Basic concepts in project management: project, project management, characteristics of a project, classification of projects.

Project- time-limited, targeted change of a separate system with established requirements for the quality of results, with restrictions on the expenditure of funds and a specific organizational system.

UP– the use of knowledge, skills, methods, tools and technologies in the implementation of a project in order to achieve or exceed the expectations of project participants.

Features of the project:

Specific Goals

Limited resources required (financial, intellectual, labor)

Time limit

Special project organization

Novelty (each project is specific)

Changes (must be changes in the system in which the project operates).

Project classification:

Project type- on the main areas of activity in which the project is being implemented.

Project class- on the composition and structure of the project and its subject area.

Project scope- by the size of the project itself, the number of participants and the degree of influence on the outside world.

Project duration- by the duration of the project implementation period. Project complexity- according to the degree of complexity.

Project type- according to the nature of the subject area of ​​the project.

Project type: technical, organizational, economic, social, mixed. Project class: mono-project, multi-project, mega-project.

As the name of each of the three classes of projects suggests: mono project- this is a separate project various types, type and scale; multiproject- this is a complex project consisting of a number of single-projects and requiring the use of multi-project management; megaproject- targeted programs development of regions, industries and other entities, including a number of mono- and multi-projects.

Project scope: small projects, medium projects, major projects, very large projects. This division of projects is very conditional. The scale of projects can be considered in a more specific form - interstate, international, national, interregional and regional, intersectoral and sectoral, corporate, departmental, projects of one enterprise.

Project duration: short-term (up to 3 years), medium-term (from 3 to 5 years), long-term (over 5 years).

Project complexity: simple, complex, very complex.

Project type: investment, innovation, research, teaching and educational, mixed.

Investment projects usually include projects in which the main goal is the creation or renovation of fixed assets that require investment. Innovative projects include projects where the main goal is the development and application of new technologies, know-how and other innovations that ensure the development of systems.

Investment projects. The construction of a residential building, the reconstruction of an enterprise or the construction of a dam are projects for which the following are defined and fixed: - the purpose of the project (for example, m2 of living space, volume of production, size and profile of the dam), - completion date and duration, - project costs. The resources required and the actual cost of the project will depend primarily on the progress of the work and progress of each project. For this type of project, the required capacity must be provided in accordance with the schedule and deadline for the completion of the project stages and completion.

Research and development projects. New product development, structural research or new package development software. Characterized by the following features: - the main objective the project is clearly defined, but individual goals should be clarified as individual results are achieved; - the completion date and duration of the project are determined in advance, it is desirable to strictly adhere to them; however, they should also be adjusted depending on the intermediate results obtained and the overall progress of the project; - planning of project costs often depends on the allocated allocations and less on the actual progress of the project; - the main restrictions are related to the limited ability to use capacities (equipment and specialists). As a rule, the available capacity here determines the costs of the project and its completion time.

Organizational projects. Reforming an enterprise, implementing the concept of a new management system, creating a new organization or holding an international forum - as projects, are characterized by the following: - the goals of the project are predetermined, however, the results of the project are more difficult to determine quantitatively and qualitatively than in the first two cases because they are usually associated with organizational improvement of the system; - the term and duration are preset; - resources are provided whenever possible; - project costs are fixed and subject to cost-effectiveness control, however, they require adjustments as the project progresses.

Economic projects. Privatization of enterprises, creation of an audit system, introduction of a new tax system - these are all economic projects that have their own characteristics: - the purpose of the projects is to improve the economic indicators of the functioning of the system, so they are much more difficult to evaluate than in previously considered cases; main goals are outlined in advance, but require adjustments as the project progresses; - the same applies to the timing of the project; 19 - resources for the project are provided as needed to the extent possible; - costs are determined in advance, monitored for cost-effectiveness and updated as the project progresses. This means that economic results must be achieved within a fixed time frame at a fixed cost, and resources are provided according to need.

Social projects. Reforming the social security system, healthcare, social protection of disadvantaged segments of the population, overcoming the consequences of natural and social shocks - all this social projects, which have their own specifics: - goals are only outlined and must be adjusted as intermediate results are achieved, their quantitative and qualitative assessment is significantly difficult; - the timing and duration of the project depends on probabilistic factors or are only outlined and subsequently subject to clarification; - project costs, as a rule, depend on budgetary allocations; - resources are allocated as needed, within the limits of what is possible. Social projects have the greatest uncertainty.

Life cycle and project participants. Basic principles and functions of project management.

Project structuring.

Each project, from the emergence of an idea to its complete completion, goes through a number of successive stages of its development. The complete set of stages of project development form the project life cycle. General scheme life cycle of the project Life. cycle Project - a complete set of successive phases of the project, the name and number of which are determined based on the technology of work and the need for control by the organization.

Let us now consider the composition and content of work in the four phases of the project life cycle:

Initial phase (concept)

Development phase

Implementation phase

Completion phase.

Initial phase. The main content of work at this phase is the development of the project concept, including:

Collection of initial data and analysis of the existing condition (preliminary examination).

Identifying the need for changes (project).

Project Definition:

Goals, objectives, results,

Basic requirements, restrictive conditions, criteria,

Risk level

Project environment, potential participants,

Required time, resources, funds, etc.

Definition and comparative evaluation of alternatives.

Presentation of proposals, their testing and examination.

Validate the concept and obtain approval for the next phase.

Development phase. The main content of this phase is the development

main components of the project and preparation for its implementation. General content of work in this phase:

Appointment of a project manager and formation of a project team, primarily key team members.

Establishing business contacts and studying the goals, motivation and requirements of the customer and project owners, and other key participants.

Development of the concept and development of the main content of the project:

End result(s) and products),

Quality standards

Project structure,

Main works,

Required resources.

Structural planning, including:

Project decomposition, incl. W.B.S.

Schedule plans and enlarged schedules of work and support,

Project estimate and budget,

Need for resources

PM procedures and control techniques,

Identification and distribution of risks.

