The compositions of key stages of the project. Stages and procedures for making decisions

Penetrating in the subtlety of the innermost knowledge of project practices, a novice professional-PM or a person who preparing himself to become a project manager must freely navigate the main terminological apparatus of this kind of activity. Often you have to hear the question of how to competently formulate the stages of the project. Indeed, this is a difficult task. But let's think first, and whether it is customary in a professional environment to operate the concept of stages? And in what cases it is not only possible, but also need to be done?

Definition of concepts

Those of us who have some project management experience or at least a small theoretical ground, are familiar with a number of phenomena that the manager uses to submit life cycle Investment task and plan its decision. The list of these categories at first glance is simple, in its composition:

• phase of life cycle;
• milestone;
• stage;
• stage;
• management process.

The proposed concepts in practice are often used as synonyms. And if you search in sources, then there is probability to find that the dictionaries "sin" circular definitions of data of philosophical and applied categories. You can see in the scientific literature that "Phase is a stage", "Stage is a stage" and even the milestone is defined as a certain stage of the path. How to be, because we need to operate with accurate perception of phenomena?

I suggest to perform the procedure that we have already done with the categories of design tasks, goals and problems. We will enhance sound intelligence and look at the concepts presented above from the position of ordinary empirical experience. The table below shows, in the columns of which the studied categories are affixed, and in the table part we will place definitions, images, examples that correspond to them. Let's start with the concept of "phase". What is the essence this concept? What can it be characterized by what distinguishing qualities?

The composition of distinctive qualities basic concepts Design

The phases of project implementation dedicated to the article on the topic. Empirically most of all I perceive the phase as a lasting and pronounced state of the project, for example, the development phase or termination phase. There are several of these provisions of these positions, and they always repeat, we want it or not. The principles of splitting the project on phases may be somewhat, but the approach to their formulation is one - from the position of the deficent state.

Examination of the project on the phase from the position of the transition of PM

Option of splitting a project on phases from the position of the project

Above as an illustration, an example of two phase breakdown circuits are given. From the point of view of the ZHC phase of the project, milestones are crowned - important, significant events of its implementation. According to the timeline, they are eventful points. The phases of the project are divided into the stage - upstream periods of development, separating the qualitative states of the phase. For example, a step of making a decision on the start of the project or the stage of forming a project team. A more dynamic category than phases and stages are control processes that have the following features:

• represent a sequence of work;
• related to control, based on the regulatory database;
• may relate to the project as a whole or to a separate phase.

Stages are parts of the control processes, including homogeneous maintenance of work. Thus, the stage is a dynamic category that can be repeated at each phase of the project.. For example, the analysis step. IN small projects Stages, phases and stages are really merged into synonyms. In large events, the stages are most pronounced in the processes of initiation, completion, planning and organization of execution.

Stages of initiation and completion processes

We are exploring the procedures for regular project management, taking a fairly high plank of their development in the company. This is quite justified. What is the point of describing in detail the steps of each of the processes for a small-scale project? As they say, "take and do!". Another question is when projects include elements complex to implement, and the scale of solved problems is significant. Any project begins with initiation procedures, the steps of this group of processes are as follows.

1. Formation of an initiative proposal for the project.
2. Development of a business plan, TEO, project concept.
3. Deciding on the need to fulfill the project.
4. Purpose of the curator.
5. Clarification and details of goals, project borders and its results.
6. Fulfilling restrictions and additional requirements.
7. Development of roughing version organizational structure Events.
8. Drawing up a draft version of the Charter and the edition of the order of the project and the purpose of the PM.
9. Clean description of the project product.
10. Study of restrictions, requirements and risks of implementation.
11. Clearness of interests and expectations of participants.
12. Development of indicators and KFU project.
13. Refinement of the required management processes.
14. Formation of the enlarged work plan.
15. Coordination and approval of the final version of the charter and the enlarged plan.

Temporary scan of project management processes. Source: PMBOK 5 manual

In this section, we explore the initiation and completion processes that have several similar features. The main objectives of the initiation are the unambiguous definition of the project and the formulation of its goals, results, the establishment of stakeholders and their expectations. The initiation is performed at the start of the project and at the beginning of each of its phases.

