"Standard" assistant for project management

On September 1, 2012, national standards for project, program and project portfolio management came into force in Russia. The release of these documents has been expected for four years, and now companies in this area have clear regulatory and regulatory framework, which means a single language for more effective management projects.

September 1, 2012 A significant event took place in the field of Russian project management. Starting from this date, national standards for project, program and project portfolio management come into force in Russia. These documents list the basic requirements for managing a project and program from initiation to completion, as well as a portfolio of projects at the stages of formation and implementation control. You can view the documents by following the following links:

· GOST R 54869—2011 “Project management. Requirements for project management" ,

· GOST R 54870—2011 “Project management. Requirements for project portfolio management" ,

· GOST R 54871—2011 “Project management. Requirements for program management"

Let us immediately note that national standards are not mandatory, however, the very fact of the launch of these requirements is difficult to overestimate, because now Russian specialists, who until now did not have universal requirements for project management at hand, will have a clear regulatory and regulatory framework that takes into account domestic characteristics and project management experience.

The need to introduce Russia’s own GOST standards for project management has been brewing for a long time. Their representatives have repeatedly stated that both public and private companies need to introduce a single conceptual field in the field of project management, unify requirements for project, program and portfolio management processes, and clearly define the roles of participants in these processes.

What are the newly adopted national standards? Who created these documents and why? What companies and organizations will they benefit from?

Why and who needs standards?

According to him, the standards that have come into force have absorbed all the best knowledge of experts. Those who use standards are ahead of those who rely solely on their own experience. In this regard, the importance of the release of these standards cannot be overestimated. These three standards are intended to provide the basis for a system of complementary standards. In the course of their work, the GOST developers took into account global standardization trends, which include the interconnection of management processes, both at the level of individual projects and at the level of programs and project portfolios, as well as the separation of basic requirements for project management processes and possible (recommended) processes, methods and tools.

“As for Russian specifics, from the very beginning we set the task of creating standards applicable to the majority of projects and organizations operating in Russia,” notes Alexey Polkovnikov. - We were aware that the level of maturity of the management systems of many Russian organizations can be assessed as initial. Therefore, the project, program and portfolio management requirements described in the new standards are deliberately limited to only the most basic processes and documents. But even their use can bring a significant effect when implementing projects.”

The introduction of national standards in the field of project management is an important step for Russian business. What can these standards achieve? First of all, they define a common understanding of both the general sequence of project management processes and the requirements for individual processes. “On the basis of the standards, additional corporate standards can be developed, competency criteria can be defined, and so on,” notes Polkovnikov. Imagine that you need to build a house. Of course, if the object is small and simple to implement, then it can be built without using a standards base. What if we are talking about a complex building that requires effective and high-quality communication and coordination of all its participants? This is where standards come in handy. Thanks to them, all Russian companies will be able to speak the same language,” the expert notes.

Another important task of the standardization process is the development of the project management discipline, because the standards summarize the best project management practices.

How were the standards created?

A subcommittee on standardization in the field of project management was created under Rosstandart four years ago, notes Alexey Polkovnikov. Around the same time, ISO launched an international project to develop the international standard ISO 21500. During this time, work was done great job and in 2012 several new standards were released at once. According to the expert, Russian standards in this area are of a framework nature. “They are very brief and define the basic requirements, but this is only the first step. It is important that this system of standards lays down common approaches and the basis for the development of a whole series of standards,” notes Alexey Polkovnikov.

Alexander Kutuzov, Chairman of the Board of the ANO Project Management Standardization Center and General Director of PM Expert, told journalists about the prerequisites and progress in the development of national standards. According to him, to the two main Russian troubles - fools and roads - we can safely add a third - incompetent project managers. In this regard, our country faces a rather bleak picture. The main problems that arise in companies are related to the lack of a complete “picture”, a unified vision of what they are doing among the participants in project activities. Often we're talking about about significant delays in project deadlines and irrational use of allocated funds. In addition, unlike the USA and European countries, the number of certified project management specialists reaches only a few thousand, which, of course, is clearly not enough.

“Until recently, there were no generally accepted rules or recommendations in Russia containing at least minimum requirements to implementation. Therefore, Russian specialists used foreign methodological documents in their work. However, no universal requirements for the consistency and processes of project management that take into account Russian realities have been created in our country. In 2008, the development of national standards in the field of project management began, which set the task of filling this gap,” notes Alexander Kutuzov.

The initiators were leading companies offering professional project management services. To carry out the work, the Autonomous non-profit organization “Center for Standardization of Project Management” was established. To optimize its activities, three expert groups were formed, each of which worked on one of the three standards.

At the same time, all draft national standards went through the procedure of development, public discussion, making adjustments and transferring the final versions of the projects to the Federal Agency for Technical Regulation and Metrology (Rosstandart).

A series of national standards was approved in December 2011 Federal agency on technical regulation and metrology. The standards were published in July 2012.

What are the features of the new standards?

The deputy spoke about what aspects are regulated by the new standards general director PMExpert company Dmitry Mayev. According to him, the key features of the standards include the following:

1. These are the first Russian standards containing requirements for project, program and project portfolio management;

2. They imply an integrated “project-program-portfolio” approach;

3. The standards contain minimum requirements for project, program and portfolio management;

4. Standards place emphasis on the required results (outputs) of project, program, and portfolio management processes;

5. Standards provide the opportunity to quickly organize project activities;

6. Standards provide freedom of choice of methods and means of implementing requirements;

7. The standards require building project management processes in accordance with the project life cycle;

8. The standards take into account the best domestic management practices;

9. The standards also take into account international experience;

10. The standards are characterized by universal application in relation to the industry and scale of activity;

11. Standards have a unified structure;

12. The draft standards have previously undergone extensive discussion.

Dmitry Mayev is confident that the new standards will be positively received in Russia. They will be able to be used not only by government and commercial companies, but also by organizations that are just beginning to implement project management.

“The practical benefits of using the new GOSTs are obvious,” says Dmitry Mayev, “the brevity of the standards allows them to be used quickly. All participants in the process will now speak the same language, use the same terminology, and clearly see their role. Another undoubted advantage is that both commercial and state-owned companies will be able to use the new standards, and they do not contradict international standards.”

What does this look like in practice?

This aspect was highlighted to journalists by the managing partner of the Project Practice Group, consulting director Mikhail Kozodaev. Specialists of the Project Practice Group of Companies took an active part in creating project management standards. “We have been implementing project management systems for various Russian customers for 20 years and strongly feel the need for such standards,” notes Mikhail Kozodaev. “Our task as consultants is to take into account the specifics of projects and management systems in each organization and offer the most appropriate and effective methods of project management and build a system. The presence of Russian standards in this area will simplify the process of implementing corporate project management systems. If the organization implementing project management is familiar with the standards, it will be easier for us to communicate. From the very beginning we will operate with common concepts,” says Kozodaev.

According to him, there is an interesting trend - increasingly, customers and investors are placing demands on the project management system of the contractor and/or the organization being financed. Fulfillment of such requirements is a condition for the possibility of joint work - a condition for concluding a contract and issuing a loan. The released national standards will make it possible to unify similar requirements for project management systems of companies operating in the Russian market. This, in turn, can give impetus to the development of project management throughout the Russian market.

Work with national standards should continue. In particular, the following steps must be taken:

1. Actively promote and popularize these GOST standards in Russian companies;

2. Promote the application of standards in government bodies;

3. Conduct training and certification of specialists in the field of project management;

4. Develop guidelines for meeting the requirements of new GOSTs.

In addition, in Russia, unlike a number of other countries, there is no official profession of “project manager” yet. This omission is another one important point, requiring analysis and improvement.

