The difference between a production system and a project is Project management in tourism. Project life cycle

06.03.2023

The concept of "project" combines a variety of activities, characterized by a number of common features, the most common of which are the following:

- focus on achieving specific goals, certain results;
- coordinated execution of numerous, interconnected actions;
- limited duration in time, with a definite beginning and end.

The difference between a project and a production system is that a project is a one-time, non-cyclical activity. Serial production, on the other hand, does not have a predetermined end in time and depends only on the presence and magnitude of demand. When demand disappears, the production cycle ends. Production cycles in their pure form are not projects. Recently, however, the design approach has been increasingly applied to processes focused on continuous production. For example, projects to increase production to a specified level within a certain period, based on a given budget, or the fulfillment of certain orders that have contractual delivery dates.

The project as a system of activity exists exactly as long as it takes to obtain the final result. The concept of the project, however, does not contradict the concept of the firm or enterprise and is fully compatible with it. On the contrary, the project often becomes the main form of activity of the firm.

There are a number of definitions of the term "project", each of which has the right to exist, depending on the specific task facing the specialist. Here are some of them. The project can be represented as a plan, idea, image, embodied in the form of a description, justification, calculations, drawings, revealing the essence of the plan and the possibility of its practical implementation.

In economic, practical activities, a project is understood as a complex set of works limited in time, aimed at achieving a unique or original goal.

A number of specialists accept the following definition as a fundamental one: “a project is a complex, non-recurring event that involves the introduction of innovations, limited in time, budget and resources, as well as clear instructions for implementation, developed according to the needs of the customer.”

From a scientific point of view, the project can be defined as "a systemic complex of planning (financial, technological, organizational, etc.) documents that form a complex systemic model of actions aimed at achieving an original idea." That is, the project itself should not be understood as a special kind of activity for the management of something. A project is a comprehensive plan, a complete model of action. The project must be developed and implemented, which is the content of project management.

Thus, a project is a temporary venture designed to create unique products, services, or results. The temporary nature of the project means that any project has a definite beginning and end. Completion occurs when the goals of the project are achieved; or it is recognized that the objectives of the project will not or cannot be achieved; or the need for the project has disappeared. "Temporary" does not necessarily imply a short duration of the project. "Temporary" generally does not refer to the product, service, or result created by the project. Most projects are undertaken to achieve sustainable, long-term results. Projects may also result in social, economic and environmental impacts that exceed the duration of the project itself.

Each project results in a unique product, service or result. Despite the fact that there may be repetitive elements in the results of the project, their presence does not violate the fundamental uniqueness of the project work.

Current activity is usually an iterative process, as it is carried out in accordance with the procedures existing in the organization. Conversely, due to the unique nature of projects, there may be uncertainty about the products, services or results generated by a project. Project tasks may be new to the project team, necessitating more careful planning as opposed to routine work. In addition, projects are undertaken at all levels of the organization. The project can involve one person, one structural unit or several structural units of the organization.

Distinctive features of the project are: focus on achieving specific goals; coordinated execution of interdependent actions; limited time with clearly defined beginning and end; uniqueness.

1. Focus on achieving the outlined goals. A clear statement of the final goal of the project contributes to its successful implementation, subject to the correct formulation of intermediate interdependent goals. The implementation of the project means the consistent achievement of goals from the lowest level to the highest, that is, to the achievement of the final goal.
2. Coordinated execution of interdependent actions. Some actions must be performed in parallel, others - sequentially, and any violation of the order of their execution can jeopardize the project as a whole.
3 Limited time. Projects are carried out for a certain period of time (as a rule, it is determined in advance), as clearly as possible, outlining the beginning and end. The guarantee of the successful implementation of the project is the optimal distribution of efforts and resources in time, which is ensured by putting in order the sequence of work and activities within the boundaries of the project activity. Unlike a production system, a project is a one-time activity, not a cyclical one. However, the design approach is increasingly being applied to continuous production as well. For example, there are projects for the fulfillment of orders, where contractual terms of supply are provided.
4 Uniqueness. Each project has distinctive features and characteristics. There are no identical projects, even if they involve the implementation of the same activities.

