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APPROACHES TO CLASSIFICATION OF INVESTMENT PROJECTS Varnazov L.A. (Russian Federation) Email: Varnazov571@scientifictext.ru
Varnazov Lev Aleksandrovich - DBA degree Applicant, RUSSIAN ACADEMY OF NATIONAL ECONOMY AND PUBLIC ADMINISTRATION UNDER THE PRESIDENT OF THE RUSSIAN FEDERATION, MOSCOW
Abstract: many scientific approaches are given to the definition of the concept of "development" for economic entities (enterprises, organizations). The classification of development projects by a number of significant features is given. The most essential elements characteristic of this specificity are revealed. The author's interpretation of the definition of concepts is given. The argumentation of researchers is given in the formation of alternative approaches in the development of classification features of development projects. In conclusion, a conclusion is made and general recommendations are given on the grouping of projects according to classification criteria.
Keywords: project, investment, analysis, strategy, monoprojects, mega-projects, market, functioning, team, management, financing, efficiency.
ПОДХОДЫ К КЛАССИФИКАЦИИ ИНВЕСТИЦИОННЫХ ПРОЕКТОВ Варназов Л.А. (Российская Федерация)
Варназов Лев ААлександрович — соискатель степени DBA, Российская академия народного хозяйства и государственной службы при Президенте Российской Федерации, г. Москва
Аннотация: даётся множество научных подходов к определению понятия «развитие» для экономических субъектов (предприятий, организаций). Приводится классификация проектов развития по ряду значимых признаков. Выявляются наиболее существенные элементы, характерные для данной специфики. Приводится авторская трактовка определения понятий. Приводится аргументация исследователей при формировании альтернативных подходов при разработке классификационных признаков проектов развития. В завершение делается вывод и даются общие рекомендации по группировке проектов по классификационным признакам.
Ключевые слова: проект, инвестиции, анализ, стратегия, монопроекты, мегапроекты, рынок, функционирование, команда, управление, финансирование, эффективность.
Due to its attractiveness and convenience for both investors and entrepreneurs, investment projects were widespread throughout the world: from the United States of America to Europe, and then to other countries. Later, business entities began to use business projects as a real planning tool for the functioning and development of their activities.
With the transition to a market economy, Russian investors and lenders began to demand a business project from entrepreneurs. It is noteworthy that at first they were developed with the aim of obtaining investments, but today they are used as an effective tool for goal-setting and planning.
The study of the theoretical and methodological foundations of investment design is carried out by many foreign and domestic scientists (V.M. Popov, Brink I.Yu., Brian F., Tsarev V.V. and others). For this reason, there is currently a wide variety of definitions of an investment project as one of the main tools for the development of an organization.
Figure 1 c shows the approaches to defining the concept of the development of the organization of researchers whose works are devoted to the study of this topic.
Thus, based on the presented approaches of researchers to the interpretation of the development of the organization, we can say that the development of the organization is the evolution of the organization, a long-term program to improve the organization's capabilities to solve various problems and renewal abilities. As a result of analysis and generalization of existing approaches to the formation of the concept of "enterprise development", one can propose the following interpretation: enterprise development is a process of quantitative and qualitative changes, as a result of resolving internal and external contradictions, which leads to an increase in the level of general development of the enterprise and providing it with the necessary vector strategic focus.
Author Interpr station
Ansoffl. -fr + Development is the definition of die main long-term goals and objectives ofths enterprise and die approval of die course of action, die distribution of resources necessary to achieve these goals
Thompson A.A.. Strickland A.J. Development is an integral part, aimed at qualitative changes in die organization's activities related to die organization's transition to a qualitatively new organizational level
Bogatyrev I. The totality of changes of different economic nature, determination, intensity, objectively occurring in die socio-economic system under die influence of external and internal factors, and also lead to die transition and fetation of die enterprise in various organizational and economic conditions
KonoT. Changing die conditions of die organization over time
Drozdovl. Development is a logical, expedient as a rule, evolutionary, controllable (self-governing) positive change at a predetermined time ofths organization itself (its goals, content methods, forms of organization of die production process) and its control system, leading to die achievement of qualitatively new results of activities
Semenkov I. Organizational development is die ability to cope with more complex andlaree-scale problems.
DemchukO.. Eiremova T. The development of an enterprise (organization) consists in its constant transformation in accordance with die changing internal and external environment
Yushkevich 0. Orderliness, consistency, interaction of more or less differentiated or autonomous parts of die whole, due to its structure, in order to achieve abetter combination of structural elements, which strengthens, increases die initial indicators of die system compared to die indicators of die previous stage of its functioning
Fig. 1. Scientific approaches to the definition of the concept of "development" for economic entities (enterprises,
organizations)
Thus, on the basis of the study, the following definition of the concept can be formulated: "a project for the development of an enterprise is a predetermined set of actions in a specific time interval in conditions of limited resources for the purposeful implementation of an idea aimed at increasing the level of the overall development of an enterprise through quantitative and qualitative changes which results in resolving internal and external contradictions and imparting a vector orientation to the development processes."
