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13TECHNICAL SCIENCES
ON THE ORGANIZATION OF THE STRUCTURE OF INNOVATIVE DEVELOPMENTS MANAGEMENT WITHIN THE FRAMEWORK OF PROJECT-ORIENTED COMPANIES
Malaksiano M.
PhD, Head of Department of Technical Cybernetics and Information Technology R.V. Merkta Odessa National Maritime University, Odessa, Ukraine
Abstract
The purpose of the work is to create a model of the management structure of a project-oriented company, which makes it possible to realize the advantages of both classical project management methods and Agile methods. A model of the company's management structure has been proposed, within the framework of which the parallel functioning of several departments using common resources, but at the same time based on conceptually different approaches to organizing the management system, is developed. To implement such a management structure, it is proposed to use a separate subdivision of a project-oriented organization in the work - the so-called "project incubator", within which it is planned to manage innovative developments at their initial stage.
Keywords: innovations; research projects; Agile; project incubator.
Introduction
The introduction of innovative technologies is the main driver of enterprise development in modern conditions of high competition and mobility of capital and resources. However, effective and sustainable development of enterprises aimed at active search, development and implementation of innovations is impossible without the development of an appropriate internal organizational structure of these enterprises. Currently, the management system of many companies is not sufficiently adapted to effectively implement innovations. And the problem here is not that the administration of these companies does not understand the need for innovation, is overly conservative, is committed to old management methods or, due to their subjective experience and limited perception, is not always able to identify opportunities and, at the same time, is inclined to exaggerate the risks that inevitably accompany almost any innovative change. The availability of the necessary resources, personal experience, the ability to perceive new ideas, motivation, moral, business and leadership qualities of the leadership and team of specialists are of great importance for the successful implementation of innovative projects, but in many cases this is not enough. The problems associated with the effective and sustainable development of innovation-oriented companies largely have objective reasons that are associated with the choice of the organizational structure of the enterprise. Nowadays, methods and practices of project management, which are commonly called Agile [1, 2] methods, are becoming more widespread. Such methods have been developed and widely used in practice, since they are the most effective for organizing a management system for innovative projects. The classical approach to project and program management is focused on the fact that the main goals, necessary resources and processes that are planned to be implemented within the project can be identified and accurately assessed at the initial stage of project implementation. Therefore, it seems possible to structure in
sufficient detail the phases of the life cycle of the project being implemented, to select the optimal management structure, within which the goals, roles and responsibilities are precisely defined, as well as to accurately estimate the necessary resources and time limits for all stages of the project, indicate intermediate and main results, possible risks, etc. With this approach to project and program management, as a rule, a vertical management style is implemented. The classic approach to project and program management has many undeniable advantages. This approach can deal effectively with large-scale project and program management. However, this approach is based on strict management methods and therefore is not the most suitable for the implementation of innovative projects.
The use of Agile methods, on the other hand, is more of a horizontal management style. Such methods tend to be developed incrementally or iteratively. Agile methods allow to manage projects for which there is no way to accurately formulate a goal and indicate the exact ways to achieve it at the initial stage of implementation [1, 3]. At the same time, the means of achieving the project goal and even the project goal itself can be specified and changed after each iteration. Unlike the classical approach to project management, when using Agile methods, making a large number of changes during the course of the project is not associated with significant difficulties and in most cases is even encouraged.
The issues of sustainability of project management, taking into account modern methodologies, practices, knowledge and future trends in the field of project management are analyzed in work [2]. Articles [3, 4] describe the creative potential, the problems of its formation, development and effective use in the development and implementation of the strategy of innovative development of Ukrainian enterprises, as well as suggest and explore mechanisms for assessing the competence of project managers for their development based on global trends and flexible methodology Agile.
