What does project management include? Project management standards. Strengths of PRINCE2

Project management(project management) implies development calendar plan work, appointment of a project manager and project team (that is, the diversion of people and company resources from daily work), execution and control of the execution of project work. Project management is always associated with innovation and carries an element of testing (of a new market, a new product). It implies the mandatory involvement of representatives of clients, partners or customers in the project (when manufacturing, for example, a new product). The goal of project management is to solve a specific problem in a short time with minimal transaction costs (associated with poor communications, rework, diversion of resources, etc.).

Thus, planning is the main condition for successful management of a quality project. The project itself determines the need to prioritize short-term planning or long-term planning. The timing of each project, depending on the outcome being pursued, can begin with a deadline or allow for flexibility when the priority of goals leans towards other factors.

Advantages of project management: focus on results, constant interaction with customers and clients, innovation, measurability of the implementation of a specific task.

Disadvantages of project management: this method of management is more expensive, takes a lot of effort and time, as it requires painstaking development of a plan and the diversion of company resources.

Types of projects

Organizations have always used projects as creative ways to implement initiatives that cannot be implemented within normal operations. Today, the proportion of projects in organizations is increasing as change processes accelerate. Projects can be very different; they are united by the fact that in conditions of limited resources (time, money, specialists) it is necessary to realize a specific goal.

1. Concept development projects. The main thing in them is to create all the conditions conducive to the emergence of fresh ideas. For example, during such a project, telephone companies found a way to protect telephone booths from vandals. From a large number of options, protection using stainless steel devices was chosen. Today they can be seen on many public buildings.
2. Planning projects. For example, such a project created a master plan for Yellowstone National Park's transportation and service systems.
3. Architectural projects. For their success, the participation of all interested parties (architects themselves, consumers, technical specialists, etc.) is fundamental. For example, the famous American architect and engineer Buckminster Fuller involved all interested parties and developed the concept of bathroom modules. They represent an economical option, so today they are installed en masse during the construction of residential buildings.
4. Construction projects. Particular emphasis in these projects is on compliance with specifications and control. Without control, a project can collapse, introducing unacceptable risks or exhausting resources of time and money.
5. Projects to dismantle or remove structures. Such projects are launched when any product, technology, etc. becomes obsolete and needs to be taken out of service or use. For example, dismantling nuclear facilities requires mandatory disinfection of the land, for which specially trained teams are assembled.

Before you try an approach developed for another industry, determine the purpose of the project. If this is the development of a medical product or equipment, then the main emphasis should be on the planning stage. If the finished product needs to be transferred from one environment to another (for example, the installation of heating and air conditioning systems in modern skyscrapers), then the main thing in the project is control.

• Project implementation assessment: how to understand that it will be successful

What is the essence of project management?

The same activity (for example, the development and launch of a new product) can be carried out under project and non-project management.

In the first case, the General Manager will use a matrix management structure when a project manager is appointed. He will report directly to the General Director and report to him; his team will include employees from various departments, relieved by their immediate managers from their daily duties. To achieve this, the General Director will make adjustments to the responsibilities of department heads. And all company employees will understand the purpose and objectives of the project. Accordingly, the results and timing of the project will be measurable.

In the second case CEO will entrust this task to one of the department heads (for example, the marketing director), without relieving him of other responsibilities. The objectives and goals of the project will not be clearly clear to all participants and, most likely, they will treat it as an additional responsibility. The project implementation period will be extended, and the results will be immeasurable.

5 management secrets from the founder of the McDonald's chain

The founder of the famous brand, Ray Kroc, preferred to engage in strategy, but if there was a need to stand at the cash register or clean toilets, he did not refuse such work.

The editors of the General Director magazine spoke about other secrets of McDonald's management.

Project Management and Traditional Management: What's the Difference?

The implementation of the project management method today is acquiring new boundaries. If previously it traditionally applied only to certain industries (construction, energy, defense), now, to one degree or another, a project management system is being implemented in every fifth company. Thus, its presence in percentage terms is gradually approaching 50%. This includes the banking system, trade and services. If a company specializes in a particular area, but needs to constantly improve its products in response to progressive new demands of the population, then project management becomes a relevant solution. Some companies today exist only thanks to this approach.

CEO speaks

Frank Muller, General Director of the international group of companies AsstrA, Zurich

The decision to introduce project management in the AsstrA group of companies was made in 2006. With its help, we planned to achieve two main goals:

• increase the share of the range of services in the company’s total sales, comprehensive service clients;
• improve the quality of services.

At the beginning of 2007, I created and headed the contract logistics department within the group of companies. His responsibilities include project management across the entire group of companies. AsstrA's quality management system is certified in accordance with the requirements of the ISO 9001:2000 standard. Accordingly, the implementation of project management is also carried out through the development, adoption and implementation of each new business process. Companies where logistics is not the main activity and all logistics functions are outsourced have been identified as potential consumers of the services provided by the project teams of the AsstrA group. Search potential clients carried out by the marketing department among new and existing consumers of the group of companies. If the client is interested in the project, at his request, a project team is created, which includes:

• the initiator of the project, which can be any employee of the company who proposed the project for implementation;
• project developer - an employee with experience in developing logistics concepts and offering them to consumers;
• project manager - a company employee with competence in project management;
• employees of operational departments for the development and implementation of the project;
• Finance department employee (required qualifications).

The composition and number of project team members are determined individually for each project, depending on its scale and services, the implementation of which is planned within the project. One employee can perform several functions in a project team. Depending on his role and employment in each individual case, the level and share of motivation are determined in the form of a percentage of the project profit.

To successfully work with clients within the framework of project management, certain modules in the corporate CRM system were improved, and training was provided for employees of the marketing department who search for and work with clients. Currently, nine large projects are under active development, mainly focused on optimizing and ensuring logistics for the supply of products and goods to the CIS countries.

A practitioner tells

Sergey Vratenkov, head of competence "project management" of the Intalev Group of Companies, Moscow

The cost of implementing project management with the help of consultants, including software and retraining of specialists, can range from 30 thousand US dollars (for a small company) to 300 thousand (for a large one). It is believed that project management provides cost savings of an average of 10 percent.

Before implementing project management, you need to calculate the costs of project activities already carried out in your company. If you have not implemented project management before, and you spend, for example, about a million US dollars annually on the development of new products, when implementing project management (costing 50 thousand), you will save about 100 thousand dollars every year.

How to understand that the project will be successful

Large projects often end in failure. Vivid examples: the Lockheed company, which suffered a fiasco with the L-1011 aircraft, or the “Deep Tunnel” project in Chicago, which involved a significant expansion of the city’s sewer system. Trying to save these unsuccessful projects, companies suffered enormous losses.

It is better not to follow the example of those who support fading initiatives. One of the main reasons for failure is that companies get too caught up in supporting a project, especially one that is ingrained in the organization, and simply stop noticing how much it costs them. The book offers recipes that will help General Directors and top managers avoid such problems.

Take a look at the project from the outside. One way is to occasionally evaluate a project as if you had nothing to do with it. At the same time, it is worth asking yourself the question: “If today I went to work for the first time and was assigned this project, would I support it or would I try to get rid of it?”

