CC BY
27ECONOMIC SCIENCES
THE CONCEPT OF PROJECT ACTIVITY OF ORGANIZATIONS IN THE PERIOD OF THE 9TH
TECHNOLOGICAL ORDER
Glushchenko V.
Doctor of Technical Sciences, Associate Professor,
Moscow, Russia
Abstract
The subject of the article is the concept of project activity of organizations in the period of the 9th technological order; the object of the article is the project model of organizations; the purpose of the article is to increase the economic efficiency of the implementation of innovative projects in the process of functioning of commercial and non-profit organizations; to achieve this goal, the following tasks are solved: the importance of the project approach in the activities of organizations in the period of the 9th technological order is studied; the project model of the organization is formed; the provisions of the general theory of project activity of organizations (project business, projectology) are being developed; a general algorithm for implementing and improving the effectiveness of innovative projects in the organization is being formed; scientific methods in this article are: methodology of science; theory of technological orders; theory of forecasting; methodology of modeling; historical and logical analysis; systematic approach; comparative and system analysis; scientific novelty of the article is associated with the development of methodology of project business (projectology), the formation of a project model of the functioning of organizations
Keywords: project, concept, organization, technological order, process, model, economy, efficiency, system, innovation, algorithm, decomposition.
Introduction. The relevance of this article is determined by the need to increase the economic efficiency of project activities of organizations. As a matter of priority, it is important to increase the effectiveness of projects:
first, projects for the development and implementation of new technologies into the practice of organizations that make up the technological basis of organizations in the 9th technological order;
Secondly, when implementing projects to introduce new technologies of the 9th technological order into products and production systems of previous technological orders. The following technologies can be considered new types of technologies in the conditions of the 9th technological order: neuro-technologies, information technologies, nanotechnologies, digitization technologies, resource-saving technologies; environmentally friendly technologies.
The hypothesis of the article is the assumption that the development of the concept of project activity of organizations (project business) in the conditions of the 9th technological order can increase the effectiveness of the practical use of the project approach (activity model) in the work of the organization in the commercial and noncommercial sectors of the economy and higher technical education.
The purpose of the article is to increase the economic efficiency of the implementation of innovative projects in the process of functioning of commercial and non-profit organizations.
To achieve this goal, the following tasks are solved:
- the importance of the project approach in the activities of organizations in the period of the 9th technological order is studied;
- the project model of the organization is being formed;
- the provisions of the general theory of project activity of organizations (project business, projectology) are being developed;
- a general algorithm for the implementation and improvement of the effectiveness of innovative projects in the organization is being formed.
The object of the article is the project model of the organizations' activities.
The subject of the article is the concept of project activity of organizations in the period of the 9th technological order.
The analysis of literature sources on the topic of this work shows that the project approach and the project model of organizations' activities are of interest to researchers [1; 2; 6-12]. Scientists strive to formulate a general theory of the project approach (projectology) in the activities of organizations [1, pp. 15-33; 2, pp. 2134]. At the same time, the model of organizations' activities affects: the system of financial and managerial accounting; the basic concepts of financial management of firms. In particular, we can talk about the validity of the concept of an infinitely continuing activity of an organization with a process (but not a project) model of the company's activity [3, pp. 91-93]. The following factors can influence the choice of the preferred model (process or project model) of an organization's activity: the essence of the technological structure to which the main activity of the organization belongs [4, pp. 65-82]; manifestations of crisis phenomena in the economy, the ratio of supply and demand [5, pp. 333 -354]; the attitude of public authorities to the application of the project approach in innovation [6, pp. 166-170]. The project or process model of an organization's activity should be considered as an important element of the ideology of doing business [7, p. 12-17]. Therefore, for effective management of an organization, it is important: to conduct a comparative analysis of process
and project approaches [8, pp. 91-96]; to know the specifics of project management [9, pp. 544-550]; to study and implement project management methods, to form requirements for the qualifications of project participants [10, pp. 45-50]. A new stage in project management can be considered: the creation of corporate project management systems [11, pp. 57-61]; the development of the project management software market [12, pp. 141-145]. An important role in improving the effectiveness of the project can be attributed to the study of management systems of organizations and their project activities [13, p. 2; 14, p. 170-195]. Innovative projects can be considered as structural elements of the strategic plan for the transition of organizations to a new technological way [15, pp. 30-46]. The scientific theory of the creation and management of project teams should play an important role in improving the effectiveness of projects [16, pp. 272-287].
The transition to the project concept of the organization's work may require: rebranding of such organizations [17, pp. 326-345]; making changes to the personnel policy of the organization [18, pp. 135-137]; improving the motivation system of the organization's personnel [19, pp. 95-98].
