Choosing to apply a project management standard. National standards for project management

The question of compliance of activities with some generally accepted norms always arises when the task of optimizing such practice appears. This fully follows the needs of a business that actively applies the methods. He is interested in recognizing his professional experience in the community of colleagues and in front of a potential employer. He is motivated by his interest in monetizing his knowledge and skills, as well as his intention to confirm his status as a PM professional. Therefore, it is important for us to draw up a review of the standards of the subject area under consideration.

Types of project management standards

Historically, it is customary to understand standards as samples, standards of objects for comparing them with other similar phenomena. The standard is also understood as a document that makes it possible to establish a set of special rules, norms and requirements in relation to the standardization object. It differs from the standard in that the latter is the limit of proximity to the ideal sample of the object under consideration, and the standard prescribes the fulfillment of norms that ensure the approximation to a given reference state.

Design practice in the world has more than five decades. Millions of procedures of this kind have been performed, many, including unique solutions, have been reproduced thousands of thousands of times. And, of course, due to purely human nature, the need arose for the accumulated experience of performing various projects to somehow generalize, systematize and make it less unique. This is how the processes of unification of experience and knowledge began. Project management methodologies began to appear as specialized formal descriptions of a separate area of ​​management.

The initial tasks of systematization and standardization were to somehow determine the general terminology and concepts, then it became necessary to obtain and generalize the requirements for the content of work, for the quality of the processes performed. It was necessary to form functional blocks of project management technology. At the same time, they realized the need to find out what professional and personal qualities a project manager must have in order to be successful in his work.

Based on this, institutions began to emerge, first on a national scale, then on an international scale, which began to collect, accumulate and structure effective experience. The best practices were analyzed and synthesized, focusing on two management components: the object type (individual projects, companies as a whole) and the subject type (in terms of qualification requirements for project managers). With the development of project management standards, they began to represent methodological solutions that allow in modern versions:

• clearly understand the terminological basis of project management, the subject of this activity, the roles of participants;
• to ensure the development of specialists and managers practicing the project type of activity, but most importantly, to increase the effectiveness and efficiency of new projects;
• in the course of certification, not only to assign and confirm the qualifications of professionals, but also to evaluate the practice of project management.

Below is a classification table of the types of standards in the field of project management used in the world. They are divided into four groups based on coverage levels.

1. International standards.
2. National standards.
3. Industry solutions.
4. Corporate standards.

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PMI and its standards

The 60s of the twentieth century for the United States and the whole World are considered to be breakthroughs in the development of project management technology. A revolution in the aerospace industry, new defense strategies associated with the onset of the nuclear age, Newest technologies construction and logistics. Polaris project management plan, logistics projects for the military campaign in Vietnam, competition with the USSR for leadership in the Lunar program. All this gave rise to a lot of research in the field of building a universal management model in the project area.

In 1969 in the state of Georgia, USA, at the Institute of Technology, a non-profit organization PMI (Project Management Institute) was created, which in a little less than half a century has created a group of standards that have received worldwide recognition. Currently, the PMI project management methodology unites about 3 million PM professionals from all over the world. The institute is now headquartered in Pennsylvania. More than 60% of PMI members are located in North America, the remaining 40% are fairly evenly distributed across Eurasia, South America and the Pacific region.

Project management methods as a system of generalized experience in the implementation of successful projects as a result of regularly conducted research is reflected in the main standard PMI ANSI PMBoK Guide (Body of knowledge on project management, simply referred to as PMBOK). The guide is the national American PM standard. Nevertheless, the boundaries of its application are much wider than the American continent. It is in active international use and is recognized by most of the companies in the world. Best practices, best practices and deep theoretical generalization regularly form the basis for new versions of the standard.

Model of interaction of project management processes. Source: PMBOK Handbook, Vol. 5
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The PMBOK guidance is based on project management theory, which builds on the key aspects of the process management model and takes into account the main phases of them. life cycle... In addition, it uses the identified ten functional areas of knowledge regarding the main management zones of influence on the object. The project management plan as an area for methodological development takes a significant place in the standard. Below is an example of an isometric model of the structural elements of project management. This example is taken directly from the PMBOK Version 5 Guide, which looks at a predictive lifecycle option for a construction project. "Predictive" means that the project management plan determines its entire course of events.

Structural model of construction project management according to the PMI methodology. Source: PMBOK 5 Guide
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Before the PMBOK Guide emerged as a national ANSI standard in the United States, it was two decades since PMI was established. During the 70s and 80s, PMI has done a tremendous amount of work to summarize the accumulated experience in the design field. The first edition of the standard appeared in 1986, which has undergone a number of improvements over 10 years. A total of five editions of the Guide to the PMBOK Body of Knowledge have been released to date.

1. 1986-1996 - first edition.
2. 2000 - second edition.
3. 2003 - the third version of the Guide was published.
4. 2008 - fourth edition.
5. 2013 - the fifth, current version.
6. 2017 - the sixth edition of the standard is expected.

Difference between ISO 21500: 2012 and PMBOK

There is a fierce competition in the world for a place on the Olympus of project management technology. The market for certification and consulting services in the field of project management methodology is constantly evolving, it is promising. And the corporation that enjoys great authority, recognition in the professional community at the state level, on a national scale, at the international level, occupies a large share of this market. Such a team receives the main preferences, it trains and certifies more specialists in the field of project management, and, therefore, is already authoritative at the expense of its followers.

ISO (ISO) is the oldest and most powerful international standards organization, covering 21 thousand international standards in almost all areas of business and technology. As a world-class standardization leader, ISO is able to integrate any of its new standards into the general ISO system of standards. This is its key advantage over other systems of standards in principle. Acting in active cooperation with the top bureaucracy of almost all states, the organization provides itself with an impeccable channel of advancement. This is the main reason why the ISO 21500: 2012 Project Management Guidelines have been published with the potential for success and promising leadership.

It should be noted that back in 2003, ISO issued its first quality management standard, the ISO 10006: 2003 project. The standard formulated basic guidelines for ensuring the proper quality of project execution. The document was supposed to be widely disseminated, but this did not happen. In September 2012, in collaboration with the PMI Institute, ISO published the largely equivalent PMBOK standard ISO 21500: 2012. It is believed that the published document, while maintaining the consistency and completeness of the PMI product, is more consistent with the applied needs in the professional field. The standard is designed to:

• describe optimal ways project implementation regardless of its specifics;
• to give a clear picture for all project participants in terms of effective mechanisms and principles;
• lay the foundation for improving design practice in the business entity;
• to become a unifying basis for project management standards at the national and corporate levels.

As noted, ISO 21500: 2012 and the PMBOK Guidelines are very similar in content. What, then, is their difference from each other? At the end of 2012, Polish scientist, project management expert Stanislav Hashik published a detailed analysis of these two standards for compliance. The following is a comparison table based on Hashik's work, starting with a comparison of the design concepts found in both the ISO and PMBOK.

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ICB IPMA Standardization Direction

In 1965, IPMA (International Project Management Association) was established in Switzerland, its initial goal was to exchange experience of project managers from different countries. In 1998, the concept of a certification system for project professionals was approved. A standard was to emerge under this system, on the basis of which it would be possible to establish the level of competence of specialists for their certification. Based on the generalization of the accumulated experience, taking into account the national requirements for competence in force in a number of European countries, the ICB standard (International Competence Baseline) was created. At the same time, a four-level model of certification of professionals was established.

ICB IPMA is not built on project management technology, but is aimed at structuring the knowledge, experience, skills of PM leaders. The main purpose of the IPMA is to establish internationally accepted competence requirements for project management specialists. At the moment, revision 3.0 of the standard is in force, according to which all systemic competence is divided into 46 elements, collected in three large groups.

1. Technical competence.
2. Behavioral competence.
3. Consensual competence, expressed in the PM's ability to build effective communications with all stakeholders.

ICB IPMA "Eye" competency chart

The IPMA standard has an eye-shaped schematic symbol in which the above mentioned PMs are located. The manual of the standard does not have specific descriptions of methods, technologies, processes and management tools. ICB IPMA contains a methodology for approaching knowledge, skills, behavior, communications. It allows, moving element by element, to find out how prepared a professional is for project activities, and what else needs to be developed.