Share responsibility for making decisions. By placing different people in charge of decisions about funding and new product development, as well as hiring and promotions, you will increase the fairness of the project's perception. This means that the efficiency of its implementation will increase significantly.

Provide backup options. Even before starting work on the project, instruct them to think through backup options, divide the project into small, easily solved tasks, and analyze the cost of exiting it.

Most importantly: You must always be objective. To do this, answer the following questions often:

• Will the failure of a project change my opinion of myself as a leader or a person? Why am I betting everything on his success - for the sake of my career or my own satisfaction?
• Am I not reacting to criticisms about the project is painful, don’t I consider only those people who support the project competent?
• Do I have a habit of thinking first about how certain events and actions will affect the project, and not on other areas of the organization or on the company as a whole?
• Do I sometimes have the feeling that if the project ends tomorrow, life will lose its meaning?

If you answer yes to one or more of these questions, the likelihood is that you are overcommitted to the project.

Who to entrust the project to?

Finding a person who can be trusted to manage a project in a company, and who will take it to a new level while meeting high-quality requirements for results, is a risky undertaking. However, this issue should not remain in limbo. Knowing the specific qualities required by a future project manager, it will be much easier for the company owner to make a resolution. Every director feels the need for an ambitious, responsible and talented manager or deputy. Let’s break down who is not recommended to assign this task, and what you should pay attention to when there are candidates.

A successful employee does not necessarily mean that his success will extend to his leadership abilities. A high level of specialist does not indicate an appropriate level of responsibility in the context of team management. At the same time, it does not exclude it. The consent of such an employee may be dictated not so much by an understanding of the assigned responsibility, but by the inability to refuse himself a promotion and the director’s request. At the same time, independent self-nomination plays in his favor and emphasizes the ability to make serious decisions quickly. If the employee clearly gives the impression of being a project manager, then it is worth adhering to a new objective assessment of his qualities, skills and abilities. The effectiveness of project management directly depends on the candidate’s compliance with certain qualities.

So what qualities objectively allow him to qualify for the position of project manager? Here is a list of the most important of them.

Ability to work in stressful situations

Stress resistance is necessary for a manager, first of all, for balanced orders in such conditions when the result of work is invisible and intangible, but is extremely important for the future fate of the entire company or a significant part of its existence of the project. Lack of time to think and the willingness to make a mistake is a serious factor in the occurrence of stress. He will be present throughout the entire project work. Therefore, the ability to self-control and focus on the actions of the entire project management system, and not on emotions, requires stress resistance in the first place. Of course, the most cold-blooded and calculating professional will not be immune from mistakes, but the fact of the matter is that failures should not affect subsequent orders in the same state of the manager. Moreover, uncertainty and fears in management instantly accumulate in the behavior of the entire team. This is the psychology of the masses.

There are two methods for assessing this quality in a candidate. The first comes down to passive observation of his work and analysis of behavior when unforeseen circumstances arise, a conflict with a colleague, difficulties in the work process, criticism from the outside, etc. The second method consists of observing an employee under the same circumstances, but created artificially. This allows you to review the effectiveness of the method in a shorter period of time, but you must adhere to strict limits, since otherwise a valuable but uninformed employee may decide to change jobs.

Ability to simultaneously solve various problems

You may need to solve not two or three such problems at the same time, but a lot. Each will demand attention. The fate of the project in the near future can depend on any little thing, right up to the disruption of the entire event. Preventing project planning risks primarily depends on of this quality candidate.

To assess this ability, the candidate should be assigned a couple of tasks that will require efforts of a different nature from him. This will be the essence of the test. It is necessary to pay attention to the speed of their implementation, attention to detail, the ability to delegate work to colleagues, and the quality of the results of completed orders.

Ability to go into detail

This quality of an employee eliminates or minimizes mistakes in the future. It is required to give a task to work without detailed description the required result. The degree of involvement and support of the completed work with additional materials make it possible to understand how well the candidate is capable of in-depth work. The main thing is to understand the difference between pathological and healthy perfectionism.

Industry knowledge, professionalism and personal qualities

The project, as an object of work, is new and has full relevance to the business area in which it is implemented. That is, despite its innovative nature, the project will require excellent knowledge of the industry from the manager. And for such a quality of a candidate, the first factor will be his personal qualities. Thus, priority will be given not so much to specialized education as to the person’s experience.

The ability to light up others

The need for this quality is dictated by the innovative nature of the project. Each member of the project is part of an integral system, the work of which determines the overall result. Whether we like it or not, people project onto each other interest in their business or lack thereof. There is a belief: any company is made up of the people who work in it. If ordinary specialists do not intentionally influence the success of the project, then the organizer of project management somehow influences the spirit of his team, and therefore the success of the project in which his team works. Of course, we are not talking about constant agitation to work hard for the sake of achieving a super task. The future leader himself must be “on fire” with the idea behind the project.

• Formation of a project team: fundamental principles

A practitioner tells

Sergey Gorbunov, General Director of the Vesta Center International Restaurant Association, Moscow

About 15 years ago, a 24-year-old young man worked in our company as a freight forwarder. Not only did he cope perfectly with his direct responsibilities, but also free time selflessly helped others in their work. At the same time, he never started talking about promotion.

One day, a restaurant manager told me that she was moving to another city and quitting in three days. Thus, I had almost no time to find a new manager. Then I remembered the freight forwarder and, despite his obvious lack of professional training, I offered him to become a restaurant manager. He agreed and at first he even combined two positions until I found a new forwarder. On non-working days, the new manager trained with experienced employees. In addition, he entered college and repeatedly attended advanced training courses. Then our paths diverged, and just recently we met at one of the professional forums, where he gave a presentation. I was pleasantly surprised to learn that our former freight forwarder is now managing small network restaurants.

What are the project management methods (systems)

Today, project management principles are divided into two significantly different methods:

1. Method network planning and management. The principle of the method is to adhere to such a natural sequence of activities and work processes, which is depicted in graphical diagrams, taking into account all possible mutual contacts of the stages of the overall process. Covers all processes involved by depicting them with charts, graphs, tables and other planning tools. Allows you to trace the slightest discrepancy from the planned trajectory of the project in terms of time, quality and productive indicators.

2. Method line graphs. Unlike the first method, it has been somewhat abolished. The project execution plan is expressed by a schedule in two dimensions: types of work (vertical) and time intervals (horizontal). This method does not demonstrate the relationship between the individual stages of the project, but it clearly represents compliance with deadlines and structures the stages in a logical sequence.

There are also five types of process groups that differ from each other different purposes that stand in front of them:

1. Initiation. The first thing that is done to form a new project or form a new stage of an existing one. Initiation is necessary for approval of the start by the manager before work begins on the project or its next phase.
2. Planning. Within the framework of this group of processes, the project plan, its content, list of works, their volume, gradation of activities and their goals are determined. In other words, the development of project stages is managed
3. Execution. Everything that is required to implement the current stage of the project is contained in this group of processes.
4. Monitoring and management. Part of the process that comes down to observation, study and further work with the data obtained. Necessary to comply with quality indicators and increase work efficiency. Influences the initiation, planning and execution process groups. At this stage, the project management is assessed.
5. Completion. This is a group of activities that completes all the work before preparing for a new phase of the project or completing activities within the overall project.