The ideology and model of the organization's activity should take into account the specifics of the new technological order [20, p. 17-40]. Synthesis of ideas of innovative projects is of great importance for the effectiveness of projects [21, pp. 99-118]. To prepare participants of innovative projects, it is better to use the project model of higher education [22, pp. 36-44].
The study of literary sources published in the Electronic Library indicates a decrease in publication activity on the subject of the process approach after 2009. Probably, this indicates a decrease in the effectiveness of the process model of organizations' activities in a crisis, an increase in the dynamics of changes in the external environment of the company.
At the same time, the analysis shows that the methodological problems of the project approach themselves have not yet been fully investigated. The theoretical uncertainty of the project concept (model) of organizations' activities makes it difficult to solve not only scientific, but also practical problems of using this model in the work of real organizations.
All this confirms the relevance, scientific novelty and practical significance of this scientific article (chapters of the monograph).
Method. The global crisis continues in the world due to the transition of the economy to the 9th technological order. The researchers note that the project approach is increasingly being applied in practice. This can be explained by the fact that the project method is a key organizational tool for introducing innovations into the practice of enterprises.
The concept of project activity of organizations in the period of the 9th technological order will be called a systematic view of the methods of ensuring the effectiveness of the organization's projects. When developing the concept of project activities of organizations, it is recommended to take into account the following.
Historical analysis of the global process of technological development allows us to identify nine technological orders. The technological order is understood as the systematic unification of such elements: the technological basis of organizations; forms of doing business; management methods; types of money and monetary relations; the degree of development of human rights; the world order [4, pp. 65-82]. The technological order is often identified as an economic object [23, pp. 3-29]. However, the system analysis shows that the technological order is not a purely economic object. The technological order (way of life) is a complex technogenic hierarchical system. Therefore, the technological order should be investigated within the framework of the theory of hierarchical systems [24, p. 12-17].
Most often, the new technological order is called the sixth. However, with this approach, only the period of capitalist development is studied [23, pp. 3-29]. It is more correct to investigate the entire history of technological development of mankind. The appearance of a new type of propulsion system is considered a sign of the emergence of a new technological order. With this approach, 9 (ten) technological orders (structures) can be distinguished in the history of technological development of mankind [25, pp. 59-73].
These are such technological orders. The first (1st) technological order: called "sail"; the period from 5500 BC to 2000 BC; is associated with the invention (presumably by the Egyptians) of sails and sailing river and sea vessels. The second (2nd) technological order: called "horse-drawn traction"; its duration is from 2000 BC to the IX century AD; characterized by the invention of horse-drawn traction and the development of horse-drawn transport services. The third (3rd) technological order (mode): called "windmill"; covers the time period from the IX century to 1770; It is characterized by the invention of water and windmills, which allowed the development of flour milling, oil extraction and much more. The fourth (4th) technological order: called "textile machines"; covers the period from 1770 to 1830; characterized by the invention of textile machines and the development of mechanized fabric production. The fifth (5th) technological order: called "steam engine"; covers the period from 1830 to 1880; It is associated with the invention of the steam engine, the development of metal machining, the invention of railway transport. The sixth (6th) technological order: called "internal combustion engine and electric motor"; covers the period from 1880 to 1930; characterized by the invention of internal combustion engines and electric motor; develops automobile and aviation transport. The seventh (7th) technological order: called "nuclear reactor"; covers the period from 1930 to 1970; It is associated with the invention of the nuclear reactor, computers, the atomic bomb and the development of automation of production. The eighth (8th) technological order: called "microelectronics"; lasted from 1970 to 2010; It is characterized by the development of microelectronics, radio-electronic navigation and communication systems, etc. The ninth (9th) technological order: called "nanotechnology"; development is projected from 2010 to about 2040; is associated with the development of nanotechnology, neurotechnol-ogy, IT technologies, resource-saving technologies, etc.
The model (image) of the future new technological order is important for determining the directions of transformations in the activities of organizations [20, p. 1740]. It can be assumed that organizations of the 9th technological order will be characterized by: the development of innovations; the main organizational form of innovation will be innovative projects; innovations will be post-industrial in nature, i.e. they will be based on the achievements of science and education; organizations will switch to a project model of activity; matrix organizational structures will be used.; the application of methods of participatory management is predicted; the use of the methodology of managing the social development of the personnel of organizations.
In 2022, when creating and analyzing the work of commercial and non-profit organizations, process and project approaches are most often used. It is necessary to separate from the process approach: firstly, the process approach in the organization's activities; secondly, the process method in the organization's management system.