The project is closed when the results are achieved or when the project objectives are found to be unattainable.

A project is considered successful if the result meets the customer's expectations. The success of a project largely depends on the precise definition of the goal.

The goals of the project are the desired result of the activity, achieved as a result of the successful implementation of the project in the given conditions for its implementation.

The project objectives describe the whole range of the main issues related to the project and consist of three main components:

- results (products and services of the required quality),
- time (duration and specific dates),
- costs (man-hours and costs).

As a result of the project, you can get:

- Product and manufactured item that can be measured. It can be the final link in the production chain or an element;
- Provision of services;
- Documents, information, etc. (eg research project (new technical development).

Projects are ambiguous in terms of the scope of their implementation, as well as in terms of their goals, scope, and expected results.

According to the composition and structure of projects and its subject area, projects are divided into:

- monoproject,
- multiproject,
- megaproject.

The monoproject is aimed at the implementation of one general idea, goal.

The multiproject is focused on the implementation of a set of goals and objectives covering various areas - social, economic, technical, etc.

A megaproject is a large-scale project focused on solving a global problem, attracting many resources and a long period of implementation.

Types of projects are distinguished by the main areas of activity:

- social,
- economic,
- organizational,
- technical.

The social project is focused on achieving socially significant results.

The economic project is aimed at increasing profits.

The organizational project is used in order to improve the efficiency of the functioning of the organization and its individual structures, divisions.

The technical project is focused on modernization and technical improvement.

Types of projects are distinguished by the nature of the field of activity:

- educational,
- research,
- staff development,
- new technologies,
- investment,
- mixed.

The purpose of the educational project will be to obtain knowledge, skills and abilities in any area most in demand for the organization.

The main purpose of the research project will be scientific and practical developments, experiments to improve the performance of the company as a whole and in individual problem areas.

The focus of the project for personnel development will be the focus on increasing efficiency in the field of personnel management.

The aim of the project on new technologies will be the use of already developed modern technologies in relation to a particular organization.

An investment project is a project that reproduces and develops current areas of activity that generates operating income (innovation project), and a project that creates new areas (venture project) that will generate investment income.

From the point of view of using the results, projects can be divided into:

- research - aimed at additional research of problem situations;
- pilot - aimed at developing new solutions and testing them in order to identify technological problems;
- model - aimed at summarizing experience and optimizing production and management processes;
- innovative - aimed at achieving the economic effect from the introduction of proven model technologies.

There are also other classifications of project types.

Each type of project has its own characteristics, limitations and implementation requirements, which must be taken into account when developing the project structure.

Concept and types of projects

The concept of "project" combines a variety of activities, characterized by a number of common features, the main ones are as follows:

Focus on achieving specific goals, specific results;

Coordinated execution of numerous interrelated activities;

Limited duration in time with a definite beginning and end.

The difference between a project and a production system is that a project is a one-time, non-cyclical activity. Serial production, on the other hand, does not have a predetermined end in time and depends only on the presence and magnitude of demand. Production cycles in their purest form are not projects, but recently the project approach has been increasingly applied to processes focused on continuous production (for example, projects to increase production to a specified level within a certain period based on a given budget or the execution of certain orders that have contractual delivery time). The project as a system of activities exists exactly as long as it takes to obtain the final result.

From the point of view of a systematic approach, the project can be considered as a process of transition from the initial state to the final one - the result, with the participation of a number of restrictions and mechanisms (Figure 1.1).

