The project structure is used to define the end result to be achieved and to relate it to the required resources, activities, labor and equipment. The structure also allows you to connect elements not only with the product or product that will appear in the end, but also with each other. The formation of a project should begin with what will happen in the end. Next comes the main breakdown into blocks, which continue to be crushed and increased in number until the smallest detail required in production is taken into account. This process also includes establishing not only vertical, but also horizontal connections between elements, if such actions are necessary.

project?

The activities of any company in the world begin with the development of a general action plan. For example, a company has an order for the supply of pasta. Now management, specialized departments, analysts and other interested parties draw up a plan, which is the project development structure. In this case, you need to determine where to get the raw materials from and where to process them to the desired state. This is already two blocks. Each of them can develop further. The issue of raw materials can be divided into the search for a supplier, transport for transportation and quality control. Processing of raw materials, in turn, is also divided. We need to decide which premises to use, where to find equipment, specialists, installers and how to start the production cycle. This is only the simplest example, because the blocks will continue to be divided until there are no questions left. This is how the main project structures help achieve the desired result within the given time frame. When each performer accurately understands his functions and actions, understands why each specific element is being performed and what should happen in the end, only then will the maximum efficiency of the enterprise be achieved.

Dedicated structure

The simplest project is described above. But this is just the beginning. There is such a thing as a dedicated structure, which refers both to the process of organizing the company as a whole, and directly to a specific project. There is a certain company in which there is a clear division into functions, features, production cycles and search for employees. But in order for the whole mechanism to work, management must first find a suitable project that will bring profit. This is done by a completely different company, which has its own structure. This is a dedicated type of organization. For example, the company is engaged in the production of metal products. The system has been worked out, but it is not clear what exactly will be sold profitably and what goods will lead to losses. To do this, another analytical firm is hired to study the market and issue recommendations. Based on them, the entire operating mechanism of the first company comes into action.

Dual type

This is the second type that a project management structure can take. It implies the presence of two companies, each of which performs its part of the work. Subsequently, these elements are combined to form the final product. The same applies directly to projects within one company. Let's take, for example, a company that creates computer games. One of its departments is responsible for creating graphics, and the second for the storyline. Only when both components are ready and connected will the finished product emerge. Usually this is done by another department (or company), which ensures interaction between different structures and regulates their activities.

Complex design

This project structure is characterized by the presence of many departments (or enterprises), each of which has its own area of ​​responsibility. Using the example of the same computer game, the entire system may look something like this: there is a management that has made a strong-willed decision to start creating a product. Then there are several departments, each of which must provide part of the total product. They may not have their own specialists, which is why they have to hire people from outside. They, in turn, can do the work themselves or entrust it to someone else. That is, the basis of the company consists of literally several blocks or departments. The rest is done by third parties. But the final result is collected by the employees of the main company.

Functional structure

Above we talked more about the process of organizing the work of an enterprise, although this is also directly related to project management. But the functional structure, which is also the most common and popular, is already a direct reference specifically to projects. Its general principle was formulated by Max Weber back in the 20th century. Not much has changed since then. Such projects are characterized by the presence of a strict hierarchy of subordination, division of powers, labor and functions. The standardization of all actions performed and clear coordination of the entire process are actively used. There is no connection between the personality of this or that employee and his functions, which makes it easy and simple to replace them with each other. The main positive features of this structure are the opportunities to stimulate specialization, reduce the total number of actions and significant savings in resources. At the same time, there are also significant drawbacks. Thus, the isolation of different departments occurs, the number of conflicts in the team increases, the overall efficiency of the entire production cycle decreases, and the connections between horizontal departments gradually become more complicated, which had to be avoided. Basically, all this happens due to the incompetence of the management team. This structure requires the minimum from an ordinary worker, but the maximum from bosses. They are required to respond to the smallest elements in a timely manner and ensure very clear communication between horizontally located groups.

Functions of intermediaries

Since Max Weber was a German, it is not surprising that such a system can work quite effectively for them. In conditions of mild or severe carelessness of the management team in domestic enterprises, connecting links are needed. In fact, they duplicate the functions of superiors, without management rights, but with extensive control capabilities. As a result, the structure of the project’s work acquired such a concept as intermediaries. These are special people (or entire departments) who regulate interaction between horizontal groups. Ultimately, such coordinators issue the final result to higher management simultaneously with immediate managers, whose function is reduced to the transfer of commands and general management. If they try to delve directly into the project and ensure the interaction of individual teams, the situation usually only gets worse.

