Research of project management of innovations and investments. Features of management of innovative projects in Russia. The essence of investment management in the enterprise

A preliminary analysis of the feasibility of the project involves the selection and assessment of the investment attractiveness of the project. In the theory of project management, the method of selection and assessment of investment attractiveness innovative projects unfortunately, it is extremely poorly developed. Determination of investor priorities is based on fundamental theoretical approaches and provisions modern theory management. In this case, they include: factorial approach; systems approach; functional concept; situational approach; market-oriented (marketing) approach. In this article, the author prefers a systematic approach, where the problem is viewed as something whole, as a system in the interaction of all its components. In accordance with the systematic approach, the constituent parts of the investment decision-making situation are: decision parameters, alternative solutions, target setting. In real project management practice, the target setting is multi-purpose. Therefore, it can be fully described only with the help of the so-called multipurpose criterion.

innovation

investments

innovative project

investment decision

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2. Armanshina G.R., Zakharova T.V. Innovation policy: a systematic approach // Bulletin of OrelGIET. - 2011. - No. 4 (18). - S. 10-16.

3. Mazur I.I., Shapiro V.D., Olderogge N.G. Project management. - M .: Omega-L, 2004 .-- 664 p.

4. Svetunkov S.G., Arenkov I.A. Logics marketing solutions... - SPb .: Publishing house of SPbGUEF, 2000 .-- 96 p.

5. Tsarev V.V. Assessment of the economic efficiency of investments. - SPb .: Peter, 2004 .-- 464 p. : ill. - (Series "Academy of Finance")

The stage of development and implementation of investment decisions is of fundamental importance for a potential investor. It is more profitable for him to spend investment resources on studying the question “to be or not to be a project” and, if the answer is negative, to abandon the idea than to start a futile business.

At this stage, the investor conducts a preliminary feasibility study of the project. In particular, he must:

1) formulate the investment concept (idea) of the project;

2) define the goals and objectives of the project;

3) justify in general outline how the project will look like;

4) analyze the feasibility of the project;

5) prepare an application (declaration) of intent.

If the idea of the project turned out to be acceptable (technically, economically, environmentally, etc.), you can proceed to a more detailed study of it, carried out by methods project management.

Determination of investor priorities is based on fundamental theoretical approaches and provisions of modern management theory. In this case, they include: factorial approach; systems approach; functional concept; situational approach; market-oriented (marketing) approach.

The factorial approach focuses on the macroeconomic aspects of innovation problems. He considers development innovation sphere as the most important factor in growth, quality improvement and effective use of the country's socio-economic development.

The systematic approach to innovation encompasses two areas. The first presupposes the creation of innovative systems, formed according to territorial and sectoral characteristics - national, regional, interregional, sectoral and inter-sectoral. The functioning of such systems can be carried out on hierarchical principles and provide the possibility of obtaining a synergistic effect through the use of level relationships. The second direction of the systematic approach in innovation management considers an enterprise as a relatively independent innovation system that has its own development goals and is subject to the influence of endogenous and exogenous factors. Such a system is focused on the constancy of the innovation process that meets the requirements of synergy. The synergistic effect is achieved through the use of: a unified material and technical base of innovative developments; total human resources; fundamental innovative groundwork; the factor of organizational culture, common to all divisions of the enterprise; a unified image of an enterprise as a representative of an innovative business environment, etc.

The functional concept considers innovation management as a set of management functions and adoption processes management decisions... The function of innovation management is understood as relatively isolated areas of management activity that allow for certain influences on the innovation process. The basic category of the functional concept is the thesis about the need for a rational division of labor in innovation management, specialization of management decisions. A characteristic feature of this concept is the strict regulation of procedural aspects of innovation management based on special provisions on departments and services, job descriptions, distribution of duties and powers. When implementing the functional concept, the method of economic and mathematical modeling of decision-making processes in each of the control functions is actively used.

The situational approach in innovation management presupposes: the need to analyze external and internal factors determining the effectiveness of innovation; the use of a monitoring method that forms an information base sufficient for such an analysis; systematization of possible options for innovative behavior; comparison of options and selection of the most rational management decisions in the current situations.

The implementation of the situational approach requires the creative use of a variety of scientific tools, methods and techniques adequate to the situation. A special role is given to the method of scientific intuition, which can be used by employees with high creative capabilities, extensive experience and deep professional knowledge.

In the conditions of intensive development of market relations, one of the main becomes a market-oriented or marketing approach to innovation management, which involves the integration of goals, objectives, functions, methods of modern management and marketing. An important feature of the approach system is the shift in management priorities and the emergence of market dominants. The main direction of innovation management is the desire to strengthen market positions, an increase in competitive advantages, an increase in the occupied share and the conquest of new markets, that is, the achievement of certain results in aggregated production and market activities. Based on the goals of the dissertation research, we will consider the market-oriented approach in more detail.

The market-oriented approach to the assessment of innovative projects is characterized by a number of features. In this regard, two fundamentally important conclusions can be drawn regarding the assessment of the effectiveness of investments in innovative projects.

First, the assessment of investment efficiency depends significantly on external factors and changes with their change. These external factors include:

The situation on the capital market, which determines both the conditions for obtaining a loan and the rate of the loan interest, and the profitability of alternative investments of his capital available to the investor with guaranteed and risky income;

Forecasted situation in the sales market, which characterizes the future ratio of supply and demand, the expected level of prices, sales volumes and income from investments;

The situation on the labor market and material resources, which determines both the investor's expenses for the acquisition of the object, and running costs for its operation;

Federal and municipal taxes and tax policies;

Competitors' policies and actions.

Secondly, in the conditions market economy there is always an opportunity available to any potential investor to invest capital with a guaranteed income, which can be carried out in a sufficiently large volume (for example, deposits in a bank for a term deposit, the purchase of government and corporate bonds or other obligations). Such investments represent the alternative available to the investor against which the effectiveness of any innovative project is assessed. Evaluating such a project, the investor faces a dilemma: to finance it or implement another alternative project available to him with a guaranteed income, chosen as a comparison base.

Market-oriented methods for evaluating innovative projects should be based on the use of different principles. The main ones include the following.

The first principle, called the principle of return, is to assess the return on invested capital based on the cash flow indicator formed both from the amount of net profit and the amount of depreciation. In this case, the cash flow indicator can be taken differentiated for individual years of operation (implementation) investment project or as an annual average.

