Project management - what is it? Advantages and disadvantages. Methodological aspects of project management

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 a specific goal. 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. A successful project manager is a leader, has good communication skills, is capable of competent conflict resolution, and 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 the majority of 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 successfully utilize resources.

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.

The emergence and development of a new direction in management - project management - is due to a number of objective factors. First of all, this is the acceleration of scientific and technological progress and, as a consequence, a reduction in the life cycle of goods and their production technologies. The second reason was the complication of many types of production and the products themselves, due to an increase in the number of elements from which they are formed, which as a result created the need for the use of new techniques and methods in management. An important role in the emergence of project management was played by the expansion and complication of economic relationships between agents, both in the domestic and foreign markets. The last factor was the internationalization of production, in which certain types of work under a single program are carried out in different countries, which also required the use of project management tools.

Project management project management) in a broad sense, it is a professional activity based on the use of modern scientific knowledge, skills, methods, tools and technologies and focused on obtaining effective results by influencing employees to successfully implement projects.

Project management is also a methodology for organizing, planning and coordinating the use of human and material resources throughout the project life cycle (also called the project cycle), aimed at effectively achieving project goals through the use of a system of modern management methods, techniques and technologies.

From a scientific point of view, project management is a synthetic discipline that combines both special and professional knowledge.

Being one of the functional areas of general management, project management performs the following traditional functions:

goal setting (formation of an investment plan for a project, initiation of a project or its next phase, development of a project concept, etc.);

planning (planning the subject area of ​​the project, structural decomposition of the project, defining work and their relationships, resource planning, scheduling work, planning contracts and supplies, etc.);

organization (organization and coordination of the implementation of the project plan, formation of the project team, organization of the project office, distribution of information, placing orders for work, services, supplies, concluding contracts and their support, etc.);

motivation (creation of a system of motivation and stimulation of all project participants);

control (submission of reports on the progress of project work, control of the subject area, deadlines, project cost, control of risk reduction measures, project quality control, control of contract implementation, project completion).

At the same time, when comparing project management with general management, it is necessary to note:

the field of project management has its own unique area of ​​knowledge, partially overlapping with neighboring areas.

The general management area contains knowledge that every project manager should have.

the field of technical management contains specialized knowledge in a specific field of activity. This is what makes a project manager an expert in this field.

auxiliary and supporting disciplines help the project manager to better perform his functions.

During project management, it is necessary to achieve two groups of goals:

a) ensure a systematic increase in the potential of the system for which the project is being implemented;

b) achieve efficient use of resources during the implementation of the project.

Accordingly, the tasks of project management are divided into basic and integrating. Basic tasks are related to managing the subject area of ​​the project (substantive essence), managing the quality of the project (requirements for results, standards), managing time resources (timeliness of changes), as well as managing the cost of the project and, accordingly, the economic efficiency of the changes made.

Unlike basic tasks, integrating tasks involve managing project personnel, managing communications, managing contract work, and managing risks.

The difference between the functions of general and project management is presented in Table 1.

Table 1 Comparison of the functions of general (functional) and project management

2. The evolution of the development of project management methods in foreign management practice.

The origin of project management abroad occurred in the 30–50s of the last century. In 1937, the American scientist L. Gulick developed the first matrix organizational structure for the purpose of managing and implementing complex projects. For the first time, it received practical application in full in 1953–1954 in the units of joint projects of the US Air Force, special weapons projects, and in 1955 in the Special Projects Division of the US Navy. These were the first most organized mechanisms for achieving integration in the management of complex large projects. As a result of integration, the practice of project management has developed: determining the required results; careful planning; appointment of the main contractor responsible for the development and implementation of the project. The need for an independent discipline of “Project Management” was realized in developed Western countries with market economies in the 50s. This was caused by a massive increase in the scale of projects and the fact that the concept of project success began to be measured, first of all, by the correspondence of its final cost to the volume of allocated funds, savings and profit margins.

In 1956, a research group was formed to develop project management methods and tools. As a result, a rational and simple method for describing a project using a computer was created. It was originally called the Walker-Kelly method and later became known as the Critical Path Method (CPM).

In parallel and independently, the US Navy created a method for analyzing and evaluating programs, PERT (Program Evaluation and Review Technique).

Using the PERT method allowed program management to know exactly what needed to be done at any given time, who should be doing it, and the likelihood of individual activities being completed on time. This management method was soon used for project planning throughout the US military. In 1959, a NASA committee formulated a systematic approach to project management by life cycle stages, in which special attention was paid to pre-project analysis. Large industrial corporations began to use such management techniques almost simultaneously with the military to develop new types of products and modernize production. The project-based work planning technique has become widely used in construction. In the 70s large-scale projects have faced unexpected opposition from environmentalists. This was the impetus for developing the external environment of projects and formally incorporating external factors - environmental, social, cultural - into project management processes.

The development of project management in the 60s focused exclusively on the methods and tools of CPM and PERT. Methods and means of cost optimization for CPM and PERT (PERT/COST), resource allocation and planning (RPSM, RAMPS, etc.) are expanding. Organizational integration received further development in the 60s. It was introduced as a matrix form in the early 60s. By 1967–1968, P. Lawrence, J. Lorsch and others had characterized the types of possible integration mechanisms and formulated the conditions under which they should be used. During this period, the integrated logistics system (1966) and the GERT network planning system (1966), using a new generation of network models, were also developed.

In the 70s, the development and implementation of network planning and management systems continued. Thus, network analysis techniques and its computer applications are being introduced for the first time in US educational institutions as compulsory engineering subjects. The SRM method receives legislative support, and a number of US courts consider claims of project participants only when the corresponding calculations are submitted on a computer. At the same time, new directions in project management are also being developed. Methods and tools are being developed based on the systems approach and systems theory, effectively used in structuring problems and optimizing goal-setting functions. First of all, this is a PATTERN method used to build a structure of goals and objectives that most adequately correspond to the identified problems. This method has become effectively used in the management of research projects. Systematic methods of financial management are conceptualized and practically applied in the context of managing project-oriented activities, in particular, the Planning Programming Budgeting System (PPBS), which is an enterprise management system based on a systematic approach to project management and programs.

Project management as a field of professional activity (80s). There has been a tendency towards a reduction in the volume of production of serial goods and services, an increase in the range of goods with a limited production volume and target qualities (customization trend). In project management, customer-oriented methods are being developed. The practice includes methods of managing configuration (changes in the content of the project). Modern quality management methods are being integrated into the overall project management methodology. The high role and importance of partnership and coordinated work of the project team are realized. Risk management is identified as an independent discipline within project management. Finally, the fourth generation of computers and new information technologies developed on their basis make it possible to more effectively use project management methods and tools for purposes such as planning, scheduling, control and analysis of time, cost, resources, etc. These methods are beginning to be widely used not only large, but also medium and small firms.

New directions and areas of application of project management (90s - present). Development continues new areas of project management, which include:

improving approaches to the design and implementation of project-targeted organizational structures;

awareness of the possibilities and usefulness of applying project management in non-traditional areas; in social and economic; major international projects, etc.;

studying the possibilities of using project management in public administration and in interstate and public international projects and programs;

development and implementation of international and national certification programs for project managers;

awareness of the need and possibility of globalization, unification and standardization processes in the field of project management, as well as the beginning of their implementation;

development of new standards in the field of project management, including the standard “Maturity levels of the project management system”;

the beginning of the development and use of new information technologies in project management based on the worldwide computer network Internet;

further improvement of project management information technologies;

intensive development of project risk management methods;

improvement of project personnel management based on modern achievements of social and psychological sciences, primarily achievements in the field of team management.

