project management discipline.

The life cycle of the project is the initial concept for the study of the problems of financing the project and making appropriate decisions. There is no generally accepted approach to determining the life cycle of a project, its phases, stages, and stages, and probably cannot exist. The life cycle of a project is a complete set of stages of project development from the moment the idea arose to its full completion. Since all these characteristics depend on the specifics of a particular project, the conditions for its implementation and the experience of participants. Nevertheless, the logic and content of project development processes have much in common and are most fully and clearly presented in the project life cycle diagram of the American Project Management Institute (PMI) (Fig. 1).

Fig. 1 Project life cycle diagram

There are various options (examples) for distinguishing phases of the project life cycle.

The first option is based on the use of the World Bank methodology and includes the following six consecutive steps:

1. Definition: the formation of economic development goals and the definition of project objectives. At this stage, project ideas are developed, its preliminary development, feasibility analysis is carried out, and alternative projects are also considered. Upon completion of the stage, the future lender and borrower draw up a joint report (summary).

2. Preparation: the study of the technical, economic, institutional, financial aspects of the project in terms of its feasibility. At this stage, either the borrower or a specialized agency conducts the work.

3. Expertise: a detailed study of all aspects of the project. Work on the stage is carried out either by a specialized agency, or jointly by the lender and the borrower. At the same time, all the benefits and costs associated with the project are analyzed, that is, the technical plan and its degree of completion, impact on the natural and social environment, commercial (market) prospects, the economic aspect of the project’s consequences for the state, financial circumstances of the project, etc.

4. Negotiations: conducting business meetings of the lender with the borrower, approving the loan, signing documents, issuing a loan for the project.

5. Implementation: planning of project activities, its implementation, supervision of the progress and project management.

The final assessment. It is carried out some time after the end of the project and serves the purposes of retrospective analysis.

The second option for highlighting the stages of the life cycle of an investment project can conditionally be presented as follows:

1. The idea;

2. Analysis of the problem (goals, requirements, tasks);

3. Development of a concept (feasibility analysis, alternative concepts);

4. Detailed study (specification, drawings, detailed plans);

5. Implementation of the project (working documentation, tests, acceptance);

6. Use (implementation, maintenance, operation);

7. Liquidation (dismantling, disposal, sale, development task).

In the third version, the project life cycle is divided into larger stages (phases):

· Pre-investment;

· Investment;

· Operational;

· Liquidation.

A typical project life cycle consists of four phases:

1. The initial phase (concept).

2. The development phase.

3. The implementation phase.

4. The completion phase.

The initial phase is devoted to the development of the project concept and includes:

1. Collection of initial data and analysis of the existing state (preliminary examination).

2. Identification of the need for changes (in the project).

3. Project definition:

a) goals, objectives, results;

b) basic requirements, restrictive conditions, criteria;

c) risk level;

d) project environment, potential participants;

e) required time, resources, funds, etc.

4. Definition and comparative evaluation of alternatives.

5. Submission of proposals, their testing and examination.

6. Approval of the concept and obtaining approval for the next phase.

Development phase. The main components of the project are being developed and preparations are being made for its implementation. The main works of this phase:

1. Appointment of the project manager and the formation of the project team, primarily key members of the team.

2. Establishing business contacts and studying the goals, motivation and requirements of the customer and the project owner, other key participants.

3. Development of the concept and development of the main content of the project:

a) end result (s) and product (s),

b) quality standards

c) project structure

d) main works,

e) required resources.

4. Structural planning, including:

a) decomposition of the project, including WBS,

b) schedules and integrated work and maintenance schedules,

c) the estimate and budget of the project,

d) resource requirements,

e) UP procedures and control techniques,

f) identification and distribution of risks.

5. Organization and holding of tenders, conclusion of subcontracts with the main contractors.

6. Organization of the implementation of basic design and development work on the project.

7. Presentation of design development.

8. Obtaining approval to continue work on the project.

In the implementation phase, the basic work necessary to achieve the project is carried out. This phase includes:

1. Organization and holding of tenders, conclusion of contracts.

2. Full commissioning of the developed UP system.

3. Organization of work.

4. Putting into operation the means and methods of communication and communication of project participants.

5. Putting into operation the incentive system (participants) of the project.

6. Detailed design and technical specifications.

7. Operational planning of work.

8. Establishment of a system of information control over the progress of work.

9. Organization and management of material and technical support of works, including stocks, purchases, supplies.

10. Fulfillment of works provided by the project (including production of construction, installation and commissioning works).

