Management methods play an important role in project management. Companies willingly use proven solutions. Among them there are basic (they are also called framework or typical), for example, PMI (process model), IPMA ("managerial approach"), Agile, P2M, etc. They are not focused on a certain type of project and are a kind of "common" mechanism. All of these methods are distinguished only by the approach to combining project management tasks with a common management process.
The applied technologies allow us to influence the ways to achieve the goals of the project, the timing, quality and cost of work. That is, they can be attributed to the main levers of project management. Therefore, the choice of management method should be approached very carefully.
Meanwhile, good, experienced managers tend to be few. And no matter how many tools such a system contains, the functionality in this case does not contribute to the organization of high-quality work on projects. In this regard, at various stages of work there are long stops. For example, a document has been drawn up and has already been signed by several officials, but at some stage it is removed into a long box and forgotten for a long time. And all the work on the project stops because of paperwork.
You can avoid such situations during the project by describing the movement of this document and other repetitive actions as separate business processes. Also, with the help of processes, you can regulate the strict implementation of procedures that are repeated from project to project.
Implementation of the process approach
You can implement a process approach to project company management in three steps:
- Draw up a regulation of business processes
- Organize the control of deviations - by indicators, data processing regulations, etc.
- Build an improvement mechanism
- Processes allow you to build a clear for performers and transparent for managers regulations. Each process has an owner, he is responsible for the execution of the process, he sees his tasks, performs them and controls the execution of subtasks by other participants in the process. Managers, in turn, can evaluate the work of each performer and progress throughout the project.
In addition to modeling, execution and control over the execution of business processes, the system should have the ability to form process regulations. As a rule, the process regulation is a document that determines the sequence of work, their performers, the results of each work and the entire process, it is a doc or rtf file that describes the course, results of the process and the order of process management. The process regulations are a legislative document within its content, it is approved and signed by the company's management. For performers and managers, the rules of the business process are the basis for resolving controversial issues arising in the course of work.
When the creation of the business process regulation is carried out automatically, it takes no more than a couple of minutes - to press the button, prescribe the parameters for the formation of the regulation and get a ready-made document based on certain internal standards. When describing their processes, owners use the standard as a basis for filling with data on real activities. Thus, process regulations are created.
A significant point is the control of deviations, made in real time. When users of the system see a complete "picture" of the state of the project, works, resources, possible risks, etc., they have the opportunity to prevent the negative consequences of changes, redirect processes, make important decisions. A good means of controlling deviations is the mechanism of "checkpoints", when specific dates for the performance of work are established. As practice shows, the more such "red flags" that limit the implementation of tasks in time, the fewer delinquencies and deviations from the plan in the project.
Why do we need a built mechanism of improvements? Project traits such as complexity and variability cannot be discounted. The manager needs tools not only for monitoring, but also for quickly making changes in order to bring the execution of real business processes as close as possible to the developed model.
At any stage, characteristics, plans and approach can change. Changes often lead to deviations in the course of the project. They need to respond quickly and jointly in order to stop the negative impact on the result in time. Making changes to the system thanks to the capabilities of BPM is carried out "on the go", which gives unlimited opportunities to improve processes.
It is important that at the same time a notification of changes is automatically sent to each participant involved in the process, this allows you to solve problems without negative consequences and more qualitatively.
The advantage of the process approach is the focus on the result and the application of optimal ways to achieve it. For the execution of each process is the responsibility of a specific person - the owner of the process. He knows his tasks well, because he performs them constantly, and he also monitors the implementation of subtasks within the scope of his authority.
Managers are involved in management only when necessary, for example, in case of deviations. The rest of the time they are busy organizing effective management and development of the company.
The most effective solution can be called a solution that not only contains a "classic" set of functions to facilitate planning and group interaction within the project, but also uses the capabilities of BPM to design (model) business processes, their execution, control, monitoring and improvement.
In the process of performing the work, the project goes through various stages. At each stage, its certain state is achieved.