In the second article in a series of publications about the Project Management system, we will consider the main characteristics and features of national and international standards and their application in the development of corporate project management methodology.

Generally accepted methods and approaches to project management are described in international and national standards professional organizations, uniting project management specialists from all over the world. There are several dozen standards that define certain aspects of project management, but most Russian and foreign companies, when choosing a basis for creating a corporate project management methodology, opt for the following standards:

• RMBOK ® (ANSI PMI RMBOK® Guide) (Project Management Body Of Knowledge). Developer - PMI, USA;
• ICB (International Competence Baseline) /NCB (National Competence Baseline). Developer - IPMA, Switzerland;
• Prince2 (Projects In Controlled Environments). Developer - CCTA, UK;
• P2M (Project and Program Management for Enterprise Innovation). Developer - PMAJ, Japan.
• International Standardization Organization (ISO) standards.

PMI Project Management Institute Standards (USA)

PMI develops standards in various areas of project management and promotes them throughout the world, implementing an easy-to-understand, highly effective project management process methodology. Key PMI standards are grouped into three categories:

1. basic standards;
2. practice and framework standards;
3. extensions to PMI standards.

In accordance with this grouping, PMI standards are presented in Table. 1. PMBoK- is the PMI core standard for project management and is recognized by the American National Standards Institute (ANSI) as a national standard in the United States. In the fourth edition of this standard, project management is described based on the process approach and model life cycle project. . The standard describes 5 process groups and 9 knowledge areas presented in Table. 2

Table 1. PMI Standards

Table 2. PMBoK - processes and knowledge areas

PMBoK defines the concept of a project this way - it is a temporary activity intended to create unique products, services or results;

PMBoK - advantages:

• integrated approach to project management;
• process oriented;
• a description of the knowledge required to manage the project life cycle through processes;
• defining all resources, tools and results for the process.

PMBoK - disadvantages:

• the difficulty of managing small projects;
• adaptation to the field of application is required;
• There are no methodological recommendations.

Based on established trends in the development of project management practices, since the early 2000s, PMI has been creating systems of standards covering project management not only at the level of individual projects, but also at the level of programs and project portfolios, including such areas of project management as risk management, schedule , configuration, as well as WBS and EVM methods.

OPM3- a standard released by PMI (American Project Management Institute) in 2003, helps assess and develop an organization's maturity in the field of project, program and project portfolio management.

Main purpose of OPM3:

1. Provide a standard for corporate project management that defines the main elements of a corporate project management system at all levels of management from an individual project to a portfolio of projects;
2. To provide a tool that allows a company to determine its own maturity in project management and develop a direction for the development of a corporate project management system.

The OPM3 standard consists of a body of knowledge, database and tools presented in electronic form. User access to the database and tools is provided via the Internet. The instrumental component of the standard consists of three interrelated elements:

• KNOWLEDGE represents a base of best practices for project management (about 600 practices related to different management objects: project portfolio, program and project, and varying degrees process description maturity);
• ASSESSMENT is a tool that helps users, by answering a questionnaire (more than 150 questions), independently assess the current maturity of project management in an organization, determine the main areas of competencies and existing practices;
• IMPROVEMENT helps companies choose a strategy and determine the sequence of development of the project management system, provided that the organization decides to develop project management practices and move to new, higher levels of maturity.

Flaws:

• There is no translation into Russian.
• Staff training is required.
• Certified “appraisers” are required.

PRINCE2 standard

The British standard PRINCE2 (Projects in Controlled Environment) was created in 1989 to manage British government projects in the field of information technology. By now this standard has become internationally recognized.

PRINCE2 is positioned as a standard with a process approach that is easily scalable to manage any type of project.

There are six main sequential discrete processes (see Fig. 1), corresponding to parts of the project life cycle, and two processes that support these six main ones - planning and management. The latter are cross-cutting in nature and continue throughout the entire project.
The standard describes three methods:

• product-based planning;
• quality reviews;
• change management.

In 2009, the fifth edition of PRINCE2 was divided into two books: “Managing successful projects based on PRINCE2 and “Managing successful projects based on PRINCE2.” The first book is addressed to heads of project committees and project sponsors (taking into account the requirements for the sponsor's qualifications), and the second - to managers directly managing projects.

Fig.1. PRINCE2 process group

The specifics of PRINCE2 are:

• flexibility of application depending on the complexity of the project.
• product-oriented approach to project planning;
• organizational structure of the project management team;
• justification of the project from a business point of view;
• division of the project into stages (managed and controlled);

PRINCE2 notes that the project is described by a number of characteristics:

• a project is an activity to create a valuable final product to fulfill a specific company mission;
• upon successful completion of the project, an innovation in an existing product or a new product or service is formed;
• the project is characterized by a temporary nature with specific start and end dates;
• the project is affected by uncertainties.

PRINCE2 - benefits

• a structured approach to project management, within a clearly defined framework.
• dividing processes into manageable stages makes it possible to effectively manage resources.
• processes, their interaction, methods are described in great detail, which allows you to find almost everything necessary to create a specific corporate standard.
• Easily scalable to manage any type of project.

PRINCE2 - disadvantages - lack of any regulation on the part of the methodology of approaches to processes outside the scope of the standard: management of supply contracts, project participants, and others.

However, PRINCE2 is widely used not only by the government, but also by private companies. Geography of distribution: Great Britain, Belgium, Australia, New Zealand, South Africa, the Netherlands, Hong Kong, Singapore, Poland, Croatia. A certification system for professional specialists according to this standard exists and is being developed.

ICB (IPMA) and NTK (SOVNET) standards

The main IPMA standard for project management is ICB - IPMA CompetenceBaseline, Version 3.0. This standard describes the requirements for the competencies of a project manager, as well as members of project teams within the framework of project, program and project portfolio management. To assess competencies, a four-level IPMA certification system is used:

• Level A - Certified Project Director;
• Level B - Certified Senior Project Manager;
• Level C – Certified Project Manager;
• Level D - Certified Project Management Specialist.

The national standards of the following countries were used as the basis for developing the standard:

• Body of Knowledge of APM (UK, Ireland);
• Criteresd'analyse, AFITER (France).
• Beurteilungsstuktur, VZPM (Switzerland);
• PM - Kanon, PM - ZERT/GPM (Germany).

The third edition of the ICB 3.0 standard from 2006 identified 46 competency elements for project, program and project portfolio management, all of which were divided into three groups:

• technical - 20 elements related to the content of project management activities:
• behavioral - 15 elements related to the relationships of individual entities and groups of individuals in the process of project management;
• contextual - 10 elements that determine the interaction of project management, as well as the organizational, business, political, and social environment of the project.

Associations that are members of IPMA are responsible for developing their own national requirements for the competencies of specialists, which are subsequently approved by IPMA. In Russia, a corresponding standard has also been developed for the certification of Russian specialists - “Fundamentals of professional knowledge and National requirements for the competence of project management specialists.”

The ICB PM standard notes that a key competency for achieving project success in an organization is effective management of programs and project portfolios.

A characteristic feature of the ICB model is its fairly high openness to external organizations, which allows national associations introduce your own specific elements into it.

P2M standard (PMAJ)

The P2M standard was developed by Professor Sh. Ohara and since 2005 has the status of a standard of the Japanese Project Management Association. The main idea of ​​the standard is to consider innovative projects and programs in the context of the organizational environment, within the parent organization in which these projects and programs are carried out.

