Worker threads
Depending on the complexity of the project, it may have either one manager or several who control its individual components (subprojects).
Once you have determined the resource requirements for the first phase of the project, you need to determine the scope of work of the subproject managers. At this stage, it is very useful to select managers based on their experience. They must meet the following requirements: be able to manage a team; have technical knowledge; have the qualities of a leader.
IN large organizations It is common practice to enter into an agreement between the main project manager and the

neggers of subprojects. The purpose of the contract is to define the obligations of the parties, for example, obtaining results from the manager and supporting the project manager. Instead of a contract, it is sometimes concluded contract of employment.
Staffing
There are two main ways to staff a project: I) recruiting personnel specifically for the implementation of the project; 2) the use of employees working in the organization who will simultaneously carry out the project.
Both methods have their pros and cons. For example, temporary workers are viewed with suspicion in organizations, which can reduce their effectiveness, especially if cultural changes are being proposed to the organization's culture itself and as a result, employees are worried about their future. Besides, temporary workers They often work worse than the main ones. Let's be realistic: the worst ones are fired first, not a single manager will part with good employee.
Involving key employees in the implementation of the project also has its negative sides: double workload is not easy and can lead to conflicts, because you will have to distribute forces between the main work and work on the mileage. It is possible that some managers, based on their own hidden goals, will prevent their employees from working on the project, and this is the most serious of the disadvantages of such accommodation.
As research has shown, the best approach here is to assign the project to the main employees, but this will require high communication skills from its manager, especially when interacting with middle managers. The most difficult case is if these managers do not wholeheartedly support the idea of ​​executing the project. , ¦ and
When the roles of the project manager and middle management overlap, friction can arise between them. There are two options for resolving problems: 1) the project manager is responsible for the time and costs associated with the implementation of the project

project, and 2) a middle manager is responsible for his area of ​​work and its quality, formally performing the role of a financial organizer (sponsor). The first option is preferable for one reason: after the resources to complete the project have been identified, you may encounter a shortage of them, at this stage you will have to negotiate with the organizing manager. You can use one of the following methods: use existing resources and thus increase costs; narrow the scope of work; agree to penalties due to an increase in work completion time; agree to the deterioration in the quality of work. h:

Project management
The project is managed by a group (board), which includes representatives of the main stakeholders and can be headed by the project sponsor. The creation of such a group has positive sides: mutual understanding is ensured between all interested parties; middle managers are more committed to completing the project; emerging problems are quickly resolved and coordinated actions are chosen; if necessary, the project manager is provided with temporary and effective assistance.

Source: Calvert Markham. Management consulting, or How to improve your business - Trans. from English I. Gavrilova.- M.; FAIR PRESS. - 392 p.. 2005(original)

More on the topic: Staffing the project and organizing its implementation:

1. 6.3.1. Organization of R&D and provision of innovation processes
2. Chapter 5. Organization of the activities of the personnel service and some of the most pressing issues regarding the maintenance of documents by employees of the personnel department
3. MANAGEMENT ANALYSIS AS AN ELEMENT OF MANAGEMENT ACCOUNTING, ITS ROLE IN INFORMATION SUPPORT OF THE ORGANIZATION’S MANAGEMENT

Staffing should be planned as part of the project implementation objectives. If we are talking about attracting highly qualified specialists, then an incentive system should be thought out in relation to them. Proper pay is only part of the acceptable incentives. The specialist reacts to working conditions, work schedule, ensuring independence in decision-making, and relationships in the team.

Optimizing staff readiness

When working to implement a social project, staff often experience pressure from a variety of sides; they have to make extraordinary decisions and take risks. Every employee should be prepared for this.

Strict control over the readiness of personnel to work in conditions of constant risk will do little if it is not carried out personnel training.

In large projects it is possible to implement the system HR consulting. In this case, the consultant organizes the process of solving professional personnel problems and trains employees to independently solve these problems.

Training. Methods: lectures, group discussion, mock situations, management games, outdoor learning, simulation, immersion learning, situational analysis.

The selection of training methods is determined by a triune task: developing the creative abilities of employees; strengthening their mental stability; developing their business skills.