Matrix structure

This is the next form that arises as the number of intermediaries increases. This structure of a business project is called matrix. The main problem here is precisely that those same coordinators receive much more management opportunities and, in their functions, are closer to the heads of departments. It is very difficult to clearly distinguish between what one manager can indicate and what another can indicate. For simplicity, they are divided into project and functional managers. The former provide a general system of interaction between departments. They are obliged to clearly and clearly convey the whole idea to their subordinates, as well as understand the peculiarities of the work of the departments. They must establish communication between different employees and take into account their whims, desires and requests. These bosses are also responsible for possible unforeseen situations and the absence of conflicts. Functional managers, in turn, ensure the availability of the required resources, set the time and place for work, and are responsible for the quality of manufactured products, as well as their compliance with the stated requirements. It is these people who are required to adapt very quickly to different conditions, including the most unfavorable ones for work. They must find a way out of difficult situations and ensure the production of products of the declared quality on time.

Project type

This project structure is especially useful for those types of enterprises whose entire activity is tied to one or more projects. In this case, each of them has everything necessary to perform its functions. For example, there may be several accounting departments, financial departments, design bureaus, and so on for each project separately. The remaining divisions, which are not included in any of the groups, provide exclusively auxiliary, albeit very important functions. There can be one HR department and respond to requests from all departments. This, for example, could be the structure of an investment project. It is characterized by the responsibility of each employee for the final result, very flexible and vague management and the absence of clearly regulated actions for each employee. Such structures can very quickly repurpose, respond to non-standard situations and fulfill orders in the shortest possible time.

Division and features

All organizational structures of project management can be divided into two large groups - mechanistic and organic. The first is a functional system, and the second is a matrix system. Project-based is included in both categories at once, as it is very flexible. Mechanistic types of structures are distinguished by clearly strictly regulated functions and actions of workers, and so on. Organic, on the contrary, are very simple, flexible and do not have the ability to clearly tell each employee what and how to do. Both options have a right to exist. The first is best suited for the production of specific products. For example, a car. When each worker performs only his functions, nothing will distract him. But for more creative projects, it is more profitable to use a matrix structure, since sometimes it is the “non-standard” interaction between employees that gives maximum results at minimal costs.

Creation

The structure of a project plan is difficult to draw up, because everything that follows depends on it. It is almost impossible to set precise tasks and identify specific actions at the initial stage. First you need to choose the form of the structure itself. It must correspond to the peculiarities of interaction between all parties to the project, fit its content and work successfully within the existing external environment. A project management structure is usually created once for a long time, so it is better to spend more time on it, but get the most effective results, than to constantly redo it in the near future. The next stage is detailed planning for the current situation. At the very end, methodological, organizational, reference and other useful documentation is collected for each stage, department or group of employees. This also includes staffing, job descriptions, requirements for the availability of specialists, as well as the application of all this within the framework of the overall project budget.

Distribution by areas of responsibility

As mentioned above, the organizational structure of the project is based on the responsibility of all categories of employees. It is logical that the higher the personal interest of an individual employee, the more effective the overall process will be. It is necessary to convey to all groups of people participating in the project the importance of the actions they perform and the impact on the final result. Naturally, we should not forget about responsibility. It is necessary to explain how catastrophic the consequences will be if the employee fails to fulfill his functions. You can also designate rewards for correct performance and penalties for errors. Everyone should know all this, and the presentation of information itself must be as simple and accessible as possible. For example, somewhere in the job description it will be vaguely written that if the mechanic Sidorov does not work as expected, he will be punished. It's ineffective. It must be said directly that the part he makes is needed in order for the car to move. Without this, the project will be disrupted and the company will suffer a loss of 1 million. And only he will be to blame. But if this mechanic makes one more part in the same time, he will receive a bonus in the amount of half the salary. Everything is clear, understandable and accessible. Punishment is indicated and there is reward.

Detail Features

In most cases, especially when a mechanistic structure of project work is used, maximum detail of any issue is required. You need to continue dividing blocks and elements until there are no parts left uncovered. In some cases, this process may occur already when the project begins its work, the main thing is that this does not affect the overall efficiency of the work. But there are also enterprises in which an accurate description of actions and maximum detail can only get in the way. This usually applies to creative teams. For example, the situation with the creation of a computer game was described above. If you issue clear commands to all employees, the product will be created quickly and at minimal cost. However, excellent ideas or sensible comments from all project participants who could turn a mediocre game into a masterpiece worthy of many awards will be ignored.