11. Leadership, coordination of work, coordination of rates, monitoring of progress. state forecast, operational control and regulation of the main indicators of the project:

a) the progress of work, their pace,

b) quality of work and project,

c) the duration and timing

d) cost and other indicators.

12. The solution of emerging problems and tasks.

The final phase or completion of the project - the final goals of the project are achieved, results are summarized, conflicts are resolved and the project is closed. The main works of this phase:

1. Planning for the completion process.

2. Performance testing of the final product (s) of the project.

3. Training for the operation of the created facility.

4. Preparation of documentation, delivery of the facility to the customer and commissioning.

5. Evaluation of project results and debriefing.

6. Preparation of final documents.

7. Closing of works and project.

8. Resolution of conflict situations.

9. Implementation of the remaining resources.

10. The accumulation of evidence and experience for subsequent projects.

11. Dissolution of the project team.

The work of the last three phases of the project can be performed both sequentially and in parallel.

It is very important to imagine how the life cycle of the project relates to the life cycle of the enterprise and the life cycle of the product that it aims to change. These life cycles can be compared using Figure 2.

Fig. 2 Typical project life cycle in the context of organization life cycle and product / equipment life cycle (PMI, USA)

The implementation of the project is a design activity, which includes:

1. management activities (project management). Achieved through the use of, inter alia, the principles and methods of project management, which is part of the enterprise management system, universal for solving various production problems;

2. solving a specialized problem:

· Product development for the customer. Project products may include:

a) the results of marketing research (marketing),

b) design documentation. A set of such documentation is called a project. It is intended to create a developed device, its operation, repair and liquidation, as well as to verify or reproduce intermediate and final solutions on the basis of which it was developed. (We draw attention to the fact that the meaning of the word “project” in managerial and scientific-technical activities is different),

c) technological documentation (production management),

d) software (project management),

· Solving internal production problems:

a) improving product quality (quality management),

b) improving the efficiency of labor organization (personnel management),

c) optimization of financial flows (financial management),

Projects can be combined in a project program to achieve a single result, or in a project portfolio for more effective management. A project portfolio may consist of programs.

2. DEVELOPMENT OF THE PROJECT TEAM. MOTIVATION OF PARTICIPANTS AND ROLE DISTRIBUTION IN THE TEAM

As you know, errors in the selection of new employees can lead to significant losses, high staff turnover, poor moral and psychological climate in the company’s divisions, low labor and executive discipline, etc. In order to avoid these negative consequences, you need to have an idea of \u200b\u200bwhat a project is in general, what is a specific project that you are working on, to know effective ways to plan staff requirements and select suitable employees for the advanced requirements.

A large project will be understood to mean such a project, the implementation of which requires the combined, focused efforts of a sufficiently large team of people, i.e. it's about developing enterprise-wide applications. Obviously, in this case, the issue of organizing work on the project management, both the project as a whole and its individual parts, becomes fundamental for the successful completion of the work.

A team is not just a group of people. This is a group working together to achieve the results that every person in the group strives for. The potential of the team is much higher than the potential of group or individual efforts. Thanks to this potential, the most ordinary project, which is on the verge of collapse, can give brilliant results.

Teamwork allows you to use the efforts, skills, abilities and creative capabilities of everyone involved in the project. The team gives you the opportunity to work together, while acting flexibly and efficiently. That is why in order to achieve success in the implementation of the project, one should figure out how to choose a good team and how to manage it correctly.

The project team has 6 role functions:

· Product management;

· Program management;

· Development;

· Testing;

· User training;

· Logistics.

For each role, tasks, responsibilities and required professional skills are clearly defined.

Product management these are usually business intelligence or customer representatives. In any case, these should be people who are well acquainted with business processes in the customer organization, as their main task is to determine the place of the software being developed in the organization’s business processes, the goals and objectives of the project, implementation priorities, to formulate the requirements and expectations of users. Team Leader Product managerprovides interaction with the customer’s management, is responsible for the fact that the goals and objectives of the project, as well as the requirements and expectations of users are clearly understood by all roles and that the functional specifications of the project meet the requirements of users and business priorities. To cope with his role, this person must be familiar with modern information technologies, have good business orientation and have good organizational skills.

