Basic principles of management activity. The essence and principles of organizing the management process For managerial employees, the management process

Abstract on the subject of management on the topic:

Management processes in the organization

Introduction 3

Management process 4

Management cycle and its stages 6

Production and management 9

Management of the assortment policy of the enterprise 15

Material and technical support of the enterprise 20

Sales policy of the enterprise 21

Conclusion 24

References 25

Introduction

Management as an activity is implemented in a set of management processes, i.e., targeted decisions and actions carried out by managers in a certain sequence and combination. Any management activity consists of the following stages:

1) obtaining and analyzing information;

2) development and decision-making;

3) organization of their implementation;

4) control, evaluation of the results obtained, making adjustments to the course of further work;

5) reward or punishment of performers.

These processes evolve and improve with the organization. They are primary and derivative; single-stage and multi-stage; fleeting and long; complete and incomplete; regular and irregular; timely and late, etc. Management processes contain both hard (formal) elements, for example, rules, procedures, official powers, and soft ones, such as leadership style, organizational values, and so on.

Management process and its characteristics

Any management process consists of certain phases (stages).

Phase (stage) - a qualitatively defined part of the process. The transition from one phase to another implies significant qualitative changes in both the process itself and the system in which it is carried out.

The full passage of the stages of the process and the return to the original forms a cycle. In general, a cycle is a complete set of sequentially implemented stages of a holistic process.

A stage is a narrower concept than a phase. Stages are distinguished only in results-oriented processes. The stages of management are specific actions included in the management process in order to obtain the planned result. They have a specific character, special content and can be carried out independently. At the same time, they are inextricably linked; moreover, they seem to penetrate each other. In other words, all management stages form an integral management cycle.

The management cycle is a completed sequence of repetitive active actions aimed at achieving the goals. The management cycle begins with the clarification of a task or problem and ends with the achievement of a certain result. After that, the control cycle is repeated. The frequency of its repetition is determined by the specific type and nature of the controlled system. In social systems, this cycle repeats itself continuously. The ultimate goal of system control can be achieved by one or more control cycles.

The cyclic implementation of processes makes it possible to establish and fix characteristic features, common dependencies, common patterns of processes and, on this basis, ensure their rational processualization and foresight.

General system of stages:

1. collection and processing of information, analysis, understanding and assessment of the situation - diagnosis;

2. scientifically based prediction of the most probable state, trends and features of the development of the control object for the lead time based on the identification and correct assessment of stable relationships and dependencies between its past, present and future - forecast;

3. development and adoption of a managerial decision;

4. development of a system of measures aimed at achieving the set goal - planning;

5. timely communication to the executors of the tasks set, the correct selection and alignment of forces, the mobilization of executors to fulfill the decision made - organization;

6. activation of the activities of performers - motivation and stimulation;

7. receiving, processing, analyzing and systematizing information on the progress of the implementation of tasks, checking how the organization of the case and the results of execution correspond to the decisions made - accounting and control;

8. common for the last 4 stages - ensuring the proportional and continuous functioning of the entire management system by establishing current optimal links between individual performers - regulation.

This algorithm allows you to determine the place of each stage in the management process, master the technology and methodology, skills and ability to lead a team. Strictly sequential arrangement of stages shows the dependence of the quality of the control system on each individual element and implemented functions. The beginning of the execution of the next stage does not mean the end of the previous one. For example, work with information is carried out throughout the entire management cycle, the plan is adjusted during its implementation, etc.

The cycle begins with the appearance of a managerial problem. As a problem, both tasks, instructions from the boss, and their own tasks can act. In our case, the problem can be defined as a question that objectively arises in the course of management, and the solution of which is of practical interest, corresponds to the goals set.

Management cycle and its stages

1. Diagnosis

Diagnosis - collection and processing of information, analysis, understanding and assessment of the situation.

Problem solving requires management information. This is a set of messages necessary for the implementation of the control process.

Information requirements: completeness, objectivity, reliability, efficiency, continuity of receipt.

Information comes from a higher level of management or can be collected independently. In the first case, information must be clarified, in the second case, the use of scientific methods of collection is necessary.

2. Forecasting

A forecast is understood as a scientifically based judgment about the possible states of an object in the future, about alternative ways of its development and the terms of existence.

The process of developing a forecast is called forecasting. These are special studies, mainly with quantitative estimates and indicating trends, the nature and certain timing of changes in the control object.

Forecasting has two aspects: predictive, implying a description of possible or desirable prospects, states, solutions to future problems, and predictive, providing for the actual solution of these problems. Consequently, the forecast is not an end in itself, but a means for making managerial decisions and planning.