We can see that in their focus, the ANSI PMBOK Guide and ICB IPMA project management standards differ diametrically, therefore, the approaches to certification differ as well. PMI is certified as a Project Management Professional (PMP). The certification requirements are the same all over the world. There are two certification centers in Russia in Moscow and St. Petersburg. Certification goes through three stages, including prequalification, exam and interview. The exam in our country can be passed at the request of the applicant in English or Russian.

Based on clear functioning, the American approach is focused on the dissemination of a single set of concepts and rules. Knowledge of RM is assessed from the position of mastery of these rules, the readiness of a specialist to be a part of the proposed methodology. IPMA certification is more focused on the personal and business qualities of the candidate for the certificate than on strict adherence to the letter of the standard.

Features of the PRINCE 2 standard

Another national standard that has received international recognition and is actively used by many companies is the British PRINCE 2 standard (Trademark of the Office of Government Commerce, OGC). This standard cannot compete at the PMBOK level, since it is a proprietary methodology for specific types of projects. PRINCE 2 offers a completely reliable, deeply developed method with step-by-step instructions, strictly following which, you can significantly improve the quality of project implementation. Given the existing limitations, the scope of the English standard is quite extensive.

1. IT projects for the development and implementation of new information technologies and products.
2. Development and launch of new products on the market.
3. Housing sector.
4. Engineering innovations.
5. Public sector of project activities.

Rationale, project management plan, organization, quality, risks, etc. are allocated in the PRINCE 2 methodology into separate procedural sectors. The process management doctrine and structured approach characterize the standard method favorably among other similar solutions. Other features of PRINCE 2 are also highlighted due to the systemic representation of the process control model, layered decomposition of processes with step-by-step instructions. Much attention is paid to the identification of process owners and the project document management system. The structural model of the standard is shown below in the form of a sectorized cylinder.

The structure of the PRINCE 2 methodological system

A PRINCE 2 project manager must adhere to a number of principles, focus on a specific set of topics, and follow the process technology detailed in the methodology. The principles of the standard are developed from the best practice of international experience. Themes, as specially formulated aspects of a project, require that they be monitored continuously and concurrently throughout the project implementation. When performing the processes, the team regularly adjusts to the project environment, generates management products, accompanied by documentation.

Composition of principles, themes and processes of the PRINCE 2 method

The main elements of the PRINCE 2 structure are shown above, they comprise 7 principles, 7 topics and 7 processes. The subject-oriented approach of the method allows to achieve the best results in solving design problems, and this is the main advantage of this International Standard. Its disadvantages include the lack of elaboration of contract delivery management, stakeholder management and a number of other processes detailed in the PMBOK. It is assumed that when solving these issues, the project manager should be guided by his own experience and knowledge.

Practice of selection and sharing of standards

In our story, we practically did not touch on Russian national standards in the field of project management. It is worth noting that the Russian Project Management Association (SOVNET) and the national requirements for the competence of specialists (NTK) on our website has already been devoted. In general, in Russia, many companies, initiating investments, creating a project management plan and implementing unique development tasks, often use the same PMBOK, IBC IPMA, PRINCE 2. This is due to the fact that in international standards (and PRINCE 2 is also used in international practice ) there is a systematic nature of the primary source, and trust in them is higher.

As adapted replicas of international standards in Russia, a number of GOSTs have been adopted concerning project management issues and their quality:

• GOST R ISO / IEC TO 16326-2002;
• GOST R ISO 10006-2005;
• GOST R 52806-2007;
• GOST R 52807-2007;
• GOST R 53892-2010;
• GOST R 54 869-2011;
• GOST R 54 870-2011;
• GOST R 54 871-2011;
• GOST R ISO 21500-2014.

Project management standards are also developed at the company level. In a separate article, we intend to consider an example of such a standard. The question is, what support resource in the form of an International Standard can be used in the design of an enterprise project management standard? Among the common methods, PMBOK, ISO 21500, ICB IPMA, PRINCE 2 stand out. IPMA will be excluded from this clip, since it is aimed more at the qualification requirements for PM. The recommendations of the company AXELOS, which manages the UK Best practice Portfolio (including ITIL and PRINCE 2), are well suited to answer this question.

A pyramid of components involved in standards.

What conclusions did the researchers come to when analyzing the most popular standards?

1. An organization whose project managers use PRINCE 2, one way or another, needs an additional, more extensive methodology, such as, for example, the PMBOK Guide.
2. At the same time, the application of the PMBOK Guidelines requires a localized method for national and industry specifics, the same PRINCE 2 or another specialized standard.
3. ISO 21500: 2012 or similar GOST R ISO 21500-2014 establishes more concise requirements, in accordance with which it is easier to develop an adapted corporate standard. However, neither PMBOK nor PRINCE 2 ISO contradict.
4. To apply PRINCE 2 and PMBOK Guide at the corporate level, these standards require an adaptation procedure to the real conditions and the prevailing culture of management.

In this article, we have analyzed the general set of standards that are present on the modern marketplace, both internationally and nationally. Naturally, the American PMI, the European PM ICB IPMA and the active ISO organization set the tone. Unfortunately, GOST R is still developing in the “fairway” of copying Western models with insignificant adaptation to the peculiarities of the national school of management. It is hoped that strong solutions will emerge in Russia over time, but this requires a practical precedent of unsurpassed design practice, investment in science, and powerful methodological generalization.

Project management regulations (corporate project management standard) is internal normative document in the organization that defines the approach to project, program and portfolio management. The main part of the regulation is devoted to the description of the process, roles, responsibilities and results (intermediate and final). Regulations are usually written based on various global or local standards (PMBoK, PRINCE2, ISO 21500, GOST 54, etc.). Any regulation is based on the processes described on the basis of the standards that were written earlier and according to by and large differ little from each other. Specificity in areas of activity (IT, Construction, etc.) is achieved by the release of additional applications that clarify the details of a particular area, the specifics of the work.

Example of project management regulations

The following describes the structure of the project management regulations and provides an example for large IT companies. The legend is as follows - there is a Group of Companies (Group "PME"), which includes the parent company (OJSC "GOLOVNAYA COMPANY") and many subsidiaries. Both parent and subsidiaries have a network of branches around the country. One of the subsidiaries (SUBSIDIARY COMPANY LLC) is the executor (operator) for projects and is responsible for information technology support for the entire Group of Companies (projects for the development and implementation of information management systems).

The regulations are written in sufficient detail and give a basic understanding (example) of what exactly is written in certain sections, both the project management regulations themselves and all integral applications (Project Charter, Project Management Plan, Content Description, etc.). When using these project management regulations for the needs of your company, you just need to get rid of the unnecessary and adjust the related processes. The regulations serve detailed example writing this kind of documents and is available for free download. You can download the project management regulations at the end of the article at the link.

Description

The purpose of the regulations for project management in ITO areas in SUBSIDIARY COMPANY LLC (hereinafter referred to as the Regulation) is to form a unified approach to project management in the areas of information technology support (hereinafter referred to as projects), the operator of which is SUBSIDIARY COMPANY LLC.

Tasks of the Regulation:

• a description of the procedure for carrying out the main procedures for project management;
• delineation of functions between participants in the project management process;
• determination of requirements for the composition of documents required when carrying out project management procedures;
• determination of the timing of the performance of functions in the course of project management procedures.

The structure and description of the project management regulations:

Project management process regulations
in ITO directions in
SUBSIDIARY COMPANY LLC

1. General Provisions

1.1. Introduction

This section describes the goals and objectives of the regulations and the very approach to project management. Links are given to the fundamental documents approved within the organization and directly affecting the processes of this document (for example, the top-level document - the project management policy).

For example:

The purpose of the Project Management Process Regulations is to form a unified approach to project management in the areas of information technology support (hereinafter referred to as projects), the operator of which is SUBSIDIARY COMPANY LLC.