Organization and holding of tenders, concluding subcontracts with the main contractors.

Organization of basic design and development work for the project.

Presentation of design development.

Obtaining approval to continue work.

Project implementation phase. The main content of this phase follows from its name - the implementation of the main project work necessary to achieve the project goal. The main activities of this phase are:

Organization and conduct of tenders, conclusion of contracts.

Full implementation of the developed PM system.

Organization of work execution.

Implementation of means and methods of communication and communication between project participants.

Implementation of a system of motivation and stimulation of the project team (participants).

Detailed design and technical specifications.

Operational planning of work.

System installation information control for the progress of work.

Organization and management of material and technical support for work, incl. stocks, purchases, deliveries.

Carrying out the work provided for by the project (including construction, installation and commissioning works).

Management, coordination of work, coordination of pace, progress monitoring, status forecast, operational control and regulation of key project indicators:

Progress of work, their pace,

Quality of work and project,

Duration and timing

Cost and other indicators.

Solving emerging problems and tasks.

Final phase or end of the project. At this phase, the final goals of the project are achieved, summing up and resolving conflicts and closing the project. The main content of the work in this phase, as a rule, is as follows:

Planning the project completion process.

Performance testing of the final product(s) of the project.

Training of personnel for the operation of the facility being created.

Preparation of documentation, delivery of the facility to the customer and commissioning.

Evaluation of project results and summing up.

Preparation of final documents.

Closing of work and project.

Permission conflict situations.

Sales of remaining resources.

Accumulation of factual and experimental data for subsequent projects.

Disbandment of the project team.

Note that the last three phases can be performed with a combination of work in time - according to a series-parallel scheme.

Main project participants and their functions

Initiator- the party that is the author of the main idea of ​​the project, its preliminary justification and proposals for the implementation of the project. Almost any of the future participants in the project can act as an initiator, but ultimately the business initiative to implement the project must come from the customer acquired by the project.

Customer- the main party interested in implementing the project and achieving its results. The future owner and user of the project results. The customer determines the basic requirements and scope of the project, ensures financing of the project at the expense of its own funds or funds of attracted investors, enters into contracts with the main executors of the project, bears responsibility for these contracts, and manages the process of interaction between all project participants. Bears responsibility for the project as a whole before society and the law.

Investor(s)- the party(ies) investing in the project, for example through loans. The goal of investors is to maximize the profit on their investment from the implementation of the project. If the investor and the customer are not the same person, then banks, investment funds and other organizations usually act as investors. Investors enter into a contractual relationship with the customer, monitor the implementation of contracts and make payments to other parties as the project progresses. Investors are full partners in the project and the owners of all property that is acquired through their investment until all funds under the customer contract or loan agreement are paid to them.

Project Manager- a legal entity to which the customer and investor delegate authority to manage the work of implementing the project: planning, monitoring and coordinating the work of all project participants. The composition of the functions and powers of the project manager are determined by the contract with the customer. However, the project manager and his team are typically tasked with the overall direction and coordination of work throughout the project life cycle until the project's defined goals and results are achieved while meeting established timelines, budgets, and quality.

The project team- a specific organizational structure headed by the project manager and created for the duration of the project. The task of the project team is to carry out project management functions until the project objectives are effectively achieved. The composition and functions of the project team depend on the scale, complexity and other characteristics of the project, however, in all cases, the composition of the team must ensure a high professional level of all responsibilities assigned to it. The main participants of the project team (according to the work, see also Fig. 8), as a rule, are:

Project Manager (see above).

Project Engineer - Responsible for leading and coordinating all technical engineering aspects of the project throughout its full life cycle.

Administrative contract manager - is responsible for the preparation of contracts, negotiations, conclusion and monitoring of the implementation of contracts and subcontracts with project participants.

The project controller - the head of the project work control service - is responsible for planning and monitoring all work on the project.

Project accountant - is responsible for accounting and reporting on the expenditure of project funds and assists the project manager on financing and accounting issues.

The head of the logistics service is responsible for all types of purchases and supplies carried out within the framework of the project.

Design Work Manager - is responsible for the engineering design work within the project.

Construction manager - is responsible for all types of construction and installation work carried out as part of the project.

Operations (or industrial production) coordinator - is responsible for all aspects of planning, monitoring and coordinating the development and production of products and services that are the ultimate goal of the project.

Administrative Assistant - Responsible for supporting work and ensuring the production needs and functioning of the project team.

The project team is formed depending on the needs of the project, taking into account the experience and qualifications of the personnel, as well as depending on the conditions and organization of the project.

Contractor(general contractor) - a party or participant in a project who enters into a relationship with the customer and assumes responsibility for the performance of work under the contract - this can be the entire project or part of it. The contractor's goal is to obtain the maximum possible profit. The functions of the general contractor include concluding a contract with the customer (investor), selecting and concluding agreements with subcontractors, ensuring coordination of their work, accepting and paying for the work of co-contractors. The contractor can be the project manager or other active participants in the project.

Subcontractor- enters into contractual relations with a contractor or subcontractor of a higher level. Responsible for performing work and services in accordance with the contract.

Designer- a legal entity performing design and survey work under a contract within the framework of the project. Enters into contractual relations with the general contractor of the project or directly with the customer.

General contractor- a legal entity whose proposal is accepted by the customer. Responsible for performing work in accordance with the contract. Selects and concludes contracts with subcontractors to perform individual works and services.

In construction projects, the role of general contractor is usually performed by construction or design-build firms and organizations.

Suppliers- subcontractors carrying out various types of supplies on a contract basis - materials, equipment, vehicles, etc.

Licensors- organizations issuing licenses for the right to own land, conduct auctions, perform certain types of work and services, etc.

Authorities- a party that satisfies its interests by receiving taxes from project participants, putting forward and supporting environmental, social and other public and government requirements related to the implementation of the project.

Land owner- a legal or natural person who is the owner of a plot of land involved in the project. Enters into a relationship with the customer and transfers on a contractual basis the right to use or own this plot of land.