The main essence of project management is to organize and effectively manage people and available resources, analyze and minimize costs, and use time carefully for the logical completion of projects.

Project Management Analysis

Project management analysis consists of two critical components:

• analysis of the plan itself;
• analysis of the implementation of this plan.

Analysis of the plan is necessary to answer the question whether the project can satisfy the goals and desires of the participants in this project. All participants involved in the project must evaluate the indicators, plans, goals, and planned results. This is the first stage of the project or planning stage. At this stage, a decision is made to change the project, adjust it, change goals and results. After completing the plan analysis, all further analysis processes are understood as execution analysis processes.

At the planning stage, estimates and forecasts are developed. The performance review process is necessary to monitor efforts to achieve forecasts and results.

For most projects, project management methods include analysis of the criteria for achieving the goal. The criteria for project success include compliance with deadlines, quality of work, and cost of work performed for the project. If any of these criteria fails and produces negative results, a decision is made on a minor adjustment, a qualitative change, or complete liquidation of the project.

Project management analysis processes can be divided into main and auxiliary ones.

The main ones include the processes of analyzing project criteria, on which the goals of project management directly depend. These criteria include:

• terms - compliance of planned with actual;
• cost - compliance of predicted costs with real ones. This may include cost analysis for the purpose of subsequent project optimization;
• quality - monitoring for compliance of planned quality standards with implemented ones. In case of a negative result of this analysis, it is necessary to outline solutions in order to restore the planned standards;
• confirmation of goals. Summing up the results by all project participants and analyzing the compliance of the planned results with the achieved ones.

Supporting analysis processes associated with assessing factors that influence project success criteria and objectives include:

• resource analysis - compliance of forecast and actual load with planned ones, as well as analysis of the ratio of actual expenses and planned values.
• performance evaluation - evaluation of the work result, conveying information about the project to participants about how resources are used to achieve the project goal.

This did not include analysis of interactions to optimize information processing, analysis of contract execution to enter information to prevent disputes and other processes that are not productive.

Based on the results of the analysis, a decision is made on the continuation of the project as planned or adjustments are made to the progress of the work.

Implementation difficulties

Improving project management in organizations usually involves the following activities:

• development of project management methodology in the company;
• implementation of a project management information system;
• training employees to fulfill their roles in project management.

Experience shows that in almost all cases of unsuccessful project management implementations, the main source of problems was insufficient attention to the development of organizational project management processes. As an example, consider the process of developing and approving a project plan. The processes for developing a project plan are described in detail in project management standards, are supported by specialized software and do not require much additional effort to improve them. The processes of coordination and approval of project plans are not described in any standards; they are very specific, and the process of organizing them is very difficult to establish. Development of a plan is an internal part of the project, while its approval is external, Organizing time, which does not require the participation of employees from other departments. But any organization needs not just a beautifully drawn project plan, but, above all, a coordinated plan. In order to improve corporate governance, it is the organizational processes that prove difficult. Their development takes a long time and requires effort. large number employees and senior managers; In addition, organizational processes need constant monitoring and improvement. On their basis, uniform rules for the execution of all projects of the organization are created, which makes it possible to build a uniform system of control, consolidated reporting, and also ensure the success of the project, regardless of the level of competence of managers. It is advisable to automate key organizational processes so that they cannot be executed “wrongly.”

Characteristic aspects of ineffective project management are the lack of a system of plans and control, the launch of many projects without taking into account the availability of resources, “resource wars” between project managers and department heads, the lack of full picture the state of projects and a strong dependence on the qualifications of its lead manager.

• 5 main reasons why projects fail

10 conditions for successful work

1. Project mission, clear goal setting. Effective management of project implementation is primarily expressed in ensuring the main objective of the project - to launch the project on time with the least financial losses. A balance of three things is necessary: ​​rationally spent time, an optimized budget with the absence of unnecessary and ineffective expenses, acceptable quality, the criteria of which are laid down in the project. Project development management should be based on these factors.

Clear definition of the project is one of the quality indicators. Uncertainty kills any endeavor. Many viable projects never get off the ground due to uncertainty and poor planning. It is necessary to eliminate any manifestation of uncertainty. Every step, every action in the project must follow a clearly planned path. Naturally, some situations can greatly adjust the project, but this is not a reason for lack of planning. A clear understanding of the goal and calculation of all steps is the main key to success in any project.

The first rule of efficiency when developing a project is a talented leader and experienced managers. For example, if you ask two project managers what they see as their task, the experienced manager will always add “on time.” But in addition to competent personnel, scientific approaches have recently influenced efficiency. Opinions and judgments are already a thing of the past. Empirical and theoretical research, qualitative analysis of predecessors, consideration of their errors and shortcomings, and project risk management come to the fore.

2. Support from top managers. The essence of project management is to create a competent and professional team. Delegation of power and key responsibilities leads to the achievement of goals and high results. In the project concept, it is necessary to create a temporary management system, which, along with a permanent one, will delve into the project and manage it. Of course, this introduces some misunderstanding and confusion in the division of competencies between temporary and permanent management, but it allows you to fully focus on the project, all reporting documentation, better prepare materials for approval, conduct efficiency analysis, and adjust the work of the project. The interim management team should ideally include the head of the organization, the project manager, managers from each area of ​​project management responsible for a specific area of ​​work, as well as all those who are indirectly involved and helping the project.

3. Having well thought out plans. To implement effective projects, every detail must be taken into account. There are many examples where large projects were closed due to the omission of a seemingly insignificant detail. Ignorance by the manager of even small nuances leads to a loss of authority and distrust will grow, which will ultimately have a negative impact on the project.

4. Taking into account the requirements of the project customer. No promises can guarantee the implementation of projects. But, despite this, a competent manager must have communication skills and, at the right time, contact stakeholders and project players (investors, participants, subcontractors, etc.). Any adjustment, even a small change to a detail that does not seem to affect the project as a whole, must be discussed, analyzed and approved by all participants. Otherwise, this will lead to loss of trust, authority and the possibility of closing the project at any stage.

5. Taking into account user requirements. The main rule is that the project must benefit the target audience. Therefore, taking into account the opinions of users, their requirements and wishes should play a vital role in the implementation of the project.

6. Availability necessary technologies. Modern technologies today are important point for any projects. Although this issue does not belong to the category of management, it cannot be ignored. Without the necessary equipment, the project simply cannot exist, no matter what the goals are.

7. Availability of qualified performers. The exact quantitative and qualitative composition of qualified performers depends on the field of activity, the specific project, volumes, and assigned tasks. For example, for projects of large construction companies, the project engineer, the foreman responsible for professional staff project participants, safety engineer.

In large projects, there may be positions such as project controller, responsible for collecting and analyzing information, regulating expenses and wages. There are also support service managers who are responsible for the information support service and the project office, where all information on the project flows.

8. Efficient system control. Lack of control can lead to a complete stop of the project, so in addition to plans, it is imperative to create a well-thought-out control system.

9. Productive interaction between all project participants. Openness comes first in such interaction. People will believe and commit 100% to a project when they feel open

How did it all begin? What is a project? What is project management? Who is a project manager? What knowledge, skills and abilities should he have? Who is working on the project? Where can I get the necessary knowledge about project management?