Tasks of the Regulation:

• a description of the procedure for carrying out the main procedures for project management;
• delineation of functions between participants in the project management process;
• determination of requirements for the composition of documents required when carrying out project management procedures;
• determination of the timing of the performance of functions in the course of project management procedures.

The goal of the project management process is to ensure that project objectives are achieved within specified resource and time constraints.

The tasks of improving the project management process:

• improving the quality of project planning;
• increasing the efficiency and ensuring the completeness of monitoring the status of projects, assessing and predicting the progress of their implementation;
• ensuring timely response to possible deviations in tasks, deadlines, budget and quality, prompt identification of bottlenecks and taking preventive actions.

1.2. Application area

This section describes the scope of the regulation - which structural units (internal and external) this document applies to.

For example:

This Regulation applies to all structural divisions of the management staff of LLC "SUBSIDIARY COMPANY" and branches in terms of management of the implementation of ITO projects.

In the branches of LLC SUBSIDIARY COMPANY, the management of projects and project portfolios of branches is carried out in accordance with these Regulations and regulatory documents developed in the branches and reflecting the features of management processes in a specific organization.

1.3. Regulations

Here, a list of internal and external regulatory documents is determined, which served as the basis for writing this regulation. Unlike the section " General Provisions", where a reference to the policy was given as a primary document, this section lists internal independent documents, but affecting the writing of this regulation and external world, local practices.

For example:

This Regulation has been developed on the basis of the following documents:

• The investment policy of the PME Group, approved by the decision of the Management Board of JSC GOLOVNAYA COMPANY from --. - .--;
• Regulation on the management of investment activities in the PME Group, approved by the decision of the Management Board of OJSC GOLOVNAYA COMPANY from --. - .--;
• Methodology for evaluating the effectiveness of projects in the field of information technology support, approved by the decision of the Management Board of JSC "HEAD COMPANY" from --. - .--;
• Budgetary regulations of the PME Group, approved by the decision of the Management Board of OJSC “GOLOVNAYA COMPANY” from --. - .--.

When developing the Regulation, the recommendations contained in the following methodologies and standards were used:

• The Standard for Portfolio Management (PMI 2006);
• ANSI / PMI 99-001-2008. Project Management Body of Knowledge (PMBOK);
• Information Technology Infrastructure Library (ITIL);
• ISO / IEC 20000 Information Technology - Service Management;
• GOST R ISO / IEC 12207. " Information technology... Software Life Cycle Processes ";
• GOST 34.601-90 “Automated systems. Stages of creation ";
• GOST R ISO 9000: 2000;
• GOST 54869-2011 “Project Management. Requirements for project management ";
• GOST 54870-2011 “Project Management. Requirements for project portfolio management ";
• ISO / TO 10006: 1997 (E). "Quality management. Quality management in project management ".

1.4 Terms, definitions and accepted abbreviations

Description of terms and their definitions used in this Regulation, as well as accepted abbreviations.

The list of internal regulatory documents that this regulation may refer to, but not directly affecting the regulation itself.

2. Requirements for control objects

2.1 Definition of control objects

A list of control objects is provided (see example below). Regulations do not always describe the processes associated with all the main objects of management, they are often limited to the project and work, and a separate regulation is issued for the Project Portfolio.

For example:

The objects of management are:

• portfolio of projects;
• project / investment event;
• subproject;
• Job.

The categorization of projects is introduced in order to unify the project management system by identifying categories of projects with similar properties and applying typed management procedures to them. This section defines the categories of projects in terms of cost and duration. For a certain category of projects, its own processes are prescribed. For large projects it is more formalized and complex process, for smaller projects it is simpler. The conditions for changing the priorities of projects and their categories are also determined (some projects that are strategically important for the organization may not be expensive and short-term, but they are assigned the highest category because control over the execution of these projects is required).

2.3. Classification of projects

Classification of projects serves to provide the possibility of analyzing the portfolio of projects, generating reports on the implementation of projects in various analytical sections. A project classifier is a structured set of features that allows a project to be assigned to a particular group.

For example:

The main classifications for groupings of projects are:

• belonging to the Business segment of the organization - user / general corporate project;
• belonging to the Business segment of the organization - the balance holder of the results of the ITO project;
• belonging to the direction of ITO activity;
• category of projects;
• the amount of investment in the project;
• the presence of an estimated economic effect;
• user organizations / functional customers of ITO projects;
• organizations - balance holders of the results of the ITO project;
• project curators;
• structural subdivisions of OOO SUBSIDIARY COMPANY implementing the project.

2.4. Project life cycle

This section lists the stages of the project life cycle.

For example:

For the purposes of this Regulation, the following stages are distinguished within the project life cycle:

• launch stage;
• planning stage;
• stage of execution;
• completion stage.

3. Participants in project management processes

3.1. Participants in project management processes

Enumeration of the participants in the project management process. Starting with individual legal entities(for example affiliated companies) and ending with specific roles (the main ones, there is no need to list everyone and the roles must not be confused with positions).

For example:

The main participants in the project management process at SUBSIDIARY COMPANY LLC are:

• Project Management Board;
• Project Management Organization Department;
• Department of Portfolio Management of Programs and Projects;
• Curator of the project;
• Project curator from CAU (for the 3rd category project implemented by the branch);
• Head of the Project Office (Project Group);
• Administrator of the Project Office (Project Group);
• Resource owner;
• Project Risk Manager;
• The owner of the risk.

3.2. Project management functions

All roles (from collegial bodies to performer) and their functions are listed in tabular form. In this way, areas of responsibility in the part of the project management process are also assigned to specific roles.

For example:

Project Management Board:

• Formation of proposals for the appointment of Project Curators, definition of project categories;
• Coordination of the launch of related projects, the formation of proposals for adjusting the dates of the launch of projects;
• Consideration of reporting, analytical materials on the status of the project portfolio;
• Consideration of requests for changes for individual projects, configuration management of changes as a whole for a portfolio of projects;
• Preparation of decisions on the redistribution of investments between individual projects and on adjusting the investment limit for the Company as a whole;
• Preparation of solutions in terms of resource provision for a portfolio of projects;
• Initiation of early completion of projects.

Project Management Organization Department:

• Development of drafts of Orders of SUBSIDIARY COMPANY LLC on the implementation of the Investment Program in the planned year;
• Checking the correctness of the project data entered into the IAS;
• Entering data into the Register of Heads of Project Offices (Project Groups);
• Analysis of reporting data on projects;
• Formation of summary reports on the status and progress of projects, analytical reports on the status of the project portfolio and its resource availability;
• Formation of proposals for solutions to requests for changes in project parameters;
• Development of forecasts for the implementation of projects;
• Distribution of analytical materials for consideration by members of the Project Management Council;
• Monitoring the execution of decisions on changes in the project portfolio.

Resource owner:

• Coordination of the Resource Plan;
• Making decisions on attracting specific employees to work in the Project Office (Project Group);
• Consideration of the information provided by the Head of the Project Office (Project Group) on the performance of employees for the certification of project personnel.

3.3. Requirements for the organizational structure of projects

This section defines typical schemes organizational structures of projects with differentiation depending on the category of the project. Those. each category has its own organizational structure. This is necessary to simplify the process of project management in the part of medium and small in order to determine an easier passage this process.

4. Description of project management processes

The main section of the project management regulations, in text form or in a tabular (more easily readable version) of which a step-by-step description of the entire process, roles, timing of the stages is given, intermediate results are determined. Depending on the category of the project, these Regulations provide for various project management procedures and the procedure for their implementation.

Project management processes are:

• launch (corresponds to the launch stage in the project life cycle);
  • Appointment of Project Curators, categorization and formation of a project launch schedule;
  • preparation and publication of orders for the launch and implementation of the project;
  • development and approval of the Project Charter;
  • input of project data into the Register of IAS projects.
• planning (corresponds to the planning stage in the project life cycle);
  • Formation of the Project Plan (after the launch of the project) in the first annual cycle;
  • Formation of the Detailed Schedule, Resource Plan, Project Budget and Expenditure Plan for the ITO investment project for the planned annual periods following the year of the project launch;
  • Formation of the Project Budget and Expenditure Plan for the ITO investment project for the planned quarter / month;
  • Conclusion of contracts.
• monitoring and management (corresponds to the stage of execution in the project life cycle);
  • monitoring of project parameters;
  • managing changes to project parameters;
  • monitoring project risks;
  • monitoring of the elimination of deficiencies based on the results of pilot industrial operation;
  • human resource management.
• change management (corresponds to any stage of the project life cycle);
  • completion of the contract;
  • completion of the stage;
  • completion of the project.
• completion (corresponds to the stages of execution and completion in the project life cycle).