3. Solution

Decision making is one of the fundamental tasks of managerial activity, and it is at this point in the managerial cycle that trouble often begins. And not only when the decision turns out to be wrong, there is a lot of trouble with the right, competent decisions (S. Makarov).

In the scientific literature, the management decision is presented in two aspects - broad and narrow.

In a broad aspect, a managerial decision is considered as the main type of managerial work, a set of interrelated, purposeful and logically consistent managerial actions that ensure the implementation of managerial tasks.

In the narrow sense of the word, a managerial decision is understood as the choice of an alternative, an act aimed at resolving a problem situation.

See: Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management / Per. from English. - M.: Delo, 1992. Management decision is the process of preparing and choosing from a certain set of one or more interrelated methods of influencing the control object in order to change or stabilize it.

4. Planning

Based on the results of the forecast and the decision of the manager, planning is carried out and an activity plan is formed.

Planning consists in establishing a certain sequence and methods for performing each of the tasks by the troops, distributing the efforts of the troops and materiel according to the tasks and areas of action, establishing the procedure for interaction and all types of support that make it possible to implement the decision and achieve the goal.

A plan is an official document that reflects:

Forecasts of the development of the organization in the future;

intermediate and final tasks and goals facing it and its individual units;

· mechanisms for coordinating current activities and allocating resources;

· Strategies for emergencies.

When planning, it is necessary to take into account its principles:

unity;

Continuity

Flexibility

coordination and integration;

· reasonableness;

stealth (in a combat situation).

5. Organization

It consists in establishing permanent and temporary relationships, as well as the procedure and conditions for the work of all elements and links of the system.

The stages of planning and organizing are closely related. In a sense, planning and organization are combined: planning prepares the ground for realizing the goals of the unit (unit), and organization, as a management function, creates a work process, the main component of which is people. Thus, planning and organization, as it were, materialize management, make it a fact of social reality.

If the organizational structure, as a form, reflects the statics of management, then the management process characterizes the dynamics, i.e. the functioning of the management system, everything that happens in the management system of the organization in time. A process is any action that management takes to achieve the goals of an organization.

Management - a complex process aimed at solving problems, it can be represented as tracking trends, setting goals, formulating problems and opportunities, developing and selecting alternatives, making decisions, drawing up programs and budgets, determining directions and measures for their implementation.

For example, when a manager carries out planning, organizational activities and control, he makes decisions. He analyzes the situation, develops several alternatives, compares alternatives, makes a decision and evaluates the result. Decision making is directly related to all management functions. The management process is divided in time and space into separate stages for the performance of certain work related to the adoption of management decisions.

Management process- a set of sequential actions performed by the head and the management apparatus to prepare and implement the impact on the controlled object.

Mandatory components of the management process are:

• 1. The control object that determines the content of the functional tasks solved in the control process.
• 2. The subject of management is the decision maker. LPR can be individual and group.
• 3. The content of the process.
• 4. Organization of the process.
• 5. Process technology.

Grouping actions by function defines the tasks to be solved in a particular unit (these are specific management functions)

Grouping actions the nature allows you to highlight the stages of the management process. Grouping actions by time- stages, procedures and operations.

Stage of the management process - this is a group of actions that are distinguished by their qualitative certainty, homogeneity, obtaining a specific intermediate result.

There are 4 stages of the management process:

1. Goal setting.

Target- a perfect representation of the desired, necessary and possible (final) the state or result of an activity to be achieved with cash or identifiable funds.

Each management process begins with the setting of goals and the definition of criteria by which the degree of its achievement is determined. Various types of criteria make it possible to quantify the priority of goals and activities, to choose the most effective solutions. Goals are planned and one-time.

2. Assessment of the situation

Situation- the current state of the controlled system, estimated relative to the goal.

Typically, the situation is described using information, scorecards, and the like. Situations can be typical and original, critical and normal, foreseen and unforeseen, temporary and permanent.

3. Definition of the problem.

Problem- the main contradiction between the current state of the control system and the goal.

The existence of a problem indicates a discrepancy between the goals and objectives of the organization and the possibilities of their actual implementation. For example, a 20% discrepancy between planned and actual sales means there is a problem.

4. Management decision.

Making decisions represents a conscious choice among the available alternatives of the course of action leading to the achievement of the goal.

Decisions are an organizational response to an emerging problem. Decisions are a product of managerial work, and its adoption is a process.

