Step-by-step instructions for developing an internal power supply project. How to Manage and Schedule Projects and Composite Tasks: A Step-by-Step Guide for Managers and Employees Identify All Stakeholders

Where to start when you start working on a project, how not to get lost in the mass of data, take into account the interests of all stakeholders? Victor Stepanov, head of the project office of the Izovac holding, coach of the BusinessTools company, an expert in the field of project management, spoke about the necessary actions at the start of the project. They will help you effectively prepare for work and achieve results.

1. Determine the owner of the project

At the very beginning, you should answer the question: to whom and why need this project? In the case of an external customer, everything is simple - there is a specific client there. In internal projects, the main stakeholder is the project owner.

In various literature, it is also called a sponsor or customer. All these are synonyms and they denote the person for whom the project is being done. I emphasize: this is Human , but not company, business or society.

You can identify the owner of the project by two signs: the project solves some problem of this person, and he himself is able to decide the fate of the project (give it a “green light” or stop it). Until you understand who you are doing the project for, you can not even start work: without an enthusiastic owner, the project is doomed. Sooner or later, interest in him will fade away.

2. We identify all interested parties

In each project, in addition to the owner, there are such mandatory roles as:

• initiator,
• project Manager,
• end users.

There are also members of the project team, their leaders (projects are rarely limited to one division of the company), the program manager (if the project is part of a strategic program), suppliers and contractors, external controllers - in a word, everyone whose interests are affected by the project. In the project methodology, stakeholders are called "stakeholders". Moreover, their interests not only differ, but are often contradictory.

For example, the leaders of project team members typically cannot allocate as much of their people's time as the project manager would like; suppliers and contractors are interested in raising prices, and external controllers impose serious restrictions on certain costs or activities.

3. Define the goals of the project

Any project is focused primarily on the goals of its owner. If the project does not meet the interests of, say, a supplier or a specialist, the project will simply have another supplier or specialist, and this is not a tragedy. But if the owner of the project does not get what he needs, the project will not exist.

It is important for the project manager to discuss in detail with the project owner why he needs all this, what problems should be solved or what opportunities should be used. For example, a company is developing New Product. Why is this being done? To sell more to existing customers? Or to attract new customers, diversify risks, and edge out competitors? The answers to these questions become goals.

4. Determine the results of the project

The goals and results of the project are partly synonymous, because both are desirable for us. But if the goals are the “why” of the project, its driving force, then the results are something concrete: things, documents, software that the team is taken to receive by the end of the project.

For example, when developing a new product (let it be a pie with a filling), the results will be: the recipe for the pie, costing, perhaps baking ovens, if they were not there before, the necessary permits.

Responsibility for delivering results rests entirely with the project team. When the results are received and transferred to the project owner, then he will already achieve the goals of the project. And it is completely normal if the understanding of the success of the project can come only some time after it is completed.

Project deliverables are the clear commitment of the project team, while project goals are its guiding star. You can go the wrong way by choosing the wrong way to implement the project; but you can always "reboot" the project, agreeing with its owner on the new results of the project, moreover, that its goals remain unchanged.

5. Take on project planning

We all know very well that no one wants to implement other people's ideas. Plans developed without our participation do not inspire confidence in us: the deadlines seem unrealistic, the very approach to solving problems can be questionable. Therefore, to develop a plan, you need to work not alone, but as a team.

I recommend this technique: assemble a team for what is called a "planning workshop." Get out of the walls of the company in a separate room (if the project budget does not allow, you can meet at someone's house or in the country) and devote the whole day to working out the project. Order a pizza, take large sheets, felt-tip pens and stickers - this will allow you to work with a large amount of disparate information without being distracted and not miss important details.

Refine your goal statements and deliverables, storm different approaches to delivering the project, and work together to estimate timelines and budgets. The day will fly by quickly, not the fact that you will get a perfect plan, but you can be sure: this will be the basis for which the team will “sign up” with you.

By the way, this day will give the observant project manager a lot of information about who is on his team. To what extent are these people able to listen to others, do they have their own ideas, what are they ready for for the success of the project, can they be relied upon? It's not too late to "land someone on shore" now. Those who stay on the project and form the backbone of the team must clearly understand what each member of the project team is responsible for.

6. We draw up a project charter

You can fix all this (goals, results, success criteria, responsibility of everyone) in the project charter. The finished project charter must be approved by its owner.

