Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://allbest.ru

abstract

by discipline: Fundamentals of projector activity

On the topic: Types and types of projects

Completed:

Student Zharkov Vasily

Introduction

Chapter 1. Project Life Cycle

1.1 Causes and stages of the emergence of a project management system

1.2 Types of projects

1.3 Investment opportunities in Russian regions

Chapter 2 Structuring the project

2.1 General

2.2 Tools

2.3 Structuring process

2.4 Analysis of the project management system in the business center "Parus"

Chapter 3. Environment and project participants

3.1 Project environment

3.2 Project participants

Chapter 4 Determining project viability

4.1 Project performance indicators

4.1.1 Net present value

4.1.3 Internal rate of return

4.2 Payback period

4.3 Determination of the effectiveness of the introduction of a new technological line

4.3.1 Determining the net salvage value of equipment

4.3.2 Effect of investment, operating and financial activities

4.3.3 Key project performance indicators: NPV, IRR, payback period

Conclusion

Introduction

Over the past decades, a new scientific discipline has been formed - project management - a section of the theory of management of socio-economic systems that studies methods, forms, means of the most effective and rational change management.

For many centuries, mankind had to implement many projects. The increasing complexity of projects, on the one hand, and the accumulated management experience, on the other, have made it necessary and possible creation ideology and methodology of project management. The rapid development of cybernetics, control theory and operations research in the middle of the 20th century made it possible to create a number of formal models and thereby lay a systematic scientific basis for project management.

There are several main areas of study of this discipline. Firstly, these are models and methods of network planning, which make it possible to determine a rational or optimal sequence of work under given technological, budgetary and other constraints. Models of this kind have been universally accepted, formed the basis of numerous PC applications, and are widely used to manage real projects.

Secondly, it is the theory and practice of management - a systematized set of provisions on the most effective management organization, which are generalizing, empirical and intuitive.

Chapter 1. Project Life Cycle

There is no single generally accepted definition of the word "project" in the literature. Therefore, we will try to consider the existing definitions:

Something that is conceived or planned, a large undertaking ( Dictionary Webster);

Some enterprise with initially set goals, the achievement of which determines the completion of the project (Project Management Body of Knowledge);

A separate enterprise with specific goals, often including requirements for time, cost and quality of the results achieved (English Association of Project Managers);

A set of interrelated activities designed to achieve, within a given period of time and within an established budget, set goals with clearly defined objectives (the "Operational Guidelines" of the World Bank).

As can be seen from the above definitions, enterprises or intentions that have the characteristics of a project have characteristics common to all projects:

Changes as the main content of the project;

Time limits;

Attitude to the budget;

Limited resources;

Uniqueness;

Novelty;

Complexity;

Legal and organizational support.

Based on the previous definitions, it is possible to derive a new one that satisfies all the signs and does not contradict any of the above definitions: “A project is a time-limited, purposeful change in a separate system with established requirements for the quality of results, possible limits for spending funds and resources, and a specific organization.”

1.1 Causes and stages of the emergence of a project management system

Project management methods are based on network planning techniques developed in the late 1950s in the United States. In 1956, M. Walker from DuPont, exploring the possibilities of more effective use owned by the Univac computer firm, joined forces with D. Kelly of Remington Rand's Capital Planning Group. They tried to use a computer to draw up scheduling plans for major projects to modernize DuPont factories.

As a result, a rational and simple method for describing a project using a computer was created. It was originally called the Walker-Kelly method, and later was called the Critical Path Method - MCP (or CPM - Critical Path Method).

In parallel and independently, the US Navy created the PERT (Program Evaluation and Review Technique) method for analyzing and evaluating programs. This method was developed by Lockheed Corporation and the consulting firm Booz, Allen & Hamilton for the implementation of the Polaris missile system project, involving about 3800 major contractors and consisting of 60 thousand operations.

Using the PERT method allowed the program management to know exactly what needed to be done at any given time and who exactly should do it, as well as the likelihood of individual operations being completed on time. The management of the program was so successful that the project was completed two years ahead of schedule. With such a successful start this method management soon became used for project planning throughout the US military. The technique has proven itself well in coordinating the work performed by various contractors as part of large projects to develop new types of weapons.

Large industrial corporations began to apply a similar management technique almost simultaneously with the military to develop new types of products and modernize production. The method of work planning based on the project has been widely used in construction. For example, to manage a hydroelectric project on the Churchill River in Newfoundland (Labrador Peninsula). The cost of the project was 950 million dollars. The hydroelectric power plant was built from 1967 to 1976. This project included more than 100 construction contracts, some of which cost as much as $76 million. In 1974, the progress of the project was 18 months ahead of schedule and within the planned cost estimates. The customer for the project was Churchill Falls Labrador Corp., which hired Acress Canadian Betchel to develop the project and manage construction.

In essence, a significant time gain has come from the application of precise mathematical methods in the management of complex work packages, which has become possible due to the development computer science. However, the first computers were expensive and available only to large organizations.