Manufacturer final product of the project - operates the created fixed assets and produces final products. The main goal is to make a profit from the sale of finished products to consumers. Participates in all phases of the project and interacts with key project participants. Its role and functions depend on the ownership share in the final results of the project. In many cases, he is the customer and investor of the project.

Consumers final products - legal entities and individuals who are buyers and users of final products, determine the requirements for manufactured products and services provided, and create demand for them. At the expense of consumers, project costs are reimbursed and profits are generated for all project participants.

Other project participants. The implementation of the project is also influenced by other parties from the project environment, which essentially can also be classified as project participants, these are:

Competitors of the main project participants,

Public groups and the population whose economic and non-economic interests are affected by the implementation of the project,

Project sponsors,

Various consulting, engineering, legal organizations involved in the project implementation process, etc.

Project goals: process of forming goals and objectives, structure. Criteria for project success and failure.

Target - desired result activity achieved within a certain time interval.

Task- the desired result of an activity, achievable within a planned (given) time interval and characterized by a set of quantitative data or parameters of this result.

Thus, a goal becomes a task if the deadline for its achievement is specified and the quantitative characteristics of the desired result are specified. In addition, it is obvious that the goal is a more general category than the task: it is achieved as a result of solving a number of problems. It follows that tasks can be ordered in relation to goals.

This is the property of the multiplicity of goals - each goal can be decomposed into its constituent tasks or subgoals.

Defining the project goal.

According to the definition according to DIN 69901, a project goal is “a demonstrable result and specified conditions for the implementation of the overall project objective.”

From the definition it follows that it is necessary to distinguish between “goals-results” (provable result) and “goals-course of action” (conditions for implementation). Together, these components make up the project goals, which arise from needs, necessities, desires, ideas, etc.

From the analysis of the above definitions, several useful conclusions can be drawn regarding the purpose of the project.

Determining (finding) the goal of a project in its meaning and content can be compared to setting a problem.

When finding a goal, as well as when setting a task, you cannot limit yourself to formulating only the abstract desired result of the project, but you need to find answers to the questions:

What exactly should the project result look like (characteristics of the project result)?

What conditions must be taken into account when implementing the project (requirements and restrictions)?

Finding the project goal is equivalent to defining the project and is an important step in developing the project concept. After finding the project goal, they begin to search and evaluate alternative ways to achieve the project goal.

To be able to determine the extent to which project goals have been achieved, it is necessary to select appropriate criteria. Based on these criteria, alternative solutions to achieve project goals can be evaluated.

Thus, it can be noted that the goals of the project must be clearly defined: they must have a clear meaning; The results obtained from achieving the goal must be measurable, and the specified restrictions and requirements must be feasible. That is, the goals must be within the “area of ​​feasible solutions” of the project. In project management, the scope of acceptable decisions to achieve project goals is usually limited by time, budget, allocated resources and the required quality of the results obtained. There may be other restrictions.

It should also be noted that once formulated, the goals of the project should not be considered as something immutable.

During the implementation of the project, under the influence of changes in the project environment or depending on the progress of the project and the intermediate results obtained, the goals of the project may undergo changes. Therefore, goal setting should be considered as a continuous dynamic process in which the current situation, trends are analyzed and, if necessary, goal adjustments are made.

The process of defining project goals

Determining a goal is considered a creative process that can be divided into sequential procedures:

Determination of target indicators,

Determining possible project goals,

Description of the project goals.

Determining target indicators requires studying various sources that may contain the information you are looking for:

Project requirements

Project order,

The goals of the enterprise within which the project is carried out are

Enterprise environment.

Determining pointers can be considered as a preliminary survey, after which, using the found pointers, an active search for a goal and its formulation can begin.

Both individual and group methods are used to determine the purpose of the project. Since the search for a goal is a creative process, there are no strictly regulated approaches. We can only note some patterns and general approaches.

In individual work, discursive and logical methods are used. There is a danger here of one-sided consideration of the direction of the search for project goals.

Group work makes more use of intuitive methods, which lead to a wide range of project goals, including:

Brainstorm,

Recording ideas,

creative confrontation,

Specific structuring, etc.

The concept of project structure (Possibly question #2 )

To identify and understand the goals, composition and content of the project, organize planning and control of project implementation processes, it is necessary to determine and build the project structure, which is understood as a set of interrelated elements and processes of the project, presented with varying degrees of detail. Based on the project structure, various structural models of the project and its environment are built, used in the process of project management throughout its entire life cycle. Thus, project structure and its use is one of the central elements of modern project management methodologists.

The project structure is a harmonious hierarchical decomposition of the project into component parts (elements, modules) necessary and sufficient for planning and monitoring the implementation of the project for various project participants (Fig. 10).

The project structure must satisfy the following rules:

1. Each level of the project decomposition hierarchy must have a complete form or cover the entire sum of the parts of the project presented at a given level of detail.

2. The sum of the characteristics of the project elements at each level of the structure hierarchy must be equal.

3. The lower level of project decomposition should contain elements (modules), on the basis of which all data necessary and sufficient for project management can be clearly determined (for example: functional characteristics, scope of work, cost, necessary resources, performers, connections with other elements and etc.).

The adopted structure of the project with the hierarchy of stable elements highlighted in it forms the basis of the information language of the project, in which all project participants communicate and documentation is carried out. Therefore, the adopted structure, and only it, should be used throughout the entire life cycle of the project, although the structure itself may undergo changes during the course of the project. In this case, related changes must be made to all project documentation.

Types of Project Structural Models

The project structure, or more precisely the project structural model, can have varying degrees of detail and reflect different aspects of the project. In addition, several other structural models used for project management are built on or in accordance with the project structure.

Structural models of a project may differ in the principles of decomposition of the project into its component parts. Of these, the most common are:

Focus on project implementation functions;

Focus on object-constructive or functional parts of the project;

System mixed orientation.

