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11TECHNICAL SCIENCES
ПРАКТИЧН1 1НСТРУМЕНТИ МЕТА-МЕТОДОЛОГП УПРАВЛ1ННЯ ПРОЕКТАМИ.
ОРГАШЗАЦШНИЙ КОМПОНЕНТ
Тесля Ю.М.
Кигвський нацгональний утверситет гменг Тараса Шевченка, м.Кигв, декан факультету тформацтних технологш
Сгорченков О.В.
Кигвський нацгональний утверситет гменг Тараса Шевченка,
м.Кигв, доцент Хлевна Ю.Л.
Кигвський нацгональний утверситет гменг Тараса Шевченка,
м.Кигв, доцент
PRACTICAL TOOLS OF META-METHODOLOGY OF PROJECT MANAGEMENT.
ORGANIZATIONAL COMPONENT
Teslia I.M.
Taras Shevchenko National University of Kyiv, Kyiv, Dean of information technology faculty Yehorchenkov O. V.
Taras Shevchenko National University of Kyiv, Kyiv, associate professor Khlevna I.L.
Taras Shevchenko National University of Kyiv, Kyiv, associate professor
АНОТАЦ1Я
Статтю присвячено розробщ практичних шструменлв мета-методологи управлшня проектами в оргашзацшнш сферг Показано, що впровадження методологш управлшня проектами в практику дiяльностi проектно-орieнтованих тдприемств потрiбно розглядати як проект, який вимагае управлшня у вщповвдносп з деякою специфiчною методологiею - мета-методолопею управлiння проектами. Запропоновано концепцш побудови органiзацiйного компоненту проекту впровадження методологи управлшня проектами. Сформульовано етапи та задачi цього проекту. Показано, що оргашзацшний компонент проекту впровадження МУП мае двi складовi - статичну (продукт проекту), та динашчну (органiзацiйна структура проекту). Запропоновано структуру цих складових. Наведено схему шщмцд проекту впровадження МУП на проектно-орiентованому пiдприемствi. Запропоновано структуру робiт i результапв проекту впровадження МУП.
ABSTRACT
The article is devoted to the development of practical tools for project management meta-methodology in the organizational field. It was shown that the implementation of project management methodologies (PMM) in the practice of project-oriented enterprises should be considered as a project that requires management in accordance with a specific methodology - project management meta-methodology. The concept of constructing of organizational component of the project of implementation of project management methodology was proposed. The stages and tasks of this project were formulated. It was shown that the organizational component of the PMM implementation project has two parts: static (project product), and dynamic (project organizational structure). The structure of these components was proposed. The scheme of initiation of the PMM implementation project on the project-oriented enterprise was given. The structure of works and results of the PMM implementation project was proposed.
Ключовi слова: шструменти мета-методологи управлшня проектами, оргашзацшна структура, рольовi функци управлшня проектами
Keywords: tools of project management meta-methodology, organizational structure, project management role functions
1. Introduction
The success of projects depends largely on management tools that are created by many generations of scientists and practitioners and which we relate to project management methodology. One of the functions of the project management methodology is the selection and adjustment of tools to the enterprise
environment. These tools include the knowledge and ability of managers to perform procedures and functions, management techniques, methods and tools for implementing management functions. The management toolkit is aimed at continuous development and covers both traditional and modern tools. The literature outlines: organizational, technical,
financial, and methodological tools. These tools are commonly used in project management. Organizational tools play an important role among the classical project management tools in meta-methodology, since they embody the functioning of other tools, such as technical, financial and methodological ones. They create the foundation for both classical and innovative tools for managing projects related to the work of human resources and their management, with the processes of forming the organizational structure of the company, the definition of role functions, outsourcing, benchmarking, reengineering.
The implementation of these classes of PMM tools is a complex project. For its implementation, it is proposed to create a special methodology - project management meta-methodology (PMMM) which is oriented on implementation of PMM tools. In the context of the proposed project management meta-methodology, it is necessary to develop such tools that ensure that the processes of management and implementation of projects with the highest probability yielded the desired result.
