Project managed parameters do not apply. Managed project settings. Project management tasks. Artificial intelligence. Basic concepts

The managed parameters of the project are:

Volumes and types of work on the project;

Cost, costs, expenses for the project;

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 Construction Materials, machinery, equipment, components and parts, as well as resource limitations;

The quality of design decisions, 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 managed subsystem, and the managing subsystem is project management.

Project environment

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

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, and certain links must be defined and maintained between the selected elements.

The division of the entire sphere of activity in which the project appears and develops into the “project” itself and the “external environment” is to a certain extent conditional. 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, moving into the project from external environment and back.

2. A number of elements of the project can be used both in its composition and outside 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 is 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 studied:

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

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

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

Figure 1.7. - The project and its environment

Project cycle

The period of time between the moment a project appears and the moment it is liquidated is called project cycle(they also say project life cycle»).

Project life cycle is the initial concept for studying 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 stages in its development: from the state when “there is no project yet” to the state when “the project is no longer there”. The principal 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 investment. Money in its execution.

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

Note. The range of resource requirements is determined by the type and complexity of the project.

The end of a project can be:

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

Transfer of project personnel to another job;

Achievement by the project of the set results;

Termination of project financing;

Start of work on making 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 the project and the fact of its liquidation are formalized by official documents.

The states a project goes through 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 for the implementation of the project (see Figures 1.9 and 1.10). Therefore, in practice, the division of the project into phases can be very diverse, if only such a division reveals some important control points (“milestones”), during the passage of which one can see Additional Information, and possible directions for the development of the project are evaluated.

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

With regard to very large projects, for example, the construction of a 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 with the need for more careful coordination of the actions of the organizations participating in the project.

All project activities are interdependent in time and space. However, it is practically 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 skill of the specialists working on the project.

Figure 1.9. - The World Bank Project Cycle (according to Waren C. Baum "Project Cycle", World Bank publication, 1993)

Figure 1.10. - The life cycle of the product system (for example software product)

Table 1.1 - The content of the phases of the life cycle of projects

Initial (pre-investment)	Investment (construction)	Operational
Pre-investment studies	Development design and estimate documentation, project planning and preparation for construction	Bidding and conclusion of contracts; organization of purchases and deliveries, preparatory work	Construction and installation works	Completion of the construction phase of the project
1. The study of forecasts and directions for the development of the country (region, city). 2. Formation of an investment plan. 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 a justification for investments, assessment of the viability of the project. 7. Selection and preliminary approval of 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. Task for the development of a feasibility study (project) for construction and development. 3. Coordination, examination and approval of the feasibility study (project). construction 4. Issuance of design assignments. 5. Development, coordination and approval of working documentation. 6. Making the final investment decision. 7. Allotment 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 conclusion of contracts. 2. Tenders for the supply of equipment and the conclusion of contracts. 3. Tenders for contract work and conclusion of contracts. 4. Tenders for the services of consultants and the conclusion of contracts. 5. Development of plans (schedules) for the supply of resources. 6. Preparatory work for construction.	1. Development of an operational construction plan 2. Development of machine operation schedules. 3.Performance 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 deliveries.	1. Commissioning. 2. Delivery acceptance of the object. 3. Closure of the koi tract. 4.Demobilization of resources. 5. Analysis of the results.	1. Operation. 2. Repair. 3. Development of production. 4. Closing the project - decommissioning - dismantling of equipment - modernization (starting a new project).

Structuring projects

Structuring, the essence of which is the breakdown of the project into hierarchical subsystems and components, is necessary so that the project can be managed.

In terms project management the structure is a "tree" of product-oriented components represented by equipment, works, services and information obtained as a result of the project.

They also say 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 intended to define the product to be developed or produced, and links the elements of the work to be performed, both among themselves and with ultimate goal project.

In addition, the process of project structuring is an integral part of the overall process of project planning and definition of its goals, as well as the preparation of a consolidated (master) project plan and a matrix of distribution of responsibilities and duties. Implementation of 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 objectives of project structuring include the following:

Breaking down 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 estimate necessary costs– means, time and material resources;

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

Linking project work with the company's accounting system;

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

Definition of work packages/contracts.

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

1. Project Definition - The nature, objectives and scope of the project, as well as all project deliverables 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 to achieve them.

2. Level of detail – Consideration needs to be given to the different levels of detail of the plans and the number of levels of elements in the project breakdown structure.

3. Structure of the process - a diagram of the project life cycle should be prepared.

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

5. Product breakdown is a breakdown of subsystems or components, including machinery and equipment, software and information, services, and, if relevant, geographic distribution.

Figure 1.11. - Possible breakdown structure of the facility 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 items above (3-6) are combined into a single project breakdown structure.

8. The master 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 to senior management.

9. Responsibility distribution matrix - as a result of the analysis of the relationship between the elements of the project structure and the organization, a matrix is ​​built, where the elements of the project structure become rows, and the elements of the company organization chart become columns (or vice versa). In the cells of the matrix, the levels of responsibility of certain actors denoted by various conventions or codes.

10. Working chart of accounts - if necessary, you should work out a system of sub-accounts that "join" with the chart of accounts.

11. Working network schedule - the implementation of the first 10 steps allows you to develop a detailed schedule that includes time and resource estimates for each of the activities.