The works [5-7] are devoted to the development of algorithms for the selection of candidates for IT projects, as well as the construction of decision-making systems using modern software that supports the automation of reporting and management. The works [811] are devoted to models and methods of project management in the field of logistics and organization of transport systems in the face of fluctuations in demand, as well as to the issues of traffic distribution management in infocommunication networks of critical infrastructure systems. Issues related to the road map of enterprise development and the management of integration risks in projects of multimodal complexes are discussed in [12, 13]. The works [12-16] are devoted to the development of methods for forming the architecture of innovative programs and the use of innovative risk-oriented project management mechanisms in transport systems.
Purpose and objective of the study
The solution of the problem of building such architecture of the management system of an innovation-oriented organization, within which the advantages of both classical project management methods and Agile methods could be realized, is of great practical interest. The aim of this work is to develop a model for organizing the company's management structure, within which it would be possible to implement the parallel operation
of several departments that would use common resources, but at the same time could be based on conceptually different approaches to building a management system. To implement such a structure, this work proposes the development of a "project incubator" - a structural unit of a project-oriented organization, within which the management of innovative developments at their initial stage is implemented.
Statement of the main research material
To introduce innovative technologies in companies in which, for a number of objective reasons, project management is based on the use of classical management methods, we propose to make a change in the management structure of these companies. Namely, we propose to allocate an additional unit in the management structure of such companies, one of the main tasks of which is to create the necessary infrastructure for searching, identifying and maturing innovative products and technologies to the point where they could be implemented within the framework of a new R&D project. Hereinafter, this unit will be called the "project incubator". In addition, the proposed unit can deal with technological benchmarking, testing new technologies and approving teams of specialists to work according to new technological standards. A conceptual model for managing R&D projects using an incubator is shown in fig. 1.
Fig. 1. Conceptual model of a project management system in a company using a "project incubator"
According to the model shown in fig. 1, most ordinary projects are initiated according to the standard scheme: the project and program management office, interacting with potential stakeholders of a future project, analyzing the current state and possible future changes in the environment, assesses the potential benefits and risks associated with the implementation of this project, and based on this evaluation, a decision is made to allocate own resources, investors' resources and attract borrowed funds for the start and implementation of the project.
In cases where the possibility of producing an innovative product or introducing new technologies is being considered, it is impossible to give accurate estimates of the results of project implementation. Therefore, such projects cannot be accurately planned, and the risks associated with the implementation of such projects are too great. So, before starting work on such projects, it is advisable to create a research team, the main task of which would be to analyze and study the potential possibilities of innovative products or technologies and their maturation to the point where the uncertainty will be reduced to such a level that it would be possible to initiate an R&D project implementing these innovations, or have sufficient grounds to postpone or even abandon these innovations. The project incubator is the subdivision in the company's management system within which the work performed by such research teams is managed and coordinated, and their integration into the overall management system. The teams working in the project incubator can consist of both employees of the company within which it is planned to create this project, and of involved specialists.
On the one hand, potential R&D projects sent to the incubator for "maturation" must be consistent with the goals and mission of the company. In addition, such research uses company resources, sometimes quite significant ones. Therefore, the management of research in an incubator must be actively coordinated with the overall organizational structures of the company. On the other hand, innovative research often requires approaches that may differ significantly from the management and reporting methods that are usually practiced in the company. Such innovative research requires considerable freedom and independence. Therefore, to implement these opposite conditions, it becomes necessary to develop special approaches to organizing a management system within the so-called "project incubator" and its integration into the organization's management structure.
Agile management techniques have proven to be effective for a project in which there is no way to accurately define goals at the initial planning stage. It is Agile methods that in most cases can become the basis for
organizing a management system within a project incubator. An iterative approach to development allows you to assess the maturity of an innovative project and adjust the direction of research after the end of each iteration.
New technologies that have matured in a project incubator can be further implemented in the framework of very large R&D projects. However, at the stage of research carried out in the incubator of projects, it is advisable to conduct all research within the framework of small independent, autonomously working teams of professionals. If working on a new technology requires a large amount of work that requires the involvement of a large number of specialists, then you should make every effort to structure the research so that each part of it can be carried out relatively independently by a small team of developers.
