Project Manager Motivation System. Formation of a premium fund for the project. Motivation at the project closing stage

The developed system of motivation was to help the enterprise achieve several goals. One of them is an increase in staff loyalty and a decrease in the number of departures for own willing. To achieve this goal, within the framework of the new system motivation system, a whole range of activities was proposed, including improving the wage system, as well as methods of increasing the company's social standards.

Another, no less important goal of the company was to improve the efficiency of activities, which should have been expressed in increasing gross profits received from implementation projects software. To achieve the goal, bonding systems were developed for employees involved in project implementation, including:

sales managers;
project managers;
department heads;
leading specialists;
"Ordinary" employees.

Consider briefly the results of implementing some elements of the motivation system.

Prize employees performing work in projects

As it was

For employees working in the project, a premium paid after the project is previously applied. The size of the award was determined on the basis of the actual time spent by each employee in the project.

Such a system led to an overestimation of time spent on the performance of work, and did not take into account the quality of the result obtained, which eventually led to an increase in the cost of work for the customer (and a decrease in the company's competitiveness), as well as an increase in the costs of identifying and correcting errors.

How it became

The new motivation system for employees performing work in projects is a brigade system of bonus based on labor participation coefficients (CTU). To determine the contribution of each project team to the overall result, planned labor costs and evaluations exposed to the customer of the work (project manager) on a five-point scale to all members of the project team.

Result

The transition from actual costs to the planned as a base for calculating premiums immediately led to positive results, but demanded some time to improve the process of setting and evaluating tasks.

If earlier employees took the tasks of the type "Go there - I don't know where, do it - I don't know what" and went for a long time, reading off for "worked" hours, now they have become a clear setting of the problem. Such an approach in turn made it possible to significantly raise the level of quality planning and labor intensity of work in the project.

The transition to the estimation of the quality of the performance of work took time to fix the requirements for quality, since there is always a risk of subjective assessment and abuse from the one who puts the assessment.

Motivation systems are not static. Their goals and objectives change simultaneously with the goals and objectives of the company

The distribution of estimates in the operating system should have the form of a normal function (Fig. 1), while the peak (matching) must be close to the most anticipated result (average estimate), and the variation of parameters (dispersion) is significant (20-40%).

If the overwhelming percentage of estimates is an average, this means that the system is not used. If the average value "floats" to the left or right, respectively, the criteria for estimates are defined incorrectly for this organization, types of work, staff qualifications, etc. and should be revised.

Fig. 1. Types of distribution of estimates.

In our case, after three months of operation, the schedule looked as follows (Fig. 2).

Fig. 2. Results of the operation of the system.

From the graph, it can be seen that the mechanism works, since about 25% of the estimates are higher or below the average value. However, extreme estimates are not exhibited. If such a situation lasts a long period (within three months), it is necessary to analyze and correction or assessment criteria, or the evaluation process itself.

Prize project managers

As it was

Project managers received a prize on the basis of the director's decision at the end of the project. If it seemed to him that the project was completed successfully, the premium was paid. In essence, they did not control this process.

How it became

In the new system of motivation, the size of the project manager's prize is calculated on the basis of profits from the project and actual deviations from the planned parameters. In addition, part of the award is distributed on leading experts who also contribute to a significant contribution to the project implementation.

Result

A positive result of the implementation of the system has become a big certainty. Now the project manager may appreciate the amount of the award that he will receive and link it with the results of his work.

In fact, it turned out that part of project managers do not have enough knowledge and experience for high-quality planning and organization of work. And although they try to achieve good results, they simply lack qualifications.

The company decided to seriously teach project managers and raise the level of project management in the company as a whole.

Sales Manager Prize

As it was

Sales managers received a prize as a percentage of the planned profitability of projects on the fact of receiving money from the Customer. Such a scheme had several flaws: sales managers were not interested in reducing real cost, and their interest in the actual closure of contracts (the signing of acts of work performed) was extremely low, since a significant part of the award was paid on the basis of interim payments.

To improve motivation systems, you can successfully use an approach that is called the PDCA cycle (main control cycle)

Such a system led to the fact that cases of concluding an agreement "at any cost" began to appear, namely, estimates of the cost of the project costs to reduce its price for the customer, and then there was an exception to the planned cost in the fact of the project. As a result, a significant reduction in profitability or at all work at a loss. But the sellers did not care if it was no longer worried ...

How it became

New system Motuals changed the rules of bonuses. Now the amount of the award is paid on the basis of actual profitability, and the main part of the premium payment is postponed at the time after signing the act of work performed and the payment of the entire amount provided for by the contract. Figure 3 shows the distribution of premium sums in the old and new flow payment schemes.

Fig. 3. Distribution of commission payments.

Achieving a good result now requires the coordinated work of employees of commercial and production units throughout the project, ranging from the assessment of the complexity and formation of the price before the end of the work and the results of the results to the customer.

Result

The proposed bonuse system caused a sharp rejection of some sales staff. They did not felt responsible for the results of the implementation of projects, considering it by the prerogative of production units. However, after a few months, almost all employees of the sales department realized the importance permanent work With the customer and timely closure of contracts, except for one, which sharply negatively expressed against the new system.

Analysis of the work of sales managers has shown that the employee who was the most active criticism of the new motivation system was the most problematic projects that differ in large receivables, exceeding the timing and low customer satisfaction. I will not describe his fate, it does not have a relation to the system of motivation.

Prizes of department managers

As it was

The prize of technical divisions was previously calculated on the basis of time, which workers workers entrusted to them in projects worked. This system was introduced during the crisis when the flow of orders was non-permanent. She made it possible to reduce the financial burden on the company and save the staff. However, in recent years, the company has no problems with orders and the system not only lost the relevance, but also has become a certain obstacle to the development of company personnel.

How it became

In the new system of motivation, the size of the bosses of the department of departments depends on the result of the work of employees of the subdivision. The size of their premium is calculated on the basis of the average score (evaluation) of the department of the unit. This should direct them to control the quality of the work of employees and to improve the production technologies.

Result

Stopping the draft head of the project head dependent on the results of the work of employees from the very beginning gave its results. They made a kind of opponents to project managers who are mainly exposed to work evaluations. The analysis is carried out below the average, actions aimed at improving the level of quality of work are carried out.

Implementation of the motivation system and improving labor efficiency can become a catalyst for other positive changes in the company

However, as the results of the operation of the new motivation system showed, the size of the premiums of the department managers change very little, since the average assessment of the staff always strives for the middle score. The maximum deviation from the middle score did not exceed 3%. This, in general, better than it was with an old system, where the size of the awards did not depend on the quality of the work of the staff at all, but not enough to use the entire potential of the new motivation system. In this part, the motivation system requires further improvement and "fine" adjustment.

