Project manager motivation system. Formation of the bonus fund for the project. Motivation at the project closing stage

The developed motivation system was supposed to help the company achieve several goals. One of them is to increase staff loyalty and reduce the number of caregivers. own will. To achieve this goal, within the framework of the new personnel motivation system, a whole range of measures was proposed, including the improvement of the remuneration system, as well as methods for improving the social standards of the enterprise.

Another, no less important goal of the company was to increase the efficiency of activities, which should have resulted in an increase in gross profit received from the implementation of implementation projects. software. To achieve this goal, bonus systems were developed for employees involved in the implementation of projects, including:

sales managers;
project managers;
department heads;
leading experts;
"ordinary" employees.

Let us briefly consider the results of introducing some elements of the motivation system.

Award for employees performing work in projects

As it was

For employees working on a project, a post-project bonus was previously applied. The amount of the bonus was determined based on the actual time worked by each employee in the project.

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

How did it become

The basis of the new system of motivation for employees performing work in projects is a brigade bonus system based on labor participation rates (LFC). To determine the contribution of each member of the project team to the overall result, the planned labor costs and estimates are used, which are set by the customer (project manager) on a five-point scale to all members of the project team.

Result

The transition from actual to planned costs as the basis for calculating bonuses immediately led to positive results, but it took some time to improve the process of setting and evaluating targets.

If earlier employees accepted tasks like “go there - I don’t know where, do that - I don’t know what” and went long time, reporting for the "worked" hours, now they began to demand a clear statement of the problem. This approach, in turn, made it possible to significantly raise the level of quality of scheduling and labor intensity of work in the project.

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

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

The distribution of estimates in a working system should have the form of a normal function (Fig. 1), while the peak (expected value) should be close to the most expected result (average estimate), and the spread of parameters (variance) should be significant (20–40%).

If the overwhelming percentage of ratings is average, this means that the system is not used. If the average drifts to the left or right, then the grading criteria are incorrectly defined for the organization, job type, staff skill level, etc. and should be reviewed.

Rice. 1. Types of distribution of estimates.

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

Rice. 2. Results of system operation.

The graph shows that the mechanism works, since about 25% of the ratings are above or below the average. However, extreme marks are not given. If this situation continues for a long period (within three months), it is necessary to analyze and correct either the assessment criteria or the assessment process itself.

Project Managers Award

As it was

Project managers received a bonus based on the decision of the director at the end of the project. If it seemed to him that the project was completed successfully, the bonus was paid. In fact, they did not control this process.

How did it become

In the new motivation system, the size of the project manager's bonus is calculated based on the profit from the project and actual deviations from the planned parameters. In addition, part of the award is distributed to leading specialists who also make a significant contribution to the implementation of the project.

Result

A positive result of the introduction of the system was greater certainty. Now the project manager can estimate the amount of the bonus he will receive and link it to the results of his work.

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

The company decided to get serious about training project managers and raise the level of project management in the company as a whole.

Sales Managers Award

As it was

Sales managers received a bonus in the form of a percentage of the planned profitability of projects upon receipt of money from the customer. Such a scheme had several drawbacks: sales managers were not interested in reducing the real cost, and their interest in the actual closing of contracts (signing acts of work performed) was extremely low, since a significant part of the bonus was paid on the basis of intermediate payments.

To improve motivation systems, you can successfully use an approach called the PDCA cycle (basic management cycle)

Such a system led to the fact that cases of concluding a contract “at any cost” began to appear, namely, estimates of the cost of the project were underestimated in order to reduce its price for the customer, and then there was an excess planned cost upon the implementation of the project. As a result - a significant decrease in profitability or even work at a loss. But the sellers didn't care...

How did it become

New system motivation has changed the rules of bonuses. Now the amount of the premium is paid on the basis of actual profitability, and the main part of the payment of the premium is transferred to the moment after the signing of the certificate of completion and payment by the customer of the entire amount stipulated by the contract. Figure 3 shows the distribution of bonus amounts in the old and new commission schemes.

Rice. 3. Distribution of commission payments.

Achieving a good result now requires the coordinated work of employees of commercial and production units throughout the project, from the assessment of labor intensity and pricing to the completion of work and delivery of results to the customer.

Result

The proposed bonus system caused a sharp rejection of some employees of the sales department. They did not feel responsible for the results of the projects, considering it the prerogative of the production departments. However, after a few months, almost everyone in the sales department realized the importance of permanent job with the customer and the timely closing of contracts, except for one that spoke out sharply negatively against the new system.

An analysis of the work of sales managers showed that the employee who was the most active critic of the new motivation system had the most problematic projects, characterized by large receivables, deadlines being exceeded, and low customer satisfaction. I will not describe his further fate, it has nothing to do with the motivation system.

Department Head Awards

As it was

The bonus for the heads of technical departments was previously calculated on the basis of the time that the employees of the departments entrusted to them worked on projects. This system was introduced during the crisis, when the flow of orders was inconsistent. It allowed to reduce the financial burden on the company and retain staff. However, in recent years, the company has had no problems with orders, and the system has not only lost its relevance, but has also become a certain obstacle to the development of the company's personnel.

How did it become

In the new motivation system, the size of the bonus for department heads depends on the performance of the department's employees. The amount of their bonus is calculated on the basis of the average score (assessment) of the employees of the unit. This should direct them to quality control of the work of employees and to improve the technology of work.