The second principle of assessment - the principle of reality - is the obligatory reduction to the real value of both the invested capital (with its multiple or repeated attraction) and the amount of cash flows / inflows).

The third principle of valuation - the principle of differentiation - is the choice of a differentiated interest rate (discount rate) in the process of discounting cash flow for various business projects. The fact is that the cash flow in each project is formed under the influence of four factors: the real average deposit rate; the rate of inflation over a given period (or inflation premium); risk premium; premiums for low (or insufficient) liquidity. At the same time, the numerical estimates of these factors differ for each business project.

The fourth principle of valuation - the principle of variation - is the variation of the forms of the interest rate used, used in the process for discounting, depending on the purpose of the valuation. When calculating various indicators of investment efficiency, the following can be used as the interest rate selected for discount purposes: the average deposit or lending rate; individual rate of return on investments, taking into account the real rate of inflation; an alternative form of return on other possible types of investments; rate of return for the current economic activity industry or business area, etc. ...

The development and implementation of investment decisions has its own logic, determined by the essence of the concept of project management as a science and as a philosophy of entrepreneurship. This logic is the same both for decisions in the project management subsystems and for decisions made on individual project management unit processes.

Formation and implementation of an investment decision in these conditions require certain skills from project managers, following the logic of the process in order to achieve the set goals. Some decisions are made at the level of reflection - on the basis of theoretical knowledge and the skill of practical decisions in similar situations. However, most of the solutions are developed on the basis of a thorough analysis of the unique variety of factors and conditions of the situation, identifying causal relationships and predicting them. The effectiveness of such decisions is predetermined by the logic and philosophy of making investment decisions, which, therefore, are a necessary element of the system of economic knowledge of a modern project manager.

In accordance with the logic of making investment decisions, in order to comprehend the decision-making situation, it must be studied in relation to the environment; it is necessary to understand the reasons for the development of the situation and the movement of this development, and therefore, to understand the goals and ways to achieve them, to establish the resources and sources of existence of the analyzed phenomenon, which determines the decision-making situation.

The object of cognition - the decision-making situation - should therefore be considered as a system that functions in the environment and interacts with other systems. Therefore, today the methodology of any scientific knowledge, and hence of investment decisions, is a systematic approach.

The most important tasks that the systematic approach solves include: development of means for representing the objects under study as systems; construction of generalized models of the system, models of different classes and specific properties of systems; study of the structure of systems theories and various system concepts and developments.

In the systemic approach, the object of cognition is represented as a certain set of elements, the interrelation of which determines the integral properties of this set. This reveals a variety of cause-and-effect relationships and relationships that take place both within the system under study and in its interaction with the external environment. In this case, the properties of an object as an integral system are determined not mechanically, as a simple sum of the properties of its elements, but by special system-forming connections of the elements of the object. At the same time, these properties do not follow from the properties of the elements that make up the object, the system receives new properties that are not inherent in its elements.

A problem that is solved using a systematic approach is viewed as something whole, as a system in the interaction of all its components. To study this system, it is necessary to determine the goal of its functioning, the goals of its individual subsystems and many alternatives to achieve these goals, which are compared according to certain criteria. An important step in the systems approach is the construction of a generalized model or a number of models of the system under study, in which all essential variables are taken into account.

Considering the systematic approach as a methodology for solving and posing problems, there are eleven stages, following which, you can consistently and systematically analyze a specific problem.

1. Formulation of the main goals and objectives.

2. Determining the boundaries of the system, separating it from the external environment.

3. Drawing up a list of system elements (subsystems, factors, variables, etc.).

4. Revealing the essence of the integrity of the system.

5. Analysis of the interconnections of the system elements.

6. Building the structure of the system.

7. Establishing the functions of the system and its subsystems.

8. Coordination of the goals of the system and its subsystems.

9. Clarification of the boundaries of the system and each subsystem.

10. Analysis of the phenomena of emergence.

11. Construction of the system model.

The process of developing and making an investment decision from the standpoint of a systems approach can be carried out using a system analysis, that is, by sequentially performing the above stages.

The systematic approach provides, as the most important of its research tools, the use of the following methods of development and justification of investment decisions: typologization method, historical method, method comparative analysis and analogies, mathematical methods and models.

In accordance with the systematic approach, the constituent parts of the situation of making an investment decision are: decision parameters, alternative solutions, target setting.

The parameters of the investment decision are determined by the conditions that determine the decision-making situation. These conditions are diverse, and for their analysis it is necessary to carry out their classification into groups. The most frequently used method is to classify the solution parameters in relation to the object of research. Then they are distinguished into two fundamentally different groups - exogenous and endogenous. The exogenous parameters of decision-making include those that are external in relation to the object. The endogenous parameters of decision-making include those that are internal to the object. It's obvious that correct definition the range of decision-making parameters, the study and their consideration are necessary conditions for the formation and adoption of the right decision.

The availability of alternative options for making investment decisions is a prerequisite for a decision-making situation. Indeed, if the situation is such that only one decision can be made and other options simply do not exist, then there is no need to study this situation and apply all the achievements of decision-making theory to it.

An alternative option is understood as a solution to the problem, which is quite acceptable from the standpoint of the state of the decision-making parameters. It is called alternative precisely because there are a lot of similar options for solving the problem. Each of these options has its own structure and metrics. Typically, the difference between options is not very significant, at least in terms of cost-benefit items. Otherwise, there would be no problem of choice - the best result is easily determined.

The goal setting determines the goal that is pursued when making a decision. The goal can be very diverse. When making investment decisions, the goal is either economic or socio-economic in nature. The formalized goal is presented as a criterion. The criterion usually allows for an accurate calculation of the extent to which the formulated target has been achieved.

In real project management practice, the target setting is multi-purpose. Therefore, it can be fully described only with the help of the so-called multipurpose criterion. A multipurpose criterion is in this case a function formulated from several criteria, the essence and direction of action of which may not coincide.

Thus, the results of investment decisions can only be estimated roughly. Therefore, the indicators of their economic efficiency at the time of making a decision should not be the basis for the final choice. The decision should be made on the basis of a complex criterion, and indicators of economic efficiency are its most important components.