The structure of project (program) management processes differs from that adopted in American standards and contains, for example, processes such as managing the project strategy, project value, project organization, IT project. The concept of a project portfolio is used in the context of project strategy management. The results of a comparative analysis of project portfolio management standards are shown in Table 4.

The concept of project portfolio management requires the mandatory consideration of at least three main elements: the concept of a project portfolio and its management, the portfolio management office, and the maturity of the organization in the field of project portfolio management.

Project in P2M

The P2M standard considers a project from the point of view of creating new value that it will bring to its customer. A project in P2M is a manager's commitment to create value as a product in accordance with the company's strategic goals.

P2M - advantages - the main advantage of the standard in relation to others is that P2M emphasizes the development of innovation as an approach to management, both the program itself and in managing the expectations of stakeholders.

ISO 21 500 standard

The process for creating ISO 21 500 (Guide to Project Management) was initiated by the British Standards Institution (BSI), which represents the UK in ISO, and was developed by the ISO/PC 236 Project Management project committee.

ISO 21 500 is the first International Organization for Standardization standard for project management. The basic model of the standard is the PMBoK standard. It is intended to be consistent with related international standards, such as ISO 10006-003 Quality management systems. Guidelines for quality management in projects”, ISO 10 007-2003 “Quality management systems. Configuration management guide", ISO 31 000-2009 "Risk management. Principles and Guidance”, as well as with specialized industry standards (aerospace, IT). Table 3 presents the names and purposes of ISO standards

Table 3. Purpose of ISO standards

Project according to ISO 21 500

An ISO project is a unique set of processes undertaken to achieve a goal, consisting of coordinated and controlled tasks with start and end dates. Achieving a project goal requires delivering results that meet predetermined requirements, including time, resource, and budget constraints for the project.

ISO 21 500 and PMBoK

Compared to PMBoK, the ISO 21 500 standard has one fundamental difference- the presence of a separate process “Stakeholders and changes” that were made in connection with this.

There are 39 processes in ISO 21 500, and 42 in PMBoK. 31 processes from ISO 21500 have a direct analogue in PMBoK.

Three processes from PMBOK are not included in ISO 21 500:

• check boundaries;
• create a human resources plan;
• plan risk management.

There are 4 new processes in ISO 21500:

• generalization of experience gained as a result of working on the project;
• clarify the organization of the project;
• control resources;
• relationship management.

All of the above standards are summarized in unified system standard ORMZ (Organizational Project Management Maturity Model), developed by PMI, which, as mentioned above, allows you to determine and optimize the maturity of an organization in the field of project management. The results of a comparative analysis of existing standards in the field of project management are given in tables 5,6,7.

Table 4. Comparative analysis of project management standards

Table 5. Comparative analysis of standards for competencies in project management

Table 6. Comparative analysis of program management standards

Corporate project management methodology

For most Russian project-oriented companies, the most important task is to develop a corporate project management methodology that defines the basic concepts, principles, mechanisms and processes of the corporate management system. Corporate project management methodology is one of the three key elements of the company’s management system:

• PM methodology (standards, regulations, methods, tools);
• Organizational structure of the UE (project committee, project office, project teams);
• UE infrastructure (information and communication systems, directories and classifiers).

It is obvious that when developing basic solutions for corporate management methodology, one should rely on existing experience, concentrated in professional project management standards developed by the international community of scientists and practitioners.

The main comparative criteria influencing the choice of standard as the basis for project management methodology are usually:

• Approach used in management
• Composition of subject areas of management
• Availability of management document templates
• Availability of translation into Russian
• Geographical coverage
• Specialization in distribution industry.

Also, when forming a methodological base and choosing a project management approach, it is necessary to take into account the company’s existing project management methodology, characterized by such parameters as:

• share of projects in business,
• the nature of the projects being implemented,
• maturity level existing system project management
• level of training and mentality of company employees
• availability and level of information technology.

An analysis of existing standards has shown that, on the one hand, each of the presented standards has a number of undeniable advantages and can be taken as a basis when forming a corporate project management system. On the other hand, none of the presented and individual standards can fully satisfy the set of requirements.

In connection with the above, as a basis for developing a methodology for a corporate project management system, it is necessary to use combined approach using the key advantages of existing standards in relation to the Company’s business. The following standards are usually selected as drivers when forming a corporate project management methodology:

• PMBoK - as a training standard, with the aim of forming the basic principles of management at the project level, training staff and forming a common terminology in the Company.
• P2M - as a standard that provides a systematic approach to the management of the Company’s engineering projects, taking into account its strategic goals and value guidelines project.
• PRINCE2 - as a standard providing management and control at the highest level of the Company.

As a rule, the methodological basis of a corporate project management system is laid down in a fundamental document - the Corporate Project Management Policy. This document is a description of general, sufficient and mandatory principles, rules and terminology in the field of project management of the Company. Typically, this document specifies:

The role and place of projects in the activities of the Group of Companies, namely:

1. description of the projects of the Group of Companies as a form of organizing certain types of activities of the Group of Companies;
2. principles of project classification;
3. principles of project formation.

Organizational foundations of project management, namely:

1. role functions of project participants;
2. organizational structures of the project;
3. bodies and divisions of the Group of Companies providing support for project implementation.

Financial basics of project management, namely:

1. principles of project budget formation;
2. principles of project motivation.

Design procedures, in particular:

1. project management processes;
2. life cycles of various types of projects;
3. Project management processes, including the procedure for documenting the project and mechanisms for monitoring the implementation of the project plan and budget.

In conclusion, I would like to note once again that the standards and methods of project management that exist today certainly reflect global experience in project management, accumulated over decades of practical activity. However, blindly scaling these standards “as a carbon copy” into an existing business is not always a “formula for success” for a company. In order to understand what to change in the company, to what extent to “improve”, what tasks are priority and what exactly all this will lead to, it is necessary to assess the current level of project maturity of the company. The next article in this series will be devoted to assessing the level of project management maturity and value-oriented project management.

References:

• Morris P.W.G., Cleland D.I., Lundin R.A., et al., Project Management. edited by Pinto J.K. - St. Petersburg: Peter, 2004
• Ilyina O. N. Project management methodology: formation, current state and development. - M, INFRA-M: University textbook, 2011.
• Anshin V.M., Ilyina O.N. Study of assessment methodology and analysis of the maturity of project portfolio management in Russian companies Moscow: INFRA-M, 2010.
• Aleshin A. V., Vasilyeva S. S., Ilyin N. I., Polkovnikov A. V., Popova E. V. Project management: a fundamental course / General editor: O. N. Ilyina, V. M. .Anshin. M.: Publishing house of the National Research University Higher School of Economics, 2013.
• Soolyatte A. Yu. Project management in a company: methodology, technology, practice, M.:, MFPU "Synergy", 2012.