Result

Setting the size of the project manager's bonus depending on the results of the work of employees from the very beginning gave its results. They acted as a kind of opponents to project managers, who basically give marks for work. An analysis of each assessment below the average is carried out, actions are taken to improve the level of quality of work.

The introduction of a motivation system and an increase in labor efficiency can become a catalyst for other positive changes in the company

However, as the results of the operation of the new motivation system showed, the size of bonuses for department heads change very little, since the average assessment of employees always tends to the average score. The maximum deviation from the average score did not exceed 3%. This, in general, is better than it was under the old system, where the amount of bonuses did not depend on the quality of work of employees in general, but not enough to use the full potential of the new motivation system. In this part, the motivation system requires further improvement and fine tuning.

"Side" effects of implementation

The introduction of the motivation system initiated the improvement of other processes in the company, which, at first glance, are not directly related to personnel management.

Firstly, managers began to fight for profit, and not just the director. Moreover, they began to demand and, most importantly, look for ways to improve the accuracy of calculations financial result project. The economic model has improved, the accuracy of calculating the financial result of the project has increased. Prior to the start of the project, a reasonable analysis of possible changes in project indicators was carried out in case of materialization of various risks.

Secondly, the company thought about the expediency of attracting subcontractors. On the one hand, the cost of subcontracted resources is higher than their own, but on the other hand, it is not. fixed costs for their maintenance, but you can attract them almost at any time and in any volume.

In Figure 4, you can see several options for calculating profitability with different ratios of own and attracted labor resources depending on the load of the company with projects.

Rice. 4. Profitability with different project loads.

findings

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

the problem of staff leaving has decreased;
the discipline of project implementation has improved;
increased labor productivity.

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

At the same time, there are separate elements that require further development and improvement, because motivation systems are not static. Their goals and objectives change simultaneously with the goals and objectives of the company. Any, even the most perfect, motivation system eventually loses its effectiveness and, at best, becomes useless, and at worst, it interferes with the work and development of the enterprise. Therefore, the motivation system must be constantly improved and developed. An approach called the PDCA cycle (often referred to as the main control cycle) can be successfully used for this.

In addition, it must be remembered that the introduction of a motivation system and an increase in labor efficiency can become a catalyst for other positive changes in the company. In our case, this is:

improvement of project management technology;
training;
introduction of new production technologies.

The effectiveness of the motivation system should be constantly monitored. Performance criteria should be external to the system. For example, this may be the profitability of the project, stock balances, receivables, the percentage of marriage or the percentage of staff rotation.

In addition, the motivation system should have built-in mechanisms for monitoring the effectiveness of the tools and methods used by it. This is especially important if the motivation system, as in the case described, uses some subjective criteria for evaluating the work of personnel.

If the motivation system is developed by external consultants, the customer must get him to develop such mechanisms and learn how to manage the improvement and development of the motivation system to keep it up to date for the company and improve it if necessary. This will improve the efficiency and duration of the motivation system.

The role of motivation in project success

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

Types of motivation

The types of motivation that are discussed in this article, in general, correspond to the pyramid Maslow. Here they are:

Reward Motivation
Bonus (performance bonuses)
Job security
Status upgrade
Professional growth, obtaining project experience
Sense of responsibility for the result
Feeling the importance of a personal contribution to overall success
Satisfaction with the result.

Team motivators can be added to this list:

Sense of reliability in the team
Partnership.

We can now move on to a more detailed description of these factors.

Reward Motivation is the starting motivating factor. Of course, if you pay little, then no one will take the job. And it is not enough – concerning average market indicators. But after the employee has become involved in the project, the motivating effect of monetary rewards sharply weakens. The employee reacts seriously to abrupt (at least 25%) changes. But this reaction is short-lived. So, if you increase the salary of a consultant, well, let's say, by 1.5 times, then for the first month at most he will work more intensively, and then return to his usual rhythm. That is, the effect of habituation will work. It is impossible to raise wages permanently, because financial resources are always limited, especially in projects with a limited budget.

It is also necessary to take into account the fact that employees respond to a relative increase in remuneration, and not to an absolute one. Therefore, the higher starting conditions by salary, the harder it is for the project sponsor to motivate employees to increase it. It is clear that if the salary is 1000, then an increase to 1500 is seriously motivating, although only once. And if the salary is 5000, then an increase to 5500 practically does not motivate the employee. At the same time, the monthly costs of the sponsor increase in both cases by 500.

Conclusion : Remuneration (or salary) of sufficient magnitude to ensure that the necessary qualified resources are attracted to the project. But this factor has little effect on increasing the efficiency of employees. Therefore, it cannot be considered effective tools staff motivation.

Motivation by bonuses (bonuses for results)– almost the same as motivation by reward. But this is a more effective mechanism for motivating staff in project work. In doing so, it must be observed following conditions:

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

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

Another point - in some way "value for money": the effort expended to receive the award must be adequate to the award itself. You should not expect from employees that they will sit at night if the bonus does not help, at least, organize a good rest, pay for health restoration activities.

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

Job security motivation- during the period of economic recovery, it motivates people very little, since there is always somewhere to go. In times of recession, crisis - it motivates much more. But at the same time, the employee must clearly understand that improving the quality of project tasks will save him from dismissal, and vice versa. Unfortunately, in times of crisis, not everything depends on the efforts of employees. And if people feel that little depends on their efforts, then the threat of losing their job demotivates. In this case, the same effect of addiction operates, but now to the “bad” one.