Each decision involves different ways and means of organizing work, resource costs, and consequences. This process underlies the planning of the organization's activities, since the plan is a set of decisions on the allocation of resources and the direction of their use to achieve organizational goals.

Grouping actions in time allows you to highlight the stages, procedures and operations.

Stages of the management process:

• v Goal setting
• v Outreach
• v Analytical work
• v Choosing a Solution
• v Organizational and practical work.

Schematically, the connection between the stages and stages of the management process can be represented as follows:

Organization the management process reflects the order of interaction between various departments and employees in the performance of sequential actions and work. The division of managerial labor requires the establishment of organizational, informational links in the performance of joint work.

Technology management process characterizes the means and methods of performing procedures and operations, which include technical means, information and methods used.

The control technology may vary and depends on the chosen method of solving the problem.

The concept of the management process is closely related to the concept of activity. This is managerial work, i.e. the cost of resources: material, informational, human, etc. Therefore, it is important to evaluate and improve the efficiency of their use, and special attention is paid to the issue of the effectiveness of the management process.

Properties (characteristics) of the control process:

Features of the management process as a specific type of activity are reflected in the following properties:

1. Continuity

This property reflects the connection and unity of production and management.

Rhythmic and effective production activity outside the management is impossible.

Sustained, constant nature of management actions aimed at achieving the goals of the organization, and thereby maintaining its existence and growth.

SU and OU. Command and information channels are not interrupted as long as the organization exists.

2. Discreteness

Management potential is accumulated (during the collection, analysis of information, development of a solution), and then it is realized in the form of an impact on the educational institution.

Management - a complex process aimed at solving problems, can be represented as tracking trends, setting goals, formulating problems and opportunities, diagnosing, developing and selecting alternatives, programming and budgeting, directions for implementation and certain measures for implementation.

3. Cyclicity

The periodic repetition of a certain set of actions is an elementary control cycle.

4. Sustainability

The stability of the management process is ensured by the fact that the structure of the management process (the composition of actions and interactions) is fixed in organizational regulations, OSU, which ensures the stability of the process. Relationships in the performance of permanent work are preserved.

5. Variability (dynamic)

Characterizes the ability of the management system to switch to new goals, problems, new management methods.

It is due to changes that occur in production.

6. Regular sequence of stages and stages.

Regular repetition of the main stages in each management cycle.

The properties of the management process must be taken into account when planning and organizing managerial work, determining the scope of work, their duration, and labor intensity.

Less administrative spirit in business life,
more business spirit in administrative life.

1.1 Architecture of the control system

In the process of management, the company and its part - the management system - form a structure subordinate to the vector of goals. The quality of management is ensured by two factors:

• structure architecture, i.e. the functional load of its elements (including communication channels) and the orderliness (organization, hierarchy) of the elements in the structure;
• the functional suitability of the elements themselves included in the structure for the implementation of the functions assigned to them (a kind of "qualification" level of elements).

Errors in the construction of the structure can practically negate the high functional suitability of the elements of the structure; therefore, with functionally suitable (good in this sense) elements that form the structure, the control error, however, will be outside the permissible limits.

When developing the architecture of a company's management system, it must be taken into account that the company is a production, economic, social, and environmental system. This definition of the control object means that:

1. the company management system has a multi-purpose character;
2. management objectives are of a different nature (industrial, economic, social, environmental and technical);
3. the result of the enterprise's activities are effects of various nature, characterizing the degree of achievement of goals;
4. in the control system, it is necessary to constantly monitor changes in goals and adjust the purposefulness of the control object;
5. mistakes in setting goals will inevitably lead to a violation of the parity of goals and an unjustified expenditure of resources;
6. the development of the company, as well as the production of products, is a continuous process and is carried out in the interests of achieving the entire vector of goals;
7. corporate standards regulating the management system and managerial relations should actively contribute to the achievement of objective goals companies.

[ 1 ] companies, both in terms of composition and structure, are formed on the basis of production process systems product ( though it looks different). This system is strung on a system of production processes (functional structure) and maintains their stationary mode, promptly responding to possible deviations. In addition, the company is forced to maintain interaction with the external environment, stimulate favorable conditions in the external environment for the company and respond in a timely manner to various aspects of the environment, result, - additional links (posts, subdivisions, etc.) in the control system.

For large enterprises:

• Management organization is a construction control systems and maintaining it in working condition, in particular the reproduction of management standards and organizational design;
• is a process that takes place in control system carried by her.

Those. organization of management and management - two different cases which professionally far from always can be dealt with by the same people.

A tool for the company's management to achieve its goals, by influencing control object, with deviations of processes and manufactured products from a given value (in terms of quantity, quality and cost), under the influence of internal changes in the company and under the influence of external influences.