For example:

5. Description of project portfolio management processes

In the case when the project portfolio management methodology has not been implemented, it can be additionally and at the top-level be prescribed in these regulations, since the project management system itself ultimately implies some kind of data consolidation into a project portfolio, and it is on the basis of analytics and reporting on the project portfolio that tactical level management decisions are made. While on projects decisions are made at the operational level.

Mainly limited to the following portfolio management processes:

• reporting on the status of a portfolio of projects;
  • formation of consolidated reporting on a portfolio of projects;
  • reporting on the dynamics of project implementation;
  • formation of forecasts for the execution of a portfolio of projects;
  • generation of reports on the indicators of the portfolio of projects;
  • formation of reports on the structure of the portfolio of projects.
• analysis of reporting on a portfolio of projects;
• management of project portfolio changes;
  • completion of individual projects;
  • temporary suspension of the implementation of individual projects;
  • initiation of the opening of new projects.

6. Documentation and storage of the Regulations

This section defines the structural unit responsible for the maintenance of this regulation and the place of storage of the project management regulation.

For example:

A control copy of these Regulations is kept in the GSPM. The electronic version of these Regulations is located on the internal corporate Portal and is available for reading to all users.

7. Changes to the Regulations

This section describes the roles of those who can make changes to this policy or through whom these changes can be made. In fact, only the Project Office (PMO) has the right to physically adjust the corporate methodology, since he is responsible for the development of project management within the company. Also, the responsibilities of the Project Office include timely notification of all interested parties about the changes. The regulations are approved by the order of the General Director.

8. Distribution of the Regulation

Responsible for the procedure for communicating the requirements of this Regulation to the Heads of structural divisions is the PMO (Project Office).

9. Organization of the study of the Regulations

Responsible for communicating the requirements of this Regulation to the employees of structural divisions are the Heads of the structural divisions of the company.

Appendices to the regulations

• Appendix 1. The order of implementation of procedures for launching projects
• Appendix 2. Order of LLC "SUBSIDIARY COMPANY"
• Appendix 3. Order of JSC "HEAD COMPANY"
• Appendix 4. Order of LLC "SUBSIDIARY COMPANY"
• Appendix 5. Order on the implementation of the project
• Appendix 6. Order of LLC "SUBSIDIARY COMPANY"
• Appendix 7. Register of ITO projects SUBSIDIARY COMPANY LLC
• Appendix 8. Order of JSC "HEAD COMPANY"
• Appendix 9. Typical Project Charter
• Appendix 10. Typical Project Charter (simplified)
• Appendix 11. The order of implementation of project planning procedures
• Appendix 12. Order on the completion of the project of LLC "SUBSIDIARY COMPANY"
• Appendix 13. Plan for milestones
• Appendix 14. Enlarged calendar plan
• Appendix 15. Detailed Schedule
• Appendix 16. Project budget
• Appendix 17. Resource plan (form UP-13-1)
• Appendix 17. Resource plan (form UP-13-2)
• Appendix 17. Resource plan (form UP-13-3)
• Appendix 17. Requirements for determining the employee's rate
• Appendix 18. Communication plan
• Appendix 19. Risk Management Plan
• Appendix 20. Guidelines for scheduling and accounting for the actual execution of calendar plans
• Appendix 21. Risk register
• Appendix 22. Methodological guidelines for risk management
• Appendix 23. Matrix of assignments to project roles
• Appendix 24. Role Profiles
• Appendix 25. The order of implementation of monitoring and control processes
• Appendix 26. Request for changes
• Appendix 27. Register of requests for changes
• Appendix 28. Final report
• Appendix 29. Order to complete the project
• Appendix 30. Register of Heads of Project Offices / Project Groups (Project Leaders)
• Appendix 31. Policy Brief
• Appendix 32. The order of implementation of procedures for completion of the project
• Appendix 33. Contents of the section "Technical support" of the IS user guide

The project management methodology is contained in the project management standards. A number of standards exist today:

• corporate- designed for use within one organization or within a group of related organizations;
• international- standards that have received international significance in the course of its development or intended for international use;
• private- complexes of knowledge that are promoted for free use by individuals, institutions or companies;
• public- developed and adopted by the community of specialists;
• national- created for use within one state, or in the process of their development received a nationwide status.

International standards are complete systems that include, in addition to describing the requirements for project management, consulting, auditing, testing, training, and other elements. There are no comprehensive international project management standards yet, but the following are the best known.

1. Project Management Body of Knowledge (PMBOK) American Institute of Project Management.

This standard is subject to update approximately every four years. One of the most widespread editions is the 2000 edition, and the most up-to-date, the fourth version of the standard, was released at the end of 2008 - The Guide to the PMBOK, 4th Edition. The standard was originally adopted by the American National Standards Institute (ANSI) as a national standard in the United States, and today it has worldwide recognition.

The basis of the standard is the process approach to project management. The selected elementary processes form project management procedures that can be built according to the "axial" principle (here we mean the applicate, ordinate and abscissa shown in Fig. 1).

The standard contains generalized approaches and principles that are used in the field of project management, structured and formalized in such a way that they can be used in most cases in most projects. Nine areas of knowledge that are related to project management are subject to detailed description:

• project contract management (Project Procurement Management);
• project risk management;
• management of interaction in the project (Project Communications Management);
• Project Human Resource Management;
• project quality management;
• project cost management;
• project time management;
• project scope management;
• project integration management.

Rice. 1. Space of control processes

Each of the areas of knowledge includes separate processes that are carried out by the manager during the implementation of the project at one or another other stage. In project management, the process-oriented approach used in the standard implies a clear, formal description of the inputs and documents that the manager needs to complete the process, the tools and methods that he can apply in its execution, and a number of outputs of the process.

2.IPMA Competence Baseline (ICB) is an international normative document that defines a system of international requirements for the level of competence of project managers. This standard was compiled by the International Project Managers Association (IRMA). On its basis, the development of requirements for the level of competence of employees in the countries that are members of IPMA is carried out. National requirements systems need to comply with the IPMA ICB and be formally ratified (approved) by the relevant IPMA bodies. For 32 countries-participants, IPMA is the basis for the creation of national bodies of knowledge. 16 countries currently have approved national codes of knowledge that are in line with the ICB.

ICB, unlike RMVOK, adheres to an activity-based, competence-based approach, that is, it defines the areas of qualifications and competence in project management, and also the principles for evaluating a candidate for obtaining a certificate. The ICB includes 42 elements (28 core and 14 additional) that define the areas of professional experience, skill and knowledge requirements in project management.

ICB is published in English, French and German. Several national developments became the basis for it: Body of Knowledge of AWP (Great Britain); PM-ZERT / GPM (Germany); Beurteilungsstruktur, AFITEP (France); VZPM (Switzerland); PM-Kanon Criteres d "analyze.

Each member of the IPMA National Association is responsible for the formation and approval of their own National Competence Baseline (National Competence Baseline - NCB) in accordance with the ICB, as well as taking into account national characteristics and cultures. National requirements for ICB compliance and basic certification criteria according to EN 45013 are assessed by a dedicated IPMA committee.

3. Issues of the effectiveness of project management have determined an objectively urgent need for the development of integrated system project quality management. At the same time, great importance (together with the requirements for the quality of the product) began to be given to the quality of the project processes, the lack of the necessary attention to which entailed no less significant negative consequences for the product being created directly.

Standard ISO 10006- a founding document in a series of standards of this profile prepared by ISO technical committee ISO / TC 176, Quality management and quality assurance, of the World Federation of National Standards Bodies (ISO members).