Reviewers:

Popova L.V., Doctor of Economics, Professor, Head. chair accounting and taxation FGBOU VPO " State University- educational, research and production complex ", Oryol;

Shmanev S.V., Doctor of Economics, Professor, Head. Department of Enterprise Economics, Federal State Budgetary Educational Institution of Higher Professional Education "Orel State Institute of Economics and Trade", Orel.

Bibliographic reference

Armanshina G.R. BASIC APPROACHES TO MANAGING INNOVATIVE PROJECTS AT THE STAGE OF DEVELOPMENT AND IMPLEMENTATION OF INVESTMENT SOLUTIONS // Fundamental Research. - 2015. - No. 5-2. - S. 374-378;
URL: http://fundamental-research.ru/ru/article/view?id=38224 (date accessed: 24.02. We bring to your attention the journals published by the "Academy of Natural Sciences"

These four methods are completely honest and open. However, managers often use methods that may not always be ethically approved.

One of them is the manipulation of people with selective use of information and deliberate presentation of events in a certain order. For example, the positive aspects of innovation are emphasized and the negative ones are hidden (for certain groups of employees), i.e. one-sided information is provided, on the basis of which people are involved in innovation, without realizing all the consequences. Another option is the so-called "co-optation", in which the support of the innovation on the part of respected persons (for example, general director) or groups (for example, the Board of a firm) is achieved by their false participation in the design of the innovation. For example, the CEO can chair an innovation meeting, and the Board can discuss the innovation. However, innovators do not seek to really involve the CEO and the Management Board in designing and implementing the innovation; they only want to enlist their support. At the same time - and this is the deception - in line employees, the impression is that the innovation is being led by the CEO and the Management Board. Close to the described method is the widespread custom of starting, for example, scientific conferences with speeches of respected people - mayors of cities, rectors of universities, etc., who have only one drawback - complete incompetence in the problems that the conference deals with. That is why these respected people disappear soon after their speech on general issues.

Finally, it is necessary to name the method of explicit or implicit coercion, when the manager forces him to accept the innovation under the threat of losing his position, job and other benefits. The analogy in relations between states is the use of armed force, i.e. war. Employees who have been defeated and enslaved by the manager can put up with it, but in the future there is no reason to count on friendly cooperation. On the other hand, coercion is indispensable if it is necessary to quickly carry out unpopular changes dictated by the external situation.

The most common mistake managers make is to use one or a few methods regardless of the situation. The second most common mistake is the “divide and conquer” method, which, with possible short-term effectiveness, leads to big problems in the long term.

Actions when making a change... Usually, five stages of change are distinguished - preparation (planning), "unfreezing" (preparing the firm for changes), direct implementation of the change, "freezing" (consolidating the results of transformations) and evaluating the results of the innovation carried out.

determine the main content and level of change;
make a preliminary (yet!) change plan aimed at achieving certain improvements;
analyze the driving forces, constraints and potential support for change;
determine who will be specifically affected by the changes, what are the reasons for possible resistance;
decide who else needs to be involved in process planning changes;
choose a strategy for change and methods to overcome resistance;
try to identify and analyze the problems that are likely to be caused by the innovation;
Draw up a realistic plan for the implementation of the change and define the criteria by which the change will be monitored and evaluated;
identify the necessary resources (human, time, financial, material, etc.), including external consultants.

At the stage of "defrosting":

give time to relieve mental stress in the organization;
select training and communication methods that are consistent with the change strategy;
monitor progress in preparing the change, and, if necessary, adjust approaches and plans.

At the change stage:

change only what is necessary to achieve the desired improvement;
have sufficient reserves of time and other resources in case of unexpected difficulties;
be ready to change the strategy if, as experience (yours, employees or consultants) suggests, this will contribute to the success of the innovation;
inform employees of the company about the success of the transformation.

At the "freeze" stage:

allocate the necessary resources to consolidate, "save" the actions taken at the change stage;
consider further training (to work in a new environment) and / or employment of employees;
implement plans (to use the results of the innovation), taking into account the situation.

At the assessment stage:

Conduct research into the consequences of change and the perception of these consequences;
provide feedback to those affected by the change, both internally and externally;
inform (employees, company management, external environment, media, etc.) about the results of the innovation.

In modern conditions, the manager has to constantly innovate. Some innovations practically do not require capital investments or financial costs at all. For example, switching to a new schedule at educational institution can affect the interests of large groups of teachers, students and perhaps even their parents, cause struggle, and therefore require more effort from the manager. However, this innovation has nothing to do with financial issues.

Other innovations, on the contrary, are impossible without financial support, i.e. without investment ..

Investment management

The term "investment" in translation into Russian means "investment". Accordingly, an innovative project in which capital investments play the main role is called an investment project.

Investment management... Investing is one of the most important aspects of any growing organization. The reasons for the need for investment may be different, but in general they can be divided into three types: updating the existing material and technical base, increasing the volume production activities, development of new types of activity.

Any investment project can be characterized from various sides: financial, technological, organizational, temporary, environmental, social, etc. Each of them is important in its own way, but financial aspects investment activities in many cases are critical.

Investment management is part of innovation management... Many innovations require financial costs, capital investment in new buildings, structures, machines, equipment, stocks of raw materials and materials used in production. Funding for scientific and technical activities, research and design of products and technological processes. It is necessary to pay for the work of employees on initial stage, advertising campaign etc. For example, we are talking about the construction of a new plant. The main thing when making a decision is to find out the financial profitability or disadvantage of the future enterprise. We must not forget, say, about the social environment: on the one hand, new jobs will appear (will it be easy to fill them?), On the other hand, the population may oppose the project, considering it environmentally harmful. In accordance with the Law of the Russian Federation "On Environmental Expertise", any planned economic or other activity is considered as having a potential environmental hazard, and therefore any such activity is subject to state environmental expertise (at the expense of the customer). Only with its positive conclusion, financing and crediting of the project is allowed.

Investment projects stand out among the innovative ones because the financial side is very important for them. Investment projects can be developed not only by private enterprises, but also by state ones. So, changing the tax system is also investment project

Let us introduce the basic concepts used in what follows.

From an economic point of view, investment projects are described by payment flows, i.e. functions of time, the values of which are costs (and then the values of these functions are negative) and receipts (the values of the functions are positive). As a rule, you first need to invest money (make costs), and then, from the proceeds, reimburse the costs and make a profit. However, situations are also possible when the completion of a project (for example, the closure of a nuclear power plant and disposal of spent nuclear fuel) requires significant investments.