Thus, historically, the first projects were state programs that were grandiose in terms of the scale of work, the number of performers and capital investments.

Initially, large companies developed software to support their own projects, but soon the first project management systems appeared on the software market. The systems at the origin of planning were designed for powerful mainframe computers and networks of minicomputers.

The main indicators of systems of this class were their high power and, at the same time, the ability to describe projects in sufficient detail using complex network planning methods.

These systems were aimed at highly professional managers managing the development of the largest projects, who are well acquainted with network planning algorithms and specific terminology. As a rule, project development and project management consultations were carried out by special consulting firms.

The stage of the most rapid development of project management systems began with the advent of personal computers when the computer became a working tool for a wide range of managers. Significant expansion of the circle of users management systems gave rise to the need to create systems for managing projects of a new type, one of the most important indicators of such systems was ease of use.

New generation management systems were developed as a project management tool, understandable to any manager, not requiring special training and provides easy and quick start-up. Time Line belongs to this class of systems. The developers of new versions of systems of this class, trying to preserve the external simplicity of the systems, invariably expanded them functionality and power, while maintaining low prices, which made the systems available to firms of almost any level.

At present, the United States has already developed a deep tradition of using project management systems in many areas of life. Moreover, the bulk of the planned projects are small projects.

For example, research conducted by InfoWorld weekly showed that fifty percent of US users require systems to support schedules of 500 to 1,000 jobs, and only 28 percent of users develop schedules containing more than 1,000 jobs.

In terms of resources, 38 percent of users need to manage 50 to 100 resources in a project, and only 28 percent of users need to manage more than 100 resources.

As a result of the research, the average sizes of project schedules were also determined: for small projects - 81 jobs and 14 types of resources, for medium projects - 417 jobs and 47 types of resources, for large projects - 1,198 jobs and 165 types of resources.

These figures can serve as a starting point for a manager considering the usefulness of moving to a project-based form of performance management. own organization. As you can see, the application of a project management system in practice can be effective for very small projects.

Naturally, with the expansion of the circle of system users project management there is an expansion of methods and techniques for their use. Western computer magazines regularly publish articles on project management systems, including advice to users of such systems and analysis of the use of network planning techniques to solve problems in various areas of management.

1.2 Types of projects

Types of projects according to the main areas of activity in which the project is implemented can be divided into:

1. technical (business center construction project);

2. organizational (project for restructuring the higher education system);

3. economic (project of financial stabilization of Russia);

4. social;

5. mixed (project for the elimination of stockpiles of nuclear weapons).

organizational project. It is characterized by the fact that the goals are defined in advance, but it is very difficult to determine the quantitative and qualitative results, because. they are related to organizational improvement of the system; time and duration are pre-set; resources are provided where possible; project costs are recorded and monitored for cost-effectiveness, but need to be adjusted as the project progresses.

economic project. It has its own characteristics: the goal is to improve economic indicators system functioning; the main goals are outlined in advance, but require adjustment as the project progresses; the same applies to project timelines; resources are provided as needed to the extent possible; costs are determined in advance, controlled for efficiency and refined as the project progresses.

Social project. They differ in that the goals are only outlined and must be adjusted as intermediate results are achieved, quantitative and qualitative assessment is difficult; the timing and duration of the project depend on probabilistic factors or are just outlined and subsequently subject to clarification; the costs of the project, as a rule, depend on the budgetary appropriations; Resources are allocated as needed, within the limits of what is possible. Social projects have the greatest uncertainty.

Any project from the inception of an idea to its full completion goes through a certain series of successive stages of its development, the complete set of stages of development forms the life cycle of the project. The life cycle of a project is usually divided into phases, phases - into stages, stages - into stages.

The stages of the project life cycle may differ depending on the scope of activity and the adopted work organization system. However, each project can be divided into the initial (pre-investment) stage, the stage of project implementation and the stage of completion of the project. It may seem obvious, but the concept of the project life cycle is one of the most important for the manager, since it is the current stage that determines the tasks and activities of the manager, the methods and tools used.

Project managers break the project life cycle into stages different ways. For example, in software development projects, such stages as awareness of the need for an information system, formulation of requirements, system design, coding, testing, and operational support are often distinguished. However, the most traditional is to break down a project into four major phases: project formulation, planning, implementation, and completion.

Project Formulation essentially implies a project selection function. Projects are initiated as needs arise that need to be met. However, in conditions of scarcity of resources, it is impossible to satisfy all needs without exception.

You have to make a choice. Some projects are selected, others are rejected. Decisions are made based on the availability of resources, and primarily financial capabilities, the relative importance of meeting some needs and ignoring others, and the relative effectiveness of projects.

Decisions on the selection of projects for implementation are all the more important the larger the project is envisaged, since large projects determine the direction of activities for the future (sometimes for years) and bind the available financial and human resources.