3. Stages of development of project management in Russia.

Project management in Russia originated in the 1930s during the period of industrialization. Based on these first experiences of growing industrial construction, the flow theory was developed in the country, which became the foundation of the modern scientific organization of labor and production management. It can be said with complete confidence that the foundations of project management in Russia were laid in the period from the 30s to the early 60s. Planning and control of project implementation during this period are based on deterministic linear Gantt models, cyclograms and the use of graphic-analytical methods for their calculation and optimization. O.A. made their contribution to the development of flow theory. Wutke, M.V. Vavilov. The growth of serial production, primarily in the field of housing construction, contributed to the development of the theory and practice of continuous organization of work on the implementation of construction projects. In 1931, in the Izmailovsky village (Moscow), and then in the Dachnoe village (Leningrad) and in Kemerovo, new blocks of residential buildings were successfully built using the in-line method.

Introduction and development of network planning and management methods (60s). The development of modern project management methods in the USSR began in 1959 after the appearance of the first American publications on network methods (CPM and PERT). The first works on network methods were published by M. L. Razu, S. I. Zukhovitsky, I. A. Radchik.

In the early 70s, original network models were developed, more flexible and powerful than their foreign counterparts. At the same time, methods for constructing alternative network models developed by Soviet scientists G. S. Pospelov, V. A. Barishpolts, V. I. Rudomanov, B. A. Vigman and N. I. Komkov were improved.

Development of project management software systems (70s). The use of network planning and management methods was initially closely related to the use of computers. The first software systems for project management, which appeared in the USSR in the early 70s, were quite progressive for their time. They could perform time and cost analysis, including optimizing the timing and cost of work and projects, as well as solve resource allocation problems and were based on original ideas and algorithms. In particular, a number of heuristic resource allocation algorithms have been developed. These algorithms had the ability to self-learn and were equipped with a convenient user interface; with their help it was possible to perform logical analysis of complex situations. Similar algorithms can still be useful in the development of project management systems. The former USSR was characterized by the predominance of the goals of the entire organization over the goals of implementing individual projects, therefore the use of network planning and management at individual facilities gave a local effect and often negatively affected the overall results of the organization’s plan implementation. It became clear that it was necessary to cover all projects and orders carried out within the framework of the organization’s program with network planning and management in order to more fully and efficiently use its capacity, labor and material resources and thereby ensure better implementation of the plan. The priority of the plan was higher than the priority of the individual project. This is why, in the mid-1970s, the development of project management gradually moved from managing single projects to managing the activities of an entire organization carrying out many projects simultaneously. At the same time, the first software systems for multi-project management appeared. These include: “Calibration-2” (NIIASS Gosstroy of the Ukrainian SSR, Kiev, head V. I. Sadovsky, 1965–1968), “A-Plan” (NIIES Gosstroy ESSR, heads L. G. Golub , E. N. Lyashenko (1972–1976), etc. These systems were intended to manage the entire program (set of projects) of an organization, taking into account its goals and resource capabilities, therefore they should be classified as the first software systems for multi-project management.

Program-target management (80s). On the basis of a systems approach, the concept of program-targeted management was developed in the Soviet Union, which can be considered as a full-fledged analogue of project management that developed abroad at that time. Program-target management covered both state economic management and the implementation of specific projects. Thanks to the centralized approach to management that dominated at that time, an effective system was developed for integrating goals at various levels of economic management.

During the same period, specialists from the Moscow Institute of Management developed the basic organizational tools for project management, which were successfully tested in the implementation of projects of various scales and contents. Tools such as network matrices, information technology models (called logical information diagrams at that time), and matrices for dividing administrative management tasks were developed. O. V. Kozlova, M. L. Razu, G. A. Bryansky, O. A. Ovsyannikov made a great contribution to the development and practical use of organizational project management tools. The result of the practical application of the program-targeted approach was the creation of numerous targeted comprehensive programs (TCPs) aimed at integrating territorial, sectoral and target management principles within the framework of solving national problems.

Russia's entry into the global project management community (90s - present). In the early 90s, Russia entered the “world of project management” and became a full member of the project management community. All global trends in the development of project management have begun to manifest themselves in our country in one way or another.

To date, project management has become a recognized investment methodology in all developed countries. However, project management has become a truly independent discipline thanks to the knowledge gained from studying the general patterns inherent in projects in all areas of activity, as well as the methods and tools successfully used for a wide variety of projects.

The main changes that create the potential for the application of project management philosophy include:

changes in property relations: privatization, corporatization, etc.;

rapid development of joint-stock forms of management in the non-state sector of the economy;

market changes: formation of a relative balance of supply and effective demand;

change and development of organizational forms in accordance with these changes in property and market relations;

change in the production system: the need to restructure and create a fundamentally new management system for the production complex;

changing management methods and means. 4. Contents of the basic concepts of project management.

Project- “anything that is conceived or planned, a temporary undertaking intended to create unique products or services.” “Temporary” means that any project has a beginning and an end when the set goals are achieved or there is an understanding that these goals cannot be achieved. “Unique” means that the products or services created are significantly different from other similar products and services.

« Project– a unique activity that involves the coordinated implementation of interrelated actions to achieve certain goals under time and resource constraints.”

Management is the practice, theory and art of managing organizational interaction and organizational relationships (object of management) of people in stable social systems in conditions of commodity-money relations.

Project management is the practice, theory and art of managing organizational interaction and organizational relationships (object of management) of people in solving specific problems of the project.

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

5. Traditional management and project management: general and specific. 6. Project: concept, essence, distinctive features. 7. Characteristics of factors in the immediate and external environment of the project. 8. Project life cycle: concept, essence, content.

Any project goes through certain stages in its development. The stages of the project life cycle may vary depending on the field of activity and the adopted work organization system. This is due to the characteristics of the subject area in which the project is being implemented. For example, software development projects often include stages such as recognizing the need for an information system, formulating requirements, system design, coding, testing, and operational support.

However, the most traditional is to split the project into four large stages : project initiation, planning, implementation and completion. The concept of the project life cycle is one of the most important for a manager, since it is the current stage that determines the tasks and activities of the manager, the methods and tools used.

Project life cycle is the period of time between the emergence of a well-founded project concept and the moment of administrative completion of the project.

Each stage of the project life cycle corresponds to groups of project management processes.

Project Life Cycle Process Groups

Management processes overlap within the project life cycle, but at different stages of the life cycle, different processes are implemented with different intensity

Pre-investment stage of the project.

Any project starts with an idea. But we must distinguish between scientific ideas and business ideas. Scientific ideas are primary; they appear as a result of purposeful mental activity. The emerging scientific idea must be presented in the form of a scientific report or article. Now the scientific idea must be assessed from an economic point of view, although at this stage we can only talk about potential.

If a scientific idea is recognized as promising, it will receive the opportunity to develop and enter the stage of scientific research. As a result, a scientific idea receives comprehensive development and turns into a scientific development. If the assessment is positive, development work begins. If the assessment is positive, a business idea is formulated. A business idea, unlike a scientific idea, must answer the question: “How can I make money with it?” The business idea must also be documented (business plan). The document must reflect:

Alternative technical and technological solutions;

Expected demand for products;

Timing of implementation and complexity of the project;

Legal support of the project, availability of initial and permitting documentation;

Competitiveness of the project's products;

Investment climate;

Economic efficiency assessment.

Initiation.

Initiation stage. Project initiation– this is the conviction of the organization’s management (or investors) of the need to complete the project. The project initiation stage involves defining goals. It is necessary to distinguish between the goals of the project and the goals of the project product, which refers to the products (or services) created or produced as a result of the project.

Product Goals- these are the properties that the product of the project, which is the main material result, must have.

