Network models are the main organizational tool of PM. They allow you to carry out scheduling, reduce the duration of work, optimize the cost of work, organize operational management and control over the progress of the project.
The network model is a directed graph depicting all the processes (management tasks) necessary to achieve the goal of the project, shown in a technical sequence.
Basic concepts: work - labor process time-consuming and resource-consuming (this term also includes waiting, which is time-consuming but not resource-intensive); event is a fact accomplishments k-l work or the result of performing several works, allowing the beginning of the following; path - a continuous sequence of arrows, starting from the initial event to the final one.
The network matrix is a graphical representation of the PM process, where all operations, management tasks, the implementation of which is necessary for the project, are determined in the technological sequence for specific performers and calendar days.
The use of a network matrix allows you to quickly calculate the entire range of works and provide the project management with comprehensive information that allows you to make management decisions.
The network matrix should be used at all stages of the life cycle of the project. When building a network matrix, the existing network model is combined with a calendar-scale time grid, which has horizontal and vertical corridors.
Horizontal corridors characterize the levels of management, structural divisions, officials who take part in solving managerial problems.
Vertical corridors reflect separate stages, processes occurring in time (may be the usual calculation by day).
The RAZU matrix is a graphical and analytical toolkit, with the help of which the responsible executors for individual works are established. Rows - management tasks, columns - structural units, officials.
On its basis, it is possible to divide the responsibilities of all project participants and mathematically calculate the workload of each structural unit or official in the implementation of the project.
The matrix is considered as a means of matching the inputs and outputs of the project management system.
In the fields of the matrix, conventional symbols indicate the relationship of structural units and officials to the solution of a specific management task.
ITM (information technology model) is an organizational project management model, which is the main organizational toolkit that determines the sequence and interconnection of all project management processes.
Contains a standard description of the procedure and conditions for solving problems for project management, which clearly defines who, when, in what conditions solves certain problems, who is responsible for their development and implementation.
The development and implementation of ITM ensures the creation of conditions in the PM system, when intermediate results ensure the achievement of the final results of the project, and also allows ensuring the consistency of solving managerial tasks and determining the conditions for their implementation.
Building an ITM begins with collecting information about the main processes and management tasks required to implement the project. Correctly filled in and analyzed information serves as the basis for filling out the information table, which enables communication between individual jobs. ITM is compiled on its basis.
The info table contains the following columns:
1. Management tasks
2. Background information to solve this management task (reports, analyzes, acts, legislative documents etc.)
3. Source of information (who transmitted it and where from)
4. The resulting document obtained in the course of solving the management problem;
5. The executor of the task (there may be several of them)
6. Terms of implementation (as a rule, the deadline for the submission of the resulting document is indicated)
7. Consumers of the resulting document
Then, on the basis of the information table, an ITM is formed, which presents all the information from the information table in a more visual form.
Lifecycle model
Project resource planning.
Resources is everything that can be used by the company to achieve its goals, to meet its own needs and the needs of the subjects of the external environment.
Financial - cash, receivables, securities, financial investments, participation in the authorized capital of other organizations, etc. Their peculiarity is that they cannot be used (consumed) directly within the company. Neither can they be created within the company. These resources are used and created when the company interacts with external environment... (To spend money or buy securities, you must conduct a business transaction with the participation of some other company or organization.) Thus, financial resources reflect the company's relationship with the external environment.
Production - materials, labor resources, intra-production work and services, finished products, etc. The peculiarity of these resources is that they can be used (consumed) directly within the company and / or created within the company. in production processes or are the result of these processes.
Material and human resources. Human beings are the most significant, because they are not stored and not accumulated. We also cannot store technical equipment and large-sized equipment. Schedules of the use of human resources and technical means... Graphs of the use of resources in mb time scale with and without taking into account weekends and holidays, mb hourly - from P.'s specialization or in the form of the amount of time required for P in% of the total project time. Or in man-hours. Limits on the use of resources in the development of schedules (it is impossible without a break of 24 hours for people and maintenance for machines).
Resource conflict - mismatch between the need and the possibility of using resources (1.5 or 2 shift schedule for the use of resources)
There is no minimum limit (consultants 10-30 minutes), normal limits are 8 hours, maximum is 16 hours without a break for sleep.
Resource planning- determination of what human, physical, material and other resources in what quantities and at what time should be used. used to complete the work of the project.
Resource planning is closely related to project cost estimation and directly depends on what project restrictions are set by the Customer (time or cost).
Resource consumption limits: minimum (0-8 hours), normal (8 hours), maximum (16 hours).
Proceeding on the basis of work decomposition.
For PR it is necessary:
* approved project concept
* a description of the resource pool (i.e. potential resource availability) The granularity and specialization of the resource pool may vary.
* decomposition of project work
* estimation of the duration of operations or works
* policy of the performing organization
* historical information about what and what types were consumed for the implementation of past similar projects.
Methods and tools for resource planning.
For PR, expert assessments can be applied, software, analogues of other projects.
The output of the PR is a resource plan, that is, a description of what types of resources and in what quantities are consumed for each element of the lowest level of work decomposition.
Resource conflicts can occur with PR.
Resource leveling methods:
1) Stretching - in the presence of time reserves due to the increase, the work will continue to reduce their effectiveness.
2) Compression - by increasing the intensity of the use of res-in
3) Normalization (parallel execution of work) - divide the work into sections and perform them one by one.