"Side" effects of implementation

The introduction of the motivation system initiated the improvement of other processes in the company, which, at first glance, do not have a direct relation to personnel management.

First, managers began to fight for profits, and not just director. And moreover, they began to demand and, most importantly, to look for ways to improve the accuracy of the calculation of the financial result of the project. The economic model has improved, the accuracy of the calculation of the financial result of the project has increased. Before the start of the project, a reasonable analysis of possible changes in the project indicators was conducted in the event of various risks.

Secondly, the company wondered about the feasibility of attracting subcontractors. On the one hand, the cost of subcontract resources is higher than their own, and on the other - no constant costs On their content, but you can attract them almost at any time and in any volume.

Figure 4, you can see several options for calculating profitability at various ratios of own and attracted labor resources, depending on the company's download.

Fig. 4. Profitability with different projects for projects.

findings

The new motivation system in the company as a whole gave positive results:

the problem of personnel care has decreased;
improved discipline of project implementation;
productivity increased.

In general, the profitability of projects increased by 10-15%.

At the same time, there are separate elements requiring further development and improvement, because the motivation systems are not static. Their goals and objectives are changing simultaneously with the goals and objectives of the company. Anyone, even the most perfect, the system of motivation over time loses its effectiveness and at best it becomes useless, and at worst it interferes with the work and development of the enterprise. Therefore, the motivation system must constantly improve and develop. To do this, you can successfully use an approach called the PDCA cycle (often it is also called the main control cycle).

In addition, it is necessary to remember that the implementation of the motivation system and improving labor efficiency can become a catalyst for other positive changes in the company. In our case, this is:

improving project management technology;
training;
the introduction of new production technologies.

The efficiency of the motivation system must be constantly monitored. Efficiency criteria should be external with respect to the system. For example, it may be a project profitability, warehouse residues, accounts receivable, percentage of marriage or percentage of staff rotation.

In addition, in the system of motivation, mechanisms for controlling the effectiveness of the instruments and methods used by it should be built. This is especially important if in the system of motivation, as in the described case, some subjective criteria for evaluating staff are applied.

If the motivation system has been developed by external consultants, the Customer must achieve from it to develop such mechanisms and learn how to manage the improvement and development of the motivation system to maintain it in a state-acting state and improvement if necessary. This will increase the efficiency and validity of the motivation system.

The role of motivation in the success of the project

All projects in the IT area as the main resource use human resources. It is easier that people, project participants, all major costs are doing all the work, and the success of the project also depends on people to 90%. Given this, it is difficult to overestimate the role of the project participants from the contractor - consultants and project managers. From their qualifications and returns a lot, if not all. And if you can find qualified consultants now, then you motivate them for efficient work in the project is much more complicated. After all, this is teamwork, and in addition to the individual motivation of the members of the project team, there must be "collective motivation", that is, the focus not only on individual achievements, but also to achieving the results of the project as a whole, the mood to productive intraceand cooperation, for positive relations with representatives Customer and so on. Achieve such a state of the team is not easy. After all, the team consists of personalities, and besides, often the personalities of difficult, people with good education, well earning having high self-esteem. Simple administration does not pass here. Therefore, one of the main tasks of the project manager is to build a correct motivational policy inside 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.

Motivation species

Motivation types, which are considered in this article, are generally consistent with the pyramid. Oil. Here they are:

Motivation of remuneration
Promping (bonuses for the result)
Warranty employment
Raising status
Professional growth, receiving project experience
Sense of responsibility for the result
The sense of significance of a personal contribution to a common success.
Satisfaction from the result.

You can add command motivating factors to this list:

Sense of reliability in the team
Partnership.

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

Motivation of remuneration - This is a starting motivating factor. Of course, if you have little to pay, then no one will take for work. And little - relative to the average market. But after the employee has drawn into a project, the motivating effect of the money remuneration has a sharply weakens. An employee responds seriously to sharp (at least 25%) changes. But this reaction is short-lived. So, if you increase the salary consultant, well, let's say, 1.5 times, then the maximum of the first month it will work more intense, and then return to the usual rhythm. That is, the effect of addiction will work. Constantly raising the salary is impossible, since financial resources Always limited, especially in projects with a limited budget.

It is also necessary to take into account the fact that employees respond to a relative increase in remuneration, and not to absolute. Therefore, the higher starting conditions By salary, the harder for the project sponsor to motivate employees to increase it. It is clear if the salary is 1000, then the increase to 1500 seriously motivates, although once. And if the salary is 5000, then an increase of up to 5,500 practically does not motivate the employee. At the same time, the monthly expenses of the sponsor increase in both cases by 500.

Output : Remuneration (or wages) of sufficient magnitude ensures the involvement of the necessary qualified resources for the project. But this factor has a slight impact on an increase in the efficiency of employees. Therefore, it cannot be attributed to effective tools Personnel motivation.

Motivation by bonuses (bonuses for the result) - Almost the same as the motivation of remuneration. But this is a more effective mechanism for motivating staff in project work. At the same time must be respected the following conditions:

The size of the bonus (bonus) should be significant in relation to wages (at least 50% of the monthly remuneration);
The size of the bonus (bonus) must be aware of the employee in advance;
The conditions for obtaining a premium (bonus) must be known to be aware of the employee, it will be best if these conditions are set forth in a special document (for example, in a bonus letter);
The conditions for obtaining a premium (bonus) must be understandable and achievable;
Terms of receipt individual Prize (bonus) should be dependent on the individual efforts of the employee;
The conditions for obtaining a command premium (bonus) must be dependent on command efforts;
Such a bonus should be paid at least once every six months (otherwise, an increase in labor productivity will occur only a couple of months to the planned date of receipt of the award);
When performing all conditions, getting a premium (bonus) must be guaranteed.

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

Another point is in some way "compliance and quality compliance": the efforts spent on receiving the award should be adequate to the award itself. Do not wait from the staff that they will sit at night if the award does not help at least organize a good rest, pay for health restoration activities.

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

Motivating the guarantee of employment - In the period of economic recovery, there are very poorly motivating people, as there is always where to leave. During the recession, crisis - motivates much stronger. But at the same time, the employee must clearly understand that improving the quality of the design tasks will save him from dismissal, and vice versa. Unfortunately, in the crisis time, not everything depends on the efforts of employees. And if people feel that there is little effort from their efforts, then the threat to lose their work demotiving. In this case, the same effect of addiction is valid, but now to "bad".