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

13. System of reporting and control.

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

To structure the project, a number of special models are used, namely:

Goal tree;

decision tree;

Work tree;

Organizational structure of performers;

responsibility matrix;

network model;

The structure of consumed resources;

cost structure.

At the same time, the methods of structuring the project are fundamentally reduced to two:

- "from top to bottom" - are determined general tasks, on the basis of which the project levels are further detailed;

- "bottom up" - particular tasks are defined, and then they are generalized.

Goal Tree- these are graphs, diagrams showing how the general goal of the project is divided 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 starts from the top level, then they are sequentially disaggregated. At the same time, the main rule for disaggregating goals is completeness: each top-level goal must be presented in the form of subgoals of the next level in an exhaustive way.

decision tree- a graph, a diagram reflecting the structure of the optimization problem for a multi-step process. The branches of the tree represent the various events that may take place, and the nodes (vertices) represent the points at which the need for selection 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 one or another of its "solutions".

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

Name of the project: Development of the Bovanenkovskoye Gas Condensate Field (GCF) Name of the subproject: Gas collection point (GP-1)
		Investment Research	Development of design and estimate documentation	Contracts	Construction	Exploitation
	Gas condensate field development department	-/+	+/-	+/-	+	+
	Department for the construction of the gas pipeline and CS*	-/+	+/-	+/-	+	+
	Department of Nature Conservation	-/+	-/+	-/+	-/+	-/+
	Completion Department		+/-	+	+	+/-
	Department of ACS	-/+	-/+	+/-	+/-	+/-
	Department of urban planning	-/+	+	-/+	+/-	+/-
	Technical department	+/-	+	-/+	-/+	-/+
	Planning and production department	-/+	-/+	+	+/-	+
	Planning and Finance Department			+	+/-	+
	Accounting		-/+	+/-	+/-	-/+
	Construction Department railway	-/+			+	+
	Conventions: + - responsible executor - takes part in the development -/+ - agrees on the output result * MG and CS - main gas pipelines and compressor stations

Figure 1.12. - Responsibility matrix for structural divisions

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

As additional information becomes available in subsequent design stages, the developer can add new levels to the project's work tree. The bottom level of the tree corresponds to work packages. The work package is also an independent financial unit. It must have a separate estimate, budget and expense report. The isolation of work packages is a great convenience 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 a project work tree.

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

Structural diagram of the organization (CCO). To ensure effective project management, when developing a plan, it is necessary:

Take into account in the plan all sections, stages and work of the project;

Include in the plan all organizations involved in the project;

Ensure the effectiveness of management through the distribution of responsibility.

The first requirement can be met by breaking down the project into work packages using the CPP. To fulfill 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 the organizational chart.

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

Responsibility Matrix– Associates work packages with executing organizations on the basis of CPP and CCO. The matrix identifies the main performers by work packages (Fig. 1.12).

network models. As the work on the project progresses, CPP and CCO trees are created, i.e., work packages are allocated with the executors assigned to them, which makes it possible to prepare a network schedule of key events. Finally, it becomes possible to develop detailed network graphs corresponding to key events and goals. 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 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 by a separate subnet.

A subnet can be part of a network or standalone. Breaking down the network into subnets allows project personnel to focus on their own works. Each manager at his level can work independently of others in accordance with his subnet, which frees him from the need to deal with a full network schedule. For management, subnetting a project provides effective control. It may, in order to save time, focus more on managing the most important (critical) subnets, instead of constantly monitoring the entire network schedule. The structure developed in the process of creating CPP, CCO and the network schedule of nodal events is preserved when developing subnets. In more detail, the tasks of structuring the project work package and building network diagrams are described in Sec. 2.

The structure of consumed resources. To analyze the means that are necessary to achieve the goals and sub-goals of the project, the structuring of resources of various types is carried out. A hierarchically constructed graph captures 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 - for warehousing and non-stocking, etc.

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

Similar information.

Basic concepts of project management A project is a set of time-distributed activities or activities aimed at achieving a set goal. Achieving 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 operation. As well as the beginning, the end of the project can be set directively or calculated when drawing up the work plan.

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Introduction

1.1. Basic concepts of project management

project is a set of time-distributed activities or work aimed at achieving the goal. Examples of projects are the construction of buildings, complexes, enterprises, the development of a new type of product, the modernization of production, the development of 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. Achieving 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 operation.
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 set 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 obtaining a given result. Like the beginning, the end of the project can be set directly, 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 commissioning / acceptance certificate.
4. The project is executed by a team, which includes the project manager, managers, performers. In addition to the main team, third-party performers, teams and organizations that are involved on a temporary basis to perform individual work can participate in it.
5. When implementing the project, material resources are used. Their nomenclature and quantity are determined by the nature of the project and the works 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 is the sum of the cost of expended material resources, 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 restrictions.
   • Budget limits set a ceiling on the cost of the entire project or certain types works.
   • Time limits set deadlines for the completion of either the entire project or some of the work. For example, test tests should be carried out in the presence of a representative of the customer, who will be present at a given period of time.
   • Resource limits are determined by the limited composition of the team or schedules for the receipt of material resources.

