Not considered managed project settings. Managed project parameters. Project management tasks. Artificial Intelligence. Basic concepts

The managed project parameters are:

Scope and types of work on the project;

Cost, costs, project costs;

Time parameters, including the timing, duration and reserves of work, stages, phases of the project, as well as the relationship of work;

Resources required for the implementation of the project, including: human or labor, financial resources, material and technical, divided into building materials, machines, equipment, components and parts, as well as resource constraints;

The quality of design solutions, resources used, project components, etc.

The project and the process of its implementation, implementation are a complex system in which the project itself acts as a controlled subsystem, and the project management is the control subsystem.

Project environment

The project has a number of properties that it is advisable to keep in mind, as this helps to methodically correctly organize the work on its implementation:

The project arises, exists and develops in a certain environment, called the external environment;

The composition of the project does not remain unchanged in the process of its implementation and development: new elements (objects) may appear in it and some of its elements may be removed from its composition;

A project, like any system, can be divided into elements, while certain links must be defined and maintained between the highlighted elements.

The division of the entire sphere of activity, in which a project appears and develops, into the “project” itself and the “external environment” is to a certain extent arbitrary. The reasons for this are as follows:

1. The project is not a rigid stable formation: a number of its elements in the process of project implementation can change their location, passing into the project from the external environment and back.

2. A number of elements of the project can be used both within and outside of it. A typical example is specialists who are simultaneously working both on the implementation of a specific project and on solving some other problems (in particular, on the implementation of some other project).

A schematic representation of the project and its environment is shown in Fig. 1.7.

Attention should be paid to the transition zone, through which communication and movement of elements are carried out between them, in one way or another participating in the work on its implementation.

In the practice of business planning, three aspects of the project environment are usually subject to study:

The political aspect, namely, the attitude of the federal and local authorities to the project;

The territorial aspect, including the study of competitive offers on the market for similar products;

Environmental aspectassociated with the need to ensure the environmental safety of the project.

Figure 1.7. - The project and its environment

Project cycle

The time interval between the moment the project appears and the moment of its liquidation is called project cycle (they also say - "Project life cycle»).

Project life cycle is the initial concept for researching the problems of financing project work and making appropriate decisions.

Each project, regardless of its complexity and the amount of work required for its implementation, goes through certain states in its development: from the state when "the project is not yet" to the state when "the project is no longer there." The basic structure of the project cycle is shown in Fig. 1.8.

For business people, the beginning of a project is associated with the beginning of its implementation and the beginning of investing money in its implementation.

Picture. 1.8. - Principal structure life cycle traditional investment project

Note... The range of resource requirements depends on the type and complexity of the project.

The end of the project can be:

Commissioning of facilities, the beginning of their operation and use of the results of the project;

Transfer of project personnel to another job;

Achievement of the target results by the project;

Termination of project financing;

Start of work on introducing major changes to the project that were not provided for by the original plan (modernization);

Decommissioning of project objects.

Usually, both the fact of the start of work on a project and the fact of its liquidation are formalized in official documents.

The states through which the project passes are called phases (stages, stages).

There is no universal approach to dividing the project implementation process into phases. Solving such a task for themselves, project participants should be guided by their role in the project, their experience and the specific conditions of the project (see Fig. 1.9 and 1.10). Therefore, in practice, the division of the project into phases can be very diverse, as long as such division reveals some important milestones ("milestones"), during the passage of which additional information is viewed and possible directions of the project's development are assessed.

In turn, each allocated phase (phase) can be divided into phases (stages) of the next level (sub-phases, substages), etc.

With regard to very large projects, for example, the construction of the subway, the development of an oil and gas field, etc., the number of phases and stages of their implementation can be increased.

The allocation of additional stages in large projects is associated not only with the long duration of the construction of these facilities (10-15 years), but also the need for a more thorough coordination of the actions of the organizations of the project participants.

All project activities are interdependent in time and space. However, it is almost impossible to provide an unambiguous distribution of the phases and stages of the project in a logical and temporal sequence. The problems associated with this are solved with the help of the experience, knowledge and art of the specialists working on the project.

Figure 1.9. - World Bank project cycle (by Waren C. Baum "Project Cycle", World Bank edition, 1993)

Figure 1.10. - Product system life cycle (for example, software product)

Table 1.1 - Content of the phases of the life cycle of projects

Initial (pre-investment)	Investment (construction)	Operational
Pre-investment research	Development design and estimate documentation, project planning and preparation for construction	Bidding and contracting; organization of purchases and supplies, preparatory work	Construction and installation works	Completion of the construction phase of the project
1. Study of forecasts and directions of development of the country (region, city). 2. Formation of an investment concept. 3. Preparation of a petition (Declaration) of intent. 4. Preliminary approval of the investment plan. 5. Drawing up and registration of offers. 6. Development of investment feasibility study, project viability assessment. 7. Selection and preliminary agreement on the location of the object. 8. Environmental justification. 9. Expertise. 10. Preliminary investment decision. 11. Development of a preliminary project plan.	1. Development of a plan for design and survey work 2. Assignment for the development of a feasibility study (project) of construction and development. 3. Coordination, examination and approval of the feasibility study (project). construction 4. Issuance of a design assignment. 5. Development, coordination and approval of working documentation. 6. Making the final investment decision. 7. Allocation of land for construction. 8. Building permit. 9. Assignment for the development of a project for the production of works. 10. Development of a project plan.	1. Tenders for design and survey work and the conclusion of contracts. 2. Tenders for the supply of equipment and the conclusion of contracts. 3. Tenders for contract work and the conclusion of contracts. 4. Tenders for the services of consultants and the conclusion of contracts. 5. Development of plans (graphs) for the supply of resources. 6. Preparatory work for construction.	1. Development of an operational plan for construction 2. Development of schedules of machines. 3. Execution of construction and installation works. 4. Monitoring and control. 5. Correction of the project plan and operational construction plan (change management) 6. Payment for work performed and supplies.	1. Commissioning works. 2. Delivery and acceptance of the object. 3. Closing the koi tract. 4. Demobilization of resources. 5. Analysis of the results.	1.Operation. 2. Repair. 3. Development of production. 4. Project closure - decommissioning - equipment dismantling - modernization (start of a new project).

Structuring projects

Structuring, the essence of which boils down to breaking the project into hierarchical subsystems and components, is necessary in order for the project to be managed.

In terms project management the framework is a tree of product-oriented components represented by equipment, activities, services, and information resulting from the project.

It is also said that project structure Is the organization of connections and relationships between its elements. Investment projects, as a rule, have a hierarchical, variable structure, which is formed in relation to specific operating conditions.

The project structure is designed to define the products to be developed or produced, and links the elements of the work to be done - both among themselves and with the ultimate goal of the project.

In addition, the process of structuring the project is an integral part of the overall process of planning the project and defining its goals, as well as preparing the master plan for the project and the matrix of responsibilities and duties. This process is relatively easier for so-called “tangible projects” related to construction than for projects related to software development, for example.

In this way, the main tasks of project structuring include the following:

Breakdown of the project into manageable blocks;

Allocation of responsibility for various elements of the project and linking work with the structure of the organization (resources);

Accurate assessment of the required costs - funds, time and material resources;

Creation of a single base for planning, budgeting and cost control;

Linking project work with the accounting system in the company;

The transition from general, not always specifically expressed, goals to specific tasks performed by the company's divisions;

Definition of work packages / contracts.

The process of structuring a project can be represented as the following sequence of actions (Figure 1.11):

1. Definition of the project - the nature, objectives and scope of the project, as well as all the final products of the project with their precise characteristics, must be fully and clearly defined. In this situation, it is useful to use a hierarchy of goals, showing the complete chain of end results and / or means of achieving them.

2. Level of Detail - It is necessary to consider the different levels of detail for plans and the number of levels of elements in the project breakdown structure.