The discipline of project management is based on network planning techniques developed in the late 50s in the USA. In 1956, M. Walker from DuPont, exploring the possibilities of more effective use the company's Univac computer, joined forces with D. Kelly from Remington Rand's capital planning group. Initially, the method was called the Walker-Kelly method, and later received the name Critical Path Method (or CPM).

In parallel and independently, during the implementation of the order of the US Navy, a method for analyzing and evaluating programs PERT (Program Evaluation and Review Technique) was created. This method was developed by the Lockheed Corporation and the consulting firm Booz, Allen and Hamilton to implement the Polaris missile system development project. Using the PERT method allowed program management to know exactly what needed to be done at any given time, who should do it, and the likelihood of completing the work on time. Program management was so successful that the project was completed two years ahead of schedule. The project-based work planning technique has become widely used in construction. For example, to manage a project for the construction of a hydroelectric power station on the Churchill River in Newfoundland (Labrador Peninsula).

In today's rapidly changing world, organizations that practice project management methods have competitive advantage to those who work “on inspiration.” Because competition becomes either time based, cost based or quality based. And these are the main parameters that explore methods and tools for project management. Thus, based on historical background and the current state of project management methodology, we can give several basic definitions of a project.

Project is a set of actions aimed at goal achievement, within limited budget, V term and with proper quality.

Project – temporary enterprise aimed at creating unique product, service or result. (PMBOK 5).

These goals are the driving force behind the project, and all planning and implementation efforts are made to ensure that these goals are achieved. A project usually involves a whole set of interrelated goals.

The fact that projects are goal-oriented makes great internal sense for managing them. First of all, he suggests that an important feature of project management is the precise definition and formulation of goals, starting at the highest level, and then gradually moving down to the most detailed goals and objectives. It also follows that a project can be seen as the pursuit of carefully selected goals, and that moving the project forward involves achieving goals of increasingly higher levels until the final goal is finally achieved.

Projects are carried out over a finite period of time and are completed by a certain date. That is, they are temporary. They have a more or less clearly defined beginning and ending. The project ends when all its goals have been achieved. Much of the effort in a project is focused on ensuring that the project is completed on time. For this purpose, schedules are developed showing the start and end times of the work that makes up the project.

By definition, any project is unique. Otherwise, this is some kind of production option, which has its own management approaches. The degree of uniqueness of a project can vary greatly. If a company is engaged in the construction of residential buildings of a certain type and is building its twentieth house, the degree of uniqueness of such a project is low. The basic elements of this house are identical to those of the previous nineteen. However, the specifics lie in the location of the house, the type of soil, the choice of suppliers, contractors, materials and technology for performing the work.

If the company is developing a new medicinal product, technical device or equipment, it certainly deals with a unique challenge. There are many more risks and uncertainties in such a project and its implementation.

Regardless of the uniqueness of the project, planning, coordination, accounting and control of project parameters are necessary for its successful implementation and achievement of set goals. Its manager must ensure that the work is completed on time, within the allocated funds, in accordance with the technical specifications. It is these three parameters: deadlines, budget and quality of work that are under constant attention. They can also be called the main constraints within which the project is implemented. Project management refers to activities aimed at implementing the project with the highest possible efficiency within given time constraints, cash(and resources), as well as the quality of the final results of the project (documented, for example, in the terms of reference).

In order to cope with time constraints, network scheduling methods are used. Budgeting, cost and financial analysis techniques are used to manage monetary constraints. To carry out work, they require resource support, and there are special methods for planning labor, non-labor and material resources, and means of motivation. To manage the results of the project, there is a special quality management system.

So, the project manager is responsible for the main aspects of the project: timing, costs and quality of the result. All these three parameters are interconnected; changing the timing will definitely affect the cost and quality of the result. Project time constraints are often the most critical. Where project deadlines are seriously delayed, cost overruns and insufficient high quality works Reducing the budget can also lead to a loss in the quality of work or a general change in the composition of the work, which in turn will affect the deadlines.

What knowledge, experience, skills and, finally, habits does a manager need to successfully manage projects? First of all, this:

1. knowledge, skills and abilities in the industry and direction to which the project belongs. A specialist, as a rule, acquires this competency at a university, then the necessary experience is acquired while working at an enterprise, skills are transferred through mentoring and industry training institutes.
2. communication skills to work with the project team, project participants and other interested parties, the so-called stakeholders. When working in project management, it is useful to know English language, since many terms do not have Russian analogues, especially in contractual and financial-economic sections.
3. competencies in the field of project management, knowledge of the features of project activities, principles of project management, basic theoretical information on project management. It is useful, and sometimes vital, to be a member of professional communities, to be ready to confirm and constantly improve your qualifications.

Of course, it would be difficult for one project manager to plan and control in detail all the parameters of the project, as well as its other elements (purchases, supplies, documents, etc.). Therefore, the manager is assisted by a project team consisting of trained specialists. Each of the basic project management processes has its own specialist: planner, technologist, contract support specialist, procurement specialist, resource specialist, lawyer, accountant, estimator, economist, planner and others. The project participant is subject to quite ordinary, if not standard, requirements that are usually presented to decision makers, that is, true leaders. He must be highly qualified in his main profession and understand the specifics of project activities, have a predisposition to team work, be stress-resistant and ready for non-standard situations, and be able to quickly respond to changes.

If you want, you can learn all this. Pass the special training in the field of project management is possible at courses and trainings at the University of Project Management. Courses on project management methodology and tools will help you gain knowledge, and special authorized programs of varying duration will help you improve your skills. Project work skills based on your own experience and world practice of project activities can be acquired by participating in master classes and business games at the University. If you choose a university that could provide this kind of training to students, then the University, together with the Department of Economics and Urban Construction Organization, trains students in the specialization “Project Management”.

That is, in order not to get bogged down in the quagmire of uncertainty and risks of project documentation, to counteract the chaos of supplies, to negotiate and act within the framework of contractual obligations, and not according to concepts... we need to manage projects!

Methodology courses

The project form of organizing activities becomes effective if it is based on a methodology that does not contradict the basics of project technology, and also corresponds to the level of maturity, type of activity and strategy of the enterprise. Therefore, each enterprise develops its own corporate project management system, taking into account the unique competence of its employees. To work in such a system, you need appropriate knowledge, experience, project skills and the ability to use standards that have become the basis of any methodology, namely PMI standards (Project Management Institute, USA), IPMA (International Project Management Association), ISO 9000, 10006 :2003, ANSI/PMI 99-001-2000, methodological developments leading software providers such as Primavera Systems. Mastering the necessary standards involves: Training, Retraining, Testing, regular
Audit, Participation in specialized conferences, seminars and business games on project management.

Our Methodology courses and Management courses will teach you:

• use generally accepted standards and professional terminology for effective interaction in the project team
• adapt the software to specific project management tasks (based on Primavera)
• apply project management methodology in your systems

Instrumentation courses

Primavera software is developed and applied taking into account modern Project Management Methodology and Practice requirements. Basic Primavera software modules and their extensions (PM.contract, PM.procurement, PM.cost engineering, PM.time management), adapted to Russian specifics, serve as the basis for creating corporate project management systems taking into account any role specialization (managers and EPCM- companies, customer developers, general contractors, etc.) and industry specifics (companies in leading industries in Russia, engineering companies, design institutes, etc.)

