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119УПРАВЛЕНИЕ ПРОЕКТАМИ: ОСНОВНОЙ КОНТЕНТ И ЭТАПЫ ПРОЕКТНОЙ ДЕЯТЕЛЬНОСТИ
PROJECT MANAGEMENT: MAIN CONTENT AND STAGES OF PROJECT ACTIVITY
УДК 316.3
Аржанухин Сергей Владимирович, доктор философских наук, профессор
Профессор кафедры человеческих ресурсов,
Российская Президентская Академия
Национальная экономика и государственное управление
Россия, Екатеринбург
Мандровицкая Мария Евгеньевна,
студентка 4 курса,
факультет «Экономика и управление» Российская Президентская Академия Национальная экономика и государственное управление Россия, Екатеринбург
Arzhanukhin S. V., Doctor of Philosophy, Professor
Professor of Department of Human Resources,
The Russian Presidential Academy of
National Economy and Public Administration
Russia, Yekaterinburg
Mandrovitskaya M.E.,
undergraduate student, 4th year,
faculty of «Economics and management»
The Russian Presidential Academy of
National Economy and Public Administration
Russia, Yekaterinburg
Аннотация: Статья посвящена механизмам управления проектной деятельностью. Особое внимание уделяется общению с заинтересованными сторонами. Указывается на необходимость учитывать качество человеческого капитала и участников проекта для снижения проектных рисков.
Abstract: The article is devoted to the mechanisms of project activity management. Special attention is paid to communication with stakeholders. The need to take into account the quality of human capital and project actors to reduce
project risks is indicated.
Ключевые слова: управление проектом, программа, проект, процесс, заинтересованная сторона, риски проекта.
Key words: project management, program, project, process, stakeholder, project risks.
The basic document defining the specifics of project activities, its stages, and the content of each stage is the national standard of the Russian Federation GOST R 54869-2011 "Project management. The requirements for project management". A project is defined as "a set of interrelated activities aimed at creating a unique product or service under time and resource constraints".
The key features of the project are highlighted: it is an enterprise that has time, cost and resource constraints; it is a unique process aimed at obtaining a unique specific measurable result; it is a process consisting of a set of interrelated, mutually dependent and coordinated actions; it is a process that meets the established requirements.
The German project management standard DIN 69901 emphasizes that a project is an enterprise characterized by unique conditions in their totality. It is specified that the "uniqueness of conditions" includes: setting goals, time, financial, human and other restrictions, differentiation from other intentions, and the type of organization specific to a particular project.
The difference between projects and programs is in the features of obtaining the final result. A program is a number of projects that are united by a common goal. The program is always aimed at a qualitative change in the state of the enterprise (intent). The achievement of social and economic results and the emergence of unique effects are significantly remote from the implementation stage of the program. There is a significant time lag between the completed program and its results. The project is strictly regulated by deadlines and the unique result should be obvious, visual, and relevant. The difference between a project and a process is that the project is always finite and has stable goals and limitations.
National standard of the Russian Federation GOST R 54869-2011 "Project management. The requirements for project management" has a "framework" nature and is a guide to action, but not the action project itself. Project management, according to the Standard, is characterized by the fact that management is focused on getting an immediate result after the project is closed. Therefore, the results of the project are obvious and can be clearly defined by the ratio of what was before the project and what was obtained as a result of the project. If the conditions of the project implementation scenario are preserved in the new temporary enterprise
(object, features of project management operations, features of value-target orientations of the project subject), then it is highly likely that similar results will be obtained when the project is repeated. The language for describing the project results should be as formalized as possible and clearly correspond to the norms and requirements previously agreed between the project participants and then declared.
The project results are evaluated taking into account the value-oriented project actions of various social groups that participate directly or indirectly in the project implementation, and social groups that do not participate in the project, but are interested in its results. At the same time, project results that meet pre-defined, agreed standards and requirements may be evaluated differently by project stakeholders, and the value consensus on the agreed standards and requirements may be violated. It can be a conflict of values, when the interests of some social groups are realized at the expense of leveling the values of others.
Any project is determined not only by the methodology and the framework of project implementation, but, above all, by the basic values of the temporary enterprise, i.e. the main question of why a particular project is being implemented. In this regard, a special place in evaluating the results of the project in temporary enterprises is taken by their compliance with humanistic values, and not only the values of the current socio-economic situation. The implementation of such projects should not be treated as a kind of experimental platform where you can try everything and everything is allowed. The fact is that project management of a temporary enterprise from a value point of view is an integral part of social management, and without a clear orientation to humanistic values, project activities can have disastrous consequences. There are no value-neutral projects. For this reason, a system of prohibitions is being introduced, the violation of which can lead to unpredictable economic, social, legal and spiritual consequences. In this sense, any project must pass a socio-anthropological examination. Moreover, the stated project values should not contradict the personal and group values of the project participants and project stakeholders. Value consensus in the project on basic, group and personal values is mandatory.
Project management is a type of organizing the joint activity. Let us list the features that characterize project management from the types of organizing the joint activity. These are: the common goal for project participants; common motivation; distribution of functions, combining roles and combining individual activities within the whole (project organization and project team); ranking of the project into stages and distribution of functions between project participants both within the project as a whole and at each of its stages; a strict sequence of actions and operations performed within the project in accordance with the project plan; a dedicated control
unit; orientation to a single end result; space-time constraints and the same quality of these restrictions. One of the main priority results of the project is the formation, reproduction and development of human potential and human capital.