2. Literature review and problem statement
The features of the use of PMM tools are presented in papers 1 - 3. The problem of choosing PMM tools is presented in [4 - 6]. In the paper [4, 5] it was analyzed and evaluated tools for a number of project characteristics (area of use, project size, risks of problems, complexity of implementation, intensity of resources using, frequent changes in the project, support for changes in the content of the project, support for project reporting, document flow system, use of information technologies, accumulated experience and the formation of technological maturity, process approach, scenario approach, project approach). The choice of tools based on the information analysis is presented in [6]. The authors of the papers [7, 8] suggest using the union of the best tools of the PMM. The issue of implementation of PMM tools is presented in [9], but in this paper, the component related to the organizational structure of the enterprise is missed. Since the project of implementation of PMM tools is much wider than their choice, it covers a range of tasks from the implementation of ideology, formalization of procedures for collecting and storing management information to make changes in the organizational structure of management and redistribution of responsibilities. Therefore, it is advisable to formulate scientific and practical features of constructing an organizational component of the project of the implementation of PMM tools.
4. The main material of the study.
One of the main tasks of the PMMM is to direct the project management tools and mechanisms to implementing project management methodologies in project-oriented enterprises in order to obtain the maximum project results with limited resources. In the question of the transition of a project-oriented enterprise to the use of project management methodologies one can distinguish two main problems [10]:
1. How to properly formulate a project management methodology and a set of its tools under the conditions of a specific enterprise and how to implement a project for its implementation - the creation of a specified project management methodology (SPMM)?
2. How to influence the project-oriented enterprise, its employees, on the level of technological maturity, on training staff for preparing to switch for the using of PMM, so that the project of its implementation was successful?
These issues are solved in the process of the project of PMM implementation. From the point of view of constructing the organizational component of such a project, the first problematic issue is solved in the field of static organization (project product), the second - in the field of dynamic organization (the organization of the PMM implementation project) (Fig. 1).
Consider these two organizations.
1. A static organization combines the organization of project management, methodological component and project management information technology
1.1. Project management organization. As part of the project management organization, the main thesis is that the staff solves EVERYTHING! One cannot talk about the success of the project, if there are no professionals, or if they are poorly organized. One of the conditions for a successful implementation of the projects is the staffing, professional support of all project activities. The reasons for the rising of professional project structures are the growth in the scale, cost and number of projects underway. At the same time the Customer becomes difficult to navigate and be competent in all matters related to the preparation and implementation of projects. Therefore, the typical desire of the Customer is to entrust project organization and management work to a specialized structure that professionally is able to use methods and tools for managing projects that has access to all necessary information and will make key managerial decisions.
1.2. Project management methodology. Methodology includes a description of business processes, rules, regulations, instructions, methods and methods for solving project management tasks. It is a product of the development team which is outsourcing team. Implementation take place in the process of project execution.
1.3. Project Management Information Technology (PMIT). Must be based on one of the project management software products. On the basis of which it is necessary to develop a number of addons that implement highly specialized tasks in project management. The process of development and implementation should be ensured by the activities of the PMIT development team.
2. Dynamic organization in the PMM implementation project. Figure 1 shows that the dynamic organization of the PMM implementation is carried out within the functions of project administration. Consider the main components of such an organization.
2.1. Project initiation. The process of implementing the PMM should start with the initiation of the PMM implementation project. Let's consider it in more detail.
The project of the PMM implementation should be initiated by the President, Vice-President, Executive Director, heads of structural subdivisions. The project should be aimed at the development or modernization of the enterprise or its structural subdivision by changing the organizational structure, functions, representative properties, methods, technologies and management systems.
Characteristics of the PMM implementation project is presented in Table 1, the scheme of initiation - in Fig. 2. The PMM implementation project is initiated if it requires the participation of other structural units of the company in the execution of this project works. If activities are carried out within a single unit then the PMM implementation project may not be initiated. In
this case, enough rights and powers of the head of the unit for its implementation (all participants are in his subordination).
The PMM implementation project is initiated to obtain the authority to manage company employees working in other departments whose participation is required in this project. The management of such participants is carrying out either through their inclusion in the project management team (in this case, they enter into the functional subordination to the project manager), or through the plan approved by the executive director. The timing of the procedures when initiating the PMM implementation project is determined on an individual basis.
The control over the implementation of the scheme of initiation of the PMM implementation project should be relied on by the Deputy Executive Director of Project Management.
Table 1
Characteristics of the PMM implementation project
№ Characteristic Comment
1. Project name PMM implementation project
2. Subdivision - Project owner In accordance to Organization Structure. But not below the department, center, or an independent division.