It is a set created before the start of the management process:

The stability and quality of the management process is ensured by the architecture of the management system, which remains standard (unchanged) in the management process and the presence of external working groups that are formed as needed and can be formed to resolve unforeseen force majeure circumstances or development tasks. The task of the working groups is to develop possible management decisions, which, in turn, must be implemented by the administrative structure.

The control system allows you to respond in a predetermined - standard - way to changes in the external environment and in the internal organization of the control object, as well as to changes caused by the control process itself.

1.2 Management standards

Except system budgeting, one of the functions, which is the connection of various operating activities in the company into a single production and financial system, the role of this kind of "glue" that unites many private functions into one integrity, the corporate culture as a whole performs, and in particular - supported in the company standards system.

IN company management system in the process of functioning, there is always a large number of periodically recurring functions, processes and actions for making managerial decisions. At the same time, as a rule, there are a lot of different options for implementing the same management decision, process, and many different principles and approaches to making similar management decisions. Under such conditions, spontaneously and gradually begins the formation of certain typical models of behavior of the control system- so-called de facto standards. At the same time, “de facto” standards do not always fix the properties of the management system that are desirable for the owners and administration of the company.

The period of formation of such standards can be very long, during which the behavior of the company's management system in the absence of standard models will be characterized by a wide variation in the parameters of its functioning. In other words, in the same situations, under equal conditions, the control system can function differently, often unpredictably and far from the most effective option.

In accordance with the above, there is a need to provide targeted impacts on the process of forming management standards in the company (to manage the standardization of the management system) through the development, implementation and use of certain optimal standard principles, processes, functions and management tools.

On the other hand, the processes associated with the development of the company significantly update the issues of improving the manageability of decentralized, spatially distributed divisions (subsidiaries, branches, representative offices). Already now, many large companies are forming and disseminating uniform principles for doing business, planning and reporting; standard requirements for personnel and template management technologies, often fixed in corporate information systems.

A tangible advantage of de facto standards is the relative painlessness of their implementation and use, since this process is implemented gradually (evolutionary). However, the process of developing standards is de facto unmanageable by the company's administration and can often fix the company's behavior patterns that are undesirable for management, in addition, the period of formation of such standards is quite long.

Therefore, there is a need to influence the processes of reproduction of management standards through their direct development.

Ordinary consciousness often equates standardization and unification and, striving for diversity, which is a manifestation of the beauty of real life, objects to standard solutions of various kinds in many fields of activity. However, in essence, the best standardizer is God: about a hundred elements of the Periodic Table form the basis for all the diversity that we see in life. And all this diversity is the combinatorics of standard elements and solutions at different hierarchical levels.

The solution of most of the problems that arise in the life of a company, the organization of the production of most products in the field of the company's activities, may well be solved by a combination of standard methods, this does not require any additional resources or additional staff training.

The system of standards allows coordinating the activities of various departments, setting uniform requirements for its implementation for all, and also forms the conditions for the constant reproducibility of this activity with a given result. In other words, the products are produced by the company STABLE.

In the same time standard depending on his level can have both positive and negative impact on the company's management system. The correctness of choosing and setting the level of the standard can lead to various effects in the company, and not every management standard has a positive effect, moreover mis-setting of standards may be dangerous for the company. You can not "underestimate" the requirements in the standards.

1.3 Standard control

Administration also has its own typical technology, i.e. a standard process for resolving various issues that arise in the course of work.

Administration (management)- this is a process in which it is considered how to organize or create the following conditions for any production activity (or correct defects in these conditions):

• production area;
• equipment, materials and tools;
• coordinated movement of flows (material, informational, financial);
• coordinated activities of staff;
• lines of communication; etc,

in order to create product in the right quantity, quality and cost, as well as to ensure optimal sustainability of this activity.

Process administration (management), represents the targeted distribution of functionally oriented information on the elements of the management structure, unchanged during management.

STANDARD ADMINISTRATION means that the normal course of action is applied, which complies with company standards.

For example . There is a correct way to start a car. You check if there is gas in the tank, if the car is in neutral. You turn on the starter by turning the ignition key. Gas is supplied and the car starts. If you change this sequence. For example, if the car was in first gear, it will jerk and stall. However, the car does not start, and then the mechanic is called. And the mechanic discovers that either there is no fuel, or the ignition was not turned on.

The same is true with any standard situation that you have in the process of work, communication, etc. For her, too, there is some clearly defined, typical sequence of actions to solve the problem that has arisen, a certain kind of standard.