Bottom line

In general, the project structure must be thought out in as much detail and precision as required by the current production process. It is impossible to apply uniform standards and examples to absolutely all enterprises without exception. You always need to take into account a lot of features and parameters that may not be obvious to most employees at the beginning of the project, but can become a significant problem closer to its completion. And the main thing to remember is that the project structure is not a rigidly fixed scheme. It can and should be constantly refined, refined and deepened. This is the only way to achieve the highest efficiency in the minimum amount of time and with minimal expenditure of resources.

In order to manage a project, it must be broken down into hierarchical components.

In terms of project management project structure represents a “tree” of product-oriented components represented by equipment, works, services and information obtained as a result of the project.

They also say that the structure of a project is the organization of connections and relationships between its elements.

In general, project structures are called hierarchical decompositions of a project into component parts (elements, modules) that are necessary and sufficient for the effective implementation of the project management process in the interests of various project participants.

The project structure is intended to define the product to be developed or produced and to relate the elements of work to be performed both to each other and to the ultimate goal of the project.

The essence of project structuring (Work Breakdown Structure - WBS) is as follows: the project is divided into manageable work elements for which it is easy to determine costs and build execution schedules. A properly prepared and structured project structure must satisfy the requirements of the project manager and the client. Project structuring helps the manager assign project participants responsibility for completing specific technical tasks. It also allows you to create a simple system for tracking project progress.

The formation of the structure begins with the division of project goals into much smaller blocks of work, down to the achievement of the smallest items subject to control. This tree-like structure allows the total scope of the project to be broken down into manageable, independent units that will be assigned to the management of individual specialists who are responsible for their completion. In this way, a logical connection is established between the company’s resources and the amount of work to be carried out.

It is not so easy to implement the seemingly simple project structuring in practice. When applied to real projects, the project breakdown structure should combine the division into:

• 1) product components;
• 2) stages of the project life cycle;
• 3) elements of the organizational structure.

In addition, the process of project structuring is an integral part of the overall process of planning the project and determining its goals, as well as preparing a consolidated (master) project plan and a matrix for the distribution of responsibilities and duties. Carrying out this process is relatively easier in

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so-called tangible projects, for example in construction, than in projects related, for example, to software development.

Main tasks of project structuring:

• definition of project work packages;
• transition from general, not always specifically expressed, goals to specific tasks;
• linking project work with accounting and management accounting systems;
• creation of a unified database for planning, budgeting and cost control;
• accurate assessment of the required time, financial and material resources;
• distribution of responsibility for various elements of the project and linking the work with available resources and the structure of the organization;
• breaking down the project into manageable blocks.

When structuring projects, various mistakes are often made. The most typical are the following:

• omission of “intangible” final products such as services, information or software;
• this type of project structuring, the results of which cannot be processed on a computer;
• excessive or insufficient detail of the structures being developed;
• lack of integration of the project structure with the accounting system;
• repetition of the same structural elements;
• lack of understanding that the project structure should cover its entire life cycle (as a rule, skipping the initial and final phases of the project is allowed);
• using only functional areas or project phases or organizational divisions of the company as the basis for structuring, instead of focusing on the final products or resources used by the project;
• skipping the project structuring stage and attempting to directly move on to analyzing and solving problems in project implementation.

The diagram shows a simple project breakdown structure, based almost entirely on life cycle stages.

It is easy to see the shortcomings of the above project breakdown structure. Thus, it meets only the second requirement for project breakdown (that is, it takes into account the stages of the project life cycle) and practically does not take into account the first requirement (project product components) and the third requirement (elements of the organizational structure). This breakdown does not allow the elements of the project to be combined into a single whole. Therefore, it is difficult to manage a project based on it.

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How to properly structure a project? The main task when structuring a project is to find real components project. This is reminiscent of the task of dividing a book into chapters, an area of ​​land into plots, or a computer program into modules. This is what they call sub-product structure.

Of course, breaking down a project into its component parts should take into account everything final products project. However, the structuring process must also take into account project life cycle stages(process structure) such as, for example, planning, assembly, etc.

Project structure.