The defining indicator here is the opportunity cost of investments. In other words, by choosing project "A" rather than project "B", the organization refuses the benefits that project "B" could bring.

For comparative analysis projects on this stage methods of project analysis are applied, including financial, economic, commercial, organizational, environmental, risk analysis and other types of project analysis. Systems for planning and managing projects at this stage are usually used in a limited way, therefore, we will not dwell on these methods in more detail in this book.

Planning. Planning in one form or another is carried out during the entire period of the project. Early in the life cycle of a project, an informal preliminary plan is usually developed - a rough idea of ​​what will need to be done if the project is to be implemented. The decision to select a project is largely based on estimates preliminary plan.

Formal and detailed project planning begins after the decision to implement it is made. Key points (milestones) of the project are determined, tasks (works) and their mutual dependence are formulated. It is at this stage that project management systems are used, providing the project manager with a set of tools for developing a formal plan: tools for building a hierarchical structure of work, network graphs and Gantt charts, assignment tools and resource load histograms.

As a rule, the project plan does not remain unchanged, and as the project is implemented, it is subject to constant adjustments taking into account the current situation.

Implementation. After the approval of the formal plan, the manager has the task of implementing it. As the project progresses, managers must constantly monitor the progress of work.

Control consists in collecting actual data on the progress of work and comparing them with the planned ones. Unfortunately, in project management, you can be absolutely sure that deviations between planned and actual indicators always happen. Therefore, the task of the manager is to analyze the possible impact of deviations in the scope of work performed on the progress of the project as a whole and in the development of appropriate management decisions. For example, if the schedule is behind schedule beyond an acceptable level of variance, a decision may be made to speed up certain critical tasks by allocating more resources to them.

Completion. Sooner or later, but projects come to an end. The project ends when the goals set for it are achieved. Sometimes the end of a project is sudden and premature, as when a decision is made to terminate the project before it is completed on schedule. Be that as it may, but when the project ends, its leader must perform a series of activities that complete the project. The specific nature of these responsibilities depends on the nature of the project itself. If equipment was used in the project, it should be inventoried and possibly transferred for a new use.

In the case of contract projects, it is necessary to determine whether the results satisfy the conditions of the contract or contract. It may be necessary to produce final reports, and organize interim project reports in the form of an archive.

For example, consider the reconstruction project of the television center in Ostankino, which includes the reconstruction of the television technical center of Moscow television broadcasting, the creation of a media center and the development of a regional television network. The total cost of implementing the investment program of the project is $173.7 million, there are no own funds. Type of investments - direct, payback period of the project - 45 months. This project is of mixed type.

1.3 Investment opportunities of Russian regions

According to the Expert RA rating agency, the undisputed leaders investment attractiveness are Moscow and Novgorod region. Despite a slight increase in the risk index, the investment potential of Moscow, which is out of competition, amounted to 17% of the nationwide. A high margin of safety allowed it to remain a leader both in terms of potential and risk.

The second most attractive region of Russia is the Novgorod region. Moreover, this area has been holding leadership among regions with low potential for five years in a row. And the regions with low potential and extreme risk are Chechnya and the Chukotka Autonomous Okrug.

Activities in the project cycle

Chapter 2. Structuring the project

2.1 General provisions

Project structuring is a tree of product-oriented components (equipment, works, services, information), as well as the organization of links and relationships between elements.

Typically, a project breakdown structure combines the division into:

Project product components;

Stages of the life cycle;

Elements of the organizational structure.

The tree structure allows you to distribute the total amount of work on the project into manageable independent blocks that are transferred to the management of specialists.

The set of interrelationships between activities is often referred to as the project's logical framework because it determines the sequence in which work is to be performed.

Structuring helps to solve the following tasks:

Dividing the object into manageable blocks;

Distribution of responsibility;

Grade necessary costs means, time, material resources;

Creation of a single base for planning, budgeting and cost control;

Linking project work with the accounting system;

Transition from general goals to specific tasks.

2.2 Instruments

For structuring, the following tools are used:

network diagram(network, network graph, PERT diagram) - graphical display of project activities and their relationships. In project planning and management, the term network refers to the full range of activities and project milestones with the dependencies established between them.

Network diagrams display a network model graphically as a set of vertices corresponding to jobs connected by lines representing relationships between jobs.

This graph, called a node-to-work network or a precedence diagram, is the most common representation of a network today. management project management consulting

There is another type of network diagram, called a vertex-event network, which is less commonly used in practice. At this approach the work is represented as a line between two events (graph nodes), which in turn display the beginning and end of this work. PERT charts are examples of this type of chart.

Although in general the differences between these two approaches to representing the network are insignificant, the representation of more complex relationships between activities by a vertex-event network can be quite difficult, which is the reason for the less frequent use of this type. A network diagram is not a flowchart in the sense that this tool is used to model business processes.

The fundamental difference from the block diagram is that the network diagram models only the logical dependencies between elementary activities. It does not display inputs, processes, or outputs, and does not allow repeating cycles or loops.