The process approach in the activities of organizations is based on the division of an organization into a set of its constituent business processes and/or technological processes. With the process approach, the technological processes of the organization are divided into the main ones, the processes of ensuring the main processes and auxiliary technological processes. This idea of the process representation of organizations was justified around
In the project (design) concept (model) of the functioning of an organization, this firm (organization) appears as a set of projects that this organization performs in the current period of time. With this approach, all the projects of the organization can be classified according to various criteria:
- according to the degree of novelty, innovative and routine projects can be distinguished (repeating unchanged);
- according to the methodology of project implementation, industrial and post-industrial innovative projects can be distinguished;
1920 by the management classic Henri Fayol. The process model is suitable for describing the work of organizations that use continuous and/or unchanging business processes and/or technological processes for a long period of time.
It can be assumed that it is the process model of the organization that is taken as the basis for the development of modern provisions of fundamental economic sciences, accounting.
In the process representation of organizations during their analysis, it was revealed that a significant number of organizations have activities (business processes) that are characterized by different levels and stages of development. Often the business processes of one organization are at different stages of the life cycle and are in different states. As a result, business processes that have not reached the break-even point bring losses to the organization (cash outflow). Other business processes create an influx of funds for the enterprise. Some business processes of an organization may be in the stage of development, modernization, while others may be in a state of crisis.
The process approach in the management system of an organization means: the management process of this organization is a continuous sequence of management actions (and not individual one-time management acts) over the object of management. The process model of organizations' activities is presented in Table No. 1.
- according to the spheres of activity in the organization, projects can be allocated: to create or modernize products; projects to create or modernize production facilities; projects to motivate staff; projects to increase staff loyalty; financial projects, etc.;
- according to the goals of implementation, projects can be allocated for: expanding the range of products (goods and services); improving product quality; reducing production and other types of costs; improving the efficiency of the use of raw materials and materials; improving the efficiency of personnel management and more.
Table No. 1.
Process model (table) of the organization's activities__
№ n/n Performance indicators of processes in the organization / Types of processes in the organization Expenses of the organization about a certain type of processes (thousands of rubles) The organization's income for a specific type of process (thousands of rubles) Profit/loss of an organization for a certain type of processes (thousands of rubles)
(1) (2) (3) (4) (5)
1 Main technological processes 5000 18000 13000
2 Processes providing the main technological processes 4000 1000 - 3000
3 Auxiliary technological processes 3000 500 -2500
4 Total: 12000 19500 7500
Source: developed by the author
At the beginning of the 21st century, there is an intensification of scientific and technological progress. The share of business and/or technological processes in an organization that are continuous and/or unchanged for a long period of time is decreasing. There is a development of innovations in all spheres of activity of organizations. Innovations can be industrial or post-industrial in nature. Industrial innovations are aimed at meeting known needs. Post-industrial innovations are based on the use of scientific achievements. In the course of postindustrial innovations, new customer needs can be created. The main form of innovation activity is innovative projects.
In 2022, the project is understood as a temporary (time-limited) enterprise. The purpose of the project is to create a service or product. As a result of the project, it is necessary to achieve a certain financial or other, for example, social result. At the same time, the final result of the project can be tangible (product, object, structure) or intangible (service). Such an approach to the definition of the concept of "project" can be considered directed at the object of this project. Therefore, such a project definition can be called an object definition of the project.
At the same time, it is possible to define a project as a set of coordinated actions of its team. Therefore, a project can also be understood as a set of coordinated, interrelated activities, works aimed at obtaining a certain unique product (product or service) in conditions of restrictions in the activities of the project team. In this definition of the project, the emphasis is placed on the activity component of the project.
The characteristic properties (features) of the project include: the existence of certain goals; the specifics of the formulation of the project task; the proper name of the project; the existence of a certain set of project documentation; the presence of known time, resource and other limitations in the implementation of the project; a known period of time for the implementation of the project; the execution of the project by a certain group of persons, called the project team, and others.
The essence of any scientific and socio-economic category reflects its functions and roles. In the form of project functions, we can recognize: increasing the effectiveness of the activities of individual elements, parties, directions of the functioning of organizations; the concentration of the organization's resources on the most important projects; the project can be a factor in the division (decom-position) of the organization's functioning process based on the allocation of relatively independent projects; the meaning of the activities of the project team
(group) participants; the project can also be defined as a way for the company's management to respond to problems in the external and internal environment of the organization; the project can also act as a way to commercialize innovations by introducing them into the work of the organization, and more.