Figure 1.1. System approach in project management

Project activity is usually initiated by a certain need that requires a whole range of interrelated actions to satisfy it. This set of actions aimed at obtaining the desired result is the project, the purpose of which is to eliminate the need. To implement a project, an organization needs various resources, such as: people, tools and equipment, information, managerial experience, technology, etc. Any project also has limitations that create conditions for implementation and affect the final result. These are: regulatory, ethical, financial, logistical, time and other restrictions, as well as the required level of quality in solving the problem, and other indirect impacts.

So, in the modern sense, projects are what change our world: the construction of a residential building or an industrial facility, a research program, the reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the creation of a movie, the development of a region - these are all projects . In English practice, the term “design” is used to define a project.

Due to the fact that project management methods largely depend on their specifics, we will consider the main types of so-called special projects, in which one of the listed factors plays a dominant role and requires special attention. The classification of project types (Table 1.1) according to various criteria allows participants to select the necessary management methods and control procedures.

Table 1.1. Classification of project types

Classification sign	Project types
By project level	project			program					system
By scale (size)	small			average					megaproject
By complexity	simple	organizationally complex			technically complex			resource-complex		complex-complex
By implementation time	short			medium term					megaproject
According to quality requirements and ways to ensure it	defect-free			modular					standard
According to the requirements for limited resources of a set of projects	multiproject						monoproject
By nature of the project (level of participants)	international (joint)						domestic: State, Territorial, Local.
By the nature of the target	anti-crisis	innovative			marketing			educational		emergency
By object of investment activity	financial						real
For the main reason for the project	opened up opportunities		emergency			the need for structural and functional transformations (reorganization, restructuring, reengineering)

In a number of industries, such as the aerospace or defense industries, the objects being created are so complex that work on them is carried out not as part of projects, but as part of programs that can be defined as a set of projects or as a project that is characterized by the particular complexity of the products being created and /or methods of managing its implementation. With this approach, the term “project” is usually associated with relatively short-term goals.

Small projects are small in scale, simple and limited in scope. So, in American practice, signs of small projects:

Capital investments - up to 10-15 million dollars;

Labor costs - up to 40-50 thousand man-hours.

Examples of typical small projects: pilot plants, small (often block-modular) industrial enterprises, modernization of existing industries.

Small projects allow a number of simplifications in the design and implementation procedure, the formation of a project team (you can simply redistribute intellectual, labor and material resources for a short time). At the same time, the difficulty of correcting the mistakes made due to the lack of time to eliminate them requires a very careful definition of the volumetric characteristics of the project, its participants and their methods of work, the project schedule and report forms, as well as the terms of the contract.

More on the topic 1.1 Synopsis:

Alpatova O.V. Vikova psychology: Lecture notes. 2007, 2007

The concept of "project" combines various types of activities, the most characteristic of which are the following features:

» focus on achieving specific goals or specific results;

» coordination of the implementation of interrelated actions;

» limited time.

The difference between a project and a production system is that a project is a one-time rather than a cyclical activity. Serial production, for example, does not have a predetermined end in time and depends only on the presence and magnitude of demand. When demand disappears, the production cycle ends.

The project as a system of activities ends when the goal is achieved or the final result is obtained. The concept of the project, however, does not contradict the concept of the firm or enterprise and is fully compatible with it. For example, a project to increase output with given financial resources. As practice shows, the project often becomes the main form of activity of the company in modern conditions.

There are a number of definitions of the term "project", each of which has the right to exist.

Here are some of them.

1. In the most general form project(English project) is “something that is conceived or planned, for example, a large enterprise” (Webster Dictionary).

2. Definition given by PMI:

a project (projekt, from the Latin for “throw ahead”) is a temporary undertaking with the goal of creating a unique product, service or achievement of a specific result. This is a process consisting of a set of interrelated controlled activities aimed at achieving a set goal under given time and resource constraints.

3. From the point of view of a systematic approach, a project is a process of transition from the initial state - an idea, to the final state - the result, with the participation of a number of restrictions and mechanisms (Fig. 1.1.1).