In our Practice courses you:

• master project management tools and technologies
• You will develop practical skills in creating an information system for medium and large projects
• make your projects effective not only in the theory of investment and business planning, but also in the practice of project management

Project management- in accordance with P2M - a combination of science and art that are used in the professional fields of the project to create a project product that would satisfy the project mission, by organizing a reliable project team that effectively combines technical and managerial methods, creates the greatest value and demonstrates effective work results .

The products of the project can be the products of the enterprise (results of scientific and marketing research, design and technological documentation for a new product developed for the customer) and solving various internal production problems (improving product quality and labor efficiency, optimizing financial flows, etc.).

Project management is part of the enterprise management system.

Story

Modern project management methods are based on work structuring and network planning techniques developed in the late 50s of the 20th century in the USA.

Classic form of Triple Limitation

• The assumption is that resources are unlimited, only deadlines and quality are critical. PERT method, Critical path method,
• The assumption is that quality is critical, while the requirements for time and resources are quite flexible (quality here means the completeness of satisfaction of needs, both known and unknown in advance, often created by the release of a new product). Agile development methodology
• Assumption of constant requirements, low risks, tight deadline. Classic PMBOK methods, largely based on the waterfall model
• Assumption of high project risks. Method Innovative projects(startups)
• Options for neutral (balanced) approaches:
  • Emphasis on interaction between performers. PRINCE2 method
  • Emphasis on process interaction. Process-based management method

Roles in the project

In many cases, the project involves the roles of customer, performer (and sometimes investor or sponsor). Such roles are almost always available for external projects. For internal projects, such a division of roles is also desirable in order to increase efficiency in the division of labor and to eliminate conflicts of interest when accepting results and defining areas of responsibility.

The customer determines the purpose and limitations of the project and its financing. The contractor carries out the project according to the approved plan.

The customer is responsible for setting goals and the usefulness of the result for the consumer. The project committee is responsible for centralizing the customer’s functions and managing the project portfolio. In construction organizations, a special single customer service is allocated for this purpose.

In the case of a clear division of roles between the customer and the contractor, the goal of project management is to stabilize the work and minimize deviations from the plan approved by the customer.

If the customer and the contractor are in different organizations, then a contract for the execution of the project is drawn up. If the customer's requirements change, an additional agreement to the contract can be signed within the limits of the total budget of the project program stipulated by the main contract.

To link the project with business interests, the roles of curator (usually from the contractor) and sometimes sponsor (curator from the customer) are often introduced, who have the greatest awareness of the interests of the business and have the right to approve key changes in the project.

The purpose of project management and project success

The success of a project is assessed in different ways using different methodologies. Success can be assessed in different ways by different project participants.

Success rating groups:

• Contract oriented, such as traditional methodologies, including PMBOK: “A project is successful if it is completed in accordance with the approved criteria: volume, deadline, quality”. That is, the project is successful if the agreement between the Customer and the Contractor is executed and closed (regardless of whether it was a legal document in the case of external projects or was determined somehow differently in the case of internal projects). At the same time, the assessment of success is the same for both the customer and the contractor.
• Customer-oriented, for example flexible methodologies SCRUM, partly program management, aimed at long-term interaction, and not at one project/contract: “The project is successful if the customer is satisfied”. Here the emphasis is on the continuation of cooperation between the Contractor and the Customer in the framework of subsequent projects and other interactions, or the project can be considered as a program of several small projects. The assessment of success is considered mainly from the customer's point of view.
• Balanced, for example PRINCE2: “A project is successful when balanced in terms of at least in three categories - business, user focus and technological maturity." Here the emphasis is on the financial success of the project, user satisfaction and development (indirect benefit for the performer himself). Measuring success may vary from the business, user, and implementer perspectives. Such assessment methods are more often used for internal projects, when the customer and the contractor are in the same organization.

So, for example, a project that met the agreed deadlines and costs, but did not pay off based on the results of the project (the costs are high, the result is irrelevant by the end of the project, the customer cannot use the result, etc.) will be successful according to the traditional methodology, but not successful according to customer-oriented methodology. Responsibility for the failure of such a project lies with the customer and, in some cases, the project office or customer service.

In general, the purpose of project management can be defined as follows:

“The goal of managing a project(s) is to achieve predetermined goals under predetermined constraints and the appropriate use of opportunities and responses to risks.”

Even if the set goals are achieved and changes are appropriate, the project may not meet the expectations of stakeholders. Projects with a high level of change require managing expectations.

Corporate project management system

In order to solve problems associated with conflicts of goals, priorities, deadlines, assignments, resources and reporting in the context of complex work (projects), a corporate project management system is created, which includes organizational changes in the company (project management office), a methodological base and an information system project management.

Project Management Procedures

International project management standard ISO 21500:2012

In September 2012, Russia, the USA and the European Union countries at the state level through the International Standard Organization ISO introduced the ISO 21500 standard, which was built on the basis of the PMBOK model. The adoption of the ISO 21500 standard was accompanied by a de facto transfer of standardization priority from PMI to ISO.

In accordance with the civil legislation of most EU countries, as well as Russia, all other standards in Europe are subordinate to ISO 21500:2012 and in the event of any discrepancies with the official standard, the subordinate standards in these differences are “negligible”. In Russia, this rule is enshrined in Article 7 of the Civil Code of the Russian Federation.

• Defining Project Requirements
• Setting clear and achievable goals
• Balancing competing demands on quality, capability, time and cost
• Adapting specifications, plans and approaches to the needs and problems of various interested parties (stakeholders)

IPMA

• IPMA Project Management System View

Project management procedures according to the PRINCE2 methodology

• Start of the project (SU).
• Launch of the project (IP).
• Project Planning (PL).
• Project management (DP).
• Stage control (CS).
• Stage Boundary Control (SB).
• Product Manufacturing Management (MP).
• Project Completion (CP).

Other procedures (team management, contracts, etc.) are taken “outside the scope” of the methodology and are called the project manager’s tools. In addition, the methodology considers the “components”, which consist of Business Case, Organization, Planning, Risk Management, Quality Management, Configuration Management, Control and Change Management.

Project management procedures according to the MSF methodology

Microsoft Solutions Framework (MSF) was developed by Microsoft Corporation as a methodology for conducting IT projects. MSF presents each project phase as:

• Concept development (Envisioning)
• Planning
• Development
• Stabilizing
• Deploying

Project Management Plan

The management plan is the basic document from which any project should begin. The plan is adjusted throughout the project.

