The system of motivation for project participants in the city. Mutual settlements between the project and the parent company. Lack of any perspective

The conference was opened by Alexander Lokshin, First Deputy Head of Rosatom for Operations Management. After his introduction to the presenter, he joked: "I did not expect that I have already become a tradition, without which the conference will not take place." The jokes ended there. The COO of Rosatom summed up the results of the last year. On the one hand, the order book is growing, the devaluation of the ruble has doubled the competitiveness of Rosatom, and more and more people are striving to work in the industry. On the other hand, the demand for electricity in Russia has slowed down, and Rosatom has postponed the commissioning of several nuclear power units at once.

Against this background, competition is intensifying in the market for the construction of nuclear reactors. Apart from traditional rivals Westinghouse and Areva, Rosatom has to keep an eye on new players. For example, China is expanding abroad. Cheap gas generators appear on the power generation market, and the cost of solar energy is improving every day. Alexander Lokshin emphasized that the guarantee of maintaining a leading position in a highly competitive environment is the fulfillment of the obligations assumed, and moreover, quickly, efficiently and with benefit for the state corporation. Designers play one of the key roles here.

“In the design complex, the competitiveness of our projects is formed, technical solutions are laid that determine the cost,” said Gennady Sakharov, director for capitalization of Rosatom. And he confirmed this thesis with figures: while design services make up only 4 - 5% of investment costs for the construction of a nuclear power plant, 80 - 90% of the project cost is determined at this stage. Sergey Egorov, deputy director of Rusatom Overseas, who has worked in the design complex for many years, conveyed the whole meaning in one phrase: "Design is the tail that twirls the whole dog."

The pilots didn't fire

At Rosatom, we worked a lot on the incentive system for design organizations... “Everyone who participates in the design and construction of facilities should be interested in ensuring that these facilities are created in the shortest possible time and for minimal funds,” explains Alexander Lokshin. And a year ago, such a system was launched, it began to be implemented at several pilot sites: the Akkuyu and Hanhikivi NPPs, the Kursk NPP-2, the MBIR project and a number of NWC facilities. However, in practice, the system is not yet operational, Gennady Sakharov noted with regret. After monitoring design institutes, OCKS found that about 80% of employees know about the motivation system, but half do not see how to achieve savings, and another half do not believe that they will receive an award. The remaining 20% \u200b\u200bhave never heard of new system... “We did everything at the top level of management, but at the bottom level there was a huge layer of work. We need to convey the essence of the motivation system to every person, to every performer, ”insists Gennady Sakharov. - We have done a tremendous job, prepared a bunch of documents, they are very good, they have passed the expertise of the Ministry of Construction, a working group has been created there. But it turned out that the most important thing is to break the psychology of people. And this is much more difficult than developing documents. "

According to Gennady Sakharov, St. Petersburg Atomproekt has advanced further in the implementation of the system. The general director of the enterprise Sergey Onufrienko is confident that the first payments of bonuses will raise the level of employee confidence in the motivation system up to 100% at once. In addition, OCKS proposed to launch several small pilot projects. “People in the next two to three months will complete projects and receive an award. So we will show that it really works, ”explained the director of ROSATOM's capitalization.

Why didn't the motivation system work? There is not enough information directly on the design engineers. Additional days of informing, seminars are needed. Uncertainty scares: there are fears that in the future it is possible to reduce the remuneration of designers. The conference was helpful. The new approach to the organization, in addition to the team-building effect, gave the event a certain dynamics. Unfortunately, the format of the parallel sections does not allow taking part in the discussion of all topics. Shorter sessions, seminars with discussion limited quantity questions. Alexander Yashkin, director of design production, NIAEP

Expensive projects

Rosatom's costs for the design of facilities in Russia and abroad by 2030 may amount to 400 billion rubles. Naturally, the state corporation is interested in these funds being spent wisely. However, at the moment the effectiveness of the designers' work raises questions, while the level of salaries in the Rosatom project complex allows attracting the best specialists. OCKS analyzed the implementation of the investment program in 2014 and found that almost half of the violations are in one way or another related to design. The main problem is the low elaboration of technical solutions. As a result, already during the implementation of the project, its refinement continues, which causes a chain reaction at the next stages. Sadly, but true: the phrase “the best project is a project that has been completed, paid for and is not being built” has become a common joke.

OCKS compared financial indicators nuclear design organizations and design organizations from related industries, mainly the power industry. Their incomes are comparable, but the margins in the nuclear industry are significantly higher. “The products that are issued today by our design institutes are quite expensive. There is only one conclusion: we need, among other things, to revise the pricing issues, ”said Gennady Sakharov.

Rosatom's strategy envisages a reduction by 2019 of the construction time for nuclear power plants to 48 months, the design time to 24 months, and a 15% reduction in capital costs compared to the VVER-TOI project. And without optimizing the work of designers, these indicators cannot be achieved, summed up the head of the OCKS.

Recipes for effective work

In which direction you can move, the largest organizations of the complex demonstrated. According to Aleksandr Yashkin, Director for Design Production at NIAEP, the key to success is standard solutions and lean production. The optimization program adopted by NIAEP envisages increasing by almost a third in two years such indicators as labor productivity, the period for issuing working documentation, the number of adjustments to working documentation, the time spent by an engineer on actions with added value. The main tool is the office RPS. The approach is already being applied in the design of the Belarusian NPP; later this experience is planned to be extended to the Kursk NPP-2.

Another tool for increasing work efficiency and motivation is the transition to weekly and daily planning, as well as the regulation of routine operations. To do this, you need to create a database of repeated jobs. Besides, best employees should be encouraged - by insignia, inclusion in personnel reserve, says Alexander Yashkin.

General Director of GSPI Vyacheslav Galushkov proposes to create a multilevel quality control system for design and engineering work and form an internal project examination department, develop and implement a classifier of codes of remarks and inconsistencies. In addition, a system of standard documentation based on unified solutions, taking into account the basic requirements of the customer, will help to solve some of the problems, says Vyacheslav Galushkov. Moreover, the use of such a system is possible even for unique objects - due to the unification of individual solutions.