One of the varieties of the first type of structural models is developed at the earliest stages on the basis of a phase model of the project, which is understood as an enlarged model of the project, focused on the functions of implementing the project according to the phases of its life cycle.

Regardless of the chosen orientation of the project decomposition, there are some general rules building the project structure:

1. The structural model of the project ultimately reflects the entire set of works that need to be performed to implement the project.

This set best reflects the lower level of detail in the project decomposition hierarchy. In the West, this model is called Work Breakdown Structure (WBS). This is, so to speak, the basic structural model of the project.

2. There is no strict regulation on the number of levels of the project structure hierarchy; usually it ranges from 6 to 8 levels depending on the complexity, scale of the project and its other characteristics. However, there are some general rules: the project breakdown structure (WBS) is a composite model (a composition of two types of models) - the upper levels reflect the decomposition of the project with a focus on functions, object or mixed, and the lower levels reflect a further detail of the decomposition with a focus on the work carried out in within the project, right down to the work of a specific performer.

A general idea of ​​how to build a structural model is given below:

The first level “General program” - allows you to determine and evaluate the place and role of this project surrounded by other projects united by a common program (for example: construction (1) - object (2)).

Levels 2-4 characterize the object-functional decomposition of the project and are sufficient for everyone upper levels project management (investors, customer, general contractor, suppliers, etc.).

Levels 5-7 characterize a decomposition focused on the work being performed. They contain the information necessary to manage work at the performer level.

The project structural model and the structuring principle are widely used to build other information models, used in project management.

Let us note the most significant of them:

The goal tree is the first structural model of decomposition of the project goal into its component parts in terms of development. The goal tree can be built in accordance with the project structure.

Structural diagram of the project organization, representing a hierarchical decomposition of the organizational and production structure of the project - let's call it the “organizational tree”.

Based on the structural model of the project and the “organizational tree,” a matrix of distribution of responsibilities and distribution of work among performers is built.

Based on the structural model, using a goal tree, organizational tree and responsibility matrix, a project network model or a hierarchical system of network models is built with a given level of detail that meets the requirements of various management levels and project participants - Based on the project structure and data on the cost of project elements, it is possible to construct structural decompositions of cost indicators of resources.

Structural diagram of the material and technical support of the project.

Tree of project risk distribution and decisions to minimize it. Based on the composition of various structural and information

models, you can build additional compositional structural models necessary to solve the problems of project management by its various participants.

Introduction………………………………………………………………………………………...3

1. The concept of the project life cycle…………………………………………..4

2. Life cycle structure investment project……………………7

Conclusion………………………………………………………………………………….13

References……………………………………………………………14

Introduction

Each project, regardless of its complexity and the amount of work required for its implementation, goes through certain states in its development: from the state when the project does not yet exist, to the state when the project no longer exists.

But what is considered the beginning of a project? Sometimes this is the moment of birth of an idea, especially for scientific projects, when the search for an idea is a scrupulous and long period, and sometimes it is the beginning of an investment Money in its implementation. As a rule, in investment planning, the beginning of a project is considered to be the moment from which funds begin to be spent.

The end of the project can be: completion of work on its implementation (putting into operation), transfer of the personnel who carried out the project to another job, achievement of the specified results by the project, termination of project financing, the beginning of work to introduce serious changes to the project that were not provided for by the original plan ( modernization), decommissioning of project facilities (liquidation).

Typically, the fact of the start of work on a project and the fact of its liquidation are documented in official documents.

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

The purpose of this work is to define the concept life cycle project, identification of phases, stages of the project life cycle and their characteristics.

1. The concept of the project life cycle

The project life cycle is the initial concept for studying the problems of financing project work and making appropriate decisions. So, the project life cycle is the complete set of stages of project development from the moment the idea arises to its complete completion.

Often the life cycle of a project is determined by cash flow: from the first investment (costs) to the last cash receipts (benefits). The initial stage of implementation of an investment project is characterized, as a rule, by a negative cash flow, since funds are being invested. Subsequently, with an increase in project income, its value becomes positive.

The magnitude (value) of costs and benefits at the time the idea of ​​investing in a project is born and at the time its operation ends is different (Fig. 1). Specific calculations of their value are possible based on the use of the theory of the value of money over time.

Rice. 1. The amount of costs at different phases of the life cycle of an investment project

Any investment project from its inception to completion goes through a number of stages. The life cycle is usually divided into phases (stages, stages). There are various options (examples) for identifying the phases of the project life cycle.

The first option is based on the use of the World Bank methodology and includes the following six sequential steps.
1. Definition: setting goals economic development and defining project objectives. At this stage, project ideas are developed, preliminary development is carried out, feasibility analysis is carried out, and alternative projects are considered. Upon completion of the work at the stage, the future lender and borrower draw up a joint report (summary).
2. Preparation: studying the technical, economic, institutional, financial aspects of the project from the point of view of its feasibility. At this stage, the work is carried out either by the borrower or a specialized agency.
3. Expertise: detailed study of all aspects of the project. Work on this stage is carried out either by a specialized agency or jointly by the lender and the borrower. At the same time, all benefits and costs associated with the project are analyzed, that is, the technical plan and the degree of its completion, the impact on natural and social environment, commercial (market) prospects, the economic aspect of the consequences of the project for the state, the financial circumstances of the project, etc.
4. Negotiations: holding business meetings between the lender and the borrower, approving the loan, signing documents, issuing a loan for the project.
5. Implementation: planning project activities, its implementation, supervision of progress and project management.

6. Final assessment. It is carried out some time after the end of the project and serves the purpose of retrospective analysis.

The second option for identifying the stages of the life cycle of an investment project can be conditionally presented as follows:

1. Intent;

2. Analysis of the problem (goals, requirements, tasks);

3. Concept development (feasibility analysis, alternative concepts);

4. Detailed study (specifications, drawings, detailed plans);

5. Project implementation (detailed documentation, testing, acceptance);
6. Use (implementation, maintenance, operation);

7. Liquidation (dismantling, disposal, sale, development assignment).

In the third option, the project life cycle is divided into larger stages (phases):

* pre-investment;

* investment;

* operational;

* liquidation.