Socio-economic roles of projects should be recognized as: reducing the risk of reducing the competitiveness of the organization; improving the efficiency of socio-economic processes in society; reducing losses from inefficient use of resources of organizations; allocation and social promotion of effective project teams, and more.
We agree to call the project model of the organization's activities a simplified representation of the organization's activities based on the allocation in the structure of the activities of such an organization as relatively independent indivisible, elementary parts, called projects. At the same time, the projects themselves are considered as complex objects and operations.
The project model of the organization's activity is created to solve the problems of designing and analyzing the functioning of the organization at the project level. The project model of the organization's functioning may have a descriptive character, for example, it may include a listing of all the projects implemented by the organizations, collectively representing all the functions of the organization as a whole.
With more information about the projects carried out by the organization, its project model can take the form of a two-dimensional table (matrix). In the rows of this table, the names of projects implemented by a certain organization can be presented (the second column of the table). The columns of the described table may contain: the first column - project numbers; the second column-the name of the project; the third column- the start time of the project; the fourth column - the planned date of completion of the project; the fifth column -the name of the customer of the project; the sixth column-co-executors (contractors of the project); the seventh is the stage (stage) of the project implementation; the fifth is the total project costs; the ninth is the income already received from the project; the tenth column is the projected income from the project; the eleventh is the payback period of the project; the twelfth column is the net reduced effect from the project; the thirteenth is the name of the project manager; the fourteenth is the entire project team and other project characteristics. The project model of the organization's functioning is presented in Table No. 2.
Table No. 2.
Project model of the organization's functioning_
№ Characteristics of the Project Year of Project Current in- Pay- Current NPV
n/n organization's pro- start comple- cost vestment back income Project
jects year tion of (million volume period from (million
/Organization the pro- rubles) (million ru- of the the pro- rubles)
's project numbers ject bles) pro- ject
ject (million
rubles)
(1) (2) (3) (4) (5) (6) (7) (8) (9)
1 Project No. 1 2022 2026 115 5 5 0 0
2 Project No. 2 2022 2023 125 10 6 0 0
3 Project No. №3 2015 2020 300 300 3 500 200
4 Total: 540 315 500 200
Source: developed by the author
Any project characteristics can be included in the columns of this table. These characteristics of projects should be important from the point of view of the solved task of analyzing the effectiveness of projects. At the same time, different research tasks may be set. A specific model can be developed for each of the research tasks. As already noted, the tasks solved using such a model include the following tasks: designing the organization's activities; analyzing the processes of implementing the organization's projects; general analysis of the organization's functioning; comparative analysis of the effectiveness of projects and other tasks. At the same time, models can also be developed to solve specific tasks of project activities of organizations, for example, to solve problems of resource allocation, including the organization's workforce.
The described matrix belongs to the category of typical representations of design and analysis objects. A typical representation of an object of management, design, analysis is called the minimum amount of information that allows solving these tasks (management, design, analysis) in relation to this object [13, pp. 40-42].
The project model of an organization (as its typical representation of an organization at the level of projects implemented by this organization) is quite clear and will give general information about the state of affairs in the organization and on individual projects. After that, the properties of each of the projects as a complex system can already be investigated. As part of the economic analysis, each of the organization's projects can be analyzed. In such an analysis, well-known methods of analysis can be used, for example, SWOT analysis, GAP analysis, analysis using the BCG model (Boston Consulting Group) or other methods of analysis [14, pp. 170195].
When studying a project as a complex system, a project in its object and/or activity manifestations has the following properties [13, pp. 89-90]:
1) the property of efficiency, as the ability of a project to achieve predetermined goals in conditions of restrictions on the time period of implementation and the amount of resources consumed;
2) physical heterogeneity and a large number of components (elements) of the project;
3) the links between the parts (components) of the project are stronger than the links between the components of the project and the elements of the external environment;
4) the emergence of the project reflects the property of the irreducibility of the characteristics of the components of the project to the characteristics (properties) of the entire project as a whole;
5) in a project, hierarchy can be defined as the presence of several subordinate levels of project goals, as well as methods and tools for achieving project goals of various levels;
6) in the project, its versatility reflects the ability of the project to perform a given set of functions with a certain project structure;
7) the flexibility of the project reflects its ability to change the goals and/or performance indicators when the external or internal conditions of its implementation change;
8) the adaptability of the project is determined by its ability to change the goals and characteristics of the activity in the event of a change in the external conditions of the project;
9) the survivability of a project is determined by the ability of this project to transform goals and/or performance indicators in cases of failure or damage to elements of this project;
10) the reliability of the project can be characterized as the property of this project to implement its functions for a certain period of time with quality indicators not lower than the established level;
11) the safety of the project is determined by its property not to cause unacceptable damage to the environment (economy, society), the staff of its own project team (team);
12) the durability of the project characterizes the project's ability to implement its functions in the event that the characteristics of the external environment and/or the amount of resources consumed exceed the established ranges (restrictions);
13) in a project, its vulnerability can be defined as the property of this project to be damaged under the influence of internal or external dangerous (damaging) influences;
14) the inherent stability property of the project can be described as the ability of this project to return
to its original state if the external harmful effects are stopped.