Learn easily!

From the very beginning, the organizers of the conference broke the usual idea of \u200b\u200bsuch events. The participants were seated in five to seven people and spent 15 minutes getting to know each other. The presenter suggested calculating the total work experience in the industry for each table: it turned out that this indicator ranges from 30-40 to 110 years and more. And the maximum "age" of the table was 144 years. So the organizers raised the topic of the generation gap. “Business is getting younger, more and more people of a different formation appear who were practically born with AutoCAD in their hands and have never used a drawing board. This is the norm for them. And this speeds up the process of thinking, they find information faster and easier, ”comments Eduard Abdulmanov, business coach, partner of EveryCo. “But they demand more. Therefore, using the old methods, we will disrupt communication, interaction with these people. "

Speeches of the speakers were interspersed with team-building modules. During one of them, Eduard Abdulmanov told how people formed the habit of photographing, showed how the telephone evolved. “We wanted to convey the main idea: changes occur regardless of our attitude to them. We can reject, not use new technologies, but they still enter our lives, "- explained the interlocutor of" SR ".

Within the framework of another module, the participants were divided into groups and set the task to build a highway in a limited time - a structure for transporting the ball. Each group was responsible for its own section, at the end the sections had to be docked so that the ball would pass along the entire line without delays.

“There is such a section in teaching theory - androgogy. In it, one of the principles of development and involvement in the process of adults is the ability to try in practice those theoretical studies that are being discussed. It is very important not only to look at the theory from the outside, but to test it in real actions, to check what works in it and what does not work. In addition, it was important for us to keep people's attention at a high level. The brain turns off in the mode of long-term work of the same type, for example, so a change in activity is needed. Thus, we expand both the possibilities of working memory and, in general, the possibility of including a person in any activity. We also use different channels of perception, ”explained Eduard Abdulmanov.

After flexing their brains, the next day the conference participants were divided into round tables. We discussed the adjustment of the motivation system, in particular, how best to make payments - through the wage fund or, for example, through the reserve fund. They discussed the reduction of the threshold of remuneration: on the one hand, 5% of the cost of a project for the construction of a nuclear power plant is enormous money, and on the other hand, if with the help of a specific design solution it is possible to save several million, this is also a noticeable benefit for the industry. Aspects of typical design and application of innovative methods, interaction of the customer, designer and supervisory authorities were analyzed. Sound questions and rational suggestions were sounded, but the experts did not come to a final decision on the motivation system - they agreed to create working group and continue adjusting the mechanism.

Motivating project teams

Is there any project motivation at all?

The PMBOK states, “Only required behavior should be rewarded” (PMI 2004: 214), and then recommends “team performance-based” reward (PMI 2004: 218). The basic literature on project management totally ignores the problem of material motivation, and the literature on material motivation almost does not consider the issues of special motivation of project teams.

So is project teams motivated?

In practice, we really almost never come across requests to develop a separate motivation system for organizational projects. Motivation requests more often come from companies for which project management is their main activity (development, etc.).

However, project management has been using an “incentive contract” for decades - awards for successful project implementation. Usually his goals are: 1) time, 2) cost, 3) quality. In fact, the incentive contract differs from the usual practice of awarding only one point, but very significantly. If the task of the usual bonuses to employees is to increase performance, then the incentive contract is aimed at distributing risks. The incentive contract is a system of penalties, not positive reinforcement.

Do you need a special motivation system for project teams?

According to a number of researchers (Bragg 2000, Lewis 2000, Knight 2002), material reward is always effective, regardless of the specifics of the activity and the circumstances of its receipt. According to other researchers (Armstrong 2004, Deeprose 1994, McKeon 2002, Wilson 2003), reward will affect motivation indirectly by the specifics of activities and circumstances. And only the second point of view suggests that project teams require some kind of specific motivation system, depending on the specifics of project activities.

In practice, many companies follow the first path and develop motivation systems for project teams similar to the motivation of line managers. They simply agree on certain indicators of the project's performance and the amount of the bonus for achieving these indicators.

But let's look at the specifics of project activities and determine for ourselves how much it will affect the activities of a manager, and whether it is necessary to take it into account when developing a motivation system.

The main differences between project and "linear" activities:

The clarity of the problem statement. As a rule, all tasks of projects and ways of solving them are new. In every project, there is a degree of uncertainty in both what needs to be done and how to do it. Therefore, design work is more uncertain than linear work.

The effectiveness of the project. Usually projects have certain criteria for success, such as completion date, cost and quality. The end result is more significant than the intermediate performance. In contrast, linear work is usually performance oriented, and consists of an endless cycle of solving the same problem.

Level of change. Projects are accompanied by more or less large-scale changes in the corresponding direction of activity, or even the entire company as a whole, and also often introduce changes in the subsequent work of the project team members themselves. Linear work is usually formalized, regulated and does not change the company.

Project stages. PMI divides the project into initiation, middle and completion stages. During these stages completely different kinds works and different people may be involved. This is in contrast to linear work, which is done by the same people in the same way.

Terms of project implementation. Projects have varying degrees of urgency. The greater the urgency, the higher the pressure of time during the project and the earlier its starting point. This is completely different from regular functional activities. The goal of line work is to keep the business running continuously.

It can be seen that project activities are quite specific, and perhaps a special approach is required to motivate project teams.

Case study: motivation system for project teams by KPI

For project participants, a quarterly bonus system (quarterly bonuses) was developed, which were calculated based on an assessment of compliance with the deadlines and budgets of key events. However, contrary to expectations, communication within the team did not improve after the introduction of the motivation system, and the terms of project implementation began to increase.

What were the mistakes

When choosing a smaller event (a separate work or task) for evaluation, there was a problem of the lack of schedules and plans in such detail.

In an attempt to cope with the lack of detailed plans, the company tried to implement calendar and network schedules for investment projects. Specially trained managers were assigned for the scheduling, colossal paperwork was carried out and the “sheets” were filled in Excel. However, the plans came out "stillborn" - they were outdated even before the approval director general.