Work Breakdown Structure- hierarchical structure of sequential decomposition of project tasks into subtasks. The Work Breakdown Structure (WBS) is the original tool for organizing work, ensuring that the total scope of work on a project is divided according to the organization's execution structure.

At the lower level of detail, activities are identified that correspond to the detailed elements of the activity displayed in the network model. The CPP provides a hierarchical format that helps the developer to:

Structuring work into main components and subcomponents

Ensuring that activities are focused on achieving the entire set of goals

Development of a system of responsibility for the implementation of project work

Development of a reporting system and generalization of information on the project.

Structural diagram of the organization(CCO) has a format similar to that of CPP. Each element of the lower level in the CPP must correspond to one or more elements from the CCO. Thus, CCO is a means of identifying who is responsible for performing work in complex organizations and provides a basis for developing the structure of an accountability system.

Goal Tree represents graphs, diagrams showing how the general goal of the project is broken down into subgoals of the next level (a tree is a connected graph expressing the subordination and relationships of elements. In this case, such elements are goals and subgoals).

The presentation of goals starts from the top level, then they are sequentially disaggregated. At the same time, the main rule for disaggregating goals is completeness: each top-level goal must be presented in the form of subgoals of the next level exhaustively.

decision tree- graph, diagram reflecting the structure of the optimization problem for a multi-step process. The branches of the tree represent the various events that may take place, and the nodes (vertices) represent the points at which the need for selection arises.

Moreover, the nodes are different - in some, the choice is made by the project manager himself from a certain set of alternatives, in others, the choice does not depend on him.

In such cases, the project manager can assess the likelihood of a particular decision.

network model is based on work packages, the sequence of execution corresponds to the technological scheme.

Responsibility Matrix- associates work packages with performers, can take into account the calendar deadlines for the completion of work.

2.3 Structuring process

The process of project structuring can be divided into the following components:

1. Definition of the project, i.e. nature, goals, content and end products;

2. Level of detail, including:

The level of detail of the plans;

The level of elements in the project breakdown structure;

3. The structure of the process - the scheme of the life cycle of the project;

4. Organizational structure covering all areas and environment of the project;

5. Product structure, including component diagram, machinery, equipment, software and information support;

6. Chart of accounts;

7. Project breakdown structure;

8. Detailing of the master plan;

9. Matrix of distribution of responsibility.

10. Network schedule and resource use plan;

11. Work order system;

12. Control and reporting system.

2.4 Analysis of the project management system in the business center "Parus"

In this case, the project should be understood as a set of engineering and architectural solutions, economic and financial plans and calculations, as well as reconstruction and construction works business center"Sail", the result of which will be income from the operation of the business center.

The management of this project involves the planning and development of all necessary documentation, the organization of the reconstruction process of the existing building, the management and coordination of human and material resources throughout the life of the project using modern methods and management techniques to achieve the goals.

Judging by the description, during the construction of the Parus business center, not a single project management system was used. This was reflected in the fact that the project does not have a clearly defined budget; the services of a design and construction organization were not used to carry out the turnkey project; the subdivision of the General Directorate "Centre" dealing with the business center "Parus" does not coordinate the process of development and implementation of the project. In this case, a number of difficulties arise:

Available financial resources and expenses necessary for the implementation of the project;

There is no division of the project into phases of the life cycle, which makes it difficult to calculate the timing of the project;

The goals of the project are not fully formulated, without which it is difficult to choose the means to achieve the intended results;

The project work is not clearly distributed among the participants and is not divided into component parts, which makes it difficult to plan, manage and control the quality of the project;

The analysis of the market and possible risks with the subsequent selection of an alternative project option was not carried out;

The viability analysis of the project has not been carried out, which does not guarantee its successful implementation.

Switching to one of the project management systems would help to avoid all these shortcomings.

The project to create a business center "Parus" belongs to the class of mono-projects; this project is also an investment project, since it provides for the reconstruction of the building; classification by duration is difficult due to the above reasons.

For this project, the following breakdown into life cycle phases can be proposed:

Pre-investment phase:

· Analysis of the legal framework.

· The study of forecasts for the development of the economy and urban economy in the area.

· Market analysis in the field of project implementation.

Formation of an investment plan, the duration of the project, all its stages, analysis of the investment climate, forecasting of possible costs and results obtained are determined. The investment idea itself illuminates next round questions:

· - the object of investment - the business center "Parus";

· - the purpose of investments is to receive income from the operation of the business center;

· - payback period;

- profitability of the project;

- purpose, main characteristics of the project;

· - prospective sources of financing.

Preparation of a declaration of intent, which contains, in addition to the cost estimate, information about the impact of the project on the environment, the project time frame and the investment plan.

Preliminary approval of the investment plan by all project participants.

Development of investment justifications taking into account the requirements government agencies and interested organizations in an amount sufficient for the investor to make a decision on further expediency and development project documentation. The result is an assessment of the viability of the project.