Project life cycleis the time interval between its start and end. It is divided into four phases.

1. conceptual phase. Includes goal setting, investment opportunity analysis, feasibility study (feasibility study) and project planning.
2. Project development phase. It includes the definition of the structure of work and performers, the construction of work schedules, the project budget, the development of design estimates, negotiations and conclusion of contracts with contractors and suppliers.
3. Phase of the project. 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 result- this is some product or beneficial 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 site, an implemented training program, a restructured company, a certified quality system, etc. The success of the project is judged by how much its result corresponds to the planned level in terms of cost, income, innovation, quality, time, social, environmental and other characteristics.

Controlled parametersprojects are:

1. volumes and types of work;
2. cost, costs, project expenses;
3. time parameters, including the timing, duration and reserves of work and project stages, as well as the relationship between work;
4. the resources required to carry out the project, including human or labor, financial, logistical, and resource constraints;
5. 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 the project structure (subgoals, main stages of work to be completed);
3. determination of the necessary volumes and sources of financing;
4. selection of a team of performers, preparation and conclusion of contracts with third-party performers;
5. determination of project deadlines:
6. drawing up a schedule for its implementation:
7. calculation of material resources necessary for the project, conclusion of contracts with suppliers;
8. calculation of the estimate and budget of the project:
9. planning and risk management;
10. ensuring control over the progress of the project.

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

Project management consists of three main stages:

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

At the first stage, the project is justified, a list of works and available resources is compiled, resources are distributed among the works and the plan is optimized according to the criteria of project completion time, total project cost, even distribution of resources, risk minimization. It also concludes all necessary contracts with third-party contractors, contractors and suppliers. 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 the project means the performance of certain regulated actions necessary for the completion and termination of work on the project. For example, signing the act of acceptance / delivery of work performed.

Currently for automated control projects use the methodology of network planning and management. This methodology was developed in 1956 by M. Walker and D. Kelly, experts from the DuPont and Remington Red firms, for a project to modernize the DuPont plants. An impressive result of its use is the design by Lockheed Corporation missile system"Polaris" for equipping US Navy submarines. As a result of using 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 calendar planning and operational management.

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

schedulingconsists in compiling a time diagram of work and distributing labor resources (executors) 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 the resources and budget of the project can be performed.

operational managementconsists in regular comparison of the actual work schedule with the planned one. The result of serious deviations is the adoption of decisions to change the original structural or calendar plan.

1.2. Overview of project management systems

Project Management Systemsform a separate software sector, which is quite widely represented on the Russian market. The emergence of such systems contributed to the transformation of the art of project management into a science in which there are clear standards, methods and technologies.

1. The standard developed by the Project Management Institute has been adopted as a national standard in the United States (ANSI standard).
2. Quality standard in project management ISO 10006.

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 description of the composition and characteristics of work, resources, costs and income of the project.
2. Calculation of the schedule for the execution of the project, 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 the project resources and distribution in time of their planned loading.
7. Risk analysis and determination of the necessary reserves for the reliable implementation of the project.
8. Determination of the probability of successful implementation of directive indicators.
9. Accounting and analysis of project execution.
10. Modeling the consequences of managerial actions in order to make optimal decisions.
11. Project archiving.
12. Obtaining the necessary reporting.

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

Microsoft Office Project 2007is Microsoft's comprehensive management solution corporate projects, which allows you to manage projects of any complexity and includes a family of the following software products:

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

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

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

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

Company software products Primavera Inc.:

1. Primavera Project Planner Professional– a professional version designed to automate project management processes in accordance with the requirements of 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 can also work autonomously, helping to solve the tasks of scheduling and network planning, determining the critical path, leveling resources, 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. Can work both independently and together with Project Planner in corporate system project management.

open plan (developed by Welcom Software Technology, now Deltek) provides full-scale multi-project management, critical path planning and enterprise-wide resource optimization. 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 performers.

Open Plan allows managers of different levels to perform the following functions:
create operational plans for projects, taking into account various constraints;

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

Welcom suggests using the professional and "light" versions of the product together (OpenPlan Professional + OpenPlan Desktop), as they are fully integrated.

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

1. Briefly describe the project - 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 (works, tasks) of the project and set their characteristics.
4. Make a list of project resources and set their characteristics,
5. Set the relationship (restrictions on the order of execution) of the project operations.
6. Assign resources to execute project activities.
7. Assign costs to activities, resources, and project assignments.
8. Set restrictions on financing, supplies, deadlines for the execution of operations.
9. Make a schedule for the execution of the project, taking into account all restrictions.
10. Optimize the composition of the resources used.
11. Determine the budget and timing of the project's planned costs.
12. Identify and model risks and uncertainties.
13. Determine the necessary reserves, costs and material requirements for the implementation of planned indicators with a given reliability.
14. Present planned information to management and performers.

During the execution of the project, these systems allow.

1. Keep records.
2. Analyze performance deviations from the planned.
3. Predict future project parameters.
4. Model management actions.
5. Maintain project archives.