The second mistake of project motivation consisted in the choice of collective indicators of bonuses for a company with a functional structure. The members of the "team" worked in different departments, did not interact with each other, and did not report to the project manager. As a result, it became clear that the assessment of the entire “team” based on common collective indicators is extremely biased. Then it was decided to "load" the motivation system with individual coefficients. This decision introduced subjectivity in the assessment, which finally undermined the credibility of the system.

The third and biggest mistake was in choosing objective key performance indicators - KPIs for the motivation system. To assess KPIs, the company was forced to turn the entire management Accounting and load key employees with unnecessary reporting. The deadlines for making decisions, signing acts and agreements increased, and eventually the delivery of the projects themselves began to be delayed.

Our findings

For project teams, a special motivation system is definitely required, and most likely this is not a KPI. Why KPIs are often not suitable: a) project team members do not sufficiently influence high-level indicators such as budgets and construction completion dates; b) indicators of a lower level do not have a significant impact on the progress of work, and are not objective in terms of the effectiveness of the project as a whole. In addition, the KPI assessment significantly loads the accounting system, and in the context of project activities, this can negatively affect the timing.

The higher the uncertainty of the project, the less the motivation should be result-oriented. In such cases, competency or skill motivation is more appropriate. Also, do not forget about the recognition of the merits of employees and about the prospects. career growth.

Project milestones provide “natural” time points for evaluating and rewarding the project team. Achieving a milestone is the most obvious opportunity to reward the project team.

When developing project motivation, it is very important to objectively assess the organizational structure of the company and the organization of the project team. In the functional structure, only individual motivation will work, and in the project structure it is better to use the mechanisms of team formation and collective bonuses.

The tasks of building an effective project management system and creating an equally effective system of staff motivation are so urgent that you can even save time on the obligatory words of a tedious introduction designed to draw attention to the article.

So let's get down to business.

The recommendations provided here are applicable to projects of any complexity and thematic focus. Recommendations for building a motivation system for project teams are variable, for each option, comments are given on the effectiveness of their implementation in the context of certain projects.

I immediately appeal to skeptics who like to argue: “Projects-projects are different! And how can one talk in one article about DEVELOPMENT PROJECTS (usually pronounced in sublime poetic tones) and about some small things of organizational development? !! ”. I will answer categorically: “You can!”.

personal participation in projects: R&D, external consulting projects, organizational development projects in large companies
development of project management systems for development companies and companies in the oil refining industry
short but very productive collaboration with the Institute project management PMI

Now - to business ...

Introduction. Project Management - Conceptual Factors Important to Understand

If you are reading this article, then you are already a darling of fate. Fate has given you the opportunity, for the money of the employing company, to become an expert in one of the most demanded areas of management. The dynamics of changes in our life is such that even the most processing / line production is acquiring more and more clear signs of project management.

Whatever project you are currently puzzled about, to get the most out of the benefits current work in terms of personal professional growth, I recommend focusing immediately on what is “conceptually solid” - what makes different projects similar and what makes them different.

Structurally, all projects are the same!

The project is always:

Structured, scope of work that:
- can be executed in parallel or
- must be performed strictly sequentially
A set of resources for the implementation of work, resulting in costs, which form the project budget.

Which gives real exclusivity to projects ...

Project scope

It is this parameter that gives importance to development projects. Yes, indeed, the successful implementation of a long and costly project commands respect. But, returning specifically to the issue of building a project management system, the only trouble that is associated with a large-scale project is the requirements for detailed work and an honest definition of the critical path with the further construction of the monitoring system.

In fact, it is required to shift the understandable construction / erection technology of something into the project management format. The resources required are clear and generally available. Most of the basic work lends itself to standardization.

The real problem that you can face is building a reliable monitoring system for project implementation that provides up-to-date data on the progress of work and costs incurred.

In a large-scale industry-specific project, management requires broad delegation of authority and distribution of responsibility for the implementation of certain stages of work. Yes, the project manager is responsible for the project as a whole, but he may not have specialized competencies that allow him to make specific decisions, managing the progress of work.

In reality, this is what happens in companies - the project manager interacts with a certain number of experts, each of whom is responsible for the effectiveness of the project at a certain stage. Performance is measured:

Time (timing and actual duration)
Money (spent budget)
Quality of completed work

Reliable knowledge about the progress of the project is distributed among the decision-making centers (in other words, it is stored in the set of heads). And, in general, the task of managing a large-scale project comes down to organizing an information space that ensures high-quality coordination of the interaction of participants and the supply of resources. The base of such an information space is a monitoring system. This is a separate section below ...

Unfortunately, a long list of expensive, lengthy, complexly intertwined, but understandable works does not add super-exclusivity to the project. The work is clear, there is a lot of work, and working for a long time is a good guarantee of long-term labor relations between the project participants and their employer.

But when the scope of work is not obvious, but only the timing is obvious and, if not at all lucky, the approved budget ...

Uncertainty

Uncertainties abound in R&D projects (research and development). The category of these projects includes, including:

projects related to production modernization
complex organizational development projects, which also suffer from a lack of complete certainty,
and if you think about development, the development of a new series of an apartment building will be a long project with a very high degree of uncertainty.
and the list, I'm sure you can continue.

What it looks like:

there is a project task - the requirements for the result that should be obtained at the output. For example, a certain product.
there is a general understanding of what needs to be done to get the desired result
there is a lack of understanding how we will implement some intermediate stages. Lack of understanding is defined by:
- or technological / methodological multivariance. Clarity will appear only upon completion of the previous stages or the task itself may be adjusted
- or, if we are not at all lucky, in the middle of the project we have a couple of white spots in science: "Create something that you have never seen, which there is nowhere to read, but it should work this way and have such and such dimensions ..."
and there is a recommended (not at all lucky - approved) budget for creating a project miracle

There is no exaggeration of the problem here, such projects underlie the activities of many companies. And these projects need to be managed.

Uncertainty in the organization of project work makes serious demands on the exclusivity of professional skills required to solve project problems. Expensive specialists are involved in projects, who are not so many in the labor market and you need to have serious arguments to interest them in your projects.