To increase the efficiency of purchases and supplies in the pr-those, you can use cross-docking - the organization of supplies in accordance with the application (in the right quantity, at the right time, in accordance with the quality)
Understanding Corridor Networks
In the so-called corridor network schedules, a part of the entire complex of works or individual performing works can be taken as a corridor (Fig. 4.12).
The belonging of the work to one or another corridor is determined by its horizontal position (or segment) in this corridor, as shown in Fig. 4.13.
So, in the figure we see that jobs 1-2 and 2-4 are performed along node "a", since the horizontal segments of these jobs lie in the plane of the corridor of node "a". Works 1-3 and 3-4 are performed along the node "b", since the horizontal segments of these works lie in the plane of the corridor of the node "b".
Rice. 4.12.
Rice. 4.13.
So, Executor 1 on the chart is represented by a triangle. Artist 2 is indicated by a square. Artist 3 is indicated by a circle. Thus, any figure standing at the beginning of a work denotes a specific performer of this work. So, work 1-2 on node "a" is performed by Contractor 1. Work 3-4 on node "b" is performed by Contractor 2, and so on.
Rice. 4.15.
As seen, corridor network schedule carries much more information than a regular network. This quality allows it to be used in cases where a simple network schedule is not enough to perform management functions.
Network Matrix
The network matrix is corridor-scale network schedule organized in the context of work performers.
The network matrix allows you to link the logical-temporal structure and organizational structure of the organization's management into a single complex tool.
The use of network matrices in the project management process makes it possible to present this process in a visual form, as well as to identify the features of the situation, the structure necessary work and acceptable means and methods of their implementation, analyze the relationship between performers and work, prepare a scientifically based coordinated plan for the implementation of the entire range of work to solve the task. Such a plan allows more efficient use of available resources, since the analysis of the network matrix and the identification of critical jobs and time reserves for non-critical jobs make it possible to reallocate resources in order to better use and shortening the period of implementation of the assigned tasks. It also becomes possible to quickly process large amounts of reporting data using computer technology and provide the company's management with timely and comprehensive information about the actual state of work facilitating the adjustment of the decisions taken; predict the progress of work on the critical path and focus the attention of managers at various levels on them. Using the mathematical apparatus, it is possible to determine the degree of likelihood of the plan being implemented and to correctly distribute responsibility among the hierarchical levels of management.
The network matrix is a graphical representation of project management processes, where all the operations that need to be performed to achieve the ultimate goal are shown in a specific technological sequence and interdependencies. The network matrix is combined with a calendar-scale time grid, which has horizontal and vertical corridors. Horizontal corridors characterize the level of management, structural unit or official performing a particular operation of the process of preparing, making and implementing a decision; vertical - the stage and individual operations of the decision-making process, taking place in time.
Network Matrix is a kind of network graphics. Therefore, when building a network matrix, the same three basic concepts are used as when building network diagrams:
- work (including expectation and dependence);
- event;
- way.
All rules for building network diagrams apply to network matrices as well.
Building a network matrix
For the correct construction of the network matrix, in addition to general rules When constructing network diagrams, several special rules should be followed that directly relate to network matrices as a corridor-scale variety of network models.
The belonging of the work (arrows) to one or another horizontal corridor is determined by its horizontal position or its scale-free horizontal section in this hallway. The belonging of a work (arrows) to a vertical corridor is determined by the vertical boundaries of the corridor, stage or operation, i.e. vertical lines defining the matrix time scale.
Rice. 4.17.
After building the network matrix, all known methods for calculating analytical parameters and optimizing the model can be applied to it.
Project: the concept and essence of the project. Organizational Project Management Toolkit
2.1 Types of organizational tools
The first part briefly reviewed the nature of the project and the associated activities. At the same time, the issue of structuring the work to achieve the goals of the project was raised. It is obvious that such an activity, as already noted above, serves to increase the efficiency of project activities for different parameters(cost, terms, etc.). Among the elements of project activities, one can also name organizational tools. The following types of organizational tools are distinguished http://tww48.narod.ru/slides_03/PM_03.files/frame.htm#slide0040.htm:
1.network matrices (more high level scientific development of "network diagrams"):
· Represent the entire process of the project in a visual form,
· Identify the composition and structure of work, and acceptable means and methods of their implementation;
· Analyze the relationship between performers and work;
· Prepare a scientifically grounded coordinated plan for the implementation of the entire complex of work on the project for more efficient use of available resources and reduction of terms.
2. matrix of division of administrative tasks of management (RAZU):
· Using this matrix in the project management system, it is possible to divide the responsibilities, rights and responsibilities of all project participants in the project team and, on this basis, build an organizational-dynamic structure and information system.
3.information technology model (ITM):
· Helps to design the technology of project management, that is, fixing the sequence and relationship of the solution of management tasks.
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ORGANIZATIONAL PROJECT MANAGEMENT TOOLS
| Parameter name | Meaning |
| Topic of the article: | ORGANIZATIONAL PROJECT MANAGEMENT TOOLS |
| Rubric (thematic category) | Technologies |
3.1 Network Matrices
Network Matrices are the most effective tool in project management. Οʜᴎ represent a higher level of scientific development of network diagrams and are used at all stages life cycle project.
In the network matrix, design work is depicted graphically in a specific sequence and taking into account the relationships and dependencies between them. As an example, we will give a fragment of the network matrix (Fig. 9).