Is this document necessary for any project? Here I can draw an analogy between starting a project and starting a business. Today it is possible to register a company in one day, and no one in the executive committee will even read your charter: the founders are fully responsible for the content of this document. But the worse the charter of the registered company is worked out, the more difficult the proceedings will be at the later stages of business development (both in case of problems and in case of business success).

Hence the advice: do not lay a mine under your project, negotiate on the shore. I believe that the charter brings 80% of its benefits at the start, because helps all project participants to understand each other, eliminate discrepancies, fix obligations.

Of course, small projects do not need to be overloaded with methodology and procedures. No need to write a project charter for an office party for a dozen employees. Although it does not hurt to do all the work described above in the mind of the party organizer. Then both the employees and the boss will be happy.

Victor Stepanov

Management and investment consultant, project manager. Author and presenter of a number of project management seminars, including the Advanced Professional Manager course.

Experience corporate programs training in the project approach and project management tools: Gamestream (Wargaming), Velcom, Milavitsa, Santa Bremor, etc.

CEO

Combat practice taught: those who froze in their studies, fell behind or did not want to notice anything new in the tactics of air combat, they would inevitably be beaten. And nothing will save him - neither intuition, nor personal courage

Ace pilot Pokryshkin Alexander Ivanovich

to whom: owners, top managers, executives

Compound tasks and projects as time wasters of the manager

The eternal question: What is the reason for the high workload of managers with an endless stream of operational tasks generated by subordinates?” The answer may seem unexpected at first glance: one of the reasons is the lack of a manager's technology for managing complex tasks and projects. In this case, a lot of managers' time is spent on two things:

• Total control, because as soon as the task is released into more or less “free floating”, it will definitely find its iceberg.
• A thousand questions on each project and compound task at each step of its implementation from a subordinate: “ We did it, what should be the next action?”, “We are faced with such an obstacle, what to do?”, “What are the important parameters to consider for this action?" etc.

“Golden Key” for owners and top managers

Is it possible for a leader to completely get rid of the time spent on monitoring and managing complex tasks and projects that are assigned to his subordinates? In my opinion, hardly. For the direct duty of the manager is to be responsible for the results of the work of each subordinate employee.

But to reduce the time for excessive control and your involvement in solving the problems of subordinates by several times is real. For owners and top managers, this is one of the “golden keys” that allow them to open a way out of the “quagmire” of operational tasks and move to the level strategic development and company management.

For this it is necessary change the approach to project management and compound tasks. About how to build effective project management in your company / department, and will be discussed in the article.

Basic definitions, differences between projects

Differences in projects will be important at some stages of the “Algorithm for preparing and managing a compound task or project”. Depending on the type of project, the set of actions within the algorithm step may differ.

By giving definitions, I mean that we are talking about projects and composite tasks that are performed for the first time (this is the difficulty, because there is no execution schedule and / or an employee who performed this work earlier). For if there is an actual regulation, it becomes a matter of technology to complete the task (unless, of course, “ ”) is implemented in your company.

Project is a set of tasks linked by a single goal that must be completed within limited resources (time, people, money, etc.). For example, “implement CRM” or “run contextual advertising” are classic designs.

Composite problem- this is a small-scale project, a kind of “mini-project” (as a rule, it consists of no more than 40 tasks with a planned duration of no more than 1.5-2 months). Further, where the word “project” is used, the “composite task” will also be understood (i.e. these concepts will be synonyms), except for cases where the text contains a separate clause about their separation.

Unique project- a project that is carried out with a high degree of probability once. For example, " implement a task management system”.

Recurring project- a project that is likely to be repeated many times in the future with minor changes. “ Implement CRM” will be a recurring project if the firm where you work is part of a group of companies.

mixed project- partly “unique”, partly “repeating” project. For example, " draw up a standard contract for clients” will be a mixed project. Here the unique part is the essence of the contract. Recurring part - principles and rules in compiling standard contracts, which are important to develop for subsequent similar work.

Internal project- a project that is aimed at solving the internal problems of the company.

external project- a project that is associated with the performance of work for clients (usually paid).

Program- a project that lasts continuously as long as the object to which it is directed exists. For example, the “sales system development” program has been around for as long as a company that does business.

Before starting work, if you have senior manager then ask yourself: What type of project did he assign you?” For you, this may be a “unique project”, but for him “repeated”.

Algorithm for preparing and managing a composite task and project

Before proceeding to the description of specific steps, I would like to note the advantages of the proposed algorithm for both managers and subordinates.