Project goals– these are the explicit and implicit goals of its main participants (the work that needs to be performed to produce a product with given properties).

Project goals here mean not only the final results of the project, but also the chosen ways to achieve these results (for example, technologies used in the project, project management system). In this case, the results can be material (products, buildings, structures, organization) and intangible (knowledge, experience, methods). Without clearly defined goals, successful project implementation is impossible.

On the other hand, the project initiation stage may essentially involve the function of selecting a project from possible alternatives. Projects are initiated because of needs that need to be satisfied. However, in conditions of resource scarcity, it is impossible to satisfy all needs without exception. You have to make a choice. Some projects are selected, others are rejected. Decisions are made based on the availability of resources, and primarily financial capabilities, the relative importance of satisfying some needs and ignoring others, and the comparative effectiveness of projects.

For comparative analysis of projects at this stage, project analysis methods are used, including financial, economic, commercial, organizational, environmental, risk analysis and other types of project analysis. Systems for planning and managing projects at this stage are usually used in a limited way.

“Of all the challenges NASA faced in sending man to the moon, control was perhaps the most challenging.”

— Roger Launis, NASA historian

Throughout history, humanity has accumulated an impressive list of successfully implemented complex projects. From building the Pyramids of Giza to sending a man to the moon, the most daring human endeavors required the coordinated work of thousands of people. And this implies a complex project management system.

And although only a few of us will be faced with tasks of this scale, most readers of this blog will encounter project management in one way or another. According to PMI estimates, by 2020 there will be - and many other professionals often have to manage mini-projects, at least on a personal level.

In simple terms, Project Management is the management and organization of everything that is needed to achieve a goal - on time and within budget, of course. Whether it's developing new software, running a marketing campaign, or landing humans on Mars, project management allows you to achieve success.

All projects are different. There is no perfect project management system that is suitable for every type of project. There is also no system that would suit every manager and be convenient for all team members. However, during the existence of project management, many effective approaches, methods and standards have been created that can be adopted. Today we will talk about the most popular of them.

The approaches developed are very different from each other. They differ in areas of application, detail, self-sufficiency and formalization. In the title, we called them “methods” for convenience, but in fact, the article presents standards, concepts, methods and frameworks that are used in project management. The purpose of this article is to give the broadest overview of existing approaches in project management.

In this article we will look at:

• Classic project management
• Agile
• Scrum
• Lean
• Kanban
• SixSigma
• PRINCE2

And before we look at specific methods, let's answer the obvious question - “Why do we need project management systems and methods at all?”– let’s look, of course, briefly at the history of project management and define the basic terms of project management.

Why "project management"?

The names of Neil Armstrong and Buzz Aldrin will forever go down in history as symbols of one of mankind's greatest achievements - the landing of man on the moon. However, the major contributors to this event were the 400,000 NASA employees and the 20,000 companies and universities who worked together on the Apollo mission.

In 1961, John Kennedy set the task of landing a man on the Earth's satellite and returning him back - despite the fact that at that time NASA sent a man into space for only 15 minutes. Such an ambitious goal required an incredible amount of resources, cooperation, innovation and planning.

According to NASA's book Managing the Moon Program, the main problem was not " what to do?", and in that “ how to do so much in such a short time? According to Dr. Max Faget, head of engineering at the Johnson Space Center (The Lyndon B. Johnson Space Center, JSC), then NASA had no idea how to fit all the necessary actions into 10 years. Therefore, the first step was to “break the project into manageable stages.”

It was then important to accelerate each individual phase and ensure that the teams and companies working in each phase communicated effectively with each other and delivered results on time. This task was entrusted to Dr. George E. Muller, who managed every part of the Apollo project, from the White House to the supplier of the smallest part. To make it easier to control the project, he decided to break the project into 5 areas: Program Control, Systems Engineering, Testing, Reliability and Quality, and Flight Operations. The Apollo program control diagram is shown in Figure 1.

This 5-step system - called the "GEM Phases" after Dr. Mueller's initials - was designed "to focus on testing the product, and designing it to be tested," as Mueller himself notes. Program Control determined what needed to be done, managed budgets and requirements, and managed the interrelationships of program elements. The Systems Engineering area was responsible for developing new devices and components, Testing was responsible for ensuring that these new items worked, Reliability and Quality checked the developed items to ensure compliance with requirements and standards, and Flight Operations was responsible for ensuring that these the nodes will work during the flight.

Many were initially skeptical about the method proposed by Muller, but in the end he managed to convince the program members of the need to follow this algorithm. This system has shown its effectiveness - the project was completed successfully, and, one might even say, triumphantly, ahead of the stated deadlines. This was only possible by breaking down a large-scale project into manageable, repeatable steps, allowing many individual companies and specialists to work at the same pace. This is how project management proved its effectiveness in the Space Race.

A Brief History of Project Management

Project management was not invented by NASA or Dr. Mueller. The Egyptian pyramids and the Great Wall of China are products of project management from prehistoric eras. Unfortunately, there is no documentary evidence of how these projects were implemented and managed, and current project management is divorced from the knowledge of past centuries.

The most obvious way to implement a project is to break it down into phases or individual tasks. Like a culinary recipe - you buy the ingredients, mix them correctly, cook and serve. The simplest project management tool is a checklist of actions that need to be taken to achieve a goal. Simple and effective.

However, if you are a chef and you are preparing not one dish, but several, for example, a salad (the preparation of which consists of 3 stages) and a dessert (which only needs to be served), then you will need a tool that allows you to track the time spent on each of them. items and the time when they should be ready. And here one of the first modern project management tools comes to the rescue: the Gantt chart, presented on Figure 2.

Invented independently by K O Role of Korol Adamecki and Henry L. Gantt in the early 20th century, the Gantt chart shows a project schedule based on the end and completion dates of tasks. Tasks, their durations and relationships are entered into it, and then the critical path is calculated - the longest chain of interrelated tasks that determine the duration of the project. The relationships between the beginning and end of different tasks are very important - you can't serve soup to your guests until you've cooked it, can you?

So, a typical project is very similar to a project of preparing and serving dinner, only it has many more tasks, relationships, deadlines and types of resources. For projects with tight deadlines, the Gantt chart helps decide when it is best to start certain tasks in order to reduce implementation time. And for projects with strong resource constraints, the Gantt chart provides the opportunity to build a diagram in the form of an event-driven process chain for resource planning.

Different projects require different levels of control. For example, if you publish a series of articles in , then strict deadlines are not so important. Much more important is a clear process in which it is possible to structure each article, make an outline of each of them, get feedback, make edits, finish the article, proofread and publish. Instead of managing time and resources, you manage the process.

For such projects, Agile project management methods and related approaches such as Lean, Kanban and others are better suited. There are also methods that allow you to manage both work flow, time, and resources - 6 Sigma and Scrum.

Popular project management systems

Throughout the history of project management, many different project management methods have been created to suit almost any need. Even if you are not going to send a man to the moon and do not have the same amount of resources, you will still find a suitable tool for you. The main thing is to understand what is most important for your project - deadlines, resources, compliance with the process, or several factors at once - and then choose a project management method focused on achieving this indicator.

Before we look at the most popular methods, let's define some key terms.

Basic terms of project management

Agile: A flexible iterative-incremental approach to project and product management, focused on the dynamic formation of requirements and ensuring their implementation as a result of constant interaction within self-organizing working groups consisting of specialists in various fields. There are many methods based on Agile ideas, the most popular of which are Scrum and Kanban.

Critical path: A continuous sequence of work and events from the initial to the final event, requiring the greatest amount of time to complete it.

Event chain of processes (EPC diagram): a diagram showing the sequence of project work implementation based on the availability and workload of resources

Time reserve: The amount of time that the start of work can be delayed without affecting the overall duration of the project. Thus, work on the critical path will have a float of zero.