3. Process structure - a project life cycle diagram should be prepared.

4. Organizational structure - the project's organizational chart should cover all groups or individuals who will work for the project, including those interested in the project from its external environment.

5. Product structure is a breakdown by subsystems or components, including machinery and equipment, software and information support, services, and, if important, geographic distribution.

Figure 1.11. - Possible breakdown structure of the project project gas industry

6. Chart of accounts in the organization - a system of codes used in the structuring of the project; should be based on the organization's existing chart of accounts or on the possibility of its adjustment.

7. Project breakdown structure - the four points above (3 - 6) are combined into a single project structure.

8. The master plan of the project can be further detailed in the process of finding the critical path. During project implementation, the master plan can be used to report back to senior management.

9. Responsibility distribution matrix - as a result of analyzing the relationship between the elements of the project structure and the organization, a matrix is \u200b\u200bbuilt where the elements of the project structure become rows, and the elements of the company's organization chart become columns (or vice versa). In the cells of the matrix, the levels of responsibility of certain actors are indicated using various symbols or codes.

10. Working plan of accounting accounts - if necessary, you should work out a system of subaccounts, "fit" with the chart of accounts.

11. Work Network Schedule - the implementation of the first 10 steps allows you to develop a detailed schedule, including time and resource estimates for each work.

12. System of order of tasks - follows from the preliminary structure (p. 7) and the matrix (p. 9). At this stage, tasks should be absolutely specific in time and resources.

13. Reporting and control system.

Based on the steps taken, the so-called. responsibility distribution matrix, an example of which is shown in Fig. 1.12. The matrix "assigns" specific performers to each work package.

A number of special models are used to structure the project,namely:

Goal tree;

Decision tree;

Work tree;

Organizational structure of performers;

Responsibility matrix;

Network model;

The structure of consumed resources;

Cost structure.

In this case, the methods of structuring the project are fundamentally reduced to two:

- "top down" - determined common tasks, on the basis of which further detailing of project levels is carried out;

- “bottom up” - particular tasks are determined, and then they are generalized.

Goal tree - these are graphs, diagrams showing how the general goal of the project is broken down into subgoals of the next level, etc. A tree is a connected graph that expresses the subordination and interconnections of elements. In this case, these elements are goals and subgoals.

The presentation of goals begins at the top level, then they are successively disaggregated. In this case, the main rule for disaggregating goals is completeness: each goal of the top level should be presented in the form of subgoals of the next level in an exhaustive manner.

Decision tree - graph, diagram, reflecting the structure of the optimization problem for a multistep process. The branches of the tree represent various events that may take place, and the nodes (vertices) represent the points at which a choice arises. Moreover, the nodes are different - in some, the choice is made by the project manager himself from a certain set of alternatives, in others the choice does not depend on him.

In such cases, the project manager can assess the likelihood of this or that "solution".

Work tree. At each stage of planning, it is necessary to divide the work on the project into parts. For example, during the technical design stage, the main parts of the project are usually obvious. In the future, when more details become known, these parts can be divided into corresponding sections. Finally, subsections and separate groups ("packages") of work can be defined. This procedure is known as Work Breakdown Structure (CPP, WBS).

Project name: Arrangement of the Bovanenkovskoye Gas Condensate Field (GCF) Subproject name: Gas gathering station (GP-1)
		Investment research	Development of design and estimate documentation	Contracts	Construction	Exploitation
	Department of arrangement of gas condensate field	-/+	+/-	+/-	+	+
	Department for the construction of MG and CS *	-/+	+/-	+/-	+	+
	Department of nature protection	-/+	-/+	-/+	-/+	-/+
	Procurement department		+/-	+	+	+/-
	ACS department	-/+	-/+	+/-	+/-	+/-
	Urban planning department	-/+	+	-/+	+/-	+/-
	Technical department	+/-	+	-/+	-/+	-/+
	Planning and production department	-/+	-/+	+	+/-	+
	Planning and finance department			+	+/-	+
	Accounting department		-/+	+/-	+/-	-/+
	Railway construction department	-/+			+	+
	Legend: + - responsible executor - takes part in the development - / + - agrees the output result * MG and CS - main gas pipelines and compressor stations

Figure 1.12. - Responsibility distribution matrix for structural units

Such a tree is a means of dividing a large, complex project into its components or an economic program into project components.

As more information is obtained in subsequent design stages, the developer can add new levels to the project work tree. The bottom level of the tree corresponds to work packages. The work package is also an independent financial unit. He must have a separate estimate, budget and expense report. The isolation of work packages is very convenient when developing a project network schedule. It is much easier to plan individual packages and then assemble the project network from fragments than to develop the network as a whole without the project work tree.

In addition, the CPP serves another important purpose, namely the development of a structural diagram for administration project. Thus, dividing the project into work packages satisfies two tasks: planning and operational management. Therefore, simultaneously with the SRP, it is necessary to develop the organizational and administrative tree and link its structural units with work packages. Hence, the degree of suitability of the developed CPP tree will become clear.

Structural organization chart (SSO).To ensure effective project management when developing a plan, you must:

Consider in the plan all sections, stages and work of the project;

Consider in the plan all organizations participating in the project;

Ensure effective governance by assigning responsibilities.

The first requirement can be met by dividing the project into work packages using CPP. To meet the last two requirements, the developer must specify which organization is responsible for each package or level of the work tree. In other words, he must clearly define the levels and scope of responsibility in organizational structure... This can be done using an organization chart.

In this scheme, the project manager is at the top level, and at the lower levels, the departments required for the functional management of work are sequentially located. These levels sometimes correspond to CPP levels. For example, the Chief Power Engineer department will be responsible for the Transmission Line work package.

Responsibility matrix - connects work packages with executing organizations based on CPP and MTR. The matrix defines the main performers by work packages (Fig. 1.12).

Network models... As the work on the project progresses, CPP and MTR trees are created, that is, work packages with assigned performers are allocated, which makes it possible to prepare a network schedule of nodal events. Finally, it becomes possible to develop detailed network diagrams that correspond to nodal events and targets. Since these network diagrams do not represent the project as a whole, but its individual work packages, they are called network blocks or subnets. If the work on several interdependent packages is carried out simultaneously, and for each of them it is required to develop a separate schedule, then each package is represented as a separate subnet.

A subnet can be part of a network graph or stand alone. Disaggregating the network schedule into subnets allows project personnel to concentrate on their own works... Each manager at his level can work independently of the others in accordance with his subnet, which frees him from having to deal with a full network schedule. For guidance, subnetting the project provides effective control. It can, in order to save time, pay more attention to managing the most important (critical) subnets, instead of constantly monitoring the entire network schedule. The structure developed in the process of creating the CPP, MTR and network schedule of nodal events is preserved during the development of subnets. In more detail the tasks of structuring the complex of work of the project and building network diagrams are described in section. 2.

Structure of consumed resources... To analyze the funds that are needed to achieve the goals and sub-goals of the project, various types of resources are structured. The hierarchically constructed graph fixes the resources required at each level for the implementation of the project. For example, at the first level, material, technical, labor and financial resources are determined. Then material and technical resources are differentiated into building materials, machinery, equipment. Building materials - stored and non-stored, etc.

Cost structure. The cost structuring methodology is similar to that used in the development of the structure of consumed resources.

Similar information.

Basic concepts of project management A project is a set of events or activities distributed over time aimed at achieving a set goal. The achievement of this result means the successful completion and completion of the project. For example, for a building construction project, the result is the building itself accepted for use. As well as the beginning, the end of the project can be specified by directive or calculated when drawing up a work plan.

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Introduction

1.1. Basic concepts of project management

The project is called a set of events or activities distributed over time, aimed at achieving a goal. Examples of projects are the construction of buildings, complexes, enterprises, mastering the release of a new type of product, modernizing production, developing a software product, etc.

The project has certainproperties.