Rice. 9 Fragment of the network matrix
The network matrix is aligned with the calendar-scale time grid. The horizontal “corridors” of the grid correspond to officials, business units or levels of management. Vertical "corridors" correspond to separate time intervals.
When constructing a matrix, three basic concepts are used - work event and path.
Work- ϶ᴛᴏ a time and resource consuming process. On the graph, it is depicted as a solid arrow.
Work also includes expectation and addiction.
Expectation- ϶ᴛᴏ process requiring time consuming but does not require resources. On the chart, it is indicated by a dashed arrow indicating the waiting time.
Addiction (fictitious work) indicates only the existence of a connection between jobs, when the start of work depends on the completion of other jobs. There is no need for time and resources.... Dependency is indicated by a dashed arrow without indication of time.
Event is designated, as a rule, in the form of a circle and represents the result of the performance of all the work included in it. In this case, the event allows you to start all the outgoing jobs.
From the given example (Fig. 9) it can be seen that within the framework of the control process there are four events, with event 1 being initial, events 2 and 3 intermediate, and event 4 final. These events are related to the performance of work, with work 1-2 and 2-4 being performed by the director, work 1-3 and 3-4 by his deputy, and work 1-4 by the chief engineer.
The sequence of works from the initial event to the final one forms way... The path that has in the network matrix longest duration, it is customary to call critical and is indicated, as a rule, by a thickened or double arrow.
When building network matrices, it is extremely important to adhere to the following basic rules.
· The rule of designation of works.
The designation is not allowed parallel works the same code (Fig.10a). This means that there should only be one arrow between two adjacent events. Otherwise, it is extremely important to introduce an additional event and dependence into the matrix and separate one of the works with them (Fig.10b).
 |
· Rule of prohibition of "dead ends".
There should be no events in the network matrix from which no work comes out (except for the final network event). The presence of such events means that unnecessary work has been entered or there is an error in the technology of their execution.
· Rule of prohibition of unsecured events.
There should be no events in the network matrix that do not include any work (except for the original network event). In this case, the start condition will not be specified for jobs that exit from such unsecured events. Consequently, the work will not be completed.
· Delivery picture rule.
Supply- ϶ᴛᴏ the result obtained outside the project management system. The delivery is depicted as a circle with a cross inside. In the example shown (Fig. 10c), delivery is required to perform work 2-3. As a rule, next to the circle of the delivery indicate the number of the specification disclosing its content.
· The rule of organizational and technological links between works.
The network matrix takes into account only the directly indicated relationship between activities (Fig. 10d). To show that work 4-5 should be preceded not only by work 3-4, but also by work 1-2, the matrix additionally indicates the relationship between events 2 and 4.
· Technological rule construction of network matrices.
To build a network matrix, it is extremely important to establish what work must be completed before the start of this work, which ones have been started after its completion, which are extremely important to perform simultaneously with this work.
· Event encoding rule.
All events in the matrix must have separate numbers. For this, events are encoded as integers without gaps. In this case, the next event is assigned a next number only after assigning numbers to all previous events.
· Rules for specifying jobs, expectations and dependencies:
1) the arrow (work) must always be directed from an event with a lower number to an event with a higher number;
2) the belonging of the work (arrows) to a certain horizontal "corridor" is set by its horizontal section;
3) the duration of work or waiting is determined by the horizontal projection of the distance between the events corresponding to them;
4) the dependencies between jobs without waiting are indicated by vertical arrows. Moreover, their projection on the time axis is zero;
5) tilt of the arrows along the time axis to the left is not allowed.
Let us consider the procedure for constructing a network matrix using the example of the fragment "Preparation of proposals for improving the organization of project management in a construction trust" (Table 1).
Table 1
"Preparation of proposals for improving the organization of project management in a construction trust" (option)
Let's transfer the presented works to the network matrix, taking into account their sequence, duration and performers (Fig. 11).
Figure 11 - Network matrix of the fragment of the project "Preparation of proposals for
improving the organization of project management in a construction trust "
The advantage of the network matrix is a visual display of the time parameters of the project͵ the knowledge of which is extremely important for maneuvering project resources and project management as a whole.
The dotted lines on the network graph show slack for work.
Jobs that do not have time reserves form critical path... For the considered example (Fig. 11), one of the critical paths is the sequence of works: 1 - 3 - 6 - 11 - 13. Their total duration is 6 days.
The duration of the critical path allows you to determine the directive duration of the project:
,
where is the duration of the critical path;
The likelihood of the project being implemented under the given conditions. The normal value of this indicator is in the range from 0.6 to 1.0;
Duration variance i-th work as part of the critical path.
The actual duration of an individual work is a random variable with a normal distribution law. Its parameters can be calculated using approximate formulas:
;
,
where,,, - the most probable, optimistic, expected and pessimistic duration of work, respectively;
Dispersion of the actual duration of work.
Basic parameters of the network model
The main parameters of the network model include:
Event number (N);
The early date of the onset of the event - ϶ᴛᴏ the earliest possible moment of the onset j-th event and it is determined by the time of execution of all work preceding this event. It is obvious that the early date of the onset of the event can come when all the work of the maximum travel time will be completed:
T (P) j = max (T (P) i + t ij), for (i, j) ÎV + j,
where V + j, is the set of arcs on the network model included in the event j;
Late date of occurrence of the event - ϶ᴛᴏ the latest of the admissible moments of occurrence i-th event, at which it is still possible to complete all subsequent work without exceeding the deadline for the entire project. Determination of the late timing of the occurrence of events is carried out strictly sequentially in descending order of event numbers, starting with the final event, according to the formula:
T (P) i = min (T (P) j - t ij), for (i, j) ÎV - i,
where V - i, is the set of arcs on the network model, emerging from event i;
Reserve - ϶ᴛᴏ difference between late and early dates event occurrence:
R k = T (P) k - T (P) k.