This option is the most common in practice and requires more detailed consideration.

2. Structure of the life cycle of an investment project

So, the development of an investment project from an investment idea to its implementation in an organization can be presented as a life cycle consisting of four phases (Fig. 2). Each of the above phases of the project life cycle consists of stages that contain the following: important species activities such as consulting, design and production.

The project life cycle usually defines:

Work performed in each phase;

Participants in the execution phase.

Most project life cycle phases have the following characteristics:

1. The cost and number of participants are small at the start, increase towards the end and decrease sharply before the completion of the project;

2. The probability of successful completion of the project at the start is the smallest, but increases as the project progresses;

3. The customer’s ability to influence the results and cost of the project is highest at the start and decreases as the project progresses.

As noted earlier, the life cycle is usually divided into phases, each of which has its own goals and objectives:

Pre-investment – ​​from preliminary research to the final decision to accept the investment project;

Investment – ​​including design, conclusion of an agreement or contract, contract for construction works and so on.;

Operational (production, operational) stage economic activity enterprise (object);

Liquidation – when the consequences of the investment project are eliminated.

Pre-investment phase includes several stages:

a) identification of investment opportunities;

b) analysis using special methods alternative options projects and project selection;

c) conclusion on the project;

d) making an investment decision.

Each stage of an investment project should help prevent surprises and possible risks at subsequent stages, help find the most cost-effective ways to achieve desired results, evaluate the effectiveness of the investment project and develop its business plan.

At the pre-investment phase, it is necessary to formulate an investment plan (identify the project). Ideas for implementing an investment project appear in connection with unsatisfactory demand for goods and services, the availability of temporarily free funds, the desire to realize entrepreneurial abilities, etc. As a rule, several options for a business idea are considered and options that involve high cost, excessive risk, lack of reliable sources of financing.

The investment plan is reflected in Declarations of intent. The Declaration contains information about the investor, the location of the object, technical and technological characteristics investment project, the need for various resources (labor, raw materials, water, land, energy), sources of financing, the impact of the object on environment, sales of finished products.

Next necessary document is Investment justification. This document is developed taking into account the requirements government agencies and must undergo an examination. The Investment Justification reflects the general characteristics of the industry and the enterprise, the goals and objectives of the project, the characteristics of facilities and structures, the provision of resources, the current state and forecast of the product market, the project management structure and an assessment of the effectiveness of the investment project.

This document serves as the basis for drawing up, if necessary, the act of selecting a land plot.

As part of the investment justification, the viability of the project is considered. The viability of a project is assessed in terms of cost, implementation period and profitability. The assessment allows us to identify the reliability, payback and effectiveness of the project. The viability of a project means its ability to generate cash flows not only to compensate for the investment and risk, but also to make a profit.

As a rule, evaluation is carried out using methods for analyzing the effectiveness of projects.

When deciding to invest money in a project, project expertise plays an important role. Expertise– assessment of the project in order to prevent the creation of objects, the use of which violates the interests of the state, the rights of individuals and legal entities or doesn't answer established requirements standards, as well as to determine the effectiveness of investments. Investment projects that are carried out at the expense or with the participation of budgets at various levels, which require state support or guarantees are subject to state comprehensive examination.

Expert divisions of ministries and departments conduct an examination of projects on the feasibility of implementing the project, its compliance with urban planning, sanitary, environmental, and social requirements.

The work of conducting the examination is carried out by a group of experts, which prepares a conclusion containing final conclusions on the feasibility of the project, as well as an assessment of the technical, financial, economic, environmental and social aspects of the project.

The final stage of pre-investment research is the development feasibility study (TES). A feasibility study is a set of calculation and analytical documents reflecting the initial data for the project, the main technical, technological, design and estimate, assessment, design, and environmental solutions, on the basis of which it is possible to determine the effectiveness and social consequences of the project.

Feasibility study is mandatory document when financing capital investments from the state budget (in full or on a shared basis), centralized funds of ministries and departments, own resources state enterprises.

The development of a feasibility study is carried out by legal and individuals who have received a license to perform the relevant types design work.

In practice, there is no single, universal model of feasibility study. But foreign and domestic experience allows us to give an approximate structure of the sections of the feasibility study:

1. Background and main idea of ​​the project.

2. Market analysis and marketing strategy.

3. Availability of resources.

4. Location of the investment object and surrounding
Wednesday.

5. Design and technology.

6. Organizational chart and enterprise management.

7. Labor resources.

8. Project implementation.

9. The financial analysis and investment evaluation.

10. Summary.

The costs associated with the implementation of the first stage, in the case of a positive result and transition to the implementation of the project, are capitalized and included in pre-production costs, and then through the depreciation mechanism they are charged to the cost of production.

Investment phase is to adopt strategic planning decisions, which should allow investors to determine the volume and timing of investment, as well as draw up the most optimal plan for financing the project. Within the framework of this phase, contracts and work agreements are concluded, capital investments, construction of facilities, commissioning, etc. are carried out. Of course, the key point of this phase is the construction of production facilities in accordance with the approved schedule.

At this phase, the permanent assets of the enterprise are formed. Some costs, they are also called related (for example, costs of personnel training, conducting advertising campaigns, commissioning and commissioning of equipment), can be partially attributed to the cost of production (as deferred expenses), and partially capitalized (as pre-production costs).

Operational (production, operational) phase investment project is the longest in time and consists in current activities for the project: purchase of raw materials, production and sales of products, carrying out marketing activities and so on. At this stage, production operations are carried out directly related to mutual settlements with counterparties (suppliers, contractors, buyers, intermediaries), generating cash flows, the analysis of which makes it possible to evaluate economic efficiency of this investment project.

The duration of the operational phase has a significant impact on general characteristics project. The further in time its upper limit is, the greater the total income.

It is very important to determine the point at which cash receipts can no longer be directly related to the initial investment (the so-called investment limit). When installing, for example, new equipment, this limit will be the period of complete moral and physical wear and tear.