Among the methods aimed at developing creative abilities and building business skills of employees, brainstorming, synectics, business games, creating focal objects and some others. In fact, they can be applied not only at the initial stage of work, since the creative and business components retain their importance at all stages life cycle social project.

Psychological stability - this is a holistic characteristic of a person in his relation to the stress impact difficult situations. It is obvious that many of social projects carried out in conditions where such circumstances are inevitable.

The general attitude of the project team towards the success of the business becomes the success of the entire business.

31. Monitoring the progress of the project
The implementation of the project is influenced by many external and internal factors, which leads to changes in the calculated planned parameters of the project. In these conditions, one of the most important means of achieving project goals is monitoring the implementation calendar plans and spending of funds.

Control is carried out on three aspects of project implementation:
1) time - the project must be completed within a certain period of time;
2) cost – budget must be met;
3) quality – must meet the required standards.

Control is divided into four stages:
1) monitoring and analysis of results;
2) comparison of achieved results with planned ones and identification of deviations
3) forecasting the consequences of the current situation;
4) corrective actions.

Depending on the required accuracy, technologies for assessing project performance are distinguished:

Control at the time of completion of work (method “0-100”);
control at the moment of 50 percent readiness of work (method “50-50)”);
control at predetermined points of the project (method of control “by milestones”);
regular operational monitoring (at regular intervals);
expert review degree of completion of work and project readiness.

Training for project management

Analyst at the Kazakhstan Center for Public-Private Partnership

Eva Akrachkova - Analyst at the Kazakhstan Center public-private partnership

Traditional functional (operational) business management, focused on managing established business processes, cannot cope with rapid and significant changes, and investments are avoided by countries where the practice has not been implemented organizational management projects. The need to introduce the principles of project management in the public sector was identified long ago, but stagnation of personnel can lead to illness in the management system.

Today in Kazakhstan there is high demand for specialists in the field of project management. A significant number of project managers are involved in the development of certain products, implement Information Systems and manage a huge number of projects, portfolios of projects and programs.

For a long time, the State Classifier of Specialties of the Republic of Kazakhstan has included the specialty “Project Management”, and the Kazakh National Technical University named after. K.I. Satpayeva carries out training in this area both at the master's level and at the doctoral level since 2008 .

The need for high-quality and effective training of professional project managers is talked about not only in the academic sphere, but also real numbers. Only for the implementation of projects of the Address of the President of the Republic of Kazakhstan “Kazakhstan in the new global reality: growth, reforms, development” 7.5 trillion tenge , including 2.7 trillion tenge allocated to Kazakhstan by international financial institutions(MFO). Due to the need for effective implementation of projects, as well as increasing confidence in microfinance organizations, the demand for project specialists is growing in the labor market.

In the coming years, Kazakhstan will actively develop production focused on the export of final products, the agro-industrial sector, mechanical engineering, chemistry and metallurgy. Over the past years, specialized structures have been created in Kazakhstan to support private businesses and promote their goods and services to world markets. We can say that all the macroeconomic prerequisites for the development of project management in Kazakhstan have already taken shape, and their relevance is justified by the tasks facing the state.

At the same time, the tasks facing project specialists are by no means simple, because project management is a complex discipline in which an extensive knowledge base and practical experience have been accumulated. The project manager must have the competence to manage the resource constraints of the project, must take into account all kinds of risks and be responsible for quality.

At the initiative of professional associations in Kazakhstan, a wide range of activities is being carried out to promote knowledge and experience in the field of project management. In order to improve vocational training project specialists, with the support of domestic organizations and foreign consultants, conduct professional business trainings, educational and consulting master classes and seminars, in which to date they have participated more than ten thousand heads and specialists of bodies government controlled, national companies, small and medium-sized businesses in Kazakhstan.

However, on this moment more are required active actions to organize large-scale training of project managers in the country, both through leading universities and specially created centers for advanced training of working project managers. There is also an urgent question regarding the methods by which future project specialists will be trained. For a population of 16 million in Kazakhstan, several international and foreign standards governing the field of project management are simultaneously used. Whereas, for example, in China by 1.3 billion man acts one standard C-PMBOK.