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	The main objectives of project management: organization of the project management process; project planning throughout the entire life cycle and a separate iteration; adherence to the basic principles of planning, personnel management, performance of work and project monitoring using appropriate metrics; effective risk management. In addition to managing a single financial portfolio, project management includes many different processes - resource management, cost, quality risks, as well as other related processes, and all of them ...
354.		Hardware and software development project management tools	42.51KB
	IBM Rtionl ProjectConsole The IBM Rtionl ProjectConsole automates the process of creating and monitoring project status reports by creating a dynamic Web site that displays a project key dashboard. For project managers, the IBM Rtionl ProjectConsole provides an objective view of the results achieved throughout the project lifecycle. The IBM Rtionl ProjectConsole collects actual development status data from the IBM Rtionl Suite platform and third party products by presenting these results...

work aimed at achieving the goal. Examples of projects are the construction of buildings, complexes, enterprises, the development of a new type of product, the modernization of production, the development of 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. Achieving 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 operation.
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 set 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 obtaining a given result. Like the beginning, the end of the project can be set directly, 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 commissioning / acceptance certificate.
4. The project is executed by a team, which includes the project manager, managers, performers. In addition to the main team, third-party performers, teams and organizations that are involved on a temporary basis to perform individual work can participate in it.
5. When implementing the project, material resources are used. Their nomenclature and quantity are determined by the nature of the project and the works 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 is the sum of the cost of expended material resources, 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 restrictions.
   • Budget limits set the marginal cost of the entire project or individual types of work.
   • Time limits set deadlines for the completion of either the entire project or some of the work. For example, test tests should be carried out in the presence of a representative of the customer, who will be present at a given period of time.
   • Resource limits are determined by the limited composition of the team or schedules for the receipt of material resources.

Project life cycle is the time interval between its start and end. It is divided into four phases.

1. conceptual phase. Includes goal setting, investment opportunity analysis, feasibility study (feasibility study) and project planning.
2. Project development phase. It includes the definition of the structure of work and performers, the construction of work schedules, the project budget, the development of design estimates, negotiations and conclusion of contracts with contractors and suppliers.
3. Phase of the project. Includes project implementation work, including construction, marketing, staff training, etc.
4. Project completion phase. Includes in general acceptance tests, trial operation and commissioning of the project.

Project result- this is some product or beneficial 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, implemented training program, restructured company, certified quality system, etc. The success of the project is judged by how much its result corresponds to the planned level in terms of cost, income, innovation, quality, time, social, environmental and other characteristics.

Controlled parameters projects are:

1. volumes and types of work;
2. cost, costs, project expenses;
3. time parameters, including the timing, duration and reserves of work and project stages, as well as the relationship between work;
4. the resources required to carry out the project, including human or labor, financial, logistical, and resource constraints;
5. 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 the project structure (subgoals, main stages of work to be completed);
3. determination of the necessary volumes and sources of financing;
4. selection of a team of performers, preparation and conclusion of contracts with third-party performers;
5. determination of project deadlines:
6. drawing up a schedule for its implementation:
7. calculation of material resources necessary for the project, conclusion of contracts with suppliers;
8. calculation of the estimate and budget of the project:
9. planning and risk management;
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, as a rule, in the face of restrictions on time, available resources or the cost of work.

Project management consists of three main steps:

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

At the first stage, the justification of the project is carried out, a list of works and available resources is compiled, resource allocation on works and optimization of the plan according to the criteria of project completion time, total project cost, even distribution of resources, risk minimization. It also concludes all necessary contracts with third-party contractors, contractors and suppliers. 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 the project means the performance of certain regulated actions necessary for the completion and termination of work on the project. For example, signing the act of acceptance / delivery of work performed.

Currently, the methodology of network planning and management is used for automated project management. This methodology was developed in 1956 by M. Walker and D. Kelly, experts from the DuPont and Remington Red firms, for a project to modernize the DuPont plants. 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 using 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 calendar planning and operational management.

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

scheduling consists in compiling a time diagram of work and distributing labor resources (executors) between works. The result of scheduling is a Gantt chart, which graphically displays the periods of work on the time axis. At this stage, optimization of the resources and budget of the project can be performed.

operational management consists in regular comparison of the actual work schedule with the planned one. The result of serious deviations is the adoption of decisions to change the original structural or calendar plan.

1.2. Overview of project management systems

Project Management Systems form a separate software sector, which is quite widely represented on the Russian market. The emergence of such systems contributed to the transformation of the art of project management into a science in which there are clear standards, methods and technologies.

1. The standard developed by the Project Management Institute (Project Management Institute) is adopted as a national standard in the United States (ANSI standard).
2. Quality standard in project management ISO 10006.

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 description of the composition and characteristics of work, resources, costs and income of the project.
2. Calculation of the schedule for the execution of the project, 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 the project resources and distribution in time of their planned loading.
7. Risk analysis and determination of the necessary reserves for the reliable implementation of the project.
8. Determination of the probability of successful implementation of directive indicators.
9. Accounting and analysis of project execution.
10. Modeling the consequences of managerial actions in order to make optimal decisions.
11. Project archiving.
12. Obtaining the necessary 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 managing corporate projects that allows you to manage projects of any complexity and includes a family of the following software products:

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

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

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

1. built-in system of risk analysis and reserve management by terms and cost of work;
2. the ability to create, store and include standard 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– a professional version designed to automate project management processes in accordance with the requirements of 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 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, groups of projects, 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 together with Project Planner in the corporate project management system.

open plan(developed by Welcom Software Technology, now Deltek) provides full-scale multi-project management, critical path planning and enterprise-wide resource utilization optimization. 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 performers.