Ecological substantiation of the project.

Detailed analysis of all components of the project.

Development of a preliminary investment decision based on the results of pre-project studies.

Development of a preliminary project plan, which includes:

Plan of design and survey work;

A preliminary plan for the implementation of the entire project to assess its duration, structure and composition of the necessary project executors;

Preliminary project financing plan;

A preliminary cost estimate for the project.

Task for the development of a feasibility study.

Development of project documentation and preparation for construction:

· - development of a plan for design and survey work on the project;

· - development of a feasibility study for a project to create a business center "Parus";

· - coordination, examination and approval of the feasibility study;

- issuance of design assignments;

· - development, coordination and approval of the project (working documentation);

- making the final investment decision;

- permission to build additional space;

- assignment for the development of a project for the production of works;

· - development of a project plan for the creation of a business center.

Investment phase: Bidding and conclusion of contracts.

Preparatory work:

· - conclusion of contracts for design and survey work;

· - conclusion of contracts for building and reconstruction of the object;

- conclusion of a contract with a contractor;

- conclusion of contracts with consultants;

- development of a work plan for the project;

· - preparatory work to construction.

Construction and installation works:

· - performance of construction and installation and reconstruction works under the project;

- monitoring and control of the work;

· - adjustment of the project plan and operational plan for construction and reconstruction;

- payment for the work performed on the project.

Final phase:

· - commissioning works on the project;

- commissioning of the business center;

- demobilization of resources;

· - analysis of the results.

Operational phase:

Development of the project - holding tenders and concluding lease agreements.

Completion of the project.

Chapter 3. Environment and project participants

3.1 Project environment

The project arises, exists and develops in a certain environment, which is called the external environment.

External environment

The composition of the project does not remain unchanged in the process of its implementation and development, new elements or objects may appear in it and may be removed from its composition. A project, like any system, can be divided into elements. At the same time, links between them must be determined and maintained.

A transition zone is shown between the project and the external environment, through which communication and movement of elements involved in the work on its implementation is carried out.

The external environment is formed by factors:

political;

Economic;

Social;

Scientific and technical.

The project is closely related to the scientific and technical support, namely the achievements in the subject area of ​​the project and the introduction of know-how.

The project combines knowledge and experience in the implementation of certain ideas, thus forming a project implementation area in which decisions on project management are made, and contributes to the implementation of the project personnel, which is part of the labor resources generally. The project focuses on the legal framework, which constitutes the legal area of ​​the project, contracts and other legal documents are concluded on their basis.

Project financing creates a financial zone and is oriented towards the investment market. The project combines knowledge and experience in the development of the project itself and forms the project development zone, in which all project documentation is developed. The project development zone closely interacts and forms the material economy, which forms the procurement and supply zone.

The project combines the experience and methods of construction, forming a construction zone, i.e. buildings and structures directly. The construction zone implies the presence of a construction site, and it forms a land use zone.

The project combines engineering knowledge and experience, forming an engineering zone that deals with the technological process, and the technological process is focused on a specific production, and thus a production zone is formed. The pre-investment stage of the project is closely related to the business area and the external environment. In the final phase, when the products have already been received, the project is associated with the sales area and specifically with the sales market.

3.2 Project participants

Project participants - it is the main element of its structure, which ensures the implementation of the project intent. Project participants:

1. The main participant is the Customer, i.e. future owner and user of the project results. It can be an individual or legal entity, as well as organizations that have pooled their interests and capital;

2. An investor is a party that invests money in a project;

3. Designer - developer of design estimates;

4. Supplier - logistics of the project;

5. Contractor - a legal entity responsible for the performance of work in accordance with contracts;

6. Consultant;

7. Project management - this is usually a project manager, i.e. a legal entity to which the customer delegates the authority to manage the work on the project (planning, control and coordination of the work of project participants);

8. The project team is organizational structure, headed by a project manager and created for the duration of the project in order to effectively achieve its goals;

9. Licensor is a legal or individual, holder of licenses and know-how that are used in the project;

10. The bank is an investor (one of the main investors).

The project participants are:

Customer. The main customer in this project, that is, the future owner v The user of the results of the project is the Government of Moscow represented by the General Directorate "Center" of the Association "Moskapstroy". In addition to this organization, the customers are also the Russian-Austrian joint venture Stroyservice and CJSC Mospromstroy, which have combined their efforts, interests and capital to implement the project.

Investor (in this case, he is the customer). The project investor, based on the description of the project participants, is the Russian-Austrian joint venture Stroyservice, whose group of specialists is engaged in the processes of financing, design and construction control. A significant role in any project is played by the bank - one of the main investors providing project financing. Apparently, the bank of the Parus project is Mosstroybank, one of the most important founders of Mospromstroy and the official bank of the Moscow Government. The bank's responsibilities include the continuous provision of the project with funds.

Designer. The developer of project documentation is Mosproekt-1 JSC, workshop No. 3.