Output : This method of motivation threat leads to a deterioration in the moral spirit in the project. Not worth this method of motivation to do the main. But it is impossible to completely refuse it. In addition to opportunities, employees must feel the threat.

Motivation by increasing status - A rather important factor. Of course, it acts on employees in different ways, because there are people with clear careers (in the good sense of the word) aspirations, and there are people somewhat indifferent to it. In modern russian companies This mechanism is extended, but is activated weakly. Maybe I just didn't get lucky, but I personally didn't get a clear plan for my company career growth. Unfortunately, the only serious way to career growth is to another company. But this is not the topic of this article.

I believe that this motivating factor needs to be actively used in projects, but it is necessary to take into account the following restrictions and requirements:

The increase in status (grade, positions, and the like) often leads to an increase in the cost of this resource. And the planned budget of the project does not change. Therefore, the project manager needs to either promise such changes at the end of the project, or take the project undervalued prospective employees and then during the project to increase their status to the project planned in the starting budget.
The conditions for increasing their status must be for the employee understandable and achievable.
The conditions for increasing the status of an employee must be known and understood for the project manager.
An increase in status (especially appointment to a higher position) can bring valuable employee From the project. This is typical for matrix company management structures.

Output : This is an effective factor that needs to be used in the project, remembering the rule "do not harm."

Motivating by professional growth, receiving project experience -a very effective motivator, provided that the project really provides an employee of professional growth and obtaining the necessary project experience. Good acts on novice and mid-level specialists. For them, everything is new and unfamiliar. Every day, the project gives these employees new knowledge. With experienced and highly qualified employees, harder - the project really should be innovative or should be very clear, exemplary and the like. If a highly qualified employee does not find anything new in the project, it will demotivate it.

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

Output : This is an effective factor that needs to be used in the project, clearly differentiating it in terms of each employee. At the same time, the project manager should make every effort to make the project well manage, use innovative technologies and so on. Well, it is desirable that the project be good chances of successful completion.

Motivation responsibility for the result -in some way, the "negative" motivator. But if this mechanism is used constructively, it can very much to stimulate employees. If an employee does not just be subject to regular checks of the results of his work by the manager, but will feel the need for its work, feel that the results of his work are needed for the project that their colleagues are waiting for them, that "if not he, then no one," employee It will be forced (if it is not an incorrigible sabota) to apply additional efforts to achieve the necessary goals. Here almost everything depends on the project manager, from the management system created by it, from the internal atmosphere of the project.

Output : This is the necessary motivator, the rod of the entire system design motivation. Without this method, everything else loses its meaning. The proper use of this mechanism is the duty of the project manager. It all depends on his professionalism.

Motivating a sense of significance of a personal contribution to a common success- Development of the previous mechanism. Each employee should know that his work has not been unnoticed that it has contributed to the overall result that his efforts led to general success. The project manager must emphasize this, mention the achievements of each employee. And then the sweet taste of involvement in victory will be remembered by an employee for a long time, and he will be the next time to work with maximum return.

Output : The manager should not forget to celebrate the contribution of each employee who is included in the project team. And in the future it will bring their fruits. In general, managers need to communicate as much as possible with the team, with everyone together and individually, encourage employees, praise them and the like. Naturally, observing the correct proportions.

Motivating satisfaction from the result -rely on the creative beginning of a person. The main thing is that it was noticeable not only to the employee itself, but also to his colleagues. It is necessary to discard the skeptical attitude to innovative proposals and encourage employees to work. In IT projects, it is impossible without it. Again, not forgetting about the main task of the project - achievement.

Output : The mechanism needs to be actively applied on projects, but it is clearly monitoring that the creative process does not fall into "autogeneration", that is, to generate ideas that do not lead to the result. Here everything is in the hands of the manager.

Demotivishing factors (internal and external)

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

Let's go to internal factors. Here, almost mirror reflection of the line of motivating factors:

Low reward
Bad system of bonuses
Lack of perspective
Bad project manageability, lack of monitoring results
Routine work, the inability to get new knowledge and skills
Inattention to employees.

Consider each separately and the mechanism of managing these factors.

Low reward - If the employee's salary is "below the market", if he feels in this sense of himself undervalued - it is difficult to make it work hard. "Hungry belly" to all deaf. Unfortunately, usually the project manager has a weak impact on the level of remuneration. However, linear leaders who usually determine the level of wages must clearly understand: a small salary will lead to the fact that the project will remain on the project corresponding to this low level, and the result of the project will be unattainable. The project manager needs to feel such moments and immediately signal the relevant linear manager. That is, wages should not be low, it should not be high, it should be sufficient To attract the necessary employees to the draft.

Output : The project manager should, if possible, monitor the level of employee remuneration and at the first signs of dissatisfaction with the staff of its low salary to signal about this situation to the linear leader.

Bad system of bonuses - A vague system of bonuses, without clear rules and amounts rejuvenatingly acting on employees. Employees are beginning to understand that the award will also get just as difficult as to win the lottery. At best, labor productivity will remain at the same level, and most likely it will decrease. Here the project manager also needs to feel such moments and immediately signal the relevant linear manager. True, unfortunately, the project manager may not know anything about the bonuses of employees of his team, affecting the accrual of the award only indirectly. The task of linear leaders, the company as a whole - to develop and apply a clear system of bonuses. Requirements for it are given in the description of motivation by bonuses.

Output : If there is the opportunity to influence the employee bonuses system - the project manager should do this.

Lack of perspective - If an employee does not know what will be after the project, he will not seek to complete it on time. If the employee does not understand how the success of the project will affect its promotion, - it will not seek to work effectively. If the project does not give an employee in a professional plan, if its influence on the growth of wages is not clear, no one will wait for the project on the project from this employee.

Output : The project manager should clarify with linear managers all the rules and report them to employees of their team in order for them clearly presented their prospects. The team is desirable to pick up so to provide every employee the possibility of growth during the project.

Bad handling project, lack of monitoring results.Bad project manageability, and especially the lack of monitoring the results of each project team employee will lead to the fact that employees will cease to make 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, instead of them will be able to do someone else. As a result, after a while, the manager with chagrin will mark the catastrophic lag in terms, while the staff most of the working time will sit on the Internet.

Output : All in the hands of the project manager. Having created a clear project management system, working on the Plan-Do-Check-Act cycle, leading correctly project documentationThe manager will be able to turn the situation.

Routine work, the inability to get new knowledge and skills. As mentioned above, consultants need new tasks, new horizons for their professional growth. Of course, without routine on the project, it is not necessary to do, but it is necessary for such a job correctly redistribute between employees belonging to the team, given their qualifications, inclinations and characteristics of nature.