And now we have short description full of beauty:

uncertainty of the implementation process multiplied by
desire to believe in getting the desired result, and all this is built in
the degree of compulsory investments that are difficult to analyze for their effectiveness.

Project for project, project drives ...

Well, now let's remember that the company's activities are not limited to the implementation of a single project:

The main activity can be project - the company makes money by implementing projects. Project implementation costs form the company's budget. The payroll of the team projects is approaching the total payroll of the company (most of the staff is engaged in projects)
The company develops by implementing organizational development projects. The costs of implementing such projects put pressure on the company's budget and are investment
The company must maintain production facilities in a workable resource-saving state - the budget for capital expenditures for modernization and repair programs, which “go and understand how much they have been completed” when one event was suddenly replaced by another ...
The company creates new products, implements marketing programs, which either have an effect, or the effect is reduced to the fact that the budget is not exceeded ...

And all this is controlled by superhumans - the company's top managers. Who must keep in their head a holistic picture of the effectiveness of all activities, control the company's financial flows in order to ensure everything that boils and rages.

spend time at production meetings, listening to each manager about the progress and problems of the implementation of his project,
look at management accounting tables, looking for areas of financial hunger,
hang project implementation schedules in their offices (it has always been a mystery to me who updates these schedules and how often),
make decisions on the reallocation of resources between projects on the fly.

They are the first to need an effective system for monitoring the performance of the company, including information on the implementation of current projects.

Project implementation monitoring system.

Let's go from top to bottom ...

Integration and Consolidation Requirements.

Top managers Are the end users of the project implementation monitoring system. For them, of course, every project is interesting and important, but they need a picture as a whole, with the ability to get the necessary level of detail.

If these are sales, then it is important to have an idea of \u200b\u200bthe proceeds received from the processing activities and from the project. If these are indicators of marginal profitability or management profit, it is all the more important to know where we get this profitability / profit from. The accounting principles are different, but in a summary form, everything should be presented in a form that is digestible for analysis.

this can be realized by integrating the project management system with the company's performance management system - by embedding the project implementation monitoring system into the complex KPI-model of the company's activities.

Fig 01. Integration of the project management system into the KPI-model of the company

It is integration, and not a simple transfer of some data on the implementation of projects, that will provide quick access to complete information about the implementation of projects:

Fig 02. Detailed information on the project implementation.

Whether you like the next thought or not, if your company's activities are filled with projects, you will have to think about choosing a specialized automated business performance management system based on kpi. There are systems on the market and their cost is incomparably low in comparison with the losses incurred by companies in conceptual project management (management "by concepts")

Requirement 1. To the system for monitoring the implementation of projects - absolute integration with the business management system as a whole.

Project manager important to have up-to-date information on the progress of the project as a whole. He can receive this information only from his subordinate experts responsible for the implementation of certain stages (we immediately consider a large-scale project with a high degree of uncertainty). Production meetings and phone calls are great, but you need a consolidated picture.

The person responsible for the execution of the project stage has an additional task - to bring information about the progress of work to the project manager. And this delivery of information may require efforts and labor costs no less than the actual performance of professional duties to coordinate work.

Unfortunately, most automated project management systems are ill-suited to organizing the collection of the necessary information.

The project is transferred to the system as a single indivisible object. And, “so that no one breaks anything in it and deceives anyone,” in practice, companies are forced to create dedicated units for collecting and transferring information about the progress of project work to an automated system. There is a nice name for such units ...

Project office and requirements for organizing information collection.

But look at the functionality of this department ... Honestly and aloud, list what the specialists of the Project Office are doing:

create projects in an automated system
enter factual data on the progress of projects, based on the information provided to them

What else fills their life:

Development of information forms for providing data on project implementation
Clarification of errors and inaccuracies in the final data on the implementation of the project. Unfortunately, very often errors are revealed during production meetings, when top managers and project managers operate on different data.

A vicious circle arises: new requirements for the provision of information are needed to minimize errors. Errors are allowed, including due to frequent changes in the formats for providing information (typos of the final executors) and / or insufficient qualifications of the employee who enters data directly into the system.

How can you break this vicious circle - collect data directly at the point of its appearance.

Banality? - Yes!

Why isn't this done? The reasons, unfortunately, are no less commonplace:

If the company automated system there is no project management, then there is nowhere to enter. Data is consolidated in MSOffice files, their presentation formats are constantly changing, this process can only be supported by a dedicated group of specialists
If the company has implemented an automated project management system:
- the company saves on licenses by providing members only with access to view information
- the automated system does not allow you to provide access to changes in the data of the selected stage of the project (the project is a monolith, and either you can change any information or nothing)

Requirement 2. To the project implementation monitoring system - each project manager must have full access to the system, including with the ability to enter actual data on the progress of the project and adjust the scope of the project

Naturally, this is about providing access to the part of the project that is under the control of the leading participant.

Access to change the scope of work of a project stage is necessary to manage projects with a high degree of uncertainty. Either the Project Office and highly paid project experts will get bogged down in the eternal process of agreeing on how a project stage should look like, or an expert, within his competence, will complete the project on his own.

The project office is being transformed from a call center into a think tank. Project office analysts will always have up-to-date information:

requiring only additional confirmation / agreement with the financial department
sufficient to generate analytical reports for top managers with recommendations for reallocating resources

Agree that this role is more honorable than the role of the center of constantly mistaken (in the opinion of colleagues) operators.

This approach will add efficiency to the process of developing the project structure itself. Let's remember honesty again ...

The key expert performers who will be involved in the project are most often known. How they are divided into stages is also understandable. Tell them the task, set a deadline by which they must give their vision of what and how should be done in order to get the desired result, and give them the opportunity to form a work plan and calculate the budget for which they will be responsible.

Fig 03. Formation of the project structure, taking into account the distribution of responsibilities between key participants (performers).

You will need to hold another wrap-up meeting of the project team to approve the final project implementation plan, making the necessary adjustments.