The project is early or late ends, and it is very important to competently "Park". In addition to closing the project on the fact of its successful implementation, these procedures can be performed on each phase of the event when a decision is made on early termination of work. In addition to the project closing process or its phase, this group also includes the process associated with the procedure for extracting lessons and gaining experience. Closing procedures include the following main stages.

1. Transferring results to the customer, commissioning.
2. Preparation of the final report and the exchange of financial and account documents.
3. Archiving project documentation.
4. Closing the project by order by company.

Work on the extraction of lessons is very interesting and useful process. This includes: Presentations for the Project Committee and other managers of the company, analysis and documentation of conclusions for the success, problems and errors of the project. At the final meeting, the conclusions are voiced and recommendations are accepted to be subsequently executed.

Stages of planning processes

Project planning processes start from the moment of launching the project and are implemented up to the final stages. These are multiple procedures implemented at each phase of the solution of the project problem. The objectives of these processes are: Detailed Development of Content, Development Plan for Project Management and Drawing up a calendar work schedule. Visual phased model Planning processes are offered to your attention further.

Sequence of stages of planning processes

Consider the main stages of creating project plans.

1. Planning the objectives and boundaries of the project. This stage is also called definition of content (product as an object of planned event and requirements for it). The results of the stage are the concept, TEO, TK and design and estimate documentation.
2. Development. In the most complete version, the stage includes the creation of trees of goals, tasks, organizational structure, a plan for milestones, the start of development (IPR) and the structure of resources consumed.
3. Definition (clarification) of work composition. The purpose of this stage is the representation of the entire combination of operations necessary for the product, and the objective objectives have been achieved. Among the stage tools, the IPR is allocated, which is best suitable for creating such an presentation.
4. Determining the composition of consumed resources. Previous two stages prepare the ground to assess the need for three types of resources: consumed, renewable and financial. Human resources, fixed assets belong to renewable, materials and components - to consuming resources.
5. Determining the sequence of work. This stage allows you to build the logic of the relationships of operations. A key stage of the project is the project model.
6. Evaluation of the duration of operations. During the stage, a parametric assessment is performed, an assessment of the duration of analogues, evaluation of the proposals of the performers, an expert assessment, and the like.
7. Estimation of work costs. The purpose of this stage is to clarify the value characteristics of design tasks, taking into account the volume of resources involved, including temporary features and financial resources.
8. and planning their minimization. The stage includes an almost full range of risk management measures: identification, assessment, development of strategies and tactics of regulation and, finally, the creation of a protective action plan.
9. Calendar planning of the project.
10. Preparation of the project budget.
11. Implementation of auxiliary planning activities. This stage includes the development of supplies, communications and other security plans. Among other things, organizational planning is performed, the matrix of responsibility is approved, it is planned to attract, the appointment of personnel and its alignment.
12. Collecting a summary plan.

Stages of execution

Project management processes are exclusively in the zone management competencies PM. Setting tasks, coordination and operational response, manifestation of the qualities of the leader and command inspiration - all this should be performed at the stages of this group of processes. Imagine example investment project For the development and conclusion to the new service in the company in the company operating in the B2C market. The typical composition of the stages of the organization's processes will include the following.

1. Set of project team. At this stage, specialists who have the technology of new services have to be attracted. It is necessary to resolve the question of whether these people can become leaders of innovation, to do others. The main thing is that as a result of the work of knowledge and skills were distributed by a professional in the circle of performers. It is important to work out the involvement of all team participants: the system of motivation, workload, distribution of roles and responsibility.
2. Selection of suppliers. This stage is associated with the need for the formation of best market and organizational conditions for performing work by external contractors and suppliers. Competitive production tools are often used to select suppliers based on tenders.
3. Ensuring proper quality of work. In our example, the stage is to establish parameters that determine the concept of quality of service. Must be developed technological requirements for the service procedure, the standard of production and communications with clients. These standards are included in the personnel training and procedure audit system.
4. Ensuring coordination of works and performers. The stage of its goal has to ensure a clear interaction of participants through the established priorities of tasks, coordination with functional leaders, high-quality information support team.
5. Debugging Stakeholder Expectations Management. It is assumed to own PM value orientations and interests of project stakeholders, building effective model Communications with them.
6. Organization of team development. The procedure is divided into fulfillment of formal managerial tasks and informal leadership positions: cohesion of the team, strengthening the spirit of collectivism, partnership, etc.
7. Organization of information distribution. The distribution and movement of information on the destination in the project should be organized in forced, guaranteed mode.