Output : The project manager must correctly distribute the tasks between the project team employees.

Inattention to employees. It must be remembered that people work around and they appreciate when attention is paid to them. If you communicate with consultants dry, do not praise them, not to encourage, then the morale of the team will fall. It is necessary to combine daily prubing and periodic public recognition of employee achievements. At the same time, it is necessary to take into account the features of each team employee.

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

Consider external demotivatory factors. They are related or with the general state of the economy or with the economic condition of the customer's company and / or contractor's company. Fore major situations will not be considered.

These factors are:

Spoon in economics
Deterioration of the financial situation at the customer
Deterioration in the financial situation at the contractor.

The project manager cannot be managed by these factors. Of course, it would be nice to have some kind of "airbag", but in modern IT projects, a rare customer can afford such a luxury. In any case, the project manager must until the last opportunity to try to keep the project and the team. People will appreciate it and will generally work better. Well, if the situation becomes critical - you need to warn people on time and honestly.

Motivational Policy Project Manager

There is a whole variety of project management styles. Between the following extremes - strict management, soft management, centralization, decentralization, absolutely formalized management, informal-creative management, and the like - Each project manager chooses its golden middle, depending on the personal qualities of the manager, the company's culture in which it works, requirements Hasional leadership and so on.

In the same way, the project manager chooses a motivational policy, selecting the necessary "tools" into its motivational package. "Golden Recipe" for this is not and cannot be. It is just necessary 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, flexibly applying them depending on the situation and personal qualities of a specific employee.

For successful motivation, the main thing, in my opinion, is communications with the project team employees. The project manager must be communicated with his team as often as possible, individually and collectively, using formal methods (correspondence, meetings, seminars, conferences, and the like) and informal methods (conversations, joint lunches, team events, and the like). It is necessary to give to understand team employees that they are not subordinates, but colleagues, encourage their activity and independence. Well, and we must not forget about the basic ways of motivation, that is, about the material side of the case.

In general, in my opinion, each project manager needs to determine its motivational policy on the project, it is best to write it down and try to follow it during the implementation of design work. At the same time publish this motivational policy is not necessary.

Team.building in the right sense of this term

For some reason, the term Team Building in everyday life was drilled to identifying entertainment teams. In fact, this is a very complex process that the entire project manager falls on the shoulders. It is necessary to create a viable project organism from a heterogeneous group of employees to create a viable design body, to turn people into a team that can solve jointly complex tasks. The task is very difficult, and in this article I only slightly touched it in terms of motivation.

Building a team must go in the project constantly. A huge role is played by personal communication. General meetings must be carried out regularly, to apply brain storms to solve complex tasks. Need to force if it is possible, problematic issues to discuss at a personal meeting, and not to enter into an infinite "spammed" correspondence on e-mail. Then people will feel each other, will understand utility and efficiency. collaboration in a team. And joint activities, transparent and understandable, will motivate them work better.

As for the team events of an entertainment nature - they are necessary. But these events should be strictly dosed and tied to certain events (the beginning of the project, the closure of the large phase of the project, the successful completion of the entire project and the like). In this case, employees will perceive this event as a remuneration, as attention to their leadership, as an assessment of their merit. And then will strive to work next time to earn such an event.

Accumulation Experience

As all the project activities, the motivation of project participants is a complex and multivariate process. There are many tools, it can be used in different ways, in each case their nuances occur. The project manager must accumulate this experience, analyze its good luck and failures, adjust its motivational policy. And then on subsequent projects, the motivation of employees will be more and more successful.

Afterword

In this article I did not try to teach something. Just this is my experience, this is the result of communication with colleagues. In my opinion, working with project participants is very important for its success. Underestimate it - it means to increase the risk of unsuccessful completion of the project.

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

If in your reviews for this article you report your experience to motivate the project team, I will be extremely grateful to you.

No project participant will work effectively if it is not motivated to it. Often the incentives are not entirely obvious, although they play enough important role. Three theories of motivation are most popular in project activities, which are given below in order of their use:

aBRAH MASLOW (Abraham Maslow) about five major human needs;

the theory of F. Herzberg (Frederick Herzberg) about two groups of basic motivation factors: hygiene factors and motivators;

david McClelland Theory (David McClelland) on the needs of the highest level - power, success and accessories.

In principle, the motivation of work in the project does not differ from the motivation of current activities in the company, and readers wishing to get more information on this topic can refer to the relevant sources. Main features Motivation in the project:

there are motivation to perform concrete assignments of employees and key participants - the project manager and team members, on whom the success of the project as a whole depends;

motivation is carried out throughout it life cycle;

in order to reduce costs and increasing the disposal of work, differentiated and individual approaches are used, integrated use of motivation.

Below will be considered a number of principles and solutions for the construction of material motivation in project activities. Motivation wages on the functional place of the employee in matrix structure Companies belong to elements of the company's operating activities and will not be considered.

5.1 General Principles of Motivation

Forming a motivation system in the project, you need to follow the following rules.

It is necessary to ensure a clear compliance between the proceeding and performance of the project of the project.

Motivation should be differentiated. Development of various indicators of motivational schemes for different participants Project activities, such as different schemes for one-time works, project manager and team members.

The material motivation of employees attracted to the execution of specific instructions (non-team members) is based on the payment of remuneration for this work without reference to the success of the project. Payments are guaranteed and carried out after acceptance of the work by a member of the team or leader.

In very general Motivation of work includes wages for specific tasks performed according to the schedule (although this is contrary to the theory of Herzberg), and premium promotions for the efficiency of work, manifestation of additional efforts, creative approach at different phases of the project, etc. The first part is paid regularly.

Encouragement is not carried out on a regular basis (you can recall the traditional thirteenth salary), but only at control points after receiving real measurable intermediate or final results / product products, the project as a whole. The bonuses on the result minimizes the risks associated with the care of an employee from the project before the completion of the project or stage. In addition, it stimulates key participants not to a demonstration of the required efficiency in short periods, but to deposit the contribution to the project (stage) as a whole.

When motivated, it is important to monitor the quality of work performed. In the case of negative performance in quality, minimization or deprivation of premium payments is used, but not a decrease in wages.

It is necessary to ensure the transparency and the understandability of the calculation schemes of premium. The staff should be informed about the proposed motivational schemes before work in the project, and these proposals themselves must be an application to a contract with a team member.

The project needs to use synergistic effects, combining material motivation and intangible mechanisms.