Program managementthese are task managers. Their main goal is to develop functional specifications for the project. Team Leader Program managerhe is also the project manager, as this is a key organizational and coordinating role. He carries out the overall planning of the project and coordinates the actions of all roles during the project. He is responsible for the content of functional specifications and tracks their changes throughout the project. He is responsible for the implementation of the project on schedule, monitors the application of MSF recommendations and standards. Obviously, the main thing that is required of this person is organizational abilities, deep knowledge of the project implementation methodology.

Developersthese are programmers who create the necessary software modules. Team Leader Development Manager manages the processes of creating the architecture of the project, detailed design and the creation of software modules. Since the creation of applications in the client-server architecture requires knowledge in many areas: programming languages, networks, communications, database management, this should be a group of highly qualified specialists in each of the described areas.

Testing group should provide independent verification of the project for compliance with functional specifications. The test manager develops a test strategy and plan and ensures that all necessary tests are completed. The testing manager is required to know the technologies and tools for testing software products, methods for creating test cases. As a rule, these are professional programmers. Members of the group, performing a direct test run and recording the results, may not have professional knowledge in the field of software development. They require clarity and accuracy in recording problems.

Training group  provides preparation of all necessary documentation both in paper and in electronic form, i.e. creates a system of tips, user instructions. They also provide training for customer service technicians who, in turn, train end users. To successfully fulfill their duties, members of this group must be able to work with tools for creating print and online information, understand the requirements of the user and business, and have pedagogical abilities.

Logisticsprepare and maintain the necessary environment for the development and testing of the product being developed, and also ensure a smooth transfer of the produced system to customer technical support services. To successfully cope with their duties, they must have a good knowledge of the infrastructure of the organization of the customer, have good communication skills.

For the team to work effectively, the following conditions must be met:

· A clear and precise understanding by each member of the team of their role, which allows everyone to carry out their tasks without interfering with the work of others;

· Project specification and work schedule agreed with all team members;

· Team members interact well with each other and have mutual respect for each other's professional qualities;

· All team members have a clear idea of \u200b\u200bthe process model that will be used during the project;

· Each member of the team must thoroughly know all aspects of the project plan.

Obviously, the number of people in a team is determined by the amount of work required by the project. The leaders (managers) of the groups make up the project management team. Group leaders are leaders, coordinators of the efforts of all group members, group members are direct executors who have the opportunity to concentrate on a specific work.

Planning the activities of the project team should begin even before the investment.

After determining the structure of the team and selecting a project manager, its task is to carefully plan the work of all functional units of the team for the efficient use and distribution of resources allocated to the project.

The first step in team planning is to determine the necessary quantitative and qualitative composition of the team and project personnel. The further planning process requires the active participation of all team members.

One of the principles of teamwork is the distribution of duties and responsibilities for achieving goals, and not the rigid fixing of the functions performed.

To effectively organize the work of the team, you need

1. a clear distribution of roles and responsibilities;

2. awareness by all team members of the goals and current tasks of the project;

3. taking into account the personal and professional qualities of specialists when combining them into a team;

4. attention of managers to achieve the goals of the project, and to establish a friendly working atmosphere.

Also, the manager should not forget that all people in the project team are different. Some have already had experience with such work, while others may be involved in project activities for the first time. And, most likely, many were not familiar with each other before they got into one team. For effective organization of the team’s work on the project, the manager must take care of such a seemingly simple thing as instructions, since a network diagram alone when working on a project may not be enough.

If you need to give your team more help than you expected, then writing instructions will also save you time and effort.

The mission of the instruction is to provide employees with more details than they can learn from the network diagram.

Instructions should be as simple and short as possible. Do not try to put all the ideas in one point. If possible, instructions should be written for each individual stage or type of work so that confusion does not occur.

For some projects, you may not need instructions at all, or there should be a minimal number of them. But for other projects, it may be necessary to draw up instructions for each team member for each action. The decision to write instructions is necessary based on the composition of the team you have typed, the competence of each member and the number of phases of the project that must be completed simultaneously.

Monitoring the implementation of goals and coordinating the activities of individual functional units is the most important function of the project manager.