Rice. 1.1.1. The project as a process of transition of the system from the initial state to the final one

The project includes an idea (problem), means of its implementation (problem solving) and results obtained in the process of implementation (Fig. 1.1.2).

Rice. 1.1.2. Main elements of the project

Investment project is understood as an investment action that provides for the investment of a certain amount of resources, including intellectual, financial, material, human, in order to obtain the planned result and achieve certain goals within the stipulated time. The financial result of an investment project is most often profit / income, the tangible result is new or reconstructed fixed assets (objects) or the acquisition and use of financial instruments or intangible assets with the subsequent receipt of income.

In the event that some physical objects (buildings, structures, industrial complexes) act as the results of the project implementation, the definition of the project can be specified as follows: Project is a purposeful, pre-designed and planned creation or modernization of physical objects, technological processes, technical and organizational documentation for them, material, financial, labor and other resources, as well as management decisions and measures for their implementation.

So, in the modern sense, projects are what change our world: the construction of a residential building or an industrial facility, a research program, the reconstruction of an enterprise, the creation of a new organization, the development of new equipment and technology, the construction of a ship, the creation of a movie, a regional development program, are all projects.

In a number of industries - such as the aerospace or defense industry - the objects being created are so complex that work on them is carried out not as part of projects, but as part of Programs, which can be defined as a set of projects or a project characterized by the particular complexity of the products created and / or methods of managing its implementation.

To coordinate the activities of the company and determine the workload of its individual structures, it is required to clearly define who, when and what will be busy and when will be released.

The theory of project management is based on the rule that the entire project can be broken down into sufficiently small intermediate tasks that have an ultimate goal, which are manageable and can be easily described. For such work, it is easy to determine the amount of resources required, as well as the time required for their implementation. Thus, by dividing a large project into small intermediate tasks, one can, firstly, imagine a sequence of actions in which the project task will be solved and the goal achieved. Secondly, to calculate how many resources will be required for the whole complex of works. Theoretically, but not practically, this can be done by simple summation.

However, it is clear that if some processes within the project can be run in parallel, then this saves time. However, not all processes can be "parallelized". The whole complexity of solving this problem is that 1 + 1 does not always equal two when it comes to work carried out in a project in parallel or sequentially, and the amount can change from a change in the places of terms in projects.

For example, if three workers need to build a fence and paint it, then for this the workers (first and second) must cut the boards, put together and put up the fence, and the third worker must then paint the fence. If we want to optimize their work schedule, we can assume that the third worker can quickly paint the boards, while the other two will saw them. But such "optimization" will not help anyone, moreover, it can only complicate the task, because the boards must still dry out after painting. In the same way, if at the first stage a worker digs a hole, then puts a post in the hole, then fills the hole, this does not mean that three workers are needed to complete these works.

It is obvious that the worker can be alone. Or a third example: let two workers dig a hole half a meter wide, long and deep in 30 minutes. How much will it take 20 workers to dig the same hole? If you believe the arithmetic - in 3 minutes. But we understand that 20 workers cannot dig such a small hole at the same time. So in this case the answer is they will do it in the same 30 minutes. Project management theory describes a lot of reasons behind such failures. In particular, works cannot be completed if insufficient resources are allocated to them. For example, in the first case (the construction of a fence), it may be a lack of paint, boards, the absence of workers at the workplace, or simply the absence of a saw. Also, the project cannot be completed successfully if the time frame for its completion is set incorrectly (that is, if 20 workers were asked to dig a hole in 3 minutes). And one of the most difficult is the mistake of formulating goals, when the project "successfully" develops until it becomes clear that the time or money resource allocated for the project has been spent, but the intended goals to which the project was supposed to lead have not been achieved.
So, when planning a project, in general, it is customary to adhere to three principles: the project must be completed on time, it must be invested in the planned budget, and its result must correspond to its goals. After all, a project is a way to achieve certain goals.