There is a way to do things right. The right way to do something is called TECHNOLOGY (algorithm). And most importantly, this method is clearly defined and, if followed by everyone, leads to the desired result.

In order for various areas of activity and divisions of the company to exist and develop normally, they must have their own kind of technology. And besides this, everyone should know this technology and APPLY. Law is an example. This is also a technology adopted by the state.

To be a good leader or employee, you need to know how to do things right, be able to apply what you know and get it done, be able to correct violations and get back to doing the right thing in standards.

Since any large area of ​​activity is invariably made up of a huge number of individual activities, administration will look complicated, unless you learn to consider one standard per unit of time and bring it into line with other standards .

The subject of management seems difficult only because those whose jobs involve administration RARELY LEARN THE RIGHT STANDARDS. Instead, they do some other, strange things (well-meaning things), which, when considered as a whole, add up to a mess.

The criterion for any system of standards is the following: will the result of the implementation of these standards be a well-functioning company that produces valuable end product in the right quantity for a given quality, and whether as a result of their implementation the stability of the company will be ensured.

Acting in accordance with the standard (knowledge and application of our procedures) is the common denominator in every case of sustainable development of a division or company. Non-compliance with the standard (not knowing and not applying our procedures) is the common denominator of every crash.

So, if company employees who don't know or ignore the standard and don't apply it create crazy situations on a daily basis, just know that they are trying to start the car by welding the trunk lid or polishing the tires!

The solution to a problem is always and invariably this: find a standard, apply it, and get rid of all actions that are not in accordance with the standard.

A generalized criterion for the effectiveness of administration should make it possible to evaluate all types of organizational transformations, and not just some individual aspects of the company's activities. This allows you to give all business processes a strictly targeted character and manage the company as a single system.

Theme 8

Management process

This topic will cover the following topics for students of management:

The concept of the management process;

Properties of the control process;

Stages of the management process;

Stages of the management process;

The role of the control action in the management process;

Permanent impacts;

Periodic impacts;

Concepts: "action", "impact", "interaction";

Directions and types of impact;

Sources of influence in the management process.

In the previous topic, we showed that each of the enterprise systems (as control systems) - managed and managing - has its own organizational structure, which serves as a form of existence of the process. Consequently, each of these systems also has its own process. Earlier, we already talked about the process of a controlled (production) system, called production, regardless of whether it is material or spiritual (non-material) production, where it takes place.

The management process that takes place in the management system is similar to the production process and has its own characteristics, explained by the nature of managerial work. The production process is aimed at the production of goods and services, and the result of the management process is the preparation of control actions and decisions. This is the main difference between these processes.

8.1. The concept of the management process

Process (from Latin processus - promotion) means:

Sequential change of phenomena, states in the development of something;

A set of sequential actions to achieve a certain result (production, preparation of decisions).

Management process is a set of purposeful actions of the head and the management apparatus to coordinate the joint activities of people to achieve the goals of the organization.

Table 8.1.1.

Parameters	Processes
	Management process	Manufacturing process
The subject of labor	Information	Material, blanks, part, etc.
Means of labor	Tools, office equipment, computers, etc.	Equipment, tooling, devices, etc.
product of labor	Information in a transformed form (decision, plan, report)	Detail, unit, unit, product
Work process performer	Manager, specialist, technical performer	production worker
Process steps	Goal-setting, information work, analytical work, choice of action option (decision making), organizational and practical work	Procurement, processing, assembly, testing
Components of the process	Operations, procedures	Operations
Workplace of the performer of the labor process	With wide borders	With narrow borders

Control process parameters. All processes occurring at the enterprise (in the sphere of production and management) are primarily labor processes, since both production and management are the joint work of people performing purposeful actions according to a specific program. The parameters (characteristics) of the management process include:

The subject of labor;

Means of labor;

product of labor;

Performer of the labor process (Fig. 8.1.1.).

Rice. 8.1.1.

General functions are performed in all, without exception, organizations with material and spiritual production. The formation of specific functions depends, as you know, on the specifics of the production system, the areas of activity of the enterprise. Therefore, the list of specific functions can be arbitrarily small and arbitrarily large, depending on the size of the organization and the scale of its production.

At each specific enterprise, general and specific functions are involved in the management process to prepare the control action, prepare, make and implement decisions.

8.2. General characteristics of the management process

Management process – it is the activity of the subject of management to coordinate the joint work of employees to achieve the goals of the organization.

As a scientific concept, the management process appears in the unity of its three sides:

2) organizations;

3) implementation procedure (management technologies).