The Project Management Plan should reflect:

• Contents and boundaries of the project
• Key project milestones
• Planned project budget
• Assumptions and Limitations
• Requirements and Standards

Project Management Standards

International project management standards:

National project management standards:

• GOST R 54869-2011 “Project management. Requirements for project management" (Russia)
• GOST R 54870-2011 “Project management. Requirements for project portfolio management" (Russia)
• GOST R 54871-2011 “Project management. Requirements for program management" (Russia)
• NASA Project Management (USA)
• BSI BS 6079 (UK)
• APM Body of Knowledge (UK)
• DIN 69901 (Germany)
• Hermes method (Switzerland)
• CAN/CSA-ISO 10006-98 (Canada)
• South African NQF4 (South Africa)
• CEPM (India)
• PROMAT (South Korea)

Standards with extended geographic application:

• PRINCE2 (PRojects IN a Controlled Environment)
• ISEB Project Management Syllabus
• Oracle Application Implementation Method (AIM)

Standards for assessing the competence of a project manager:

• ICB IPMA Competence Baseline (IPMA)
• NTK (National requirements for the competence of specialists) (Project Management Association “SOVNET”, Russia)
• NCB UA (National Competence Baseline, Version 3.0) (Ukraine)

Project Management Software

• products focused on service automation:
  • ARTA Software - ARTA Synergy system
  • Epicor Software
• project and task management systems:
  • Bontq is a project management and bug tracking system.
  • Cerebro is a project management system in the audiovisual field.
  • Easy Projects .NET is a project management system written in .NET.
  • eGroupWare is free project management software.
  • GanttProject is a small free program with a Gantt chart and resources. [significance of the fact?]
  • Kommandcore is a paid multi-user web service for project management, intended primarily for project managers, based on the agile development methodology.
  • OpenProj is a free, open source alternative to Microsoft Project.
  • Clarizen - cloud-based project, personnel, budget management system
  • PayDox is a system for managing documents, tasks and employee collaboration.
  • Project Kaiser is a web-based project and task management system with wiki support and advanced user interaction tools.
  • ProjectMate - Russian PSA system for automating professional activities. In addition to the project management module, it has a lot of functions that are in demand in companies in the consulting services sector - from time tracking to invoicing (billing).
  • Redmine is a free multi-user web service focused on the specifics of IT projects and developers.
  • TeamLab is a system for managing projects, documents and collaboration.
  • TrackStudio Enterprise - task management system. There is export to MS Project.
  • Trac is a project management and software bug tracking tool.
  • Web2Project is an open source, free web application for project management (the project is based on the dotProject code).

Project management methodologies

PMI methodology, formulated as the PMBOK standard, is based on the concept of project management through a group of standard processes. However, the latest version of the PMBOK standard reflects a significant correction of the methodology towards interactive techniques

IW URM methodology(Unique Reliable Method), was developed and honed so that success is guaranteed in any project - the client’s goals are achieved within the agreed time frame, within a certain budget and with the required quality. For implementation different types projects use a set of different procedures, documents and technologies that are most suitable for a particular type of project.

TenStep Project Management Process helps project managers successfully manage projects of all types. TenStep offers a step-by-step approach, starting with the simplest things and ending with as sophisticated techniques as a specific project may require, including document templates.

P2M methodology is based not on product or process orientation, but on improving the organization as a result of project implementation. In other words, the methodology describes how to use the experience gained as a result of projects to develop the company.

Literature

• Stanley E. Portney. Project management for dummies = Project Management For Dummies. - M.: “Dialectics”, 2006. - P. 368. - ISBN 0-7645-5283-X
• Russell D. Archibald. Managing High Technology Programs and Projects = Managing High Technology Programs and Projects. - M.: "Academy IT", 2004. - P. 472. - ISBN 5-98463-002-3
• Newell Michael W. Project management for professionals. Certification Exam Preparation Guide. - "KUDITZ-PRESS", 2008. - P. 416. - ISBN 978-5-91136-009-2
• Tom DeMarco. Deadline. A novel about project management. - "VERTEX" "M", 2006. - P. 143. - ISBN 5-9626-0132-7
• Ashmanov Igor Stanislavovich Life inside a bubble. - M.: Mann, Ivanov and Ferber, 2008. - P. 208. - ISBN 978-5-902862-79-6
• Kim Heldman. Professional project management. - "Binomial" "Moscow", 2005. - P. 517. - ISBN 5-94774-234-9
• Lapygin Yu. N. Project management: from planning to performance assessment. - Omega-L "Moscow", 2008. - P. 252. - ISBN 978-5-370-00985-3

Zarenkov V. A. Project management. St. Petersburg, 2010.

Wikipedia describes project management as “the discipline of initiating, planning, executing, controlling, and completing the work of a team to achieve specific goals and achieve specific success criteria.” The idea of ​​project management has been around since the late 19th century. However, we can trace our current project management concepts back to the 1950s.

As many of us know, Henry Gantt was one of the founders of project management. See the entire history of project management in this article: . It all started with the creation of the Gantt chart, a popular project management chart, the name Gantt has probably come across to you very often. Henri Fayol created five functions of management - these are the predecessors of our current five stages of project management.

Another tool for project management appeared in the mid-20th century. The work breakdown structure emerged from the United States Department of Defense as another method for managing projects.

While project management tools are widespread in the space, government, technology and military sectors, private entrepreneurs are just beginning to understand the benefits of work organized around specific projects. There was a clear way to manage these special projects, and companies realized that coordination and collaboration across all levels, business units, and disciplines was critical to overall success.

What is a project?

The Business Dictionary defines a project as “a planned set of interrelated tasks to be completed over a specified period, subject to specified costs and other constraints.” A project can be something external or an addition to a company's employees' typical workday. Perhaps a financial need or client request could be the catalyst for a project to arise.

Project parameters include achieving a clear goal, so by nature, projects involve a beginning and an end to achieve a unique, specific outcome. This short-term commitment requires a set time frame, a clear scope, a designated budget and human resources, which include a project team and a manager.

What is a project manager?

A project manager is a person who leads a project team to jointly achieve the project goal. Everyone who has the position of “manager” has permanent responsibilities during the entire period of his/her stay in the company in accordance with the labor code of the Russian Federation, but the position of project manager is temporary and serves only to achieve specific purpose. For any specific project, a project manager will be appointed without fail. However, if you are a department head or another type of manager and project management is not part of your official job responsibilities, add a line about basic knowledge and skills in project management to your resume - this will only be a plus for you.

After successful completion of the activities planned by the project, you will receive a good boost in the development of your effective communication and administration skills, which will always be useful to you in any situation. Not all companies have full-time project managers, and you could propose to the management of the organization that you can manage a special project. Prepare to accept this new type of responsibility, thereby increasing your value to the company's management. Your project team may include colleagues invited from other departments. For you personally, this type of activity can bring some popularity within your company, increasing the likelihood of receiving a bonus or promotion. In addition to personal and career growth, you will gain good experience in something new to you. You also receive certain benefits by emphasizing that project activities can not only satisfy the need for your professional development, but also help increase company profits (both financial and intangible).

If your company has an in-house training system, online courses, or reimburses for specific courses, consider providing some training in project management. There are now quite a few websites that offer free online education. If you intend to develop in this direction, then start with the basics of strategic planning, business process building, financial analysis, marketing and change management. This additional education can help you be more savvy when you volunteer for new projects. If the managerial characteristics of a specialist mainly include knowledge in the field of time management, organizational and communication skills, then project management requires special attention to resource management, results and administrative communications. Fine-tuning these personality traits can provide opportunities for career growth.

How to choose the best project manager to avoid failure?

Choosing the best project manager for the job can mean the success or failure of a project. The project manager plays a critical role in moving any project from concept to completion. He or she must have both technical experience and the ability to organize the execution of each task that is part of the project strategy. Otherwise, the result will only be critical errors in missing key tasks, wasted time and money.