Contractor. The contractor, that is, the legal entity responsible for the performance of work, in this project is the Orbita company. The company has all the attributes necessary for this category of participants: a bank account, an independent balance sheet and, according to the Regulations, can be a general contractor for the construction of industrial and civil facilities.

Developer. The functions of the developer in the business center "Parus" are performed by employees of the planning, economic and technical services of CJSC "Mospromstroy". The main part of CJSC "Mospromstroy" is made up of construction and installation trusts and organizations that perform the functions of material and technical support for construction, as well as the direct work itself. Thus, this enterprise is to some extent a supplier.

Consultant. A possible consultant (a firm engaged on contract terms for consulting services to other project participants on all issues of its implementation) such an organization as the Moscow Committee for Architecture can act on the Parus project when developing architectural and planning solutions for the building. Also consulting services may provide Mosgosexpertiza in conducting expert analysis of aspects of the project.

Project Manager . A special place in the implementation of the project is occupied by the project manager. This is a legal entity to which the customer or another project participant delegates the authority to manage the work on the project, that is, the authority to regulate, control and coordinate the work of project participants. Judging by the description of the participants in the project for the construction of the Parus business center, the above-described powers are vested in the Stroyservis joint venture. Its powers include financing, control over design and construction. The project team includes all existing participants with their inherent powers.

Licensor. The licensor, that is, the holder of licenses and know-how used in the project, in this situation, may be the design organization Mosproekt-1 JSC, as well as Moscomarchitecture.

Project environments include:

The government of Moscow.

Gosarchstroynadzor;

Moscow State Expertise;

Moskomarchitectura;

Chapter 4. Definition of viabilityand project

4.1 Project performance indicators

Any production, entrepreneurial, innovative and other types of activity for the purpose of making a profit or other end results need investment.

However, investments are limited, and the need for them is very high, so entrepreneurs, merchants, economists, financiers are faced with the problems of profitable distribution and more efficient use of investments.

These tasks are solved both at the local level of individual enterprises, banks, shops, and at the level of large-scale investment programs. Decision makers and evaluating their consequences at all stages of implementation must be familiar with the basic concepts and methods of practical investment calculations.

To assess the viability of the project, the project options are compared in terms of their profitability, cost, implementation time. As a result, there will be stable demand for products throughout the life cycle, sufficient to charge a price that will cover the costs of operating and maintaining the project facilities, paying off debt and satisfying the return on investment.

As a comparison, the results of situations without a project and with a project are taken.

The viability of the project is assessed by analyzing the commercial viability of the project options, as well as the budgetary and economic efficiency options.

The commercial efficiency indicator takes into account the financial consequences of the project implementation for its direct participants.

The budget efficiency indicator shows the consequences of the project for the federal, regional and local budgets.

The economic efficiency indicator takes into account the costs and income associated with the implementation of the project, which go beyond the direct financial interests of the participants in the investment project and allow for cost changes.

Commercial (financial) efficiency - the ratio of financial costs and results that provide the required rate of return.

The project is divided into three types of activities:

Investment;

Operating room;

Financial.

The difference between inflows and outflows in operating and investing activities is called real money flow.

Real money flow from investing activities:

2. buildings and structures

3. machines, equipment and transmission devices

4. intangible assets

5. total - investments in fixed assets (1+2+3+4)

6. working capital gain

7. total investment (6+5)

Real cash flow from operating activities includes:

1. sales volume

3. revenue (1*2)

4. non-operating income

5. variable costs

6. fixed costs

7. depreciation of buildings

8. equipment depreciation

9. interest on loans (included in the cost)

10. profit before taxes

11. taxes and fees

12. projected net income

13. cushioning (7+8)

14. net inflow from operations (12+13)

Real money flows from financing activities include:

1. equity

2. short-term loans

3. long-term loans

4. repayment of debt on loans

5. dividend payments

6. balance of financial activity

Pure liquidation value object:

1. market value

2. costs

3. accrued depreciation

4. book value at time step (t step) (2-4)

5. liquidation costs

6. capital gains (1-4)

7. operating income (losses) (1-(4+5))

9. net salvage value (1-8)

If the project provides for the reinvestment of free Money, then the balance of accumulated real money is used to determine the flow of real money:

Current balance of real money:

b(t)=B(t)-B(t-1)

Real money flow:

Ф(t)=b(t)-Ф з (t), where Ф з (t) - expenses.

Positive B(t) is free cash at the time step. To calculate B(t) at a time step, it is necessary to add to the previously calculated value of this balance at the t-first step, recalculated taking into account the result of reinvestment, the receipts included in the inflow of funds П t (t) and subtract all expenses О t (t).

When calculating real money flows, one should distinguish between inflows and outflows from income and expenses. All expenses are deducted from income and affect the amount of net income.

Not all expenses require a real money transfer, not all cash payments are funded as expenses. The purchase of inventories or other property involves an outflow of real money, but is not an expense.

