CC BY
69
№7/2015
ISSN 2410-700Х
МЕЖДУНАРОДНЫЙ НАУЧНЫЙ ЖУРНАЛ «СИМВОЛ НАУКИ»
УДК 330
ЭКОНОМИЧЕСКИЕ НАУКИ
Karandina I.K
project manager The centre for continuing education, ROSNOU
Moscow, Email:VO15VO@yandex.ru
Orekhov V.I. doctor of economic Sciences, Professor head of the Department of Economics and management (basic), MISAO
Moscow, E-mail:VO15VO@yandex.ru Orekhova T.R.
candidate of economic Sciences, Professor of Economics and management (basic), MISAO
Moscow, E-mail :otr1@yandex.ru
THE ESSENCE OF INVESTMENT AND CONSTRUCTION OF THE PROJECT AND THE FACTORS DETERMINING ITS EFFEKTIVNOSTI
Abstract
This article deals with the essence of the investment project, there are several key elements of this process. Examines the factors that determine the efficiency of the investment project.
Keywords
the project, investment, construction, factors, efficiency
Of particular importance for the present stage of development of the theory and practice of economic relations in the construction have the decision of problems of maintenance of economic interaction of subjects of the market. Theoretical bases of construction of interaction of participants of investment and construction projects have been developed in different directions.
Topicality of the article is confirmed by the activity of modern investors and state programs, forming a favourable investment climate for the implementation of investment-construction projects. [4, pp 87-98]
In investment and construction project are invested money for profit and/or capital gains from its implementation (building construction projects). For successful implementation of the project in construction there are many factors, in particular:
• the project participants and their structure of their relationship. As a rule, the "active" participants of the project are: Investor, Customer, Designer, and Contractor - that is exhausted the usual range for domestic specialist project participants. In recent years, the market economy and methods of Project Management are forced to Supplement the composition of project participants. This Management company. Consultants, the Licensor (the owner of the licenses and "know-how"), the Bank and other "passive" participants of the project. For a successful project it is important to identify the needs and expectations of all relevant project participants. This is not always easy, but necessary, because without successful management of the needs and expectations of the project participants rely on the success of the project lightly. Even more important to properly classify and group of project participants into groups of interest and power fields. Often there are situations when such groups or interests intersect group contradict each other. For the project Manager it is important to find compromises between the conflicting claims of the parties and to persuade them to accept the found compromise. But any compromise must be aware of the priority of Client's interests over all other interests and expectations.
•created organizational structure of project management. Selection and development of organizational structure is a complex, poorly formalized task. However, there is a common set of problems, the successful solution of which leads to the creation of effective organizational structure of the project. First of all, the organizational structure of the project must comply with the content of the project, the system of relations between the project participants and the demands of the external environment. Depends on the progress of the project.
• selection of the project team;
• correctly completed the structuring of the project;
• technical excellence of the new object;
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• compliance with current approaches;
• the duration of the investment concept to commissioning;
• General management and production experience;
• professional knowledge by the project;
• technical qualifications;
• the degree of responsibility in the management of similar activities in the past, etc.
For a company that is willing to comply with the investment and construction project, there is the primary
question - hire your own proj ect Manager and team, or to use the services of a management company? If the company intends to invest in the constantly repeated objects (e.g. houses, or brick factories, etc.), and to do it constantly, it is more advisable solution predstavitsja own hiring Manager, establishment of appropriate services and structures, obtaining appropriate licenses. [1, p. 45-67]
But if the company intends to invest funds in a single project, which would see the uniqueness conditions for its implementation (it can be any building project - from large industrial complex to a country house), the project is limited to a rigid timetable and requires the most effective governance structure, we definitely need to use the services of the Management company. [3, pp-67-71]
In General, the answer to this question depends on many factors, and requires an individual approach in each case. Much of the success of project implementation depends largely on procedural factors. This relationship of the Management company (or your own project Manager) with the investing company (the Customer). Procedural factors mainly concern the monitoring of project implementation, selection of the project team and its autonomy in decision making, the system of material incentives, and processes of project financing. And here if to compare the Management company and own the project Manager, you usually own the project Manager falls under strict corporate control, does not possess a sufficient degree of independence, is forced to agree on every move, not independent in making decisions, which in most cases is detrimental to the entire project.
The managing agent is more distantsirovaniya and self in the relationship with the Customer. The main criterion of managers of the Management company is the initiative, which is becoming more important than performance, target - work for the Customer and not for the head. In this sense, the managing agent, by its nature, has a clear advantage in front of their own project Manager.