The team leader must have strong critical thinking skills in order to anticipate all risks, and have the ability to create preventive measures to resolve situations that arise. The project manager must be able to formulate the tasks of each team member and establish clear relationships. Successful manager project leader, has good communication skills, is capable of competent conflict resolution, has time management and critical thinking skills.

More and more project managers are constantly searching for the perfect project management software. This makes sense because, after all, project managers are the people who will use the software on a daily basis. They have their own opinions about what the software should do and how it can help them manage their projects.

If you are looking for a tool for project management, then these articles will help you decide:

• Top Project Management Software

You can use the five steps of project management to successfully implement a project.

Initiation phase– this stage includes the formal start of the project and its large-scale description. Your first stage documentation will include: your vision for delivering the project, a description of the project's progress that includes tasks based on the project's goals, and details of the desired outcome. Once you receive approval, prepare your proposals for all activities, including your descriptions and risk calculations.

Planning phase– the project manager formulates the best strategy for the team, to achieve the client's goal. It may fall on the project manager to select his/her team, besides withdrawing other resources. Establishing deadlines, schedules and lines of communication also occur at this stage.

Implementation phase (work execution)– the project manager especially focuses his attention on this stage. He/she will implement and supervise all activities that produce the output recorded in the project plan. Preparing for this stage takes up most of your time, resources and energy.

Control phase– execution and control occur simultaneously. The project manager monitors and coordinates the work of the team, making sure that the projected indicators of the planning phase become reality.

Closing phase– during this last stage, the project manager will help develop any administrative tasks, generate reports, adjust documentation and present the results to the management of the enterprise. Most likely, your client's top priorities will include how long it will take to achieve their goals and whether your team is on budget.

The five stages of the project management process are complemented by several other areas of knowledge that every project manager should be familiar with. IN PMBOK(project management body of knowledge) there are 10 knowledge areas. And the fact that every manager should have basic knowledge in these 10 topics is a vital necessity. However, project managers must pay special attention to each specific project, which involves unique goals, tight deadlines, and limited resources.

Project implementation is an area of ​​knowledge that contains all 5 stages of the project. During implementation, you will develop a plan, assess risks, and make necessary adjustments as the project progresses, all of which are necessary to ensure successful completion of assigned objectives.

Requirements– context describes the expectations of stakeholders. Qualitatively defining the actual desired outcome of your project is fundamental to your success as a project manager.

Time– they say timing is everything, and keeping your project within the right time frame is of paramount importance. Management experience will help you allocate tasks and set appropriate project milestones to meet deadlines and utilize resources successfully.

Price– cost management processes occur throughout the project. Properly estimating the full expected cost of a project and maintaining cost control throughout the project will help you and your team stay within budget.

Quality– determining that your PRP (product/service/result) meets the client’s expectations is your main goal. Your project will always be successful if your outcome is nothing other than what the client and/or stakeholders demand.

Procurement– It often happens that you may need services that will contribute to the achievement of your project results that are beyond the competence of your project team. You must know how to plan for such situations, select an external supplier and conclude a profitable contract.

Human resources – you, as a project manager, will have to work hard to assemble a high-quality project team from all employees of your company, and, possibly, also attract external contractors. No matter the size of the project, you must know how to coordinate and manage your team.

Communications– not only reports, but the provision of important and necessary information. You must know how and when to present project information.

Management of risks– even the best plans never come together without a hitch. You need to know how to identify and evaluate those things that could derail a project. Through continuous planning, response and monitoring, you can reduce delays and costs.

Stakeholder management. Stakeholders are the people or organizations involved in the project. You must know how to create interactions and management approaches to involve stakeholders in project outcomes.

Summarizing

Successfully and effectively implementing change is the job of the project manager. Each project includes a specific period of time during which your team completes numerous activities. Your goal is to meet customer needs, whether internal or external, by achieving key goals and milestones on time while staying within budget. Experience in planning, monitoring and providing support to your team is key to successful project delivery.

Accreditations in Project Management

Project Management Professional (PMP) is an internationally recognized professional designation offered by the Project Management Institute (PMI). There are currently approximately 700,000 active certified Project Manager Prefessionals in 210 countries around the world. The exam is based on PMBoK project management knowledge.

The PMBoK guide includes best practices and is the industry standard for all areas of project management. The latest PMBoK provides a good foundation for every serious project management professional or for people working in other management fields who see the importance and significance of project management practices in their work or career.

Project management (Project management, from English - Project Management) - is an application of knowledge (personal - gained experience, global - “best practices” and corporate), skills and competencies (innate - soft skills and acquired - hard skills), tools and methods (standards, methodologies, techniques, notations, information systems, etc.) for project work with to meet the requirements for this project with a balance of four integral components - content, time, costs (triple limitations) and quality (see Figure 1), recently another fifth component has been added - risks. Project management implies having a clear and thoughtful project plan, minimizing deviations from the plan, minimizing project risks, and effective change management on the project.

Figure 1. Triple constraints of the project.

For many government and commercial companies, programs and projects are of great importance. Through programs and projects, as well as a portfolio of projects, many organizations have the opportunity to significantly increase their profits by effectively implementing their strategic plan using various approaches and best practices in project management. Projects are playing main role in the process of forming a product concept, developing a product and bringing it to market, and further increasing product sales. During the implementation of projects, new or modernized means of production, new information systems are created, useful discoveries and technological breakthroughs are made. Restructuring or management reorganization projects lead to an overall reduction in costs and the cost of production of a product. Project management is vital for the continued successful operation and development of any organization of small, medium, large businesses and public companies, as well as for the implementation of global social and technological programs within the country and at the international level.

The goal of introducing and continuously improving processes and approaches to project management, based on standards and global practices, in government and commercial organizations, is to increase the efficiency of the implementation of programs, projects and portfolios, within the planned time frame, resources (labor), budget and quality of the final product or service.

Modern project management poses the following tasks:

• guarantee for each project conceived and approved for execution compliance with the established strategic goals of the highest level, while the achievement of project goals is realized at an acceptable level of risks (competitive, economic, political, technical, cost and time components);
• allow each individual project to be planned, controlled and managed simultaneously with all others so that all projects are carried out efficiently and achieve their intended purpose. The goal of the project is understood as achieving the strategic objective of the organization within the allotted time frame and within the approved budget.

History of project management development

Modern approaches and standards of project management are based on the experience of mankind, accumulated over several thousand years. No matter how trivial it may sound, but as an example we can cite the well-known seven wonders of the world: construction Egyptian pyramids, Alexandria lighthouse or the construction of the Collos of Rhodes, etc. All these objects are based on the titanic labor of people, not only physical, but also the work of designing these construction projects. As part of the implementation of such projects, a large number of discoveries were made, the most innovative technologies of that time were used, and a huge amount of resources (labor, material and intangible) were involved. State structures and organizations took full responsibility for the implementation of such projects, and gradually accumulated experience in organizing work, planning work, etc.