Conclusion : This method of motivating by threat leads to the deterioration of morale in the project. Do not make this method of motivation the main one. But it cannot be completely abandoned. In addition to opportunities, employees must feel threats.

Status promotion motivation is quite an important factor. Of course, it affects employees in different ways, because there are people with clearly defined career (in a good sense of the word) aspirations, and there are people who are somewhat indifferent to this. In modern Russian companies this mechanism is declared, but it is weakly used. Maybe I was just unlucky, but I personally did not receive any clear plan my career development. Unfortunately, the only serious way to advance your career is to move to another company. But this is not the topic of this article.

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

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

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

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

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

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

motivation responsibility for results some kind of "negative" motivator. But if used constructively, this mechanism can be very stimulating for employees. If the employee is not only subject to regular checks of the results of his work by the manager, but feels the need for his work, feels that the results of his work are needed for the project, that his colleagues are waiting for them, that “if not him, then no one” - the employee will be forced (if he is not an incorrigible saboteur) to make additional efforts to achieve the necessary goals. Here, almost everything depends on the project manager, on the management system created by him, on the internal atmosphere of the project.

Conclusion : this is a necessary motivator, the core of the entire system of project motivation. Without this method, everything else becomes meaningless. Proper application of this mechanism is the responsibility of the project manager. It all depends on his professionalism.

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

Conclusion : the manager should not forget to note the contribution of each employee included in the project team. And in the future it will bear fruit. In general, managers need to communicate with the team as often as possible, with everyone together and individually, encourage employees, praise them, and the like. Naturally, observing the correct proportions.

Motivation by satisfaction with the result - based on human creativity. The main thing is that it should be noticeable not only to the employee himself, but also to his colleagues. It is necessary to discard the skeptical attitude towards innovative proposals and encourage employees to be creative. In IT projects, it is impossible to do without it. Again, without forgetting the main task of the project - achieving a result.

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

Demotivating factors (internal and external)

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

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

Low remuneration
bad system bonuses
Lack of perspective
Poor project management, lack of results monitoring
Routine work, inability to acquire new knowledge and skills
Disregard for employees.

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

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

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

Bad reward system- an indistinct bonus system, without clear rules and amounts, has a depressing effect on employees. Employees are beginning to realize that getting a bonus will be as difficult as winning a lottery. In the best case, labor productivity will remain at the same level, and most likely it will decrease. Here, the project manager also needs to feel such moments and immediately signal to the appropriate line manager. True, unfortunately, the project manager may not know anything about bonuses for his team members, influencing the bonus calculation only indirectly. The task of line managers, the company as a whole is to develop and apply a clear bonus system. The requirements for it are given in the description of bonus motivation.

Conclusion : if it is possible to influence the bonus system for employees, the project manager should do it.

Lack of perspective- if an employee does not know what will happen to him after the project, he will not strive to complete it on time. If an employee does not understand how the success of the project will affect his progress, he will not strive to work efficiently. If the project does not give anything to the employee in professionally if its impact on wage growth is not clear, no one will expect good work on the project from this employee.

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

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

Conclusion : Everything is in the hands of the project manager. Having created a clear project management system, working on the Plan-Do-Check-Act cycle, correctly leading project documentation, the manager will be able to turn the situation around.

Routine work, inability to acquire new knowledge and skills. As already mentioned above, consultants need new tasks, new horizons for their professional growth. Of course, a project cannot do without a routine, but it is necessary to properly redistribute such work among the employees in the team, taking into account their qualifications, inclinations and character traits.

Conclusion : The project manager must correctly distribute tasks among the project team members.

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

Conclusion : The project manager must know his people and give them the attention they need.

Consider external demotivating factors. They are connected either with the general state of the economy or with the economic state of the customer's company and/or the contractor's company. Force majeure situations will not be considered.

These are the factors:

Recession in the economy
Deterioration of the client's financial situation
Deterioration of the financial situation of the contractor.

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

Motivational policy of the project manager

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

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

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

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

teambuilding in the correct sense of the term

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

Team building should go on in the project constantly. It plays a huge role in this personal communication. It is necessary to regularly hold general meetings, use brainstorming sessions to solve complex problems. It is necessary to force, if possible, problematic issues to be discussed at a personal meeting, and not to enter into endless “spam-like” correspondence by email. e-mail. Then people will feel each other, understand the usefulness and effectiveness joint work in a team. And joint activities, transparent and understandable, will motivate them to work better.

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

Accumulationexperience

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

Afterword

In this article, I did not try to teach anything. It's just my experience, it's the result of communication with colleagues. In my opinion, working with project participants is very important for its success. Underestimating it means increasing the risk of project failure.

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

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

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

the theory of A. Maslow (Abraham Maslow) about the five basic human needs;

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

theory of D. McClelland (David McClelland) about the needs of the highest level - power, success and belonging.

In principle, the motivation for working in a project is no different from the motivation current activities in the company, and readers wishing to obtain more information on this subject may refer to the relevant sources. The main features of motivation in the project:

distinguish between the motivation of employees involved in the execution of specific assignments and key participants - the project manager and team members, on whom the success of the project as a whole depends;

motivation is carried out throughout its life cycle;

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

Below we will consider a number of principles and solutions for building material motivation in project activities. Motivation salary at the functional place of the employee in matrix structure company refers to the elements of motivation operating activities companies and will not be considered.