The network model parameters are specified at the vertices as follows:
 |
Let us consider the definition of the basic parameters of the network model using the example of a project, the initial data for which are presented in Table 2.
table 2
Initial data for the project
| Job number | Job title | Previous work number | Duration, days |
| Coordination of customer requirements | - | ||
| Development of documentation and building design | - | ||
| Completion design work | |||
| Foundation works | |||
| Landscape design | |||
| Construction of the fence | 2, 3 | ||
| Construction of the first floor | |||
| Completion of work on the construction of the fence | |||
| Installation of entrance gates | |||
| Completion of work on the construction of the first floor | |||
| Installing a garage door | 8, 10 | ||
| Installing the rafter system | |||
| Landscaping | |||
| Installation of roof, windows and doors | 9, 11, 12 | ||
| Internal work and delivery of the project to the customer | 13, 14 |
The network model of this project is shown in Fig. 12.
 |
3.3 Matrix for Separation of Administrative Management Tasks
For a clear separation job responsibilities and responsibility in the process of project management, a matrix of division of administrative tasks of management (matrix of the RAZU) is developed.
The RAZU matrix is a table, the titles of the rows of which indicate the tasks of management to be solved, and in the title of the columns - the performers (officials, divisions and services). At the intersection of the lines and the graph, a conventional sign denotes the relation of the corresponding performer to the corresponding task (Table 3).
Table 3
Matrix for separation of administrative tasks of management (option)
Consider possible variant conventional signs of the RAZU matrix for various aspects of management.
· Symbols to determine responsibility for solving the problem:
I am the sole decision (signed) and personal responsibility;
! - personal responsibility and participation in collegial decision-making (signed);
R - participation in collegial decision-making without the right to sign.
· Symbols for identifying activities for the implementation of tasks:
P - planning;
О - organization;
K - control;
X - coordination;
A - activation.
Symbols for defining the activities for the preparation and maintenance of the implementation of tasks:
С - approval, sighting;
T - direct execution;
M - preparation of proposals;
± - making calculations;
- - non-participation in work.
To determine the attitude of each performer to each management task, an expert survey is used, most often on the basis of a preference matrix.
Preference matrix - ϶ᴛᴏ square matrix, the rows and columns of which correspond to the set of conventional symbols of the RAZU matrix (Table 4). Each element of the preference matrix is an integer:
0 - if the character corresponding to the line is less preferred than the character corresponding to the column;
1 - if the signs are equal;
2 - if the character corresponding to the line is preferable to the character corresponding to the column.
Table 4
| Symbols | T | I AM | NS | O | NS | A | TO | ! | Total |
| T | |||||||||
| I AM | |||||||||
| NS | |||||||||
| O | |||||||||
| NS | |||||||||
| A | |||||||||
| TO | |||||||||
| ! |
It follows from the table that, for example, the symbol "T" is preferable to the symbols "I", "P", "O", "A" and "K", is equivalent to the symbol "X" and is inferior to the symbol "!".
Obviously, all symbols are equivalent to themselves, in this regard, the diagonal of the matrix is unity.
For each row of the matrix, the sum of the values of its elements is calculated and this sum is considered as an assessment of the significance of the corresponding symbol by a separate expert.
Each expert fills in a preference matrix for each performer. Further, in relation to an individual artist for each symbol, the average value of its significance is calculated based on the assessments of all experts. Typically, this is the arithmetic mean or median. On the basis of the average values, the symbols are assigned ranks and one of them with the highest rank is selected, or several - in the case of the same ranks.
Determination of the coefficients of the complexity of the solution of control problems ( TO r) is also performed on the basis of filling in the preference matrix by experts. In this case, the tasks are compared in terms of their complexity. As a result, for each task, the average conditional value of the labor intensity is obtained. When this value is divided by the sum of similar values for all tasks, the value TO T.
PROJECT PLANNING
4.1 Basic concepts and definitions
The essence of planning consists of:
a) setting goals and ways to achieve them based on the formation of a set of works (measures, actions) that must be performed;
b) the application of methods and means for the implementation of these works;
c) linking the resources required for their implementation;
d) coordination of actions of organizations - participants of the project.
Planning activities cover all stages of project creation and execution. It starts with the participation of the project manager (project manager) in the process of developing the project concept͵ continues with the selection of strategic decisions on the project, as well as with the development of its details, including the preparation of contract proposals, the conclusion of contracts, the execution of work, and ends at the end of the project.
On planning stage all the necessary parameters for the implementation of the project are determined:
Duration for each of the controlled elements of the project;
The need for labor, material, technical and financial resources;
Delivery time of raw materials, materials, components and technological equipment;
Terms and volumes of attracting design, construction and other organizations.
Project planning processes and procedures should ensure that the project is feasible within the specified time frame, with minimal cost, within the normative resource cost, and with adequate quality.