We will call projectology a scientific discipline formed to obtain and effectively apply scientific knowledge in the practice of project activities of organizations. Other names of the same scientific discipline can be "project business" and "the complete theory of the project model of the functioning of organizations". The name "projectology" is more applicable in the field of scientific research of the project model of organizations' activities. The name "project business" largely reflects the practical significance and practical component of the use of knowledge about project activities in society and the real economy.
The developed scientific discipline includes the whole complex of scientific aspects, project problems, philosophy and methodology of project activity research, ideology and policy of project implementation, methods, tools, technologies for research and practical application of knowledge, methods of analysis, forecasting and synthesis of elements and/or the entire project as a whole, motives and incentives for project groups and more.
The importance for the practice of the general theory of the project model of the functioning of organizations is to increase the degree of socio-economic efficiency of projects, reduce risks in the implementation of projects.
Let's consider the functions of the project business according to the general scientific scheme. According to the same scheme, the functions of technological structures are also defined [4, pp. 65-82; 15, pp. 30 -46]. With this approach, the following functions will be inherent in the project business (projectology, theory of project activity of organizations):
1) the methodological function of the project business is to form: the conceptual basis of research; the theoretical basis, methodology of objective (scientific) research of facts, processes and phenomena in the implementation of projects;
2) the cognitive function consists in the development of the methodology of the process of research, knowledge extraction, registration, classification, knowledge analysis, evaluation of the importance of knowledge in the project model of the organization (firm);
3) instrumental (regulatory) function is a function of synthesis of effective tools, concepts, techniques, methods of project implementation, management methods in the project business;
4) the formation of the legislative basis of the project activity is the content of the legislative function of the project case;
5) comparison of project formation methods, analysis, evaluation and selection of the best project option includes optimization function;
6) forecasting changes in the role of the project approach in socio-economic development, obtaining probabilistic estimates of the characteristics of future states of projects and their parts is the content of the predictive function;
7) the study of the causes of possible deviations in the implementation of projects and the development of
a system of measures aimed at minimizing the risks of projects refers to the preventive function;
8) the psychological function of the project business consists in creating a sense, perception of the usefulness of the development of the methodology of the project model of the functioning of organizations in society and the economy;
9) in the classification, structuring, presentation and transmission to society and the economy of information about the advantages of the project model of the functioning of organizations is the function of socialization of knowledge about the project approach in society and the economy;
10) the system-forming (aggregative) function in the theory of project business consists in the formation of a knowledge system and platform, the complex practical application of knowledge in project business [1, c. 15- 33].
The roles of the scientific theory of the project concept (model) of organizations can be recognized as:
1) improving the socio-economic efficiency of the project model of the functioning of organizations in society and the economy;
2) reducing the level of risks and losses in the process of implementing real projects in the economy and society;
3) further accumulation of knowledge, development of methodology and practice of the project approach and its application in society and economy.
It is possible to formulate the following laws of the scientific theory of the project model of the work of organizations:
1. the socio-economic role of the project model of the functioning of organizations increases in the ninth technological order in connection with the activation of innovative activities of organizations in the conditions of accelerating scientific and technological progress in society and the economy;
2. the company's project model allows describing the functioning of any organization as a set of projects implemented by this organization;
3. any project of an organization goes through the stages of origin (emergence), youth (development), maturity (stable work), aging (deterioration of characteristics), all together these stages of project implementation make up the project life cycle;
4. the implementation of any project has its own time frame, is provided by the expenditure of a certain amount of sufficiently diverse resources and is associated with the level of risks characteristic of the project;
5. the higher the complexity of the project, the higher the risks of this project;
6. the higher the profitability of the project, the higher the risks of this project;
7. in the project business, it is recommended to maintain a balance between risks and profitability of the project being implemented;
8. the project implementation period cannot be infinitely long, any project is associated with a time-limited implementation period;
9. for the implementation of any project, a project group (committee) is created with decision-making
powers and responsible for the socio-economic results of the project;
10. the effectiveness of the project model of the organization's functioning is determined by the ability of projects to implement pre-agreed changes in the organization and minimize the loss of resources in the organization.