5.1 General principles of motivation

Forming a system of motivation in the project, you must adhere to the following rules.

It is necessary to ensure a clear correspondence between the ongoing motivation and the performance of the project participant.

Motivation must be differentiated. It is necessary to develop various indicators of motivational schemes for different participants project activities, for example, different schemes for one-time work, project manager and team members.

The material motivation of employees (not team members) involved in the execution of specific assignments is based on the payment of remuneration for this work without reference to the success of the project. Payments are guaranteed and are made after the work is accepted by a team member or manager.

In its most general form, work motivation includes wages for specific tasks performed according to a schedule (although this contradicts Herzberg's theory), and bonus incentives for performance, extra effort, creativity at different phases of the project, etc. The first part is paid regularly .

Encouragement is not carried out on a regular basis (we can recall the traditional thirteenth salary), but only on milestones after receiving real measurable intermediate or final results / products of the stage, the project as a whole. Performance-based bonuses minimize the risks associated with an employee leaving a project before the project or stage is completed. In addition, this encourages key participants not to demonstrate the required performance in short periods, but to contribute to the implementation of the project (stage) as a whole.

When motivating, it is important to monitor the quality of the work performed. In the case of negative indicators of work on quality, minimization or deprivation of bonus payments is used, but not a decrease in wages.

It is necessary to ensure transparency and comprehensibility of bonus calculation schemes. The staff should be informed about the proposed motivational schemes before starting work on the project, and these proposals themselves should be an annex to the contract with the team member.

The project must use synergistic effects, combining material motivation and non-material mechanisms.

Encouragement must occur publicly (with the exception of salary payments, financial bonuses and bonuses).

The proposed motivation system must be implemented. Delaying payments after the successful completion of a job or project can lead to a change in morale and a decrease in the quality of subsequent projects.

All motivation schemes used in projects should be included in the project management standard and other documents describing the motivation policy.

It is preferable to use incentive options that can be quickly changed or suspended in the event of a deterioration in performance.

You can not create the feeling that rewards and other motivation schemes must be paid in the project.

From practice

Based on successful results final stage one big project, its leader received a valuable gift from the director of the company - a new expensive car. Rumors spread in the project team about the illegally large bonus and salary of the project manager, someone even began to talk about his financial fraud. The atmosphere was not the most pleasant. Indirectly, this reached the director of the company, who spoke at the next meeting and stated that this was his personal gift for the result of the project, made from personal funds. The situation immediately stabilized.

5.2 Options for the main financial mechanisms used

For the payment of wages, a project payroll fund (PWF) is formed, which is part of the estimate of the project itself or part of the PBF of the company. In the latter case, the project staff is fully paid from the company's budget, which is planned taking into account new projects. It should be mentioned that the salary of project team employees can be set at the level of 0.6-0.8 of the average salary of other company employees of the same competence (see the following case study). This is the so-called social component, guaranteed to the employee for the entire duration of the project, regardless of its development. This time-based part of the payment is tied to calendar payments and to tasks worked out under an agreement or contract.

The choice of this or that mechanism of additional encouragement is determined by a number of reasons. If the manager and the team are involved in the sale of the project, and they have a direct impact on the final revenue, then the bonus should take into account the profit received.

The bonus fund can be formed as a certain percentage (up to 25% in a number of development projects) of the amount of profit on an investment project, determined by the difference between the sale price of the project and full cost accounting. Sometimes these costs do not include the salaries of the company's employees participating in the project.

If the project manager is responsible for the implementation of an unprofitable project, then bonuses should be based on cost savings. The bonus fund can be formed as a certain percentage of cost savings (the difference between planned and actually implemented costs) or from the wage bill in development projects. The value of the bonus fund (PF), formed from the principles of saving the project, can be calculated as follows:

where PZ - planned costs, i.e. costs planned at the beginning of the project, including reserves for risk management; FZ - actual costs, i.e. costs actually incurred in the project; delay - delay in the completion of the project in time units (for example, in days or weeks); delay coefficient - the proportion by which the PF decreases for one delay period (for example, 0.1).

Profit-based incentives often lead to internal competition for more "lucrative" projects. It's good when it positively affects the formation of a portfolio of projects, but sometimes another one can be missed important project, the value of which is not only and not so much in profit, but in the subsequent impact on the business, for example, a development project. This situation often develops in company divisions that provide support functions for the main direction of the company - production or sales, for example, the personnel department, IT service, etc. They mainly implement costly projects, so their bonuses based on cost savings are the only possible ones.

The PF is usually allocated to the team at the discretion of the project manager or portfolio manager. At the same time, a part can go to bonuses for the involved functional performers in agreement with their leaders. The project manager himself must determine the principles for the distribution of remuneration, for example, taking into account the total amount of time spent in the project, the position of the employee, and the effectiveness of his work, determined according to expert assessments. An artificial increase in labor costs may indicate a lack of employee efficiency. This is offset by the fact that the assessment of the performance of the performer in the team is carried out by the project manager or specialized technical managers who are motivated to reduce them. The greater these complex indicators, the greater the share of bonus remuneration can be allocated to an employee. In case of low efficiency, no bonus is paid. The introduction of a negative coefficient is not recommended, as this leads to demotivation of the employee.