In a well-organized project, a specific management body should be responsible for the implementation of each goal: the project manager for all goals (project mission), responsible executors for particular goals, etc. That is, the tree of the whole project should coincide with the structure of the subsection the name of the organization responsible for the implementation of the project. For this, a so-called matrix of responsibility is being developed, which defines the functional responsibilities of the performers for the project, specifies the set of works for the implementation of which they are personally responsible.
The higher the level of the management body, the more generalized, aggregated indicators it makes decisions on the management of subordinate units. With an increase in the hierarchy level, the time interval between the issuance of planned tasks, the control of their execution, etc., increases. work independently, regardless of subdivisions of the same or neighboring level. The independent functioning of subdivisions must be provided with certain reserves of resources, which are also extremely important to plan.
The main purpose of planning consists in building a model for project implementation. It is necessary to coordinate the activities of the project participants͵ with its help, the order in which the work should be performed is determined, etc.
Planning is a set of procedures interconnected by mutual relations.
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The first step in project planning is the development of initial plans, which are the basis for developing a project budget determining resource requirements, organizing project support concluding contracts, etc.
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Project planning precedes project control and is the basis for its application, since a comparison is made between planned and actual indicators.
4.2 Planning processes
Planning is one of the most important processes for a project͵ as the result of its implementation is usually a unique object, product or service. The scope and detail of planning is determined by the usefulness of the information that can be obtained as a result of the process and depends on the content (intent) of the project.
These processes can be repeated and form part of an iterative procedure performed until a certain result is achieved. For example, if the initial completion date of a project is unacceptable, then the required resources, cost, and sometimes the scope of the project must be changed. The result in this case will be the agreed terms, volumes, nomenclature of resources, budget and content of the project͵ corresponding to its goals. The planning process itself should not be fully algorithmic and automated, as it contains many undefined parameters and often depends on random factors. For this reason, the plan options proposed as a result of planning may differ if they are developed by different teams, specialists in which assess the impact of external factors on the project differently.
Basic planning processes can be repeated several times, both during the whole project and its individual phases. The main planning processes include:
♦ planning the content of the project and documenting it;
♦ description of the content of the project determination of the basic stages of the project implementation their decomposition into smaller and manageable elements;
♦ budgeting, estimation of the cost of the resources required to carry out the work of the project;
♦ definition of works, formation of a list of specific works that ensure the achievement of the goals of the project;
♦ arrangement (sequence) of work, definition and documentation of technological dependencies and restrictions on work;
♦ assessment of the duration of work, labor costs and other resources required to perform individual work;
♦ calculation of the schedule, analysis of technological dependencies of work performance, duration of work and resource requirements;
♦ resource planning, determining what resources (people, equipment, materials) and in what quantities will be required to carry out the work of the project. Determine when the work is being completed given resource constraints;
♦ budgeting linking estimated costs to specific types of activities;
♦ creation (development) of a project plan collection of the results of other planning processes and their integration into a common document.
Supporting planning processes performed on an as needed basis. These include:
♦ quality planning, defining quality standards appropriate to this project, and finding ways to achieve them;
♦ organizational planning (design), definition, survey, documentation and distribution of project roles, responsibilities and reporting lines;
♦ recruitment of personnel, formation of a project team at all stages of the project life cycle a set of necessary human resources included in the project and working in it;
♦ planning communications, determining the information and communication needs of the project participants: who needs what information, when and how it should be delivered to them;
♦ identification and assessment of risks, determination of which uncertainty factor and to what extent may affect the progress of the project determination of favorable and unfavorable scenarios for the implementation of the project documenting risks;
♦ planning of supplies, determining what, how, when and with the help of whom to purchase and supply;
♦ planning proposals, documenting product requirements and identifying potential suppliers.
4.3 Planning levels
Determination of planning levels is also a subject of planning and is carried out for each specific project, taking into account its specifics, scale, geography, timing, etc. In the course of this process, the type and number of planning levels corresponding to the selected work packages for the project, their substantive and temporal relationships are determined.
Plans (schedules, networks) as an expression of the results of planning processes should form in the aggregate some pyramidal structure with the properties of aggregating information differentiated by levels of awareness management, echeloned by development time (short-term, medium-term and long-term). The planning levels and the planning system should be built using the principles of "feedback" that ensure constant comparison of planned data with actual data and have great flexibility, relevance and efficiency.
Aggregation of network schedules (schedules) is an important and very effective tool for managing complex projects... With the help of this tool, project participants can receive network plans of various degrees of aggregation, in volume and content, corresponding to their rights and responsibilities for the project. Simplified aggregation of network plans for three levels should be presented in the form of some information pyramid (Fig. 13). Here, based on the detailed network plan (at the bottom of the pyramid), the plan is transferred to the next level of management only with key stages (milestones).
Network plans are scaled up because the overall network plan consists of many private network plans. In each of these private plans, the most a long way... These paths are then put in place separate parts networks. With this gradual aggregation, multi-tier network plans are obtained.
The following types of plans are usually distinguished:
♦ conceptual plan;
♦ strategic plan for the implementation of the project;
♦ tactical (detailed, operational) plans.
Conceptual planning, the result of which is the conceptual plan, is the process of developing the basic documentation for the project, technical requirements, assessments, consolidated schedules, control and management procedures. Conceptual planning is carried out during the initial period of the project life cycle.
Strategic planning is a process of developing strategic, integrated, long-term plans.