Therefore, project management practices should help:

» define the goals of the project and conduct its justification;

» identify the structure of the project (subgoals, main stages of work to be completed);

» determine the necessary volumes and sources of financing;

» to select performers - in particular, through the procedures of tenders and competitions;

» prepare and conclude contracts;

» determine the timing of the project, draw up a schedule for its implementation, calculate the necessary resources;

» plan and consider risks;

» provide control over the progress of the project and much more.

Let's give a definition (the most general, but not the only one) of the essence of project management:

Project management- methodology (they also say - art) of organization, planning, management, coordination of labor, financial and material and technical resources throughout the project cycle, aimed at effectively achieving its goals through the use of modern methods, techniques and management technologies to achieve the results defined in the project for composition and scope of work, cost, time, quality and satisfaction of project participants.

Therefore, in order for the results to meet or even exceed the expectations of the project participants, a constant balancing of the following competitive requirements is required:

· requirements of the project content and development time, cost and quality of the project;

the requirements of the project participants with their requests and expectations;

Certain requirements (needs) and uncertain requirements (expectations).

It should be noted that, in fact, the project deals with two interrelated, but different categories of content: product and project. The content of the product is the totality of all characteristics of the result of the project (product, service). The content of the project is understood as the composition of the design work necessary to create the result (equipment, technology, etc.). The product is the area of special attention of the customer of the project, while the design work is the area of attention of the project team. Although these two different types of content can be discussed separately, in fact they cannot be separated from each other. Nobody needs project management without a product, and the product itself cannot be produced without some kind of project management.

Considering these two types of content separately is important for the following reasons:

· measurements of success are different for each type;

A change in one almost always leads to a change in the other, but not always in proportion;

· The tools and methods used to manage them are different.

Let's consider each of these reasons in more detail.

Measuring success.

To determine whether a product (product content) has actually been produced successfully, we only need to verify that it meets the specified parameters. We can organize some monitoring some time after the completion of the project to make sure that the result obtained satisfies the requirements of the user.

To determine that our work (project scope) was successful, it is necessary to find out whether our work was completed on time and within the allocated budget.

Changes.

As already noted, a change in product content almost always leads to a change in design, but not always proportionally. Let's consider a simple example. According to the requirements of the project, we need to paint the room blue. Later, the customer of the project changes the requirement and wants to paint it red with the same brand of paint. Has this changed the content of the product? Absolutely - the characteristics of the product will be changed. Has the content of the project changed? It all depends on when these changes arrived.

If you bought paint, you need to change it or even pay extra when you exchange it. It is necessary to make some minor changes to the project and to the report. In this case, we have a global change in the composition of the product - a new color scheme! - which produces a slight change in the project. But what happens if you have already painted half the room by the time you make the change? And if at the same time the requirements for the composition of the dye have changed? (ordinary oil paint to chemically more resistant). This will entail more significant changes in the project (removal of the first layer, change in technology and application tools). Even more significant problems will arise when introducing changes if you are developing complex technology or organizational structures.

Understanding the difference between product scope and project scope will make the process of identifying, assessing, and managing inevitable changes much easier for developers and customers.

Tools and methods.

The tools and methods used to get one kind of product (product content) are different from the tools and methods needed to get another kind (building a house and building an airplane). These tools are said to be product-oriented methods.

At the same time, the tools and methods used to create a project plan tend to be similar from project to project. They are project management oriented and are used to describe and organize the work of a project. For example, the process for estimating costs is largely the same, whether you are estimating efforts to create a project to build a detached house or a bridge across the Volga.

Therefore, the scope of the product is characterized by product-oriented processes aimed at determining the specifications and production of the product, and the scope of the project is described by the project management processes aimed at describing and organizing the work of the project - budgeting, scheduling, etc.