1. Briefly describe the project - create hierarchical structure of work.
2. Determine which cost components will be used for financial analysis and project management.
3. Make a list of operations (works, tasks) of the project and set their characteristics.
4. Make a list of project resources and set their characteristics,
5. Set the relationship (restrictions on the order of execution) of the project operations.
6. Assign resources to execute project activities.
7. Assign costs to activities, resources, and project assignments.
8. Set restrictions on financing, supplies, deadlines for the execution of operations.
9. Make a schedule for the execution of the project, taking into account all restrictions.
10. Optimize the composition of the resources used.
11. Determine the budget and timing of the project's planned costs.
12. Identify and model risks and uncertainties.
13. Determine the necessary reserves, costs and material requirements for the implementation of planned indicators with a given reliability.
14. Present planned information to management and performers.

During the execution of the project, these systems allow.

1. Keep records.
2. Analyze performance deviations from the planned.
3. Predict future project parameters.
4. Model management actions.
5. Maintain project archives.

1.3. test questions

1. What is a project?
2. What properties does the project have?
3. What is the project life cycle and what are its phases?
4. What is the result of the project?
5. What project parameters act as managed parameters?
6. What are the tasks involved 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. What tasks are project management systems used for?
10. What project management systems are common in the Russian software market?
11. What are the steps to follow to create computer model project?
12. What means of project execution control do project management systems have?

Chapter 1 Introduction to Project Management

Project

What is a project? All of us are constantly carrying out projects in our Everyday life. Here simple examples: preparing for an anniversary, renovating an apartment, doing research, writing a book ... All these activities have a number of common features making them projects:

1. they are aimed at achieving specific goals;
2. they include the coordinated execution of interrelated activities;
3. they have a limited extent in time, with a definite beginning and end;
4. All of them are in some way inimitable 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 obtaining certain results - in other words, they are aimed at achieving goals. It is these goals that are driving force project, and all planning and implementation efforts are made to ensure that these goals are achieved. The 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 the development of a database, the development of mathematical and software, system testing. In database development, in turn, lower-level goals can also be distinguished - the development of the logical structure of the database, the implementation of the database using the DBMS, data loading, and so on.

The fact that projects are goal oriented makes a lot of sense in managing them. First of all, he suggests that an important feature of project management is the precise definition and formulation of goals, starting from the highest level, and then gradually descending to the most detailed goals and objectives. It also follows that the project can be seen as the pursuit of carefully chosen goals, and that moving the project forward is associated with the achievement of higher and higher levels of goals until the final goal is finally reached.

Coordinated execution of interrelated activities.

Projects are inherently complex. They involve performing numerous interrelated activities. In some cases, these relationships are quite obvious (for example, technological dependencies), in other cases they are of a more subtle nature. Some intermediate tasks cannot be implemented until other tasks are completed; some jobs can only run in parallel, and so on. If the synchronization of the execution of different tasks is broken, 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, consisting of interconnected parts, and the system is dynamic, and, therefore, requires special approaches to management.

limited time span.

Projects are completed over a finite period of time. They are temporary. They have a more or less clearly defined beginning and end. The project ends when its main goals are achieved. Much of the effort involved in working with a project is directed specifically 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.

The difference between the project and production system is that the project is a one-time, non-cyclical activity. Serial production, on the other hand, does not have a predetermined end in time and depends only on the presence and magnitude 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 certain period, based on a given budget, or the fulfillment of certain orders that have a contractual delivery time.

The 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 fully compatible with it. On the contrary, the project often becomes the main form of activity of the firm.

Uniqueness.

Projects are, to a certain extent, unique and one-time events. However, the degree of uniqueness can vary greatly from one project to another. If you are engaged in the construction of cottages and are building the twentieth cottage of the same type, the degree of uniqueness of your project is quite 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 found in the specifics of a particular 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 in this case can only give you limited clues about what to expect on a project, it is full of risk and uncertainty.

Project management

Lerman's well-known law states: "Any technical problem can be overcome with enough time and money," and Lerman's corollary elaborates: "You will never have enough time or money." It was to overcome the problem formulated in Lerman's investigation that the methodology for managing activities based on the project was developed. And the spread of this management technique to various areas of activity is additional proof of its effectiveness. If you ask a manager to describe how he understands his main task in the implementation of the project, then most likely he will answer: "Ensure the work is done." This is indeed the main task of the leader. But if you ask the same question to a more experienced manager, you can hear a more complete definition of the main task of the project manager: "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 the activities aimed at the implementation of the project with the maximum possible effectiveness given time constraints, money (and resources), as well as the quality of the final results of the project (documented, for example, in terms of reference).

In the 30+ years that project management technology has been in use, a number of methodologies and tools have been developed to help project managers manage these constraints.

In order to cope with time constraints, methods are used to build and control work schedules. To manage monetary constraints, methods of forming financial plan(budget) of the project and, as work progresses, adherence to the budget is monitored to ensure that costs do not get out of control. To perform 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, it is the most difficult to control the constraints on the intended outcomes of the project. The problem is that assignments are often difficult to both formulate and control. To solve these problems, in particular, methods of quality management are used.