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Ministry of Education and Science of the Russian Federation

State budgetary educational institution of higher professional education

"Chelyabinsk State University"

TOursovayaJob

" Project Management Standards"

• Introduction
• 1. General considerations for creating a standard. Specialization and detail
• 2. Classification of projects as the first stage of creating a standard
• 2.1 What should be included in the project management plan
• 2.2 Project management plan and framework standards
• 3. Design deviations. Risks, problems, changes
• 3.1 Risk management
• 3.2 Problem management
• 3.3 Change management
• 4. Organizational structures in projects
• 5. Tactics and strategy for implementing a project management standard
• 6. Additional benefits from implementing the standard
• Conclusion
• List of used literature

Introduction

At first glance, the concepts of project and standard may seem difficult to reconcile. Indeed, often even the definition of a project includes words about the uniqueness, non-repeatability of goals, implementation conditions, and project results. Since this is indeed the case, what then can be standardized in project management? And if it is possible, is it necessary? Won't this just get in the way, fetter initiative, impose suboptimal or even simply wrong decisions? While Western managers prioritize the psychological aspects of management and the art of building interpersonal relationships in a project, their domestic colleagues prefer a procedural approach. This is indeed true (at least in relation to Russian managers) and means that working within certain restrictions and standards is not just familiar for our managers (let us remember the Soviet GOSTs), but also quite comfortable. What then can we say about the company’s management, for whom the presence and implementation of such standards means a guaranteed level of quality in project implementation?

Let us also refer to the results of the all-Russian conferences “Standards in Projects of Modern Information Systems”, where the topic of project management standards was presented quite widely and aroused keen interest and discussions, both in the meeting room and on the sidelines. The decisions of the conferences included “recognition of the role of standards in organizing the implementation of individual projects and in the organization of design work in general at enterprises.” And finally, let us mention the fact that the practice of creating their own methods and guides for project management is widespread in the largest Western companies, such as Oracle, IBM, PricewaterhouseCoopers, Andersen Consulting, SAP AG, Siemens, etc. All these considerations allow us suggest that the topic of the project management standard should be of interest.

1. General considerations for creating a standard. Specialization and detail

Enterprise project management standards in terms of methodology usually have a basis defined by documents of a fairly general nature (sometimes these documents are called “frameworks”). Such documents include the Project Management Body of Knowledge (PMBoK) of the American Project Management Institute (PMI), which is recognized by many as a de facto international standard, and the ISO 10006:1997 standard, which gives a number of the most important provisions of the PMBoK the status of a de jure standard. The meaning and content of the transition from framework standards (which are PMBoK, and to an even greater extent ISO 10006) to an enterprise standard lies in their specialization and detail.

Specialization means the inclusion in the standard of an enterprise of those and only those provisions that are relevant to project activities specifically at this enterprise and in relation to the realities of this enterprise. First of all, it follows that such realities must be clearly defined. Well, realities need to be defined in clearly defined concepts, measurable indicators, etc. In this regard, the enterprise standard must inevitably contain a description and classification of the company’s projects.

The company's projects can relate to various professional areas of activity (legal, financial, IT, construction, marketing, etc.), have varying complexity in terms of the tasks being solved, different scale in terms of the resources involved and the expected result. There may be some categories of projects that are specific from the point of view of specific industries. For example, in the standard of the Enron company, which at one time specialized in the field of electric power industry, international (overseas) projects were separately considered as having special requirements for legislative framework, to personnel, equipment, economic infrastructure, logistics, etc.

Organizational structures and project personnel are also a subject of specialization. The enterprise standard can not only fix standard project roles (project manager, administrator, quality manager, etc.), but also determine the structure and principles of forming project management bodies. An example of such specialization is a two-level management structure in projects for the implementation of ERP systems.

For all permanent (determined by the staffing structure) departments that are in one way or another related to the implementation of projects, the principles of their participation in projects must be determined - the types of work performed, the procedure for the allocation and recall of personnel, the forms and amounts of remuneration received.

The management of these units must determine their rights and responsibilities in relation to the organizational structures of the project. For employees involved in the project, rules must be defined regulating their work in the project, including those regulating issues of double subordination and material incentives.

The subject of specialization, of course, is project management processes. Let us represent the total set of possible processes in the form of a three-dimensional space shown in Fig. 1. The coordinate axes represent those dimensions that are mentioned in the framework standards; others may also be proposed, for example management levels, calendar periods. Each point in this space represents an elementary control process. For example, “risk planning at the system implementation stage.”

The selected elementary processes form project management procedures that can be built according to the “axial” principle (here we mean abscissa, ordinate and applicate, indicated in Fig. 1).

The actual description of these procedures constitutes the bulk of the standard. To be more precise, by enterprise standard we mean a set of documents that explain or prescribe how, in what sequence, within what time frame, and using what templates certain actions must be performed in the project management process. The number of these documents depends on the level of detail of the standard and can be quite large (from tens to hundreds of documents). In Fig. 2 they are presented in the form of a stepped pyramid (cylindrical ziggurat), which is usually built from top to bottom as the appetite of those who organize and regulate work at the enterprise awakens, and the corresponding development of the standard.

The subject of description in the standard can also be typical situations typical for enterprise projects, and recommendations for managers on how to respond to these situations. That is, a kind of solution tables, something like a list of possible faults and recommendations for eliminating them (checklist). Of course, the decision will still be made by the manager, but he will have before his eyes the generalized experience (“the son of difficult mistakes”) of previous generations.

Rice. 1. Space of management processes

Rice. 2. Structure of the project management standard

2. Classification of projects as the first stage of creating a standard

The key point in creating a project management standard is to understand what projects are being carried out at the enterprise, what their differences are, and what they have in common. These issues are related to project management practices and are reflected in the enterprise standard.

There is a widespread belief among Western colleagues that a professional project manager can successfully implement any project, regardless of what area it belongs to - from the construction of a nuclear power plant to software development. In principle, this thesis is true, but the devil, as we know, is in the details! How much time is needed and is there such a reserve? How many consultants are needed and what qualifications? How much would such a project manager cost us on its own and how much would the additional costs be?

This is especially important for enterprises implementing complex projects covering various subject areas. A typical example in which the need to attract a “universal” project manager and ways to reduce the cost of its “maintenance” is equally obvious is the project of creating a bank branch. Such a project includes a number of interrelated and, at the same time, relatively independent subprojects: legal, construction, technological, IT, recruiting, marketing, etc. In large banks, branches are created in dozens. After one or two such projects, experience in their implementation may be sufficient to formulate standard goals and results for each type of project (subproject), standard calendar and resource plans and budget, identify known risks and effective strategies for dealing with them, etc. .

But it is precisely this information that constitutes the essence of the main document with which any project should begin - the Project Management Plan (in various sources you can find other names for a similar document - Project Charter, Project Definition). Thus, specialized Project Management Plan templates can be prepared that capture very specific project management methods recommended at a given enterprise for a given type of project. And after them there are other standard templates.

2.1 What should be included in the project management plan

The content and boundaries of the project are the goals and objectives of the project, the main results, criteria for assessing whether the work or part of it has been completed.

Project milestones are the project's milestones and a plan to achieve them, possibly using a work breakdown structure (WBS).

Planned project budget

Assumptions and limitations - the premises on the basis of which estimates were made of the completion time, labor intensity of the project work and cost, including a description of the initial risks.

Requirements and standards - a list of normative and regulatory documents or their individual provisions that must be observed during the implementation of the project.

Approaches to project implementation - the concept of the proposed solution (several alternative options are possible), development methods and basic information technologies.

Organizational structure - responsibilities and order of interaction of participants, names and responsibilities key figures project

Control project documentation- structure, storage environment and procedure for creating and maintaining a repository of project documents, a list of document templates.

Deviation management - procedures for working with risks, with emerging problems and changes, forms of relevant project documents.

Quality assurance - a list and regulations for carrying out activities aimed at ensuring the quality of both the results of the project (product) and the processes of project management and work execution.

Control and reporting - regulations for carrying out activities to analyze the status of the project, appropriate reporting forms.