Benefits of the algorithm for executives

• Significantly increases the likelihood of successful completion of the project. Without properly organized work, the results are often negative. For example: project losses and costs outweigh the benefits; everything is NOT done as it should; everyone quarreled with everyone; the company does NOT achieve the results and goals of the project, etc.
• Enormous time savings in managing projects and complex tasks.
• The opportunity to finally take on many important tasks that have been put off for years due to the fact that the likelihood of their positive completion was extremely small.
• Transparency: it is clear who, when and what work will be performed. Whom to ask for the final results of the project.
• Minimization of risks, and hence the increase in the probability of successful completion of the task.

Advantages of the algorithm for subordinates / performers

• Less likely to receive a small or even large project from the manager, described in just a few words (for example, “ implement CRM!”), without any resources and agreement on the project plan. After all, it is clear in advance that when delegating in this format, most likely, you will be to blame, no matter what you do (and the execution algorithm was not the same, and the implementation was not organized in such a way, and the results are unsatisfactory).
• Clarity about who is responsible for coordinating actors and for all project work.
• More opportunities to get a positive assessment for your work from the manager, and these are: prospects career development, increase in monetary reward, etc.

Now practice. We are talking about specific actions within the framework of a step-by-step algorithm for preparing and managing a project.

1. Designate a Project Owner

Responsible for the project (project manager) should be in the singular. Get rid of the “committees” here, general meetings, collegial decisions and other technologies that “blur” responsibility.

For example, in one of the companies, the project “drawing a banner” was regularly carried out. The person in charge had to approve the final version with more than five people, following the comments of each of them, changes had to be made to the banner.

What happened in the end? To the manager's question: Why is there such a thing in the banner?”the predicted response was received“ This thing was suggested by one of the contributors". Since all the additions were discussed by the five of us at three meetings, and without keeping minutes, no one could remember who and when the proposal was made. And more than that: who is responsible for its adoption.

This thing was suggested by one of the contributors!

How to organize the process in this case? Designate only one person in charge. Other interested persons give recommendations and they are fixed, but at the same time, the person in charge determines whether to respond to them or not. According to the final result of the work and how the person in charge acted with really valuable recommendations, he is evaluated. professional suitability to lead this project.

It follows that when choosing a person responsible for the project, it is necessary to take into account both his current qualifications and the area of ​​​​proximal development. Correlate them with the criticality of the quality of the process + the result and the timing of the task. After weighing the pros and cons, decide degree of participation project manager at the following preparatory stages (possible options: total with the implementation of the most important works, by the hands of employees for the purpose of their training, preparation of plans and control - the rest is done only by the performers).

2. Define the goals of the project

An important stage, which, as usual, is skipped in a rush to get to work faster.

Objective of the project- This is the result that you need to get as a result of the work. VK. Tarasov says: The meaning of any activity lies outside its limits.". Therefore, the goal of the project, of course, is different from “complete the project”.

The meaning of any activity lies outside its limits.

In practice, it looks like this. The goal of the project “Implement CRM” is different from “implement CRM”, and should sound something like this: “ Create a database of customers and interaction with them in a formalized form to increase sales and reduce personal dependence”.

It is also useful to define sub-objectives for the project, guided by the principle that the right solution "closes" along the way and several other related tasks. For example, due to the correct implementation of CRM, you can also solve the problem of saving time when recording interactions with customers (automatic recording of phone calls and saving correspondence).

3. Fix project success criteria

The classic criteria for success are compliance with and/or tolerance for deviations from key parameters project. Did the project achieve key and additional objectives? Has the project been completed on time and within the initially allocated resources?

If a response is received No At least one of the questions following the results of the project must be followed by an analysis of the causes and proposed actions to prevent, if possible, such deviations in the future.

It is important to formulate the criteria so that the project manager understands how his work will be evaluated.

4. Identify risks and opportunities. Think about how to prevent and respond to risks and how to seize opportunities

Work with risks in two approaches. The first is before drawing up a project plan. The second - after the compilation, when the list of risks can be supplemented by clarifying specific actions to complete the task.

I recommend identifying risks and opportunities using a classic SWOT analysis. Detailed description see the link for the method. In short: as part of the SWOT analysis, you need to draw a table in the cells of which you will write:

• Internal strengths(internal factors dependent on the company that increase the likelihood of project success. The answer to the question “what is the strength, brother?”) - refer to opportunities.
• Internal weaknesses(internal factors on the part of the company/experience/technology, etc. that “weaken” or may negatively affect the project) - relate to risks.
• External strengths (external factors that increase the probability and help and / or can help the project) - refer to opportunities. For example, in the “CRM implementation” project, strong competition in this market allows you to choose a contractor based on the price / quality ratio, i.e. get quality work without “space” investments.
• external weaknesses(external factors in relation to the company that carry risks for the project) - relate to risks. For example, for a project “implementation of CRM” is software for which it is difficult to find contractors + lack of regular and rapid product development.