So, project managers are responsible for three aspects of project implementation: timing, costs and quality of the result. In accordance with the generally accepted principle of project management, it is believed that effective time management is the key to success in all three indicators. Project time constraints are often the most critical. Where project deadlines are seriously delayed, cost overruns and substandard performance are very likely to result. Therefore, in most project management methods, the main emphasis is on scheduling work and control over compliance with the calendar 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 from DuPont, exploring the possibilities of more effective use owned by the Univac computer company, joined forces with D. Kelly of the Capital Planning Group at Remington Rand. They tried to use a computer to draw up scheduling plans for major projects to modernize DuPont factories. 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 created the PERT (Program Evaluation and Review Technique) method for analyzing and evaluating programs. This method was developed by Lockheed Corporation and the consulting firm Booz, Allen & Hamilton for the implementation of the Polaris missile system project, involving about 3800 major contractors and consisting of 60 thousand operations. Using the PERT method allowed the program management to know exactly what needed to be done at any given time and who exactly should do it, as well as the likelihood of individual operations being completed on time. The management of the program was so successful that the project was completed two years ahead of schedule. With such a successful start, this method of management was soon used for project planning throughout the US military. The technique has proven itself well in coordinating the work performed by various contractors as part of large projects to develop new types of weapons.

Large industrial corporations began to apply a similar management technique almost simultaneously with the military to develop new types of products and modernize production. The method of work planning based on the project has been widely used in construction. For example, to manage a hydroelectric project on the Churchill River in Newfoundland (Labrador Peninsula). The cost of the project was 950 million dollars. The hydroelectric power plant was built from 1967 to 1976. This project included more than 100 construction contracts, some of which cost as much as $76 million. In 1974, the progress of the project was 18 months ahead of schedule and within the planned cost estimates. The customer for the project was Churchill Falls Labrador Corp., which hired Acress Canadian Betchel to develop the project and manage construction.

In essence, a significant gain in time was formed from the use of precise mathematical methods in the management complex complexes work, made possible by the development computer science. 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 at the origin of planning were designed for powerful mainframe computers and networks of minicomputers.

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 network planning methods. These systems were aimed at highly professional managers managing the development of the largest projects, who are well acquainted with network planning algorithms and specific terminology. As a rule, project development and project management consultations were carried out by special consulting firms.

The stage of the most rapid development of project management systems began with the advent of personal computers when the computer became a working tool for a wide range of managers. A significant expansion of the circle of users of management systems has given rise to the need to create systems for managing projects of a new type, one of key indicators of such systems was ease of use. Management systems of the new generation were developed as a project management tool that is understandable to any manager, does not require special training and provides easy and quick start-up. Time Line belongs to this class of systems. The developers of new versions of systems of this class, trying to maintain the external simplicity of the systems, invariably expanded their functionality and power, while maintaining low prices, which made the systems available to firms of almost any level.

At present, the United States has already developed a deep tradition of using project management systems in many areas of life. Moreover, the bulk of the planned projects are small projects. For example, research conducted by InfoWorld weekly showed that fifty percent of US users require systems that can support schedules of 500 to 1,000 jobs, and only 28 percent of users develop schedules containing more than 1,000 jobs. In terms of resources, 38 percent of users need to manage 50 to 100 resources in a project, and only 28 percent of users need to manage more than 100 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 figures can serve as a starting point for a manager considering the usefulness of moving to a project-based form of managing the activities of his own organization. As you can see, the application of a project management system in practice can be effective for very small projects.

Naturally, with the expansion of the circle of users of project management systems, there is an expansion of methods and techniques for their use. Western computer magazines regularly publish articles on project management systems, 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 scope of activity and the adopted work organization system. However, each project can be divided into the initial (pre-investment) stage, the stage of project implementation and the stage of completion of the project. It 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 and tools used.

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

Project Formulation essentially implies a project selection function. Projects are initiated as needs arise that need to be met. However, in conditions of scarcity of resources, it is impossible to satisfy all needs without exception. You have to make a choice. Some projects are selected, others are rejected. Decisions are made based on the availability of resources, and first of all financial opportunities, the relative importance of meeting some needs and ignoring others, the relative effectiveness of projects. Decisions on the selection of projects for implementation are all the more important the larger the project is envisaged, since large projects determine the direction of activities for the future (sometimes for years) and link available financial and labor resources.

The defining indicator here is the opportunity cost of investments. In other words, by choosing project "A" rather than project "B", the organization refuses the benefits that project "B" could bring.

For comparative analysis projects on 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 managing projects 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 during the entire period of the project. Early in the life cycle of a project, an informal preliminary plan is usually developed - a rough idea of ​​what will need to be done if the project is to be implemented. The decision to select a project is largely based on preliminary plan evaluations. Formal and detailed project planning begins after the decision to implement it is made. Key points (milestones) of the project are determined, tasks (works) and their mutual dependence are formulated. It is at this stage that project management systems are used, providing the project manager with a set of tools for developing a formal plan: tools for building a hierarchical structure of work, network graphs and Gantt charts, assignment tools and resource load histograms.