1. The project always has a clearly defined goal, which is expressed in obtaining some result. The achievement of this result means the successful completion and completion of the project. For example, for a building project, the result is the building itself, taken into use.
2. The project has a well-defined beginning, which coincides with the beginning of the first work aimed at achieving the set goal. The beginning can be specified directively, or calculated as a result of drawing up a work plan for the project.
3. The project has a well-defined end that coincides with the end of the last work aimed at achieving the desired result. Like the beginning, the end of the project can be specified directively, or calculated when drawing up a work plan. For example, for a building construction project, the end of the project coincides with the date of its delivery / acceptance certificate.
4. The project is carried out by a team, which includes the project manager, managers, and executors. In addition to the main team, third-party performers, teams and organizations may participate in it, who are involved on a temporary basis to carry out individual work.
5. Material resources are used in the implementation of the project. Their nomenclature and number are determined by the nature of the project and the work included in it. So when building a house, sand, crushed stone, cement, brick, etc. are used.
6. The project has a budget. The cost of the project consists of the cost of the material resources expended, the cost of remuneration of the team implementing it, and other costs associated with the specifics of specific types of work.
7. The project has three types of limitations.
   • Budget constraints set the marginal cost of the entire project or specific types of work.
   • Time constraints set deadlines for the completion of either the entire project or some work. For example, test trials should be carried out in the presence of a customer representative who will be present for a specified period of time.
   • Resource constraints are determined by limited team composition or resource schedules.

Project life cycle- this is the time interval between the moments of its beginning and end. It is divided into four phases.

1. Conceptual phase. Includes formulation of goals, analysis of investment opportunities, feasibility studies (feasibility studies) and project planning.
2. Project development phase. Includes determination of the structure of work and performers, construction of work schedules, project budget, development of design estimates, negotiations and conclusion of contracts with contractors and suppliers.
3. Project execution phase. Includes project implementation work, including construction, marketing, staff training, etc.
4. Project completion phase. Includes in general case acceptance tests, pilot operation and commissioning of the project.

Project resultIs some product or useful effect created during the implementation of the project. As a result, depending on the purpose of the project, there may be: scientific development, a new technological process, a software tool, a construction object, an implemented training program, a restructured company, a certified quality system, etc. The success of a project is judged by how much its result corresponds to the planned level in terms of its cost, profitable, innovative, quality, time, social, environmental and other characteristics.

Controlled parametersproject are:

1. volumes and types of work;
2. cost, costs, project costs;
3. time parameters, including the timing, duration and reserves of work and project stages, as well as the relationship between work;
4. resources required for the implementation of the project, including human or labor, financial, logistical, and resource constraints;
5. the quality of design solutions, resources used, project components, etc.

Tasks project management are:

1. defining the purpose of the project and conducting its justification;
2. creation of a project structure (sub-goals, main stages of work to be performed);
3. determination of the required volumes and sources of financing;
4. selection of a team of performers, preparation and conclusion of contracts with third-party performers;
5. determination of the project deadline:
6. scheduling its implementation:
7. calculation of material resources required for the project, conclusion of contracts with suppliers;
8. calculation of the estimate and budget of the project:
9. planning and risk accounting;
10. ensuring control over the progress of the project.

Project managementIs a process of planning, organizing and managing work and resources aimed at achieving a set goal, as a rule, under conditions of time constraints, available resources or the cost of work.

Project management consists of three main stages:

1. formation of a project plan,
2. control over the implementation of the plan and its prompt correction,
3. completion of the project.

At the first stage, the project is justified, a list of works and available resources is drawn up, resources are allocated by work and the plan is optimized according to the criteria of the project completion time, the total cost of the project, even distribution of resources, and risk minimization. Here, all the necessary contracts with third-party performers, contractors and suppliers are concluded. The second stage involves monitoring the implementation of the project in order to timely identify and eliminate emerging deviations from the original plan. In case of significant deviations, the original plan is revised and a new one is drawn up. Completion of a project means the implementation of certain regulated actions necessary to complete and terminate work on the project. For example, the signing of the acceptance / delivery certificate of the work performed.

Currently for automated control projects use the methodology of network planning and management. This methodology was developed in 1956 by specialists from DuPont and Remington Red, M. Walker and D. Kelly, for a project to modernize the factories of DuPont. An impressive result of its use is the design by Lockheed Corporation of the Polaris missile system to equip US Navy submarines. As a result of applying network planning methods, the work was completed two years ahead of schedule! One example of the successful application of this method in Russia is the restoration of the Cathedral of Christ the Savior in Moscow.

Network planning and managementconsists of structural and scheduling planning and operational management.

Structural planningconsists in dividing the project into stages and work, assessing their duration, determining the sequence of their implementation. The result of structural planning is a network work schedule that is used to optimize the project in terms of duration.

Schedulingconsists in drawing up a time chart of works and distribution of labor resources (performers) between works. The result of scheduling is a Gantt chart that graphically displays the periods of work on the time axis. At this stage, optimization of project resources and budget can be performed.

Operational managementconsists in regularly comparing the actual work schedule with the planned one. Major deviations result in decisions to change the original structural or timetable.

1.2. Project management systems overview

Project management systemsform a separate software sector, which is widely represented on the Russian market. The emergence of such systems has helped transform the art of project management into a science that has clear standards, methods and technologies.

1. The standard developed by the Project Management Institute is accepted as the national standard in the United States (ANSI standard).
2. ISO 10006 Project Management Quality Standard.

The use of these technologies contributes to the timely implementation of projects within the allocated budgets and with the required quality.

Project management systems are used to solve the following main tasks.

1. Structuring and describing the composition and characteristics of work, resources, costs and revenues of the project.
2. Calculation of the schedule for the execution of project work, taking into account all existing restrictions.
3. Determination of critical operations and time reserves for the execution of other project operations.
4. Calculation of the project budget and distribution of planned costs over time.
5. Calculation of the time distribution of the project's need for basic materials and equipment.
6. Determination of the optimal composition of project resources and distribution in time of their planned load.
7. Risk analysis and determination of the necessary reserves for reliable project implementation.
8. Determination of the likelihood of successful implementation of directive indicators.
9. Record keeping and analysis of project execution.
10. Modeling the consequences of managerial influences in order to make optimal decisions.
11. Maintaining project archives.
12. Obtaining the required reporting.

Several project management systems are currently the most popular on the Russian market.

Microsoft Office Project 2007Is a comprehensive solution of Microsoft Corporation for corporate project management, which allows you to manage projects of any complexity and includes a family of the following software products:

1. MS Office Project Standart - entry-level package for managing simple projects;
2. MS Office Project Professional - package for professional management projects of any complexity at any management level;
3. MS Office Project Server - a server product that is used for interaction of project managers in managing distributed projects;
4. MS Office Project Web Access - MS Project web interface that allows project participants to access project information via Internet Explorer.

Spider Project Professional (there are also Desktop and Lite versions, the developer is "Spider Management Technologies") - a project management package designed and developed taking into account the practical experience, needs, characteristics and priorities of the Russian market. This package is the only domestic development among the popular project management systems in Russia.

This package, unlike Western counterparts, has the following features:

1. built-in system for risk analysis and management of reserves by time and cost of work;
2. the ability to create, store and include typical project fragments in projects;
3. organization of group work and multi-project management optimized for Russian conditions.

Company software products Primavera Inc:

1. Primavera Project Planner Professional - professional version designed to automate project management processes in accordance with the requirements of the PMI (Project Management Institute) and ISO standards. This package is primarily intended for use as part of a corporate information system, although it can also work autonomously, helping to solve the tasks of scheduling and network planning, determining the critical path, resource leveling, and other tasks of modeling projects, project groups, portfolios and programs.
2. SureTrack Project Manager focused on monitoring the implementation of small projects or fragments of large projects. Can work both independently and in conjunction with Project Planner in corporate system project management.

Open Plan (a developer of Welcom Software Technology, now Deltek) provides full-scale multi-project management, critical path planning and resource optimization across the enterprise. It can be effectively used at all levels of project control and management - from top management and project managers to heads of functional departments and ordinary executors.