Project structures are hierarchical decompositions of the project into component parts (elements, modules) that are necessary and sufficient for the effective implementation of the project management process in the interests of its various participants.
Understanding a project as a structured (information) object, subject to logical judgments and formal rules, is the basis of professional project management methods. To identify and understand the goals, composition and content of the project, organize planning and control the processes of project implementation, it is necessary to determine and build the structure of the project’s work using decomposition methods.
Project work breakdown structure(WBS) is a graphical embodiment of the project and is a set of interrelated project elements of varying degrees of detail.
A project work breakdown structure is a central tool for identifying the work to be performed on a project. The description of work (work packages) must include: the content of the work, expected results, the ability to measure and assess the degree of their implementation. There are two types of SDR most commonly used:
Decomposition according to the functional principle(project product and its components). Below, as an example, is the decomposition of a system integration project. The main product of the project is an information system, which includes intermediate products: local network, workstations and servers, DBMS, system and application software.
Decomposition according to chronological principle(project life cycle).
When managing a project throughout its life cycle, other structural project models are used, most of which are based on the WBS. The most significant of them are:
Tree of goals and results- the first structural model of decomposition of the project goal into its component parts in terms of development. The goal tree can be built in accordance with the project structure. At the top of the tree, a common (general) goal is set; at subsequent tiers of branches, decomposed goals of the corresponding level are located in a hierarchical subordination, down to the goals of the lowest level, corresponding to elementary events and actions in the project.
Task tree- development of a structural model of the project to decompose project tasks into component parts. The composition of the project tasks is determined from the project goals, the final result and the pre-project state of the subject component of the project - a product, business function or service. The systematic approach to defining project objectives is similar to the approach to defining goals using hierarchical decomposition technologies in the form of a tree. At the top of the “tree” is the super task of the project, at the base are the elementary tasks (work, activities) of the lower level. Such techniques - breaking the project into smaller tasks - allow you to present it in the form of completely manageable components.
One of the main tasks of the WBS is to determine and verify what is included or not included in the scope of the project, i.e. fixation of project boundaries.
The more detailed the lower-level tasks are reflected in the WBS, the higher the transparency of the project can be ensured. Worked out in detail and transferred to actual execution, the WBS is an effective project management tool. At the same time, experienced managers pay special attention to recording activities that transfer the results of the previous task (tasks) to the input of the next one (subsequent), which is carried out through milestones that fix the conditions for transferring results, achieving current goals and the documents necessary in this case. A clear and systematic definition of milestones in the WBS ensures high quality feedback in project management and control of its implementation, since the main part of the milestones contains requirements for reporting on the status of tasks. This technique allows you to effectively take into account deviations from the planned parameters of tasks and manage project changes.

Structural model of the project by life cycle phases
Basic approaches to building a structural model of a project:
A structural model of a project organization (or project office), representing a hierarchical decomposition of the organizational and production structure of the project.
A matrix of responsibility and distribution of work among performers, which is built on the basis of structural models of project work and project organization.
A project network model, or a hierarchical system of project network models, with a given level of detail of work that meets the requirements of various levels of management and project participants, which is built on the basis of a WBS, a tree of goals, a project organization structure and a responsibility matrix.
Resource tree - a structural decomposition of the required resources to complete the project.
Cost tree is a structural decomposition of the cost indicators of the project, which is built on the basis of the WBS, resource tree and data on the cost of project elements.
Structural decomposition of contracts for project work.
Project risk distribution tree.
Based on the composition of various structural and information models, it is possible to build other additional compositional structural models necessary to solve the problems of project management by its various participants.
The adopted structure of the project with the hierarchy of stable elements highlighted in it forms the basis of the information language of the project, in which all project participants communicate and documentation is carried out. Therefore, the adopted structure, and only it, should be used throughout the entire life cycle of the project, although the structure itself may undergo changes during the course of the project. In this case, related changes must be made to all project documentation.

Source material: Abdikeev N.M. Information management. Textbook. Publisher: Infra-M. 2010, - 400 p.

Creating a project helps you solve an important task by focusing only on it, without being distracted by other things. According to research, almost half of all purposeful human activity is carried out through the implementation of individual initiatives. Up to a quarter of the world budget is spent on this type of activity. Opening a project is the spirit of the times, you just need to know how to create a plan and how to do it correctly.

Concept of the project and its features

A project is a kind of conscious activity (a set of coordinated actions) of a person, aimed at creating a unique product, and is of a one-time, non-recurring nature. The concept of a project involves achieving a specific goal in a certain time under conditions of limited basic resources (time, financial, labor, material).

There are several different interpretations of the concept of “project”; an example of this can be seen in various international standards, incl. and in Russian GOST. However, almost always its main signs are the following factors:

• the start of the project has a clear date;
• completion is fixed by date or finished final result;
• having a clearly formulated goal;
• uniqueness of the finished product;
• limitation in basic resources;
• disposability.