All the documentation that you prepare will help you monitor the implementation of your project and fit into the schedule; allocate responsibilities and give employees responsibilities; convey to your team members your vision of the project; explain to them what you expect from them, when the project should be completed and how to carry it out.

Motivation of the project team is an essential part of the responsibilities assigned to the project manager. Without a motivated team, it is highly likely that the project will fail. The project manager, organizing the work of the team in such a way that its participants enjoy what they do, come to work on time, communicate with each other at ease and relaxed, have a positive overall attitude, have a much better chance of bringing the project to completion, observing the budget and deadline and satisfying the customer.

If, under the leadership of the project manager, there is a non-motivated team whose members do not have a positive attitude, work “without sleeves” or without interest in the project, the project is carried out, then there is a very high chance that the project will be completed with results that are far from expected. Team throughout the project is a key element of customer satisfaction and project delivery on time and on budget.

A project is not only the content, labor, hours, cost and income. A project is also people working in it. A project team that works with inspiration and motivation can be a factor of great success for a project.

We all heard the abbreviation “TEAM”, which can be deciphered as “Together Everyone Achieves More”, i.e. “Together, everyone achieves more.” Any project manager knows what a powerful truth is hidden in this statement, and it is not surprising that he wants to be sure that he motivates his team so that it works as a whole, as a single team inspired by a common cause, and not how a group of disparate individuals.

Take, for example, a basketball team. This team consists of a number of individual players, but the coach knows that in order for the team to succeed and win, it must motivate the team so that each player entering it plays in unison with other players - and that they all play together as a team. But this basketball team - even if each player individually knows and knows how to play this game - will not succeed and will not be able to win without the guidance of his coach. The coach must motivate the players. Team motivation through good communication, inspiration, encouragement, rewards and bonuses will help to assemble a group of individual basketball players into one great team - a team that can win!

The end result for a basketball team coach is a victory in the game. To achieve victory in the game, you need a motivated team. The same idea is true for the project manager. The final result for him is a successful project - a project that is carried out on budget, on time and - most importantly - ensures customer satisfaction! To achieve this goal, you need a motivated project team. The project manager must motivate his group of highly qualified individuals and rally it into a highly qualified team. This can be achieved through good communication, inspiration, promotion, rewards and bonuses. The result will be a single great team - a team that can win!

Who should be among the motivated?  Everyone and every member of the project team should be motivated. Who should motivate? The project manager is responsible for motivating the project team. However, employees and colleagues can also be mutually motivating.

What is motivation?Motivation is the process of inspiring and pushing another person to do his job, enjoy what he does, and strive to do his job as best as possible.

When should motivation be implemented?  Motivation can take place at all stages of a project. Motivation of the project team can be carried out at the beginning of the project, during the project and at the close of the project. Where should motivation be?  Motivation can be done at team meetings or on an individual basis, depending on the circumstances and at the discretion of the project manager.

Why is motivation important?  Motivation of the project team is an extremely important part of the project. The ultimate goals of the project are meeting deadlines, budgeting and customer satisfaction. The project manager knows that in order to achieve these goals, he must motivate the project team in such a way that they feel inspired and strive to work as best as possible. If this can be achieved, then we can assume that the project manager is on the right track to the success of the project.

How to motivate the project team? Now, after we talked about the five main issues of motivation - “who”, “what”, “when”, “where” and “why” - we move on to the question “how” - how to motivate the team? The success of the project can significantly depend on the motivation of the project team and the overall “fighting spirit” of the team. It is necessary that team members are involved in all phases of the project, and not in any one area of \u200b\u200bactivity. If the project manager is interested in the thoughts, ideas, suggestions of the team members, this can motivate people to be creative and initiative and, in addition, can help in making and making decisions.

To form a successful team, the project leader must be able to focus on individual elements of the project in order to be able to choose the people most suitable for this project. The project team can consist of several people, including, for example, engineers, administrators, specialists in cost management and project control. The project manager must understand that if he does not manage the team effectively, the project may face cost overruns and a disruption in the schedule. And - much worse - customer satisfaction is at stake.

So, the project is identified, and the composition of the project team is determined. What's next? Further, the project manager should understand that the allocated resources are not just faceless statistical units of manpower that fulfill the assigned roles and responsibilities, but people with different personality traits, values, ethics and culture. Now the project manager is becoming more than just a project leader and manager. He becomes a mentor, motivator, trainer and “facilitator”, ensuring teamwork for the achievement of the ultimate goal - the success of the project.