3. Project Manager Deputy Executive Director of Project Management
4. Project Management Team Division managers responsible for individual project components
5. Project Team Project Work Performers
6. Project Control Back Office
7. Development of task orders Back Office
8. Project Time Frame From schedule plan
9. Project Budget From budget plan
10. Description of Project Results Specified Project Management Methodology
11. Project Initiation Request Filled by the Initiator and sent to Back Office
12. Procedure of project deliverables acceptance Pointed in the Project Initiation Request
13. Project Goal Increasing the effectiveness of project management in the company
14. Project Objectives Implement the organization, methodology and technology of project management
15. Responsibility Assignment Matrix Who (Project Management Team) is accountable for what (WBS nodes) in the project
2.2. The main tasks of the dynamic organization of the PMM implementation:
2.2.1. In the context of the organizational structure it is necessary:
• to create a rational organizational structure;
• to organize human resources (formation of project teams, selection of contractors and other project participants, organization and coordination of implementation of works on project execution);
PMM implementation project
Dynamic organization
Management of
PMM implementation
Staff selection
Staff training
Structural and functional organization
procedures, regulations, rules
Development of PMM im-plementa-tion project
Information standard
Execution of PMM im-plemen-tation project
■-------1
I PMM con- i I figuration i '______I
Project en- Project com- Regulated in- Monitor- System plan- System System
gineering ponents formation inter- ing ning and task budgeting resources
(risks, pro- actions management manage-
curements) ment
Fig. 1. Structure of the work and results of the PMM implementation project
1. Proposal of the Initia- 2. Preparation of the Di- 3. Preparation of the pro-
tor on the project start Directorate, Head of -► rectorate decision for project initiation -► posal for the project manager candidature
Structural Subdivision
PMO Initiator
—► 7. Project Plan development —Project Manager, PMO,— —► 8. Project plan agreement -► 9. Project plan approval
Project Management Team Functional Managers Executive Director
10. Project Management Project Manager
Fig. 2. Scheme of the PMM implementation project initiation
• to create a system of continuous training and control over the professional level of project teams;
• to participate in the development of the proj ect concept and the provision of advisory assistance to the customer;
• to meet the information needs of all project participants;
• to control, analyze and regulate the state of the project at all stages of its implementation;
• to create a positive image of the PMM among the staff.
Organizational and functional structures should be developed in the charter of each project and implemented in the process of project implementation. As a result of the PMM implementation project a project management office (PMO), as the responsibility center for project management results, should be created.
The organization of human resources is to build a human resources capacity for project activities based on the recruitment of professional project managers and
training them in a specified project management methodology.
The organization of training is carried out in the following way: the head of the enterprise assign responsible person in each department with which the team of the project will work directly. The project team should be responsible for the training of the responsible person in the department, and responsible person - for other employees involved in the project.
It is expedient to develop the concept of a project according to the type of agile methodologies, when, at the end of each iteration, meetings are held, where, as a rule, a re-evaluation of the project product is carried out and the customer specifies its requirements.
The organization of satisfaction the information needs of all project participants is to use the enterprise information system of enterprise information and project management (PrimaDoc) [10].
The control, analysis and regulation of the project state at all stages of its implementation should be based
on obtaining information on the implementation of SPMM and providing the information influence on the process of SPMM implementation. In the process of implementation, project team will assess the progress and, if necessary, make adjustments of project objectives. If selected influences do not ensure the implementation of the target SPMM, through the feedback it is necessary to select additional influences
The formation of a positive image of the PMM is to organize the company's policy, namely the formation of a business strategy in the field of project management and implementation of the statute of the enterprise management.
Proceeding from this, it is more profitable not to take managers for a position in project management teams, but to appoint them to permanent positions in the company's subdivisions (for example, to the post of project and program manager in the project office) to assign them to different roles in each individual project.
2.2.2. In the context of the methodology ofproject management, it is necessary:
• to develop and implement of a business-oriented project management standard.
• to create a professional distributed project planning system, based on modern methods.
• to create a system of project monitoring, which allows receiving timely, complete, accurate information on the progress of projects and timely response to the deviations in them.
• to use the document management system, which will allow to deliver task (requests) promptly to performers [10].
• to develop economically profitable for business and stimulating production accounting system of physical volumes of work, consumed material and technical and financial resources, labor and salaries.
2.2.3. Within the framework of creation ofproject management information technology, it is necessary:
• to develop and implement project management information technology (PMIT), which allows solving in an automated mode the tasks of planning, monitoring, accounting, budgeting and formulating in the process of solving these tasks the information standard of business.
• to create such a system of project informational support, which will allow to display timely, actual, complete information about necessary actions in the projects in the means of PMIT.
• to create a system of information interaction in the project processes, which allows in an automated mode to provide a formalized information exchange between the project participants [10].
Responsibility for solving planned tasks rests with the project manager of the PMM implementation.