Open Plan allows leaders of all levels to perform the following functions:
create operational project plans taking into account various constraints;

1. determine the level of priority of projects;
2. set the relative importance of projects for resource allocation;
3. minimize risks;
4. analyze the progress of work.

Welcom offers to use the professional and "light" version of the product in combination (OpenPlan Professional + OpenPlan Desktop), since they are fully integrated.

For creating computer modelproject using one of the mentioned systems, you need to do the following steps.

1. An enlarged description of the project - to create a hierarchical structure of work.
2. Specify which cost components will be used for financial analysis and project management.
3. Make a list of operations (work, tasks) of the project and set their characteristics.
4. Make a list of project resources and set their characteristics,
5. Set relationships (restrictions on the order of execution) of project operations.
6. Assign resources to execute project operations.
7. Assign costs to activities, resources, and project assignments.
8. Set limits on financing, supplies, deadlines for the execution of operations.
9. Draw up a schedule for the execution of project work, taking into account all restrictions.
10. Optimize the composition of the resources used.
11. Determine the budget and distribution over time of the planned costs of the project.
12. Identify and model risks and uncertainties.
13. Determine the necessary reserves, costs and requirements for materials to fulfill the planned indicators with a given reliability.
14. Provide planned information to management and executors.

In the course of project execution, these systems allow.

1. Keep records.
2. Analyze deviations from planned execution.
3. Predict the future parameters of the project.
4. Simulate management impacts.
5. Maintain project archives.

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354.		Project management tools for hardware and software development	42.51 KB
	IBM Rtionl ProjectConsole IBM Rtionl ProjectConsole automates the process of generating and monitoring project status reports by creating a dynamic Web site that displays a dashboard of project metrics. For project managers, IBM Rtionl ProjectConsole provides an objective view of the results achieved throughout the project lifecycle. IBM Rtionl ProjectConsole collects actual development status data from the IBM Rtionl Suite platform and third party products presenting these results ...

works aimed at achieving this goal. Examples of projects are the construction of buildings, complexes, enterprises, mastering the release of a new type of product, modernizing production, developing a software product, etc.

The project has certain properties.

1. The project always has a clearly defined goal, which is expressed in obtaining some result. The achievement of this result means the successful completion and completion of the project. For example, for a building project, the result is the building itself, taken into use.
2. The project has a well-defined beginning, which coincides with the beginning of the first work aimed at achieving the set goal. The beginning can be specified directively, or calculated as a result of drawing up a work plan for the project.
3. The project has a well-defined end, which coincides with the end of the last work aimed at achieving the desired result. Like the beginning, the end of the project can be specified directively, or calculated when drawing up a work plan. For example, for a building construction project, the end of the project coincides with the date of its delivery / acceptance certificate.
4. The project is carried out by a team, which includes the project manager, managers, and executors. In addition to the main team, third-party performers, teams and organizations may participate in it, who are involved on a temporary basis to perform certain work.
5. Material resources are used in the implementation of the project. Their nomenclature and number are determined by the nature of the project and the work included in it. So when building a house, sand, crushed stone, cement, brick, etc. are used.
6. The project has a budget. The cost of the project consists of the cost of the material resources expended, the cost of remuneration of the team implementing it, and other costs associated with the specifics of specific types of work.
7. The project has three types of limitations.
   • Budget constraints set the marginal cost of the entire project or specific types of work.
   • Time constraints set deadlines for the completion of either the entire project or some work. For example, test trials should be carried out in the presence of a customer representative who will be present for a specified period of time.
   • Resource constraints are determined by limited team composition or resource schedules.

Project life cycle - this is the period of time between the moments of its beginning and end. It is divided into four phases.

1. Conceptual phase. Includes formulation of goals, analysis of investment opportunities, feasibility studies (feasibility studies) and project planning.
2. Project development phase. Includes determination of the structure of work and performers, construction of work schedules, project budget, development of design estimates, negotiations and conclusion of contracts with contractors and suppliers.
3. Project execution phase. Includes project implementation work, including construction, marketing, staff training, etc.
4. Project completion phase. Includes in general acceptance tests, pilot operation and commissioning of the project.

Project result Is some product or useful effect created during the implementation of the project. The result, depending on the purpose of the project, may be: scientific development, new technological process, software tool, construction site, curriculum implemented, restructured company, certified quality system, etc. The success of a project is judged by how much its result corresponds to the planned level in terms of its cost, profitable, innovative, quality, time, social, environmental and other characteristics.

Controlled parameters project are:

1. volumes and types of work;
2. cost, costs, project costs;
3. time parameters, including the timing, duration and reserves of work and project stages, as well as the relationship between works;
4. resources required for the implementation of the project, including human or labor, financial, logistical, and resource constraints;
5. the quality of design solutions, resources used, project components, etc.

Tasks project management are:

1. defining the purpose of the project and conducting its justification;
2. creation of a project structure (sub-goals, main stages of work to be performed);
3. determination of the required volumes and sources of financing;
4. selection of a team of performers, preparation and conclusion of contracts with third-party performers;
5. determination of the project deadline:
6. scheduling its implementation:
7. calculation of material resources required for the project, conclusion of contracts with suppliers;
8. calculation of the estimate and budget of the project:
9. planning and risk accounting;
10. ensuring control over the progress of the project.

Project management - this the planning process, organization and management of work and resources, aimed at achieving the goal, usually in the context of time constraints, available resources or cost of work.

Project management consists of three main stages:

1. formation of a project plan,
2. control over the implementation of the plan and its prompt correction,
3. completion of the project.

At the first stage, the project is justified, a list of works and available resources is drawn up, resource allocation for work and optimization of the plan according to the criteria of the time of completion of the project, the total cost of the project, equal distribution of resources, minimization of risks. Here, all the necessary contracts with third-party performers, contractors and suppliers are concluded. The second stage involves monitoring the implementation of the project in order to timely identify and eliminate emerging deviations from the original plan. In case of significant deviations, the original plan is revised and a new one is drawn up. Completion of a project means the implementation of certain regulated actions necessary to complete and terminate work on the project. For example, the signing of the acceptance / delivery certificate of the work performed.

Currently, a network planning and management methodology is used for automated project management. This methodology was developed in 1956 by specialists from DuPont and Remington Red, M. Walker and D. Kelly, for a project to modernize the factories of DuPont. An impressive result of its use is the design by Lockheed Corporation of the Polaris missile system to equip US Navy submarines. As a result of applying network planning methods, the work was completed two years ahead of schedule! One example of the successful application of this method in Russia is the restoration of the Cathedral of Christ the Savior in Moscow.

Network planning and management consists of structural and scheduling planning and operational management.

Structural planning consists in dividing the project into stages and work, assessing their duration, determining the sequence of their implementation. The result of structural planning is a network work schedule that is used to optimize the project in terms of duration.

Scheduling consists in drawing up a time chart of work and the distribution of labor resources (performers) between works. The result of scheduling is a Gantt chart that graphically displays the periods of work on the time axis. At this stage, optimization of project resources and budget can be performed.

Operational management consists in regularly comparing the actual work schedule with the planned one. Major deviations result in decisions to change the original structural or timetable.

1.2. Project management systems overview

Project management systems form a separate software sector, which is widely represented on the Russian market. The emergence of such systems has helped transform the art of project management into a science that has clear standards, methods and technologies.

1. The standard developed by the Project Management Institute is accepted as the national standard in the United States (ANSI standard).
2. ISO 10006 Project Management Quality Standard.

The use of these technologies contributes to the timely implementation of projects within the allocated budgets and with the required quality.

Project management systems are used to solve the following main tasks.