Promotion should occur publicly (with the exception of payments for salaries, financial bonuses and premiums).

The proposed motivation system must be performed. The delay of payments after the successful completion of the work or the project can lead to a change in the moral attitude and decrease in the quality of subsequent projects.

All motivational schemes used in projects should be included in the Project Management Standard and other documents describing the motivation policy.

It is preferable to use such encouragement options, the size of which can be quickly changed or suspended by issuing them in the case of performance indicators.

It is impossible to create the feeling that remuneration and other motivation schemes must be necessarily paid in the project.

From practice

According to successful results final stage One large project his head received a valuable gift from the company's director - a new expensive car. In the project team, rumors were raised about the unlawfully large bonus and the salary of the project manager, someone even began to talk about his financial fraud. The atmosphere became not the most pleasant. Indirectly it came to the director of the company, who spoke at the nearest meeting and stated that this is his personal gift for the result of the project made from personal funds. The situation immediately stabilized.

5.2 Options for basic financial mechanisms used

For payments of wages, a wage Fund (FZP) is formed, which is part of the estimate of the project itself or part of the company's FZP. In the latter case, the project staff is fully paid at the expense of the company's budget, which is planned to meet new projects. It is necessary to mention that the magnitude of the salary of the project team employees can be set at the level of 0.6-0.8 on the size of the average wage of other company employees of the same competence (see the following example from practice). This is the so-called social component, a guaranteed employee for the entire period of the project, regardless of its development. This time-based part of payment is tied to calendar payments and tasks worked out under the contract or contract.

The choice of this or that mechanism of additional promotion is determined by a number of reasons. If the head and the team participate in the sale of the project, and they have a direct impact on the final revenue, the bonuses should take into account the profit.

The premium fund can be formed as a certain percentage (up to 25% in a number of developership projects) from the amount of profits on an investment project determined by the difference between the selling value of the project and the full accounting of costs. Sometimes in the amount of these costs do not take into account the salary of employees of the company participating in the project.

If the project manager is responsible for the implementation of the non-profit project, then the award should be premium based on cost savings. The premium fund can be formed as a certain percentage of cost savings (the difference between the planned costs and actually implemented) or from FZP in development projects. The magnitude of the premium fund (PF) formed from the principles of project savings can be calculated as follows:

where the PZ is planned costs, i.e. the costs planned at the beginning of the project, including reserves for risk management; FZ - actual costs, i.e. costs actually incurred in the project; delay - delay in the timing of the completion of the project in temporary units (for example in days or weeks); The coelfings are the proportion to which the PF is reduced in one delay period (for example 0.1).

Promotion based on profit often leads to an internal competition for more "profitable" projects. Well, when it positively affects the formation of a project portfolio, but sometimes another can be missed important projectwhose value not only and not so much in profit as in the subsequent impact on business, such as a development project. This situation is often in the company's divisions that provide functions for the main directions of the company - production or sales, such as the personnel department, IT service, etc. They are mainly costly projects, so their bonuses based on cost savings is the only possible.

PF is usually distributed in a team to solve the project manager or project portfolio head. At the same time, part can go on the bonuses of attracted functional performers as agreed with their leaders. The project manager must determine the principles of distribution of remuneration, for example, taking into account the total number of participation time in the project, employee posts, the effectiveness of its work defined according to expert estimates. Artificial overestimation of labor costs may indicate the insufficient effectiveness of the employee. This is compensated by the fact that the evaluation of the effectiveness of the contractor in the team is held by the project manager or profile technical leaders who are motivated to reduce them. The more these comprehensive indicators, the greater the share of premium remuneration can be allocated an employee. In the case of low efficiency, the premium surcharge is not paid. The introduction of a negative coefficient is not recommended, as this leads to the demotion of the employee.

Payments from PF can and, I would say, should be carried out gradually, as test points or outstanding results achieve and according to the results of the project as a whole. The first approach is often used to stimulate the team and the involved project participants, the second option is the basic principle of motivation of managers. It is more common that such an integrated payment option is used, although in short-term investment projects the payment option is more preferable.

The size of premium promotion dependes on the position and degree of participation of the team member. Obviously, the project manager has the right to count on a larger percentage of rewards than its administrator.

An interesting way of material incentive is to use the labor participation coefficient (CTU), and it may vary from 1 (in the absence of premium payments) to a value that is highly exceeding 1 (in the case of the effective work of the employee).

From practice

Building Holding Lensetsmum uses the so-called four-level motivational model:

Basic salary and its components (50-60% of total wages).

Premium part (month, quarter), depending on performance indicators (quality, term, cost savings), intangible payments are possible.

The main premium on the result (in three stages - after the object of the State Commission object, after completion of commissioning, after the completion of the entire project).

Conditionally accrued wages (paid in two years if the employee is in the list).

5.3 Other schemes of material promotion methods

To other material methods of encouraging for successful work The project applied in the company may relate:

Wage raising in a project, depending on efficiency;

Surcharges for combining the functions performed, work at night, field salaries, award for curacing in the project;

Domestic contracts for compatibility (in the design organization, they are often called a "acquisition");

One-time premiums from the reserve of management, valuable gifts, awards;

Provision of additional leaves or rations, reduced flexible work schedule;

Providing social programs (providing trips to the holiday homes, preferential food, interest-free loans, compulsory medical insurance, kindergartens, transportation, etc.).

From practice

In one of the trading companies, the project manager for the successful passage of the project conceptualization phase received an amount of $ 500 from the reserve of the manual. With a successfully protected project plan, this amount increased twice. The implementation and surrender of the result to the customer was bred by the amount of $ 2 thousand and the successful completion of the project was also encouraged by the amount of $ 500. These premiums were additional to the basic schemes used in the project.

The project organization for encouraging members of the team highlighted funds from the GIPA reserve, the successful involvement of the functional head of the department was also encouraged by a special reserve.

5.4 Intangible ways to promote

The intangible ways of encouraging for successful work in the project applied in the company include traditional techniques:

Proper definition and fixation of the role that is whisked for a team member when the team is formed taking into account command roles inherent in the participants. If an employee is by its nature leading, it positions so much, the members of his previous team recognize it precisely for the lead, then in such a situation he can take the position of the head of the subproject or direction in the team, it will work comfortably and it will stimulate it. If you have worked as a project controller last year and you take on the same role, recognizing all previous your skills and experience, it is also nice and increases your effectiveness.

Evaluation of the results of the participant's work, public promotion and informing about the personal or team success of the project at the general meeting of the company. Praise the participant at all at the meeting - and it will make the next time more. You can email greetings for excellent work by e-mail, necessarily notifying the remaining team members, place information on the booth or website of the company, just make an advertisement on the speakerphone in the company.