The tools for solving the presented tasks should be: the project management center, the knowledge base accumulated in the project management methodology, project planning (network and critical chains) and monitoring (mastered) methods, general managerial skills, instrumental project management tools. In addition to the tools for solving the presented tasks, it is necessary such conditions as: the interest of the enterprise's
CEO's in the results of the PMM project implementation, the trust of managers and specialists working in the enterprise to employees involved in the PMM implementation project.
Conclusions
Proceeding from the fact that the implementation of project management methodologies in the practice of enterprises is a complex project, it is proposed to create a focused-on implementation special methodology -project management meta-methodology for its implementation. The organizational component of such a methodology is highlighted. It is shown that the organizational component of the PMM implementation project has two components: static (project product), and dynamic (project organizational structure). The structure of the organizational component of the PMM implementation project is proposed. The key roles and areas of responsibility of the project manager and project team members for implementing the PMM are highlighted. The scheme of initiation of PMM implementation project on the project-oriented enterprise is given. It is proposed the list of works that should be executed in the PMM implementation project in the context of three components of the project management system - organizational, methodological and technological.
The implementation of the presented principles and schemes of management of the PMM implementation project will allow a systematic approach to the issue of reorganization of project-oriented enterprises in order to increase the effectiveness of project and program management.
References
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ВЛИЯНИЕ ВОЗДЕЙСТВИЯ ВЫСОКИХ ТЕМПЕРАТУР НА СВОЙСТВА РЕМОНТНЫХ РАСТВОРОВ С АКТИВНОЙ КРИСТАЛЛИЧЕСКОЙ ДОБАВКОЙ
Брожовски И.
Строительный факультет, Технический университет Брно, Чешская республика, доц., к.т.н.
Жижкова Н.
Строительный факультет, Технический университет Брно, Чешская республика, доц., Ph.D.
EFFECTS OF EXPOSURE TO HIGH TEMPERATURE ON PROPERTIES REPAIR MORTAR WITH ACTIVE CRYSTAL ADDITIVE
Brozovsky J.
Faculty of Civil Engineering, Brno University of Technology, Czech republic, Assoc. Prof., Ing. Ph.D.
Zizkova N.
Faculty of Civil Engineering, Brno University of Technology, Czech republic, Assoc. Prof., Ing. Ph.D.
АНОТАЦИЯ
Активные кристаллические добавки используются для повышения водонепроницаемости бетонов и ремонтных растворов. Приводятся результаты исследований, направленных на изучение свойств ремонтных растворов с активной кристаллической добавкой и с полипропиленовой фиброй при воздействии высоких температур. При темперартурах 400оЦ и выше происходят изменения во внутренней структуре растворов, которые проявляются снижением объемной массы, прочностей на растяжение при изгибе и на сжатие и параметров ультразвукового метода. Исследования показали, что хотя ремонтные растворы с активной кристаллической добавкой повышают ее водонепроницаемоть, но оказались менее устойчивыми при воздействии высоких температур по сравнению с растворами с активной кристаллической добавкой и полипропиленовой фиброй. Ультразвуковой метод используем для оценки изменений внутренней структуры ремонтных растворов, подвергнутых воздействию высоких температур.
ABSTRACT
Active crystalline additives are used to improve the waterproofness of concrete and repair mortars. The results of studies aimed at studying the properties of remiontic solutions with active crystal additive and with polypropylene fiber under the action of high temperatures are presented. When exposed to high temperatures 400oC and higher, changes occur in the internal structure of solutions, which are manifested by a decrease in the bulk density, tensile strength during bending and compression, and parameters from the ultrasonic method. Studies have shown that although repair mortars only with an active crystalline additive increase its waterproofness, but they are less stable when exposed to high temperatures.
Ключевые слова: ремонтный раствор, активная кристаллическая добавка, полипропиленовая фибра, высокая температура, прочность, ультразвуковой метод, скорость ультразвука, динамический модуль упругости.
Keywords: repair mortar, active crystalline additives, polypropylene fiber high temperature, strength, ultrasonic pulse method, velocity, dynamic modulud of elaticity.
Введение
Ремонтные растворы применяются для восстановления поврежденных бетонных и железобетонных конструкций. Как правило, используются материалы, состоящие из вяжущего, заполнителя, воды и добавок. Существует широкая шкала растворов в зависимости от требований по ремонту бе-
тонных и железобетонных конструкций. Выбор исходит из меры их повреждений, условий эксплуатации, возможных технологических приемом и т.д. Самые распространенные ремонтные растворы с вяжущим на основе портландского цемента и в виде заполнителя используются природные материалы, имеющие определенный зерновой состав. В