Risk Management Algorithm

Based on the results of compiling the SWOT analysis table, first write down sequentially for each risk(arrange them according to the degree of criticality and probability of occurrence):

1. actions to be taken to minimize the likelihood of its occurrence;
2. actions to be taken if the event does occur.

Both items should be included in the project work plan. But do not get carried away, it is unlikely that the manager will appreciate your noble impulse when you provide him with ten pages on working out the risk of “sudden nuclear strike” for the “implementation of CRM” project.

Opportunity Algorithm

Now it's time for opportunities. For each of them, write down sequentially (arrange the possibilities according to the degree of utility and the probability of their occurrence):

• actions to be taken to take advantage of and/or increase the likelihood of this opportunity occurring;
• actions that are planned to be taken if the opportunity “opens up”.

Typical Buying Opportunity software(and not only!) - ask a question: “ Are there any promotions running right now? What promotions are planned for the next 2 weeks?” When you make a project plan, supplement it with the resulting actions.

Conclusions from the SWOT analysis

Based on the results of the study of risks and opportunities, I recommend briefly listing in the conclusions “ the most dangerous risks" and " the most amazing opportunities” + to conclude whether it is worth continuing to work on the project at all or the risks are so great that it must be completed immediately or shelved until better times.

5. Make a detailed work plan for the project (total decomposition)

I don’t remember who said that “the quality of the plan determines the result of the work by 70%”, but my experience shows the validity of this saying. No wonder I used the term “total decomposition” in the title. It is understood that each item in the plan will be described in as much detail as possible. If there is a regulation or principles for the performance of work for any of the stages, they must be referenced next to the corresponding item in the work plan.

The quality of the plan is 70% determined by the result of the work

If the results of the project will be used in other projects or the project will be repeated regularly, be sure to supplement the plan with a paragraph on the need to develop regulations and instructions based on the results of the project.

Plan immediately for intermediate control work at key points in the project plan. key point- a task, in the event of an error and / or incorrect execution of which, it will be expensive and / or difficult to change anything, or highly likely unpleasant consequences may follow. In other words, this is the point of risk.

One of the most important properties of the plan (sorry for the banality!) - after getting acquainted with it, the performers should understand what they need to do.

How to make a plan when the project is very cumbersome

There are individual cases. when the project is very complex and large-scale (the so-called super-project or long-term program). A classic example of such a project is “website development”.

This is where we can be of great help. mind cards. With their help, it is convenient to develop non-obvious plans and solve complex problems (I talked about the use of mind maps and programs for creating them in the article “”).

Make a mind map for a super project. Divide it into simpler subprojects and already “run” them according to this algorithm. For example, “website development” can be divided into subprojects: “Collecting and posting feedback from customers”, “Creating a FAQ directory”, “Integration with mailing services”, etc.

How to choose a planner

I am often asked the question: And who should draw up the plan, the manager or the subordinate who is entrusted with the project?” When choosing “who will make the plan”, it is wise to consider both the qualifications and the area of ​​proximal development of the subordinate.

If a person has not made plans before, then one cannot expect that he will succeed the first time, at least “satisfactorily”. Recommendation for leaders: teach and help employees to master the technology of drawing up project plans.

If the position and necessity oblige the employee, but there is no positive dynamics due to lack of talent or laziness, such a person, unfortunately, is unsuitable for professional work. What to do with it, I tell in “”.

I remind you that following the results of drawing up the plan, it is necessary to update the list of risks.

6. Make a list of key project documents

The list can include both completed and ongoing projects, partially related to the topic, and documents, information from which can be very useful in a global sense (what is useful for a particular point of the plan should be indicated there). Links to any previously developed materials must also be.

For example, you are starting a project “creating a system for attracting customers from the Internet” (by the way, in this case we can help you create a good and right plan project within the service “ ”). Here it would be correct to include in the list of key documents: the current sales algorithm, a link to previous reports on work from contractors, results marketing research etc.

7. Determine the amount of required resources, allocate them to the project manager

Yes, now that you have a detailed plan, determining the amount of resources needed is a matter of technique (very different from the “out of the box” method, isn't it?).