In this article, we disassemble the concept and content of key stages of the main project management processes. Nature itself and the essence of the stage as an object of control is in conflict with the project reality. In my opinion, it is more correct to speak not about the stages, but about the subprocesses of management processes. The reason for this is that control procedures are stretched, sometimes not diagnosed in a sequence character. Under these conditions, to highlight the stage as separate part The project path is difficult. In any case, the logic of the PMI Institute when developing a standard that has made a bet on processes has become more obvious.

Each organization provides management decisions. And in each organization, the practice of developing and making management decisions has its own characteristics determined by the nature and specifics of its activities, its organizational structure, which is operating in the system of communications, internal culture. However, there is a general characteristic of any decision-making process, wherever it is carried out. This is a single rod that forms development technology and decision-making used in any organization.

As we have already spoken above, one of the distinguishing features of the theory of decision making is the presence of methods in it that allows you to process both quantitative and high-quality (non-combatant) information. At the same time, in the decision-making process, much attention is paid to the use of expert assessment methods, designed to work with quantitative and high-quality information.

The main purpose of expert technologies is to increase professionalism, and, consequently, the effectiveness of the management decisions taken. Extensive literature is devoted to the problems associated with the adoption of management decisions. Here we will discuss the main stages of the process of developing and making management decisions used by any organization. Different ways are possible to present the decision-making process, which is based on various approaches to management: systemic, quantitative, situational, etc.

We focus on the situation approach, since it mostly reflects the problems arising from managerial activities, universal and, in essence, contains basic methods related to the adoption of management decisions contained in other approaches. Consider the main stages of the process of making management decisions.

1 stage - obtaining information about the situation;

2 stages - definition of goals;

3 Stage - Development of the estimated system;

4 Stage - Analysis of the situation;

5 stage - diagnostics of the situation;

6 Stage - development of the forecast of the development of the situation;

7 stage - generating alternative solutions;

8 Stage - selection of the main options for control influences;

9 Stage - Development of scenarios for the development of situations;

10 Stage - expert assessment of the main options for managing actions;

11 Stage - collective expert assessment;

12 Stage - the decision-making by the decision makers;

13 Stage - Development of an Action Plan;

14 Stage - monitoring the implementation of the plan;

15 Stage - Analysis of the results of the development of the situation after management impacts.

Preparation of decisions is carried out on the basis of the entire combination of information on the situation, its careful analysis and evaluations.

We now turn to the consideration of the managerial decision stages. The first block of management stages of the management solution includes such steps such as obtaining information about the situation, the definition of goals, the development of an appraisal system, an analysis of the situation, the diagnosis of the situation, the development of the development of the situation.

1. Receive information about the situation.

For an adequate presentation of the situation, as a rule, not only quantitative data is used, but also a qualitative data. This is provided with the help of expert technologies widely used in the decision-making process.

It is advisable when receiving and processing - information on the decision-making situation is the preparation of analytical material reflecting the main features and trends in the development of the situation. Naturally, such an analytical material should be prepared by specialists who have sufficient knowledge and experience in the area to which the management decision is attached.

2. Definition of goals.

Of great importance is the definition of the objectives facing the organization. Only after their determination can be determined by the definition of factors, mechanisms, patterns, resources affecting the development of the situation. When making important decisions, the consequences of the implementation of which can play a significant role, the goal, to the achievement of which the organization is committed, it is necessary to submit clearly. Methods of formation of tree trees are developed and used, allowing to determine the hierarchical structure of the system of goals, and criteria trees to estimate the degree of achievement of goals.

3. Development of the evaluation system.

In the process of developing a managerial solution great importance It has an adequate assessment of the situation, the various aspects of its aspects, which are necessary when making decisions leading to success.