PF disbursements can, and I would argue, should be made incrementally as milestones or outstanding results are reached and as a result of the project as a whole. The first approach is more often used to stimulate the team and involved project participants, the second option is the main principle of motivating managers. It is such a complex payment option that is most often used, although in short-term investment projects The payout option is preferable.

The size of the bonus also depends on the position and degree of participation of a team member. Obviously, the project manager has the right to count on a higher percentage of remuneration than his administrator.

An interesting way of material incentives is the use of the labor participation coefficient (KTU), and it can vary from 1 (in the absence of bonus payments) to a value greatly exceeding 1 (in the case of effective work employee).

From practice

Construction holding LenSpetsSmu uses the so-called four-level motivational model:

Base salary and its components (50-60% of full salary).

Bonus part (month, quarter), depending on performance indicators (quality, time, cost savings), non-material payments are possible.

The main bonus for the result (in three stages - after the commissioning of the facility, after the completion of commissioning, after the completion of the entire project).

Notional wages (paid after two years if the employee is on the payroll).

5.3 Other financial incentive schemes

To other financial incentives for successful work in the project applied in the company may include:

Increasing wages in the project, depending on the efficiency of work;

Surcharges for combining the functions performed, night work, field salaries, bonuses for supervising the project;

Internal contracts for part-time work (in design organizations this is often called "surcharge");

One-time bonuses from the leadership reserve, valuable gifts, awards;

Providing additional holidays or days off, reduced or flexible working hours;

Provision of social programs (provision of vouchers to holiday homes, subsidized meals, interest-free loans, compulsory health insurance, kindergartens, transport, etc.).

From practice

In one of trading companies the project manager for the successful completion of the project conceptualization phase received an amount of $500 from the management reserve. With a successfully defended project plan, this amount doubled. The implementation and delivery of the result to the customer was rewarded with an amount of $2,000. And the successful completion of the project was also encouraged with an amount of $500. These awards were additional to the main schemes used in the project.

In the project organization, funds from the GIP reserve were allocated to encourage team members, and the successful involvement of the functional head of the department was also encouraged by a special reserve.

5.4 Non-monetary incentives

Non-material ways of rewarding for successful work in the project, used in the company, include traditional methods:

The correct definition and fixation of the role that is most comfortable for a team member when the team is formed taking into account the team roles inherent in the participants. If an employee is a leader by nature, positions himself in this way, members of his previous team recognize him as a leader, then in such a situation he can take the position of a subproject or direction leader in the team, he will be comfortable working and this will stimulate him. If you worked as a project controller last year and you are hired for the same role, recognizing all your previous skills and experience, then this is also nice and increases your efficiency.

Evaluation of the result of the work of the participant, public encouragement and informing about the personal or team success of the project at the general meeting of the company. Praise the participant in front of everyone at the meeting - and he will do more next time. You can e-mail congratulations for a job well done, be sure to notify the rest of the team, put the information on a company booth or website, or just make an announcement over the company speakerphone.

Recognition of competence. Tell the employee that you have it the best specialist in this area, make it a rule that all matters within his area of expertise must necessarily go through his approval as the most knowledgeable member of the team on the subject. This is very useful for increasing the efficiency of an employee and is also inexpensive and easy to use in practice.

Organization of personal events, celebration of personal anniversaries, birthdays at the expense of the company or project, holding corporate or team cultural programs.

Giving responsibility to an employee in the implementation of important tasks, delegating important cases, providing subordinates for a while, independence in decision-making. There is a whole category of people who like to be given a specific task or goal and not be disturbed during the entire time of its implementation. At the same time, they themselves choose the means to achieve this goal, the time, the necessary resources. Others prefer to be monitored and guided daily. Determine the preferences of your employees and use this to motivate their work.

Transfer of certain information to personnel. Personally tell the employee some of the information unknown to the rest, and emphasize the trust that you give him with this information. It doesn't matter that it's not confidential information, it is important that you send it personally this employee. He will appreciate this trust and will work more efficiently.

Advanced training, external training or work in a different setting, paying for books and study materials, or attending a conference. All this gives the staff new knowledge, an incentive to look at the project from the side (perhaps even from the side of the manager), increases the value of the employee in the present and in the future.

From practice

The author was negotiating with one of the companies that had an interest in teaching project management methodology. The contact was initiated by one of the employees of the company, who previously studied under a similar program. At the end of the negotiations, the head of the personnel service addressed the author with a strange request not to advertise the lists of trainees on the foreign market. When asked why this should be done, he said that their employee who initiated the contact no longer works for them, because after training he received a lot of offers from other companies and left.

Career or administrative growth in the company, approval by the manager of a new promising project after the end of the current project, employment of team members upon completion of the project with an increase in status and position. Many people like it, despite the fact that a member of the team - the project manager - has a glass ceiling. In projects, there is the possibility of horizontal transfer of managers to another project with an increase in position, the transfer of successful managers to more complex projects.

Motivation future perspective to a new room, comfortable workplace, computer support, personal transport, communications, maintaining an effective and promising team when assigned to another project.

From practice

Here is a list of motivational mechanisms used in large industrial enterprises.