Recognition of competence. Tell your employee that you have a better specialist in this area, make the rule that all issues included in the area of \u200b\u200bits competence should be able to pass through its coordination as the most knowledgeable team member on this issue. It is very useful to increase the efficiency of the employee and also inexpensively and easy to use in practice.

Organization of personal events, celebrating personal anniversaries, birthdays at the expense of a company or project, carrying out corporate or team cultural programs.

Providing responsibility employee in the implementation of important tasks, delegation of important cases, providing subordinate, independence in decision-making. There is a whole category of people who love them to give a specific task or determined the goal and did not bother during the entire time of its execution. At the same time, they themselves choose means of achieving this goal, the time required by resources. Others prefer to control them and sent daily. Determine the preferences of your employees and use it to motivate their work.

Transfer of certain information personnel. Personally inform the employee part of the information unknown to the rest, and emphasize that the confidence that you provide this information. It does not matter that this is no longer confidential informationit is important that you pass it personally this employee. It will appreciate this trust and will work more efficiently.

Improving qualifications, external training or work in another environment, payment of books and educational materials or participation in the conference. All this gives the staff new knowledge, stimulus to look at the project from the side (maybe even from the head of the manager), increases the cost of the employee in the present and the future.

From practice

The author was negotiating with one of the companies that was interested in learning project management methodology. Contact was initiated by one of the company's employees who used to study on a similar program. At the end of the negotiations, the author of the personnel service was addressed to the author with a strange request not to advertise on the foreign market lists of students. To the question why it should be done, he said that their employee, initiated contact, they no longer work, because after training he received a lot of proposals from other companies and left.

Career or administrative growth in the company, approval by the head of a new promising project after the end of the current project, employment of team members at the end of the project with an increase in status and position. This likes many, despite the presence of a glass ceiling at a team member - project manager. The projects have the possibility of horizontal movement of managers to another project with an increase in position, translation of successful managers to more complex projects.

Motivation of the future perspective for a new room, comfortable workplace, Computer support, personal transport, communication, maintaining an effective and promising team when appointing to another project.

From practice

Let us give a list of motivational mechanisms used in large sectoral enterprises.

Material promotion: enterprise awards, including cash premiums; Providing sanatorium-resort, tourist and other vouchers; improving the comfort of working conditions (providing modern office equipment, communications, a comfortable workstation); Provision additional holidays; providing loans for the company's guarantee; Other material payments (temporary contracts, etc.).

Intangible promotion: public promotion and informing about the success of the project on general meetings enterprises and media; informing all employees of the enterprise about the success of the project team; provision of additional powers, expanding responsibility zones when participating in projects; raising the status and position after the successful completion of the project; priority right when appointing leadership in other projects; development and training; The petition for the promotion of contractors in the name of the head of the contractor.

5.5 Development of the Motivation Program

Motivation programs are usually included in the standard or regulations for project management in the company. They are being developed for the whole project or even for a certain period of the project. The following order is recommended:

1. Evaluation. Participants are conducted to determine the definition of the current program of motivation and identify what mechanisms are better and more efficient. Suggestions are collected, other sources of information are analyzed, the direction of development of the program is determined.

2. Development. The validity period and the budget of the new programming is determined. Based on accessible tools, stimulation mechanisms are developed.

3. Presentation. The motivation program is represented by participants, comments are collected. If necessary, the program is being finalized and reusable.

4. Execution. Motivation program is performed. At the end of the term, an assessment is again carried out.

From practice

The head of one of the projects big organization The head of the same medical unit was appointed to create an own medical center (based on existing medical unit). The goal of the project included the creation of a business unit that fully decisive all the problems of employees of the organization, as well as the additionally serving some segments of the open market. The chief physician was a wonderful specialist in its functional issues, but the project management was entrusted to him for the first time. The stage of preparing conceptual documents of the project was delayed. The project manager constantly referred to some uncertainties existing in the project (indeed, the project budget was not entirely clear). In addition, the inexperience has affected the project management and extreme indecision.

The head of the organization accidentally met his old friend, and in conversation it turned out that that there is enough rich experience in the launch of infrastructure projects, in particular in the medical direction, and moreover, there is its own small medical clinic. The idea of \u200b\u200bpossible joint cooperation in the implementation of the Boxing Project of the Organization has arisen. The new partner met with the project manager and began to determine his possible interests, including his own role in the project. His knowledge, as it turned out, was quite enough to provide the necessary marketing information, and to start actions on the actual launch of the project. And in principle, it could potentially perform the functions and project manager. Moreover, the project was clear for him, and he could well lead the center created in the future, taking into account the merger with his clinic or even without this merger.

This felt the head of the project, which began to sense a certain concern about the emerging competition. Fearing to lose this position, he began to filter information when transferring it to its partner, to show even more nervousness and a tendency to conflict. He had already seen himself in the role of the future director of the new medical center. Naturally, it was concerned about the head of the organization, which was forced to turn to an external consultant. After holding detailed negotiations with all parties to the brewing conflict, the project manager and the partner were proposed by the following roles: the project manager remained so far in the same position and later he held the position of director for the production of the future center (internal functional direction), the partner became his deputy and Future - commercial director (marketing, external market, strategy).

Motivate project teams needed. Nobody argues with that. The difference is usually in the approaches to personnel motivation. Today we consider the version of the motivation system for project teams at an industrial enterprise.

Project activity It is quite well covered in the educational literature and the Internet, so this article does not consider the stages of project management. Focus only on issues of forming an effective motivational environment for employees involved in the project.

What projects are characteristic of production companies. The list is not so great:

projects of modernization of technological lines providing for a complete or partial replacement of equipment in the technological chain;
development of new products;
organization of production of new products;
introduction of software products or enterprise management systems relating to a wide range of users;
preparation and conduct of large-scale activities in the field of corporate culture.

All these projects are involved quite a large number of employees, their influence or scope affect the entire team of the company. Therefore, the presence of a motivated project team is of great importance.

In addition to the fact that the work of the priorities involved employees is more efficient, it is important how they form the information space of the project. As they respond about the beginnation, they believe or not in success, share values \u200b\u200band so on.

To form a system of motivation of project participants, you need to make several steps:

Distribution of roles in the team
Pre-distribution of the download of the project participants in percentage of working time
Evaluation of the cost of labor of each participant of the project team
Preparation and approval of the project team motivation system

Step 1 - Distribution of Command Roles

At this stage, you need to determine the circle of employees who will participate in the motivation system. For this, based on the schedule of project work, each of the works are appointed a specialist of relevant qualifications.