The main theoretical and practical tasks of the scientific theory of the project model of the functioning of organizations can be considered:
- development of the philosophy and methodology of project activities in the economy and society (commercial and non-commercial sector);
- collecting information, identifying significant factors, dividing the entire mass of projects into certain categories (with a certain result or open projects; industrial or post-industrial projects; commercial, non-commercial; public, scientific, industrial, educational; short-term, medium-term, long-term; high-tech, low-tech; others);
- registration, analysis, system integration of scientific knowledge related to certain types of projects for their practical use in projects;
- collection of information on project activities, statistical processing and analysis of the results of projects of various directions;
- improvement of methods of organization and implementation of project activities of various directions;
- formation of recommendations and forecasts aimed at improving the socio-economic efficiency of the project implementation;
- improving the methodology of diagnostics and analysis of the process and results of the implementation of real projects;
- research of project risks and formation of a system of measures aimed at reducing project risks;
- analysis of project financing sources, their costs and risks, development of new financial schemes and creation of innovative financial institutions for risky (venture) financing of projects and much more.
The classification of projects will be of great importance in the project business. This classification is carried out on the basis of identifying the most strongly influencing factors on the implementation of the project. The following factors can be attributed to such the most significant factors of projects.
Classification according to the degree of certainty of the project result. According to this classification coefficient, there are: projects with a predetermined result; projects with a previously unknown (open) result. Projects whose outcome is unknown in advance can be called search projects.
Industrial or post-industrial project. The division by this factor is based on: the nature of the project idea; the way the project idea is implemented. The idea of the project is understood as the meaning of this project [21, pp. 99-118]. The idea of the post-industrial project is aimed at: practical implementation of scientific achievements; creation of new needs of people based on scientific achievements. The existing technical and technological capabilities (the result of scientific and technological progress) are the basis of the project idea and, at the same time, the starting point of a post-industrial project. New scientific achievements can become the basis for creating new needs of a person or society. The ideas of industrial projects are aimed at more fully satisfying the already known needs of buyers. The starting point of an industrial project is an unsatisfied known personal or social need.
In the process of development of the ninth technological order, an increase in the share of search and postindustrial projects is predicted.
The division of projects into commercial and noncommercial is based on the nature of the goals of a particular project. The purpose of non-commercial projects is to meet the social, everyday, cultural needs of a person and society. Non-commercial projects are not aimed at making a profit. The goal of a commercial project is always to make a profit (positive net reduced effect -NPV).
Similarly, the classification of projects by other factors can be applied. For example, you can consider the specifics of scientific, production, marketing, trade and other types of projects. Projects can be divided into long-term, medium-term, short-term. In addition, it is possible to distinguish projects: complex, which improve the activities of the organization as a whole; thematic, which improve individual aspects of the activities of organizations. Strategic projects of organizations are aimed at: adaptation of the organization to changes in the external environment; creation of long-term competitive advantages of organizations [15, pp. 30-46]. Tactical projects of organizations are aimed at: maintaining the position of the organization in the market; ensuring the solvency of organizations.
The specifics of the project, reflected in its classification, affects all aspects of the project, determines the composition and qualifications of the project team.
The conscious choice by managers of the project model of the organization's activities entails a change in all areas of the organization's activities.
A comparative analysis of the properties of the project and process models of organizations' activities is given in Table No. 3.
Table No. 3.
Comparative analysis of the properties of project and process models of organizations' activities.
№ n/n the organization's functioning model/ Properties of the organization's activity model The process model of the organization's activity Project model of organizations' activities
(1) (2) (3) (5)
1 Frequency of innovation Low intensity of the company's innovation activity Constant and high intensity of innovation activity
2 A key element of the structure of the activity of organizations Technological or business process of the company Investment project, innovation project
3 Type of organizational structure of the company Traditional, functional, grocery Matrix organizational structure of the company
4 The main way of organizing personnel Division of personnel into functional structures (departments, workshops, etc.) Division of personnel into project teams
5 Characteristics of the time factor in the company's activities The concept of the endless continuation of the company's activities A pre-determined period of project implementation by the company
6 Organization of accounting and management accounting By processes in the organization The accounting object is a project
7 The concept of working with staff HR work, personnel management Management of human resources, social development of personnel
8 Type of staff motivation theory Substantive and procedural theories of motivation of the company's personnel Value theories of staff motivation
9 The main purpose of the staffs activities Ensuring the safety and efficiency of the company's technological process Achieving project goals, creating new values
10 Type of organizational culture (according to K. S. Cameron and R. E. Quinn) Clan and hierarchical organizational culture Organizational culture of the adhocracy
11 The main type of planning in the organization Calendar planning of the company's activities Strategic and business planning
12 Key requirements for managers Performance, discipline, qualification Creative mindset, initiative, ability to take reasonable risks in a project
13 The nature of the relationship between allocated resources and performance results Low correlation between allocated resources and performance results The focus of resources on achieving the project goal
14 Monitoring of personnel activities Based on formal indicators Qualitative and quantitative assessment of performance results
15 The ability of the company to adapt to changes in the external environment Low adaptability High adaptability
16 Performance evaluation criteria The amount of profit, the profitability of the company's activities Payback period of investments, net reduced effect (NPV), return on investment index (IP) in the project
Source: developed by the author
The data in Table No. 3 show that the transition of an organization to a project model of activity affects all aspects of the organization's activities.