The project manager should now motivate his team. There are many problems that the project manager may encounter while working with the project team. An example is the multinational team of a geographically distributed project. In essence, this means that a team can be recruited from all over the world, i.e. The project manager will have to work with representatives of different cultures, speaking different languages \u200b\u200band living in different time zones, he will need to conduct remote meetings by phone and Internet conference. Other examples: a large number of contractors involved in the project, new employees, tight deadlines, a limited financial budget, various standards for the cost of resources, the ability of resources and their availability, work ethics, personal characteristics, etc.

The project manager should generate inspiration from the project team members. To do this, he must make every member of the team believe that his value is high, provide him with opportunities to grow and develop, interact easily and effortlessly with him, and allow him to fully participate in the affairs of the project. All this can radically raise the team’s overall morale. This will give the team members the stimulus and the inspiration necessary to create a healthy work ethic and develop a commitment to the project.

If a project manager or leader uses these methods in order to inspire, encourage and motivate each and every member of the team, he has very good chances to complete the project within the budget, on time and achieve customer satisfaction. Just like a basketball team coach achieves his goal - winning the game - thanks to a motivated team, so a project manager or leader achieves his goal - to successfully complete a project - thanks to a motivated team.

It was determined that understanding, communication, facilitative activities, inspiration, recognition of merit and reward are very important for the formation of a successful team and the implementation of a successful project. For each individual member of the project team, motivation can work wonders on a personal level. She can also work wonders at a professional level. This motivation helps each member of the project team personally and helps the whole team as a whole. The project manager took individual independent team members and fused them into a single team - a team capable of winning! The end result is a satisfied customer and a successful project.

There are several approaches to staff motivation, each of which has the right to life:

1. An employee receives all material remuneration in his functional unit. Plus - in the transparency of such a scheme, minus - in the absence of a person's motivation for the results of work in the project. A variant is possible in which the functional manager independently decides on bonus payments to employees. This may have a stimulating effect, but there is a high likelihood of a subjective approach to employee assessment.

2. While working in the project, the employee receives all the remuneration from the project budget. This scheme is suitable for those participants who are completely exempted from performing their daily duties while working in the project.

3. The employee continues to receive the constant part of the remuneration (salary) in his "native" unit, and bonuses are awarded to him from the budget of the project for which he performs the work.

I must say that while in Russia the first payment scheme is most common due to the habit and ease of its implementation.

We should also talk about project manager motivation.

It is important that his income directly depends on the results of the project. To do this, they conclude a contract with him, which stipulates the terms of payment. A certain minimum is paid to him in the form of a salary, part - upon completion of certain stages of the project, and the main part - a bonus, a bonus - according to the results of the project. The size of the bonus directly depends on the results achieved, compliance with the deadlines and budget. Other criteria may also be taken into account, which must be specified “ashore” and recorded in the contract.

CONCLUSION

The uniqueness of each project creates difficulties in its planning, since it is often difficult to imagine how the results will actually be achieved. Therefore, the result of project activities is not only a product or service, but also lessons learned, that is, experience that is used in the future when planning and implementing the following projects.

Projects are applied at any level of the organization; several people, as well as several thousand, can be involved in them. Projects can be of different durations: some last less than a hundred hours, others last more than a million. A project may involve one department of the organization, or may go beyond it, as in cases of joint ventures and partnerships.

Projects can be carried out in any field of activity. So, projects can be the design of a vehicle, the development of an information system, the conduct of an election campaign, the construction of a building, or the preparation of a magazine issue.

The identification of the project life cycle processes and their clear definition is carried out with the aim of improving the quality of the project result, improving interaction, communication and understanding of the comprehensive aspects of the project staff, supporting process improvement, supporting process management, ensuring process automation, etc.

According to the results of many surveys of project managers in Russia and abroad, up to 80% of success in the implementation of projects is due to the coordinated work of the project team, which, in turn, is ensured by the correct distribution of roles among the participants. Many project managers focus on “technical” roles, such as database designers, network specialists, user interface experts, etc. All of them are important, but you need to think about the roles of the "psychological" plan, which can play one or more team members. This article discusses some of the best known approaches in this area.