The system of motivation involves the participation of those employees whose participation is expected throughout the entire period of the project, from the beginning and before its completion.

Also, if necessary, employees can participate in the program, whose participation is important for the implementation of important (key) ventricular projects. Without execution of which the transition to the next stage of work is impossible.

Step 2 - Calculation of the download of project participants

When planning work on the project, it will be necessary to make a time calculation that each participants will spend on their execution. The figures are approximate and usually determined by the expert way. Simply put, you can make an assumption about the approximate number of percentage of working time to participate in the project. I would like to note that it is quite possible to calculate the planned labor productivity of the work, but it will also require additional time and effort.

For example, based on the list of works, we can assume that there will be the following download of project participants:

Step 3 - Evaluation of the cost of labor

At this step, information on the average wage of employees participating in the project will be required.

This information is needed so that it is possible to objectively assess the labor cost of each of them. We assume that the employee, continuing to work at the enterprise, with the payment level achieved, actually determines fair remuneration for its qualifications and effort.

Actually, it is now, having aroused the estimated cost of labor costs for the project, we set the budget of the project for wages. That is, the company will pay this time to employees with any embodiment, as they are their main income at the place of work.

In the proposed version of the Motivation Systems in addition to the project's remuneration fund, the Motivational Fund must be determined. It is proposed to establish its equal payment fund.

That is, each participant of the project team at the time of operation of the project can count on dual payment.

For example, if Goriunova P.V. From the table above, the average zp amounted to 30000 rubles per month, then its personal fund of motivation during the participation in the project should be at least 3,000 rubles for the same period.

Step 4 - Preparation and Approval of the Motivation System

It is at this stage that the "Setup" of the project participants of the project is "configured. For this purpose, the following several rules are introduced into the system:

The entire amount of the motivational fund is distributed in proportion to the entire period of the project;
The payment of each part of the amount provided "is attached" to the fulfillment of an important milestone of the project (to the actual implementation of some of the stages);
The coefficient of labor participation of the project group is established on the implementation of each of the steps. A group can increase or lower this coefficient, thus redistributing a premium between the participants. The decision - for the project manager;
After successful (!) The project implementation is being recalculated by the basic part of the salary (salaries or tariffs) in order to ensure their increase to a certain percentage.

All these rules need to be described in the position of the motivation of the project participants or other Local Occupation Act. Why write, because the head can always promise to pay these amounts without "conventions"?

Want to work honestly with employees - write down and execute. The absence of the described remuneration rules generates distrust and low motivation. These are features of production mentality, verified in practice. Can believe once, and may have an agreement / promise to understand incorrectly. Then not to prove the team that the administration has fulfilled its obligations.

Thus, the following motivation system is obtained: In fact, employees during work in the project receive additional payments / wages to pay. Not for "mythical" economic effect After successful implementation, and for the actual and daily work on the project.

When distributing the coefficient of labor participation among the participants of the project team, the project manager has an incentive to manage not very involved employees.

After the successful completion of the project, the value of employees that implemented it increases. This leads to an increase in their income. If there is no success - no change in payment is expected.

For "effective managers"

There is constantly a discussion among stakeholders, which cannot be paid only for participating in the project. "We will pay for the result !!!" Loud and confident replicas of effective managers are heard.

You can accept their side and agree with this approach. Be sure to find in your company at least hundreds of employees with well-developed entrepreneurial skills and endless trust in management. And of course, these workers will "burn out at work" in settlement that after 6-12 months they will pay a premium in a whole million rubles.

Do you believe it yourself?

Project activities are transparent and predictable, its results are controlled, measurable. It simplifies the development of the motivation system ...

Motivation system

Project activities are transparent and predictable, its results are controlled, measurable. This simplifies the development of the motivation system.

The motivation system can work perfectly under normal operating activities. But the organization decided to make a qualitative leap and reach a new level. Often this decision is poured into the beginning of the project. Money is allocated, the deadlines are set, the responsible is assigned. "Come on the departments, bring yourself a team and go!" - gives the installation top manager. The project manager is not without difficulty collects the necessary professionals, but after some time it is surprised that no one except him burns the desire to fully work for the benefit of the project. This is because when it is implemented, the usual motivation system ceases to work.

In order for a person to do not perceive work in a project as a link, he should know that such activity is a chance to significantly improve its financial situation. After all, except for the salary that no one is going to take away from him, he will also receive decent bonuses in the project. This factor consistently entails a change in corporate culture: Employees are formed a sustainable idea that the project activity is prestigious, to be selected in the project team - in itself the achievement.

How to build a material motivation system of the project team? No one will give an unequivocal answer to this question. To blindly copy someone's experience is unsafe for business, because each company has its own specifics, their own experience, nuances of management. Nevertheless, there are common to any organization the principles of building a system of material motivation of project teams. We told us about Darina Vereteno, Deputy General Director of the Technology Department of Spider Ukraine.

Encourage you need from the very beginning

The basic principle of motivation of people employed in the project is that they should receive remuneration for specific results, and not for processes, spent time and past merit to the company (as often happens during operating activities). Project activities, if it is competently established, is very transparent and predictable, and its results are controlled, measurable and in advance are known to those people who participate in the project.

Initially, in the introduction of this system, it is important that at the company's level of project management, which would be clearly defined, which criteria make it possible to consider the work of a particular participant in the team successful. These criteria should be concrete and measurable.

It is necessary to encourage from the very beginning, starting with project planning work. The better the planning will be performed, the more predictable results will be, or rather the calendar schedule is calculated, the budget is calculated.

But no matter how well the plan has been drawn up, when implementing the project, its discrepancy will always take place. This is not a problem if deviations in time to monitor and immediately make the necessary adjustments to the plan. Therefore, it is important to encourage people for the timely provision of reliable information.

A person must understand that every report of the report is fixed and costs certain money. In one of the companies where we introduced corporate system Project management, there was an internal site, going on which, each participant of the project could see the list of criteria for its motivation. Each item had its cost, and a person could understand how much money he could earn. If an employee did not do something at a specified period, then the possible amount of payments is automatically reduced.

It also happens that at the end of the project, its participants rewards the top manager or the head of the company on the basis of his subjective opinion, guided by the only criterion: liked it - did not like it. But the motivation system should not be subjective. The head, of course, can reward individual people or the entire project team at their discretion, but in addition to the fact that they have already given the system.