In a specific period of time, both receipts and payments usually occur. The final result is considered as an element of the cash flow, i.e. receipts minus payments. This result can be either positive or negative. The situation is similar for various options for controlling actions on taxation processes (for example, various options for changing tax rates) when comparing them with the current system. If, as a result of control actions, tax revenues at some point are less than those under the current system, then payments are considered negative (the increment in revenues is negative), otherwise - positive (the increment in tax revenues is positive). It was noted above that for any control action, part of the receipts turns out to be negative, part - positive, and the problem is in their commensuration, since they refer to different points in time.

V financial plan when it comes to the advisability of accepting a particular investment project, you need to get answers to three questions:

a) what is the required amount of financial resources?

b) where to find sources of financing (crediting) in the required volume and what is the price of their services?

c) whether the investments made will pay off, i.e. Is the projected income sufficient compared to the investment made?

The answer to the first question is determined by the engineering essence of the project and is expressed in the form of a financial flow justified in a business plan. The answer to the second question depends on specific situation on financial market... To answer the third question, it is necessary to move from the financial flow as a function of time to one or another of its generalized characteristics. This transition is also advisable when comparing different projects.

Note that both when the tax system changes by varying the values of control parameters, and when implementing other large investment projects, the values of social, technological, economic and political factors also change. For example, roads are being built or declining (depending on the amount of taxes paid to the Federal Road Fund), jobs are being created or reduced, etc. In other words, the assessment of management influences on taxation processes, like large investment projects, cannot be carried out only from an economic point of view, the entire complex of STEEP factors (i.e., social, technological, economic, environmental and political factors) must be taken into account. In this case, obviously, it is necessary to apply a variety of procedures expert assessments for a comprehensive accounting of STEEP factors, one cannot rely only on economic calculations. We will not touch here on the rather complex problems of assessing social, technological, economic, environmental and political factors associated with investments, for example, in development educational institutions, and approaches to taxation of such institutions.

We will discuss approaches to comparing investment projects (and assessing management influences on taxation processes). First of all, we note that the comparison of investment projects is a comparison of functions over time. In addition, there is an external environment, which manifests itself in the form of a discount function (see below) as a result of the influence of STEEP factors, and the views of the legislator or investor. These a priori views are manifested mainly in the form of restrictions on payment flows (in particular, restrictions on the amount of loans or taxes can be set) and on the planning horizon considered by the person or decision-makers (legislators, employees of the Ministry of Taxes and Duties, or an investor).

Which is better - less, but now, or more, but then? The main problem when comparing investment projects, in particular those related to taxation processes, corresponding to various options for control actions, is this: which is better - less, but now, or more, but later? By significantly increasing tax collection now, we will reduce the growth of production and, therefore, in the future, due to the reduced tax base, we will collect less taxes than in a situation where we first cut tax rates, which will give a rapid increase in production and the tax base, and the budget will increase - but then, not now. The situation is described in the proverb: which is better - a tit in the hands or a pie in the sky?

A similar situation arises when comparing investment projects considered by a private investor. As a rule, the more we invest now, the more we get in the more or less distant future. The question is, are the future receipts sufficient to cover current payments and provide an acceptable return?

Choosing one or another for implementation investment project As well as choosing one or another variant of tax policy, one or another controlling influence on the taxation process, we compare the flow of payments. At the same time, the situation with investment projects is simpler, since we can significantly more accurately predict the moments and amounts of future receipts and payments for a specific project than in the case of a taxation system that covers all legal entities and individuals. On the other hand, future tax collections should be taken into account when evaluating the effectiveness of investment projects. Therefore, it is advisable to consider in parallel the problems of comparing payment flows for various options for control actions on taxation processes and for various investment projects.

Introduction ………………………………………………………… 3

Section 1. The essence of the innovative project ... .4

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Section 2. The essence and principles of management of innovative projects ……………………………….17

2.1. The procedure for developing an innovative project ……………18

Section 3. Planning an innovative project

Section 4. Management of the implementation of innovative projects ..........................................................................................30

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Conclusion ……………………………………………........... 39

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Introduction

I justify the choice of my theme of the test work "Management of an innovative project" by the fact that in domestic practice the concept of project management is reflected in the widespread use of the program-target method of management, which provides for the formation and organization of the implementation of target complex programs, which are a set of interrelated activities aimed at achieving specific socio-economic goals. Innovative projects and programs for their implementation constitute an essential part of the forming economic mechanism for managing the country's scientific and technological development.

The purpose of the test- to conduct research on the topic "Management of an innovative project", to fully disclose it, to outline the problematic aspects of this topic and ways to solve them.

Test tasks are the study of the essence of an innovative project, the main criteria for evaluating innovative projects, the effectiveness of an investment project, management of the implementation of innovative projects.

The structure of the test is: Introduction, main part, conclusion, applications, literature (list of used literature).

Section 1. The essence of the innovative project

“An innovative project is a system of interrelated goals and programs to achieve them, which are a set of research, development, production, organizational, financial, commercial and other activities, appropriately organized (linked by resources, timing and performers), drawn up in a set project documentation and providing an effective solution to a specific scientific and technical problem (problem), expressed in quantitative terms and leading to innovation. "

Ideas, conceptions and technical solutions, as well as projects implementing them, have different levels of scientific and technical significance:

- modernization when the design of the prototype or the basic technology does not change dramatically (expansion of the size ranges and range of products; installation of a more powerful engine, etc.);

- innovative when the design of a new product in the form of its elements differs significantly from the previous one (the addition of new qualities that were not previously used in the designs of this type of product, but were used in other types of products);

- outstripping when the design is based on advanced technical solutions (introduction turbojet engines, previously not used anywhere);

- pioneer when there are previously nonexistent materials, structures and technologies that perform the same or even new functions (composite materials; the first radio receivers, electronic watches, rockets; biotechnology).

In terms of the scale of the tasks to be solved, innovative projects are subdivided as follows:

1) monoprojects- projects carried out, as a rule, by one organization or even by one department; differ in the setting of an unambiguous innovative goal (creation of a specific product, technology), are carried out in a strict time and financial framework, a coordinator or project manager is required;

2) multiprojects- are presented in the form of comprehensive programs that combine dozens of monoprojects aimed at achieving a complex innovation goal, such as creating a scientific and technical complex, solving a major technological problem, converting one or a group of enterprises of the military-industrial complex; coordination units are required;

3) megaprojects- multipurpose integrated programs that combine a number of multiprojects and hundreds of monoprojects, linked together by one tree of goals; require centralized funding and guidance from a focal point. For example, technical re-equipment of the industry, solving regional and federal problems of conversion and ecology, increasing the competitiveness of domestic products and technologies.