Examples of plans: development and release of a fundamentally new type of product at an enterprise, opening your own business, building a house or social facility, developing an idea for a new magazine or software, market research. All of them, depending on their scale and focus, can be divided into:

• small (with a single coordinator of all processes, a limited number of interchangeable participants who go all the way from planning to closure, a simple work schedule) and large (with a complex structure and large volumes of work);
• short-term (lasting up to 2 years, with a minimum number of contractors and reporting, as well as adjustments), medium-term (up to 5 years) and long-term (over 5 years).

Separately, we can dwell on the so-called megaprojects, which are targeted programs for the development of entire industries and areas of the economy. They include a large number of smaller-scale programs that complement each other and are aimed at solving a global problem. To implement them and establish a huge number of interactions between hundreds of participants responsible for individual processes and types of work, the most professional top managers are attracted.

Such plans can be sectoral, regional, as well as interregional, intersectoral, national or international. They are usually long-term and operate with capital of tens and hundreds of millions of dollars. To avoid costly mistakes, only the development of their concepts is allocated to a separate phase of the design.

Classification of implemented initiatives

Classification of projects can be carried out depending on the following grounds:

• the direction of the undertaking, its composition and structure;
• the area of ​​activity for which the project is being prepared;
• the scale of the idea and the degree of its influence on the external environment, the number of participants;
• duration of its implementation;
• degree of complexity from a technological, organizational, financial point of view.

We can say that the classification of projects is to a certain extent arbitrary, since each plan is unique. However, it is the classification of project types that helps to find similar features in them that can provide an understanding of the general patterns of development of certain areas. The most common types of projects are:

• organizational;
• economic;
• social;
• technical;
• mixed.

To understand the differences between them, it is worth taking a closer look at the types and types of projects.

Organizational. They are aimed at reforming an existing structure or creating a new one, as well as at carrying out individual events. Characterized by the following features:

• start and end dates, as well as the total duration, are specified precisely;
• the goal is clearly formulated, but is usually difficult to measure because it is aimed at organizational change;
• resources are allocated as they become available;
• the costs of such undertakings are often reviewed and adjusted in terms of their cost-effectiveness.

Examples of projects of this type are modernization of the management system of a factory or budgetary organization, organization and holding of a conference, concert, or sports competition.

Economic. The goal is privatization, reorganization or restructuring of an enterprise, modernization of the general rules of the game in the economic sphere (tax or customs legislation). Their signs:

• assigned tasks are often adjusted during the work process;
• deadlines cannot be set accurately, since they depend on many external factors and can change regardless of the team implementing the plan;
• expenses are calculated approximately, but are strictly controlled.

Social. Their meaning is to solve social issues, improve the quality of life of certain groups of the population, so they concern a large number of people. The focus of social initiatives can be very different, but there are features that are characteristic of all undertakings of this kind:

• the timing and overall duration are probabilistic in nature, since it is impossible to clearly calculate them; these are the most uncertain initiatives;
• Initially, the goals may be general and rather vague, but in the process of carrying out work and achieving certain milestones they are clarified and specified;
• It is often difficult to give a quantitative and qualitative assessment of the changes taking place, so other methods for determining effectiveness are used;
• financing of such initiatives is carried out subject to the availability of free resources.

Technical. Aimed at developing and launching a new type of product on the market. Examples of such plans can be called the work of automobile factories and their design bureaus regarding the regular updating of the model range of produced vehicles. Distinctive features of technical initiatives:

• the desired goal is formulated precisely and is slightly adjusted during the work process;
• deadlines are set quite clearly, significant shifts are not allowed, since they are tied to market conditions;
• all costs are clearly planned in accordance with existing standards and regulations;
• limitations on the possibilities of implementing a plan may be limited by production capacity or external factors, for example, the impact on the environment.

Often in business or scientific publications there is a slightly different classification of projects, built on the same principles as the above. The intentions in it are divided as follows:

• socio-economic, which provide for the creation of infrastructure to improve the quality of life of the population and the holding of mass events of various types;
• business initiatives involving the creation and introduction of new technologies and products to the market;
• client, aimed at meeting the needs of an external customer by a specific company.

The whole variety of non-standard ideas can be considered within the framework of these classifications, which allows us to conduct a qualitative analysis of the project and understand its prospects.

Structuring the plan

In order to implement a plan, its organizational structure must be determined. The project structure is its hierarchical decomposition into interconnected parts for high-quality planning and control over the execution of processes. It is intended to designate the final product, which is the result of the entire plan, to break the entire process into smaller elements and connect them together.