In ordinary projects, most of the communication within the project team is formalized, many documents are standardized, therefore, as a rule, the entire workflow can be effectively implemented within the framework of information integrated workflow systems that allow clearly structuring the responsibilities, powers and levels of access to data for most members of the project team. Due to the possibility of clear structuring and formalization, it is possible to ensure the efficiency of simultaneous work on a project by a large number of people. This is due to the fact that work related to the study of new technologies has a high degree of uncertainty, which does not allow structuring the implementation of research work. Attempts to overly formalize communication within the research team may even hinder work. Currently, for such work, cloud storage is widely used with the implementation of shared access and the work of all team members on project documents. With this approach, an increase in the project team is associated with deterioration in manageability and the emergence of problems with communications. Therefore, the coordination of work carried out inside the project incubator is a certain problem. One of the most effective tools for such coordination can be the use of SCRUM with synchronized cycles and effective organization of SCRUM sprints.
The production of an innovative product or the introduction of new technologies at different stages of work may require significantly different, in some aspects contradicting each other, management methods. Therefore, in our opinion, it is advisable to implement these different management methods within the framework of various structural divisions. Table 1 shows a comparison of approaches to organizing a work management system within a project incubator and within a portfolio or program of R&D projects.
Table 1
Comparison of approaches to organizing a work management system within a project incubator and within a __portfolio or program of R&D projects_
Organization of a research management system within the project incubator Organization of an R&D project management system within a portfolio or program
Mission Identify the maximum capabilities of a new product or technology and evaluate their characteristics with an acceptable level of error, gain new knowledge, improve the professional level and experience of specialists. Maximize the integral effect of the project in accordance with predetermined project goals, minimize possible risks.
Command The research team is made up of a small number of highly motivated, self-disciplined professionals capable of creative research work with high professional and personal demands. The number of project team members can range from small to very large. The professional and personal requirements for each team member correspond to the clearly defined role that the team member fulfills.
Communication Most of the transmission of information may not be formalized. Using cloud storage with the implementation of sharing and work of all team members on project documents. Most of the information transfer is formalized.
Regulations A significant part of information is transmitted in the process of interpersonal communication. Using an integrated document management system.
Changes The research group is as free as possible in the choice of methods, methods and intermediate research objectives. Only the direction of research has been fixed. Responsibilities and powers of team members are redistributed in the process of work, based on current expediency. Everything is regulated by the terms of reference, project charter, work execution plan and a number of other documents.
Management style Work plans are constantly changing. Changes can be very significant; they are welcome and are taken into account at any stage of the research. The goals are refined and agreed upon as the work progresses. The research plan and the mandate of the executors are constantly being adjusted in accordance with the current feasibility. The responsibilities and authorities of team members are clearly defined.
Relationships within the team Horizontal control. Project goals and plan are not subject to change. Registration and control of changes is required. The increase in the number of changes always negatively affects the effectiveness of project management.
Attitude towards resource use Significant internal self-organization of the team. Vertical control. The actions of each team member are largely regulated by project documentation and very specific tasks set by the management.
Risk attitude Effectiveness of work significantly depends on the degree of openness, the level of trust between team members and the ability to communicate on an interpersonal level. Therefore, a sense of comfort, a constructive emotional mood and the motivation of team Relationships within a team can be largely regulated and formalized. Therefore, openness and mutual trust between team members is highly desirable, but not critical, if it does not interfere with the performance of each team member of their functions.
members are extremely important.
Knowledge and experience Much fewer resources, compared to the R&D project, into which this research could potentially develop. The priority goal is to identify as many opportunities as possible using all available resources. The goal of saving resources, as a rule, is not set. The The allocation of resources is planned at the beginning of the project, based on clearly defined project objectives. At the same time, one of the main tasks of planning and project management is to achieve the set goals using a minimum of resources. At the level of pro-
52 The scientific heritage No 53 (2020
fastest possible reallocation of available resources between the performances of certain tasks at the discretion of the research team. Almost complete lack of external control over the current use of available resources. The research team has no authority to raise additional resources on its own. The allocation of additional resources can only be accepted at the level of the company's board of directors or the program and project management office. ject management, it is possible to make decisions on the redistribution or attraction of certain volumes of additional resources in agreement with sponsors and stakeholders in compliance with formal procedures and using special methods of change management. Continuous internal and external monitoring.