Good question: "How to get project participants to enter correct data on the progress of work in a timely manner?"

And here we turn to the issue of motivating project participants

Motivation of the project team.

Project participants will timely update the data on the progress of work, if through this update they can control the accrual of their personal bonus.

If immediately after the update they can look into their bonus card and get acquainted with the current assessment of their performance, which directly affects their bonus ...

Figure 04. An example of the presentation of a consolidated assessment of project performance of an employee

... They will enter the necessary reliable data very accurately and in a timely manner.

Why will the data be reliable ??? Because nobody canceled the Project Office and the office staff are closely monitoring. And the identified errors can be a reason for reducing the assessment of compliance with regulatory discipline, and this assessment is also part of the bonus card.

How to build a reward system for an employee from participating in projects.

Option 1... It's bad, but acceptable at the start of the project management system implementation.

Use the resulting consolidated performance assessment in the summary bonus card. It might look like this:

Figure 05. An example of a bonus card including a project performance assessment

In fact, we are not talking about the accrual of an additional bonus for participation in projects. The assessment for participation in projects affects the amount of the accrued base bonus.

A more or less similar approach is acceptable for assessing participation in organizational development projects, especially if they are implemented constantly (that is, the main activity of the back office is the implementation of development projects).

It is a very bad decision to apply this approach to core projects. Demotivating factors will immediately turn on. The main thing that this concept does not take into account is the scale of the employee's workload in projects. The most productive employees will be involved in the maximum amount of work, the less productive we will entrust a smaller and simpler scope of work. And before the bonus card, everyone will be equal. Is it sad?

Of course, the situation can be corrected by adding a corrective assessment of the head, but this is already manual control with all its delights of conflict management.

Option 2... Honest performance assessment and bonus accrual upon implementation of project work

If you decide on this option, then there are no boundaries for perfection.

A bonus to a project participant can be credited:

1. For the fact of the implementation of a specific work, taking into account the assessment of the performance (budget, deadline, quality)

The basis for calculating the bonus can be:

Normalized cost of work (if the job lends itself to rationing)
Contractual value - we determine the amount of the bonus, which is paid subject to 100% performance

2. For the fact of closing the subsidiary works of the stage - for employees responsible for the execution of the stage. This adds motivation to the stage manager to make every effort to resolve all organizational issues.

Base for calculating the bonus:

The established bonus for the implementation of the entire stage

% of the bonus fund for works forming a stage

3. For the fact of closing a stage / stagesof which work is a part - this bonus component includes team interest in the project. The basis for calculating the bonus is the actually accrued bonus for the implementation of the work (it takes into account the personal performance of the employee)

4. For the successful completion of the project... As a basis for accrual, we take the bonus actually accrued to the employee for the implementation of project work in which he took part.

This approach adds maximum drive to the project participants and keeps the drive until all work is completed.

Something needs to be redone, someone needs help - the only deterrent is the employee's personal harm.

The main thing is that there is a money "pinaric" before your eyes - either we are waiting for an SMS notification that the money has dropped on the card, or - we do not wait:

Fig. 06. An example of presenting information about the bonus accrual

The only thing that can scare away from the implementation of the proposed option for building a motivation system for project teams is the fear that it can be done. "Can't" count.

But, excuse me, there are drawings in the article, so you can count.

Better focus on the benefits:

Transparent control system for project implementation.
The motivation system is built in strict accordance with the project implementation assessment system.

There is no reason for disputes with employees - they see the assessment of the project implementation, and the assessment of their own performance, and their bonus.

Comprehensive employee motivation system

The comprehensive system of employee motivation includes all the components of material motivation, the set of which may differ depending on the category of the employee.

This could be:

Reward for the execution of a bonus card.
Separate remuneration for completing tasks / assignments.
Design performance.
An additional bonus for special merit or generated by the distribution of the consolidated bonus fund of the company / division.

Fig 07. An example of the presentation of information on the accrual of the aggregate bonus.

The most important thing:

Correctly determine the size of the base bonus:
- The bonus fund of the project must be consistent with the expected financial and economic performance of the project as a whole. Simply put - not burdensome for the company.
- The size of the company's bonus fund (expected to be accrued to employees) should be calculated based on the actual coverage by financial sources. 100% performance of personnel, calculated on bonus cards and assuming the accrual of 100% bonus, must mean the financial and economic performance of the company at least 100%.
The rules for calculating the bonus and the indicators underlying the calculation of remuneration must be clear to the employee.

Position

about the motivation system for project participants.

1. General Provisions.

1.1. This Regulation has been developed to regulate the system of motivation for participants in development projects "__________________" (hereinafter referred to as the company).

1.2. The motivation system for participants in development projects is a mechanism for stimulating and rewarding company employees who have successfully completed a development project.

1.3. The Regulation acts as a regulatory and organizational document, its implementation is mandatory for all participants in the company's development projects.

1.4. The Regulation can be improved under the influence of environmental factors and taking into account internal changes in the company's activities.

1.5. The users of the Regulations are:

Development Board;

Development Directorate;

Project management system administrator;

Project Working Groups (PWGs) that carry out development projects;

RGP managers;

Curators of the RSE;

Heads of company departments.

2. The goals of the system of motivation of participants
development projects.

2.1. Increasing the activity and material interest of the company's employees in successful implementation development projects.

2.2. Increasing the activity of company employees to generate proposals for the development of the company.

3. Participant motivation system processes
development projects.

3.1. Calculation of the motivation fund for development projects.

3.2. Calculation and implementation of incentive payments for the project to participants in development projects.

4. Description of the processes of the system of motivation of participants
development projects.

4.1. Calculation of the motivation fund for development projects.

4.1.1. The calculation of the motivation fund for the development project is made by the project manager when developing the project plan.

4.1.2. The amount of the project's motivation fund is calculated according to the project plan using the formula:

Фп \u003d ЗПср х Ч х Тп х Кп, where

Фп - motivation fund of the project;

ЗПср - the average monthly salary of the project team members;

H - the number of employees involved in the implementation of the project;

Тп - planned period of the stage implementation (months);

Кп - coefficient characterizing the importance and complexity of the project. Kp can take values \u200b\u200bfrom 0.1 to 1.5.