The focus is on the principle of efficient design of a rational and efficient process and control of this process, and not on the process of only controlling the final result.

In this series of standards, processes are grouped into two categories. The first category includes processes that are associated with the provision of a project product (design - production - verification). These processes are described in the ISO 9004-1 standard. The second category includes the project management processes themselves and they are contained in the ISO 10006 standard.

This standard covers 10 groups of project management processes.

First group presents the process of developing a strategy that concentrates the project on meeting the customer's needs and determines the direction of the work progress.

The second group process relationship management is covered.

Remaining eight groups- these are processes that are associated with material and technical supply (procurement), project assignment, risk, timing, costs, resources, information flows, personnel.

The international standard ISO 10006 is compiled for a wide range of projects - small and large, short-term and long-term, for various environmental conditions. The standard does not take into account the type of product designed (including services, semi-finished products, technical means, software, or a combination). This means that the underlying framework requirements must be further adapted by this manual to the specific conditions for creating and executing a separate project.

The standard borrows key definitions from ISO 8402, including terms such as project, project plan, project product, process, progress assessment, project participant. For all stages of project management (planning, organization, control and monitoring), quality management objectives and processes are applied.

National project management standards are also formed on the basis of international standards. Let us emphasize that there are no national standards in Russia. However, the Project Management Association of Russia (SOVNET), based on the IPMA standard, created in 2001 "Fundamentals of Professional Knowledge. National Requirements for the Competence of Specialists". Translation of ISO 10006: 2003 is registered, PMI standard is distributed in Russia by private order and is often used as a basis for corporate standards.

It is also necessary to define and standards of maturity of project management, which also have international functions. In 2004, PMI developed the Organization Project Management Maturity Model (ORMZ), which contains a methodology for identifying the status of project management in a company.

Organizational maturity in project management

The organizational project management maturity category describes a company's ability to select and manage projects in a way that most effectively supports the achievement of the organization's strategic goals.
general characteristics maturity levels in relation to project management are presented in Table 1.

Table 1 - General characteristics of the levels of maturity of the organization

ORMZ is a standard that provides an integrated approach that helps companies assess and develop their ability to deliver projects effectively. This standard is the key to organizational maturity in project management and includes three interdependent elements:

knowledge element- is a complex containing a hundred best practices in project management, which characterize certain levels of organizational maturity of project management;

element "assessment"- a tool to help companies assess the level of current maturity of project management and identify areas for improvement;

if the company decides to develop project management practices and moves to higher levels of new maturity, then it appears improvement helping companies create a project management development roadmap so as to maximize the effective implementation of their strategic goals.

The primary purpose of ORMZ is to be the standard for organizational maturity in project management and corporate project management.

Basic hallmark ORMZ is the presence of a unique database containing hundreds of successful practices, descriptions of thousands of critical success factors, results and other information that characterizes the development of project management maturity in the company.

ORMZ is designed to be scalable, easy to use and understand, customizable and flexible. Taking ORMZ as a project management standard as a basis, a company can successfully transform itself into a state where projects will fulfill their goals within the budget, deadlines and, which is very important, in pursuit of strategic corporate goals.

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To date, various organizations and initiative groups have developed a fairly large number of standards related to project management. Some of the most famous international and national standards are shown in Fig. 3.1. According to the main areas of application, the standards can be divided into the following groups:

1) applicable to individual management objects (project, program, portfolio of projects) and regulating the corresponding management processes;

2) applicable to the subjects of management (project managers, members of PM teams) and defining requirements for the knowledge and qualifications of the relevant specialists and the qualification assessment process;

3) applicable to the PM system and the organization as a whole and allowing to assess the level of maturity of the organizational management system.

In fig. 3.1 presents the most popular standards in the field of project management, including the following:

ISO 10006. Quality management systems. Guidelines for quality management of projects;

PMBOK Guide. A Guide to the Project Management Body of Knowledge. Guide to the Project Management Body of Knowledge, PMI;

Rice. 3.1. The most famous standards in the field of project management

PMBOK Guide Government Extension. A Guide to the Government Project Management Body of Knowledge, PMI;

WBS. Project Work Hierarchical Structure Development Guide, PMI;

Earned Value. Earned Value Methodology Application Guide, PMI;

PRINCE2. Project Management Standard, OGC (Office of Government Commerce), UK;

The Standard for Portfolio Management, PMI. Project Portfolio Management Standard, PMI;

The Standard for Program Management, PMI. Program Management Standard, PMI;

Managing Successful Programs, OGC UK. Program Management Standard, OGC (Office of Government Commerce), UK;

P2M Japan. Standard for Project and Program Management in an Organization, Japan;

OPM3. Project Management Organization Maturity Model, PMI;

IPMA Competence Baseline (ICB). International requirements for the competence of project managers, IPMA;

NTK Russia. Fundamentals of Professional Knowledge and National Competence Requirements (NTC) for Project Management Specialists, SOVNET;

PMCDF PMI. Project Management Competence Development Framework, PMI;

GPBSPM. Global Performance Based Standards for Project Management Personnel, GPBSPM Initiative.

The developers of standards are mainly professional organizations or groups of specialists at the international or national level (see paragraph 1.7).

The main standard developed by IPMA is ICB (IPMA Competence Baseline, 3rd version released in 2006). This standard defines the requirements for the qualifications of specialists in the field of PM and is the basis for international certification. In accordance with the rules and requirements of IPMA, Russia has developed national requirements for the competence of a project manager and a certification program for project management specialists. The specialists who have passed the certification in accordance with this system receive internationally recognized certificates.

Another authoritative organization in the field of project management is the Project Management Institute, USA (PMI) with an individual membership system: there are more than 200 thousand people in 125 countries of the world. PMI has the most proactive and broader standards development strategy.

In addition, many national PM standards have been developed, presented by national associations of project managers: AWP (Great Britain), VZPM (Switzerland), GPM (Germany), AFITEP (France), CEPM (India), PROMAT (South Korea), etc.

Let's consider the main standards by group.

3.1.1. Group of standards applicable to individual management objects (project, program, portfolio of projects)

The most developed in terms of structure and content, and the most widespread are the standards governing the management processes of individual projects. This group of standards can be distinguished:

ISO 10006: 2003. Quality management systems. Guidelines for quality management of projects;

PMI. A Guide to the Project Management Body of Knowledge. (RMVOK Guide). Guide to the body of knowledge on project management. Third edition.

ISO 10006: 2003. Quality management systems. Guidelines for quality management of projects.

This International Standard is not itself a PM guideline. It provides guidelines for the quality of PM processes.

The standard provides the basic principles and practices that affect the quality of the development and implementation of projects. In it, project processes are grouped into two categories: PM processes and processes related to the project product (i.e., such as design, production, verification). Quality guidelines for the processes associated with a project product are covered in ISO 9004-1.

The standard is applicable to projects of varying degrees of complexity, small or large, short-term or long-term, performed in a variety of environments, regardless of product or process. The presented framework requirements require the subsequent adaptation of this manual to the specific conditions of the development and implementation of a separate project.

The standard separates the concepts of management processes and phases of project implementation. The project can be divided into various interdependent processes and phases as a means of planning and controlling the implementation of goals and assessing the associated risks.

Phases divide the life cycle of a project into manageable stages such as concept development and project documentation, implementation, commissioning.

Project Processes are the processes required to manage it as well as to implement the project product.

Processes are grouped according to the principle of affinity (for example, all processes related to timing management are included in one group). In total, the standard identifies 11 groups of processes:

Strategic (defining the direction of the project);

Resource and personnel related;

Relating to relationships;

Regarding the scope of application;

Time related;

Cost-related;

Related to the transfer of information;

Risks related;

Procurement related.

Processes related to measurement and analysis and continuous improvement are discussed separately. The standard contains a description of each process as well as guidelines for quality management of a specific process.

The design guidelines for quality management in this International Standard are based on eight quality management principles (see ISO 9000: 2000, 0.2):

1) customer orientation;

2) leadership of the head;

3) involvement of employees;

4) process approach;

5) a systematic approach to management;

6) continuous improvement;

7) decision making based on facts;

8) mutually beneficial relationships with suppliers.