The more correctly the project structure is drawn up, the more manageable it is. The main objectives of structuring are:

• breaking down the plan into separate manageable blocks;
• delegation of responsibility for each block between personnel in accordance with the structure and resource capabilities;
• the most accurate calculation of material, time, and financial costs;
• development of planning, control and reporting mechanisms;
• linking accounting to work performed;
• Specific goals are set for each department.

From an organizational point of view, the project structure has three main types:

• Functional. Management lies with the line manager, to whom the heads of specialized departments report. When applying such a model, there is a need to introduce one or more coordinators, whose role is to connect different functional units with each other.
• Matrix. To implement a separate initiative, temporary groups are created from among full-time employees with responsible persons who lead the idea from the design phase to the very end. Leaders interact with members of their group horizontally; there is no formal subordination. This, when superimposed on traditional hierarchical relationships, creates an interaction matrix. Examples of matrix-type projects indicate that the strength of such a structure largely depends on the conditions in which the leader of the undertaking is placed. He can do this work in his free time from his main duties, be temporarily relieved of them, or lead a specially created group of specialists.
• Design. A manager is responsible for each initiative, managing specially selected personnel. An example of a project with such a management model assumes a significant scale, duration, high complexity of the idea, the use of new technologies and changing conditions for implementation.

Structuring tasks can occur either from top to bottom (from general to specific) or in reverse order. Methods such as a tree of decisions, goals or work, a network model, a matrix of responsibility, a structure of value, expenses or resources can be taken as a model.

The introduction of work methods for individual unique initiatives allows you to open new horizons, motivate employees, change established approaches to business management, use innovative methods and rationally approach the use of resources. This approach makes it possible to flexibly and quickly respond to market needs and meet emerging demand. Today, this management method prevails abroad and is actively promoted in Russia.

Structuring, the essence of which comes down to breaking the project into hierarchical subsystems and components, is necessary so that the project can be managed.

In project management terms, a structure is a “tree” of product-oriented components represented by equipment, work, services and information obtained as a result of the project.

They also say that the structure of a project is the organization of connections and relationships between its elements. Investment projects, as a rule, have a hierarchical, variable structure, which is formed in relation to specific operating conditions.

The project structure is intended to define the product to be developed or produced and relates the elements of work
to be completed, both among themselves and with the final
the purpose of the project.

The essence of project structuring (WBS - Work Breakdown Structure) is as follows: the project is divided into manageable work elements for which it is easy to determine costs and build execution schedules. A properly prepared and structured project structure must satisfy the requirements of the project manager and the client. Project structuring helps the manager assign project participants responsibility for completing specific technical tasks. It also allows you to create a simple system for tracking project progress.

The formation of the structure begins with the division of project goals into much smaller blocks of work, down to the achievement of the smallest items subject to control. This tree-like structure allows the total scope of the project to be broken down into manageable, independent units that will be assigned to the management of individual specialists who are responsible for their completion. Thus, a logical connection is established between the company’s resources and the amount of work to be carried out.

Main tasks of project structuring

In relation to real projects, the project breakdown structure (Fig. 1) should combine the division into: product components; stages of the project life cycle; elements of organizational structure.

In addition, the process of project structuring is an integral part of the overall process of planning the project and defining its goals, as well as preparing a consolidated (master) project plan and a matrix for the distribution of responsibilities and duties.

Figure 1 – Breakdown structure applied to real projects

(Note - work data)

The process of project structuring is relatively easier for so-called “tangible projects,” such as construction, than for projects such as software development.

The main objectives of project structuring are the following:

– breaking down the project into manageable blocks;

– distribution of responsibility for various elements of the project and linking the work with the structure of the organization (resources);

– accurate assessment of the necessary costs – funds, time and material resources;

– creation of a unified base for planning, budgeting and cost control;

– linking the project work with the company’s accounting system;

– transition from general, not always specifically expressed, goals to
certain knowledge performed by company divisions;

– determination of work packages/contracts.

When structuring projects, various mistakes are often made. The most common errors are the following:

– omission of “intangible” final products, such as services, information or software;

- a variant of project structuring, the results of which
cannot be processed on a computer;

– excessive or insufficient detail of the structures being developed;

– lack of integration of the project structure with the accounting system;

– repetition of the same structural elements;

– failure to understand that the project structure should cover its entire life cycle (usually skipping the initial and final phases of the project);

– use as a basis for structuring only
functional areas or phases of the project, or organizational units of the company, rather than focusing on the final products or resources used by the project;

– skipping the stage of project structuring and attempting to directly move on to analyzing and solving problems of project implementation.