Milestone (control point,milestone): A key event, marking, for example, the end of a stage. On a Gantt chart, a task with a duration of zero is indicated.

Project manager (project manager,projectmanagerP.M. ): Project team leader responsible for project management (planning, implementation and closure of the project).

Resources: Elements necessary for the implementation of the project. Resources include time, equipment, materials, employees, etc.

Sprint (Sprint): An iteration (work cycle) in Scrum, lasting from a week to a month, during which a working version of a product or an element of it that is of value to the customer is created.

“Classical” or “traditional” project management: The most widely used method of project management, based on the so-called “Waterfall” or cascade cycle, in which the task is transferred sequentially through stages resembling a flow.

Classic project management

The most obvious way to make your project more manageable is to break the process of its execution into sequential stages. It is on this linear structure that traditional project management is based. In this sense, it resembles a computer game - you cannot move to the next level without completing the previous one. The workflow diagram is shown in Figure 3.

This approach is focused on projects in which there are strict restrictions on the sequence of tasks. For example, building a house - you cannot build walls without a foundation.

Typically there are 5 stages of classic project management, but additional stages can be added if the project requires it.

5 stages of traditional management:

Stage 1. Initiation. The project manager and team define the project requirements. At this stage, meetings and brainstorming sessions are often held to determine what the project product should be.

Stage 2. Planning. At this stage, the team decides how it will achieve the goal set in the previous stage. At this stage, the team clarifies and details the goals and results of the project, as well as the scope of work for it. Based on this information, the team creates a schedule and budget, assesses risks and identifies stakeholders.

Stage 3. Development. This stage is not implemented for all projects; as a rule, it is part of the planning phase. In the development phase, characteristic of technology projects, the configuration of the future project and/or product and the technical means of achieving it are determined. For example, in IT projects, a programming language is selected at this stage. ( In domestic practice, this phase is usually not distinguished, and the term “development” is not used - approx. trans.)

Stage 4. Implementation and testing. At this phase, the actual main work on the project occurs - writing code, erecting a building, and the like. Following the developed plans, the content of the project, defined earlier, begins to be created, and control is carried out according to the selected metrics. In the second part of this phase, the product is tested, it is checked for compliance with the requirements of the Customer and interested parties. The testing part identifies and corrects product shortcomings.

Stage 5. Monitoring and completion of the project. Depending on the project, this phase may consist of a simple transfer of project results to the Customer, or a long process of interaction with clients to improve the project and increase their satisfaction, and support the project results. The latter applies to projects in the field of customer service and software.

What is described above is the basis on which various project management methods are built. Different projects require different phases of implementation - some require three phases, others much more. Sometimes the so-called “iterative waterfall” is used, in which each stage is a subproject, during which tasks are implemented in fixed iterations. But the essence remains the same - the project is divided into stages that are executed in a strictly defined sequence.

Due to the fact that classical project management is strictly tied to the execution time of tasks, usually predetermined at the planning stage, calendar and network planning tools are excellent for implementing projects within this approach. The most common tool for scheduling and network planning is the previously mentioned Gantt chart. There are many tools for building it - from simple spreadsheets like Excel and Smartsheet to professional software packages like Microsoft Project and Primavera.

Strengths of classical project management

Today it is often said that the classic waterfall approach is outdated, but it does not think of losing ground. The big advantage of this approach is that it requires the Customer and the company management to determine what they want to receive already at the first stage of the project. Early inclusion brings a certain stability to the project, and planning allows you to streamline the implementation of the project. In addition, this approach involves performance monitoring and testing, which is absolutely necessary for real projects of various sizes.

Potentially, the classical approach allows you to avoid stress due to the presence of spare time at each stage, built in in case of any complications and risks. In addition, with a properly executed planning phase, the project manager always knows what resources he has. Even if this estimate is not always accurate.

Weaknesses of classical project management

The main weakness of classical project management is intolerance to change. The management of Toyota, famous for creating such systems as Lean and Kanban, is often criticized for the fact that they apply the classical approach to developing software for their company, and precisely for the lack of flexibility.

The mainstay of the classical approach now is construction and engineering projects, in which the content of the project remains virtually unchanged throughout the entire project. But if in your project resources and time are not key constraints, and the content of the project is subject to change, perhaps you should take a closer look at other project management systems.

Agile

As mentioned earlier, not all projects can be structured in such a way as to be implemented using the classic project approach. Returning to our example with the chef: preparing one dish fits perfectly with the “waterfall” approach, but preparing and serving a four-course dinner on time will be almost impossible if you have to wait until one dish is finished each time to start preparing another.

And this is where Agile comes into play - a family of flexible iterative-incremental methods for project and product management. According to this approach, the project is not divided into sequential phases, but into small subprojects, which are then “assembled” into a finished product. The operating diagram is shown in Figure 5.

Thus, initiation and top-level planning are carried out for the entire project, and subsequent stages: development, testing and others are carried out for each mini-project separately. This allows you to transfer the results of these mini-projects, the so-called increments, faster, and when starting a new subproject (iteration), you can make changes to it without high costs and impact on the rest of the project.

Despite the fact that Agile has come into fashion relatively recently, the idea of ​​iterative development is not new. (about the history of the appearanceAgile can be read – approx.). The family of flexible methodologies received its current name in 2001 with the publication of the Agile Manifesto, which established the core values ​​and principles of flexible software development, which are based on teamwork and adaptation, even “love” for change.

Agile itself is not a project management method. It is rather a set of ideas and principles of how projects should be implemented. Already on the basis of these principles and best practices, individual flexible methods or, as they are sometimes called, frameworks, have been developed: Scrum, Kanban, Crystal, and many others. These methods may be quite different from each other, but they follow the same principles.

StrengthsAgile

The most important advantage of Agile is its flexibility and adaptability. It can adapt to almost any conditions and processes of the organization. This is what determines its current popularity and how many systems for various fields have been created on its basis.

One of the Agile principles is: “Reacting to change is more important than following a plan.” This quick and relatively painless response to change is why many large companies are looking to make their processes more flexible. In addition, Agile is great for open-ended projects, such as launching a service or blog.

Agile's domain is the development of new, innovative products. In such product development projects there is a high degree of uncertainty, and information about the product is revealed as the project progresses. In such conditions, it becomes impossible to implement a “waterfall” project - there is no information for planning.

Weak sidesAgile

Unlike PRINCE2 and PMBOK, Agile is neither a methodology nor a standard. Agile is a set of principles and values. The weakness is that each team will have to independently create its own management system, guided by Agile principles. This is a complex and lengthy process that will require changes throughout the organization, from procedures to core values. This is a thorny path and not all organizations can do it.

This path will require from the leader of change not only knowledge and perseverance, but also serious administrative resources, as well as costs. Fortunately, there are ready-made sets of practices that make Agile transformation of an organization easier. Such sets include the Scrum framework, the Kanban method and many others - Crystal, LeSS, SAFe, Nexus.

Scrum

Created in 1986, the Agile framework is considered the most structured of the Agile family. Created in 1986, it combines elements of the classical process and the ideas of an agile approach to project management. The result was a very balanced combination of flexibility and structure.

Following the precepts of Agile, Scrum breaks the project into parts that can be immediately used by the Customer to obtain value, called product backlog. And despite the fact that “product backlog” is a fairly correct translation and is used in professional literature, in Russian practice simply “backlog” is most often used. Then these parts are prioritized by the Product Owner - the Customer's representative on the team. The most important “pieces” are the first to be selected for execution in a Sprint - this is what iterations in Scrum are called, lasting from 2 to 4 weeks. At the end of the Sprint, the Customer is presented with a working increment of the product - those very important “pieces” that can already be used. For example, a website with part of the functionality or a program that is already working, albeit partially. After this, the project team begins the next Sprint. The duration of the Sprint is fixed, but the team chooses it independently at the beginning of the project, based on the project and its own performance.