According to the scope of work and duration, projects can be short-term(1-2 years), medium-term(up to 5 years old) and long-term(over 5 years).

1.1. Stages of an innovative project

phases... Each phase of the development and implementation of the project has its own goals and objectives (see Appendix 1).

Project creation and implementation include the following stages :

Formation of an investment concept (idea);

Investment Opportunity Research;

Feasibility study of the project (FS);

Preparation of contract documentation;

Preparation of project documentation;

Construction and installation work;

Operation of the facility;

Monitoring of economic indicators.

The stage of formation of an investment concept (idea) is understood as a conceived action plan. At this stage, it is necessary to determine the subjects and objects of investment, their forms and sources, depending on the business intentions of the developer of the idea.

The subject of investment are commercial organizations and other business entities using investments.

Investment objects can be :

Enterprises, buildings, structures (fixed assets) under construction, reconstructed or expanded, intended for the production of new products and services;

Complexes under construction or reconstructed objects, focused on the solution of one program (task).

The investment project uses the following forms of investment :

Cash and their equivalents (targeted deposits, working capital, securities etc.);

Buildings, structures, machinery and equipment, measuring and testing facilities, any other property used in production or with liquidity;

Property rights, assessed, as a rule, in monetary terms.

The stage "research of investment opportunities" includes:

Preliminary study of the demand for products and services, taking into account exports and imports;

Assessment of the level of base, current and forecast prices for products (services);

Preparation of proposals on the organizational and legal form of the project and the composition of the students;

Estimation of the expected volume of investments according to the consolidated standards and a preliminary assessment of commercial efficiency;

Preparation of preliminary assessments for sections of the feasibility study, in particular, the assessment of the effectiveness of the project;

Approval of the results of the justification of investment opportunities;

Preparation of contract documentation for design and survey work.

Investment Opportunity Research Objective- preparation of an investment proposal for a potential investor. If there is no need for investors and all work is done at the expense of own funds, then a decision is made to finance the preparation of the feasibility study of the project.

The stage "Feasibility study of the project" in full includes:

Carrying out a full-scale marketing research;

Preparation of a program for the release of products (sale of services);

Preparation of initial permits;

Development technical solutions, including master plan;

Urban planning, architectural planning and construction solutions;

Engineering support;

Security measures environment and civil defense;

Description of the organization of construction;

Data on the required housing and civil construction;

Description of the enterprise management system, labor organization of workers and employees;

Formation of estimate and financial documentation;

Assessment of the risks associated with the implementation of the project;

Planning the timing of the project;

Evaluation of the commercial efficiency of the project (when using budgetary investments);

Formation of conditions for termination of the project.

1.2. Elements of an innovative project

The main elements of the innovation process are (see Fig.1.1):

Rice. 1.1 The main elements of the innovation process.

Innovative projects can be formed as part of scientific and technical programs, realizing the tasks of individual directions (tasks, sections) of the program, and independently, solving a specific problem in the priority areas of development of science and technology.

Formation of innovative projects to solve the most important scientific and technical problems (tasks) provides:

An integrated, systematic approach to solving a specific task (goal) of scientific and technological development;

A quantitative specification of the goals of scientific and technical development and a strict reflection of the ultimate goals and results of the project in innovation management;

Continuous end-to-end management of the processes of creation, development, production and consumption of innovations;

Substantiated choice of ways of the most effective implementation of the project goals;

Balance of resources for the implementation of an innovative project;

Inter-agency coordination and good governance complex complex work on the project.

1.3. Key participants in the innovation project

The implementation of the concept of an innovative project is provided by the project participants. Depending on the type of project, from one to several dozen (sometimes hundreds) organizations can take part in its implementation. Each of them has its own functions, the degree of participation in the project and the measure of responsibility for its fate. At the same time, all these organizations, depending on the functions they perform, are usually grouped into specific groups (categories) of project participants. A schematic representation of the main participants in the project is shown in Fig. 1.2.

Rice. 1.2 The main participants in the project.

Customer- the future owner and user of the project results. The customer can be either an individual or a legal entity.

Investor- individuals or legal entities investing in the project. An investor can also be a customer. If this is not the same person, then the investor enters into an agreement with the customer, monitors the implementation of contracts and makes settlements with other project participants.

Designer- specialized design organizations developing design and estimate documentation. Responsible for the implementation of the entire complex of work is usually one organization called the general designer. It is represented abroad by an architect and an engineer. “An architect is a person or organization that has the right to professionally, on the basis of a properly issued license, perform work on the creation of design and estimate documentation. An engineer is a person or organization licensed to engage in engineering, i.e. a set of services related to the process of production and sales of the project's products ”.

Provider- organizations providing material and technical support of the project (procurement and delivery). Executor(executing organization, contractor, subcontractor) - legal entities responsible for the performance of work under the contract (manufacturing enterprises, universities, etc.).

Scientific and technical councils (STC)- leading specialists in the thematic areas of the project, who are responsible for the choice of scientific and technical solutions, the level of their implementation, the completeness and complexity of measures to achieve the project goals; organizing a competitive selection of performers and an examination of the results.

Project Manager – entity, to which the customer delegates the authority to manage the work on the project: planning, control and coordination of the work of the project participants. The project team- a specific organizational structure, headed by the project manager and created for the duration of the project in order to effectively achieve its goals. The composition and functions of the project team depend on the size, complexity, and other characteristics of the project. The project team together with the project manager is the project developer. To perform part of his functions, the developer may involve specialized organizations.

Supporting project structures Is an organization different forms property, assisting the main project participants in the implementation of the project objectives and forming together with them the infrastructure of innovative entrepreneurship. Supporting structures include: innovation centers, funds to support programs, projects; consulting firms; bodies of independent examination; audit firms, etc.

Rice. 1.3 Types of innovative projects.

The variety of possible goals and objectives of scientific and technological development predetermines a wide variety of types of innovative projects. There is no generally accepted classification of them. I classified innovative projects according to such characteristics as the period of project implementation, the nature of its goals, the type of needs met, the type of innovation and the level of decisions made (see Fig. 1.3).