It is important to understand that basic knowledge of project management standards allows you to manage a project regardless of the industry or the specifics of the organization. Therefore, having received a high-quality theoretical basis in the field of project management, you can safely expand the boundaries of employment, because such specialists are in demand everywhere .

In addition to high-quality theoretical knowledge, project managers must also improve personally, because the project manager is personally responsible for its results and therefore must be able to answer not only for his own actions, but also for the results of the work of the entire team. The project manager is often the only person who sees the project as a whole, so in order to make informed decisions, he must have systems thinking. At the same time, the project can be influenced by a number of factors, and the ability to quickly “fit in” to the changed reality is also inherent in a few.

It should be noted that the importance of professional project personnel is emphasized on the world stage. Thus, today the professional world community unites more than 500 thousand specialists in the field of project management. Project specialists are provided with work in almost all areas project activities in 185 countries of the world.

According to world experts today more than 25 million practitioners worldwide engaged in project-oriented activities to create new products and services. And according to some data, by the end of 2020, by the end of 2020, about 30% of the world budget or 45 trillion dollars .

Last time government bodies countries such as the UK, Japan, the USA and a number of others have established their requirements for the competencies of design specialists. For example, an ordinary American government employee must have skills in working with software project management. The U.S. Department of Defense requires a project management certification (PMP PMI) to be authorized to manage a project.

So, implementation project management will allow for change control in the context of constantly changing economic realities. The need to move to a qualitatively new stage of implementation modern methods management based on the latest achievements of management thought is confirmed by many experts, and more than once. However, to quickly and effectively implement project management, you need to study, study and study again...

First, it is necessary to identify the main stages of the development and implementation of the project, then determine the implementation time frame. Project development stages

Stage 1 - “Preparatory”

Analysis of the existing training and education system at the enterprise and the level of personnel training (to formulate priority tasks for creating a corporate training center).

Justification of the feasibility of creating a corporate research center based on an analysis of the existing system of personnel training and education. Description of possible results from the creation of a corporate center: For example: on-the-job training of workers, savings material costs for staff training.

Calculation of material and time costs for the creation of a corporate training center.

Choice consulting firm and creating a team to develop a corporate center project from employees of the selected consulting firm.

Development of the draft Charter of the corporate center.

Development of the organizational structure of the training center and a system of interactions with organizational structure the entire enterprise.

Development staffing table corporate training center.

Calculation of labor costs for training center specialists.

Calculation of optimal time and material costs for training specialists of the training center.

Development of a mentoring system as an option to minimize staff training costs.

Calculation and optimization of costs for the preparation and equipment of premises: justification of their number, size, equipment, based on their intended purpose.

Development and justification of a document flow system for a corporate training center (including forms and document forms).

Choice optimal shape legal registration and preparation of the necessary documentation.

Stage 3 - “Training”

Development of job descriptions.

Development of a certification system for training center employees.

Development of a recruitment system for a training center.

Training of the center manager according to an individual program.

Development of a training system taking into account the analysis of enterprise business communication systems.

Development of primary training programs and advanced training programs.

Development of internal educational materials for all programs (including the development of “handout” material for trainees in each program).

stage - Approval of the corporate training center project and changes in the staff training process.

stage - Acceptance of the new staff training process.

After the adoption of the TC project and changes in the training process, it will be necessary to draw up curricula for all specialties and obtain a license to conduct personnel training in professions controlled by the Gosgortechnadzor bodies of the Russian Federation. So, the achievement of strategic goals will be facilitated by the implementation of the project, that is, by improving the staff motivation system. To solve the problems formulated earlier, we will build a goal-setting pyramid.

To plan the sequence of actions when solving assigned tasks, we will build a Gantt chart (Appendix 1). The Gantt chart allows you to clearly demonstrate the sequence and duration of actions when solving assigned tasks.

To structure the project, we will build a “goal tree” in Fig. 20

Figure 3.4 - Tree of project goals

The duration of each stage in days and implementation deadlines are presented in table. 22.