Discussion. In order to increase the efficiency of project activities of organizations, it is important to further improve the methodology of project activities of organizations. Methods of the general theory of the project model of organizations' activities include: description of factors and methods of decomposition of the entire set of
projects into segments; formation of methods and tools for combining project elements into a single whole - a project; predictive, structural, systemic, parametric, comparative analysis; mathematical and heuristic forecasting; methods and methods, tools for project synthesis; methods of modeling and representations of projects and their implementation processes; methods of formation and strategic management of project groups; psy-
chology of the project approach; socio-professional relations in the project approach; organizational behavior and methods of organization theories in the project concept of their activities; methodology of investment design and analysis; financial relations and financial management in project activities; project organizational culture; methodology of lean manufacturing in project activities; methods of research and risk minimization in project activities and others.
The effectiveness of projects can be increased by forming a typical algorithm for the implementation of projects in the organization.
A typical algorithm for the implementation of a project in any field of activity contains the following stages of project implementation:
1. Study of the legal foundations of project activity, entrepreneurship, innovation, development of constituent and/
or other organizational documents of the project.
2. Assimilation of the substantive foundations of innovation activity, classification of innovative projects, formation of the project idea, marketing of the project implementation method, determination of the market capacity for the innovative product of the project.
3. Research of organizational and substantive foundations of investment in projects, classification of investments, analysis of the cost and risks of the source of investment, selection and determination of sources of financing of an innovative project.
4. Analysis of the content and stages of the project life cycle, formation of the appearance of the object (structure and main characteristics) of the project, determination of the main stages of the activity component in the implementation of the project.
5. Formation and description of the mission, goals, vision, tasks and stages of implementation of an innovative project, flowcharts of project management, cost estimates for the project, determination of the break-even point of the project.
6. Formation of an assessment of the competitiveness of an object (goods or services) of an innovative project, forecasting in product pricing in project activities.
7. Research on the risks of an innovative project, the formation of risk assessments, the development of methods and techniques to reduce the risks of the project.
8. Exploring the possibilities: state support and/or state guarantee of the project; creation of a pool of underwriters during the IPO; opportunities to switch to an "umbrella mode" of work in the interests of a corporation interested in the project; opportunities to attract venture investments into the project with the participation ofven-ture investment funds, business angels, accelerators.
9. Analysis of methods of forming project teams and methods of strategic planning of their activities, selection of the project team leader and creation of the core of the project team.
10. Synthesis of the organizational structure for the implementation and development of an innovative project, drawing up the staffing table and job descriptions of key members of the project team.
11. Research of motivation systems, development of a motivation system for personnel (project team) of an innovative project.
12. Development of a system for monitoring the implementation of the project and the activities of the project team.
13. Formation of the marketing policy of the project, development of a PR campaign and an advertising campaign to promote the project.
14. Development of measures to improve the reputation and image of the project, creation and management of the brand of the project (products), if necessary, the formation of a rebranding program of the project.
15. Forecasting of financial and other results of an innovative project.
16. Description and formation of a fruitful organizational culture in project activities and the project team.
17. Formation and verification of a strategic or business plan for an innovative project.
18. Implementation of the strategic plan for the implementation of the project.
19. Monitoring the results of the project.
This algorithm of project implementation shows that for successful participation and project management, comprehensive knowledge from such fields of knowledge is needed: law; marketing; advertising; financial management; brand management; correct methods of designing specific objects, for example, in mechanical engineering; organization management; personnel management and others. Such a systematic combination of knowledge from various fields of science in the interests of practical implementation of the project can be attributed to the field of system engineering.
The presence of a standard algorithm for the implementation of the project allows solving the problem of determining the professional composition and the necessary competence of the members of the project team [16, pp. 272-287; 17, pp. 135-137]. In addition, based on this algorithm, a methodology for determining the necessary competence of personnel based on forecasting project results can be developed. When conducting such expert assessments, all the problems of the innovation project are divided into external and internal problems of the innovation project.