The advantages of standard templates are obvious - savings on consultants, unification of approaches, reduction of time for preparing project documentation. There are also disadvantages, we will note only two here. Creating such templates is quite labor-intensive, and whether they will be used or not is unknown in advance. It depends on the will and perseverance of the enterprise management. Secondly, there is a fear that the presence of such templates will hinder the initiative and independence of the project manager, and he will not be able to adequately respond to emergency situations. It seems to us that these difficulties will not be so critical if the templates are convenient, and their specialization and detail are optimal for a given enterprise and its projects. And this is a question of the quality of work of consultants and analysts who create the standard.

How many different Project Management Plan templates is appropriate to have in the standard? In order to answer this question, it is necessary to construct a classification of projects carried out at the enterprise. Moreover, it is obvious that for each enterprise this will be a unique classification. Actually, the creation of a standard should begin with the construction of such a classification.

First of all, we note that it is hardly possible to construct a single tree-like classification of enterprise projects. Most likely, there will be several classifications on different grounds related to certain sections of the Plan. Let's look at some of them.

Classification by subject areas and by products within these areas allows you to specialize the sections Contents and Boundaries, Key Milestones, Requirements and Standards. This classification can be built on a hierarchical principle. For example, “information technology” - “system integration projects” - “creation of integrated project management systems”.

Classification according to the scale of the project allows you to specialize the sections Organizational structure, Deviation management, Quality assurance. To construct this classification, various grounds can be used - territorial dispersion, as is customary in Enron Corp., or the cost of the project (IBM), perhaps some other grounds and their combinations.

Classification according to the form of payment and, therefore, accounting for work allows us to specialize Control and reporting, Management of project documentation based on such forms of contracts as “Time and materials” and “Fixed price”.

Thus, we can talk, for example, about the template “Project management plan for creating a concept (product) of an information system (subject area) worth over $ 100 thousand (scale) with a contract in the form of “time and materials” (form of payment and accounting of work )", as a macro-template obtained by a simple assembly of several smaller (micro) templates of individual sections of the Plan. In addition, the macro template should include some additional sections that cannot be determined at the micro level (such as, for example, “Timelines for work by stages”). Microtemplates can be deeply specialized - as far as the corresponding classification and the experience accumulated at the enterprise allows.

The examples of project classifications discussed above were specially selected by us to illustrate the possibility of assembling a template from relatively independent standard fragments. However, in real life there are other situations. For example, IBM has adopted a classification of projects by complexity (complexity). According to this classification, projects are divided into regular business (Business as Usual - BaU), standard system integration projects and complex system integration projects. Moreover, it is this classification that is decisive for the structure and content of the Project Management Plan. At the same time, other classifications retain their importance for the formation of individual sections of the Plan.

2.2 Project management plan and framework standards

Some may think that creating a project management plan template is quite simple, you just need to have “framework” standards at hand, such as PMBoK and ISO 10006, and understand the subject area. In fact, this is not true at all. In most cases, the framework standard provides only a conceptual apparatus and general methodological principles. Moreover, the matter is further complicated by the fact that the necessary information in the framework standards themselves is “scattered” across different sections and is not so easy to “collect, arrange, and bring to a common denominator.”

Let us illustrate this using the example of a not-so-complicated section of the plan, “Organizational structure of the project.” In PMBoK, the necessary information is scattered across several sections (2.2.; 2.3.; 2; 4.; 4.1.3.; 9), and in ISO 10006:1997(E) - section 5.8. But in both cases, this information is not enough to create a specialized template!

Thus, on the basis of the “framework” methodology, a “corporate” methodology should be created, in which the main provisions, requirements, principles and practices of project management are specified and systematized in relation to project management at a given enterprise based on an analysis of the specific specifics of the projects carried out by the enterprise.

This corporate methodology and specialized document templates form the essence of the enterprise project management standard. And the process of creating a standard resembles a spiral, at each new turn of which the techniques become more and more specialized, and the templates become more and more detailed.

3. Design deviations. Risks, problems, changes

First of all, let us clarify the term “deviations”; this is necessary, since in the literature on project management it is interpreted ambiguously. In the previous section, we talked about the Project Management Plan - a fundamental document containing a documented view of the project agreed upon by all participants. In other words, the Project Management Plan is the “fulcrum” or initial basis for all subsequent development of the project.

However, when already planning a project, we assume that not everything will work out exactly as planned. And the actual implementation of the project, as a rule, confirms these fears. The discrepancies that arise between the initial agreed and recorded idea of ​​the project (project baseline) and what actually happens are usually called deviations. Understood in this sense, the term “deviations” is equivalent to the term “deviations” used in English literature.

At the same time, another term has been adopted in English-language literature - “exceptions”, which in Russian publications is also translated as deviations. This term denotes not only the discrepancy between actual and planned results, but also the reasons for these discrepancies, as well as methods and technologies (exceptions management) that make it possible to cope with such situations in a project with minimal losses. It is this broader interpretation that we will keep in mind in the future when talking about deviations.

Traditional project management areas that deal with variances include risks, issues, and changes. And although not all standards combine these concepts with the general concept of deviation, the existence of relationships between them is obvious. Understanding these connections and adequately reflecting them in the project management standard will help not only to correctly build the procedural and documentary parts of the standard, but also, more importantly, will provide the ability to systematically monitor and analyze deviations, both in an individual project and across the enterprise as a whole.

Note that the considerations presented in this section are not some kind of abstract reasoning and are based on the materials of the current IBS project management standard. We are grateful to the company for the opportunity to use these materials, and to the development team (Ilya Vinogradov, Maria Chukova) for the opportunity to use these materials.

Managing deviations basically comes down to dealing with troubles, which in general can include three stages:

Risk management. Trouble has not yet arrived, but there is a possibility of unwanted and unplanned events that may lead to the fact that the project goals (one or more) will not be achieved. The goal of this stage is to prevent troubles before they occur, or at least meet them head on.

Problem management. Troubles have arisen and it is necessary to find out their origin, the degree of influence on the project, and ways to overcome it. The purpose of this stage is to ensure that the project can proceed as planned. standard project specialization detailing

Change management. The troubles turned out to be quite serious, and it was not possible to cope with them without damaging the project. The purpose of this stage is what financiers call “fixing losses” - modification of previously agreed products and services, deadlines and costs of work, management and technological processes, etc.

3.1 Risk management

The simplest, and at the same time necessary, thing that should be reflected in the standard is the formal side of risk management, namely:

Procedures regulating the main stages of working with risks - risk identification, monitoring and analysis of risks, development, planning and implementation of measures to counteract risks.

Templates for documents reflecting the process of working with risks - risk card, project risk log, etc.

From the variety of risk management methods for the standard, those that are adequate to the projects in which they will be used should be selected. Here we mean, first of all, the cost of implementing management procedures.

Thus, when analyzing risks, it may be possible to deliberately roughen the estimates for some specific categories of projects, for example, for projects of low cost or complexity.

3.2 Problem management

First of all, let's explain what we call problems and why problems can (and should) be managed. In the course of real work on the creation and implementation of a project management standard at an enterprise, the authors had to face the fact that the phrase “problem management” causes confusion among colleagues who did not have experience with English-language project management standards. To many, the terms “solution” or “problem resolution”, rooted in Russian-language literature, seem more familiar, which correspond to the definitions of “problem solving” or “problem resolution” adopted in the so-called “framework” standards mentioned above.

The authors in this matter prefer to follow the spirit and letter of such project management standards as IBM's MITP/PMM/WISDDM, in which this process is called "problems/issues management", which in Russian translation best of all, in our opinion, looks exactly like "management problems."