Table 3.18 - Duration and timing of project stages

Stage name	Duration		Ending
Stage 1 - “Preparatory”
1.3. Calculation of material and time costs for the creation of a corporate training center.
1.4. Selecting a consulting firm and creating a team to develop a training center project from employees of the selected consulting firm
Stage 2 - “Organizational work”
2.1. Development of the draft Charter of the training center
2.3. making changes to the organizational structure of the enterprise
2.4. Calculation of labor costs for training center specialists
2.5. Calculation of optimal time and material costs for training center specialists
2.8. Development and justification of a document flow system for a corporate training center (including forms and document forms)
2.9. Selecting the optimal form of legal registration; preparing the necessary documentation
Stage 3 - “Training”
Stage 4 - “Programs and methods”
4.3.. Development of internal educational and methodological materials for all programs (including the development of “handout” material for trainees in each program)
Stage 6 - Adoption of a new staff training process

The duration of the project development is 121 days (4 months) (Figure 3.5).

Project cost data is presented in Table 3.19.

Table 3.19 - Costs of creating a CA project

Stage name	Costs, rub.	Executor
Stage 1 - “Preparatory”
1.1. Analysis of the existing training and education system at the enterprise and the level of personnel training		HR Manager
1.2. Justification of the feasibility of creating a corporate research center based on an analysis of the existing personnel training and education system		HR Manager; Economist
1.3. Calculation of material and time costs for creating a corporate training center		Economist; Ch. accountant
1.4. Selecting a consulting firm and creating a team to develop a corporate center project from employees of the selected consulting firm.		HR Manager
Stage 2 - “Organizational work”
2.1. Development of a corporate center project		HR Manager; Economist; Director
2.2. Development of the organizational structure of the training center and a system of interactions with the organizational structure of the entire enterprise		HR Manager; Director;
2.3. Development of staffing schedule for a corporate training center		Ch. accountant; Human resources department inspector; HR Manager
2.4. Calculation of labor costs for training center specialists.		HR Manager; Accountant of the accounting department
2.5. Calculation of optimal time and material costs for training specialists of the training center		Marketer; HR Manager
2.6. Development of a mentoring system as an option to minimize staff training costs		HR Manager; Accountant; economist
2.7. Calculation and optimization of costs for the preparation and equipment of premises: justification of their number, size, equipment, based on their intended purpose		Purchasing Manager; Head of the ACh; HR Manager; Accountant
2.8. Development and justification of a document flow system for a corporate training center (including forms and document forms).		Director of the Training Center; HR Manager; Chief accountant
2.9. Selecting the optimal form of legal registration and preparing the necessary documentation		Head of Legal Department; Legal Advisor
Stage 3 - “Training”
3.1. Development of job descriptions		HR Manager; Human resources department inspector; HR Director; Ch. accountant
3.2. Development of a certification system for training center employees		HR Manager; Head of production department; Head of Sales Department
3.3. Development of a recruitment system for a training center		HR Director; HR Manager; Chief accountant
3.4. Training for the head of the center according to an individual program		HR Manager; HR Director; Ch. accountant; Director; Consulting agency "Tirs"
Stage 4 - “Programs and methods”
4.1. Development of a training system taking into account the analysis of enterprise business communication systems		HR Manager; HR Director; Ch. accountant;
4.2. Development of primary training programs and advanced training programs		HR Manager; HR Director; Ch. accountant;
4.3. Development and approval of internal educational and methodological materials for all programs (including the development of “handout” material for trainees in each program)		HR Manager; HR Director; Ch. accountant; Director
Stage 5 - Approval of the corporate training center project and changes in the staff training process		Director; HR Director
stage b - Adoption of a new staff training process		Director

Project costs are given taking into account the fact that on average in the Chelyabinsk region, the work of a project group of 3-5 people costs from 7 to 10 thousand rubles per day.

The costs of the first stage are additional charges personnel training manager for conducting preparatory activities. The cost of stages 2-4 is the fee for the services of the project team.

After the implementation of the CA, at least 100-180 thousand rubles will be required monthly for its existence. This amount includes:

payment for the head of the training center is about 30 thousand rubles;

payment for training center trainers (let’s assume that the center’s staff at the first stage is three

trainer) about 60 thousand rubles;

workplace costs;

various educational and other materials.

Also, in the first month of the project, 1,300,000 rubles will be needed. for equipment of classrooms.

In total, the existence of a CA will require from 1,200,000 to 2,160,000 rubles. annually.