What to pay money for

Separate promotion requires a clear observance of technology, because all the resources and finance companies are tied to it. If any of the team participants understand that it is advisable to correct the technology, then it should formulate a request for changes, come with this to the project office ( analytical service), work with an analyst, make new data and re-empty the remaining part of the work. If the economic effect of changes is essential, this officer is desirable to encourage.

It is necessary to encourage the agreed order of work. This minimizes the risks associated with the lack of control over resources.

Another possible criteria for encouraging is to reduce the cost of work, that is, the reduction of actual costs compared to the planned. The one who saved (of course, not to the detriment of technology) must be rewarded.

An important criterion - compliance with the rules of time for the production of work. It is necessary to adhere to the plan established by the plan of a certain level of labor productivity, say, laying, as prescribed, three cubic meters of concrete per shift, and not two.

Time rate is when not only are planned production processesbut also organizational, determining the procedure for interaction between the structural units. For example, one department requested some information from another. How long will the request be satisfied? So that such a question does not arise, the project participants take time standards and enter them into corporate standards. Clear adherence to these adopted standards should also be encouraged.

Another criterion is observing the consumption rate of materials. In order to understand how much of this or that material you need to spend a unit of product volume, in the company should be developed internal consumption rates - real, and not averaged.

When stimulating the logistics department, an important criterion for the quality of work is timeliness and supply of supplies.

How to avoid conflict of interest

If the company in parallel coexist the functional units and project teams (and so usually happens), the conflict of their interests inevitably arises. Comes project manager for the head structural unit And asks to allocate a specialist to work in the project team. The head of the department may be quite reasonable to indignant: "I will give you my employee to you, and who will fulfill his work?". But since it is necessary to allocate someone else, "otfutbolt" into the team of the project of the person, who in the department less than all is requested. And what can be expected from the team, which is formed by the residual principle?

In order for the conflict of interest to be minimized or disappeared, the project manager must stimulate not only the performer, but also his linear leader. The material incentive fund of the project participants could be distributed in the following proportion: 60% - performers, 40% - functional units, from where the resources were "removed". These 40% of the linear leader can dispose of independently: to completely leave himself or some of them to allocate to encourage those employees who assume the responsibility of the temporarily absent colleague. But his part of the remuneration will receive the head of the department only if his subordinate successfully coped with his role in the project and reached the outlined results.

Reward project manager

How to materially stimulate the project manager so that its goals coincide with the goals of the company? In one company pay a certain percentage of the project budget, to another - fixed wages, in the third - salary plus bonuses. What is the method most preferable?

We came across a situation where the investor directly tied the material encouragement of the manager to the project budget. At the same time, the investor was a goal - to build an object on the planned deadlines for the minimum money. But the manager was interested in the project budget grew. Of course, he as far as possible and sought to increase the costs and blow the budget. You can, of course, to bind the manager's remuneration to the project budget, but at the same time it is necessary to put it in a certain framework: if the budget is overestimated, you will be fined.

If the project manager receives a fixed salary, it will not be interested in the results, and even more so, in compliance with the project time. After all, much more pleasant to get good money is not a year, but one and a half.

The "Salary Plus Bonuses" system is more flexible and effective, but the main problem here is to balancing its parts.

Not only to everyone, but everyone together

Dear, you got today bonuses for those two overtime projects, because of which I have not seen you evenings and nights?

How to make each project participant in interaction with others? In order for the project team to work simply, command motivation is needed when people encourage the overall result. The project team must be rewarded for achieving the results of the results within a certain time, subject to the previously stipulated budget. It can be abandoned by the end of the project stages on time and for the timely end of the project as a whole. How best to do it? The project manager has a material incentive fund. Some of this money (for example, 50-60%) will be distributed to participants with the successful completion of the project. The rest of the equal parts are issued to the command upon completion of each stage. If the planned date scheduled work is not completed, the team is deprived of the award. But this money does not necessarily disappear. If at the next stage the team will work intensively and will catch up with a schedule, it will receive premium in two periods.

You need to encourage the team if it completed the project not only on time, but also within the framework of the planned cost. Cost - this is a budget of the minus management reserve. The smaller the surprises will absorb money over cost, the more funds will remain at the disposal of the project manager. In order for each team member to be interested in this, you can develop special bonuses related to savv.

Rules for implementing the system

When implementing the motivation system, we recommend not immediately use cash incentives: Suddenly, after a while, the company's management will understand that it was not worried about the measure. What then to do, cut off payments? Is it worth saying how it affects the mood and desire to work. So that this does not happen, you need to test the motivation system on a pilot project, and instead of money to use points or some kind of tokens - something conditional. It will be fascinating enough as the game in the "monopoly". But the system with fabrics is easy to adjust, people will not perceive it so painfully as if it were about the real money.

In the future, the experience of motivation received on a pilot project is easy to transfer to real projects and operate already in real money.

No, he did not give me a bonus. He handed me another commendable diploma ...

Payments must be comparable to basic wages. For example, a person works at a $ 1000 rate per month. If people are premiered for participating in the project every three months, then the amount of the award should be $ 2500-3000. If it is significantly less, many respectively will reduce the desire to strain.

The frequency of payments must be respected. You need to pay on the fact of achieving the criterion: if not per month, then at least quarterly. If you pay once a year, such an incentive will be ineffective and there will be people to be discharged.

It is important that the bonus corresponds to the human responsibility zone. An employee must receive remuneration for the execution of his direct duties, and not for the work done, which he likes more in the project team.

To run the system motivation system at the organization's level, it is necessary to develop a position on the motivation of the project management team, in which to designate: what should be submitted to this command, which functions are obliged to comply with which the Motivational Fund is provided as a percentage of the project budget. In this position, it is also necessary to write the criteria for motivation (who for what to encourage). When the system comes to life and earn, of course, some disadvantages will emerge and its refinement will be necessary. Innovations will also need to consolidate in writing, making them to position.

Typical errors

Companies developing project team motivation systems often allow such errors:

They pay "because", and not "to". The motivation system turns into a typical wage system, which is focused on the past merits of project participants, and does not stimulate them better work better;
Do not motivate selected criteria. In one company, during the audit of the motivation system, it was discovered that the secretary's remuneration was tied to the company's margin income, that is, in the indicator, to which she personally could not directly influence. Could this motivate this person work better?
Payment is not balanced relative to the labor market;
The balance between the promotion and punishment is not followed. In general, the fines should be treated carefully. Better system Encouragement and punishment to build on the fact that a person or earns additional bonuses, or not.

Inga Lavrinenko,
"Comp & Nyon" №39 (503), 29.09-5.10.2006
"Management Technologies Spider Ukraine"

posted in the section: Planning and Control

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