1. Structuring and describing the composition and characteristics of work, resources, costs and revenues of the project.
2. Calculation of the schedule for the execution of project work, taking into account all existing restrictions.
3. Determination of critical operations and time reserves for the execution of other project operations.
4. Calculation of the project budget and distribution of planned costs over time.
5. Calculation of the time distribution of the project's need for basic materials and equipment.
6. Determination of the optimal composition of project resources and distribution in time of their planned load.
7. Risk analysis and determination of the necessary reserves for reliable project implementation.
8. Determination of the likelihood of successful implementation of directive indicators.
9. Record keeping and analysis of project execution.
10. Modeling the consequences of managerial influences in order to make optimal decisions.
11. Maintaining project archives.
12. Obtaining the required reporting.

Several project management systems are currently the most popular on the Russian market.

Microsoft Office Project 2007 Is a comprehensive solution of Microsoft Corporation for corporate project management, which allows you to manage projects of any complexity and includes a family of the following software products:

1. MS Office Project Standart - entry-level package for managing simple projects;
2. MS Office Project Professional - a package for professional project management of any complexity at any management level;
3. MS Office Project Server - a server product that is used for interaction of project managers in managing distributed projects;
4. MS Office Project Web Access - MS Project web interface that allows project participants to access project information via Internet Explorer.

Spider Project Professional (there are also Desktop and Lite versions, the developer is "Spider Management Technologies") - a project management package designed and developed taking into account the practical experience, needs, characteristics and priorities of the Russian market. This package is the only domestic development among the popular project management systems in Russia.

This package, unlike Western counterparts, has the following features:

1. built-in system for risk analysis and management of reserves by time and cost of work;
2. the ability to create, store and include typical project fragments in projects;
3. organization of group work and multi-project management optimized for Russian conditions.

Company software products Primavera Inc:

1. Primavera Project Planner Professional - professional version designed to automate project management processes in accordance with the requirements of the PMI (Project Management Institute) and ISO standards. First of all, this package is intended for use as part of a corporate information system, although it may well work autonomously, helping to solve the tasks of scheduling and network planning, determining the critical path, resource leveling, and other tasks of modeling projects, groups of projects, portfolios and programs.
2. SureTrack Project Manager focused on monitoring the implementation of small projects or fragments of large projects. It can work both independently and together with Project Planner in the corporate project management system.

Open Plan (developer of Welcom Software Technology, now Deltek) provides full-scale multi-project management, critical path planning and resource optimization across the enterprise. It can be effectively used at all levels of project control and management - from top management and project managers to heads of functional departments and ordinary executors.

1. Enlarge to describe the project - create hierarchical structure of work.
2. Specify which cost components will be used for financial analysis and project management.
3. Make a list of operations (work, tasks) of the project and set their characteristics.
4. Make a list of project resources and set their characteristics,
5. Set relationships (restrictions on the order of execution) of project operations.
6. Assign resources to execute project operations.
7. Assign costs to activities, resources, and project assignments.
8. Set limits on financing, supplies, deadlines for the execution of operations.
9. Draw up a schedule for the execution of project work, taking into account all restrictions.
10. Optimize the composition of the resources used.
11. Determine the budget and distribution over time of the planned costs of the project.
12. Identify and model risks and uncertainties.
13. Determine the necessary reserves, costs and requirements for materials to fulfill the planned indicators with a given reliability.
14. Provide planned information to management and executors.

In the course of project execution, these systems allow.

1. Keep records.
2. Analyze deviations from planned execution.
3. Predict the future parameters of the project.
4. Simulate management impacts.
5. Maintain project archives.

1.3. Control questions

1. What is a project?
2. What properties does the project have?
3. What is a project life cycle and what are its phases?
4. What is the result of the project?
5. Which project parameters are managed?
6. What tasks are solved in project management?
7. What is meant by project management and what are its main stages?
8. What are the components of network planning and management?
9. For what tasks are project management systems used?
10. What project management systems are common in the Russian software market?
11. What steps should be taken to create computer model project?
12. What project controls do project management systems have?

Chapter 1. Introduction to Project Management

Project

What is a project? We all constantly carry out projects in our daily life. Here are simple examples: preparing for an anniversary, renovating an apartment, doing research, writing a book ... All these activities have a number of common featuresmaking them projects:

1. they are aimed at achieving specific goals;
2. they include the coordinated execution of interrelated activities;
3. they have a limited duration in time, with a definite beginning and end;
4. all of them are to some extent unique and unique.

In general, it is these four characteristics that distinguish projects from other activities. Each of these characteristics has an important inner meaning, and therefore we will consider them more closely.

Focus on achieving goals.

Projects are aimed at achieving certain results - in other words, they are aimed at achieving goals. It is these goals that are driving force the project, and all planning and implementation efforts are being made to ensure that these goals are achieved. A project usually involves a whole range of interrelated goals. For example, the main goal of a computer software project may be the development of an enterprise management information system. Intermediate goals (subgoals) can be database development, mathematical and software development, system testing. In the development of a database, in turn, the goals of a lower level can also be highlighted - the development of the logical structure of the database, the implementation of the database using a DBMS, loading data, and so on.

The fact that projects are goal oriented has tremendous intrinsic sense for managing them. First of all, it assumes that an important feature of project management is the precise definition and formulation of goals, starting at the highest level, and then gradually descending to the most detailed goals and objectives. In addition, it follows that the project can be seen as pursuing carefully selected goals, and that moving the project forward is associated with achieving higher and higher level goals until the final goal is finally achieved.

Coordinated execution of interrelated actions.

Projects are complex by their very nature. They involve performing numerous interrelated actions. In some cases, these relationships are quite obvious (for example, technological dependencies), in other cases they are of a more subtle nature. Some milestones cannot be completed until other quests are completed; some tasks can only be carried out in parallel, and so on. If the synchronization of the execution of different tasks is out of order, the entire project can be compromised. If you think a little about this characteristic of the project, it becomes obvious that the project is a system, that is, a whole, made up of interconnected parts, and the system is dynamic, and, therefore, requires special approaches to management.

Limited time span.

Projects are completed within a finite period of time. They are temporary. They have more or less clearly defined beginning and end. The project ends when its main goals are achieved. Much of the effort on a project is directed precisely at ensuring that the project is completed on time. For this, graphs are prepared showing the start and end times of the tasks included in the project.

Difference of the project from production system is that the project is a one-time, non-cyclical activity. Serial production of products does not have a predetermined end in time and depends only on the availability and amount of demand. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects. However, in recent years, the project approach has been increasingly applied to processes focused on continuous production... For example, projects to increase production to a specified level within a specified period, based on a specified budget, or the fulfillment of certain orders with agreed delivery times.

A project as a system of activity exists exactly as long as it takes to obtain the final result. The concept of the project, however, does not contradict the concept of the firm or enterprise and is quite compatible with it. On the contrary, the project often becomes the main form of the firm's activity.

Uniqueness.

Projects are events, to a certain extent, unique and one-time. However, the degree of uniqueness can vary greatly from one project to another. If you are building cottages and are building the twentieth cottage of the same type, the degree of uniqueness of your project is rather small. The basic elements of this house are identical to those of the previous nineteen that you have already built. The main sources of uniqueness, however, can be laid down in the specifics of a specific production situation - in the location of the house and the surrounding landscape, in the specifics of the supply of materials and components, in new subcontractors.

On the other hand, if you are developing a unique device or technology, you are certainly dealing with a very unique task. You are doing something that has never been done before. And since past experience can only give you a limited indication of what to expect in a project, it is fraught with risk and uncertainty.

Project management

Lerman's famous law says: "Any technical problem can be overcome with enough time and money," and Lerman's investigation clarifies: "You will never have enough time or money." It was to overcome the problem formulated in the Lerman investigation that the project-based activity management methodology was developed. And the spread of this management technique to various areas of activity is additional evidence of its effectiveness. If you ask the manager to describe how he understands his main task in the implementation of the project, then most likely he will answer: "Ensure that the work is done." This is really the main task of the leader. But if you ask the same question to a more experienced manager, then you can hear a more complete definition of the main task of the project manager: "To ensure the completion of work on time, within the allocated funds, in accordance with the terms of reference." It is these three points: time, budget and quality of work that are under the constant attention of the project manager. They can also be called the main constraints imposed on the project. Project management refers to activities aimed at implementing a project with maximum possible effectiveness given constraints in time, money (and resources), as well as the quality of the final results of the project (documented, for example, in the terms of reference).