For an adequate assessment of a particular aspect, the situation is often appropriate to form the formation of indices or indicators characterizing the situation of the situation depending on the change in the values \u200b\u200bof the factors determining it.

The estimated system is formed both for individual and collective comparative ratings.

The estimated system includes:

Criteria characterizing an assessment object;

Scale, using which an object is estimated for each of the criteria;

The principles of choice for which on the basis of estimates of values \u200b\u200bof criteria for the object is determined total assessment Either a comparative estimate of the preferred alternative options is made.

4. Analysis of the situation.

Having the necessary information about the situation and knowing the goal, to the achievement of which the organization seeks, you can start analyzing the situation.

The main task of analyzing the situation is to identify factors determining the dynamics of its development.

5. Diagnostics of the situation.

When analyzing the situation, it is important to identify key problems for which you must first pay attention to targeted process management, as well as the nature of their influence. This is the task of diagnosing a situation.

Based on the analysis of the situation, the most sensitive points are determined, which can lead to undesirable development of events and arising in this connection.

The solution of these problems is necessary to prevent the unwanted development of the situation.

6. Development of the forecast development of the situation.

A special role in making decisions is the problems associated with the assessment of the expected development of the analyzed situations, the expected results of the implementation of the proposed alternative options solutions.

In modern management systems and the result of the division of labor, the situation in which they prepare, develop a solution to one employees of the organization, are taken or approved - others, and perform - third. In other words, the head often claims and is responsible for the decision that did not develop, specialists who prepared and analyzed the decision are not involved in its implementation, and the performers do not participate in the preparation and discussion of preparing solutions.

Adoption of management decisions in the organization is quite commonly erroneous as an individual, and not a group process.

Meanwhile, although the main stages of preparation of decision-making by organizations and individual people coincide, the formation of solutions in the organization is significantly different from the individual decision making. It is the organization, and not a separate manager should respond to emerging problems. And not one leader, and all members of the organization should strive to improve its efficiency. Of course, managers choose a course for the organization, but that the decision has been implemented, the joint actions of all members of the organization are necessary.

The implementation of the managerial decision is divided into a number of stages:

1) Preparation for the development of a management decision - includes such elements as obtaining information on the situation, the definition of goals, the development of an appraisal system, an analysis of the management situation, the diagnosis of the situation and the development of a situation development forecast.

Information about the situation should be reliable, quite complete and, at the same time, not excessive. Analytical material should be prepared by experts who have knowledge and experience in the field of resolved management problem.

Important is important to develop the goals of management impact. The definition of goals should be carried out with the direct participation of the decision maker.

In the process of developing management decisions, an adequate assessment of the situation and various factors affecting its development plays an important role.

For this purpose, it is necessary to form an estimated system, which should include:

• - criteria characterizing the estimate object;
• - the system of indicators and scales with which the object is estimated for each of the criteria;
• - Principles of a comparative assessment of options for managerial solutions and their choice.

Analysis of the situation involves identifying factors determining the dynamics of its development. In this case, methods of factor and correlation analysis can be used.

The task of diagnosing a situation is to allocate its key problems and the nature of their influence. This element is designed to determine the patterns of development of the situation; mechanisms of targeted impact on its development; The need for various resources required to implement the managerial decision.

Of great importance is the presentation of the alleged results of management impact, which is achieved as a result of the development of the forecast for the development of the situation.

2) Development of a management solution - is to generate alternative solutions, the selection of the main options for governance, developing scenarios for the development of the situation and the expert assessment of the main options for control influences.

Such procedures for generating alternative options are widespread as an analogue, brain attack, control solution synthesis and others. In recent decades, they began to develop automated systems generation of solution options.

During the selection, there are obviously non-visual or non-competitive options. In the selection, it is necessary to be guided by the level of comparative assessment and the requirement of the absence of duplication.

The main task of developing scenarios is to ensure an understanding of the situation and the most likely ways to develop the decision maker. It is advisable to consider various options Dynamics of changes in the main factors for the development of the situation.

The following stage is an expert assessment of the main options for control influences. Its task is to assess the realizability of the considered options for managerial impacts and the achievement of the goals. On this basis, the options under consideration are ranked.

3) The decision-making stage consists of three elements: collective expert assessment, decision making decision, developing a plan of action.