Project Lifecycle
To implement project management functions, the following stages are necessary, they can be divided into several main groups:
- Initiation processes - the initial stage of project implementation, decision-making;
- Planning processes - highlighting the goals and criteria for the success of the project, determining the plan for their achievement;
- Execution processes – the interaction of people and resources to execute the plan; analysis - the ratio of plan and fact, according to the set goals and success criteria and the definition of corrective actions; management processes – highlighting corrective actions, their application;
- Completion processes are activities after the goal is achieved: the release of resources, estimates, reports, fixation of the knowledge gained, etc.
- At any stage, characteristics, plans and approach to solving problems can change. This can lead to deviations in their implementation.
Of course, this is a fairly general description, in practice the stages may differ from this idealized scheme. A specialized system allows you to configure any sequence of actions, based on the characteristics of the project organization.
It is important for managers and curators to quickly receive information about the current status of the project and the work carried out within each stage. Having assessed the current situation, it is easier to quickly make a decision, take the necessary actions and prevent possible deviations. In a specialized system, due to the configuration of processes, the transitions between the stages of the project can be configured as active, that is, when you try to change the stage of the project, the business process will be launched, because often the transition between the stages of the project involves the implementation of a clear set of procedures. For example, between the planning and implementation stages, the procedures for approving plans are assumed - the approval of budgets and calendar plans, as well as all kinds of paperwork. These procedures can be implemented as executable business processes, which will allow them to be performed clearly in accordance with certain regulations.
Also, with the help of business processes, you can automate a number of regulated procedures (for example, sending documents for approval) or perform a check (whether it is possible to transfer the project to a new stage), which significantly speeds up the work within each stage of the project.
One of the main advantages of the process approach is the ability to get away from spontaneous activity, the success of which depends entirely on the experience of the performer, and link projects into a single controlled and monitored process.
Thus, the possibility of a struggle for resources between several projects, conflicts between executors, deterioration in the quality of management, delays and unnecessary expenses are excluded. A system with business processes allows you to move from a "collective notebook" to building a working "pipeline" for the successful implementation of projects. After all, despite the uniqueness of each project, there are standard repetitive procedures.
They require the attention of a certain number of employees, managers. The same actions are performed each time. For example, a document passes through certain levels of the hierarchy where it can be reconciled or rejected. If this process is not formalized, its implementation will require a lot of time and unnecessary actions, and confusion may arise. In the system, you can set up this process once, including those who are directly involved in it, and distribute responsibility. Subsequently, all actions within the framework of the procedure are carried out according to a ready-made proven scenario. The use of typical processes and process chains puts project management "on the flow", tasks are performed quickly and clearly. At the same time, you can conduct constant monitoring - track which projects are at what stage of the "conveyor" are at the moment.
With a process approach to management, the progress of the project can be monitored in real time. Executors and managers have complete information about the current state of the project, the work carried out, the available resources, possible risks, etc.
When all information on projects is collected together and is always at the employee's fingertips, it is more convenient for the project team to quickly make decisions and plan further actions. All the necessary tools for the work of the manager are collected in one place. It sees the list of project participants, key dates, task status, schedule and tasks of the project, comments of participants and discussion of works, project budget, necessary documentation, project risks. Also, when working with the system, it is important to fix the acquired skills and knowledge so that other project participants and new employees do not have the opportunity to repeat mistakes. That is, this information must be properly disseminated. With the process approach to management, the mechanism of knowledge transfer is well organized. Data on all events and changes are transmitted centrally to all necessary departments.
Conclusion
Of course, you need to understand that it is impossible to automate absolutely all actions, but in any project there are the most frequently repeated mistakes and "weak points" that can be strengthened with the help of business processes. With the process approach to project management, a more flexible and detailed system configuration is available, in this regard, an optimal combination of technical and management methods is achieved. It is worth noting that it is not necessary to reduce absolutely everything to processes, the project is still managed according to the project methodology. But there are typical processes in every project, and this pattern allows, where permissible, to use process control elements. Thus, project management becomes transparent, and all tools for work are accessible and convenient.
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