Over the thirty-plus years that project management technology has been applied, a number of methodologies and tools have been developed to help project managers manage these constraints.

In order to cope with time constraints, methods of constructing and controlling work schedules are used. To manage monetary constraints, methods of forming the financial plan (budget) of the project are used and, as work is done, budget compliance is monitored in order to prevent costs from getting out of control. To perform the work, their resource support is required and there are special methods for managing human and material resources (for example, a responsibility matrix, resource load diagrams).

Of the three main constraints, the most difficult is to control the constraints to the project deliverables. The problem is that assignments are often difficult to formulate and control. To solve these problems, methods of work quality management are used, in particular.

So, project managers are responsible for three aspects of project implementation: timing, costs and quality of the result. In line with the generally accepted principle of project management, it is believed that effective time management is the key to success in all three dimensions. Project time constraints are often the most critical. Where project deadlines are severely delayed, cost overruns and poor quality work are very likely consequences. Therefore, in most project management methods, the main emphasis is on the scheduling of work and control over adherence to the schedule.

A bit of history ...

Project management methods are based on network planning techniques developed in the late 1950s in the United States. In 1956, M. Walker of DuPont, investigating the possibilities of more efficient use of the Univac computer, joined forces with D. Kelly of the Capital Planning Group at Remington Rand. They tried to use computers to draw up plans and schedules for large complexes of work to modernize the factories of the DuPont company. As a result, a rational and simple method for describing a project using a computer was created. It was originally called the Walker-Kelly method, and later was called the Critical Path Method - MCP (or CPM - Critical Path Method).

In parallel and independently, the US Navy developed the PERT (Program Evaluation and Review Technique) method for analyzing and evaluating programs. The method was developed by Lockheed Corporation and Boose, Allen & Hamilton, a consulting firm, for the Polaris missile system development project involving some 3,800 major contractors and 60,000 operations. The use of the PERT method allowed the program management to know exactly what needs to be done at each point in time and who exactly should do it, as well as the likelihood of the timely completion of individual operations. The management of the program was so successful that the project was completed two years ahead of schedule. Thanks to this successful start, this management method soon became used for project planning throughout the US military. The technique has proven itself perfectly in coordinating work performed by various contractors in the framework of large projects to develop new types of weapons.

Large industrial corporations began to use this management methodology almost simultaneously with the military to develop new types of products and modernize production. The project-based planning methodology is widely used in construction. For example, for project management of a hydroelectric power station on the Churchill River in Newfoundland (Labrador Peninsula). The project cost was $ 950 million. The hydroelectric power plant was under construction from 1967 to 1976. This project included more than 100 construction contracts, some of which reached $ 76 million. In 1974, progress on the project was 18 months ahead of schedule and within the planned cost estimate. The client for the project was Churchill Falls Labrador Corp., which hired Acress Canadian Betchel to design and manage the project.

In fact, a significant gain in time was formed from the use of precise mathematical methods in control complex complexes works that became possible thanks to the development computing technology... However, the first computers were expensive and available only to large organizations. Thus, historically, the first projects were state programs that were grandiose in terms of the scale of work, the number of performers and capital investments.

Initially, large companies developed software to support their own projects, but soon the first project management systems appeared on the software market. The systems that pioneered planning were developed for powerful large computers and mini-computer networks.

The main indicators of systems of this class were their high power and, at the same time, the ability to describe projects in sufficient detail using complex methods of network planning. These systems were aimed at highly professional managers who manage the development of major projects, who are well familiar with network planning algorithms and specific terminology. Typically, project development and project management consultations were carried out by dedicated consulting firms.

The stage of the most rapid development of project management systems began with the emergence personal computerswhen the computer became a working tool for a wide range of executives. A significant expansion of the range of users of management systems gave rise to the need to create systems for managing projects of a new type, one of the most important indicators of such systems was ease of use. New generation management systems have been developed as a project management tool that is understandable to any manager, does not require special training and provides an easy and quick start-up. Time Line belongs to this very class of systems. Developers of new versions of systems of this class, trying to preserve the external simplicity of the systems, invariably expanded their functionality and power, and at the same time kept low pricesthat made systems available to firms of almost any level.

Currently, the United States has already developed a deep tradition of using project management systems in many areas of life. Moreover, the main share among the planned projects are small projects. For example, research by the weekly InfoWorld has shown that fifty percent of US users require systems to support plans of 500 to 1,000 jobs, and only 28 percent of users develop schedules with more than 1,000 jobs. In terms of resources, 38 percent of users have to manage 50 to 100 kinds of resources within a project, and only 28 percent of users need to control more than 100 kinds of resources. As a result of the research, the average sizes of project schedules were also determined: for small projects - 81 jobs and 14 types of resources, for medium projects - 417 jobs and 47 types of resources, for large projects - 1,198 jobs and 165 types of resources. These numbers can serve as a starting point for a manager pondering the usefulness of switching to a project-based form of management of his own organization. As you can see, the application of the project management system in practice can be effective for very small projects.

Naturally, with the expansion of the range of users of project management systems, there is an expansion of methods and techniques for their use. Western computer magazines regularly publish articles on systems for project management, including advice to users of such systems and analysis of the use of network planning techniques to solve problems in various areas of management.

Project life cycle.

Any project goes through certain phases in its development. The stages of the project life cycle may differ depending on the field of activity and the adopted work organization system. However, each project can be divided into an initial (pre-investment) stage, a project implementation stage and a project completion stage. This may seem obvious, but the concept of the project life cycle is one of the most important for the manager, since it is the current stage that determines the tasks and activities of the manager, the methods used and tools.

Project managers break the project life cycle into stages different ways... For example, in software development projects, stages such as awareness of the need for an information system, formulation of requirements, system design, coding, testing, and operational support are often distinguished. However, the most traditional is to break the project into four major phases: project formulation, planning, implementation and completion.

Project formulation essentially implies a project selection function. Projects are initiated due to the emergence of needs that need to be met. However, in conditions of a shortage of resources, it is impossible to satisfy all needs without exception. You have to make a choice. Some projects are chosen, others are rejected. Decisions are made based on the availability of resources, and in the first place financial capacity, the relative importance of meeting some needs and ignoring others, the comparative effectiveness of projects. The decisions on the selection of projects for implementation are all the more important, the larger the project is supposed to be, since large projects determine the direction of activities for the future (sometimes for years) and link the available financial and labor resources.

The defining indicator here is the opportunity cost of the investment. In other words, by choosing Project A, rather than Project B, the organization is giving up the benefits that Project B could bring.

For a comparative analysis of projects at this stage, methods of project analysis are applied, including financial, economic, commercial, organizational, environmental, risk analysis and other types of project analysis. Systems for planning and project management at this stage are usually used in a limited way, therefore, we will not dwell on these methods in more detail in this book.

Planning. Planning in one form or another is carried out throughout the entire period of the project. At the very beginning of the project life cycle, an informal preliminary plan is usually developed - a rough idea of \u200b\u200bwhat will need to be done if the project is implemented. The decision to select a project is largely based on the estimates of the preliminary plan. Formal and detailed project planning begins after the decision on its implementation is made. Key points (milestones) of the project are determined, tasks (work) and their mutual dependence are formulated. It is at this stage that project management systems are used, which provide the project manager with a set of tools for developing a formal plan: tools for building a hierarchical structure of work, network diagrams and Gantt charts, assignment tools and resource load histograms.

As a rule, the project plan does not remain the same, and as the project progresses, it is subject to constant adjustments to reflect the current situation.