Liquidation phase is associated with the stage of completion of the investment project, when it has fulfilled its goals or has exhausted the possibilities inherent in it. At this stage, investors and users of capital investment objects determine the residual value of fixed assets, taking into account depreciation, evaluate their possible market value, sell or preserve retired equipment, and, if necessary, eliminate the consequences of the investment project.

The liquidation phase may also arise in the event of premature closure of the project, regardless of the degree to which the set goals have been achieved. Such a decision may be caused by a change in the investor’s plans, lack of funds to implement the project, errors in calculations, the emergence of alternative projects, etc. If there is a potential possibility of the project being resumed, the closure process should include preparation for future restoration organizational structure project and the possibility of resuming work.

When a project has come to a normal or premature end, the project closure problem should be treated as a special project, a one-time, unique task with specific resource constraints.

Conclusion

Thus, as a result of the work done, the following conclusions can be drawn. The project life cycle is the period of time between the development of the project and the moment of its liquidation.

All states through which the project passes are called phases (stages, stages).

It is impossible to give a universal approach to dividing the project implementation process into specific phases. When solving such a problem for themselves, project participants can be guided by their role in the project, their experience and the specific conditions of the project. Therefore, dividing a project into phases can be very diverse - as long as such division identifies some important control points, upon the occurrence of which Additional Information and possible directions for the development of the project are analyzed.

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

The main content of any more or less full-fledged project in all cases is general and logically follows from the current mechanism for regulating the economy of the country where the project is being implemented.

Bibliography

1. Investments, ed. Kovaleva V.V., Ivanova V.V., Lyalina V.A. – M.: TK Welby, Prospekt Publishing House, 2005.

2. Semenov V.P., Popkov V.P. Organization and financing of investments. – St. Petersburg: Peter, 2001.

3. Materials Information business portal [ Electronic resource] Access mode: www. Market-Pages. ru.

4. Materials from the site “Investment Market” [Electronic resource] Access mode: www. investfo. ru.

5. Materials from the site www. newbiz. com. ua.

To construct a schedule, four phases are identified in the project life cycle structure, which will be discussed below.

Very often in literature and training materials it is allowed blunder, and the project life cycle is equated to the project management process. This is why I would be kicked out of the profession with a wolf ticket, honestly.

But the picture that I gave at the very beginning illustrates not the project life cycle, but the project management process (although also with errors). The project management process is exactly the same for all projects, regardless of whether you are building a house or developing your Facebook.

Project Management Process- this is what you need to do not in order to get a result, but in order to manage work to get results. Feel the difference.

It is most correctly shown in the picture from Rita Mulcahy’s book on preparing for the PMP:

Each of the specified groups of processes (I - Initiation, initiation, P - Planning, planning, E - Executing, execution, M&C - Monitoring and Controlling, C - Closing, closing) has within itself several processes that are executed in order to so that the work is manageable.

It doesn't matter whether we're building a house or doing business new version site site - in any case, we write the charter, distribute roles, control quality, manage the budget, etc.

At the same time, during the project you can go through the project management process once, or you can go through it several times, depending on the scale of the project and the need.

Let's use an example with repairs.

The life cycle of a “renovation in a new building” project may look like this:

1. Design project development
2. Finding and hiring a team
3. Work planning
4. Performing rough work
5. Carrying out finishing work
6. Post-repair cleaning
7. Installation of kitchen and furniture, arrangement of accessories
8. Moving to an apartment
9. Housewarming

At the same time, the “Development of a design project” stage is, in fact, a mini-project inside a large project, and I completely go through the entire process of the project, from initiation (when I look for performers, etc.) to closure (when I accept the drawings and pay the designer). That is, I plan these works, ensure their implementation and control over it, and the results of this stage become the initial data for initiating the “Searching and Hiring a Crew” stage, when I already know exactly what I will do in the apartment, and the people with whom I need competencies.

Moreover, at this stage of the repair life cycle, we can go through the project management process 4-5 times. For example, as part of a design project it is required:

1. Planning development
2. Development of visualizations of all premises
3. Development of drawings
4. Selection of furniture and accessories

Each of these stages, in case of great uncertainty, can be performed separately, for example, I can only understand at the visualization stage that I cannot cope with the search for everything myself, and I need the selection of furniture by a professional.

But at the “Moving to an Apartment” stage, one “pass” is enough, and in a greatly simplified form, because (I hope you remember this) - the scope of application of project management approaches is determined by the feasibility for this particular project or its stage, and nothing more.

To very broadly generalize, we can say that in small projects that can be planned “from start to finish,” the project life cycle is superimposed on the project management process, and in large ones, the project execution process is carried out for each stage of the project separately.

The life cycle of a project is the period of time between the moment of appearance, the inception of the project and the moment of its liquidation, completion.

Figure 2 - Project life cycle.

The project life cycle is the initial concept for studying the problems of financing project work and making appropriate decisions.

Each project, regardless of its complexity and the amount of work required for its implementation, goes through certain states in its development: from the state when “the project does not exist yet” to the state when “the project no longer exists.”

For business people the beginning of a project is associated with the beginning of its implementation and the beginning of investing money in its implementation.

The end of the project's existence can be:

• · commissioning of facilities, the beginning of their operation and the use of project results;
• · transfer of personnel performing the project to another job;
• · achievement of the specified results by the project;
• · termination of project financing;
• · the beginning of work to introduce serious changes to the project that were not provided for in the original plan (modernization);
• · decommissioning of project facilities.

Usually, both the fact of the start of work on a project and the fact of its liquidation are documented in official documents.

The states through which a project goes are called phases. Project phases include stages. Project stages consist of stages.

There is no universal approach to dividing the project implementation process into phases. When solving such a problem for themselves, project participants must be guided by their role in the project, their experience and the specific conditions of the project. Therefore, in practice, dividing a project into phases can be very diverse - as long as such division identifies some important control points ("milestones"), during which additional information is reviewed and possible directions for the development of the project are assessed.