Detailed (operational, tactical) planning associated with the development of tactical, detailed plans (schedules) for operational management at the level of responsible performers.
Plan (aggregation) levels must correspond to the management levels. The higher the level, the more aggregated, generalized information is used for management. Each of the levels has its own representation of the input data, which are usually:
Contractual requirements and obligations;
Description of available resources and restrictions on their use (timing, intensity, placement, etc.);
Valuation and cost models;
Documentation for similar workings.
Strategic planning level is related to two main questions:
What are we going to do?
How do we do it?
As a rule, the private (specific) goals of the project may change as it is being implemented, while the strategic goals of the project its mission remain unchanged. For this reason, the strategic planning phase is emphasized. Here, the utmost clarity should be obtained on the project, on the main stages of its implementation, on the goals to be achieved.
Strategic planning model may contain several substages (fig. 14). Sub-stages of strategic planning may not have a definite, predetermined sequence. As a rule, they are performed several times, when the information obtained after the next stage of the analysis or the execution of the procedure is used at the next stage, again returns to the previous or previous stages with already specified or some additional information.
SWOT analysis methods(Strengths, Weaknesses, Opportunities and Threats - benefits, weak sides, opportunities, threats) are often used for strategic planning purposes, especially to assess the specific parameters of the organization itself and its environment. To conduct a SWOT analysis, use table 5. To fill it out, it is extremely important to answer the following questions:
♦ What are our advantages, how can we realize them?
♦ What are our weaknesses, how can we reduce their influence?
♦ What opportunities exist, how can we benefit from them?
♦ what could prevent threats?
♦ What could we do to overcome the problem?
Table 5
SWOT analysis table
Based on the results of the SWOT analysis, in particular, it is possible to determine which of the strategies should be attributed to the strategy for a specific project.
Twelve possible strategies for projects:
♦ construction oriented;
♦ based on financing, associated with the use of non-trivial financing schemes, possibly with the use of debt obligations or subsidies, as well as when paid Special attention financial flows or the cost of capital;
♦ state;
♦ design technology, when design technology provides significant advantages over other technologies;
♦ built on a customer-contractor relationship, in which various forms of partnerships are used between the customer and the contractor;
♦ technological, focused on the use of the most modern, but also more at risk technologies;
♦ focused on commissioning;
♦ ensuring the optimization of the ratio of costs, quality and terms;
♦ resource-oriented, especially with limited or high cost of resources, their scarcity and uniqueness;
♦ focused on the scale of the problems being solved or on a given volume, for example, providing a given number of jobs in the region;
♦ focused on chance or unforeseen emergencies;
♦ passive, when there is no strategy at all and the behavior of the environment is unpredictable.
4.4 Work breakdown structure
Work breakdown (decomposition) structure (CPP)(WBS - Work Breakdown Structure) - a hierarchical structure of the sequential decomposition of the project into subprojects, work packages of various levels, and detailed work packages. SRP is the basic tool for creating a project management system, as it allows solving problems of organizing work, allocating responsibility, estimating cost, creating a reporting system, effectively supporting the procedures for collecting information on the performance of work and displaying the results in an information management system to summarize work schedules, cost, resources and completion dates.
CPP allows you to align the project plan with the needs of the customer, presented in the form of specifications or descriptions of work. On the other hand, CPP is a convenient management tool for a project manager, as it allows:
♦ to define works, packages of works, ensuring the achievement of sub-goals (private goals) of the project;
♦ check whether all objectives will be achieved as a result of the project;
♦ create a convenient reporting structure corresponding to the objectives of the project;
♦ define, at the appropriate level of detail in the plan, milestones (key results) that should become milestones for the project;
♦ to distribute responsibility for achieving the goals of the project among its performers and thereby ensure that all work on the project is responsible and does not fall out of sight;
♦ Provide team members with an understanding of the overall goals and objectives of the project.
Work packages usually correspond to the lowest CPP level of detail and consist of detailed works. Work packages, if extremely important, can be subdivided into steps. Neither detailed work, nor, let alone steps, are elements of a CPP.
SRP development is carried out either from top to bottom, or from bottom to top, or both approaches are used simultaneously. The iterative process used for this purpose can include various approaches to information retrieval. For example, the method of “brainstorming” is used, carried out both within the project team and with the involvement of representatives of other project participants. As a result of the construction of the SRP, all the goals of the project should be taken into account and all the necessary prerequisites for its successful implementation should be created.
CPP detail level depends on the content of the project the qualifications and experience of the project team the management system used, the principles of allocation of responsibility in the project team the existing document management and reporting system, etc. works in the most general form.
Project hierarchical structure͵ created on the basis of the SRP, allows you to apply procedures for collecting and processing information on the progress of work on the project in accordance with management levels, work packages, milestones, etc., to summarize information on work schedules, costs, resources and deadlines.
Project management system should include the ability to present information on the planned and actual project data in accordance with the structure of the CPP, except, of course, standard layouts built on the basis of filters by project indicators (timing, resources, responsible, etc.).
CPP decomposition can be based on:
♦ components of the product (object service, line of business) received as a result of the project;
♦ process or functional elements of the organization implementing the project;
♦ stages of the project life cycle main phases;
♦ subdivisions of the organizational structure;
♦ geographic location for spatially distributed projects.
In practice, combined CPP structures are used, built using several decomposition bases.