1. From the content side, the management process can be characterized as a purposeful impact on the state of the elements that form the management system. This process expresses the unity of various partial processes (technical, economic, social, etc.) carried out by the control apparatus within certain spatial and temporal boundaries in relation to specific objects and levels of control.

2. The organizational characteristic of the management process expresses the spatial and temporal sequence of its course, determined by the management cycle. The latter includes 1) the definition of goals and 2) the implementation of management functions. An important role in this aspect belongs to the division of the management process according to belonging to the components of the management system and its levels.

At the enterprise level, the following typical components of the control system are distinguished as objects of the application of the control process:

1) subsystem of linear management;

2) target subsystems;

3) functional subsystems;

4) a subsystem for providing control.

The line management subsystem includes all line managers - from the foreman to the director of the enterprise. Target subsystems cover:

Managing the implementation of the plan for production and supply of products;

Product quality management;

Resource management;

Production development management;

Management of social development of the labor collective;

Management of environmental protection.

Functional subsystems are characterized by specialization of management activities in the implementation of the relevant 1) specific and 2) special management functions.

Control support subsystem covers:

1) legal support;

2) information support;

3) organization and implementation of the normative economy;

4) office work;

5) equipping the enterprise with technical means of managerial work.

3. With the procedure of the (technological) side, the management process is a connection of its certain stages and phases, which are expressed and consolidated in their further division into types of work, operations and actions, as well as procedures, algorithms, etc.

The concept of the management process is closely related to the category of management potential, which is understood as the totality of information, material, labor, financial management capabilities and resources available to the management system, experience and qualifications of personnel, management traditions.

The management process from the content side may look like this (Fig. 8.3.1.):

Rice. 8.3.1.

methodological content,

functional content,

economic content,

organizational content,

social content

Methodological content of the management process involves the allocation of certain stages, reflecting both the general features of a person’s labor activity and the specific features of managerial activity. The stages characterize the sequence of qualitative changes in work in the management process, being stages of internal development. impact in every act of its implementation

Stage – it is a set of operations (actions) characterized by qualitative certainty and homogeneity and reflecting the necessary sequence of their existence.

The management process can be represented as a sequence of the following steps:

goal setting (goal setting)

Assessments of the situation

problem definitions,

Development of a management decision.

Let's reveal the step-by-step sequence of the management process clearly (Fig. 8.3.2).

Rice. 8.3.2.

Target This is the manager's idea of ​​what the system he manages should be like. In the scientific definition, it can be formulated as an ideal image of the desired, possible and necessary state of the system. The management process begins with setting the goal of the impact. If it is a consciously implemented process, purposeful and expedient, it can only begin with understanding, defining and setting the goal of the impact.

Situation is the state of the controlled system, evaluated relative to the goal. Under the situation it would be wrong to understand only a deviation from the program or conflict cases of work. Management is carried out regardless of whether there is a deviation or not, whether the situation is conflict or non-conflict. The state of the system can never be identical to the goal, therefore, there is always a situation.

The difference between the situation and the goal, as a rule, includes many contradictions. The act of influence is necessary to resolve these contradictions, to bring the state of the system closer to the goal. But this is only possible if we find the leading contradiction, the resolution of which will lead to the resolution of all the others.

Problem - this is the leading contradiction of the situation and the goal, to the resolution of which the impact should be directed. Without defining the problem, a managerial solution is impossible.

Management decision - this is finding ways to solve the problem and organizational work to implement the solution in a managed system. It is the final stage of the management process, its connection with the production process, the impulse of the influence of the control system on the controlled one.

Functional content of the management process. It manifests itself in a large-scale sequence and preference for the implementation of the main management functions. Here the following steps can be distinguished.

Management processes

In its most general form, the project management methodology includes procedures, methods and tools for implementing the processes of initiating, planning, organizing execution, monitoring execution and completing the project.
Project initiation is the process of project management, the result of which is the authorization of the start of the project or the next phase of its life cycle.

Project initiation may include the following procedures:

• Development of the project concept:
  
  - Analysis of the problem and needs in the project;
  - Collection of initial data;
  - Definition of goals and objectives of the project;
  - Consideration of alternative project options.

Consideration and approval of the concept.

Making a decision to start a project:

- Identification and appointment of a project manager;
- Making a decision on providing resources for the implementation of the first phase of the project.

Project planning is a continuous process aimed at determining and agreeing on the best course of action to achieve the set goals of the project, taking into account all factors of its implementation.