These general principles form the basis of a quality management system for the organization - the initiator and the organization - the executor of the project.

RMVOK Guide. Guide to the body of knowledge on project management. Project Management Institute, USA.

PMBOK Guide is an American national PM standard and is widely used in the world. The standard is based on a process model for describing PM activities.

Unification of the terminological space and the use of this document as a basic reference guide for certification of project management professionals (PMP) are cited as the main goals of the development of the Guidelines.

The Guidelines define:

UP structure (part 1). This part contains basic information about the PM, defines the basic terms and an overview of the chapters of the Guide. Particular attention is paid to the concepts of the project life cycle, organizational structures and the environment of projects;

The PM standard (part 2) includes a description of five groups of management processes: 1) initiation, 2) planning, 3) organization of execution, 4) control, and 5) completion. Within these groups of processes, 44 basic management processes and the relationships between them are described;

The areas of PM knowledge (part 3) consist of nine areas of knowledge: management 1) integration, 2) content, 3) timing,

4) cost, 5) quality, 6) human resources, 7) communications, 8) risks, 9) project supplies. This part provides a detailed description of each of the 44 management processes, including a general description of the process, inputs and outputs, and a listing of recommended methods and tools.

The PMBOK Guide includes a description of the following management processes.

Project Integration Management is the most important of the areas of expertise, incorporating various PM elements within process groups. This area includes the following processes:

Development of the project charter;

Development of a preliminary description of the scope of the project;

Development of a PM plan;

Project management and management;

Monitoring and managing project work;

General change management;

Closing the project.

Project Scope Management plays rather a supporting role due to the fact that the project plan is detailed here according to the scope of work in the amount necessary and sufficient for the successful implementation of the project. This area includes the following processes:

Content planning;

Definition of content;

Creation of a hierarchical structure of work (WBS);

Content confirmation;

Content management.

Project time management includes time management processes to create a project schedule to meet deadlines:

Determination of the composition of operations;

Determination of the relationship of operations;

Operations resource estimation;

Estimation of the duration of operations;

Development of a calendar plan;

Schedule management.

Project cost management is aimed at the successful development of its budget, consistently implementing the planning, development and cost control processes. Includes the following processes: - valuation;

Development of a budget for expenses;

Cost management.

Project risk management covers the identification of risks, the development of risk maps and the preparation of a response plan, and also contains the following management processes:

Risk management planning;

Risk identification;

Qualitative risk analysis;

Quantitative risk analysis;

Risk response planning;

Monitoring and risk management.

Quality management aims to meet the quality requirements of both the product and the project. Takes into account the requirements of the International Organization for Standardization (1BO), as well as the author's and general models. The scope includes the following processes:

Quality planning;

Quality assurance process;

Quality control process.

Human resource management in PM practice plays one of the key roles, and the completeness of achieving the goals depends on how professionally the processes listed below are implemented and, in general, the success of the project is ensured:

Human resource planning;

Project team recruitment;

Development of the project team;

Project team management.

Project communications management consists in the timely and reliable collection, distribution, storage and use of information.

Rice. 3.2. Process structure RMVOK Guide

for all members of the team in accordance with their roles in the project. The following processes are distinguished:

Communications planning;

Spread of information;

Execution reporting;

Management of project participants.

Project procurement management describes the processes for acquiring and obtaining products, services and results, as well as the processes for managing contracts. This area of ​​expertise includes the following processes:

Planning purchases and acquisitions;

Planning contracts;

Request information from sellers;

Choice of sellers;

Administration of contracts;

Closing contracts.

One of the directions of development of the PMBOK Guide standard has become its adaptation to industry specifics. Extensions to the standard have now been released for government and construction projects(Government Extension to the PMBOK Guide, Construction Extension to the PMBOK Guide).

In addition, PMI develops standards related to separate techniques UP. To date, standards have been issued that govern the methods of developing a hierarchical structure of project work and control according to the earned value method (Practice Standard for Work Breakdown Structures, Practice Standard for Earned Value Management).

Another interesting standard governing the management of individual projects was developed by the State Department of Commerce in the UK - PRINCE2 (Projects in Controlled Environments). This standard also regulates management processes and control parameters at the level of an individual project. The standard well-spelled out the relationship of management processes with the requirements for the structure and characteristics of the product created within the project. The standard is widely used in the public and private sector in the UK and is increasingly being applied internationally.

A relatively new area of ​​standardization is the process of managing objects such as the program and portfolio of projects.

The pioneers in this area are standards issued in the UK by the State Department of Commerce. For nearly a decade, these standards have been used in government programs as well as for certification of program managers.

However, international standards in this area did not exist until recently. Standards released by PMI in 2006: The Standard for Program Management and The Standard for Portfolio Management can claim the role of generally recognized standards. These standards are also based on a process principle.

The Standard for Portfolio Management. Project portfolio management standard. Project Management Institute, USA.

The main goals of developing the standard are to formulate a conceptual space for managing a portfolio of projects, define typical processes and their results without reference to industry-specific features of the business, as well as describe the key roles of portfolio management, areas of responsibility and authority. Great importance is attached to the strategy of the organization, the ability to track the achievement of goals through the processes of integrated management of project portfolios, programs and individual projects. The relationship with the functional areas of management is revealed: finance, marketing, corporate communications, personnel management.

The connection between portfolio management and program and project management is established through the implementation of the following portfolio manager functions:

Aligning components in accordance with the strategy;

Ensuring the balance and sustainability of components as parts of a portfolio based on key indicators;

Assessment of the value and relationships of the components of the portfolio;

Determination of resource availability and prioritization;

Inclusion and exclusion of portfolio components.

The portfolio management system to effectively support the performance of the functions presented provides for the involvement of the following key roles and departments in management: the portfolio management supervisory board, clients, sponsors, executive directors, operations management, program managers, program and project management office, project managers, functional managers, financial managers, project team members.

When identifying the key role of the standard - portfolio manager - the following were identified additional functions defining the distinguishing features of portfolio management:

Prioritization and alignment of portfolio management components in line with strategic objectives;

Providing key shareholders with timely assessment results, early identification of impacts on work performance;

Measuring the value of an organization using investment instruments such as ROI, NPV, PP.

Portfolio management processes are presented in two groups:

1) the group of processes for forming a portfolio includes processes for managing it, ensuring the achievement of a balance of the portfolio of projects with the strategic goals of the organization. The group includes the following processes: project identification, categorization, evaluation, selection, prioritization, portfolio balancing, authorization;

2) the group of monitoring and control processes is based on performance indicators, with the help of which the components of the portfolio are periodically aligned with the strategic goals. Includes the processes of collecting periodic reports, analyzing the status of the project portfolio and managing changes.

3.1.2. A group of standards that define the requirements for the qualifications of project management participants (project managers, members of project management teams)

Among the standards that define the requirements for the competence of a project manager are the International Requirements for the Competence of PM Specialists (ICB), developed by the International Project Management Association IPMA (Switzerland), and the Project Manager Competency Development Framework, developed by PMI. based on PMBOK Guide structure and processes.

Currently, an international initiative group of professionals in the field of project management is completing the development of another standard for assessing the qualifications of project managers based on the results achieved - Global Performance Based Standards for Project Management Personnel.

International requirements for the competence of project managers. IPMA Competence Baseline. The international requirements for the competence of project managers, as well as the Russian national standard based on them, issued by the Russian Association UP SOVNET, determine the requirements for the knowledge and qualifications of specialists, as well as for the process of their certification for four levels of qualifications in the field of project management:

1) a project management specialist;

2) project manager;

3) lead project manager;

4) program director.

The International Requirements for the Competence of PM Professionals (ICB) contain three groups of interrelated elements of knowledge, including:

1) 20 technical knowledge elements related to the content of project management;

2) 15 behavioral knowledge elements related to interpersonal relationships between individuals and groups participating in projects, programs and portfolios;

3) 11 contextual knowledge elements related to the interaction of the project team in the context of the project and the organizations that initiated and participate in the project.