A necessary criterion for accepting an investment project is the positive balance of accumulated real money at any time step where the participant makes expenses or receives income.

The following performance criteria are used to compare projects:

4.1.1 Net present value

Represents the sum of current effects for the entire settlement period reduced to the initial step or the excess of integral results over integral costs.

NPV (NPV) \u003d (P t -Z t) * (1 / (1 + E) t), where

Р t - results achieved at the calculation step t;

Z t - costs at the same step;

T - calculation horizon (equal to the calculation step number at which the object is liquidated).

If the NPV of the investment project is positive, then the project is effective (at a given discount rate) and the issue of its adoption can be considered.

The higher the NPV, the more efficient the project. If the investment project is implemented with a negative NPV, then the investor will incur losses, that is, the project is inefficient.

In practice, a modified formula is often used to determine the NPV. To do this, capital investments are excluded from the composition of Z t and denoted by: K t - capital investments at the calculation step t; K - the amount of discounted capital investments, and through And t - costs at the calculation step t, provided that they do not include capital investments.

NPV \u003d (P t -I t) * (1 / (1 + E) t) -K

This formula expresses the difference between the sum of the reduced effects and the value of capital investments reduced to the same point in time.

4.1.2 Yield index

The yield index (IR) is the ratio of the sum of the reduced effects to the amount of investment:

ID \u003d 1 / K * (P t - AND t) * (1 / (1 + E) t), where

K - the amount of discounted capital investments or the present value of investments (DCI). So:

ID=NPV/DSI

The yield index is closely related to NPV. It is built from the same elements, and its value is related to the NPV value: if NPV is positive, then ID>1 and vice versa. The yield index shows the level of efficiency under one limitation - at the accepted discount rate. The internal rate of return does not have this constraint.

4.1. 3 Internal rate of return

The internal rate of return (IRR) is the discount rate (E BH) at which the value of the reduced effects is equal to the reduced capital investment. In other words, E VN (VND) is the solution to the equation:

(P t -I t) / (1+ E VN) t \u003d K t / (1+ E VN) t

If the calculation of the NPV of an investment project answers the question of whether it is effective or not at a given discount rate (E), then the IRR of the project is determined in the calculation process and then compared with the investor's required rate of return on invested capital.

In the case when the IRR is equal to or greater than the required rate of return on capital required by the investor, then the investment in this project is justified, and the question of accepting it can be considered.

If a comparison of alternative (mutually exclusive) investment projects (project options) in terms of NPV and GNI leads to opposite results, then NPV should be preferred.

4.2 Payback period

The payback period is the minimum time interval (from the beginning of the project), beyond which the interval effect becomes and remains non-negative in the future. In other words, this is the period from which the initial investments and other costs associated with an investment project are covered by the total results of its implementation.

The results and costs associated with the implementation of the project can be calculated with or without discounting. Accordingly, two different payback periods are obtained. It is recommended to determine the payback period using discounting.

The main drawback of the payback period, as a measure of efficiency, is that it does not take into account the entire period of the investment and, therefore, it is not affected by all the returns that lie beyond it. This disadvantage is especially evident in the case when the return on investment is unequal. Opinions were expressed that the payback period should not serve as a selection criterion, but should be used only as a constraint when making a decision. If the payback period of projects is longer than the accepted limit, then it is excluded from the list of possible investment projects.

The indicator of commercial efficiency takes into account the consequences of the project implementation for its direct participants.

The budget efficiency indicator reflects the financial implications for the federal, regional and local budgets. The main indicator is the excess of revenues over expenditures of the corresponding budget in connection with the implementation of the project. The expenses include:

Funds allocated for direct budget financing;

Loans from the central, regional and authorized banks for individual participants in the project implementation, allocated as borrowed money subject to compensation from the budget;

Direct budget appropriations for surcharges on market prices for fuel and energy carriers;

Payment of benefits for persons left without work in connection with the implementation of the project;

Payments on government securities;

State, regional guarantees of investment risks of foreign and domestic participants;

Funds allocated from the budget to eliminate the consequences that may occur during the implementation of the project emergencies and compensation for other possible damage during the implementation of the project.

Income includes:

VAT and other tax revenues, rent payments of a given year to the budget from Russian and foreign enterprises and firms - participants of the project;

Increase and decrease in tax revenues from third parties due to the impact of the project implementation on their financial position;

Incoming to the budget customs duties and excises on resources (products) produced under the project;

Share premium by issue valuable papers for the implementation of the project;

Dividends on shares and other securities;

Income tax on wages;

Payment for the use of land, water and other natural resources, payment for subsoil and

Licenses;

Repayment of concessional loans under the project;

Penalties and sanctions related to the project;

Receipts in Pension Fund, employment fund, medical fund and social insurance fund.