A project problem is any functional, technical, or business-related issue that arises during the project and requires an answer—investigation and resolution—in order for the project to proceed as planned. In other words, a problem is an exceptional circumstance that must be under control (that is, manageable) from the moment of its occurrence.

Typically, problems are divided into two categories - problems that can be solved at the point of origin, that is, at the project management level - problems, and escalated problems - issues, which in order to resolve them need to be raised to upper management levels, including external ones. relation to the project.

The standard should reflect the formal side of problem management:

Procedures regulating the main stages of working with problems - identifying the problem, monitoring and analyzing the problem, making a decision and its implementation, closing the problem.

Templates for documents reflecting the process of working with problems - problem card, project problem log, etc.

Special decision tables can be developed to analyze problems. For example, to determine such the most important characteristic problem, as the priority of its solution, a priority matrix can be used.

3.3 Change management

Giving examples illustrating work with risks and problems, we relied on traditional project management values ​​- resources, deadlines, quality characteristics of the product. It is clear that control actions related to countering risks or solving problems are limited to the same framework.

A change in a project is a modification of previously agreed products and services, deadlines and costs of work, management and technological processes, etc.

Traditional measures to change the resources used in the project include, for example, increasing the intensity of work, material incentives, replacing or attracting additional performers and subcontractors. If it is possible to maneuver deadlines, then we can talk about changing the deadlines for completing individual works, shifting milestones within the project, or even increasing the overall deadline for completing the project. Finally, in some cases it is necessary to resort to the least desirable measures associated with reducing the requirements for quality characteristics, replacing and even eliminating the product.

In terms of severity of consequences, changes can be classified, for example, as follows:

Planned losses (taken into account in the project management plan).

Allowable losses (minor unplanned costs).

Unwanted losses (significant unplanned costs).

Unacceptable losses (unplanned costs that are unacceptable to one or more project participants).

For each project, the degree of influence of certain changes on the amount of probable losses arising during the implementation of these changes can be initially (albeit approximately) determined. In Fig. 5 this information is presented in the form of a diagram in which changes are associated with loss areas. Of course, the types of possible changes and their location by area is a property of specific projects, or rather, types of projects. Therefore, such diagrams can be included in the enterprise standard as a characteristic of the types of projects defined in the project classification.

Restrictions on changes in resources, time, and products can be strict to varying degrees, and depending on this, quite typical situations arise in projects, which can also be described in advance. Let's look at some of these situations.

Often the change strategy is determined by the fact that, at least on one of the axes, changes should not lead to an exit from the area of ​​planned losses. And this means the need for displacement in one or two other dimensions at once. So, if it is known that the customer is focused primarily on maintaining the planned level of product quality, then options for changes related to the manipulation of resources and/or deadlines should be provided (the “Stubborn Customer” strategy). project manager business management

In other cases, other strategies may be required, for example, “Tight deadlines” or “Limited budget,” when changes in terms and resources must be recorded in the area of ​​planned losses, respectively.

The diagram can show both the desired and possible alternative measurement strategies (see Figure 6). Now, in order to be able to compare alternative options not only qualitatively, but also quantitatively, all that remains is to develop metrics for each of the axes. And then the strategy can be assessed, for example, by the area of ​​the corresponding triangle.

We also note that working with changes at the strategic level must be supported by formal procedures that describe the basic processes of change management - execution and registration of requests for changes, consideration and approval of applications, implementation of changes. In addition, change management processes should be monitored to ensure control over their implementation.

Rice. 5. Loss areas

Rice. 6. Project change strategies

4. Organizational structures in projects

Today, it is quite rare for cases when the organizational structure of a project coincides with the organizational structure of the enterprise or any part of it. Much more often employees, in accordance with staffing table, are distributed among the functional divisions of the enterprise, and to carry out the project, special temporary organizational structures are formed, called project teams, including representatives of various departments.

To create and operate a project team, certain recipes are used that ensure the efficiency of these processes. These recipes are not universal and must take into account the specifics of the enterprise - from its organizational structure to the product produced.

Among the first problems that arise when forming the organizational structures of a project and which must be resolved at the level of the project management standard, we note the problems associated with the intersection of the functions of administrative management and project management.

The implementation of the project takes place within the framework of an organization, the structure of which greatly influences the success of the project. The following basic organizational forms are distinguished:

· functional structure, which involves the use of the existing functional hierarchical structure of the organization. The project manager carries out only general coordination of work;

· divisional form of management organization (a type of functional structure formed according to regional, product or technological characteristics;

· project structure. This approach assumes that the project work package is developed independently of the hierarchical structure of the organization;

· matrix structure. An intermediate form that combines the advantages of project and functional management structures. Three types of matrix structure of an organization can be distinguished: a weak matrix, when the project coordinator is responsible for coordinating project tasks, but has limited power over resources; a balanced matrix, when the project manager coordinates all work and shares responsibility for achieving the goal with the heads of functional departments; a rigid matrix, when the project manager has maximum authority, but also bears full responsibility for the implementation of project tasks.

Other organizational forms of project management, determined by the conditions of project implementation.

5. Tactics and strategy for implementing a project management standard

Costs are associated not only with the development of the content of the standard, but to a much greater extent with those transformations in the enterprise management system that must accompany the implementation of the standard.

Let's consider some important circumstances, taking into account which will, to some extent, optimize the tactics and strategy for developing and implementing the standard. The main stages of creating a project management standard. The process of creating and implementing a standard is quite lengthy, labor-intensive and, often, very painful for both individual employees and entire departments. Therefore, it is advisable to provide for a certain phasing that allows changes to be carried out gradually, constantly assessing the results achieved and making the necessary adjustments.

Working in the field of consulting, the authors are well aware of the irritation that the words “concept” and “methodology” can cause among a certain category of respected colleagues. And, nevertheless, we would venture to say that the preferable way to create a standard is the path of sequential detailing, including, among other things, the stages of developing the concept and methodology for enterprise project management

The project management concept is the fundamental document of the project management system (PMS) of an enterprise, substantiating the business need for creating a PMS (including the economic efficiency of implementation), defining its main parameters and results, the implementation and development strategy, the scope of automation and the information technologies used.

The concept should contain an analytical section in which the components of the project management standard are described at a general level (principles for classifying company projects, defining areas of responsibility and principles for forming project teams, a list of project management procedures, the degree of their detail and formalization).

In the corporate methodology, project management processes are described in the format of procedures that determine the order of implementation of the main stages of the project, the technologies and methodologies used, as well as recommended management documents.

And finally, the operational standard develops and details project management procedures, complements them with detailed instructions for the execution of procedures and templates for management documents.

The project management standard affects a variety of aspects of the functioning of an enterprise. Therefore, its development and implementation must be carried out taking into account the general context of enterprise management, which consists of components such as the quality system, organizational structure, financial system and others (see Fig. 11).

Rice. 11. Project management standard in the enterprise management system

The project management standard is inextricably linked with the quality system and must be harmonized with the quality standards applied at the enterprise. Optimally, a project management standard should be created as component quality system of the enterprise and can become the basis for preparing the enterprise, its divisions and employees for certification according to the ISO 9000 standard and project management.

The introduction of project management methods significantly affects the organization of a company's business and, as a rule, leads to certain changes in the organizational structure of the enterprise, in document flow, and in some business processes. The project management standard is the most appropriate way to record these changes de jure, which, of course, is not possible without the interested participation of the top management of the enterprise.

A separate and very important issue is the financial management of an enterprise that implements its activities in project form. Here the relationship between three types of budgets must be defined - the project budget, the department budget and the budget of the enterprise as a whole.