The creation of project incubators is advisable for companies aimed at creating innovative products or services. In the initial stages of working on an innovative product, the level of uncertainty is usually too high. At this stage, it is impossible to estimate with sufficient accuracy the potential costs and revenues associated with the implementation of the product or service in question, and effective management of such projects cannot be implemented using standard methods that are accepted within the project and program management office of a given company. The main function of the project incubator is to create such conditions and use such management methods that are most effective to ensure the early maturation of innovations - that is, to obtain additional information about the properties and possibilities of creating the considered innovative product or service, sufficient to ensure that on the basis of this information it would be possible to initiate an appropriate R&D project and its further implementation using the company's standard management methods.
Conclusions
The paper proposes a model of the management structure of a project-oriented company, within the framework of which it is assumed the parallel functioning of several departments using common resources, but at the same time based on conceptually different approaches to building a management system. To implement such a structure, it is proposed to use a separate subdivision of a project-oriented organization - the so-called "project incubator", within which it is supposed to implement the management of innovative developments at their initial stage. The proposed model of the management structure of a project-oriented company allows to realize the advantages of both classical project management methods and Agile methods.
References
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БЕЗПЕЧН1СТЬ УЛЬТРАФЮЛЕТОВИХ ЛАМП В СИСТЕМАХ Б1ОЛОГ1ЧНОГО ВПЛИВУ
Семенов А.О.,
доцент кафедри товарознавства, бготехнологИ] експертизи тамитно'1 справи, к.ф.м.н.
Полтавський унгверситет економжи i торггвлг ORCID: http://orcid. org/0000-0003-3184-6925
Дуган О.М.
декан факультету бiотехнологiï i бютехнти, професор, д.б.н.
Нацюнальний технiчний утверситет Украши «Кшвський nолiтехнiчний iнститут iменi 1горя Скорського»
SAFETY OF ULTRAVIOLET LAMPS IN BIOLOGICAL INFLUENCE SYSTEMS
Semenov A.,
Associate Professor, Ph.D.
Department of commodity, biotechnology, expertise and customs
Dugan О.
Professor, Doctor of Biological Sciences National Technical University of Ukraine «Igor Sikorsky Kyiv Polytechnic Institute»
Анотащя
В робот проведено аналiз впливу ультрафюлетового випромшення на людину, що генеруеться квар-цовими лампами, чинних нормативних докуменлв, що встановлюють вимоги до ламп та лампових систем. Дослвджеш зразки ламп низького тиску типу ЛЭ30, що використовуються в системах фотобюлопчного впливу. Проведет вимiрювання еритемно! ефективносп та встановлена група ризику.
Abstract
The paper analyzes the impact of ultraviolet radiation on humans generated by quartz lamps, the current regulations that establish requirements for lamps and lamp systems. Samples of low-pressure lamps of the LE30 type used in systems of photobiological influence are investigated. Erythema efficacy measurements were performed and the risk group was established.
Ключов1 слова: УФ-опромшешсть, фотобюлопчна безпечшсть, доза, дiапазон довжин хвиль.
Keywords: UV exposure, photobiological safety, dose, wavelength range.
Постановка проблеми
Одним Í3 важливих факторiв навколишнього середовища, що суттево впливае на оргатзм лю-дини е ультрафюлетове випромшення (УФ) [18], що позитивно впливае на ïï життедiяльнiсть, забез-печуючи шактивацш мiкроорганiзмiв в рiзних бю-
лопчнт середовищax: знезараження води в плава-льнт бaсейнax [16], при вирощyвaннi риби в реци-ркyляцiйниx системax [10] при УФ-опромiненнi на-сшня [8] i т.д.
Енергп УФ-випромiнювaння, що досягае зем-ноï поверxнi достатньо для того, щоб викликати