Be sure to allocate the required resources to the project manager. Phrase " with resources, any fool knows how, and you find everything yourself” certainly guarantees failure. If this is how things happen in your company, try moving on to the “Evaluation of the results and org. findings". Are you satisfied with the results? Congratulations, you are a level 80 wizard and can sculpt gold ingots “out of shit and dust”. Close the article immediately, it will only harm you :-)

8. Record intermediate results and agreements in the project log

project LOG- this is the place where you need to record the intermediate results of the project (if everything is formalized in the task setting system, fix links to them), key agreements, changes in resources and other parameters.

For example, as part of the CRM implementation project, you decided to explore various services, recorded the results in a separate document and discussed with the CEO. The final decision and the principles that the CEO was guided by must be recorded in the project log. Otherwise, you yourself understand, then no one will “find the ends”.

9. Start the project, manage and control

The project before the start can be divided into several stages. Depending on the scale, the project manager transfers part of the tasks or all of one of the stages (or maybe all at once) to the task setting system in a formalized form (for example, Bitrix24).

The best control on the part of the leader is preliminary, i.e. at the level of setting goals, assessing risks and opportunities, and of course, drawing up a work plan.

Checkpoints for beginners within preliminary control can be located after each of the stages, for “advanced” after drawing up a work plan, and for “bison” - free swimming is also possible if their competencies have been repeatedly confirmed by previously completed work.

Better supervision by the manager - preliminary

Yes, at the stage of assessing the quality of the work plan and risks, additional time of the manager can be spent. But that's the one "Golden Key", which I mentioned at the beginning of the article. But in the process of performing work, time will be saved many times more for both the manager and the subordinate!

This control, of course, is not limited. Both the project manager and his/her immediate supervisor must carry out and intermediate control(think of “key points” and planned intermediate controls during the work plan phase). Evaluate both the dynamics of the project, compliance with the specified parameters, as well as emerging problems and the methods used to overcome them.

10. Final. Analyze results and correct errors

Those who do not perform analysis and do not work on mistakes step on the same rake repeatedly. As part of the final control, analyze and record the following in the project log:

1. The quality of the result and compliance with the formulated standards. Are there deviations? Why and what is the reason for their occurrence? What actions should be taken to prevent them in other works and projects? Read more about assessment methods in the article “”.
2. Errors and difficulties that arose after the fact and the actions taken to solve them. Why couldn't they be avoided? How to avoid them on other projects and jobs? What regulations need to be drawn up and / or amended in existing ones?
3. What difficulties and mistakes were avoided? Why? How to avoid them on other projects as well?
4. Opportunities and successes used in the work on the project. What caused them? How did you manage to use it? How to use in other works and projects? What regulations need to be drawn up and / or amended in existing ones?
5. What features were not available? For what reasons? How to use in other works and projects? What regulations need to be drawn up and / or amended in existing ones?

After fixing and analyzing the results, the project manager submits the result to the task manager, who actually chooses where to put the comma in the sentence “ encourage not punish”.

What software to use for project management

If you are just transitioning to project management, I recommend the following method:

1. Use a GoogleDocs file (other online text editors will work) for all of the above. It is very convenient to discuss the risks and the work plan using the document comment system and the ability to edit / supplement it at the same time. When a project plan is difficult to draw up, resort to the help of mind maps. Divide a large project into several subprojects.
2. Transfer tasks from the plan to the task setting system (we use Bitrix24 for this). Control time and other task parameters in this system. As for Bitrix24, it has the ability to make connections between tasks, as well as create tasks of the second and third levels (subtasks).

• One of the options for entering the system. Make one "root" task for the entire project, assign a responsible project manager. Make subtasks according to the number of stages with the same responsible person. Next, for the newly created subtasks, add second-level subtasks that will correspond to the items in the project plan, assigning responsible persons and planned time for completion.
• Also enter control tasks in the task setting system!

Bonus for attentive readers: “Project Log” template!

Would you like to receive a sample template for a “Project Log with a developed structure: goals, SWOT analysis, plan, summing up?

Follow 2 simple steps:
1) Leave a comment to the article at the very bottom, as in the screenshot at the link: https://yadi.sk/i/QHQ2_R4oiWjkV (Write briefly about how you manage projects and complex tasks? What difficulties did you encounter? Please justify your answer If you wish, add questions to your comment).