These and other similar issues are in the competence not so much of project management specialists, but of consultants in relevant areas (quality, finance, organizational structures, business processes, etc.), who should be involved in carrying out these works.

6. Additional benefits from implementing the standard

Project management standard and human resources.

No matter how detailed the standard is, it is impossible to incorporate into it the entire amount of knowledge necessary for the project manager. Yes, the standard is not intended for this. The standard defines what needs to be done and when, in what form and to whom the result must be presented. But how to do it is no longer a question of standard, but of the professional competence of the manager. The answer to the question of how to look for is in textbooks and reference books (there are not many of them in Russian, but they exist).

The standard will not replace this literature, but its role in the targeted training of company personnel can be very significant. Here, in our opinion, the following parallel would be appropriate. In terms of project management processes, the enterprise standard specializes and details the requirements of framework standards (such as ISO 10006 or PMBOK PMI). Similarly, in terms of qualifications of management personnel, the enterprise standard specializes and details the requirements regulatory documents framework in this area (such as ICB or STC).

The enterprise standard includes sections related, first of all, to the most critical areas of project management for a given enterprise. These are the topics that should form the subject of a staff training program. Moreover, a detailed training program in the form of a list of qualification requirements can be included directly in the text of the relevant sections of the standard. The same requirements may be included in the job descriptions of project management personnel.

And, of course, mastering the enterprise project management standard is the most important step for a specialist hoping to receive an internationally recognized certificate in the field of project management.

Project management standard and maturity level of management processes.

The very fact of using a project management standard indicates that the enterprise has reached a certain level of maturity of management processes. In order to measure this level and determine directions for further development, various methods can be used. One popular approach is the use of maturity models; the Capability Maturity Model (CMM) is widely known and is used to assess the maturity of software development organizations.

Similar models exist in the field of project management. Actually, such a model, although quite simplified, was proposed by us in one of the previous notes when discussing the strategy and tactics of creating a standard. This model assumes the use of three levels of maturity, which correspond to the concept, methodology and operational standard of project management.

As another example, let's take a five-level model (PM) - Project Management Process Maturity Model.

The first (initial) level of maturity corresponds to a situation when the organization does not have formally adopted project management procedures, projects are not planned, and project work is poorly defined in terms of content, scope and cost. Project management processes are completely unpredictable and poorly controlled. Senior management often does not understand the key issues of project management, so the success of projects depends more on individual efforts than on the organization of project management processes. Companies at this level can be characterized as spontaneously trying to master the basic processes of project management.

The second level of maturity (the level of individual project planning) corresponds to the use of individual informal and incomplete project management procedures in the organization. Project management processes are partially recognized and controlled by project managers. However, in each specific project, planning and management depends on the individual approach of its leader.

The third level of maturity (management level) involves partial formalization of project management processes and the use of a basic system for planning and project management in the organization. Companies that have achieved this level have a systematic and structured approach to project planning and control. Project personnel are trained to understand and apply project management methodologies and tools.

The fourth level of maturity (integration level) is characterized by complete formalization with official approval of all project management processes and documentation of all relevant information. Companies that have reached this level are able to effectively plan, manage and control the multitude of projects they carry out. Project management processes are well defined, quantified, understood by staff and implemented. Data related to project management processes are standardized, collected and stored in a database to enable efficient and objective analysis and quantification of processes. The collected data is also used to predict undesirable trends and prevent possible adverse situations that threaten to degrade productivity and quality. This allows the company to create a foundation for objective decision making.

And finally, at the highest, fifth level of maturity (improvement level), the company's project management processes are constantly improving. Provides automatic collection of project management data to identify weak points in processes. This data is carefully analyzed and quantified to identify opportunities for further improvements to project management processes. This level presupposes the availability and use of tools for continuous improvement of project management processes. Such tools may include, for example, organizational structures, procedures and information technologies that provide opportunities for auditing, monitoring and examination of projects.

In our opinion, whatever model of project management process maturity is adopted, the project management standard should play a key role in it. So, achieving the third or more high levels maturity model (PM) is simply unthinkable without a project management standard. And it is the standard that is a formal reflection of the achieved level of maturity of project management processes.

Conclusion

An enterprise project management standard is, first of all, a set of documents that explain or prescribe how, in what sequence, within what time frame, and using what templates certain actions must be performed in the project management process. These documents do not belong to any one project and form the regulatory and methodological support for the project management system as a whole, and their number can be quite large.

Because of this, one of the promising approaches is to organize the standard as a knowledge base, which provides all the necessary services for updating and searching documents, organizing relationships between documents, cross-referencing, etc. Although there are examples of another approach, when a specialized information environment is created to maintain the standard

The project management standard is an internal company document. However, like any achievement in the field of quality, the presence of this standard has a significant marketing effect and strengthens the company’s position in the market.

Very often, in order to receive a lucrative contract, a company must show that it knows how to manage projects and is able to do it. Actually, almost any major tender for the development of information systems necessarily contains requirements regarding project management. Sometimes these requirements are specific, for example, "How will the project team be organized to accommodate the multiple parties involved in the project? How will relationships with various partners be maintained?" More often they are formulated in the most general form: “Provide information on your company’s management processes that allow you to track and control all aspects related to the project, including …”.

Let us note, first of all, that the answers to the vast majority of these questions are (should be) contained in a ready-made form in the project management standard, which in itself significantly simplifies and reduces the cost of preparing tender proposals. And, in addition, answers with links to your own standard look much more attractive in the eyes of the customer than variations on the PMBOK theme, since they show that your company has project management experience (a) available, (b) systematized and (c) replicated, that is, it is used massively.

Considering that the contribution given to overall rating tender proposals with project management requirements sometimes reaches fifty percent, the effectiveness of the project management standard becomes quite obvious.

List of used literature

1. Mikheev V.N., Tovb A.S. "International and national standards for project management, project management and professional competence of project managers." M., 2002. - p.33-37.

2. Tovb A.S. Tsipes G.L. "Standards in projects of modern information systems", M., 2002. - pp. 42-47.

3. Tovb A.S. Tsipes G.L. Enterprise project management standard. "Director of Information Service" No. 1-6, 2001 and No. 1-6, 2002.

4. Bazhenov R.A. "Standards and rules of design thinking" (online resource)

5. Project management. Handbook for professionals. Ed. I.I. Mazura and V.D. Shapiro, 2001.

6. “Director of Information Service” No. 5, 2001.

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If the task of optimizing activity arises, then the issue of compliance with standards arises by itself. These are the direct needs of a business that actively uses project management methods. The project manager is no less interested than others in confirming his professional experience to colleagues and employers. He wants to prove his knowledge and skills as a PM professional and get paid for them. In this regard, project management standards are very important. After all, based on them, you can carry out your work activities and prove your own professionalism.

Standards

Standards are considered to be norms and samples of objects that are comparable to other such phenomena. A standard can also be called a document that specifies established rules, norms and requirements that make it possible to assess compliance with them in labor activity. There is only an important difference between the first and second definitions. The first corresponds to the ideal, while the second only contains recommendations on how to get closer to it.

Various design practices have been carried out around the world for more than half a century. Therefore, millions of procedures of this nature have been carried out, including those where unique solutions to various problems were used. In connection with this, the need arose to systematize this process, its generalization and unification. Therefore, over time, it became a separate branch of management, where various project management methodologies and standards emerged.