As a rule, the project plan does not remain unchanged, and as the project is implemented, it is subject to constant adjustments taking into account the current situation.

Implementation. After the approval of the formal plan, the manager has the task of implementing it. As the project progresses, managers must constantly monitor the progress of work. Control consists in collecting actual data on the progress of work and comparing them with the planned ones. Unfortunately, in project management, you can be absolutely sure that deviations between planned and actual indicators always happen. 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 is behind schedule beyond an acceptable level of variance, a decision may be made to speed up certain critical tasks by allocating more resources to them.

Completion. Sooner or later, but projects come to an end. The project ends when the goals set for it are achieved. Sometimes the end of a project is sudden and premature, as when a decision is made to terminate the project before it is completed on schedule. Be that as it may, but when the project ends, its leader must perform a series of activities that complete the project. The specific nature of these responsibilities depends on the nature of the project itself. If equipment was used in the project, it should be inventoried and possibly transferred for a new use. In the case of contract projects, it is necessary to determine whether the results satisfy the conditions of the contract or contract. It may be necessary to produce final reports, and organize interim project reports in the form of an archive.

Chapter 2. Project Management - Basic Concepts and Methods

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 in 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 used in all large companies in the world. Project management software installed worldwide on millions of computers - just a package Microsoft Project installed on more than two million computers. The Project Management Institute Project Management Association (Project Management Institute) unites about 40 thousand members and has branches on all continents except Antarctica. Recently, its Moscow branch was formed. Now in our country more and more organizations are using project management technology and interest in this technology is constantly growing.

Consider the basic concepts and methods of project management.

Project is a temporary venture designed to create unique products or services.

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

"Unique" means that the created products or services are significantly different from other similar products and services. Project examples: 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 the project necessitates the consistent refinement of their characteristics as the project progresses.

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

Project management is subject to a clear logic that links the various areas of knowledge and project management processes.

First of all, the project necessarily has 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, the technologies used in the project, the project management system).

Achieving the goals of the project can be implemented 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. At the same time, planned goals and quality usually serve as the main constraints when considering and evaluating various options. Of course, it is possible to use other criteria and restrictions - in particular, resource ones.

Project management requires leverage. It is possible to influence the ways of achieving the project results, goals, quality, timing and cost of work by choosing the technologies used, the composition, characteristics and assignment of resources for the performance of certain works. Thus, the applied technologies and resources of the project can be attributed to the main levers of project management. In addition to these basic, there are auxiliary tools designed to manage the main ones. Such auxiliary control levers include, for example, contracts that allow you to attract the right resources at the right time. In addition, for resource management, it is necessary to ensure the effective organization of work. This concerns the project management structure, the organization of information interaction between project participants, and personnel management.

The information used in project management is usually not 100% reliable. 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 project life cycle. To implement various project management functions, actions are required, which are referred to as 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 the project;
• Planning processes - definition of the goals and criteria for the success of the project and the development of working schemes for their achievement;
• Execution processes - coordinating people and other resources to carry out the plan;
• Analysis processes - determining the compliance of the project plan and execution with the set goals and success criteria and deciding on the need to apply corrective actions;
• Management processes - determination of the necessary corrective actions, their coordination, approval and application;
• Completion processes - formalizing the execution of the project and bringing it to an orderly final.

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 deadlines for the execution of work, resource consumption, necessary costs,
• optimally organize the execution of work and the interaction of project participants,
• carry out quality planning and 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 emerging deviations,
• simulate corrective actions on information models projects and make informed management decisions,
• maintain archives of projects and analyze the experience of their implementation, which can be used in other projects, etc.

Next, we will consider project management processes, methods for cost analysis of project execution, methods for analyzing project risks, software project management, project management organization.

Chapter 3. Key definitions and concepts of methods for planning, organizing and controlling projects.

Work in the project plan represents some activity required to achieve specific results (lower-level end products). Thus, the activity is the basic element (discrete, component) of the activity at the lowest level of detail, which takes time to complete and which can delay the start of other activities. The moment of completion of the work means the fact of obtaining the final product (the result of the work). Work is a basic concept and provides the basis for organizing data in project management systems. In practice, the term task is often used to refer to a detailed level of work. In a general sense, these two terms are synonymous. The term task, however, takes on other formal meanings in specific planning contexts. For example, in the aerospace and defense fields, a task often refers to a top summary work level that 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 status of completion of certain activities. In the context of a project, managers use milestones to indicate important milestones to be achieved in the course of a project. The sequence of milestones defined by the manager is often referred to as a milestone plan. Dates of achievement of the respective milestones form a calendar plan for milestones. An important difference between milestones and activities is that they do not have a duration. Because of this property, they are often referred to as events.

Precedence relationships (logical dependencies) - reflect the nature of dependencies between jobs. Most project relationships are of the end-to-start type, where subsequent work can only begin when the preceding work is completed. The precedence links form the structure of the network. The set of relationships between activities is often also referred to as the project logical framework because it determines the sequence in which the activities are to be completed.

Network diagram (network, network graph, PERT diagram) - graphic display of the project work and their interrelations. In project planning and management, the term network refers to the full range of activities and project milestones with the dependencies established between them.