At the level of product-oriented processes, the sectoral specificity of projects is manifested. Project management processes are universal for all industries. It is the universality of these processes that made it possible to form a body of knowledge on project management and other actions to establish a professional field of knowledge in this field of activity.

Basic options for project management schemes

There are the following options for project management schemes:

"Main" system. The head (manager) of the project - the representative ("agent") of the customer, does not bear financial responsibility for the decisions made. It can be any legal or natural person - a participant in the project, who has a license for professional management. In this case, the project manager ensures the coordination and management of the development and implementation of the project, and is not in contractual relations with other project participants (except for the customer).

The advantage of the system is the objectivity of the project manager, the disadvantage is that the responsibility for the results of the project rests entirely with the customer.

"Advanced Control" system. Project manager (manager) - takes responsibility for the project within a fixed (estimated) price. The manager ensures the management and coordination of the project processes according to the agreements between him, the customer and the project participants. As in the "main" system, it can be any legal or natural person - a project participant, who has a license for professional management and is able to meet his obligations to the customer. The project manager manages the project, coordinates deliveries and engineering work. In this case, the responsibility lies with the project manager within the terms of the contract.

Turnkey system. Project manager (manager) - a design firm with which the customer concludes a turnkey contract with the declared cost and project deadline.

Similar information.

B) the project is a one-time, non-cyclical activity;

C) there are no fundamental differences.

3. What are the restrictions on project implementation?

A) culturological;

B) study of the situation and development of the company;

D) financial

D) all of the above restrictions.

5 What are the three main limitations of the project:

A) time, schedule, quality

B) time, money, schedule

c) time, money, quality

D) schedule, money, time

6. The main characteristics of the project should include:

A) availability of alternative technical solutions;

B) the complexity of the project;

C) duration of the project;

D) all of the above characteristics.

7. Select the term for which the definition is given: "the owner of the project and the future consumer of its results"

Project investor
Project customer
Coordinating Council
Project curator
Initiator of the project
Project Manager
Project product consumers

8. Select the term for which the definition is given: "members of the project team participating in project management"

Project investor
Coordinating Council
Project curator
The project team
Project management team
Project Manager
Project product consumers
Initiator of the project
Project customer

9. ... - document, developed by higher administration A that grants the project manager the right to use the organization's resources to complete work.

A) project management plan;

B) project charter;

C) project schedule;

D) the complexity of the project.

10. Development of the project concept includes the following steps:

A) pre-investment studies;

B) the formation of the idea of the project;

C) design analysis;

D) assessment of the viability and financial feasibility of the project.

11. Structural decomposition of the project is:

Structure organization and delegation of team authority implementing the project
Income and expenditure schedule resources needed to implement the project

12. Test. Project initiation is a stage in the project management process, following which:

The end of the project is announced
Authorized the start of the project
An enlarged project plan is approved

13. Structural decomposition of the project is:

Visual representation in the form of graphs and diagrams of the entire hierarchical structure of the project work
The structure of the organization and delegation of authority of the team implementing the project
Schedule of receipt and expenditure of resources necessary for the implementation of the project

14. What is the distinguishing feature of investment projects:

big budget
High degree of uncertainty and risks
The goal is to make a profit as a result of the project implementation

15. What is the name of the time interval between the start of implementation and the end of the project?

Task 2.

Present a hierarchical structure of work of a software project for the development of an information base on the 1C: Enterprise 8.3 platform with levels of detail.

Task 3.
Build a work matrix and a network diagram based on the initial data. Circle on network diagram depicts an event, the arrow indicates work. The duration is shown at the top.

Job index	Duration of work, weeks
1-2	2,5
2-3	3,0
2-4	4,5
3-5	6,5
3-6	4,5
3-7	5,5
5-8	2,0
7-9	9,5
6-9	4,5
9-10	7,5
8-10	4,0
10-11	4
4-11	-
11-12	2,0
10-13	2,5
12-13	1,5
13-14	2,5
7-14	5
14-15	3
15-16	2