At the integrated level, the roles performed by the project team members can be divided into 3 groups:

· Roles oriented to the fulfillment of team tasks;

· Roles focused on creating / maintaining team work;

· Individual roles (non-functional).

In order for the team to work effectively, the roles of the first and second groups are equally important. It is not enough to focus only on the fulfillment of the tasks of the project; it is necessary that the team members and on maintaining the team as such. The roles of the third group are destructive in terms of team interaction. To define roles, you can use the role definition matrix, which is populated, for example, during a meeting or periodically as the project progresses.

The activities of the project manager are aimed at maximizing the benefits of the activities of its employees. At the same time, any pressure should be avoided so that the strengths of team members can be maximized and not become team weaknesses, as well as develop team spirit and effective communication skills, motivating their activities.

Similar information.

In the theory and practice of educational design, various types (types) of projects are distinguished (Fig. 1).

1. Depending on the number of participating students, they can be individual, paired, group:

individual project    effective in terms of organizing an independent search activity of a student, taking into account his personal interests, providing an opportunity to realize his creative potential, the need to achieve success and self-affirmation;

pair and group projects    they have no less developmental capabilities, allow you to take into account the individual characteristics of students in the distribution of their responsibilities, and also teach students the ability to coordinate their efforts in the process of joint solving complex creative tasks.

2. By the nature of the search activity and the prevailing methods, research, creative and information projects are distinguished:

research projects    by their nature they remind scientific research, obey its logic and include: determining the relevance and degree of development of the problem, object and subject, the purpose of the study, hypothesis, task, methodology and methodology of studying the problem; collecting and analyzing information, conducting an experiment, developing practical recommendations, etc. Projects of this type are most often developed as part of term and diploma design;

creative projects aimed at developing new original ideas, products of joint activities presented in a creative way (creative report, exhibition, design project for production facilities, a video film, printed materials - a book, an almanac, a magazine in computer layout, computer program, etc.). The main methods of work are “brainstorming”, “synectics”, the method of the creative group (laboratory, design bureau, workshop, editorial office, etc.);

information projects aimed at collecting the information necessary for the educational process or other customers. The development of the project involves the search for and finding information in various sources: monographs, journal articles, newspaper publications, electronic databases, using sociological surveys. The result of the project is selected, analyzed, generalized, systematized and presented in a certain form information - booklet, collage, publication, web page, etc.

3. Depending on the scope of the developed project, projects can be distinguished production (technical)   and social .   Moreover, they can be productive and social at the same time if a problem that is important for improving the social aspects of production (problems of communication, management, improvement of living conditions, etc.) is solved.

4. In accordance with the nature of the developed problems are distinguished theoreticaland practice oriented  projects. So, students, on the basis of approaches to education taught in the history of pedagogy, develop their own concepts of education in creative groups. A different, practical, nature is the development of a project aimed at solving a specific practical problem by order of a college, a specific teacher (methodological project). These species can be successfully combined in one project. For example, a theoretical project carried out in the classes on the discipline "Management" and aimed at researching and analyzing the organizational culture of the enterprise is simultaneously accompanied by the preparation of the video "Specialization of the store and the organizational culture of the trading company", which is used as educational material in several disciplines.

5. Depending on the academic disciplines within which the project is being developed, we can distinguish:

mono-subject projectscarried out within the framework of one academic discipline;

interdisciplinary projectsalso realized in the process of studying a certain course, but based on the active use of materials of others;

subject projects, not only not related to a specific discipline, but also, as a rule, implemented outside the framework of a specific academic discipline.

Interdisciplinary and subdisciplinary projects ensure active productive activity of students on the basis of systematization, integration and integrated use in the process of training of a specialist of knowledge and skills acquired in the study of various disciplines. This is the nature of certification diploma projects.

In terms of duration, deadlines, projects can be:

short termdeveloped in several classes or in the process of students' independent work between them;

medium term   - developed from a week to a month;

long term- developed from one to several months.

When studying a specific discipline, mainly short-term projects are used, long-term projects include course and diploma design.

Most often, educational projects of students are complex, combining several types. The combination of research and practice-oriented projects, individual and group forms of organizing work on them makes it possible not only to master research abilities, but also to master systemic methods of solving production problems based on the cooperation of their individual projects. ( see Appendix 1)