Material incentives: enterprise awards, including cash bonuses; provision of sanatorium, tourist and other vouchers; increasing the comfort of working conditions (providing modern office equipment, communications, a comfortable workplace); providing additional leave; granting loans under the guarantee of the company; other material payments (temporary contracts, etc.).

Intangible incentives: public encouragement and informing about the success of the project on general meetings enterprises and in the media; informing all employees of the enterprise about the success of the project team; granting additional powers, expanding areas of responsibility when participating in projects; promotion of status and position after the successful completion of the project; priority right when appointed to leadership positions in other projects; development and training; application for incentives for contractors addressed to the head of the contractor.

5.5 Development of the motivation program

Motivation programs are usually included in the standard or regulation of project management in a company. They are developed for the entire project or even for a specific period of the project. The following order is recommended:

1. Evaluation. A survey of participants is conducted to determine satisfaction with the current motivation program and to identify which mechanisms work better and more efficiently. Proposals are collected, other sources of information are analyzed, and the direction of the program development is determined.

2. Development. The duration and budget of the new motivation program is determined. On the basis of available funds, incentive mechanisms are being developed.

3. Presentation. The motivation program is presented to the participants, comments are collected. If necessary, the program is finalized and resubmitted.

4. Execution. The motivation program is being implemented. At the end of the validity period, evaluation is carried out again.

From practice

One of the project manager big organization to create its own medical center (on the basis of the existing medical unit), the head of the same medical unit was appointed. The goal of the project included the creation of a business unit that completely solves all the problems of the organization's employees, as well as additionally serving some segments open market. The head physician was a remarkable specialist in his functional issues, but the project management was entrusted to him for the first time. The stage of preparation of the concept documents of the project was delayed. The project manager constantly referred to some of the uncertainties that existed in the project (indeed, the project budget was not entirely clear). In addition, inexperience in project management and extreme indecision affected.

The head of the organization met his old friend by chance, and during the conversation it turned out that he has a fairly rich experience in launching infrastructure projects, in particular in the medical field, and moreover, he has his own small medical clinic. The idea of possible joint cooperation in the implementation of the stalled project of the organization arose. New partner met with the project manager and began to identify his possible interests, including his own role in the project. His knowledge, as it turned out, was quite enough to provide the necessary marketing information, and to start the real launch of the project. And in principle, potentially he could perform the functions of the project manager. Moreover, the project was understandable for him, and he could well lead the center being created in the future, taking into account the merger with his clinic or even without this merger.

This was felt by the project manager himself, who began to feel some anxiety about the emerging competition. Fearing to lose this position, he began to filter information when passing it to a partner, showing even more nervousness and a tendency to conflict. He already saw himself as the future director of the new medical center. Naturally, this worried the head of the organization, who was forced to turn to an external consultant. After conducting detailed negotiations with all parties to the brewing conflict, the project manager and the partner were offered the following roles: the project manager remained in the same position for the time being and later held the position of production director of the future center (internal functional direction), while the partner became his deputy and in future - commercial director(marketing, foreign market, strategy).

Project teams need to be motivated. Nobody argues with this. The difference, as a rule, is in approaches to staff motivation. Today we will consider a variant of the motivation system for project teams at an industrial enterprise.

Project activity is fairly well covered in educational literature and the Internet, so this article does not cover the stages of project management. Let's focus only on the issues of creating an effective motivational environment for the employees involved in the project.

What projects are typical for manufacturing companies. The list is not so great:

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

All these projects involve a sufficiently large number of employees, their impact or scope affects the entire staff of the company. Therefore, having a motivated project team is of great importance.

In addition to the fact that the work of the involved employees is a priori more efficient, it is important how they form the information space of the project. How they speak about the undertaking, whether or not they believe in success, share values, and so on.

To form a system of motivation for project participants, several steps must be taken:

Distribution of roles in the team
Preliminary distribution of workload of project participants as a percentage of working time
Evaluation of the cost of labor costs of each member of the project team
Preparation and approval of the project team motivation system

Step 1 - Assign Team Roles

At this stage, it is necessary to determine the circle of employees who will participate in the motivation system. To do this, based on the schedule of the project, a specialist of the appropriate qualification is appointed for each of the works.

The motivation system assumes the participation of those employees whose participation is expected throughout the entire duration of the project, from the beginning to its completion.

Also, if necessary, employees whose participation is important for the implementation of important (key) milestones of the project can participate in the program. Without the implementation of which it is impossible to proceed to the next stage of work.

Step 2 - Calculation of the load of project participants

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

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

Step 3 - Estimating Labor Costs

This step will require information about the average salary of the employees involved in the project.

This information is needed in order to be able to objectively assess the cost of labor of each of them. We assume that the employee, continuing to work at the enterprise at the achieved level of payment, actually determines a fair remuneration for his qualifications and efforts.

Actually, right now, having summed up the estimated cost of labor costs for the project, we set the project's budget for wages. That is, the company will pay this time to employees in any case, since this is their main income at the place of work.

In the proposed version of the motivation system, in addition to the project wage fund, it is necessary to determine the motivation fund. It is proposed to set it equal to the payment fund.

That is, each member of the project team for the duration of the project can count on double payment.

For example, if Goryunov P.V. from the table above, the average salary was 30,000 rubles per month, then his personal motivation fund for the duration of participation in the project should not be less than 3,000 rubles for the same period.