4.1.3. This calculation is agreed with the Development Directorate.

4.1.4. The size of the motivation fund for development projects is approved by the Development Council.

4.1.5. For each development project, a reserve fund is created in case of additional attraction of company employees in the amount of 20% of the size of the material incentive fund.

4.2. Calculation and implementation of incentive payments to participants in development projects.

4.2.1. The calculation of incentive payments to participants in a development project is carried out by the project manager.

4.2.2. This calculation is agreed with the development directors.

4.2.3. The development project motivation fund is distributed by the project manager and presented in the approved format after each completed stage.

4.2.4. When calculating the motivation fund for a development project, only completed activities are evaluated.

4.2.5. Based on the assessment of the contribution to the implementation of activities of each participant of the development project, motivational payments are calculated for each contractor.

4.2.6. The budget of incentive payments for each development project is based on the assumption that 50% of payments are made upon the successful completion of one or another activity within the development project.

4.2.7. The remaining 50% of payments for the project are made upon successful completion of the entire project as a whole.

4.2.8. Consolidated planning of budgets of incentive payments for development projects and accounting for the actual implementation of project activities are made in the Development Directorate.

4.2.9. The approval of the implemented activities is made monthly by the minutes of the meeting of the Development Council.

4.2.10. The Development Board has the right to reduce the payments of the incentive fund for each stage of the development project in the event of poor-quality work performed by the project team members by no more than 30% of the planned amount.

4.2.11. The amount by which the motivation fund is reduced for each stage of the development project is paid after the comments of the Development Council are eliminated.

4.2.12. The reserve fund is distributed by the project manager among additional employees of the company.

4.2.13. After the approval of the report on the work of the project group for each stage, the project manager prepares a memo addressed to the development director with the distribution of the motivation fund among the project participants, as well as with the distribution of the reserve fund among the additional employees of the company.

4.2.14. Based on the memo of the project manager, the Development Directorate prepares a draft order on the distribution of the project's motivation fund.

4.2.15. The order is approved by the general director of the company.

Director of Development.

____________________/AND. OF / "__" __________ 200__

All IT projects use human resources as the main resource. Simply put, all the work is done by people, project participants, all the main costs go to them, and the success of the project also depends on people by 90%. Given this, it is difficult to overestimate the role of the project participants on the part of the contractor - consultants and project managers. Much, if not all, depends on their qualifications and dedication. And if it is now possible to find qualified consultants, then motivate them to effective work in a project is much more complicated. After all, this is teamwork, and in addition to the individual motivation of the project team members, there should be "collective motivation", that is, a focus not only on individual achievements, but also on achieving the result of the project as a whole, on the mood for productive intra-team cooperation, for positive relationships with representatives customer and so on. It is not easy to achieve this state of the team. After all, the team consists of individuals, and besides, often difficult individuals, people with a good education, well-earning people, having high self-esteem... Simple administration doesn't work here. Therefore, one of the main tasks of the project manager is to build the correct motivational policy within the project team in order to achieve maximum synergy, high efficiency of the overall work, which, in turn, will lead to the successful completion of the entire project.

Types of motivation

The types of motivation discussed in this article generally correspond to Maslow's pyramid. Here they are:

Reward motivation
Bonuses (bonuses for the result)
Job security
Status upgrade
Professional growth, gaining project experience
A sense of responsibility for the result
A sense of personal contribution to overall success
Satisfaction with the result.

You can add to this list the team motivating factors:

A sense of reliability in the team.
Partnership.

Now you can move on to a more detailed description of these factors.

Reward motivation

Reward motivation is the starting motivating factor. Of course, if you pay little, then no one will take up the job. And it is not enough - relative to the average market indicators. But once the employee is involved in the project, the motivating impact of monetary rewards diminishes dramatically. The employee reacts seriously to abrupt (at least 25%) changes. But this reaction is short-lived. So, if you raise the salary of a consultant, well, let's say, 1.5 times, then at most the first month he will work harder, and then return to the usual rhythm. That is, the addictive effect will work. It is impossible to constantly raise salaries, since financial resources are always limited, especially in projects with a limited budget.

We also need to consider the fact that employees are responding to relative increases in remuneration, not absolute ones. Therefore, the higher starting conditions on a salary, the harder it is for a project sponsor to motivate employees by increasing it. It is clear that if the salary is 1000, then the increase to 1500 is seriously motivating, albeit once. And if the salary is 5000, then an increase to 5500 practically does not motivate the employee. At the same time, the sponsor's monthly costs increase in both cases by 500.

Output: remuneration (or salary) of a sufficient amount ensures the attraction of the necessary qualified resources to the project. But this factor has little impact on the increase in employee performance. Therefore, it cannot be classified as an effective tool for motivating personnel.

Bonus motivation

Bonus motivation (performance bonuses) is almost the same as reward motivation. But this is a more effective mechanism for motivating personnel in project work. In this case, the following conditions must be met:

The amount of the bonus (bonus) must be significant in relation to salary (at least 50% of the monthly remuneration);
The amount of the bonus (bonus) must be known to the employee in advance;
The conditions for receiving a bonus (bonus) must be known to the employee in advance, it would be best if these conditions are set out in a special document (for example, in a bonus letter);
The conditions for receiving an award (bonus) must be clear and achievable;
The conditions for receiving an individual bonus (bonus) should be dependent on the individual efforts of the employee;
The conditions for receiving a team bonus (bonus) should be dependent on team efforts;
Such a bonus must be paid at least once every six months (otherwise, an increase in labor productivity will occur only a couple of months before the planned date of receiving the bonus);
If all the conditions are met, the receipt of a bonus (bonus) must be guaranteed.

That is, in the company that runs the project, the system project bonuses should be well developed.

One more point - in some way "price-quality correspondence": the efforts spent on receiving the prize must be adequate to the prize itself. You should not expect employees to sit at night if the bonus does not help, at least, to organize a good rest, to pay for measures to restore health.