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

There is another type of network diagram, called a vertex-event network, which is less commonly used in practice. With this approach, work is represented as a line between two events (graph nodes), which in turn display the beginning and end of this work. PERT charts are examples of this type of chart. Although in general the differences between these two approaches to representing the network are insignificant, the representation of more complex relationships between activities by a vertex-event network can be quite difficult, which is the reason for the less frequent use of this type.

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

Network planning methods - 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) developed almost simultaneously and independently. The first method was developed in 1956 for scheduling large-scale work packages for the modernization of DuPont factories. The second method was developed by Lockheed Corporation and the consulting firm Booz, Allen & Hamilton for a major project to develop the Polaris missile system.

critical path - the maximum duration of the 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 shortest total duration of work on the project as a whole. The duration of the entire project as a whole can be reduced by reducing the duration of the tasks that lie on the critical path. Accordingly, any delay in the completion of tasks on the critical path will result in an increase in the duration of the project.

The concept of the critical path ensures that the manager's attention is focused on critical activities. 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 set of works based on the described logical structure of the network and estimates of the duration of each work, determine the critical path of the project.

Time slack or slack is the difference between the earliest possible completion time for the job and the latest possible completion time for the job. The managerial meaning of the temporary reserve is that, if necessary, to resolve 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 duration of directly related tasks. Activities on the critical path have a slack of zero.

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

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

• structuring work into main components and subcomponents
• ensuring the focus of activities on achieving the whole range 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.

Structural scheme Organizations . The Organizational Structure Chart (OCS) has a format similar to that of the CPP. Each element of the lower level in the CPP must correspond to one or more elements from the CCO. Thus, CCO is a means of identifying who is responsible for performing work in complex organizations and provides a basis for developing the structure of an accountability system.

Resources- providing components of activity, including performers, energy, materials, equipment, etc. Accordingly, with each job, you can associate the function of the need for resources.

Resource Assignment and Leveling . Resource assignment and leveling techniques allow a manager to analyze a network plan built using the critical path method to ensure that certain resources are available and used throughout the life of the project. The purpose of resources is to determine each job's need for different types of resources. Resource leveling techniques are, as a rule, software-implemented heuristic scheduling algorithms with limited resources. These tools help the manager create a realistic project schedule, taking into account the project's resource requirements and the resources actually available at the time.

Resource histogram - a bar chart that displays the needs of the project in a particular type of resource at any given time.

Resource calendar planning - planning the timing of the start of work with limited available resources. Checking the resource feasibility of the calendar plan requires a comparison of the availability functions and the need for resources of the project as a whole. By shifting non-critical activities up to their late start (end) dates, you can modify the resource profile to ensure optimal use of resources.

The information obtained as a result of the resource analysis of the project helps to focus the attention of the manager and team members on those moments of work where effective resource management will be a key success factor.

Project Feasibility Analysis - the concept of realizability has a number of its varieties: logical realizability (taking into account logical restrictions on the possible order of work in time); time analysis (calculation and analysis of the 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 of available or available resources at each moment of the project execution time); financial feasibility (ensuring a positive balance of cash as a special type of resource).

original plan - a project work execution plan containing initial information about the main time and cost parameters of the work, which is accepted for execution. In the original plan, the scope of work, the planned start and finish dates for the project tasks, the duration of the tasks, and the estimated cost of the tasks are usually fixed.

Copyright © 1999 by A-Project Technologies

The managed project parameters are:

Volumes and types of work on the project (see Ch. 13, 14, 17);

Cost, costs, project expenses (see ch. 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 Chapters 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 ch. 7, 19) ;

The quality of design decisions, 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 managed subsystem, and the managing subsystem is project management.

Project environment

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

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, and certain links must be defined and maintained between the selected elements.

The division of the entire sphere of activity, in which the project appears and develops, into the "project" itself and the "external environment" is to a certain extent conditional. 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, moving into the project from the external environment and vice versa.

2. A number of elements of the project can be used both in its composition and outside it. A typical example of this can be 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 is 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 studied:

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.

Rice. 2.6.1. The project and its environment

Project cycle

The period of time between the moment a project appears and the moment it is liquidated is called project cycle (they also say project life cycle).

Project life cycle is the initial concept for studying 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 does not yet exist" to the state when "the project no longer exists". The principal 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 a project can be:

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

Transfer of project personnel to another job;

Achievement by the project of the set results;

Termination of project financing;

Start of work on making 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 the project and the fact of its liquidation are formalized by official documents.

The states a project goes through are called phases (stages, stages).

A universal approach to dividing the project implementation process into phases does not exist. Solving such a task for themselves, project participants should be guided by their role in the project, their experience and specific conditions for the implementation 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, if only such a division reveals some important milestones, during the passage of which additional information is viewed and possible directions for the development of the project are assessed.

Notes. The range of resource requirements is determined by the type and complexity of the project.

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

Rice. 2.7.2. The World Bank Project Cycle (according to Waren C. Baum "Project Cycle", World Bank publication, 1993)

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

In relation to very large projects, such as the construction of a subway, the development of an oil and gas field, etc., the number phases And stages 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 with the need for more careful 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 phases And stages it is almost impossible to carry out the project in a logical and temporal sequence. The problems associated with this are solved with the help of the experience, knowledge and skill of the specialists working on the project.

 

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