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

In relation to very large projects, for example, construction of the metro, development oil and gas field and so on. the number of phases and stages of their implementation can be increased.

The allocation of additional stages in large projects is associated not only with the long duration of construction of these facilities (10-15 years), but also with the need for more careful coordination of the actions of the organizations participating in the project.

All project activities occur interdependently in time and space. However, it is almost impossible to ensure an unambiguous distribution of phases and stages of the project in a logical and time sequence. Related problems are solved with the help of the experience, knowledge and skill of specialists working on the project /6/.

Project managers break down the project life cycle into stages different ways. For example, software development projects often include stages such as recognizing the need for information system, requirements formulation, system design, coding, testing, operational support.

In general, the life cycle of a project can be divided into three main semantic phases: pre-investment, investment and operational.

Pre-investment research. The phase precedes the main volume of investment. At this stage, an analysis of alternative project options is carried out, the most successful one is selected, a feasibility study is carried out, marketing research, selection of suppliers, raw materials and equipment is carried out, negotiations are held with potential investors and project participants, legal registration project (registration of an enterprise, execution of contracts, etc.) and the issue of shares and other valuable papers. project life cycle pre-investment

Investment. Fundamental difference This phase of development consists, on the one hand, in the fact that actions begin to be taken that require much greater costs and are already irreversible in nature (purchase of equipment, materials or construction), and on the other hand, the project is not yet able to ensure its development through own funds. At this phase, the permanent assets of the enterprise are formed. The stage involves control and monitoring of all types of work or activities as the project progresses, as well as inspection and control by supervisory authorities in the country where the work is carried out or external financial agencies. The procedure for inspection and control should be agreed upon at the negotiation stage.

Operation of the project. This period is characterized by the beginning of production of products or provision of services and the corresponding revenues and current costs.

The initial (pre-investment) phase is of fundamental importance for a potential investor (customer, lender). It is more profitable for him to spend money, often quite a lot, on studying the question “to be or not to be a project” and, if the answer is negative, to abandon the idea than to start a futile business.

The most traditional is to split the project into four large phases (see Fig. 3):

• · phase 1 - conceptual phase;
• · phase 2 - planning phase;
• · phase 3 - project implementation phase;
• · phase 4 - project completion phase.

Figure 3 - Project life cycle phases.

• 1. Conceptual phase. This stage involves the function of project initiation. At this stage, the project idea finds a “textual” embodiment, the problem is studied (formulation of the goals and objectives of the project, the internal potential of the team and the existing reserve) and a search for sources of financing. Effective research on the topic and funds will help plan the project's execution and budget.
• 2. Planning. Planning (planning) - activity aimed at developing a plan (Plan (plan) - a pre-planned order, a set of tasks, the sequence of implementation of any program, work, activities united by a common goal). Planning as a management function includes determining strategies, policies, and procedures for project implementation. Planning in a project environment can be defined as the preliminary study and selection of forecast decisions for project implementation in the context of various alternatives based on knowledge of the subject area and possible uncertainties (risks) of project implementation. At the same time, in the context of PM, planning also includes the processes of organizing the implementation of plans, adjusting plans and monitoring their implementation. In PM, planning embodies the organizing beginning of the entire process of project implementation. Planning covers all phases of the project cycle and is a continuous process. It begins with the participation of the project manager in the process of developing the concept of the project, continues with the selection of strategic decisions for the implementation of the project and the development of its details, including drawing up specific proposals, concluding contracts, executing the work, and ends only with the completion of the project. The decisions made during the planning process must ensure the feasibility of the project within the given time frame and at a minimum cost and resource consumption and with high quality performance of work. One of the main goals of planning is the integration of project participants to perform a set of works that ensure the achievement of the final results of the project. Planning is the basis of control, accounting and operational management.
• 3. Project implementation. After the formal plan is approved, the project leader (manager) is tasked with its implementation. As the project progresses, the manager must constantly monitor the progress of work. Control consists of collecting actual data on the progress of work and comparing them with planned ones. In practice, deviations between planned and actual indicators always occur. Therefore, the manager’s task is to analyze the possible impact of deviations in the scope of work performed on the progress of the project as a whole and in the development of appropriate management decisions. For example, if the schedule gap goes beyond an acceptable deviation level, a decision may be made to speed up the completion of certain critical tasks by allocating more resources to them (of course, within the allocated funding).
• 4. Completion of the project. A project ends when its duration has expired and its goals have been achieved. Sometimes the end of a project is sudden and premature, as when a decision is made to terminate a project before it is completed as scheduled. When a project ends, the project manager must complete a series of activities that complete the project. Their specific set depends on the nature of the project itself. If equipment was used in the project, it should be inventoried and possibly transferred to a new use. In the case of contract projects, it is necessary to determine whether the results satisfy the terms of the contract or contract. The project manager should pay special attention to the preparation of the final report.

A project is considered successful when

Project goals have been achieved

project deadlines were met

budget size maintained

no overuse of resources.

Thus, a project is a set of interrelated activities to create or change an object aimed at achieving a predetermined result under conditions of limited time and resources.

The project life cycle is the initial concept for studying project problems. During the life cycle, the project moves through phases, thereby acquiring new properties and setting itself new tasks. The project phases are:

• 1. initial phase (conceptual);
• 2. project development;
• 3. project implementation;
• 4. completion of the project.

The division of the project life cycle into phases and stages is based on simplifying the implementation of control over the progress of work. That is, reporting can be introduced for each stage of the project life cycle. This will help to avoid many shortcomings, identify them in advance and make appropriate adjustments. In addition, the phased control system will reduce the project implementation time by reducing the timing of each phase of the life cycle.

Every project goes through a series of phases from the inception of an idea to its completion. The complete set of these phases constitutes the project life cycle. The project life cycle is a set of successive phases, the number and composition of which are determined by the project management needs of the organization or organizations participating in the project.