To ensure that the project meets the Customer's requirements, which tend to change over time, before the start of each Sprint, the unfulfilled project content is re-evaluated and changes are made to it. Everyone participates in this process - the project team, the Scrum Master (Scrum Master, project team leader) and the Product Owner. And responsibility for this process lies with everyone.

As already mentioned, the Product Owner is the Customer’s representative in the project, or represents all clients of the future project if there is no Customer. To do this, he must thoroughly know their needs and way of thinking, as well as understand the product and its manufacturing technology. The Scrum Master is designed to help project participants better understand and accept the values, principles and norms of Scrum practice. He is a leader and mediator between the outside world and the team. His task is to ensure that no one interferes with the team’s ability to independently and comfortably work on the assigned tasks. The team is responsible for ensuring that at the end of the sprint all the necessary tasks are completed and deliveries are completed.

The basic structure of Scrum processes revolves around 5 main meetings: backlog alignment, Sprint planning, daily stand-up meetings, Sprint wrap-up and Sprint retrospective.

For many, Scrum may seem difficult to implement - a new process, new roles, a lot of delegation and a completely new organizational structure. But it is a flexible yet structured approach to project implementation, which, unlike the vague and general principles of Agile, will not allow work to go in the wrong direction.

StrengthsScrum

Scrum was developed for projects that require "quick wins" combined with tolerance for change. In addition, this framework is suitable for situations where not all team members have sufficient experience in the area in which the project is being implemented - constant communication between team members allows the lack of experience or qualifications of some employees to benefit from information and help from colleagues.

The online TV channel Netflix is ​​an excellent example of fast delivery of results. The resource website is updated every two weeks thanks to Scrum, which not only allows you to work at high speed, but also accumulates user experience and makes it possible to identify the most important things for clients.

During each iteration, developers add and test new site features and remove those that were not used by customers. According to the Netflix team, the main benefit of Scrum is that it allows you to “fail fast.” Instead of taking a long time and at great expense to prepare a large release, Scrum biweekly deliveries are small in size. They are easy to track and, if something goes wrong, correct quickly.

Weak sidesScrum

Scrum is very demanding of the project team. It should be small (5-9 people) and cross-functional - that is, team members should have more than one competency necessary to implement the project. For example, a software developer must have knowledge of testing and business analytics. This is done so that part of the team does not “stand idle” at different stages of the project, and also so that employees can help and replace each other.

In addition, team members must be “team players”, actively take responsibility and be able to organize themselves. Finding such a mature team is very difficult!

Scrum is not suitable for all teams and organizations also because the proposed process may not be suitable for developing a specific product - for example, an industrial machine or building a building.

Lean

Agile tells us to break down work into small, manageable packages, but it doesn't tell us how to manage the development of that package. Scrum offers us its processes and procedures. Lean, in turn, adds a workflow diagram to the Agile principles so that each iteration is completed with the same quality.

In Lean, as in Scrum, work is broken down into small delivery packages that are implemented separately and independently. But in Lean, there is a workflow for developing each delivery package, with steps similar to those created for Project Apollo. As in classical project management, these can be the stages of planning, development, production, testing and delivery - or any other stages necessary for the high-quality implementation of projects.

Lean phases and their flexibility allow you to be sure that every part of the project is implemented as required. Lean does not have clear boundaries of stages, as Scrum does not have Sprint boundaries. In addition, unlike classical project management, Lean allows you to perform several tasks in parallel at different stages, which increases flexibility and increases the speed of project execution.

Like Agile, Lean is more of a concept, a way of thinking, rather than something set in stone. Using Lean ideas, you can independently create a system that meets your project management requirements.

StrengthsLean

If you like the ideas of Agile, but the project requires very consistent quality and precise execution, Lean provides a set of tools to meet these requirements. Lean combines flexibility and structure like Scrum, but in a slightly different way.

Weak sidesLean

Not every part of the project requires equally detailed and meticulous study and attention. But Lean assumes exactly this approach to each task and stage. This is the main disadvantage of using Lean for large and heterogeneous projects.

Also, unlike Scrum, Lean does not offer a clear workflow for implementing “pieces” of the project, which contributes to the extension of the project timeline. This problem can be solved with effective leadership and clear communication - the main thing to remember is this.

Kanban

Lean looks a little abstract on its own, but when combined with Kanban it becomes much easier to use to build your own project management system. Created by Toyota engineer Taiichi Ono in 1953, Kanban is very similar to an industrial production flowchart. At the input to this process, a piece of metal enters, and at the output, a finished part is obtained. Also in Kanban, an increment of a product is passed forward from stage to stage, and at the end there is a ready-to-deliver item.

In addition, the creator of Kanban was inspired by supermarkets, namely their principle - “keep on the shelves only what the customer needs.” Therefore, Kanban allows you to leave an unfinished task at one of the stages if its priority has changed and there are other urgent tasks. An unedited article for a blog, a post without a publication date, or a piece of code for a feature that may not be included in the product are all normal for Kanban work.

Kanban is much less strict than Scrum - it does not limit the time of sprints, there are no roles, with the exception of the product owner. Kanban even allows a team member to manage multiple tasks at once, which Scrum does not allow. Also, meetings on the status of the project are not regulated in any way - you can do it at your convenience, or you can not do it at all.

To work with Kanban, you need to define the stages of the workflow. In Kanban, they are depicted as columns, and tasks are represented by special cards. The card moves through stages, like a part in a factory moving from machine to machine, and at each stage the completion rate becomes higher. As a result, we receive a product element ready for delivery to the customer. A board with columns and cards can be either real or electronic - even here Kanban does not impose any restrictions on users.

Your own Kanban system can be as flexible as you want it to be - in many ways, Kanban is a visualization of the idea of ​​Agile. But Kanban has 4 pillars on which the entire system rests:

1. Cards: For each task, an individual card is created in which all the necessary information about the task is entered. Thus, all the necessary information about the task is always at hand.
2. Limit on the number of tasks per stage: The number of cards at one stage is strictly regulated. Thanks to this, it becomes immediately clear when a “jam” occurs in the flow of operations, which is promptly eliminated.
3. Continuous flow: Backlog tasks are added to the flow in order of priority. So the work never stops.
4. Continuous improvement (Kaizen)kaizen)): The concept of continuous improvement emerged in Japan at the end of the 20th century. Its essence is the constant analysis of the production process and the search for ways to improve productivity.

StrengthsKanban

Like Scrum, Kanban is well suited for fairly cohesive teams with good communication. But unlike Scrum, Kanban does not have strict deadlines, which is good for motivated and experienced teams.

When set up and managed correctly, Kanban can greatly benefit a project team. Accurate calculation of the workload on the team, correct placement of restrictions and concentration on continuous improvement - all this allows Kanban to seriously save resources and meet deadlines and budgets. And all this combined with flexibility.

Weak sidesKanban

You can often hear that Kanban, unlike Scrum, allows you to work with almost any team. But it is not so. Kanban is best suited for teams whose members' skills overlap with each other. In this way, they can help each other overcome difficulties in solving problems. Without this, Kanban will not be as effective as it could be. Also, as already mentioned, Kanban is better suited in cases where there are no hard deadlines. For tight deadlines, the classic approach or Scrum is better.

6 Sigma (Six Sigma)

Motorola, along with Toyota, also contributed to the development of global project management. The company's engineer Bill Smith created the concept of 6 Sigma in 1986. This is a more structured version of Lean than Kanban, which adds more planning to save resources, improve quality, and reduce the number of defects and problems.