Exercise. After the approval of the formal plan, the task of implementing it falls to the manager. As the project progresses, managers are required to constantly monitor the progress of work. Control consists in collecting actual data on the progress of work and comparing them with planned ones. Unfortunately, in project management, you can be absolutely sure that deviations between planned and actual indicators always occur. Therefore, the task of the manager is to analyze the possible impact of deviations in the scope of work performed on the progress of the project as a whole and in the development of appropriate management decisions... For example, if the schedule lags beyond an acceptable level of deviation, a decision may be made to accelerate the completion of certain critical tasks by allocating more resources to them.

Completion. Sooner or later, the projects end. The project ends when the goals set for it are achieved. Sometimes the end of a project is sudden and premature, such as when a decision is made to end a project before it is completed on schedule. Be that as it may, but when the project ends, its leader must carry out a series of activities that complete the project. The exact nature of these responsibilities depends on the nature of the project itself. If equipment has been used in the project, it should be inventoried and possibly transferred for new use. In the case of contract projects, it must be determined whether the results meet the terms of the contract or contract. It may be necessary to draw up final reports and organize interim project reports as an archive.

Chapter 2. Project Management - Basic Concepts and Techniques

Project management has recently gained recognition as the best method for planning and managing the implementation of investment projects. According to American estimates, the application of the Project Management methodology ensures high reliability of achieving the goals of the project and reduces the costs of its implementation by 10-15%.

The world has accumulated vast experience in the application of Project Management. In particular, this methodology is applied in all large companies in the world. Project management software is installed on millions of computers worldwide - Microsoft Project alone is installed on more than two million computers. The Project Management Institute (Project Management Institute) unites about 40 thousand members and has branches on all continents except Antarctica. Its Moscow branch was recently formed. Now in our country more and more organizations are using project management technology and interest in this technology is constantly growing.

Let's consider the basic concepts and methods of project management.

Project is a temporary venture dedicated to creating unique products or services.

"Temporary" means that any project has a beginning and the end certainly comes when the set goals are achieved, or there is an understanding that these goals cannot be achieved.

"Unique" means that the products or services you create are significantly different from other similar products and services. Examples of projects: building a house, developing new equipment, business reengineering, developing or implementing software, conducting advertising company, holding elections, etc.

The uniqueness of the products or services of a project necessitates a consistent refinement of their characteristics as the project progresses.

Project management is the application of knowledge, experience, methods and tools to the work of a project to meet the requirements of the project and the expectations of the project participants. To meet these requirements and expectations, it is necessary to find the optimal balance between goals, timing, costs, quality and other characteristics of the project.

Project management follows a clear logic that links the various areas of expertise and project management processes.

First of all, the project must have one or more goals. By goals, we will further understand not only the final results of the project, but also the chosen ways to achieve these results (for example, technologies used in the project, project management system).

Achieving project goals can be accomplished in various ways. To compare these methods, criteria for the success of achieving the goals are needed. Usually, the main criteria for evaluating various options for project execution include the timing and cost of achieving results. However, the planned objectives and quality are usually the main constraints when considering and evaluating various options. Of course, it is possible to use other criteria and limitations, in particular, resource ones.

Leverage is needed to manage projects. You can influence the way to achieve project results, goals, quality, timing and cost of work execution by choosing the technologies used, composition, characteristics and assignment of resources to perform certain works. Thus, the applied technologies and project resources can be attributed to the main levers of project management. In addition to these basic, there are also auxiliary means designed to control the basic. These auxiliary management levers include, for example, contracts that allow you to attract the right resources at the right time. In addition, to manage resources, it is necessary to ensure efficient organization of work. This concerns the structure of project management, organization of information interaction between project participants, personnel management.

The information used in project management is usually not 100% accurate. Taking into account the uncertainty of the initial information is necessary both when planning a project and for the competent conclusion of contracts. Risk analysis is devoted to the analysis and accounting of uncertainties.

Any project in the process of its implementation goes through various stages, collectively called the life cycle of the project. To implement various project management functions, actions are required, which are called project management processes .

Project management processes can be divided into six main groups that implement various management functions:

• Initiation processes - making a decision to start a project;
• Planning processes - defining goals and criteria for project success and developing workflows for achieving them;
• Execution processes - coordination of people and other resources to fulfill the plan;
• Analysis processes - determining the compliance of the plan and project execution with the goals and success criteria and making decisions on the need to apply corrective actions;
• Management processes - determination of the necessary corrective actions, their coordination, approval and application;
• Completion Processes - formalizing project execution and bringing it to an orderly finale.

In practice, the project management methodology helps:

• justify the feasibility of investments,
• develop an optimal scheme for financing work,
• draw up a work plan, including the timing of work execution, resource consumption, necessary costs,
• optimally organize the execution of work and the interaction of project participants,
• carry out planning and quality management,
• analyze and manage project risks,
• optimally plan and manage contracts,
• analyze deviations of the actual progress of work from the planned one and predict the consequences of deviations that arise,
• simulate corrective actions on information models of projects and make informed management decisions,
• keep project archives and analyze the experience of their implementation, which can be used in other projects, etc.

Next, we will consider the project management processes, methods of cost analysis of project execution, methods of project risk analysis, project management software, project management organization.

Chapter 3. Key definitions and concepts of planning, organization and control of projects.

Work in the project plan represents some of the activities needed to achieve specific results (lower level end products). Thus, work is the main element (discrete, component) of activity at the lowest level of detail, which takes time to complete and which can delay the start of other work. The moment of completion of work means the fact of receiving the final product (result of work). Work is a basic concept and provides a framework for organizing data in project management systems. In practice, the term task is often used to refer to the detailed level of work. In a general sense, the two terms are synonymous. The term task, however, takes on other formal meanings in specific planning contexts. For example, in aerospace and defense, a task often refers to an upper summary level of work, which can contain multiple groups of work packages. Further, the term task is used only in its general sense, as a synonym for work.

Milestone - an event or date in the course of the project. A milestone is used to display the state of completion of certain works. In the context of a project, managers use milestones to indicate important intermediate results to be achieved during the project. The sequence of milestones identified by the manager is often referred to as a milestone plan. The dates for the achievement of the respective milestones form the milestone calendar. An important difference between milestones and works is that they have no duration. Because of this property, they are often referred to as events.

Precedence links (logical dependencies) - reflect the nature of the dependencies between jobs. Most of the links in projects are of the "end-start" type, when the subsequent work can only begin after the completion of the previous work. Precedence links form the structure of the network. The set of relationships between activities is often referred to as the logical structure of a project because it determines the sequence of work.

Network diagram (network, network graph, PERT diagram) - graphic display of the project's works and their relationships. In planning and project management, the term network refers to a full range of works and project milestones with dependencies established between them.

Network diagrams graphically display the network model as a set of nodes corresponding to activities, connected by lines representing relationships between activities. This graph, called a top-work network or precedence diagram, is the most common network representation today.

There is another type of network diagram, called a node-event network, which is less commonly used in practice. With this approach, the work is represented as a line between two events (nodes of the graph), which in turn represent the beginning and end of this work. PERT charts are examples of this type of chart. While the overall differences between these two approaches to network representation are minor, representing more complex connections between jobs with a vertex-event network can be difficult, which is why this type is less commonly used.

A network diagram is not a flowchart in the sense that it is used to model business processes. The fundamental difference from the block diagram is that the network diagram models only logical dependencies between elementary activities. It does not display inputs, processes or outputs, and does not allow repetitive loops or loops.

Network planning techniques - methods, the main purpose of which is to reduce the duration of the project to a minimum. They are based on the MCP critical path method and the PERT (Program Evaluation and Review Technique) method developed almost simultaneously and independently. The first method was developed in 1956 for drawing up plans-schedules of large complexes of works on the modernization of factories of the DuPont company. The second method was developed by Lockheed Corporation and Boose, Allen & Hamilton, a consulting firm, for a major project to develop the Polaris missile system.