In addition, the results of the project can become the basis for making a decision on the rebranding of the organization, the formation of a separate brand of the project or its project team [17, pp. 326-345].
The data obtained as a result of the analysis of the project results on the real competence of the project participants can be used in the formation of the personnel policy of the innovation project and the motivation policy of the innovation project team [18, pp. 135-137; 19, pp. 95-98].
The results obtained in this work can also be used for further development of the project approach in higher professional education [22, pp. 36-44]. The scientific results obtained in this article can be used in practice to improve the quality of higher project education.
Conclusion. The materials of this article allow us to substantiate the conclusion that the social and economic significance of the project approach increases due
to the acceleration of scientific and technological progress within the framework of the formation of a new (ninth) technological order. This article forms the general theoretical foundations of the project model of the functioning of organizations in society and the economy, examines the functions and roles of projects in the activities of organizations, describes the project model of the activities of organizations based on the representation of the organization as a set of projects. The article describes the functions, roles, laws and tasks of the complete theory of project activity of organizations, presents a typical algorithm for project implementation. The article considers the possibility of using the results of the project to justify and ensure objectivity in the personnel policy of the project and the organization. The article notes the importance of the motivation system of the project team. The materials of this article speak about the need for further development of project-based higher education.
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СЕКЬЮРИТИЗАЦИЯ: ПЕРЕДОВОЙ МЕХАНИЗМ РЕФИНАНСИРОВАНИЯ В УСЛОВИЯХ
ЗЕЛЕНОЙ ЭКОНОМИКИ
Нарзуллаева М.А.
ассистент кафедры «Корпоративная экономика и бизнес аналитика» Ташкентского государственного экономического университета
Ташкент, Узбекистан
SECURITISATION: THE LEADING REFINANCING MECHANISM IN A GREEN ECONOMY
Narzullaeva M.
Assistant of the Department of Corporate Economics and Business Analytics
Tashkent State University of Economics Tashkent, Uzbekistan
Аннотация
Современная экономика обязывает финансовые институты вести такую идеологию, которая требует от них не только сохранение своих позиций на рынке, но и повышение эффективности своей деятельности, и совершенствование в изменениях рыночной конъюнктуры путём увеличения объёма финансовых ресурсов. На фоне глобальной конкуренции и роста турбулентности внешней среды, секьюритизация является одним из альтернативных инструментов привлечения дополнительного финансирования, а также сведению к минимуму риски, с помощью которых финансовые рынки могут поддерживать устойчивое финансирование. В данной статье рассматривается сущность секьюритизации как одного из главных финансовых инноваций нашего времени. Известно, что данный финансовый механизм способствует диверсификации источников финансирования, эффективному управлению структурой баланса предприятия, а также значительному увеличению уровня ликвидности его активов. Практическая актуальность исследования заключается в том, что выделенные автором направления изменения финансовых показателей позволяют принять взвешенное решение об использовании того или иного механизма секьюритизации с учетом цели ее проведения.
Для достижения устойчивого развития финансовых институтов Узбекистана, предлагается использование такого финансового инструмента как устойчивая секьюритизация за счет использования механизма обеспеченных кредитных обязательств.
Abstract
The modern economy obliges financial institutions to pursue such an ideology that requires them not only to maintain their positions in the market, but also to increase the efficiency of their activities, and improve in changes in market conditions by increasing the volume of financial resources. Against the background of global competition and growing turbulence in the external environment, securitization is one of the alternative tools for attracting additional financing, as well as minimizing the risks through which financial markets can support sustainable financing. This article discusses the essence of securitization as one of the main financial innovations of our time. It is known that this financial mechanism contributes to the diversification of sources of financing, effective management of the balance sheet structure of the enterprise, as well as a significant increase in the level of liquidity of its assets. The practical relevance of the study lies in the fact that the directions of changes in financial indicators identified by the author make it possible to make an informed decision on the use of one or another securitization mechanism, taking into account the purpose of its implementation.
To achieve the sustainable development of financial institutions in Uzbekistan, it is proposed to use such a financial instrument as sustainable securitization through the use of a mechanism for secured credit obligations.
Ключевые слова: секьюритизация; рефинансирование; зеленая экономика; ценные бумаги, обеспеченные активами ABS; ипотечные ценные бумаги (MBS); обеспеченные долговые обязательства (CDO).
Keywords: securitization; refinancing; green economy; securities backed by ABS assets; mortgage-backed securities (MBS); secured debt obligations (CDO).