Implementation of project management cannot be a total process in all enterprises (intentions). As with any innovation, there must be appropriate conditions for project management. The innovation environment is characterized by the presence of a novator who puts forward ideas and generates new knowledge, and an innovator who organizes activities based on these ideas. Novator and innovator are drivers of development, and they are inseparable as a condition of the innovation environment. The presence of an innovative environment is the defining moment of any innovative development, including the introduction of project management.
The innovation environment is understood as a set of mechanisms, tools, processes, infrastructure elements, and human potential that ensure innovation. Innovative activity commercializes the existing accumulated human potential and creates new or additional goods/services and goods/services with new qualities.
Both innovations and the innovation process are used for project management of impact objects. Innovation is the result, the idea of the project that has been identified. The innovation process is characterized by a consistent, i.e. gradual transformation of the project idea into the corresponding innovative product. The main thing is that project management expands the innovative capabilities of human potential and human capital.
The project is being built according to the standard scheme, and its main stages are: Recognition of the need for the initiation of the project (information gathering, advertising, marketing research); Determination of the project goal; Defining outcomes; Defining the target segment, which is focused on the project; Identification of expectations of project stakeholders, their interests, influence, responsibility (collection from these requirements); Development of the original concept; Determination of the composition and scope of the project; Development of the schedule; Determination project needs in resources; Development of budget and the project budget; Analysis of key risks and identifying ways to mitigate them; Defining key management team members, organizational structure, principles of interaction; Appointment of the head of the project, its coordination authority, the boundaries of liability; Determination of the list of elements for quality control and quality criteria, the definition of procedures and quality control technologies; Processes of project closure, final approval of the project results to the customer (signing of acts of acceptance, timesheet time tracking, invoices, exchange); Preparation and transfer of project documentation to the customer and to the archive, assessment of its quality and completeness; analysis of experience, extraction of
experience, exchange of experience; Evaluation of the work of project team members, distribution of incentives; Dissolution of the project team, return of personnel to departments, assistance in transferring personnel to other projects or positions; Preparation and issuance of orders formally completing the project.
Each stage of project activity is regulated by certain rules. We will not disclose each of the stages in detail. Let us focus on just a few. Thus, at the stage of initiation and when forming the project goal and its results, it is necessary to rely on indicators that are indicators of the performance of authorities, and they must meet the main criteria "4 C": clarity, completeness, complexity, consistency.
Also, when determining the goal and results of the project, it is necessary to focus on the "SMART" concept, according to which the goal must meet the following four criteria: be specific, measurable, achievable, relevant, correlated with a specific time (time-bound).
An important aspect of project activities is managing relationships with project stakeholders. This kind of management is based on managing the communications within the project. The core of all project communications is communication with stakeholders.
The regulatory framework for communicating with stakeholders is based on a number of international standards. Management of stakeholders within the framework of project management is presented in the international standard PMBoK 5 (Project Management Body of Knowledge — a set of knowledge on project management), the international standard ISO 21500:2012 "Guide to project management" and the national standard of the Russian Federation GOST R ISO 21500-2014 "Guide to project management". The last mentioned document in clause 3.8 "Stakeholders and organizational structure of the project" identifies such project stakeholders as the Project leaders, Project steering Committee or Council, Project supervisor, Customers, Employees, Project manager, Project management team, Project organization, Regulatory authorities, Project management office, Business partners, Suppliers, and Funding agencies. For successful implementation of the project, it is necessary to describe in detail the composition of stakeholders, their roles and areas of responsibility, as well as to convey this information to other project participants.
The standards contain recommendations on the formation of social reporting of the organization implementing the project. When preparing the report, it recommends using the method of business dialogue with project stakeholders.
Evaluation and selection of project alternatives is carried out by the main stakeholders, taking into account their significance for the project, and the project goal is also agreed with them.
Project performance indicators should be measured for each group of stakeholders separately, based on their interest and contribution to the project. The success of the project can be determined depending on the satisfaction of the stakeholders involved in the project. These positions can be implemented only if there are developed rules for working with stakeholders.
Interaction with stakeholders is carried out either at the level of documenting the details of the project, and then the subjects implementing the project, the project team, no longer communicate with stakeholders, or more often the interaction of the project team and stakeholders is carried out as necessary, the attitude to interaction is chosen more soft, flexible.
The procedural component of project activities is reporting, which is carried out in a clearly fixed time frame. All selected stakeholders must have access to the report, and the project creates a platform for communication between stakeholders on the project.
An important stage of project activity is to analyze key risks and determine ways to minimize them. A project risk is an uncertain event or condition that, if it occurs, has a positive or negative impact on at least one of the project goals, such as timing, cost, content, or quality (depending on the type of project).
In the national standard of the Russian Federation GOST R ISO 21500-2014 "Guide to project management" in p. 4.3.28, 4.3.29, 4.3.30, 4.3.31 the classification of risks, criteria for their assessment, methods of responding to risks and principles of risk management are given. However, there are a number of risks that can have a significant impact on the results of the project. These are: the reliability of statistics in the development and implementation of the project, the level of competence of the project participants themselves, the quality of human capital of the project environment, the degree of motivation of the project participants, etc. These issues of project management in terms of risks require further development and clarification.
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