Requirements sections include the following knowledge and competency elements.

Elements of technical competence:

The success of the UP;

Parties concerned;

Requirements and objectives of the project;

Project risk and opportunities;

Quality;

Project organization;

Team work;

Problem solving;

Project structure;

Concept and final product of the project;

Time and phases of the project;

Resources;

Costs and finances;

Purchases and contracts;

Changes;

Monitoring and reporting;

Information and documentation;

Communication;

Project start;

Closing the project.

Elements of behavioral competence:

Leadership;

Participation and motivation;

Self-control;

Self confidence;

Discharge;

Openness;

Creation;

Result orientation;

Productivity;

Coordination;

Negotiation;

Conflicts and crises;

Reliability;

Understanding of values;

Elements of contextual competence:

Project oriented management;

Software-oriented management;

Portfolio-oriented management;

Implementation of projects, programs and portfolios (PPP);

Permanent organization;

Entrepreneurial activity;

Systems, products and technology;

Personnel Management;

Health, safety, labor protection and environment;

Finance;

Legal aspects.

3.1.3. Standards applicable to the organization's project management system as a whole and to assess the level of maturity of the organizational project management system

V recent times the development and improvement of standards aimed at a comprehensive view of the PM system throughout the organization is underway.

The pioneer in this area is the standard developed by the Association for Innovative Development and Project Management of Japan - P2M (Program and Project Management for Innovation of Enterprises).

The most popular in the world today is the OPM3® standard (Organizational Project Management Maturity Model), developed by PMI.

P2M. Program and Project Management for Innovation of Enterprises. P2M is one of the most authoritative modern standards in the field of project and program management, recommended by experts as an international one. Many national and international corporations are guided by its provisions in management practice.

The original idea of ​​the P2M standard concept is to present projects and programs as fundamental elements of the strategic management of an organization.

The standard includes both sections describing in detail the general concepts and terminology of project and program management, as well as eleven main segments (areas) of management.

The section on program management provides definitions and a system of interrelationships between the main concepts. Program management processes include managing the integration of projects in a program to optimize them. The basic program control apparatus consists of:

From the methodology for managing individual projects;

Integral management (integration of projects and programs with each other and with the environment);

Segment Management;

General methodology for program management (mission development, value determination, formation of a team of executors, participants and program stakeholders, development of a system of indicators to track the progress of the program, creation of its architecture and platform).

PM by segments includes the following management areas:

Strategic;

Finance;

Systems;

Organizational structure;

Achievement of goals and indicators;

Resources;

Risks;

Information technology;

The relationship of the project participants;

Communications;

As well as project management aimed at improvement.

OPM3® Organizational Project Management Maturity Model. In late 2003, PMI released a maturity model organizational management OPM3 (Organizational Project Management Maturity Model) projects, which was initially positioned as an international standard in this area.

As defined by PMI, organizational PM is the systematic management of projects, programs and project portfolios in order to achieve the strategic goals of a company. It is the use of knowledge, skills, tools and techniques in the organization's project activities to achieve strategic goals through the implementation of projects.

Organizational PM maturity describes an organization's ability to select and manage projects in such a way as to maximize the achievement of the company's strategic goals.

OPM 3 main purpose:

Provide a standard for corporate PM that defines the main elements of the corporate PM system at all levels - from strategy and portfolio of projects to individual projects;

Serve as a tool that allows any organization to determine its own maturity in PM, as well as to work out the direction and specific steps for the development of the corporate PM system.

The OPM3 standard consists of a body of knowledge (in a familiar book format), as well as an electronic database and toolkit. Access to the database and tools is currently provided via the Internet (in the first versions, the system was delivered on CD).

The body of knowledge, delivered in the form of a book, includes a description of the key concepts and structure of the standard, the structure of the model underlying the standard, and the procedure for using the model.

The instrumental component of the standard consists of three interrelated elements:

1) the knowledge element (Knowledge) represents the base of the best PM practices (about 600 practices related to different management objects: a portfolio of projects, a program and a project, and to varying degrees of maturity of process descriptions);

2) Assessment element - a tool that helps users, by answering a questionnaire (more than 150 questions), independently assess the current maturity of PM in the organization, identify the main areas of competence and existing practices;

3) if the organization decides to develop PM practices and move to new, higher levels of maturity in PM, then the Improvement element comes into play, which helps companies choose a strategy and determine the sequence of development of the PM system.

The base of best practices is structured according to three domains (management objects) - project portfolio, program, project - and four levels of formalization of processes (processes are standardized, measurable, controlled, optimized). In addition, the best practices mostly correspond to one of the project management processes (according to PMBOK): initiation, planning, organization of execution, control, completion.

The new PMI standard provides an integrated approach to describing the PM system in an organization on different levels management - from a single project and program to a portfolio of projects. A convenient and visual structure was proposed for describing the elements of the system in the form of a hierarchy of interrelated elements (best practices, abilities, results and indicators). Already today, the standard has taken its place in professional PM, although its mass use will require a serious replenishment of the knowledge base.

The project management methodology is reflected in the project management standards. Currently, the following types of standards exist:

International - standards that have acquired international significance in the process of their development or are intended for international use;

National - created for use within one country or received national status in the process of their development;

Public - trained and accepted by the community of specialists;

Private - complexes of knowledge promoted for free use by individuals, companies or institutions;

Corporate - designed for use within a single company or within a group of related companies.

International Standards are complete systems that include, in addition to describing the requirements for project management, training, testing, auditing, consulting and other elements. Comprehensive international project management standards do not yet exist, but the following are the most well-known standards.

1. Project Management Body of Knowledge (PMBOK1) of the American Project Management Institute (PMI). This standard is updated approximately every four years. One of the most common editions dates back to 2000, and the most current, fourth, version of the standard - The Guide to the PMBOK, 4th Edition - was released at the end of 2008.The standard was originally adopted by the American National Standards Institute (ANSI) as a national standard in the United States, and has now gained worldwide recognition.

3. Addressing the issues of project management efficiency objectively revealed an urgent need to develop a project quality management system. At the same time, special importance, along with the requirements for the quality of the final product, began to be attached to the quality of project processes, the lack of due attention to which led to no less significant negative consequences directly for the product being created.

ISO 10006 is a foundational document in a series of standards in this profile, prepared by ISO technical committee ISO / TC 176, Quality management and quality assurance, of the World Federation of National Standards Bodies (ISO members).

The main emphasis is on the principle of effective design of an optimal process and control of this process, and not on the control of the final result.

In this series of standards, processes are grouped into two categories. The first category includes the processes associated with ensuring the product of the project (design, production, verification). The latter are described in the ISO 9004-1 standard.

The first group represents the strategy development process, which focuses the project on customer satisfaction and sets the direction of the work progress.

The second group covers the management of process relationships.

The remaining eight groups are processes related to the project assignment, timing, costs, resources, personnel, information flows, risk and material and technical supply (procurement).

The international standard ISO 10006 is focused on

for projects of the widest range - small and large, short-term and long-term, for various environmental conditions. It is independent of the type of product being designed (including hardware, software, semi-finished products, services, or a combination thereof). This means that the framework requirements laid down in it require the subsequent adaptation of this manual to the specific conditions of the development and implementation of a particular project.

The standard borrows key definitions from ISO 8402, including terms such as project, project product, project plan, project participant, process, progress assessment.

For all project management processes (planning, organizing, monitoring and controlling), quality management processes and objectives are applied.

practices in project management, characterizing certain levels of organizational maturity of project management;

The assessment element is a tool to help organizations assess the current maturity of project management and identify areas for improvement;

When an organization chooses to evolve project management practices and move to new higher levels of maturity, then the element of “improvement” comes into play, which helps companies to build a project management development roadmap in such a way as to maximize the achievement of their strategic goals.

The main purpose of OPM3 is to be the standard for corporate project management and organizational project management maturity.

The main distinguishing feature of OPM3 is the presence of a unique database that contains hundreds of best practices, descriptions of thousands of key success factors, results and other information that characterizes the development of project management maturity in an organization.