From the point of view of project management, the main contributions to the discipline were made by such scientists, industrialists and practitioners of the early 20th century as:

• Frederick Taylor - formed the principles of scientific organization of labor and management.
• Henry Ford, the founder of “authoritarian project/production management,” was the first to put the industrial assembly line into practice.
• Henri Fayol, the founder of the administrative school of management, described the foundations of a unified theory of management.
• Henry Gantt - created a structured approach to managing content, time and labor resources, developed and used a diagram as a means to represent the duration and sequence of tasks in a project.
• Harrington Emerson - founder of the theory of effective economic activity, proponent of lean production management.

The first qualitative steps forward in the development of project management were made in the 20th century in the pre-war years. We can say that at this time project management began to emerge as an independent discipline. Figure 2 presents significant events and milestones in the development of project management.

Figure 2. Key milestones in the development of project management.

At 30-50, the first discoveries are made and fundamental techniques that are used to this day are formed. Project management begins to acquire structured features:

• 1937 - the American scientist Gulick carried out the first development of a matrix organization for the management and implementation of complex projects;
• 1956 - Du Pont de Nemours Co. formed a group to develop project management methods and tools;
• 1957 - the Remington Rand team, led by Kelly and Walker, developed the critical path method (CPM) with software implementation on the UNIVAC computer;
• 1957-58 - for the Polaris program (US Navy), the PERT network planning system was developed and tested;
• 1959 - the Anderson Committee (NASA) proposed a systematic approach to project management at its stages life cycle, in which special attention was paid to pre-project analysis;
• The methods and techniques of network planning developed in 1956-58 gave a powerful impetus to the development of project management;
• The development of PM in the 1950s culminated with the publication of Gaddis in the Harvard Business Review, the first generalizing article on project management.

60s - development of network planning methods:

• As part of the development of project management, the main focus is on PERT and CPM methods;
• Popularization of network planning methods and attempts to apply these methods in various fields of activity;
• The emergence of a matrix form of organization and the subsequent development of organizational forms;
• American researchers P. Lawrence and J. Lorsch, J. Galbraith and others described the types of integration mechanisms and their Terms of Use;
• 1966 - An integrated logistics system and an alternative probabilistic network planning method, GERT, are developed.

70s – development systematic approach to project management:

• Full-scale development and implementation of network planning and management methods;
• At the legislative level in the United States, CPM is receiving support;
• As part of the project implementation, they begin to take into account not only the internal, but also the external environment (economic, environmental, social factors, etc.);
• 1971 - First attempts at a formal approach to conflict resolution;
• 1977 - Conflict management methods appear;
• 1977 - 1979 - Formation organizational structures project management;

Professional project management organizations are being formed around the world:

• IPMA (International Project Management Association, Europe) - International Project Management Association;
• PMI (Project Management Institute, USA) - Project Management Institute.

Separately, it is worth noting the release in 1987 of the first edition of PMBoK (Project Management Body of Knowledge). This methodology will subsequently become an international standard for project management and will absorb best practices and global experience. To this day, PMBoK is the most widely used methodology throughout the world. Many standards are based on the PMBoK methodology.

Do not underestimate the experience of Russia and the Soviet Union in the development of project management. The first trends and approaches appeared under Nicholas II.

• 1825 - the first fundamental works of M.M. Speransky.
• 1900s - application and development of practical management methods of P.A. Stolypin.
• 1920s - works by A.K. Gastev on scientific organization of labor and management; creation of the CIT of the Russian Federation. Subsequently, Gastev’s work became the basis for lean production (Lean Production) using the Toyota method.
• 1930s - practical experience acquired in the projects of the first five-year plans. Within the framework of which a large number of approaches and management methods were applied and developed, with an emphasis on labor resource management.
• 1946 - 1961 - implementation of projects to create atomic weapons and rocket and space technology in the USSR. Invaluable experience of generations, the golden age of industrial development in the USSR.
• 1970s - application and development of software and a systematic approach for project management in the USSR, creation in various sectors of the national economy automated management systems for organizations and enterprises (ACS).
• 1990s - application of international processes and methods of project management, formation and accumulation of experience. Opening of the Soviet Project Management Association SOVNET, formation of the market for professional services and software products for project management. Formation and implementation of a national program for training and certification of project managers based on international requirements and standards.

Diversity of approaches to project management

Various approaches to project management have become widespread throughout the world and have affected all areas human activity. These approaches are reflected in methodologies that are being developed by various associations and organizations. At the moment, many professional associations have emerged and are expanding at tremendous speed:

• The PMI Association - Project Management Institute - has branches in 39 countries, and members of this Institute live in 80 countries.
• The IPMA Association - International Project Management Association - is an international network that includes 28 national project management communities.
• The APM Association - Association of Project Management - is part of IPMA.
• PDMA Association - Product Development Management Association - whose main idea is product development management.
• Association AACE - Association for the Advancement of Cost Engineering - aimed at the development of cost engineering.

Despite the fact that the end results are a variety of products created in different industries, the approach to project management in them is quite similar. The project itself is not the end result; it is more correct to say that the project is the process of creating a new and unique end result. The same principles of project management apply to projects and programs in all areas of human activity, although there are significant differences in approaches and processes that depend on the specific subject area.

Organizations and Project Management

All organizations can be divided into two global types. The first includes project-oriented organizations in which projects are the main business. This type includes architectural, design and engineering companies, software developers, telecommunications companies, consulting organizations and companies providing services in various areas of professional activity, including companies that make a profit through the implementation of projects. Growth strategies in such companies are reflected in the size, nature, delivery method and type of projects offered by the company and in the way such projects are resourced (internal sourcing) at the time of awarding the contract.

The second type of organization is project-dependent, whose growth and development depends on projects. These are organizations that offer goods and services. Projects and programs in such organizations are financed and sponsored primarily from within. These are companies in the production of consumer goods, pharmaceutical products, etc.

Roles and participants in project management

• Project Management Committee - A collegial body that makes strategic decisions regarding certain ongoing projects in a particular organization. Typically, such decision-making bodies are created in large organizations.
• Project office - A structural unit whose tasks include the implementation, development and support of an approach to project management. Sometimes a Project Office (Project Management Office) is understood as a temporary structural unit organized for a specific project. The tasks of such a department include direct management of a large project.
• Project Manager - Primary project management role. The main task is to organize work on the project and achieve planned goals, taking into account certain restrictions and assumptions. The project manager is responsible for the quality and timely execution of the project.
• Project Management Team - Report to the Project Manager and assist him in organizing the work. The project manager delegates some of his responsibilities to members of the project management team. Among others, the following roles can be distinguished: Project Administrator (project document flow, communications), Risk Management Manager (planning, risk control), Project Architect (responsible for the integrity of the solution), etc.
• The project team is the remaining participants (performers) involved in the tasks of the project.

Corporate project management system

A corporate project management system (hereinafter referred to as CPMS) is a package of necessary and integral components through which formalized and effective project management is carried out in an organization. The implementation of these components ensures the integrity of the system and its efficiency. In the classic version, the following components are distinguished: Project office, PMIS, Methodology.

Project management information systems

At the moment, there are several types of systems (ISMS), through which automation of project and portfolio management processes in an organization is carried out. The first type is server solutions ( Microsoft Enterprise Project Management,Oracle Primavera, etc.); The second type is cloud technologies (SaaS, PaaS solutions); The third type is mixed.