Output: the motivating effect of bonuses should not be overestimated. In addition, all the same restrictions apply here as on wages - the project budget is always limited. But with a clear bonus system, this motivation mechanism is effective.

Employment guarantee motivation

Motivation with a guarantee of employment - during a period of economic growth, it very weakly motivates people, since there is always where to go. During a recession, a crisis, it motivates much more. But at the same time, the employee must clearly understand that improving the quality of performance of project tasks will save him from being fired, and vice versa. Unfortunately, in times of crisis, not everything depends on the efforts of employees. And if people feel that little depends on their efforts, then the threat of losing their jobs demotivates them. In this case, the same addictive effect works, but now to the "bad" one.

Output: this method of threat motivation leads to a deterioration in project morale. You shouldn't make this method of motivation the main one. But you cannot completely refuse it. In addition to opportunities, employees must sense threats.

Motivation by raising the status

Motivation by raising the status is enough important factor... Of course, it affects employees in different ways, because there are people with clearly expressed career (in a good sense of the word) aspirations, and there are people who are somewhat indifferent to this. In modern russian companies this mechanism is declared, but it is poorly used. Maybe I was just unlucky, but in no company personally have I received a clear plan for my career growth. Unfortunately, the only serious career path is moving to another company. But that is not the topic of this article.

I believe that this motivating factor should be actively used in projects, but the following restrictions and requirements must be taken into account:

An increase in status (grade, position, and the like) often leads to an increase in the value of this resource. And the planned budget of the project does not change. Therefore, the project manager must either promise such changes at the end of the project, or take on the project undervalued promising employees and then, during the project, raise their status to the level planned in the project's starting budget.
The conditions for raising their status should be understandable and achievable for the employee.
The conditions for increasing the status of an employee must be known and understandable to the project manager.
An increase in status (especially an appointment to a higher position) can lead to valuable employee from the project. This is typical for matrix structures of company management.

Output: this is an effective factor that must be used in the project, remembering the rule "do no harm".

Motivation by professional growth, gaining project experience

Motivation by professional growth, gaining project experience is a very effective motivator, provided that the project really provides the employee with professional growth and obtaining the necessary project experience. Works well for beginners and intermediate professionals. For them everything is new and unfamiliar. Every day on the project gives these employees new knowledge. With experienced and highly qualified employees, it is harder - the project really needs to be innovative, or it should be very clear, exemplary, and so on. If a highly qualified employee does not find anything new for himself in the project, then this will demotivate him.

In one of my projects, an experienced consultant who came to him immediately said that the project was very ordinary, but he was waiting for a good level of project management, because before that he had participated in projects with mediocre management. This is an example of feedback (the consultant has stimulated the project manager, the project manager will be able to stimulate the consultant).

Output: it is an effective factor that must be used in the project, clearly differentiating it according to the level of each employee. At the same time, the project manager must make every effort to ensure that the project is well managed, use innovative technologies, and so on. Well, it is also desirable that the project has a good chance of successful completion.

Motivation by responsibility for the result

Motivation by responsibility for the result is in some way a “negative” motivator. But if used constructively, it can be very stimulating for employees. If an employee will not only be subject to regular checks on the results of his work by the manager, but will feel the need for his work, feel that the results of his work are needed for the project, that his colleagues are waiting for them, that “if not him, then no one” - the employee will be forced (if he is not an incorrigible saboteur) to make additional efforts to achieve the necessary goals. Almost everything here depends on the project manager, on the management system he has created, on the internal atmosphere of the project.

Output: it is a necessary motivator, the core of the entire system of project motivation. Without this method, everything else loses its meaning. The correct application of this mechanism is the responsibility of the project manager. It all depends on his professionalism.

Motivation with a sense of the importance of personal contribution to overall success

Motivation with a sense of the importance of personal contribution to overall success is the development of the previous mechanism. Every employee should know that his work did not go unnoticed, that it contributed to the overall result, that his efforts led to overall success. The project manager should emphasize this, mention the achievements of each employee. And then the sweet taste of participation in victory will be remembered by the employee for a long time, and he will work with maximum efficiency next time.

Output: the manager must remember to acknowledge the contributions of each member of the project team. And in the future it will bear fruit. In general, managers need to communicate with the team as often as possible, with everyone together and individually, encourage employees, praise them, and the like. Naturally, keeping the correct proportions.

Motivation by satisfaction from the result

Motivation by satisfaction from the result - relies on the creativity of a person. The main thing is that this should be noticeable not only to the employee himself, but also to his colleagues. We need to remove skepticism about innovative proposals and encourage employees to be creative. In IT projects it is impossible without this. Again, not forgetting about the main task of the project - to achieve the result.

Output: the mechanism must be actively applied on projects, but it must be clearly monitored so that the creative process does not fall into "auto-generation", that is, into the generation of ideas that do not lead to a result. Everything is in the hands of the manager.

Demotivating factors (internal and external)

Demotivating factors can be divided into internal factors (controlled) and external (mostly uncontrollable). Accordingly, in each case it is necessary to provide a mechanism for managing factors or mitigating their impact on employees.

Let's move on to internal factors. This is almost a mirror image of the line of motivating factors:

Low remuneration
Bad bonus system
Lack of perspective
Poor project management, lack of monitoring of results
Lack of attention to employees.

Let's consider each separately and the mechanism for managing these factors.

Low remuneration

If the employee's salary is “below the market,” if he feels underestimated in this sense, it is difficult to get him to work. "Hungry belly" is deaf to everything. Unfortunately, usually the project manager has little influence on the level of remuneration. However, line managers, who usually determine the level wages, must clearly understand: a small salary will lead to the fact that the project will have employees corresponding to this low level, and the result of the project will be unattainable. The project manager needs to sense these moments and immediately signal to the appropriate line manager. That is, the salary should not be low, it should not be high, it should be sufficient to attract the necessary employees to the project.

Output: the project manager should, whenever possible, monitor the level of remuneration of employees and at the first sign of dissatisfaction with employees with their low salaries, signal this situation to the line manager.