Collective examinations provide better validity and effectiveness of managerial decisions. Its methods include: Delphi, Brain Attack, Commissions, Patterns and others.

According to the results of expertise alternative options, taking into account for more information, based personal experience and intuition The decision-making person accepts a managerial decision. At the same time, it can be fundamentally different from all the proposed options.

Transition to implementation received requires coordination of actions and resources in time and place. This is achieved by planning the implementation of the adopted managerial decision. Plans must be adjusted in the process of implementing management decisions. This is the possibility of changing the external and internal conditions, legislation, conjuncture, enterprise strategies, etc.

4) Implementation of the management solution based on the developed plan of events. The implementation phase involves bringing decisions to performers, empowering resources, delegation of powers and coordination of the actions of performers at all areas of implementation.

Bringing decisions to performers is one of the most important elements Organization of the decision. It is carried out by setting the tasks by the decision maker in the form of an order, orders, instructions and other things. At the same time, the manager must make sure that the creatures of the tasks assigned to performers and the terms of execution, their importance for achieving a common goal, to clarify each performer of rights and obligations, the procedure for interaction with other performers.

The effectiveness of the implementation of the decision taken largely depends on the timely security of the performers planned to solve specific resources.

Each performer must be endowed with certain powers and have some freedom of action in case of an unexpected change in the conditions for the implementation of the decision. It is necessary to determine situations in which the Contractor has the right to take situational solutions that are prerogative of a higher level of management.

The effectiveness of the implementation of the management decision is also determined by the coherence of the actions of all performers. As a rule, in the process of implementing the management solution, some tasks are performed with ahead of scheduled dates, some lagging behind. The resolution of this can be achieved only through the continuous coordination of the work performed, the redistribution of certain resources (time, financial and material resources, employees, etc.).

5) The stage of controlling the implementation and analysis of the results of the development of the situation after management impact.

Control of the implementation of planned activities and actions ensures the effectiveness of the organization's activities. Depending on the nature of the management object apply different kinds Control. The main types of control are continuous and discrete control. If it is impossible to monitor control in the execution of management decisions, the results of the final results of management impact are applied. The main task of control is timely fixation of deviations from optimal development Process, planned intermediate or end result. According to the results of the control, the plan is adjusted, controlling the impacts in order to fully achieve the management goal.

Timely coordination of actions is possible only on the basis of continuous implementation of implementation. adopted plans, deviations from the goals.

The analysis is intended to assess the effectiveness of adopted management decisions and should include:

• - assessment of strong and weak places of solutions and plans;
• - additional features and prospects;
• - Additional risks.

The results of the analysis can serve as a motive for revaluing the possibilities of the organization, to incline the leadership to rethink and change its mission and strategy.

rubles will increase from 1 percent in 2011 to 5 percent in 2015; the proportion of the number of foreign students in the total number of students' students higher education It will increase from 2.3 percent in 2011 to 6 percent in 2015; from 87 percent to 94 percent will increase the security of those who need university students in places in hostels. In the second stage (2016 - 2017) will be distributed advanced educational technologies, best practices of management and organization, a group of internationally recognized leader universities is formed. According to the results of the second stage: the specifications of the number of students studying in leading educational institutions of higher education will increase from 5 percent in 2011 to 17 percent in 2019; the number of students will change on programs vocational education. 20.4 percent will be trained on applied undergraduate programs

Legislative base of the Russian Federation

Modernization of the pedagogical education system and advanced training will provide a qualitative update of the pedagogical corps at this stage. The mechanisms of the advanced update of the content of education will be formed, a high-tech educational environment has been created. The main components of the holistic national education quality assessment system will be formed, which will be the basis for self-regulation of the education system and the activities of individual institutions. It will be formed with the participation of the public an independent system for assessing the quality of educational organizations, including Public ratings of their activities. All regions will be formed modern networks of organizations of general, additional and vocational education. In the third stage of the implementation of the state program, the emphasis will be made on the development of the scope of continuing education, the development of educational

On approval of the State Program of the Russian Federation "Development of Education" for 2013-2020 (as amended March 31, 2017) (lost force from 01/01/2019 on the basis of the Decree of the Government of the Russian Federation of December 26, 2017 N 1642)