The ultimate goal of the project is customer satisfaction with the quality of the product, which can be achieved through a continuous process of improvement of all aspects of the project, based on a thorough analysis of indicators. The 6 Sigma concept pays special attention to eliminating emerging problems.

A 5-step process known as DMEDI has been proposed for this:

• Definition (Define): The first stage is very similar to the early stages of other project management systems. It determines the content of the project, collects information about the prerequisites of the project, and sets goals.
• Measurement (Measure): 6 Sigma is focused on collecting and analyzing quantitative data about a project. At this stage, it is determined what indicators will determine the success of the project and what data needs to be collected and analyzed.
• Study (Explore): During the research stage, the project manager decides how the team can achieve its goals and meet all requirements on time and within budget. At this stage, it is very important for the project manager to think outside the box when solving problems that arise.
• Development (Develop): At this stage, plans and decisions made at previous stages are implemented. It is important to understand that at this stage you need a detailed plan that describes all the actions necessary to achieve your goals. Also at this stage the progress of the project is measured.
• Control (Control): Key stage in the 6 Sigma methodology. Its main task is long-term improvement of project implementation processes. This stage requires careful documentation of lessons learned, analysis of collected data, and application of acquired knowledge both in projects and throughout the company as a whole.

6 Sigma is very similar to Kanban, only with established stages of task implementation - planning, goal setting and quality testing. Most likely, there will be significantly more team meetings when using 6 Sigma than when using Kanban, but the project implementation process is more structured and it is more difficult for the team to go astray. And, like Kanban, 6 Sigma can be relatively easily adapted to the needs of a specific company or team. A strict requirement is only careful measurement and control of project indicators at the implementation stages - without this, continuous long-term improvement of project implementation processes is impossible.

Strengths of 6 Sigma

The 6 Sigma concept provides a clear framework for project implementation and continuous process improvement. By defining goals, then carefully analyzing and revising them, you gain quantitative data to better understand the project and make better decisions. Although collecting, analyzing data and drawing lessons may take some time, it will improve and optimize project implementation processes and thus save resources in the future.

6 Sigma is suitable for difficult projects that involve many new and complex activities. This approach allows you to implement project elements, learn from mistakes and improve quality in the future.

Weaknesses of 6 Sigma

The problem with 6 Sigma is that although the main declared goal is to reduce costs and increase efficiency, customer satisfaction often comes to the fore. Given some differences in goals at different stages of a project, teams often end up with confusion about priorities, and this is not easy to avoid.

In addition, the main leitmotif of 6 Sigma is: “Everything can always be done even better.” This can demotivate employees who do not feel satisfied with their work. In addition, if the project is a one-off project and the company does not plan to implement similar projects in the future, all the costs of analysis and learning lessons may be in vain.

PRINCE2

NASA is not the only government organization that has contributed to the development of project management. The British Government has long appreciated the effectiveness of project management, and in 1989 the British PRINCE2 methodology was created. The name comes from the acronym " PR ojects IN C controlled E environments version 2 ”, which translates to “Projects in a controlled environment version 2”. Unlike agile methods, PRINCE2 does not take an iterative approach to a project. If PRINCE2 is compared with other products, it can be compared to a hybrid of the classical approach to project management and the focus on quality from 6 Sigma.

The PRINCE2 methodology, unlike, for example, the PMBOK body of knowledge, does not contain:

• Specialized aspects of project management, such as industry specific ones;
• Specific project management practices and tools, such as Gantt chart, WBS, etc.

PRINCE2 focuses on the management aspects of the project, expressed in 7 principles, 7 processes and 7 project themes.

• 7 principles define the general rules of project management according to PRINCE2, define the basis of the methodology;
• 7 processes define the steps to progress through the project cycle;
• 7 topics - aspects that are monitored to achieve project success.

At the beginning of a project, PRINCE2 asks us to define 3 main aspects of the project:

• Business aspect (Will this project bring benefits?)
• Consumer aspect (What product is needed, what will we do?)
• Resource aspect (Do we have enough to achieve our goal?)

PRINCE2 has a more clearly defined project team structure than most project management approaches. This is due to the fact that PRINCE2 is focused on large-scale government projects and large organizations.

According to PRINCE2, each team member has a clear role in each of the 7 processes:

• Start of the project (Starting upa project): During this process, a project manager is appointed and overall product performance requirements are determined. The Project Manager, whose primary focus is attention to detail, reports to the Project Steering Committee, which is responsible for the overall management of the project. It is the Steering Committee that ensures that the project stays on track and is ultimately responsible for the success of the project.
• Project Initiationa project): During this process, the project manager writes a “Project Initiation Document,” which contains a phased plan for the project. The stages can last different amounts of time, but, as in the classical approach, they follow strictly one after another.
• Project management (Directing a project): This process allows the Steering Committee to take overall responsibility for the success of the project without getting bogged down in details that are within the scope of the project manager.
• Stage Controlling a stage): During the implementation of the project, even under ideal conditions, certain changes will be made. The Stage Control process implements one of the PRINCE2 principles - the principle of management by exception. It is the responsibility of the project manager to monitor deviations from the planned parameters of the project in terms of timing, content, budget, etc. during the implementation stage. If these deviations exceed the authority given to the project manager by the Steering Committee (in PRINCE2 terminology - tolerances), the project manager is obliged to inform the Steering Committee and propose ways out of the situation.
• Product creation management (Managing Product Delivery): The product creation management process is the interaction between the project manager and the team manager to create one of the project products. The project manager's responsibilities in this process include delegating authority to create the product to the team manager and accepting the created product.
• Stage Boundary Management (Managing a stage boundary): During this process, the project manager provides the Steering Committee with all the necessary information to evaluate the results of the completed stage and make a decision on moving to the next stage.
• Completion of the project (Closinga project): One of the differences between PRINCE2 is that the process of completing a project is not separated into a separate stage or phase, as in the classical approach, but is carried out as part of the final stage of product creation. The purpose of the process is to confirm that the project's product has been accepted or the project can no longer provide anything useful.

PRINCE2 can be adapted for projects of any size and any subject area. The methodology offers specific recommendations for changing the project life cycle, role model and set of mandatory documents in accordance with the needs of the project.

Strengths of PRINCE2

• Adaptability to the characteristics of the organization;
• Availability of a clear description of roles and distribution of responsibilities;
• Focus on project products;
• Certain levels of management;
• Focus on economic feasibility;
• Sequence of design work;
• Emphasis on capturing experience and continuous improvement.

Weaknesses of PRINCE2

• Lack of industry practices;
• Lack of specific tools for working in the project.

The best project management system... for you!

Project management is a science, but it's not an exact science. There are no unshakable foundations or universal solutions in this area. If you manage to find a method that is ideal for your project, consider yourself very lucky, because most less fortunate managers have to put in the effort to create and configure their own project management systems. These systems can be made up of elements of existing systems or even created entirely from scratch, as was the case with the Apollo mission. The main thing is to use something that will give you at least some structure and will allow you to remember what is important for your project.

The functioning and systemic development of an enterprise or organization should be based on the cutting-edge achievements of scientific, technical and managerial thought that correspond to the current times. At this stage, it is not enough to simply produce any product or provide a service; it is necessary to regularly introduce innovations, develop new products or types of services. This requires attracting investments and carrying out a number of processes not related to the normal activities of the company, i.e. a special plan is needed, which project management will help to effectively implement.

The essence of project management and its main goals

Project management refers to a technique for managing important and large-scale tasks that have a specific goal, set deadlines and limited resources. This approach allows us to combine constant (linear) processes occurring in the company and targeted (one-time) initiatives into a single whole.