Planning processes are carried out throughout the life cycle of the project, starting with the preliminary grand plan as part of the project concept, and ending with a detailed work plan for the final phase of the project. At the same time, plans are refined and detailed as the project progresses.

The main output of this stage is the Project Plan.

The planning process does not end with the development and approval of the initial project plan. During the course of the project, changes can occur both within the project and in the external environment, which require clarification of plans, and often significant rescheduling. Therefore, the planning process can continue throughout the project.

Project implementation planning may include the following procedures:

• Planning goals and scope of the project
• Project scheduling
• Cost planning and project financing
• Quality planning
• Organizational planning
• Communication planning
• Risk management planning
• Contract planning
• Development of a master plan for the project.

Organization of project execution - the process of ensuring the implementation of the project plan by organizing and coordinating the implementation of the work included in it.

Organization of project execution may include the following procedures:

• Distribution of functional duties and responsibilities
• Setting up a reporting system
• Organization of control over the implementation of the project schedule
• Organization of project cost control
• Organization of quality control
• Operational management of risk mitigation measures
• Responding to negative risk events
• Project team management
• Distribution of information in the project
• Preparation and conclusion of contracts
• Project Change Management

Project execution control - the process of comparing actual performance and plans, analyzing deviations, evaluating possible alternatives and taking corrective actions, if necessary, to eliminate undesirable deviations.

Project control may include the following procedures:

• Collection of project progress reports
• Analysis of the current state of the project in relation to baseline indicators (results, cost, time)
• Forecasting the achievement of project goals
• Preparation and analysis of the consequences of corrective actions
• Making decisions about impacts and changes

Completion of a project is the process of formally completing a project.

Project completion may include the following procedures:

• transferring to the customer a description of the project products, testing protocols, reports on the checks carried out;
• final assessment of the financial situation (post-project report);
• final project report and project documentation;
• a list of open questions and final papers;
• resolution of all disputes
• Documentation and analysis of the experience of this project.

Within the framework of these processes, the functions of managing goals and scope of work, managing deadlines, costs, managing risks, quality, interaction, supplies, and personnel are distinguished.

Project participants

Project participants– individuals and/or legal entities that are directly involved in the implementation of the project and whose interests may be affected during the implementation of the project.
According to the degree of involvement in the project, three groups of participants can be distinguished:

• core team - a group of specialists and organizations directly working on the implementation of the project in close contact with each other;
• extended team - more extensive than the main group, brings together specialists and organizations that provide assistance to members of the main group, but are not directly involved in the implementation of the project and the achievement of its goals;
• Stakeholders are people and organizations that influence core and extended team members and the progress of the project, but do not interact directly with them.

As a rule, the main participants of the project are:

Customer- a party interested in the implementation of the project and the achievement of its goals. Future owner of the project results. The customer determines the main requirements for the results of the project, provides financing for the project at the expense of its own or borrowed funds, and can conclude contracts with the main project executors.
In the company that initiated the project, the roles of the initiator and / or sponsor (curator) of the project may be allocated.

Initiator of the project is the person who identifies the need for the project and makes a "proposal" to initiate the project. This person can be from any function or level within or outside the organization.
Sponsor (curator) of the project- an employee (usually a senior manager) of the organization implementing the project, who supervises the project on the part of the organization (project owner), provides overall control and support of the project (financial, material, human and other resources).

The sponsor (curator) of the project is responsible for the achievement of the project's final goals and the realization of benefits for the organization. The project sponsor is accountable to the CEO/President or the Governing Board.

The project sponsor appoints the project manager and provides him with the necessary support.

Project manager (project manager) - the person responsible for project management. The project manager is responsible for achieving the project objectives within the budget, on time and with the specified level of quality.

The project manager provides daily management of the project, the project team, in the context of all the main management functions (management by deadlines, costs, risks, etc.). Depending on the size of the project, the project manager may receive support from the project administrator, or the support team (project office).

Possible project participants, depending on its type, type, complexity and scale, can be:

Investor- the party investing in the project, for example, through loans. If the investor and the customer are not the same person, then banks, investment funds and other organizations usually act as investors.
Contractor (general contractor) - a party or participant in the project, entering into relations with the customer, and taking responsibility for the performance of work and services under the contract - this can be the entire project or part of it.

Subcontractor enters into a contractual relationship with a contractor or sub-contractor of a higher level. Responsible for the performance of works and services in accordance with the contract.

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

Authorities– parties that put forward and support environmental, social and other public and state requirements related to the implementation of the project.

Consumers of the final product - legal entities and individuals who are buyers and users of the result of the project, determine the requirements for the products and services provided, and form the demand for them.