Depending on the time spent on the implementation of the project and the achievement of its goals, innovative projects can be subdivided into long-term (strategic) projects, the implementation period of which exceeds five years, medium-term projects with a period of implementation from three to five years, and short-term ones - less than three years. From the point of view of the nature of the goals, the project can be final, i.e. reflect the goal of solving an innovative problem (task) as a whole, or intermediate, associated with the achievement of intermediate results of solving complex problems. By the type of needs being met, the project can be focused on existing needs or on the creation of new ones. Classification of innovative projects by type of innovation involves dividing them into the introduction of a new (radical) or improved (incremental) product; introduction of a new or improved production method; creation of a new market; development of a new source of supply of raw materials or semi-finished products; reorganization of the management structure. According to the level of decision-making and areas covered by innovative projects, they are subdivided into: federal and presidential innovation projects, the main tasks of which can be included in the federal scientific and technical programs; regional innovation projects, the tasks of which can be included in regional scientific and technical programs; sectoral (inter-sectoral) innovative projects, the tasks of which can be included in the plans of the ministries and departments of the Russian Federation.

The belonging of an innovative project to one type or another determines its specific content and the use of special methods of project formation and management. The unity of the design principles allows the use of general methodological provisions for the management of innovative projects.

Concerning content of innovative projects it is possible to distinguish three aspects of considering the content of an innovative project in terms of: stages of innovation; the process of formation and implementation; elements of the organization. An innovative project covers all stages of innovation activities related to the transformation of scientific and technical ideas into a new or improved product introduced on the market, into a new or improved technological process used in practice, or into a new approach to social services... From the point of view of the stages of implementation of innovative activities, the project includes research work, design and development and experimental work, production development, organization of production and its launch, marketing of new products, as well as financial measures.

Consideration of the content of an innovative project is based on the process of its formation and implementation, i.e. technologically, lies concept life cycle an innovative project, which proceeds from the fact that an innovative project is a process that occurs over a finite period of time. In such a process, a number of stages (phases) sequential in time can be distinguished, differing in the types of activities that ensure its implementation.

An innovative project, considered as a process taking place in time, covers the following stages:

Formation of an innovative idea (concept);

Project development;

Project implementation; - completion of the project;

Section 2. Essence and principles of management of innovative projects

Management of innovative projects should be based on a set of scientifically grounded and proven principles. The main principles are:

- the principle of selective control. The essence of the principle is to support projects in priority areas of science development and targeted support to innovators who are authors of complex projects;

- the principle of target orientation of projects to ensure ultimate goals. This principle presupposes the establishment of relationships between the needs for creating innovations and the possibilities for their implementation. At the same time, the final goals of specific projects are focused on needs, and intermediate goals - on the final goals of these projects;

- the principle of completeness of the project management cycle. It assumes a closed ordering of the components of projects as systems.

- the principle of staging of innovative processes and project management processes. Assumes a description of the full cycle of each stage of the formation and implementation of the project;

- the principle of hierarchical organization of innovative processes and their management processes assumes their presentation with varying degrees of detail corresponding to a certain level of the hierarchy.

- the principle of multivariance in the development of management decisions. Innovation processes proceed under the strong influence of uncertain factors taken into account in the management process.

- the principle of consistency, consisting in the development of a set of measures necessary for the implementation of the project in conjunction with the concept of development of the country as a whole;

- the principle of complexity. The development of individual interconnected elements of the project structure, ensuring the achievement of sub-goals, should be carried out in accordance with the overall goal of a particular project;

- security principle, consisting in the fact that all the activities provided for in the project are provided with various types of resources necessary for its implementation: financial, informational, material, labor.

2.1. The procedure for developing an innovative project

"The development of an innovative project is a specially organized scientific research work (R&D) of a predictive, analytical and technical and economic nature, associated with setting the goal of an innovative project, developing its concept, planning a project and preparing its design and estimate documentation." / E. D. Fedorkov, A. V. Mochalov. - Irkutsk: Publishing house InVestRegion, 2007

3 Elin I.A. Initiation of the project for the implementation of the methodology "lean travel" / I.А. Elin, V.A. Vasiliev, S.V. Alexandrova // Scientific and practical journal “Quality. Innovation. Education". M .: Publishing house "European Center for Quality", 2015. 72 p. S. 15-19.

4 A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Fourth Edition. -2008. PP. 23-27.44-46.

First, it is an institutional criterion that characterizes the subject of innovative design. Here we can highlight innovative projects carried out government agencies, large corporations, small innovative enterprises, innovative firms at scientific organizations and universities, projects implemented on the principles of public-private partnership and international initiatives 1.2.

Depending on the scope of implementation, it is possible to offer an industry typology of innovative projects. Finally, depending on the functional focus of innovative projects, they can be divided into projects aimed at such types of innovations as process, technological, product, marketing, organizational, environmental, educational and personnel.

A project, according to a number of authors, is understood as “a system of goals formulated within its framework, created or modernized for their implementation of physical objects, technical processes, technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and measures for their implementation "3.

It should be noted that quite often this term is given two different meanings, and it is understood either as documentation or as an activity. But, in our opinion, the most correct is the understanding of the project as a combination of these two meanings.

There are three different approaches regarding the essence of innovative projects 4. They can be considered:

as a form of innovation management;
as a process of implementation of innovations;
as a set of documents.

According to the first point of view, an innovative project is a complex system of various activities that are dependent and related to resources, performers, deadlines, and also have a focus on achieving

reduction of specific goals (tasks) in priority areas of development of science and technology.

In the second case, an innovative project is a combination of various activities, the implementation of which leads to innovation. It should be noted that these activities can be scientific, industrial, technological, organizational, commercial, financial, and are often carried out in a certain sequence.

The third option implies that an innovative project is a set of all technical, organizational and planning, as well as accounting and financial documentation, which is an integral part of the project.

If we combine all of the above points of view, then we get the definition of an innovative project in more broad sense, and it is this, in our opinion, that is the most accurate and complete.

An innovative project is a system of interrelated goals and programs for their achievement, which is a complex of research, development, production, organizational, financial, commercial and other activities, appropriately organized (linked by resources, timeframes and performers), drawn up by a set of design documentation and providing an effective solution to a specific scientific and technical problem (problem), expressed in quantitative terms and leading to innovation. It should be noted that any innovative project is an investment one, as it requires financial investments.