2) Submit an inquiry to receive a document through my personal accounts in social networks(via private message):

In the bottom line, or how a leader can get freedom from endless and useless work

The ultimate task of the leader is: each of the subordinates must be able to compose detailed plans work on projects and compound tasks(except for low-skilled line staff: cleaning lady, merchandiser, call center operator, etc.) and, of course, manage them in such a way as to achieve a positive result (project goals within resources).

This is save you from an endless stream of operational tasks, questions from subordinates and problems arriving in no other way than a heap flock.

Based on the results of reading this article, the tools for working with projects and compound tasks are in your hands!

03.03.2017

Steps from "A" to "Z" for beginners and experienced

Project: a set of planned actions taken to solve the problem of a specific target group, limited in time and resources, with concrete results.

Social project: a program of real actions, the purpose of which is aimed at solving an urgent social problem in society, and the tasks are aimed at positive results and changes in society.

The main requirements that the project must meet:

relevance- the reason, the grounds for the implementation of the project must comply with the requirements of the time, a separate target group or other aspects that explain the emergence of the project idea;

time– the project must be limited in time;

resources- the project should have a clear description of the needs;

evaluation of quality and results- The scale for evaluating the effectiveness of the project is determined in accordance with your goals, but the results you are striving for must be clear, amenable to analysis and comprehension.

Projects are simple and complex, short-term and long-term, with a limited and solid budget, risky and well-managed risks, with different results. In any case, the project is aimed at solving a specific problem. The project must be systematic, logical and adequate, that is, each section must correspond to all the others (tasks must correspond to the goal, the mechanism must correspond to the goals and objectives, the budget must correspond to the goals, objectives and mechanism, etc.).

How to write and submit a project? Steps from "A" to "Z"

Step #1: Decide on an idea, analyze the problem.

What would you like to change?

What and in what way (in the very general plan) would you like to achieve?

What problem do you want to solve?

Recorded the answer → moved to the definition of the sphere project activities, identifying the problem you will be working on.
We analyzed the problem → determined what you want to change → a project idea arose → moving on to detailing and describing the project.

Step #2: Write the goal of the project.

Target - general description expected results and expectations, the highest point of achievement that the organization aspires to in the course of the project. A goal is a course of action to achieve a desired result.

The goal should be formulated in such a way that its achievement completely solves the problem that has arisen. The goal statement should be based on the problem statement. It can be said that the goal is the problem in reverse.

Ask questions for the purpose of your project:

Is there an exact expression of what exactly should be the result of the project?

Will we be able to see and measure the results of the project as a whole and its individual parts?

Is the goal set realistic? Is it possible to achieve the stated goal, given the available resources?

What benefit or benefit will be obtained as a result of achieving the goal by the project team, other interested parties?

Step 3: Write the tasks of the project.

Project objectives- these are specific steps that need to be taken to change the existing situation for the better, these are steps to achieve the goal.

ATimportant to remember! There can be several tasks, all tasks are steps towards achieving the goal, interconnected and related to the goal of the project.

Use verbs. For example, if you need to build a house, then the tasks will be: lay the foundation, build walls, build a roof, carry out communications, make interior decoration, etc.

Check. Tasks should completely "close" the solution to the problem (the goal).

Analyze. Tasks must be effective (as a result, changes after the project are made up of concrete results).

Step 4: Checking the goal and objectives according to the smart criterion.

We look at our goal and objectives, check them according to the SMART criterion, and correct them if necessary.

	Specificity
	measurable
	Achievability
	Profitability (rewarding)
	Time frame (time bound)

For example: Goal: "Construction of a house" - can be specified according to the SMART criterion as follows: "Construction and commissioning of a 2-storey, 6-apartment building for families of young specialists in the village of Vychegda by the second quarter of 2014."

Step number 5. From the tasks we build a logical chain of actions.

Determined the goal and objectives → Let's start planning: how it will all be.

From each task we build a logical chain of actions: how we will achieve the result. Sometimes it helps to draw the entire chain of actions and tasks in order to understand the logic of the project in each direction.

For example, if we are talking about building a house for families of young professionals, then our task blocks may be related to:

direct construction

agreements with state authorities

with work with target audience– families of young professionals

work with the press on the PR of the project and the event as a whole.

This logical chain will help us to write the project schedule in its logical sequence.

Step number 6. We write an action plan, a work schedule.

The plan determines the order in which all work will be done: it describes what, who and when will do it in a logical sequence + makes it clear what resources are needed. When planning, you can use various forms, schedules, plans.

For example: Project Implementation Plan. Example #1

Project Implementation Plan. Example #2

Project Implementation Plan. Example #3

It will also be useful to make a network plan - a schedule.