Standard steps when structuring a project

The process of structuring a project can be presented as a sequence of actions carried out in stages. This sequence looks like this:

1. Definition of project goals. The nature, objectives and content of the project must be clearly defined, as well as all project deliverables with their exact characteristics. In this situation, it is very useful to use a hierarchy of goals, showing the complete chain of final results and means of achieving them.

2. Finding the required level of detail for the project. You need to think about the different levels of detail in the plans and the number of levels of elements in the project breakdown structure.

3. Development of structural diagrams of the project. The process of developing project block diagrams can be represented as a set of actions performed in parallel. The sequence of such actions is as follows:

) study of the process structure (life cycle stages). A project life cycle diagram must be prepared;

) study of the organizational structure of the project (project environment, participants, distribution of responsibilities). The project organizational chart should cover all groups or individuals who will work on the project, including those interested in the project from the project's external environment;

) analysis of the product structure (both the project as a whole and its subsystems and components). A product breakdown is a breakdown of the product into subsystems or components, including machinery and equipment, software and information software, services, and, where relevant, geographic distribution;

) analysis of the company's accounting system. The chart of accounts in an organization is a system of codes used in structuring a project; should be based on the organization’s existing chart of accounts or the possibility of adjusting it.

4. Construction of a unified project structure. A single project structure combines the process structure, organizational structure and chart of accounts.

5. Preparation of generalized (general) project management plans. The process of preparing generalized (general) project management plans can be presented as a set of actions performed in parallel. The sequence of such actions is as follows:

) preparation of a master project plan. The master summary plan of the project can be further detailed in the process of finding the critical path. During the implementation of the project, the master plan can be used for reports to senior management;

) preparation of a matrix for the distribution of responsibilities. As a result of analyzing the relationships between the elements of the project structure and the organization, a matrix is ​​built, where the elements of the project structure become rows, and the elements of the company’s organization diagram become columns (or vice versa). In the cells of the matrix, the levels of responsibility of certain actors are indicated using various symbols or codes;

) development of a project accounting breakdown system that corresponds to the company’s chart of accounts. In the working chart of accounts, if necessary, you should work out a system of subaccounts that are “joined” with the main chart of accounts.

6. Drawing up detailed plans for project implementation. The process of preparing detailed project management plans can be represented as a set of actions performed in parallel. The sequence of such actions is as follows:

) preparation of a detailed network schedule and resource use plan. Development of a detailed network schedule includes performing time and resource estimates for each of the works;

) development of a work order system. The work order system follows from the preliminary project breakdown structure and responsibility distribution matrix. At this stage, assignments must be absolutely specific in time and resources;

) establishing a reporting and control system. Monitoring the progress of work is carried out throughout the entire project implementation cycle. The frequency of monitoring is usually determined by the project manager and depends on the duration of the project.

Project structuring methods

Methods for structuring a project are fundamentally reduced to two main types:

) “top-down” method – general tasks are determined, on the basis of which the project levels are further detailed;

) “bottom-up” method – specific tasks are determined, and then they are generalized.

To structure a project, a number of special models are used, such as:

1. The tree of goals and results is the first structural model of decomposition of the project goal into its component parts in terms of development. The goal tree can be built in accordance with the project structure. At the top of the tree, a general (general) goal is set; at subsequent tiers of branches, decomposed goals of the corresponding level are located in a hierarchical subordination, down to the goals of the lowest level, corresponding to elementary events and actions in the project.

2. Task tree – development of a structural model of the project to decompose the project’s tasks into its component parts. The composition of project tasks is determined from the project goals, the final result and the pre-project state of the subject component of the project - a product, business function or service. The systematic approach to defining project objectives is similar to the approach to defining goals using hierarchical decomposition technologies in the form of a tree. At the top of the “tree” is the super task of the project, at the base are the elementary tasks (work, activities) of the lower level. Such techniques - breaking the project into smaller tasks - allow you to present it in the form of completely manageable components.

3. Work tree. At each planning stage, it is necessary to divide the project work into parts. For example, during the technical design stage, the main parts of the project are usually obvious. In the future, when more details become known, these parts can be divided into appropriate sections. Finally, subsections and separate groups (“packages”) of work can be defined. This procedure, as mentioned above, is known as creating a project work tree (WBS - Work Breakdown Structure). Such a tree is a means of dividing a large, complex project into its components or an economic program into project components.

As more information becomes available in later design stages, the planner can add new levels to the project's work tree. The bottom level of the tree corresponds to work packages. These are the last elements of the subsections for which the contractor or the relevant department of the customer organization is responsible. A package of work should not be separated from other work in the project, but the relationships of the package to the rest of the project should be clear. These connections should not be so complicated that coordination becomes difficult.