First, it was necessary to define general terminology and concepts so that later it would be possible to obtain and generalize the requirements for work and its quality. Various project management technologies were developed. Based on this, it is logical that there was a need to determine exactly what qualities and skills a person who will be involved in project management needs, and what steps he must take to become a successful manager.

Types of standards

Thus, there was a need to create institutes that study management in this area. At first everything was carried out at the national level, and then it went international. Thus, these institutions collected, accumulated and structured experience in order to understand exactly how to manage a project so that it produces a specific result. To define project management standards, best practices were analyzed and synthesized. To accomplish this, two management components were used: objective and subjective. That is, individual projects and entire companies were considered together with the qualification requirements of project managers. Thus, methodological solutions emerged that allowed:

1. Definition and understanding of terminology, the subject of activity of this area and the role of all project participants.
2. Ensuring the development of specialists and management who practice activities and increase the results and effectiveness of the following projects.
3. During certification, first of all, the qualifications of professionals are assessed and confirmed, and secondly, the practices themselves used by these employees are assessed.

Standards can be divided into four types: international, national, industry and corporate.

PMI Institute and its standards

The development of project management technology began in America in the sixties. This was influenced by many factors, the main ones being the advent of the atomic age, competition with the USSR for space exploration and the creation of new defense strategies. It was a time of great change, and the need to establish project management and create a universal model for this was simply undeniable. Therefore, in 1969, the first non-profit organization Project Management Institute was created in the USA, which was developing standards. Project management based on the PMI standard is carried out throughout the world and employs more than three million professionals in this field.

Thus, a basic standard was created, based on management methods as a system of generalized experience of all successfully implemented projects, which were regularly studied by the institute’s staff. and has become the national standard in project management in America. The productivity and success of this standard has taken it from national to international level. Thus, on at the moment Project management based on the PMI PMBOK standard is used by companies around the world. Moreover, new versions of this standard are constantly being developed, based on the regular synthesis of best practices and theoretical knowledge.

Model of interaction between project management processes

Project management theory forms the basis of the PMBOK guide. It is built on key aspects of the process model and takes into account all phases. In addition, it takes into account all functional areas of knowledge relating to management zones and their interactions with research objects. An important place in the standard is occupied by the management plan. Before the first edition appeared, the institute spent twenty years collecting necessary information and information. And already in 1986, PMI released the first guide based on its research, which is constantly being updated taking into account modern trends. At the moment, there are already five different publications that successfully help business development and represent American national project management standards.

ISO standard

Naturally, there are many standards in the world that have reached the global level. And each of them is engaged in fierce competition to become the leader in project management technologies. There is a constant development of the market for certification and consulting services. This indicates the prospects of this direction. And the largest part of this market can be occupied by that corporation that will gain authority at all levels - from professional to global. It is she who will train and certify professionals, ultimately developing at their expense.

It is the oldest and most powerful international organization involved in standardization of almost all areas of business and technology. Since it is a leader in standardization at the global level, it has the right to introduce any new standards into the overall system, which, in fact, is its main difference from other companies. It is able to provide itself with impeccable promotion channels, since it cooperates with the bureaucratic side of almost all states. The fact is that the project management standard ISO 21500:2012 issued by this company has every chance of leadership. This is the primary guide to project management in most countries around the world.

Difference between ISO 21500:2012 and PMBOK

ISO created the first management standard back in 2003. It contained the basic guiding principles that could ensure the quality of the project. Despite the company's plans for mass distribution of the document, they did not materialize. Therefore, by 2012, ISO developed a new document in collaboration with PMI. The project management standard has now become similar to its competitor in many aspects. This is mainly expressed in the preservation of the consistency and completeness of the product.

The main features of this standard are as follows:

• allocation optimal ways implementation of the project regardless of its specifications;
• drawing up an overall picture that is understandable to all project participants, showing effective principles and management mechanisms;
• provide a framework to improve design practice;
• constitute a basis that unites standards at all levels in the field of project management.

It turns out that these two standards are extremely similar in content. The most complete analysis of the differences between projects was compiled by the Polish scientist Stanislav Hasik, highlighting all the differences in the standardization of project management.

Standardization direction ICB IPMA

The International Project Management Association IPMA was founded in Switzerland in 1965. The main purpose of her education was to exchange experience between project managers from different countries. And in 1998, they established the concept of professional project employees. That is, this system should have received a standard on the basis of which certification of the competence of specialists would be carried out. Thus, the ICB standard was developed, based on accumulated experience and taking into account the national competence requirements of most European countries. At the same time, a four-level certification model was approved.

In contrast to the already described international and project management, ICB IPMA took as its basis the structuring of the experience, knowledge and skill of leaders in the field of project management. Its main purpose is to establish internationally generally accepted requirements for the competence of PM specialists. At the moment, there is already a third edition, in which there are 46 elements collected in three groups: technical, behavioral and consensual competence. The latter is expressed in the manager’s ability to build effective strategies with the participation of all stakeholders.

A schematic symbol shaped like an eye was also developed. All groups are listed there. The manual does not contain specific descriptions of methods, processes or tools for management activities. But the methodology is indicated on how to correctly approach knowledge, skills and communications. But with its help, you can determine to what extent the applicant for the role of PM is ready to begin his duties and in what areas he still needs to develop.

From this it turns out that these are diametrically different standards, and therefore the approaches to certification differ. PMI certification allows you to obtain the PMP title, and international project management standards are the same in this case. You can get a certificate in our country in the capital and St. Petersburg. There are three stages to be completed, namely an interview, an exam and pre-qualification.

If we take the responsive functioning of the system as a basis, in case American method orientation is towards a single complex of knowledge and concepts. But IPMA evaluates the business and personal qualities of the applicant.

PRINCE 2 standard

Another national project management standard, PRINCE 2, was developed in Britain and is currently used throughout the world. But it is not able to compete with the American leadership, since it represents a private methodology for certain types of projects. It is based on clear instructions, the implementation of which ensures the reliability of the effective implementation of the project. Despite the limited scope of the standard developed in England, it is still applied quite widely. It is used in IT design, in the development and launch of new products, in the housing sector, in engineering and in the public sector.

The methodology includes the sectors of foundation, plans, organization, quality and risks, among others. When applying this project management quality standard, it is necessary to constantly closely monitor certain sets of topics and follow the technology, which is described in great detail and depth in the methodology. There is constant adjustment to the project environment, generation of management products and support of their documentation. A total of seven principles, themes and processes are used. This allows us to achieve certain quality standards for projects. But there is also a drawback - there is no elaboration regarding the management of contact supplies, stakeholders, and a number of other processes that are described in the American international project management standard.

Practice of selection and joint application of standards

There are also Russian national standards that cover project management. The fact is that many companies prefer to use foreign standards for certification and management of their projects. But at the same time, various GOSTs have been developed both for individual companies and international standards.

As for the combination of standards, in many cases it is simply impossible to do without it. For example, companies using English standards need an additional methodology similar to PMBOK. In turn, using only the American standard leads to a lack of localized methods. But ISO or its analogue - the project management standard GOST R ISO 21500-2014 - is able to establish laconic requirements, without being adapted to specific corporate requirements. In general, the application of any methodology requires adaptation to the management culture of the given organization where it is used.

Conclusion

Having analyzed almost all the main international project management standards, we can safely say that domestic standards are not applicable in practice without foreign additions. In turn, world standards require optimization and adjustment to the mentality and management system in our country. Thus, the only thing we can count on is that we will soon have more refined domestic standards that can meet the needs of business and project management. But until this happens, it is necessary to combine various standards in the field of project management to obtain effective results from the work of PM professionals.