OPM3 is designed to be easy to understand and use, scalable, flexible and customizable. Building on OPM3 as a project management standard, an organization can successfully transition to a state where projects will achieve their goals within budget, time frames and, more importantly, in pursuit of corporate strategic goals.

Project as a system. Systematic approach to project management

Describing the project, it can be noted that it includes an idea (problem), means of its implementation (solution of the problem) and the results obtained in the process of implementation (Fig. 2.1).

Figure 2.1. Basic elements of the project

Depending on the essence and complexity of the concept and the effectiveness of its implementation, the results of work on the implementation of the project can be very different and can be classified in different ways. They can be specific (product, organization, building, etc.) and abstract (plans, knowledge, experience, method, etc.); current (technology, documentation, signed contracts) and final (profit, product, knowledge, etc.).

Thus, the overall result of the process of implementing the concept can be defined as a system of goals that must be achieved during the implementation of the project. It follows that any project itself is a system, and often quite complex.

In accordance with the provisions of the general theory of systems, a system is defined as a complex of some elements that interact with each other and with the external environment. Therefore, it will be appropriate to give the following definition of the project as a system.

A project is a set of certain elements (objects of a material and non-material nature) and connections between them, ensuring the achievement of the set goals.

The concept of "system" is ambiguous, which is natural, but the generality of characteristic features allows the system to be expressed in that: a system is a complex of interrelated elements considered as a whole;

The system has a certain structure;

The system is characterized by some isolation from other objects - the so-called external environment - which is based on the delimitation of some objects included in the system.

The project as a system is determined by the following basic properties.

1. The complexity of the hierarchical structure. In modern economic systems, several different hierarchical structures function simultaneously, the interaction between which is usually not limited to simple relations of hierarchical subordination. Projects can vary in scale, but, as a rule, the implementation of any project requires the interaction of participants at different levels of the hierarchy.

2. The influence of objective and subjective factors in interaction on the project.

3. Dynamism of stochastic processes.

4. Integrity (emergence) of the system, i.e. the presence of such properties that are not inherent in the elements of the system (subsystems), considered separately, outside the system.

5. Complex information processes due to numerous interconnections between the elements of the system.

6. A plurality of goals that may not coincide with the goals of individual elements (subsystems). Here we can cite a well-known example - the high costs of maintaining the administrative staff lead to the need to reduce it. On the other hand, a small managerial staff does not provide effective enterprise management, which leads to financial losses.

7. Multifunctionality of system elements (for example, the system management function includes the following functions: planning, accounting, control, analysis, operational regulation).

The specified properties of the project as a system determine the need for a systematic approach to project management, which involves considering the elements of the project and their functioning in interrelation and interdependence.

A characteristic feature of modern economic systems, as has been said, is their extreme complexity. The level of complexity is determined not only by a large number of interconnected elements of the system, but also high degree interdependence of their characteristics, emergent properties, variety of functions, variety possible reactions systems on external influences etc.

The complexity of the project as a system is to a certain extent also characterized by such an indicator as diversity (entropy of the system). The control problem, therefore, is to reduce its diversity by reducing the set of all states to a subset of states that satisfy the control goal.

The most important property of systems is controllability - the ability to obey targeted influences that ensure the stability of functioning, the preservation or acquisition of certain qualitative features by the system, the implementation of a given program of actions, etc. Management as a process of influencing the system is considered as the most important function of the system, focused on achieving the set goals.

The system in which the control function is implemented is usually called the control system.... In it, the control and controlled subsystems are distinguished, although a strict separation of these subsystems is sometimes difficult. The functioning of the control system is carried out through the interaction of the control and controlled subsystems (control object) with each other and with the external environment through communication channels.

The enlarged structure of the control system in its most general form is shown in Fig. 2.2.

The control system receives and processes information about the state of the object and, having a control goal and decision-making rules, develops a control action. As a result of this action, the control object changes its state, which is again fixed by the control system. The state of the controlled object (controlled system) at each fixed time object is also influenced by the environment and the previous state of the object.

The processes of managing complex (in particular, economic) systems are characterized by the following patterns.

1. Management is carried out by collecting, processing and analyzing information. The main function of any control system is to obtain information and determine, on its basis, the behavior of the controlled system.

2. Control is implemented using the feedback principle: control actions are formed on the basis of information about the object's response to previous control actions. Such control makes it possible to achieve the goal without directly measuring external interference, but by analyzing the change in the states of the controlled system over time.

3. The presence of intermediaries in the implementation of direct and feedback. This determines many specific requirements for the organization of such systems and the quality of their control.

4. Management, considered as a complex of purposeful actions, can be implemented only when the system has the purpose of management and the rules for making decisions in various situations. The behavior of the system, as a rule, is determined not by one goal, but by their totality. If the set of goals is partially ordered according to their importance, then the most important (urgent) goals are taken into account in the functioning of the system, then less important, etc. The achievement of the goal by the control system may be hindered by such an internal reason as the inconsistency of the goals of individual subsystems.

5. Managing influence involves reducing the diversity of the controlled system, which is necessary for the effectiveness of management. This is the task of managing a complex system. (The law of necessary diversity, formulated by W.R. Ashby, determines that the reduction of the set of states of a controlled system to a subset that includes only states that are rational in relation to the goal is determined by the selective ability of the control system, due to the magnitude of the decrease in the diversity of the control object that must be achieved ).

Controlling influences in economic systems are divided into direct (direct) and indirect. Direct control action directed to a specific object is expressed, as a rule, in the normative establishment of a particular indicator and is a means of directive influence of the control system on the control object. Its purpose is to directly limit the set of possible states of the controlled system.

Indirect control influences are due to the fact that individual subsystems of economic systems in their development and functioning are guided by their own (immanent) interests. Indirect control actions do not change the set of possible states of the controlled system, however, they orient their development in the direction desirable from the point of view of the control system.

As part of a systematic approach to project management, we will use the methods of decomposition (identifying individual elements) and structuring (studying the relationship between project elements, as well as between the project and the external environment). Thus, from the standpoint of a systematic approach, project management is the definition, establishment, regulation and development of links between the elements of the project, ensuring the achievement of the goals set for the project.

In a broader context, the systems approach, systems methodology, systems design reflect the real process of integrating knowledge and activities, science and social practice in a project culture.

Objectives of the project

The goal setting process (goal setting) is an integral element of management. A clear understanding of the goals of the project, the prevailing

among all its participants, and shared by them, is the most important condition for achieving these goals and successful management.

There are several methods of goal setting. The most widely used method is SMART1, according to which the goals of the project should be:

Specific (Speci fi c);

Measurable;

Achievable;

Relevant;

Time-bounded.

An idea of ​​these criteria is given in table. 2.1.

Morphological analysis is carried out according to the following scheme:

a) the formulation of the problem;

b) problem statement;

c) compiling a list of all characteristics of the surveyed prospective) product or operation;

d) compiling a list of possible solutions for each characteristic. This list is enclosed in a table called the morphological matrix;

e) analysis of combinations;

f) choosing the best combination.

Requirements for the project

There are three main characteristics that make it possible to quantify the usefulness of any project for the enterprise as a whole (if the project is not carried out in order to comply with statutory and other mandatory requirements for the organization):

Productivity - the cost of products and services supplied to consumers, net of direct costs of purchasing goods and services from third-party suppliers, for a certain period of time;

Investment volume - all capital investments and investments in stocks at all levels. These include any costs that are amortized over one fiscal year;

Ongoing costs are any funds spent by an organization to convert an investment into a finished product.

Therefore, any project that is useful to the organization must meet at least one of the following requirements:

Contribute to an increase in the productivity of the organization;

Contribute to the reduction of investment volumes;

Contribute to the reduction of operating costs;

Influence all three characteristics in a comprehensive manner, providing a noticeable improvement in the current and future key performance indicators of the organization.

Target elements of a magic triangle or pyramid in the form of costs, timelines, personnel, and quality can be closely monitored by a project. In these areas, through the target values ​​and their verification after implementation in the final phase of the project, measures can be formulated and taken to adjust the results.