Bad bonus system

An indistinct bonus system, without clear rules and amounts, has a depressing effect on employees. Employees are beginning to realize that winning the prize will be just as difficult as winning the lottery. At best, labor productivity will remain at the same level, and most likely, it will decline. Here, the project manager also needs to feel these moments and immediately signal the appropriate line manager. True, unfortunately, the project manager may not know anything about bonuses to his team's employees, affecting the award of the bonus only indirectly. The task of line managers and the company as a whole is to develop and apply a clear bonus system. Requirements for it are given in the description of incentives for bonuses.

Output: if it is possible to influence the employee bonus system, the project manager must do this.

Lack of perspective

If the employee does not know what will happen to him after the project, he will not strive to complete it on time. If the employee does not understand how the success of the project will affect its progress, he will not strive to work effectively. If the project does not give the employee anything professionally, if its influence on the growth of wages is not clear, no one will wait for good work on the project from this employee.

Output: the project manager should clarify all the rules with line managers and communicate them to his team members so that they clearly understand their prospects. It is desirable to select the team in such a way as to provide each employee with opportunities for growth during the project.

Poor project management, lack of monitoring of results

Poor project management, and especially the lack of monitoring of the performance of each employee of the project team, will lead to the fact that employees stop making efforts to achieve the result. They will have a clear feeling that nothing depends on them, their work is not particularly needed on the project, someone else can do the work instead. As a result, after a while, the manager will be saddened to note a catastrophic delay in terms of time, while employees will spend most of their working hours on the Internet.

Output: everything is in the hands of the project manager. Having created a clear project management system, working according to the Plan-Do-Check-Act cycle, project documentation, the manager can turn the situation around.

Routine work, inability to acquire new knowledge and skills

As already mentioned above, consultants need new tasks, new horizons for their professional growth. Of course, one cannot do without routine on the project, but it is necessary to correctly redistribute such work among the employees who make up the team, taking into account their qualifications, inclinations and character traits.

Output: the project manager must properly distribute tasks among the members of the project team.

Lack of attention to employees

It must be remembered that people are working around and they appreciate when they are paid attention to. If you communicate dryly with consultants, do not praise them, do not encourage them, then the morale of the team will drop. You need to combine daily encouragement and periodic public recognition of employees' achievements. In this case, it is imperative to take into account the characteristics of each team member.

Output: the project manager should know his people and give them the necessary attention.

Consider external demotivating factors. They are related either to the general state of the economy or to the economic state of the client's and / or contractor's company. We will not consider force majeure situations.

These factors are:

Downturn in the economy
Deteriorating financial situation of the customer
Deteriorating financial situation of the contractor.

It is impossible for the project manager to manage these factors. Of course, it would be nice to have some kind of "safety cushion", but in modern IT projects a rare customer can afford such a luxury. In any case, the project manager should try to hold on to the project and the team to the last opportunity. People will appreciate this and will generally perform better. Well, if the situation becomes critical, you need to warn people in time and honestly.

Project manager's motivation policy

There are a variety of project management styles. Between the following extremes - tough management, soft management, centralization, decentralization, absolutely formalized management, informal creative management and the like - each project manager chooses his golden mean, depending on the personal qualities of the manager, the culture of the company in which he works, the requirements higher management and so on.

In the same way, the project manager chooses a motivational policy, selecting the necessary "tools" in his motivation package. There is no “golden recipe” for this, and there cannot be. You just need to remember that the main resources in projects are people, with all their difficulties. Therefore, you need to use several ways to motivate employees of the project team, using them flexibly depending on the situation and personal qualities of a particular employee.

For successful motivation, the main thing, in my opinion, is communication with the employees of the project team. The project manager needs to communicate with his team as often as possible, individually and collectively, using formal means (correspondence, meetings, seminars, conferences, etc.) and informal means (conversations, joint meals, team events, and the like). It is necessary to make it clear to the team members that they are not subordinates, but colleagues, to encourage their activity and independence. Well, and we must not forget about the basic methods of motivation, that is, about the material side of the matter.

In general, in my opinion, each project manager needs to determine his own motivational policy on the project, it is best to write it down and try to follow it during implementation. design work... However, publishing this motivational policy is optional.

Team building in the correct sense of the term

For some reason, the term team building in everyday life has been reduced to identification with team events of an entertainment nature. In fact, this is a very complex process that falls entirely on the shoulders of the project manager. It is necessary in a fairly short time frame to create a viable project organism from a diverse group of employees assigned to a project, to turn just people into a team capable of solving complex problems together. The task is very difficult, and in this article I will only touch it slightly from the point of view of motivation.

Team building should be ongoing throughout the project. Personal communication plays a huge role in this. It is necessary to regularly hold general meetings, use brainstorms to solve complex problems. It is necessary to force, if possible, to discuss problematic issues at a personal meeting, and not to enter into endless "spam-like" e-mail correspondence. Then people will feel each other, understand the usefulness and effectiveness. working together in a team. And joint activities, transparent and understandable, will motivate them to work better.

As for team entertainment activities, they are necessary. But these activities must be strictly dosed and tied to certain events (the beginning of the project, the closing of a large stage of the project, the successful completion of the entire project, etc.). In this case, employees will perceive this event as a reward, as attention to themselves from the management, as an assessment of their merits. And then they will strive next time to work in such a way as to deserve such an event.

Accumulation of experience

Like all project activities, motivating project participants is a complex and multivariate process. There are many tools, they can be applied in different ways, in each case there are nuances. The project manager must accumulate this experience, analyze his successes and failures, and adjust his motivational policy. And then on subsequent projects the motivation of employees will be more and more successful.

Afterword

In this article, I have not tried to teach anything. It's just my experience, this is the result of communication with colleagues. In my opinion, working with project participants is very important for its success. To underestimate it is to increase the risk of a project failure.

Most likely, I have listed a small part of the motivational tools. But these methods have been tested by me, and I can give them an assessment.

If you share your experience in motivating a project team in your feedback on this article, I will be extremely grateful to you.

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