The specific characteristics inherent in innovative projects are:

The implementation of innovative projects, as a rule, requires an increased amount of initial investment.
Innovative projects are characterized by a longer payback period.
An innovative project is able to greatly maximize cash flows, either on the basis of the possibility of selling products at higher prices (in the case of introducing radical innovations), or on the basis of minimizing costs (based on the introduction of process innovations). In many ways, it is this aspect that determines the contribution of the innovative project to the value of the company.
Innovative projects are characterized by a higher level of risk, which leads to the need to use a higher discount rate in investment calculations. This leads to a certain degree of caution among enterprises when initiating and implementing innovative projects.

The variety of goals and objectives of innovative development determines many varieties of innovative projects. So, Polyakov N.A. identifies the following classification features of innovative projects 1:

subject-content structure and nature of innovation activity;
the level of decision-making on the project;
the nature of the goals of the project;
the period of the project;
the type of innovation created during the implementation of the project;
scale and significance of the project.

Valdaitsev S.V. classifies the project in terms of impact on maximizing the value of the company and highlights the following:

a project for the development and implementation of incremental innovations;
project for the development and implementation of radical innovations. Obviously, when analyzing an innovative project, it is necessary to use several classification features at once.

When applying investment decisions, it is necessary to analyze not only the innovative project, but also to compare it with alternative projects. In this view of the analysis, there is the following classification of projects:

Independent (making decisions about investing in one of which does not affect the adoption of other projects);
Dependent (the adoption of one of which leads to the mandatory adoption of the related project);
Mutually exclusive (they are a kind of dependent, the acceptance of one project leads to the rejection of another).

It is when choosing one of the mutually exclusive that the issue of analyzing the effectiveness of each of the projects considered becomes relevant, since a comparison of performance indicators allows the investor to make a competent decision on investing.

Obviously, for the purposes of effective management of innovative projects, it is necessary to isolate a sufficiently large number of their types, taking into account the scale of the national economy of the country, a complex and ramified functionally and by levels structure of economic management, as well as a large number of the objects of the innovation sphere themselves.

Innovative projects are characterized by the following features:

dynamically changing requirements for the final product;
the project involves the use of new technologies and new methods;
tight deadlines for the project;
expectations regarding the outcome of the project may change during the course of the project;
the project environment can be described as volatile and unpredictable.

Traditional approaches focus on managing the well-known, while innovative projects focus on the unknown. Classic projects develop evenly and steadily, their planning is carried out methodically in accordance with a previously known algorithm. Innovation projects are unpredictable, and the speed of innovation is critical.

Innovative projects require the ability to manage the unknown (market, economic and political, social changes). The main difference between traditional and innovative projects, from a management point of view, is the degree of their predictability. Since innovative projects exist in a dynamic environment characterized by rapid changes and a high degree of uncertainty, the requirements for the project are constantly changing in accordance with changes in internal and external factors, such as the actions of competitors, new technologies, changes in customer needs, changes in legislation and the general economic -political situation.

Innovative projects require high speed response. Innovative projects require a high speed of response, which is associated with constantly changing requirements, ever faster developing technologies and permanent variability of the competitive environment.

Professional managers of such projects understand that by taking the time to carefully plan each step, the project is likely to lose its relevance to its completion. During this time, the subject of development and expectations from it can change beyond recognition.

Innovative projects are constantly being reoriented and re-planned. The process of developing an innovative product involves many trials, most of which lead to unsatisfactory results in the short term, while helping to find the right solution in the long term. This process is a self-correcting phenomenon, and the project manager does not always have time to approve each decision with the management, so they have to make immediate decisions under the onslaught of rapidly changing requirements and circumstances 1,2.

Consequently, the management of innovative development of the industry must be viewed through the prism of managing ongoing projects. The effectiveness of innovative development in this case can be presented in two forms: 1) in the use of consumer properties of the innovative project / s, manifested in economic end results, which can be quantified (value increment, return on investment, etc.), and 2 ) in changing the qualitative aspects of production and social life, which do not lend themselves directly to quantitative measurements. Moreover, it is still easier to determine the quantitative calculation of the effect, and through it the economic efficiency of innovation activity for individual stages of execution, than the effectiveness of innovation activity as a whole. Therefore, the measurement of the economic efficiency of a single innovative project (product) and innovative development of the entire industry as a whole should be carried out in the unity of their diversity and interdependence.

Obviously, various innovative projects need to be assessed both taking into account the specifics of the project itself and taking into account the specifics of the innovations being implemented. For further study of innovative projects, consider the issue of their classification.

Domestic authors P.N. Zavlin and A.K. Kazantsev divide innovative projects according to such characteristics as the nature of the project's goals, the period of the project implementation, the type of innovation, the type of needs met and the level of decisions made 3. In general, today in the economic literature, insufficient attention is paid to the classification of innovative projects, which is confirmed by a few publications.

It should be noted that the above-proposed division of innovative projects by type of innovation is one of the main classification features, but there are many different approaches to the classification of the innovations themselves. The issue of differentiation of innovations has already been considered in the dissertation work, and, as noted above, the lack of clear boundaries between the types of innovations identified by the authors of the classifications and the relative insignificance of certain classification features can be attributed to the main disadvantages of existing classifications of innovations. The gradation of innovative projects by the nature of goals into final and intermediate is also far from indisputable, since an innovative project is aimed at the final result - innovation, and projects aimed at intermediate results are not innovative projects.

For the practical use of the classification of innovative projects, it is necessary, in our opinion, to base it on the following classification signs: the source of financing of the project, the cost of the project, the level of risk of the project, the characteristics of the proposed innovation, the period of the project, the effectiveness of the project and the coverage of the stages of the innovation process.

On the basis of funding sources, it is advisable to divide innovative projects into those financed from: sponsorship and state budget funds, funds on a repayable basis and own funds. It is also possible to single out the combined financing of innovative projects, when there are several various sources financing. This method of differentiation of innovative projects makes it possible to take into account certain financial obligations in the course of assessing feasibility.

It is also proposed to classify innovative projects by the amount of investment and the level of risk, while it is recommended to divide them into three groups - high (large), medium and low.