The project life cycle has a defined start and end point that can be tied to a timeline. The project life cycle can be divided into phases, phases - into stages and stages.

One of the definitions sounds like this

The project life cycle is a set of sequential phases outlined for better control and management.

Project life cycle phases:

1. Formation of the concept

2. Development commercial offer

3. design

4. Manufacturing

5. Delivery of the object

6. Completion of the project

There is not and cannot be a generally accepted concept of dividing the project life cycle into phases, since each project is unique. When solving such a problem for themselves, project participants must be guided by their role in the project, their experience and the specific conditions of the project.

However, key life cycle phases are present in any project and are common to almost all successful projects.

Each project, regardless of the complexity and amount of work required for its implementation, goes through certain states in its development: from the state of “the project does not exist yet” to the state of “the project no longer exists.”

There are some differences in determining the number of phases and their content, since these characteristics largely depend on the conditions of the specific project and the experience of the main participants. However, the logic and basic content of the project development process are common in all cases.

Conceptual phase. The main content of work in this phase is the definition of the project. Development of its concept, including the following stages:

1. Project initiation

2. Formation of a business idea, setting goals

3. Appointment of a project manager and formation of a key project team

4. Establishing business contacts and studying the market, motivation and requirements of the customer and other participants

5. Collection of initial data and analysis of the existing state

6. Determination of basic requirements, restrictive conditions, required material, financial and labor resources

7. Comparative assessment of alternatives

8. Submission of proposals, their examination and approval

Commercial proposal development phase. The main content of this phase is the development of a proposal and negotiations with the customer on concluding a contract. General content of work in this phase:

1. Development of the main content of the project, final results and products, quality standards, basic structure of the project, preparation of technical specifications.

2. Planning, decomposition of the basic structural model of the project, estimate and budget of the project, resource requirements, identification and distribution of risks, calendar plans and enlarged work schedules.

3. Conducting and drawing up a feasibility study and business plan.

4. Signing contracts, agreements with the customer, counterparties and investors.

5. Commissioning of means of communication between project participants and monitoring the progress of work.

Design phase. At this phase, subsystems and their relationships are determined, and the most suitable ones are selected. effective ways project execution and resource utilization.

Typical work of this phase:

1. Organization of basic design work for the project, development of specific technical specifications.

2. Carrying out conceptual, preliminary detailed design.

3. Drawing up technical specifications, sets of drawings and instructions.

4. Presentation of design development, examination and approval.

Manufacturing phase. Coordination and operational control of the project, manufacturing of subsystems, their integration and testing are carried out.

1. Organization of development work and its operational planning.

2. Organization and management of material and technical support of work.

3. Preparation of production, construction, installation and commissioning works.

4. coordination of work, operational control and regulation of the main indicators of the project.

The phase of delivery of the object and completion of the project. Comprehensive commissioning tests and trial operation of the system are being carried out, negotiations are underway on the results of the project and on possible new contracts.

Main types of work:

1. Comprehensive testing.

2. Training of personnel for the operation of the facility being created.

3. Preparation of working documentation, delivery of the facility to the customer and commissioning.

4. Maintenance, support and service.

5. Evaluation of project results and preparation of final documents

6. Resolution of conflict situations and closure of work on the project.

7. Sale of remaining resources.

8. Accumulation of experimental data for subsequent projects, analysis of experience. Conditions, determination of development directions.

9. Disbandment of the project team.

The most common mistakes made in the initial phases are:

1. In determining the interests of customers.

2. Concentration on unimportant, third-party interests.

3. Incorrect interpretation of the original problem statement.

4. Incorrect or insufficient understanding of details.

5. incompleteness of functional specifications (system requirements).

6. Excessive workload.

7. Errors in determining the market niche and positioning.

8. Mistakes in negotiations.

9. Errors in determining the required resources and deadlines.

10. Rare check for consistency of stages and control on the part of the customer (no involvement of the customer).

11. Weakness of coordination.

12. Non-visual presentation of results for evaluation.

Project managers break down the project life cycle into stages in a variety of ways. 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 way is to break the project into four major phases: project formulation, planning, implementation and completion.

Project formulation essentially implies a project selection function. 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. Decisions regarding the selection of projects for implementation are all the more important the larger the proposed project, since large projects determine the direction of activity for the future (sometimes for years) and tie up available financial and labor resources.

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

Planning. Planning in one form or another is carried out throughout the entire duration of the project.

Early in the project's life cycle, an informal preliminary plan is usually developed - a rough idea of ​​what will need to be accomplished if the project is to be implemented. The project selection decision is largely based on preliminary plan estimates.

Formal and detailed project planning begins after the decision to implement it has been made. Key points of the project are determined, tasks and their interdependence are formed. It is at this stage that project management systems are used, providing the project manager with a set of tools for developing a formal plan: tools for constructing a hierarchical work structure, network diagrams and Gantt charts, assignment tools, and resource load histograms.

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

Implementation. Once a formal plan is approved, the manager is tasked with implementing it. As the project progresses, managers must continually monitor progress. Control consists of collecting actual data on the progress of work and comparing them with planned ones. Unfortunately, in project management, you can be absolutely sure that deviations between planned and actual indicators always happen.

Therefore, the manager’s task is to analyze the possible impact of deviations in the scope of work performed on the progress of the project as a whole and in the development of appropriate management decisions.

For example, if the schedule slips beyond an acceptable deviation level, a decision may be made to speed up certain critical tasks by allocating more resources to them.

Completion. Sooner or later, projects end.

The project ends when its goals are achieved. Sometimes the end of a project is sudden and premature, as when a decision is made to terminate a project before it is completed as scheduled. Be that as it may, when a project ends, the project manager must complete a series of activities that complete the project. The exact nature of these responsibilities depends on the nature of the project itself.

If equipment was used in the project, it should be inventoried and possibly transferred to a new use. In the case of contract projects, it is necessary to determine whether the results satisfy the terms of the contract or contract. It may be necessary to produce final reports and organize interim project reports into an archive.