Scientific and technological progress, the increasing complexity of implemented plans, increased competition in all industries, increased integration and interaction between production and science make project management relevant in the modern world. This type of management makes it possible to:

• achieve planned indicators through the implementation of such initiatives that will be most beneficial for the company in the short or long term;
• ensure the development of a product with pre-established quality indicators;
• meet deadlines for achieving results, synchronizing them with other work of the company;
• effectively manage labor, financial, material and technical resources.

The main goals of project management include:

• development and implementation of new types of products based on advanced technologies that will give the company a competitive advantage in the market;
• introduction of modern management technologies into the company that can increase the efficiency of activities at all levels of management (operational, tactical and strategic);
• reducing costs for the administrative apparatus by increasing the efficiency of its work and reducing the number of employees;
• material motivation of employees for high-quality, result-oriented work;
• attracting outside investment through the introduction of promising initiatives;
• concentration of human, scientific, technical and production resources, rational organization of work, as a result, reducing the amount of time spent on the development and production of products, and reducing its cost.

Today, project management is innovative because it focuses management science on solving applied problems.

Differences between traditional and project management

For a long time, organizations and enterprises have used traditional management methods. The project approach began to be used only in the 50-60s of the 20th century, although people have been implementing large-scale plans for a long time; just remember the construction of the Egyptian pyramids, the voyages of Columbus and Magellan, and the exploration of the American West.

The very essence of the project provides a number of distinctive features from traditional production activities:

• the uniqueness of each idea, focused on creating a product with innovative characteristics;
• focus on achieving a specific, predetermined goal;
• the presence of time, resource and financial limitations;
• the interconnectedness of a large number of processes of different levels and speeds.

Project management is often compared with traditional management, this gives a clear idea of ​​their differences. The traditional one has the following features:

• orientation to the course of events and organization of processes;
• lack of clearly limited deadlines for completing work;
• all positions are planned, and resources are allocated for them;
• focus on executable workflow and work norm;
• characterized by relative reliability, often turning into monotony;
• Permanent personnel are hired to carry out tasks.

In the project approach, the emphasis is on tasks that are noticeably different from traditional management:

• orientation towards achieving a predetermined target;
• the main thing is not the organization of work, but the achieved result;
• all actions are strictly limited by financial capabilities and time frames;
• detailed planning of the necessary resources is carried out, to which processes are tailored;
• achievable goals are determined at each stage, the process is important only within the framework of achieving the set goal;

• the result is the final acceptance of all work, each individual task is considered only from the point of view of overall success;
• the reliability of all actions is predictable in connection with the achievement of the desired result;
• the functions performed are often not standardized, varied and require a non-standard approach;
• For each initiative, a team with specializations and skills is selected depending on the focus of the project.

Most organizations in Russia use the principles of traditional management, despite the fact that they have difficulty recruiting highly qualified employees to perform constantly recurring tasks. At the same time, the development of the company can be boosted by coming up with an innovative business idea and attracting external managers and task performers. At the same time, you need to be prepared for additional costs for training staff and improving their qualifications. In addition, some employees may not be ready to transition to new working conditions.

Options for organizing project management in a company

In order to introduce the principles of project management into an organization, it is worth thinking about how interorganizational, intergroup and interpersonal conflicts associated with the organization of horizontal and vertical interaction systems will be resolved. When the need arises to implement a complex plan, which, on the one hand, covers the activities of existing and functioning linear units, and on the other, to solve a whole series of new problems of an economic, social and technical nature, then it is necessary to look for the most suitable organizational form.

You can consider and analyze the three most common options for solving the problem:

• A task force or special department is created because the existing structure is not ready to cope with the new challenge. At the same time, the new structure is not capable of implementing all processes on its own without the involvement of standard linear units. Power is distributed among the performers, but there is no one responsible for the result.

• One of the heads of standard departments is given responsibility and authority to solve new problems along with his functional responsibilities. But all emerging problem and conflict situations are forced to be resolved by a higher-level manager. The diffusion of responsibility and regular intervention of senior managers has a destructive effect on the implementation of the initiative.
• A leader is appointed to implement a new initiative and is given full power to resolve emerging issues. He is responsible for operational management, planning, resourcing and financing of the project. It is not bound by linear processes and works towards achieving a specific goal in accordance with established requirements (costs and time).

The third option is most applicable in complex projects involving a large number of intermediate stages and complex technical specifications (aerospace, electronics industries, development of new technologies).

Similarities and differences between project and process management

The question often arises of how to manage a company if new initiatives, after their implementation, become standard processes. After all, process and project management are carried out using different methods.

Processes and projects have their differences, which are as follows:

• The project creates a unique final result; it is a one-time list of activities carried out within a specific period of time.
• A business process is a set of activities that are regularly repeated, consume the necessary resources and create a product that is necessary for the consumer, but not a unique one.

It is on the uniqueness/non-uniqueness of the result and the repeatability/one-time use of actions that the divide between the process and the project occurs.

On the one hand, everything seems to be clear, but there are nuances. Let's take the example of a car manufacturing company. Conveyor production of cars is undoubtedly a process. The development of a new car model is a project, because... requires additional planning, new engineering and design solutions, and special equipment. This statement is well suited for a company that creates new models once every 5-10 years. However, if the design bureau of an automaker produces a new model every year, then such an idea takes on the features of a process due to the establishment of a standard sequence of actions.

On the other hand, the creation of a new business process may acquire project-based features if it is atypical for a given manufacturer. Thus, the start of production of an old car model using an electric motor instead of an internal combustion engine and the introduction of the production of electric motors itself will be a project, despite the fact that most of the stages will be of a standard nature.

Therefore, we can conclude that the implementation of a business process and the implementation of a new business idea in some conditions can replace each other: a standard project is closer in terms of indicators to a process, and a new process is similar in its characteristics to a one-time initiative. Continuous improvement of a product or service is not a project, since it does not include the concept of uniqueness.

This must be understood and taken into account in your work, since the principles of management in both cases are different. A company that is able to clearly define what type of activity it belongs to will be able to avoid resource and time losses when managing its activities.

Many experts believe that relying only on project management is at least short-sighted, since with this form of management it is difficult to quickly respond to rapidly changing market conditions. This is especially true for industrial production, where the main task is the constant production of products of a certain quality with minor upgrades depending on the wishes of the customer within the capabilities of available equipment. Here we need process management, but if there is a need to develop and implement some kind of one-time technological innovation, then it is more rational to invite an external manager and his team for this plan.

Project management is good for organizations that were initially focused on generating non-standard ideas and developments. At the same time, completely different companies with standard management methods can introduce them into production.

Project management methodologies

Despite the uniqueness of the plans being implemented, the processes carried out along the way lend themselves to systematization and standardization. Formal documents developed based on these standards are called management methodology. Some of these methodologies are universal in nature and can be applied to all types of enterprises being implemented, others are effective only in certain areas. Let's look at the most popular leadership techniques.

Waterfall (cascade)– traditional methodology, suitable for all industries, popular in construction. There are seven stages in it, one after the other:

• requirements development;
• design and planning;
• sales (production, construction);
• completion and implementation;
• testing, configuration and debugging;
• installation and commissioning;
• operation and its subsequent technical support.

The transition from one phase to another occurs only after the completion of the previous stage and its approval by the customer. If the final goal is a material product produced through a clear sequence of actions, then the cascade method is most effective. However, its flexibility is low, since drawing up the technical specifications for the expected result and planning takes a lot of time and requires significant investment. This makes it insufficiently suitable for ideas with a poorly defined end result.

Methodology is a structured system applicable both in business and in state and municipal authorities. It focuses on upper-level processes (organization, management, control), leaving aside lower-level events (scheduling, scheduling of all work).