Depending on the degree of novelty of the proposed innovation, it is advisable to subdivide into projects focused on the implementation of absolute, improving and elementary innovations. The need for such a classification is due to the fact that, depending on the degree of novelty (respectively, and radicality) of the proposed innovation, innovative projects will be characterized by different levels of costs, degree of uncertainty and risk, duration and level of profit. As a rule, the more radical the implemented innovation, the higher these indicators.

Accordingly, it is necessary to classify by the time of the project and the effectiveness of the project, which are recommended to be limited to three groups (classes) in each.

Since an innovative project may not include research and development (R&D), for example, the introduction of already developed innovations, the result of which is an innovation, then innovative projects should be divided to cover the stages of the innovation process. This need is due to different levels of project uncertainty and different methods for assessing the feasibility of innovative projects, depending on the coverage of the stages of the innovation process.

Thus, the proposed version of the classification of innovative projects makes it possible to take into account their peculiarities in the course of assessing the feasibility of these projects, as well as to improve the innovation management system as a whole. This version of the classification has not only theoretical novelty, but also practical orientation.

However, in order to determine the sequence of work and build a system for solving individual tasks to achieve goals, it is not enough to classify innovative projects. It is necessary to consider the issue of dividing the complex of works on the implementation of an innovative project into separate stages.

This problem in the domestic literature began to be addressed relatively recently, therefore, due to its insufficient study of the issue, there is no traditional point of view.

So P.N. Zavlin and A.K. Kazantsev identify the following main stages in the implementation of an innovative project: concept (formation of an innovative idea), project development, project implementation, project completion.

However, this approach to dividing innovative projects into stages has a number of significant drawbacks and omissions:

1. the issue of assessing the feasibility of innovative projects is not considered. This stage is an integral part of an innovative project, since the latter is associated with high uncertainty in the implementation of the final results;
2. an innovative project may or may not include research and development (R&D), for example, the introduction of already developed innovations, the result of which is an innovation. Thus, the set of works by their nature and content will vary greatly in different cases;
3. in case of a forecast of unsatisfactory commercial efficiency of the project or revealing the technical impracticability of the project, the possibility of its termination is not provided. B. Twiss once noted that “the project evaluation should become a continuous process, providing at any time the work stoppage in the light of additional information" 1 .

Another option for dividing an innovative project into stages was proposed by specialists from the United Nations Industrial Development Organization (UNIDO). In accordance with their proposed classification, three stages are distinguished: pre-investment, investment and operational, which are divided into sub-stages, which include a certain list of works. However, this division is also not devoid of a number of disadvantages.

Decision-making in project activities is associated with a high level of risk, and therefore the analysis of the causes and factors that determine their occurrence in project-oriented management requires in-depth research, since it is an insufficiently thorough risk analysis that leads to a discrepancy between forecasts and real results, which often leads to project failure.

When analyzing the risk management system, it is advisable to use the systemic approach as the main methodological tool, which is a comprehensive approach that focuses not only on the organization, but also on its environment.

Based on this, it follows that the risk management system is a set of interrelated and interdependent elements, the ultimate goal which is to minimize risks. It can be characterized as a set of methods, techniques and measures that make it possible to predict to a certain extent the onset of risk events and take measures to eliminate or reduce the negative consequences of such events. The following types of projects can be found in the risk management system of innovative projects.

1. Specific risks

At the heart of innovation is the ability to adapt to change, in other words, view change as an opportunity rather than a threat 1,2. However, it is important not to take risks, but to effectively manage risks from the very beginning of the project 3. Some research suggests that 40% to 90% of project failures are related to consumer rejection of the new product 4.

Project management researchers have contributed greatly to the development of new parameters by which risks can be identified and managed. In particular, Sergey Florzel and Mihai Ibasku proposed the concept of dynamic risk as a determinant of a portfolio of innovative management processes, arguing that different kinds the environment and its dynamics affect the competitive advantages of companies and their ability to foresight in different ways, thereby prompting these companies to implement various process control systems to solve the problems arising under the influence of the environment 5.

S. Sitkin proposed another parameter - control level 6. This parameter reflects the ability of the working group of an innovative project to influence the course of the project so that a solution that meets the project requirements can be implemented within the planned resources. It was also proposed to take into account the "attack speed" - a parameter reflecting the time during which a certain risk will begin to affect the business.

Risk management in innovative projects is directly correlated with the ability of the project team to achieve its goals. Such goals are usually considered as criteria for the success of a project.

Thus, we can highlight the main provisions that indicate the success of the innovative project 1:

The innovative project must be implemented within the planned time frame.

Efficiency

The results of the innovation project must meet the needs and requirements of the organization and other interested parties.

Price

The project must be implemented within the planned budget.

As a result, each criterion for the success of the project is associated with certain risks: the spread of the scale of the project, dissonance with the requirements of consumers, exceeding the planned budget.

Based on the macro risks of innovation projects described above, 2 separate risk clusters can be distinguished: external and internal risks. External risks combine risks that cannot be fully controlled by a single company. Internal risks are risks arising from innovative activities within the framework of a project or company, therefore, further in this work, the main emphasis is placed on internal risks.

2. Internal risks

The risks of innovative projects require a separate study, since in most cases these risks are unknown or difficult to identify at the time of the start of the project. A. Kadareya conducted a study in which the surveyed companies had to identify the main risks of successful and unsuccessful projects.

3. External risks

Despite the importance of internal risks of innovative projects, one should not underestimate external risks, such as: financial and economic risks, risks of low demand, risks of high competition, risks associated with government regulation, etc. Below is a list of potential sources of external risks that negatively affect the results of innovative projects:

Economic risks - the occurrence of losses as a result of capital investment;

- Low demand - uncertain demand for innovative goods or services;
- Market risks - dominance of existing enterprises;
- Costs for innovation - the risk of incurring high direct costs for innovative developments;
- Information risks - the risk of lack of information;
- Financial risks - the risk of changing financial costs during an innovation project;
- Brand - the risk of influencing the outcome of an innovative project due to a bad or irrelevant reputation for a trademark;
- Emergencies - the risk of emergencies;
- Competitive pressure - the risk of high competition;
- Trademark / Intellectual Property - risk associated with trademark or copyright issues;
- Government regulation - the need to comply with government standards.
4. Risks of innovative projects with different levels of scientific and technical significance

In fact, the above risks can have a different degree of impact on the project, depending on the level of their scientific and technical significance:

Modernization

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