Responsible Artist Program - Ministry of Education and Science Russian Federation Program co-valves - there are no program participants - the Federal Agency of Scientific Organizations; Ministry of Culture of the Russian Federation; Ministry of Health of the Russian Federation; Federal Agency for Fisheries; federal Service on oversight in education and science; Ministry agriculture Russian Federation; Federal Agency of Communications; Federal Agency for Youth Affairs; Federal Agency for the Commonwealth of Independent States, compatriots living abroad and international humanitarian cooperation; Federal Air Transport Agency; Federal Agency railway transport; Federal Maritime and River Transport Agency; Ministry economic Development Russian Federation;

Public Policy Development Basics

The formation and implementation of government policies usually have four stages or, as sometimes they call this process, a "political cycle" consisting of several consecutive actions. 1st stage ¾ Definition public problems and policy goals (policy initiation).

2nd stage ¾ Development and legitimation of public policy (policy formation). 3rd stage ¾ Implementation and monitoring of public policy (policy implementation). 4th stage ¾ Evaluation and regulation of public policy (policy assessment).

If we consider this process from the point of view of the relationship of public problems and the state, then at the first stage, the state should determine these problems (problems for the state), in the second stage, to develop a strategy and a plan for their decision, and also to legislate (legitimate) policies on the third Stage ¾ implement

Topic 10. Formation and mechanism for the implementation of public policy in the process of public administration

Model "top-down", or a centralized model when decisions are accepted on higher Levels Management, and then brought to lower levels and specific performers who play a passive role and act as simple performers. 2. Model "Bottom-up", or a democratic model in which policy formation begins with the lower structures government controlledPublic groups and organizations involved in the development and implementation of various programs and projects are actively involved.

Based on their proposals and, taking into account their opinions, a holistic state policy is being developed. 3. The "mixed" model combines these two approaches when there is a mechanism for bringing to the development of citizens' policies and public organizations With severe centralized management.

IN democratic state There are many channels and mechanisms,

Implementation of state.

Politicians: the concept and stage, participants The process of implementing public policy

The term bureaucracy is sometimes used as synonym for management, administration.

Sometimes this term denotes a special layer of managers officials, rationally organized management service, in which cases are solved by the competent employees on the proper professional level In accordance with the laws, instructions and other rules. And this is understandable: without a well-coordinated, highly organized and well-working apparatus, it is impossible to manage society, lead economic and cultural construction.

Where there is state machine, State and economic management, i.e. vertical social ties, bureaucracy, the device is always necessary.

The scheme of the decision process is shown in Fig. 12.1 and includes adjustments for objectives, analysis of the problem, forecasting, definition of action options (alternative analysis), choice best option (decision), organizational and practical work on the implementation of this decision.

Fig. 12.1.

The process of developing and making a management decision is an part of more general managerial process, which is as well as any manufacturing process, divided into the main, auxiliary and servicing. Only here as an object of labor is the management decision, information, regulatory and management document. If the operation is aimed at changing any parameter of the managerial solution, this process will be the main one. Service managerial processes include processes for accumulation, control and transfer of management decision. For auxiliary - all those that create conditions for the flow of basic and serving processes.

We describe more basic decision making process. Any targeted human activity is inextricably linked with planning processes. In turn, any planning process can be represented as a sequence of decision-making processes, and each solution is the result of a specific planned task and can be represented as a logical scheme (Fig. 12.2).

Fig. 12.2.

The representation of planning as a complex of solved problems is universally and is characterized by the fact that, first of all, does not depend on the content of the planned object; secondly, admits a hierarchical performance; Thirdly, the solution of the problem can be linked to any finite time interval. Reliable statement: the task of making a decision can be interpreted as the task of choosing an option of the plan, and the decision-making process as a whole - as a plan for developing a plan. The decision-making is the main element of the manager's activities and, as a rule, is associated with the choice of direction of action to achieve the objectives of the organization.

The decision-making process can be represented as several stages consisting of stages and operations. Separate authors are different about identifying stages, operations and are different in different ways to stages. We will analyze the more complete, in our opinion, the scheme for describing the process of making management decisions.