The art of project decomposition consists in the skillful coordination of the basic structures of the project, which include, above all:
Organizational structure(OBS - Organization Breakdown Structure);
Structure
ORGANIZATIONAL PROJECT MANAGEMENT TOOLS - concept and types. Classification and features of the category "ORGANIZATIONAL TOOLS FOR PROJECT MANAGEMENT" 2017, 2018.
Aggregation, impact, activity, change, instrument, combination, cooperation, coordination, technique, set, sequence, consequences, application, adaptation, procedure, result, method, means, subject, technology, universality, unification, factor, function, part, efficiency. Justification, development, testing, adaptation, classification, application and modernization of modern organizational tools.
All organizational activities of an individual, group, corporation, society as a whole must be provided with one or another set of specific means and methods of purposeful impact, reliably represented by such a concept as tools.
Tools
(From lat. - instrument of labor) - an ordered set, a complex of means of purposeful influence and methods of their application.
Unlike a separate tool, the choice, adaptation and application of which can be carried out randomly, based on the prevailing circumstances, the toolkit is initially developed and formed as a single complex to ensure the implementation of purposeful activities. This is what determines both the actual set of selected and mastered tools, and the technology of their cooperation, combination and application. Moreover, such interrelationships are established not only within relatively independent sets of instruments of research and influence, but also between their individual components or them in a complex.
Justification, development, construction and application of the organization's tools are based on the unity of the universal process of research and impact, the use of its potential, content and results by the widest circle of scientists and practitioners. This allows you to eliminate parallelism, duplication, inconsistency, improve the sequence of building an organization, significantly increase the efficiency of its functioning and development, ensuring targeted coordination and adaptation of the actions of all participants, users and even observers.
Such coordination is demanded by a number of objective factors and subjective goals of the organization. First of all, the research toolkit is substantiated, formed and applied universally to both objective and subjective organization. Moreover, quite often it is he who becomes not only a single, but also the only basis for the development and implementation of targeted impact on a mixed organization.
Meteorological conditions for the organization of flights of airliners
Research and impact tools should be sufficiently independent, their natural aggregation cannot deform the content and results of their application. This problem is especially relevant for a wide variety of conformist organizations, where reports are drawn up according to the principle "as much as necessary, we will show as much", and what happened and its results are qualified by the explanation: "We planned this." The successful solution of this problem necessitates ensuring the required level of independence in the use of research instruments and the validity and effectiveness of the impact. On this basis, an important organizational rule is formulated.
Adequate research is necessary to ensure effective impact
Under real conditions, it is important to understand that the instrumental approach actually determines not only two independent procedural manifestations, but the entire possible scale of selection, assessment, correlation, transformation, cooperation, etc. researched and changeable. Moreover, the configuration of this scale can have not only a linear, but also a parallel and branched, including multidimensional, representation, which activates the development and application of derivative modifications as independent tools, for example, classification and its corresponding correction.
The modeling forms are tool palette in the process of adaptation, they can also be differentiated and reduced to the subject-object base, procedure, structure, specific features and other characteristics of a particular organization. This makes it possible to determine in more detail the use of various research and impact tools, expand and present them in the form of a universal range of methods and means, differentiate selection, purposefully modify and use modern, adapted and most efficient models building an intellectual and material organization (see appendices, situation 4).
The logic of building and using a complex organization toolkit is laid in the foundations for the development, implementation and application of a specific analysis and assessment methodology. The effectiveness of research is determined by the versatility, diversity and level of development of the instrumental palette, the formation of a wide range of necessary ways to apply a wide variety of procedures, the arrangement of these and other components into a single set of applied configurations.
All this convincingly proves that an absolutely necessary basis for the development and implementation of any impact is an adequate toolkit for analyzing and assessing the distinguished and studied qualities of an organization, determined by the subject-object orientation. Moreover, both the subject and the object of the organization have their decisive influence on the formation and use of specific tools.
So, for example, it is the subject who represents and plays the most probabilistic scenarios for the development of the situation, and the object approach used by him directly forms the necessary foundations for the construction and use of tools for modeling an organization.
The actual modeling toolkit is widely and variedly used in programming, design, development, construction and maintenance of the functioning and development of a wide variety of organizations. Examples of such use are widely and in detail given in scientific publications and reports on research programs carried out directly at specific enterprises and organizations. They comprehensively reveal and convincingly show the organizational nature of the formation and the effectiveness of the use of modeling, the versatility, complexity and effectiveness of this organization's toolkit.
The essence and main effect of its application lies in the fact that modeling makes it possible by conducting an experiment to avoid catastrophic errors, to identify extreme trends, to determine promising directions... This makes it possible to achieve decisive innovations in the construction, adaptation and application of specific research tools and transformation of processes of a mixed and subjective organization with much smaller funds, but with great guarantees.
V real life, even when attention is not specially focused on the use of such tools, in the ideas of the intellectual organization of his own consciousness, the individual does not care, one way or another, "scrolls" the forthcoming actions and their possible consequences, which in itself is already a simulation. It is this nature that determines the key place, the determining role and strategic perspective of the formation and development of modeling as one of the fundamental units of the modern presentation of the universal toolkit of the organization.
It is clear that the research toolkit includes many other very diverse, constantly improving among the ways of studying the organization. Their composition, content, configurations of interaction and use are determined by the goals, objects and conditions of use, the form of integration of individual studies and their results into the process of organizational change and development of the organization (see appendices, situation 4). Examples of such integration will be discussed in more detail in Ch. 18 of this textbook, here the authors restrict themselves to the already cited provisions for the presentation of research tools and an assessment of its place and role in the formation, functioning and development of a modern organization.