Similar Documents

Staff motivation. Communication of features of personnel management in consulting firms ah with the specifics of the firms. Possible methods of personnel management of consulting firms and existing practice of personnel management of firms in Russia.

control work, added 11/07/2006


Evaluation of the investment policy of the state. Consideration of methods and approaches to assessing the investment attractiveness of the state. Development of a direction to increase investment attractiveness and evaluation of the effectiveness of the proposed measures.

term paper, added 08/26/2017


Methodological foundations evaluating the effectiveness of investment projects. Concept and stages of substantiation of investment projects. The main directions and justification of investment projects in CJSC "Novomoskovsk Concrete Concrete Plant", assessment of their investment attractiveness.

term paper, added 03/26/2010


Theoretical basis investment attractiveness. Assessment of the socio-economic situation in the Dnipropetrovsk region for the investment attractiveness of this region, recommendations for raising its level and attracting investors.

abstract, added 02/15/2013


The system of strategic planning in the organization, its role and significance. Analysis of the planning system in the branch of CJSC "CINEMA PARK". Design strategic development organizations, project costs and determining its investment attractiveness.

thesis, added 01/06/2015


Concept, essence and methods of project management. Development of theoretical and methodological approaches to enterprise project management planning to ensure its effective functioning and competitiveness growth in commodity markets.

term paper, added 03/22/2011


Project life cycle. Its structuring, principles, environment and participants. Determining the viability of the project. The difference between inflows and outflows in operating and investment activities. The main types of projects in the main areas of activity.

test, added 04/25/2010


Fundamentals of viability and the life cycle of the organization. Analysis of its internal and external environment. general characteristics and diagnostics of the viability of Coca-Cola LLC. Evaluation of the mechanism of strategic enterprise management. Development of its development strategy.

term paper, added 06/26/2013


Theoretical foundations of valuation, the concept, methods of valuation, ways to increase the investment attractiveness of the enterprise. Brief organizational and economic characteristics of the collective farm named after Lenin. Evaluation and ways of investment attractiveness of the collective farm. Lenin.

term paper, added 02/05/2010


System model of project management. Project-oriented management. Creation, functioning and development of systems. professional work over the project. The tasks of its launch, planning and control over execution. Communications management process.

Information technology and enterprise management Baronov Vladimir Vladimirovich

Types and types of projects

Types and types of projects

Projects implemented in different areas have significant differences. Therefore, in order to choose one or another approach to managing a specific project, it is necessary to first understand the features of this particular type or type of project.

Classification of projects can be carried out on various grounds. We will consider only its most common options.

Project types

They differ according to the areas of activity in which the project is carried out:

Technical (construction of a building or structure, introduction of a new production line, software development, etc.);

Organizational (reforming an existing or creating a new enterprise, introducing a new management system, conducting international conference etc.);

Economic (privatization of an enterprise, implementation of a system financial planning and budgeting, the introduction of a new taxation system, etc.);

Social (reforming the social security system, protecting the disadvantaged segments of the population, overcoming the consequences of natural and social shocks);

Mixed (projects implemented in several areas of activity at once; for example, an enterprise reform project, including the introduction of a financial planning and budgeting system, the development and implementation of special software, etc.).

Project classes

They differ in composition, structure and subject area of ​​the project:

Mono-projects are separate projects of various types and purposes, having a specific goal, a clearly defined framework for finance, resources, time, quality and involving the creation of a single project team(investment, innovation, etc.);

Multi-project - a complex project consisting of a number of mono-projects and requiring the use of multi-project management (reforming existing and creating new enterprises, development and implementation of intra-company systems);

Megaproject - targeted programs development of regions, industries and other entities, including a number of mono- and multi-projects (Marshall Plan, creation of the Common European Market, development South Korea etc.).

Project scale

In American practice, there is a division of projects by scale:

Small projects - capital investments up to $10-15 million; labor costs 40–50 thousand man-hours. Examples: pilot plants, small industrial enterprises, modernization of existing industries;

Megaprojects are targeted programs containing many interrelated projects, united common goal allocated resources and the time allotted for their implementation. Distinctive features: capital investments - from $ 1 billion or more, non-traditional forms of financing (shareholder, mixed) - usually a consortium of firms, labor intensity - 2 million man-hours - for design, 15-20 million man-hours - for construction, 5 -7 years or more - implementation period.

Project types

They differ in the nature of the subject area:

Investment project - the main objective– creation or renovation of fixed assets of organizations that require investments;

Innovation project - the main goal is the development and application of new technologies, know-how and other innovations that ensure the development of organizations;

Research;

Educational;

Mixed.

By duration:

Short-term - up to 3 years;

Medium-term - from 3 to 5 years;

Long term.

Chapter 2. What Types of Businesses, Projects, and Inventions Can Raise Money? In this chapter, you: ? Decide on a project idea and see if it can be crowdfunded. ? Familiarize yourself with the projects that have benefited from crowdfunding and define the criteria

Project Folders Each project folder should be named either by the client's name (Acme Industries) or by the project's own name (Gel conference) and contain properly named files that pertain to the respective project. The folder can