Step number 7. Consider how much our project will cost.

Each stage of the project implementation requires a certain amount of money and resources:

how much money is required to implement the project? What will they be spent on?

From what sources is it expected to receive money? Grants, subsidies, sponsorships, other?

This section of the project should be very closely related to other sections of the project, especially the implementation mechanism and calendar plan project.

A possible cost estimate for the project:

	Name of items and expenses	Calculation of the amount of costs	Project financial costs
			Funds available	Requested funds

The "budget" (estimate) should be itemized.

Basic expenses:

rent of premises and utility bills

travel and transport expenses

equipment

communications and communications

holding special events

publishing expenses

expendable materials

and other direct costs that are directly related to your project.

"Other expenses"- this is an optional item that is included in the budget if there are expenses that are not reflected in other items. This article must be carefully argued.

"Salary"- includes directly the salary of the project staff and specialists involved for a period of time under the contract, as well as "Accruals of taxes on income" - 35.8% of the total wage fund for personnel and involved specialists.

It is necessary to pay special attention to the last three columns in the budget table: “funds available”, “funds requested”, “total”. The “Available Funds” column should indicate the funds that you, your organization, invest in the implementation of the project. For example: the involvement of volunteers as staff or involved specialists - must be reflected in the budget item “remuneration” in the column “available”, and the amount will correspond to the costs that the organization would incur if paid employees participated in the project instead of volunteers. specialists.

If the organization, you or sponsors provide any office equipment for the implementation of the project, then in the “available” column it is worth indicating its approximate cost, taking into account the service life.

In the “required” column, it remains to indicate the amount of funds that the organization lacks to implement the project.

Step number 8. We write the results.

When drawing up an action plan and calculating the budget, we may have an understanding that the results may be even greater than we planned. It is important that our results are consistent with the purpose of the project.

In the project, the results can be written in text, here we suggest you fill out a worksheet to determine the results:

quantitative result(what will be done?) - records the number of services provided, event participants, recipients of specific assistance, number of books published, etc.

Qualitative result(what will change?) - should reflect the positive changes that will occur as a result of events, services, etc.

Efficiency- whether the results obtained are commensurate with the efforts expended.

The criteria for evaluating the effectiveness of the project are the results that demonstrate how well the developers understand what they are striving for and how they will achieve it.

Step number 9. we make a project.

A completed project usually contains the following sections:

Brief annotation of the project: briefly describe your idea (3-5 sentences), goals, results (no more than 1 sheet A4, 12-14 font)

Detailed description of the project:

The relevance of the problem, why exactly your project is important and needed.

Goals and objectives of the project.

Target group of the project: for whom your project is designed, for whom you are doing it.

Project implementation mechanism: stages, meaningful activities, activities, etc.

Calendar plan for the implementation of the project (remember about visibility, schedules are welcome).

Budget (estimate).

Specific expected results (quantitative and qualitative), criteria and methods for evaluating results, the effect of the project in the long term.

Possible further development of the project, if any.

applications (photo materials, diagrams, sketches, etc.)

The design of the text of the project is as important as its content. Use a large font (at least 12) and one and a half spacing. Highlight the main point, structure the text to make it easier to read, use headings and subheadings, bold fonts and underlining, bulleted lists etc.

If you need to make a presentation:

no more than 1-2 slides for each section;

the font should be as large as possible and readable even from afar, the title and text of the presentation slides should be printed in the same font, it is recommended to use a font size of at least 20 in the presentation;

when using a light background, the font should be black or a very dark shade of other colors (brown, blue); when using a dark background color, the font is white;

Every day we deal with a large number of cases, constantly making choices, looking for new opportunities to achieve our goals. AT Everyday life people do not even think that they are constantly engaged in the development of projects. It happens unconsciously. However, often the person who believes that he was able to build a real one actually did unnecessary work. To focus your efforts on the necessary actions and get the desired result, you need to know what the design process is.

What is a project

It is impossible to call a project any idea or idea that cannot be realized. This is a specific mechanism, the purpose of which is to achieve the set goal and implement the development in practical activities. So, the signs of the project:

• There is a specific start date for the design process.
• When the project development stages are completed, it is necessary to mark in the calendar or documents, if any, the date of completion of the work or present the final result.
• The end result of the design should be new, previously unknown. It is not necessary to achieve complete uniqueness. It is enough that the result will be a discovery for the members of the team working on the project.
• Certain resources are needed to develop a project. They are always limited.