The main principles of the method are:

• regular assessment of the economic feasibility of the undertaking - whether the planned product will be profitable after going through all development cycles;
• training team members based on previous initiatives;
• distribution of role models – creation of a clear organizational hierarchy and structure, which will make it possible to attract the necessary specialists specifically for each task;
• step-by-step management – ​​monitoring and control is carried out at each of the planned phases;
• determining and setting maximum deviation values ​​during the implementation of the plan is directly related to the responsibility of the performers;
• focusing on the quality of the final product;
• adaptation of all tools and processes to the scale, complexity and importance of work, risks and qualification requirements.

In addition, the life cycle of a business task is divided into 7 management processes:

• launching an initiative;
• its management;
• initiation;
• monitoring the implementation of intermediate stages;
• product creation management;
• managing boundaries and deviations;
• closure of the initiative.

PRINCE2 helps to standardize and coordinate all activities. It facilitates planning and monitoring of the plan, as well as its adjustment. However, for small initiatives with possible changes in product requirements and volumes.

Agile is an example of an iterative and incremental methodology. It is used in projects where, at the beginning of implementation, there is no complete clarity regarding the life cycle of the undertaking and the final result. Moreover, all activities are divided into “sprints” - iterative phases consisting of a large number of tasks with their own final result and product. The essence of Agile comes down to ensuring that management has constant feedback and can constantly (after each “sprint”) improve the product.

Responsibility is divided between three types of participants:

• A product owner who defines goals and prepares a work schedule within the required parameters. It adjusts processes to changing conditions and prioritizes the characteristics of the required product.
• A Scrum master who sets priorities for team members to solve specific problems and solves any difficulties that arise.
• Team members who carry out current tasks, carry out ongoing management, prepare reports and control the quality of the product.

The Agile method is flexible and quickly changeable, well suited for the IT field (graphic design or new software development). At the same time, in projects with clearly defined parameters, it will not show its best sides.

RAD(accelerated application development) is usually used when developing new software aimed at creating applications. It is very dynamic and distinguishes 4 phases of the plan:

• pre-planning;
• user-centered design;
• accelerated design;
• switching to another area of ​​work.

This method of management works well in small and medium-sized software developments; it makes it possible to improve risk management and increase performance indicators. At the same time, it is not suitable for large-scale multi-component IT developments due to the insufficiently high quality of the program code and the need to constantly involve the client in the work.

Summarizing all that has been said, we can conclude that project management undoubtedly has a number of serious advantages over traditional methods of organization. At the same time, it is impossible to say that this method is the only correct one, since depending on the structure of the company and the tasks it performs, the best option may be the classical management method.

The world has accumulated vast experience in the use of modern project management technologies. The advent of computer programs has helped transform the art of project management into a science with clear standards, methods and technologies.

Computer project management programs are used to solve the following main tasks:

structuring and describing the composition and characteristics of the work, resources, costs and income of the project;

calculating the project execution schedule taking into account all existing restrictions;

identifying critical operations and time reserves for the execution of other project operations;

calculating the project budget and distributing planned costs over time;

Calculation of the time distribution of project needs

in basic materials and equipment;

determination of the optimal composition of project resources and distribution of their planned load over time;

risk analysis and determination of the necessary reserves for reliable project implementation;

determining the likelihood of successful implementation of policy indicators;

keeping records and analyzing project execution;

Modeling the consequences of management influences in order to make optimal decisions;

maintaining project archives;

obtaining the necessary reporting for the project.

Project management software is installed on millions of computers around the world—Microsoft Project alone is installed on more than two million computers.

On the Russian market of project management software there are packages that differ greatly in their functionality and price. Inexpensive programs (up to $1000) include American packages Microsoft Project, Time Line, CASuperProject, SureTrak. The developers of these programs pay special attention to ease of use and learning.

Of the professional packages (up to $15,000), the Russian Spider Project package and the American Artemis Schedule Publisher, Primavera Project Planner, Open Plan, Artemis Project View are presented on the domestic market. These packages are focused on the breadth of management functionality 2 .

project manager and the principle of forming a project team

The project team manager is the only person who is responsible for everything that happens in the project.

Project Team Manager- this is a professional manager appointed by the customer (or other project participant), who is vested with the authority to manage the project and lead the project team, and is responsible for defining goals, methods for achieving them and the functioning of this team.

Project management- this is a special type of management activity based on the preliminary collegial development of a comprehensive system model of actions to achieve an original idea and aimed at implementing this model 2.

Project Team Manager

Has a unique, clearly defined goal in each project Manages a project whose existence is limited in time

Manages a temporary team, including its composition during the project

can change, and the participants have double subordination: to the project manager and to their functional manager. Usually subordinate to a team of multidisciplinary specialists

May not be a subject matter expert for the project

At the end of each project, you may find yourself “temporarily unemployed” The career is mainly “horizontal”, growth consists of managing increasingly complex, large-scale projects

The main motivation is a bonus depending on the results of the project

The importance of a project team manager for project implementation

The project manager is a key figure in the project; the success of the project depends on his professional knowledge, experience and skill. All work on the implementation of the project will be carried out by the project team together with the project manager. It is advisable that a project manager be appointed at the very beginning of the project so that he is involved in the development of the project charter, the initial project plan.

Here are a number of definitions that give an idea of ​​the functions and responsibilities:

a project participant who has been delegated authority to manage activities aimed at achieving the goals of the project 1. The project team manager is responsible to the customer for achieving the project goals.

a leader or manager who holds a permanent position in the project team and is vested with decision-making authority for specific types of activities 2.

person responsible for project management. The project team manager is responsible for achieving the project's objectives within the allocated budget, according to established deadlines and to a certain level of quality.

Key goals of the project manager: complete the project task; form a project team and manage it; satisfy the needs of project participants (including the project team). All of these goals are interconnected, equally important, and the project team manager must pay equal attention to each of them.

Complete the project task. Provide the customer with the product/ service by a certain deadline established in the project. The project manager must know in detail all the tools and methods of project management and be responsible not only for achieving the project goal, but also for the appropriateness and ethics of using project technology. The starting point in project management is understanding the purpose of the project. The goal contains the main idea of ​​the project and the activities for its implementation as a whole. The project team, client, and sponsor must reach agreement on the goals of the project.

Satisfy the needs of project participants (including the project team). The project team manager must identify everyone project participants, determine the roles they will play in this project, identify the influence of each party on the success of the project and meet the expectations of all project participants.

Form and manage a project team. In a short period of time, the project manager needs to select the necessary specialists and form them into an effectively interacting, motivated team capable of coping with the task.

Main responsibilities of the project team manager:

1. develops and coordinates the project plan: schedule, budget, risk management plan, communications plan;

   ensures execution of the project plan;

   resolves issues of attracting resources to the project;

   coordinates and takes part in the work on concluding contracts in the project and monitors their timely execution

closure;

1. selects, prepares, motivates project team members,

   forms the organizational structure of the project;

   determines the responsibility, content of work and goals for each team member;

   leads the project team;

   is responsible for the constant search, together with the team, for optimal solutions for the project in terms of profit and cost ratio;

   contributes to the formation of a favorable atmosphere in the project team;

   promotes conflict resolution;

   establishes all necessary communication connections;

   ensures the formation of effective information flows in the project, preparation and provision of reports;

   maintains constant contact with the customer, resolves all issues that arise and ensures that the necessary information is received from him for the high-quality performance of work on the project;

   monitors and analyzes the current state of work on the project, predicts possible problems and takes corrective actions;

   coordinates the activities of all participants and controls changes;

   ensures complete and timely closure of the project

other duties.