Step 4 - Preparation and approval of the motivation system

It is at this stage that the “setting up” of the system of rewards for project participants is carried out. To do this, the following rules are introduced into the system:

The entire amount of the motivation fund is distributed proportionally throughout the entire duration of the project;
The payment of each part of the stipulated amount is “tied” to the implementation of an important project milestone (to the actual implementation of one of the stages);
The coefficient of labor participation of the project team is established upon the implementation of each of the stages. The group can increase or decrease this coefficient, thus redistributing the premium among the participants. The decision is up to the project manager;
After the successful (!) implementation of the project, the base part of the salary (salaries or tariffs) is recalculated in order to ensure their increase by a certain percentage.

All these rules must be described in the regulation on the motivation of project participants or other local act about wages. Why write it down, because the manager can always promise to pay these amounts without “conditions”?

If you want to work honestly with employees, write it down and do it. The lack of described reward rules breeds mistrust and low motivation. These are features of the production mentality, tested in practice. They can believe once, or they can misunderstand agreements / promises. Then you can't prove to the team that the administration has fulfilled its obligations.

Thus, the following system of motivation is obtained: in fact, employees receive an additional payment/surcharge to wages during their work in the project. Not for "mythical" economic effect after successful implementation, but for the actual and daily work on the project.

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

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

For "effective managers"

There is a constant discussion among interested parties that it is impossible to pay only for participation in the project. “We will pay for the result!!!” loud and confident remarks of effective leaders are heard.

You can take their side and agree with this approach. You will definitely find at least a hundred employees in your company with well-developed entrepreneurial skills and boundless trust in management. And of course, these workers will “burn out at work” in the expectation that in 6-12 months they will be paid a bonus of a whole million rubles.

Do you yourself believe in it?

Project activity is transparent and predictable, its results are controllable and measurable. This simplifies the development of a motivation system ...

Motivation system

Project activity is transparent and predictable, its results are controllable and measurable. This simplifies the development of a motivation system.

The motivation system can work perfectly in the conditions of normal operating activities. But the organization decided to make a qualitative leap and reach a new level. Often this decision results in the beginning of the project. Money is allocated, deadlines are set, and a responsible person is appointed. “Walk through the departments, get yourself a team and go!” - gives the installation of a top manager. It is not without difficulty that the project manager gathers the necessary professionals, but after a while he is surprised to find that no one but him is eager to fully work for the benefit of the project. This is because when it is implemented, the usual motivation system stops working.

In order for a person not to perceive work in a project as a “reference”, he must know that such activity is a chance to significantly improve his financial situation. Indeed, in addition to the salary, which no one is going to take away from him, he will also receive worthy bonuses in the project. This factor invariably entails a change in corporate culture: the employees form a stable idea that the project activity is prestigious, being selected to the project team is an achievement in itself.

How to build a system of material motivation for the project team? No one will give a definite answer to this question. Blindly copying someone's experience is not safe for business, because each company has its own specifics, experience, and management nuances. Nevertheless, there are principles common to any organization for building a system of material motivation for project teams. told us about them Darina Veretenko, Deputy CEO company "Management Technologies Spider Ukraine".

Encourage from the very beginning

The basic principle of motivating people involved in the project is that they should be rewarded for specific results, and not for processes, time spent and past services to the company (as is often the case in operations). Project activity, if it is properly organized, is very transparent and predictable, and its results are controllable, measurable and known in advance to those people who participate in the project.

Initially, when implementing this system, it is important that project management standards be developed at the company level, which would clearly define what criteria make it possible to consider the work of one or another team member as successful. These criteria should be specific and measurable.

You need to encourage from the very beginning, starting with the planning work of the project. The better the planning is done, the more predictable the results will be, the more accurately the calendar schedule is calculated, the budget is calculated.

But no matter how well the plan is drawn up, in the implementation of the project there will always be a divergence from the fact. This is not a problem if deviations are tracked in time and the necessary adjustments are made to the plan right there. Therefore, it is important to encourage people to provide reliable information in a timely manner.

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

It also happens that at the end of the project, its participants are rewarded by a top manager or head of the company based on their subjective opinion, guided by the only criterion: like it or not like it. But the system of motivation should not be subjective. The leader, of course, can reward individual people or the entire project team at their discretion, but beyond what the system has already given them.

What to pay money for

A separate encouragement requires strict adherence to technology, because all the resources and finances of the company are tied to it. If any of the team members understands that it is advisable to correct the technology, then he must formulate a request for changes, come with this to the project office ( analytical service), work with an analyst, enter new data and reschedule the rest of the work. If the economic effect of the changes is significant, it is desirable to encourage this employee.

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

Another of the possible criteria for encouragement is the reduction in the cost of performing work, that is, the reduction in actual costs compared to planned ones. Those who saved (of course, not at the expense of technology) should be rewarded.

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

The norm of time is when they plan not only production processes, but also organizational, determining the order of interaction between structural units. For example, one department requested some information from another. How long will it take for a request to be satisfied? To prevent such a question from arising, the project participants accept the norms of time and enter them into corporate standards. Strict adherence to these accepted standards should also be encouraged.

Another criterion is compliance with the norms of consumption of materials. In order to understand how much of this or that material needs to be spent per unit volume of production, the company must develop internal consumption rates - real, not average.