Critical path - the longest full path in the network is called critical; Jobs lying on this path are also called critical. It is the duration of the critical path that determines the smallest total duration of work on the project as a whole. The duration of the entire project as a whole can be shortened by reducing the duration of tasks on the critical path. Accordingly, any delay in completing critical path tasks will increase the duration of the project.

The critical path concept provides a manager's focus on critical work. However, the main advantage of the critical path method is the ability to manipulate the timing of tasks that are not on the critical path.

Critical path method allows you to calculate possible schedules for the implementation of a complex of works based on the described logical structure of the network and estimates of the duration of each work, to determine the critical path of the project.

Time reserve or time reserve is the difference between the earliest possible completion date and the latest possible completion time. The managerial sense of the temporary reserve is that, if necessary to settle the technological, resource or financial constraints of the project, it allows the manager to delay work for this time without affecting total duration project and the duration of directly related tasks. Jobs on the critical path have a zero time reserve.

Gantt chart - a horizontal line chart, in which the tasks of the project are represented by long periods in time, characterized by start and end dates, delays and possibly other time parameters.

Work Breakdown Structure - a hierarchical structure of sequential decomposition of project tasks into subtasks. The work breakdown structure (WPF) is the original work organization tool, ensuring that the total scope of work on a project is divided according to the structure of work in the organization. At the lowest level of detail, activities are highlighted that correspond to the detailed elements of the activity displayed in the network model. CPP provides a hierarchical format that helps the developer in:

• structuring work into main components and subcomponents
• ensuring the focus of activities on achieving the entire set of goals
• development of a system of responsibility for the implementation of project work
• development of a reporting system and generalization of information on the project.

Organization Structural Chart ... Organization Structural Chart (ORC) has a format similar to the CPP format. Each element of the lower level in the CPP must correspond to one or more elements from the MTR. Thus, the MTR is a means of determining who is responsible for performing work in complex organizations and provides the basis for developing the structure of the reporting system.

Resources - supporting components of the activity, including performers, energy, materials, equipment, etc. Accordingly, you can associate a resource requirement function with each job.

Resource assignment and leveling ... Resource assignment and leveling techniques allow the manager to analyze the critical path network plan to ensure that specific resources are available and used throughout the project. Resource assignment is to determine the needs of each job for different types of resources. Resource leveling techniques are usually software-implemented heuristic scheduling algorithms with limited resources. These tools help the manager create a realistic project schedule based on the resource needs of the project and the resources actually available at a given time.

Resource histogram - a histogram showing the needs of the project in one form or another of resources at each moment of time.

Resource calendar planning - scheduling the start of work with limited available resources. Checking the resource feasibility of the calendar plan requires a comparison of the functions of availability and demand in the resources of the project as a whole. By shifting noncritical jobs up to their late start (end) dates, you can modify the resource profile, ensuring optimal use of resources.

Information obtained as a result of project resource analysis helps to sharpen the attention of the manager and team members to those points of work where effective resource management will be a key factor for success.

Analysis of project feasibility - the concept of realizability has a number of its varieties: logical realizability (taking into account logical constraints on the possible order of performing work in time); time analysis (calculation and analysis of time characteristics of work: early / late start / end date of work, full, free time reserve, and others); physical (resource) feasibility (taking into account the limited availability or available resources at each moment of the project execution time); financial feasibility (ensuring a positive balance of funds as a special type of resource).

Original plan - a plan of the project's work, containing initial information about the main time and cost parameters of the work, which is accepted for execution. The initial plan usually fixes the amount of work, the planned start and end dates of the project tasks, the duration of the tasks, and the estimated cost of the tasks.

Copyright © 1999 by A-Project Technologies

The managed project parameters are:

Scope and types of work under the project (see chap. 13, 14, 17);

Cost, costs, project costs (see chap. 14, 17);

Time parameters, including the timing, duration and reserves of work, stages, phases of the project, as well as the relationship of work (see chap. 15, 17);

Resources required for the implementation of the project, including: human or labor, financial resources, material and technical, divided into building materials, machinery, equipment, components and parts, as well as resource constraints (see chap. 7, 19) ;

The quality of design solutions, resources used, project components (see Chapter 18), etc.

The project and the process of its implementation, implementation are complex | a system in which the project itself acts as a controlled subsystem, and the project management is the controlling subsystem.

Project environment

The project has a number of properties that it is advisable to keep in mind, as this helps to methodically correctly organize the work on its implementation:

The project arises, exists and develops in a certain environment, called the external environment;

The composition of the project does not remain unchanged in the process of its implementation and development, new elements (objects) may appear in it and some of its elements may be removed from its composition;

A project, like any system, can be divided into elements, while certain links must be defined and maintained between the highlighted elements.

The division of the entire sphere of activity, in which a project appears and develops, into the "project" itself and the "external environment" is to a certain extent arbitrary. The reasons for this are as follows:

1. The project is not a rigid, stable formation: a number of its elements in the process of project implementation can change their location, passing into the project from the external environment and back.

2. A number of project elements can be used both within and outside of it. A typical example of this is specialists who are simultaneously working both on the implementation of a specific project and on solving some other problems (in particular, on the implementation of some other project).

A schematic representation of the project and its environment is shown in Fig. 2.6.1.

Attention should be paid to the transition zone, through which communication and movement of elements are carried out between them, in one way or another participating in the work on its implementation.

In the practice of business planning (see Chapter 5), three aspects of the project environment are usually subject to study:

Political, namely the attitude of federal and local authorities

to the project;

Territorial, including the study of competitive offers on the market for similar products;

Environmental, associated with the need to ensure the environmental safety of the project.

Figure: 2.6.1. The project and its surroundings

Project cycle

The time interval between the moment the project appears and the moment of its liquidation is called project cycle (they also say - "project life cycle").

Project life cycleis the initial concept for researching the problems of financing project work and making appropriate decisions.

Each project, regardless of its complexity and the amount of work required for its implementation, goes through certain states in its development: from the state when "the project is not yet" to the state when "the project is gone". The basic structure of the project cycle is shown in Fig. 2.7.1.

For business people, the beginning of a project is associated with the beginning of its implementation and the beginning of investing money in its implementation.

The end of the project can be:

Commissioning of facilities, the beginning of their operation and use of the results of the project;

Transfer of project personnel to another job;

Achievement of the target results by the project;

Termination of project financing;

Start of work on introducing major changes to the project that were not provided for by the original plan (modernization);

Decommissioning of project objects.

Usually, both the fact of the start of work on a project and the fact of its liquidation are formalized in official documents.

The states through which the project passes are called phases (stages, stages).

A universal approach to dividing the project implementation process into phasedoes not exist. Solving such a task for themselves, the project participants should be guided by their role in the project, their experience and the specific conditions of the project (see Fig. 2.7.2, 2.7.3). Therefore, in practice, the division of the project into phases can be very diverse, as long as such division reveals some important milestones ("milestones"), during the passage of which additional information is viewed and possible directions of the project's development are assessed.

Notes.The range of resource requirements depends on the type and complexity of the project.

Fig. 2.7.1. Principal structure of the life cycle of a traditional investment project

Figure: 2.7.2. World Bank Project Cycle (by Waren C. Baum "Project Cycle", World Bank Edition, 1993)

In turn, each selected phase (stage) can be divided into phases (stages)the next level (subphases, substages), etc.

With regard to very large projects, such as the construction of the subway, the development of an oil and gas field, etc., the number phasesand stagestheir implementation can be increased.

The allocation of additional stages in large projects is associated not only with the long duration of the construction of these facilities (10-15 years), but also the need for more thorough coordination of the actions of the organizations participating in the project.

All project activities are interdependent in time and space. However, to ensure an unambiguous distribution phasesand stagesit is almost impossible to execute a project in a logical and temporal sequence. The problems associated with this are solved with the help of the experience, knowledge and art of the specialists working on the project.

 

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