In addition, there is an important structural factor that gives the advantage to the Administering firm is institutional independence. For employees of the Management company effective motivation may be working in an independent organizational conditions from the Customer, which allows them to make many decisions quickly and independently, stimulate initiative. The effectiveness of promotion of the project increases, which ultimately is best for the project and for the customer. [2 pp-45-54]
With regard to factors related directly to the created object (this is the technical excellence of the new facility, according to the modern approach, the duration of the investment concept to commissioning), for small projects and its own Director and Management firm, in principle, have equal opportunities. For large projects - the Management company has a clear superiority and advantage, primarily through its existing resources: communication systems and information technology.
The management company and the project Manager needs to have professional knowledge on algorithm steps required when creating for the Customer effective organizational structure. Only they, or one of them is able to advise the customer on these issues. Experts of the companies by project, we must have higher education, experience working on construction sites (from the wizard, superintendent, engineering employee, the chief engineer of building division, etc.), as well as education in the discipline "project Management" that helps to understand the nature of all processes throughout the life cycle of the project (the methodology of organization, planning, direction, coordination of human and material resources)
References
1. The Bogatin, J. V. Investment analysis: a Training manual/ V. Bogatin, V. A. Swander. - M.: Publishing house "unity", 2012.- 288 p
2. Bocharov, V. V. Investment management: textbook /V. V. Bocharov.- SPb, 2013 -285 S.
3.Investment planning: Textbook / V. G. the Problems. - Mn.: Book House, 2012. - S.
4.Investment planning: Proc. manual / E. Velasco, A. A. Lukovic. - Mn.: BSEU, 2013. - 225 p.
© Karandina I.K, Orekhov V. I, Orekhova T.R.,2015
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международный научный журнал «символ науки» УДК 338
№7/2015
ISSN 2410-700Х
Karandina I.K
project manager The centre for continuing education, ROSNOU
Moscow, Email:VO15VO@yandex.ru
Orekhov V.I. doctor of economic Sciences, Professor head of the Department of Economics and management (basic), MISAO
Moscow, E-mail:VO15VO@yandex.ru Orekhova T.R.
candidate of economic Sciences, Professor of Economics and management (basic), MISAO
Moscow, E-mail :otr1@yandex.ru
RISK MANAGEMENT IN INVESTMENT AND CONSTRUCTION PROJECT
Abstract
This article discusses methods of risk assessment in the implementation of investment-construction projects. The characteristic of the method of expert assessment and analysis of the relevance (appropriateness) of the costs and analogies.
Keywords
methods, risks, valuation, investments, construction, project.
Regardless of the nature of the investment, a necessary condition for long-term development of the company is the return exceeding the cost of wasted resources with regard to their best alternative use. Effective, timely investment in the project is to achieve a new level of profitability, to enhance the value and competitiveness of the company. Conversely, investment in the project, risks were underestimated, and may in the future negatively impact the financial results and sustainability of the company. This can be fully attributed to the modern real estate market in Russia, which is characterized as high growth rate of development, and at the same time high risk and return. The above determines the relevance of the research topic.
In General there are two approaches to the study of project risks - qualitative and quantitative. The qualitative approach implies a description of all potential project risks and their causes, the evaluation of their consequences and measures for their reduction [3, pp. 95-96].
During the qualitative analysis of the risk factors that can lead to possible losses and the probability and time of occurrence. Calculates the maximum value of losses in case of the worst scenario, in addition can be built distribution of probability of occurrence of damage depending on the size of the effect [1, p. 43]. Qualitative methods of risk assessment of the project includes the set of methods of expert estimations, analysis of the appropriateness of costs, the method of analogies thatl. Methods of peer review
This group of methods is a complex logical and mathematical-statistical methods and procedures of risk analysis, based on the opinions of experts with experience in implementing similar projects. Each expert in the form of questionnaires provided an exhaustive list of risks and to evaluate the probability of their occurrence on a special scale. Among them are: Delphi method, method of scoring, rating methodology - rating method, based on point scoring, etc. [4, p. 236].
In the process of studies using the Delphi method eliminates the communication between experts and conducted a survey to ascertain their views about future hypothetical events. The experts answer the questions in the form of quantitative risk assessments independently and anonymously, then they might adjust their opinions based on expert opinion. Group assessment can take place in several stages [5, p. 74].
The method of risk scoring is based on the summary measure, defined on a number of private expert evaluate risk indicators. It consists of the following steps:
1) identification of factors affecting the occurrence of the risk;
2) the Choice of the generalized indicator and a set of individual criteria, characterizing the degree of risk of each factor;
3) devising a weighting system and the grade scale for each indicator (factor);
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