Project manager- main responsibilities
The main strength of the project management concept lies in the delegation of power and the assignment of responsibility for achieving goals to certain leaders - the project manager and key members of the project management team.

The responsibility and authority of the project manager is determined by the contract with the Customer and / or the project charter (for internal projects).

The project manager usually performs the following functions:

• Forms the organizational structure of the project and the project management team;
• Resolves issues of attracting resources for the project;
• Participates in the selection, training and motivation of staff;
• Determines the responsibility, scope of work and goals for each team member;
• Develops and agrees on a project plan, including schedule, budget, risk management plan, communications plan, and possibly other elements;
• Ensures the execution of the project plan;
• Coordinates and takes part in the work on concluding contracts in the project and controls their timely execution and closure;
• Establishes all necessary communication links;
• Ensures the formation of effective information flows in the project, compiling and reporting;
• Maintains constant communication with the customer, resolves all his questions and ensures that he receives all the necessary information from him for the high-quality implementation of work on the project;
• Controls and analyzes the current status of the project, predicts possible problems and takes corrective actions;
• Coordinates the activities of all participants and controls changes;
• Ensures complete and timely completion of the project.

The project manager must understand and be able to analyze the interests of key stakeholders and the characteristics of the project environment.

Project team and project management team

To achieve the goals of the project, the manager creates special organizational structures: the project team and the project management team. The success of the entire project largely depends on the effectiveness of the functioning of these organizational structures.

Project team- a temporary organizational structure that unites individual specialists, groups and / or organizations involved in the implementation of project work and responsible to the project manager for their implementation. Created in a targeted manner for the period of the project. May include both internal and external executors and consultants. There are different approaches to the formation of a project team (for example, matrix structures), which differ in the forms of attracting performers and exercising the power of the project manager.

The project management team brings together the members of the project team who are directly involved in project management and management decision making. The ability of the project manager to identify and involve the right people in the project management depends on the reduction of project risks and potential problems.

Managers and team members (executors) report to the project manager and are responsible for the implementation of the planned work and results (responsibility can vary from a single highlighted result (document, decision) to a completed subproject). It is important to sum up the experience of all team members from the very beginning to solve possible problems of the project. On large projects, the project manager may assemble a small team of key people, each responsible for their own subteam (structured by work packages or subprojects).

It is essential that each person working on a project has clearly defined:

• role and line of accountability to the project manager when working on the project (he/she may follow the usual lines of accountability for other types of work);
• scope of work and requirements for delivered results (final and intermediate products);
• level of responsibility (decisions that he/she has the right to make within the framework of his/her functions).

The project team and the project management team exist only for the duration of the project or its phase.

Project office

In large projects, a project administrator and office may be allocated to support the project manager in collecting and processing information and performing managerial functions.

Project office is a specialized (physical or virtual) organizational structure designed to support the implementation of projects at different levels of management in an organization.

“The project office can handle a wide range of tasks, from supporting project managers in the form of training, software, templates, and up to taking responsibility for project results” (PMBoK).

Depending on the type and purpose, the project office can occupy an appropriate position in the organizational hierarchy, both at a level close to the company's management, and at the level of management of individual large divisions.

Support offices for individual projects or programs are quite often created for large, complex projects and programs in order to centralize and streamline project and subproject management processes. Such project offices (project headquarters) are part of the management systems for specific projects and their need, as a rule, is not in doubt. The functions of the office may include the integration of calendar and financial plans of subprojects, ensuring the control and coordination of the activities of subproject managers, supporting communications, document flow, change management and quality control.

Project offices at the level of individual departments of the organization are also quite common. Project offices of this type are common in large corporations and state organizations at the level of departments that carry out a significant number of their own projects or significant amounts of work in corporate projects (for example, the Department of Information Technology, the Department of Capital Construction) in order to ensure multi-project planning, optimize the allocation and coordination of their own resources involved in various projects.

Experience shows that the most difficult, in terms of creation and implementation, is the corporate project office (KPO). At the same time, it is the creation of a corporate project office that makes it possible to fully realize the benefits of applying project management approaches at the corporate level.

The corporate project office can provide the implementation of both support and development functions of the corporate project management system:

• Support and development of methodology, standards and project management processes;
• Ensuring the development of personnel in the field of PM;
• Support and development of PM tools and infrastructure;
• Audit of project management processes,

and directly implement managerial functions, including:

• Administrative support for project managers and implementation of individual management processes at the project level;
• Support for management processes at the level of programs and project portfolios;
• Support for decision-making processes on projects by senior management.