A work package is also an independent financial unit. It should have a separate estimate, budget and expense report. Isolating work packages is a great convenience when developing a project network schedule. It is much easier to plan individual packages and then assemble the project network from the fragments than to develop the entire network without a project work tree.

In addition, the WBS serves another important purpose, namely the development of a structure for project administration. Thus, dividing the project into work packages satisfies two tasks: planning and operational management. Therefore, simultaneously with the WBS, it is necessary to develop the organizational and administrative tree and link its structural units with work packages. From this, the suitability of the developed WBS tree will become clear.

Structural model of the project by phases

life cycle

The main approaches to building a structural model of a project are as follows:

1. Structural model of the project organization (organizational structure of the performers or project office), representing a hierarchical decomposition of the organizational and production structure of the project.

To ensure effective project management during project development, you must:

) take into account all sections, stages and work of the project in the plan;

) take into account all organizations participating in the project in the plan;

) ensure the effectiveness of management by distributing responsibilities.

The first requirement can be satisfied by breaking the project into work packages using a WBS. To satisfy the last two requirements, the planner must indicate which organization is responsible for each package or level of the work tree. In other words, he must clearly define the levels and scope of responsibilities in the organizational structure. This can be done using the project's Organization Breakdown Structure (OBS).

In this scheme, the project manager is at its top level, and at lower levels the departments required for the functional management of work are sequentially located. These levels sometimes correspond to WBS levels. For example, the department of the chief power engineer will be responsible for the “Power Transmission Lines” package of work.

The purpose of OBS is to identify not only who will perform the work for each package, but also to identify the organizational departments responsible for performing the relevant work.

2. The responsibility matrix links work packages to implementing organizations based on WBS and OBS. The responsibility matrix identifies the main performers for work packages.

3. Network models. As work on the project progresses, WBS and OBS trees are created, i.e. work packages with assigned performers are allocated, which makes it possible to prepare a network diagram of key events. Finally, it becomes possible to develop detailed network graphs corresponding to key events and goals. Because these networks do not represent the project as a whole, but rather its individual work packages, they are called network blocks or subnetworks. If work on several interdependent packages is carried out simultaneously, and for each of them it is necessary to develop a separate schedule, then each package is represented by a separate subnet.

A subnet can be part of a network diagram or be autonomous. Breaking down the network into subnets allows project personnel to concentrate on their own work. Each manager at his level can work independently of others in accordance with his own subnetwork, which frees him from the need to deal with a complete network diagram. For management, dividing the project into subnets allows for effective control. It can focus more on managing the most important (critical) subnets to save time, rather than constantly monitoring the entire network schedule. Thus, the structure identified during the creation of the WBS, OBS and the node event network diagram is preserved during the development of subnets. Planning operations within a set of node events is important when designing a subnet.

4. Structure of consumed resources. To analyze the means that are necessary to achieve the goals and subgoals of the project, resources of various types are structured. A hierarchically constructed graph records the resources required at each level to implement the project. For example, at the first level, material, technical, labor and financial resources are determined. Then material and technical resources are differentiated into building materials, machinery, and equipment. Construction materials - stored and non-stored, etc.

5. Cost structure. The methodology for structuring costs is similar to that used in the process of developing the structure of consumed resources.

6. Structural decomposition of contracts for project work.

7. Project risk distribution tree.

Based on the composition of various structural and information models, it is possible to build other additional compositional structural models necessary to solve the problems of project management by its various participants.

The adopted structure of the project with the hierarchy of stable elements highlighted in it forms the basis of the information language of the project, in which all project participants communicate and documentation is carried out. Therefore, the adopted structure, and only it, should be used throughout the entire life cycle of the project, although the structure itself may undergo changes during the course of the project. In this case, related changes must be made to all project documentation.

Literature:

1. Sheremet V.V., Pavlyuchenko V.M., Shapiro V.D. and others. Investment management: In 2 volumes. Volume 1. – M.: Higher School, 1998. – 416 p.

2. Project management: Training and consulting course. – M.: State Institution “MIVT - Center”; Laboratory of Basic Knowledge, 2007. – 287 p.

3. Mazur I.I., Shapiro V.D., Olderogge N.G. Project management: Textbook. – M.: Omega – L, 2005. – 664 p.

4. Information management / Scientifically edited by N.M. Abdikeeva. – M.: INFRA-M, 2009. – 400 p.