According to the theory and practice of project management, all projects are classified according to the following criteria:
• the class (or composition and structure of the project and its subject area — monoprojects, multi-projects, megaprojects;
• type (or the main areas of activity in which the project is being implemented) - technical, organizational, economic, social and mixed projects;
• type (that is, the nature of the subject area) - investment, research, educational, mixed;
• the scale (or size of the project itself, the number of participants and the degree of impact on the environment) - small, medium, large and very large projects;
• Duration (duration of the implementation period) - short-term, medium-term and long-term projects.
• by complexity - simple, complex and very complex.
Such a classification is very often criticized by both scientists and project management practitioners for their limited and practical insolvency to contribute to the formation of methodological foundations for taking into account the characteristics of projects of various types, types, classes during analysis, development and implementation.
The main argumentation of researchers in the formation of alternative approaches in the development of classification features of development projects is the need to determine the principles for substantiating management decisions in the preparation and implementation of projects, which make it possible to improve the quality of company development management. Therefore, the given classification features are supplemented with the following characteristics of development projects: functional zones of changes (marketing, technical, financial, organizational, educational, etc.); the level of innovation of the tasks that the development project solves; the level of clarity of the formation of project goals and methods of achievement; amount of necessary financial resources; sources of financing development projects.
In order to identify methodological approaches to the preparation and implementation of a development project, they are classified according to the following criteria:
- the scale of changes in the company (from improvements to individual elements to the transformation of the company);
- the possibility of planning goals, methods of achievement, content of work, amount of resources (from not predicted to strictly planned);
- the principle of implementation (from episodic changes to constant transformation);
- the pace of implementation of development projects (from gradual to early);
- the duration of the implementation (from short to long);
- the level of staff involvement in the preparation and implementation of development projects (from authoritarian decision-making by management to participatory participation of all company employees).
Organization development projects have their own specific features, as a result of which they do not always fit into generally accepted classification schemes.
Firstly, the vast majority of development projects are complex in nature, and therefore assigning them to one of the areas of activity or subject area is not possible, and most importantly, it is practical from a practical point of view.
Secondly, due to the wide scope of projects for the development of various subsystems of the company when introducing qualitative changes, the difficulty of anticipating the consequences of such changes, and the dynamic nature, these projects cannot be classified by the length of the implementation period.
Therefore, it is advisable to formulate a classification scheme for company development projects taking into account the specifics of their content, place and role in the company's activities and the needs of modern practice in their implementation (in particular, identification of benefits and costs, determining the optimal composition of project participants, providing the necessary for them implementation of resources and adequate assessment of the results of their implementation).
In this context, a number of classification features of the company's development projects, proposed by OM Grebeshkova, deserve attention. (Table 1): by the nature of the enterprise's behavior in the environment; on conceptual models of enterprise development; on the scope of change, which is the result of the project; on the life cycle of the company and / or its products; by type of resource requirements for development.
Classification feature Project classification groups
By the nature of enterprise behavior in the environment Adaptive Development Projects Proactive Development Projects
By conceptual models of enterprise development Business Development Projects Organizational Development Projects Projects of internal (organic) development External Development Projects
On the scope of change, which is the result of the project Product Market Projects Technical and technological projects Structural and cultural projects
Enterprise life cycle Enterprise Creation Projects Enterprise Growth Projects Stabilization Projects Business Reduction Projects Projects of liquidation of an enterprise (division)
Product Life Cycle Product Development Projects Research projects Parallel Design Projects Product Launch Projects
By type of resource requirement for development Projects for attracting financial and investment resources Personnel Training and Competency Development Projects Projects of information support for enterprise development (IT projects)
The classification of development projects should be based on the strategic context of the enterprise, which involves the controllability of the development of the enterprise through the formulation and implementation of its strategic idea, as well as the need to find a balance between market and internal capabilities of the enterprise. As noted earlier, the implementation of strategic changes in the conditions of high unpredictability of market processes is possible mainly in the project format - the development and implementation of enterprise development projects.
Development projects are distinguished from ordinary projects by a high level of innovativeness, low predictability of future results and direct correlation with the development strategy chosen by the enterprise.
In this case, it seems logical in a strategic context to base the typology of development projects on three distinctive features:
1) the overall development strategy of the enterprise;
2) the type of competitive behavior (within the framework of a resource-competent approach - proactive, within the framework of a market-position approach - adaptive);
3) the magnitude of the changes (non-critical modernization or qualitative transformation).
The proposed typology of enterprise development projects allows their proper identification, which determines the appropriate attitude on the part of the owners and management of the company to their resource support and organizational support, content, place and role in the company's activities and the needs of modern practice of their implementation (in particular, identification of benefits and costs, determining the optimal composition of project participants, providing resources necessary for their implementation and adequate assessment of the results of their implementation).
The main document in the form of which the investment project is presented is, as a rule, a business project.
References / Список литературы
1. Polkovnikov A. What are project management maturity models? [Electronic Resource]. URL: http://www.e-xecutive.ru/knowledge/announcement/339973/?phrase_id=361071/ (date of access: 17.06.2020).
2. ThomsettRob. Extreme project management. M.: Lori, 2013.
3. Tsvetkov A. V. Project Management. Handbook for Professionals / Ed. A.V. Tsvetkova, V.D. Shapiro. M.: Omega-L, 2010.