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

How to avoid conflicts of interest

If functional divisions and project teams coexist in parallel in a company (and this usually happens), a conflict of their interests inevitably arises. The project manager comes to the head structural unit and asks for a specialist to work in the project team. The head of the department may quite reasonably be indignant: “I will give you my employee, and who will do his work?”. But since it is still necessary to single out someone, they will “kick off” the person who is least demanded in the department to the project team. And what can be expected from a team that is formed according to the residual principle?

In order for the conflict of interest to be minimized or disappear altogether, the project manager must financially stimulate not only the performer, but also his line manager. The financial incentive fund for the project participants could be distributed in the following proportion: 60% - to the performers, 40% - to the functional units from which the resources were "taken out". The line manager can dispose of these 40% independently: to keep it completely for himself or to allocate some of them to encourage those employees who have taken on the duties of a temporarily absent colleague. But the head of the department will receive his part of the reward only if his subordinate successfully coped with his role in the project and achieved the intended results.

Project Manager Award

How to financially stimulate the project manager so that his goals coincide with the goals of the company? One firm pays a certain percentage of the project budget, another a fixed salary, and a third a salary plus bonuses. Which method is the most preferred?

We have come across a situation where an investor directly tied the manager's financial incentives to the project budget. At the same time, the investor had a goal - to build an object on time for the minimum money. But the manager was interested in the fact that the budget of the project grew. Of course, as far as possible, he sought to increase costs and inflate the budget. You can, of course, tie the manager's remuneration to the project budget, but at the same time you need to put it within certain limits: if the budget is overstated, you will be fined.

If the project manager receives a fixed salary, he will not be interested in the results, and even more so, in meeting the project deadlines. After all, it is much more pleasant to receive good money not for a year, but for a year and a half.

The “salary plus bonuses” system is more flexible and efficient, but the main problem here is balancing its parts.

Not only to each, but to all together

Darling, did you get bonuses today for those two overtime projects that kept me from seeing you in the evenings and nights?

How to make each project participant interested in interacting with others? In order for the project team to work smoothly, team motivation is necessary when people are encouraged for a common result. The project team should be rewarded for achieving the intended results within a certain timeframe while respecting the previously agreed budget. It can be rewarded for the completion of project stages on time and for the timely completion of the project as a whole. What is the best way to do this? The project manager has a financial incentive fund. Part of this money (for example, 50-60%) will be distributed to participants upon successful completion of the project. The rest are given out in equal parts to the team at the end of each stage. If the planned work is not completed by the scheduled date, the team loses the bonus. But that money doesn't necessarily disappear. If at the next stage the team works intensively and catches up with the schedule, it will receive bonuses for two periods.

It is necessary to encourage the team if it completed the project not only on time, but also within the planned cost. The cost price is the project budget minus managerial reserve. The fewer surprises that consume money in excess of cost, the more funds will remain at the disposal of the project manager. In order for each team member to be interested in this, special bonuses can be developed related to the savings.

System Implementation Rules

When introducing a motivation system, we recommend not immediately using monetary incentives: all of a sudden, after a while, the company's management will realize that it has become too generous. What then to do, cut payments? Needless to say, how this will affect the mood and desire to work. To prevent this from happening, you need to test the motivation system on a pilot project, and use points or some kind of tokens instead of money - something conditional. It will be quite exciting, like playing Monopoly. But the system with tokens is easy to adjust, people will not take it as painfully as if it were real money.

In the future, the motivational experience gained on the pilot project can be easily transferred to real projects and operate with real money.

No, he didn't give me a bonus. He gave me another commendation...

Payments must be comparable to the base salary. For example, a person works at a rate of $1,000 per month. If people are rewarded for participating in the project every three months, then the amount of the bonus should be $2500-3000. If it is significantly less, many will correspondingly decrease the desire to strain.

The frequency of payments must be observed. You need to pay upon reaching the criterion: if not monthly, then at least quarterly. If you pay once a year, such an incentive will be ineffective and will discourage people.

It is important that the bonus corresponds to the person's area of responsibility. The employee should receive remuneration for the performance of his direct duties, and not for the work done, which he likes best in the project team.

In order to launch a system of motivation for project teams at the organization level, it is necessary to develop a regulation on the motivation of the project management team, which indicates: what this team should be, what functions it must perform, what motivation fund is provided as a percentage of the project budget. In this provision, it is also necessary to describe the criteria for motivation (whom to encourage for what). When the system comes to life and works, of course, some shortcomings will come up and it will need to be improved. Innovations will also need to be fixed in writing by introducing them into the regulation.

Common Mistakes

Companies developing project team motivation systems often make the following mistakes:

They pay "because", not "in order to". The motivation system is turning into a typical remuneration system, which is focused on the past achievements of the project participants, and does not stimulate them to work better, better;
do not motivate the selected criteria. In one company, when auditing the motivation system, it was found that the secretary's remuneration was tied to the company's marginal income, that is, to an indicator that she personally could not directly influence in any way. Could this motivate this person to work better?
pay is not balanced relative to the labor market;
There is no balance between reward and punishment. In general, fines should be treated with caution. Better system rewards and punishments are built on the fact that a person either earns additional bonuses or not.

Inga Lavrinenko,
"Comp & Nion" No. 39 (503), 09.29-10.5.2006
«Spider Management Technologies Ukraine»

posted in the section: Planning and control

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