The main stages of the decision-making process include: 1) awareness of the need to make a decision (intelligence); 2) design alternatives (project); 3) acceptance and implementation of the management decision (choice). Each of the above stages implies the implementation of certain stages, procedures and operations. In tab. 12.1 presents a list, including stages, stages and operations for developing a management solution.

Table 12.1. Stages, stages and managerial development operations

Stage 1. Intelligence.

Problems or problem situations arise in organizations or due to the incomprehensibility of the actual values \u200b\u200bof the parameters of a managed object with targeted (regulatory, planned parameters), or due to the possibility of such deviations in the future in the event of a rejection of proactive measures, or due to the change of management goals. If the problem situation is not obvious, then its solution is ambiguous and the decision-making process requires structuring that allows you to determine the stages and procedures aimed at solving the problem for a specific situation. This process is reduced to the construction using algorithms or flowcharts, so-called operaograms of management solutions.

After identifying the cause of the problem, it is formalized - they determine its character: "threat" to the existing situation or "new opportunities", and also reveal strong and weak sides Organizations, i.e. Based on the available information, SHOT-APALIZ is carried out.

Setting the goal for decision-making tasks. There is a conclusion in the Awareness of the LPR of the problem, to solve which it is possible to use various alternatives (options), and the decision is made in choosing one of them.

As restrictions for decision-making tasks, the decision time, decisions, information, information, finance, materials, etc.

Formalization of the problem involves creating a problem of the problem situation (mathematical or information modelwhere action options are presented as sets of characteristics).

Stage 2. . Design.

Designing Alternatives begins with a step of choosing a decision criterion and is the requirements reflecting a system of preferences or one of its parties. When choosing criteria for decision-making of the LPR, the system of standards on which compare alternative solution. The purpose of the criteria is to ensure the effectiveness of the decisions made. Criteria for decision-making serve as a standard for restrictions, as they narrow the activities of the manager in decision making.

Design alternatives it comes down to developing options for action that satisfy the identified restrictions and established criteria based on the collection of necessary information. To do this, can be used. various methods, for example, "brainstorming", Delphi et al. Assessing the possible consequences of the projected alternatives (strategies of action) is carried out on the basis of the selected model by the method: what will happen in the system if alternatives A; (Fig. 12.3).

Stage 3. . Choice.

The selection of the managerial solution includes the methods of selecting alternatives and depends on the degree of structure structure. In accordance with the classification of the problems proposed by G. Simon, allocate structured, weakly structured and unstructured problems. For structured problems use methods quantitative analysisallowing you to choose optimal solutions Based on economic and mathematical methods. Optimization criteria choose the amount of profit or costs, sales, income, etc. To select the solution of weakly structured or unstructured problems, weighted criteria are used on the basis of expert assessments. In this case, choose a satisfactory solution, i.e. The solution selected in accordance with the specified criteria that satisfies the restrictions and eliminating the problem.

The result of comparison alternative is the choice of such an alternative, which eliminates the existing problem. Comparison Alternatives can be performed by several methods.

Identification of possible negative consequences of the selected strategy is carried out using risk and includes methods for compensating for this type of risk.

The decision-making process (the choice of alternatives) can be carried out (and most often performed) is solely by the decision makers, a group of managers or coordination.

Organization of the decision it is to draw up a plan for the implementation of this decision and bring it to specific performers in the form of instructions, orders, orders, etc.

Monitoring the implementation of the decision is carried out on the basis of feedback, through the analysis of incoming information on the implementation of the decision, evaluating the solution of the problem and the emergence of a new situation. Mandatory elements of the process is the presence phased Plan and a description of decision making methods, as well as their information Support. Work on the collection, processing and evaluation of information is carried out at all stages of the process, but each time it has features reflecting the specifics of the actions performed and solved tasks, as well as the style of work of the manager. Presented PA Fig. 12.1 The scheme of the process of making a managerial solution displays only management logic. In practice, this process is more complicated and allows parallel to perform a number of procedures, which makes it possible to significantly reduce the decision-making time.

For effective and timely adoption of management solution, the development of great importance methodological foundations and techniques that simulate and generalizing the scheme described above.