The use of the object approach is inevitably faced with the need to study and resolve the emerging hierarchical contradictions of the organization. In contrast to self-organization, their importance in the construction and use of a universal organization toolkit increases sharply, as it moves into the sphere of the formation and development of management relations. In the course of the practical application of the organization's tools, within the framework of the development and implementation of a specific impact, contradictions directly arise in the distribution of powers and ensuring coordination between the participants in this process.
Indeed, a variety of understanding, contradictions in the application, or even the substitution of the essence of coordination by the content of the organization occurs in theory and practice quite often. Similar tendencies of their comparison, analysis and evaluation, the conclusions carried out on them again actualized the question of the theoretical correlation and practical application of the concepts of organization and coordination.
In the course of substantiation, construction and use of complex research and impact tools, the ratio of organization and coordination becomes one of the key provisions. Moreover, this pushes a number of scientists and practitioners to the assumption that any function of the organization aggregate includes, should or may include the content of coordination at the level of the subject of research or influence.
A reasonable solution to this problem is necessary to determine the functional manifestation of the coordination unit in the organization's tools and can be conceptually considered in Fig. 11.1 as a conceptual model.
As can be seen even from a superficial analysis of the construction of this model, the real ratio of organization and coordination is manifested in the presence or absence of hierarchical relations in them. Indeed, only a subordinate can be organized, but the success of interaction also depends on those who are not subordinate to you. Interconnection
Rice. 11.1.
joint actions of various, independent subjects to achieve a single goal at this stage is provided by the coordination function (see appendices, situation 2). In such a manifestation, coordination is not part of the function of the organization, but it is absolutely necessary to develop the use of the organization's tools.
At the same time, further analysis shows that the management influence, rising to a higher level, for which all those participating in this interaction are subordinates, whose joint actions can and must be organized accordingly, most often becomes inadequate, is late or emasculated by the administrative-bureaucratic procedure. In this case, the content of the impact is somehow transformed into an organization that is consistently integrated into a single toolkit, which is far from always justified by the situation and provides effective solution assigned tasks.
The coordination toolkit is initially identified as an alternative to the organization, providing direct, operational, equitable interaction between all stakeholders, participating or benefiting from the results. It is being formed, formed, implemented, corrected and developed on an equal footing, in real time, within the framework of a single socio-economic and administrative-legal market space. All this makes it possible to create conditions for ensuring the most complete, comprehensive, balanced and independent consideration of both private and general interests of any organization.
At the same time, the content and results of coordination largely depend on the status and state of the corresponding subjects, which does not always ensure equality of opportunities for their interaction. In this case, coordination is latently or openly transposed into an organization carried out by a higher level, based on the priority of its formal or informal status, and in some cases the position of one of the parties.
It is this phenomenon that is often mistaken for coordination, which, according to some researchers, is directly part of the organization. Meanwhile, the one-sided, vertical orientation of such an impact clearly indicates the initial lack of coordination in it and its implementation on a strictly organizational, hierarchically developed basis. Indeed, without arriving at an agreement on interaction acceptable to all, the parties, as a rule, appeal to a higher level, relying on its organizational participation in resolving the problem.
The given configuration reflects the ratio of organization and coordination not only in the study, but also in the impact on the object. It allows you to foresee the possibility of interaction and even transformation of the organization and coordination with specific goals and at specific levels of management. The problem of the complex implementation of tools for organizing and coordinating, ensuring their interaction in processes and control systems will be considered in more detail in the last section of the textbook, here the authors dwell on the differences between them already highlighted above.
The versatility of the organization's tools is manifested not only in the development and application of a single mechanism or its purposeful commutation with functions such as coordination. It, as it was shown at the beginning of this chapter, can also be realized in the most direct way in the absolutely necessary, organic and consistent combination of research and impact on the object. In this regard, the universal toolkit becomes one of the specific and at the same time the most common aggregated manifestations of a particular organization.
Based on the use of a wide palette of the most diverse configurations of a combination of external tools, means, methods, techniques, procedures for direct impact on the formation and development of organizational relations in real processes and systems, the organization's tools are used in the form of complex universal designs combining individual components into a well-functioning, purposefully operating mechanism of the organization. The basic procedures of such a mechanism are constantly being modernized and augmented by innovative configurations that largely determine the essence and content of organizational changes and the development of an organization.
The configurations for building and using such tools are clear and diverse, the tasks they solve are specific, but in general, the most common aggregations of basic models can be represented as follows (Fig. 11.2).
The configurations shown here have a simplified (linear-horizontal) representation that reflects the basics
Rice . 11.2.
principles, content and sequence of their development and construction. In practice, such dependence can branch, develop, specialize and modernize not only at the development stage, but also during the application of a specific toolkit, which significantly expands the applied palette of its use.
At the same time, it is the sequence and continuity of the linear commutation of the presented chains, reflecting a specific methodology for constructing organizational tools, that acquire particular importance. So, in the chain at the first level, the order already by its own status determines the rigidity of regulation of the implementation of a particular command. In each specific case, on this basis, applied methods should be formed, adapted and applied, ensuring the most complete achievement of the goals of the organization through the targeted design and use of one or another aggregation.