Now we can say that designing is called building an apartment, finding a job, studying foreign language, switching to another daily routine. The stages of project development are unique in each case, but if you can realize your idea, bring it to life, then it is much easier to look at all the difficulties as stages of implementation that you will climb even higher.

There are several types of research. They differ from each other in different characteristics.

Project stages: general characteristics

Although there are many types of projects, each of them is implemented according to a certain scheme. In general, the design process goes like this:

• The idea is analyzed, the project plan is developed.
• The project leader is selected.
• Design goals are clearly defined, taking into account all possible constraints.
• Design participants are identified.
• The start date of work and the planned scope of the project are determined.
• Possible risks and consequences are identified.
• Work is underway on the target.
• Problems that arose during the work are eliminated.
• The end result of the project is analyzed.
• The result is presented to management.
• There is an assessment of the final result and the work of the participants.

Depending on the type of design, this plan can be adjusted for specific purposes. New stages of work on the project can be introduced or existing ones can be eliminated if they are not needed.

School project development

A school project is usually not a long-term job. Students must prove themselves as capable and purposeful people who know how to reach a compromise. The stages of the project at school are as follows:

• Preparation for work. At this stage, the task is formulated and a design plan is developed.
• The tasks of the project are formed, each participant offers his own ideas that will help achieve the goal.
• Determining the method of collecting the necessary information, the distribution of tasks among all project participants.
• Collection of information, its analysis, implementation of design tasks.
• Formulation of relevant conclusions.
• Preparing for the Defense design work.
• Presentation of the result of the activity to the teacher, protection of the work.

After defending the project work, the teacher gives an appropriate assessment, which depends on the degree of achievement of the design goal, the work of all participants in the study, the complexity of the topic, and the ability to present their results to society.

School research is the most simple form work, during which students are just beginning to comprehend the basics of working on their own idea. The stages of work on the project do not represent certain calculations, which cannot be said about the investment field of activity.

Development of an investment project

An investment project implies that its participants take into account a certain financial risk, since the implementation requires certain investments. It depends only on the person whether he is ready to go for it. are:

• pre-investment stage. It includes all preparatory activities, including verification of the main idea, planning, allocation of certain financial resources, selection of a research site, conclusion of an agreement with an organization, development of technical equipment, development and approval of certain documentation, obtaining permission to implement the project and approval relevant documents. This stage is adjusted if the investor wishes to change anything.
• Investment stage. It includes the direct execution of work, including installation, production of samples and related components. During this period, the implementation of the idea into reality takes place.
• The operational final period of work on the project, it includes the application of the idea into practice. The stage also involves the calculation of all economic indicators and forecasts.

These are the main stages of the project. They can be supplemented with some actions if the investor requires it or if the idea needs to be put into practice. Performance investment project is a complex task, the successful implementation of which is only possible for people with special education and entrepreneurial skills.

There is another type of project - creative. Its development also goes according to certain stages.

Creative project development

A creative project is as much research as an investment project. However, there is one difference, which is that end result must be a finished product. must be able to translate his thoughts and ideas into reality so that his abilities do not remain useless. To do this, you need to master the skill of design. Stages creative project are:

• Choosing a design topic, setting goals and relevant tasks.
• Setting all sorts of restrictions.
• Determining the required resources.
• Gathering the necessary information.
• Drawing up a design plan.
• Manufacture of the product, taking into account all of the above factors.
• Evaluation of the finished product.
• Analysis of results.
• Paperwork of research.
• Project protection.

Each creative person sees these stages of the project in his own way. Therefore, it is not necessary to strictly follow the instructions. It suffices to adopt these requirements in general terms.

Project design

Any project needs to be properly designed. To do this, each aspect of the study is presented in printed form. The requirements for the text are:

• The presence of headings and subsections.
• Description of the course of the study.
• The presence of conclusions.
• Description of the research result.
• The presence of applications that can be drawings, photographs, graphs, charts, etc.

After the design of the project, the stage of protection begins.

Project Protection

Protection is the final one, which includes the rationale for the results of the study to the customer, buyer or the public. Usually, to get approval, a brief and competent story about the progress of the study, which is supported by graphs, drawings and a presentation, is sufficient. Remember that the perception of your work by others depends on this stage.

findings

Thus, the design is a long work on the main idea. If you feel the strength in yourself to realize your idea, start recruiting a team and bringing your ideas to life. The described stages of the project are your guideline. Hard work will help you reach your goal.

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