Management of material human and financial resources of the project. III. group: Organizational and economic factors
The information below is for reference only. More about this material and its practical application you can find out by watching the video.
Resource Management Scenario
- Determining the Number of Resource Types. The resource manager, in conjunction with the project team, assigns resource types. Resources are assigned as groups to determine the number of types of resources needed to implement the project.
- Optimizing the loading of resource types. The resource manager separates groups of resource types and optimizes their loading throughout the duration of the project.
- Assigning Resources to Resource Types. During the implementation phase of the project, the resource manager assigns company employees to resource types for a period of one to two weeks.
- Resource loading optimization. After rescheduling the project, the resource manager optimizes their loading for the assigned period.
- Analysis of the effectiveness of resource management. At the completion stage of the project, the resource manager conducts a review of the effectiveness of resource management. The results of this analysis are included in the project implementation report.
- The document governing this process is resource management regulation.
Defining project roles and resource types
The process of identifying and assigning resources is an iterative process. Depending on the tasks that are planned in the project, a list of necessary resources is determined. You can use several resource assignment scenarios:
- Assign company resources directly to project tasks. To implement this scenario, the tasks of the project must be typical and the resources must know exactly how to implement the assigned tasks. To detail the project to the level of typical tasks, this complicates the process of planning tasks and at the same time simplifies the process of assigning resources.
- Using project templates. The developed project templates contain already assigned roles and types of resources. By replacing roles and resource types with currently available company resources, you shorten the resource assignment path. It remains only to resolve resource conflicts.
- Assign roles and resource types to project tasks. For projects with high uniqueness for which no project templates have been developed, the longest resource assignment path is used. Graphical representation of this method are presented below.
| Roles in the project | Project objectives | Skills |
|---|---|---|
| Monoliths | Pile felling | pile felling |
| Reinforcement grillage | grillage reinforcement | |
| Concrete grillage | grillage concreting | |
| masons | lay stone masonry | |
| Facades | Facade insulation and primer | facade insulation |
| Decorative facade plaster | plaster | |
| Molding installation | molding installation | |
| Facade painting | wall painting | |
| Broken stone cladding | broken stone veneer | |
| Handymen | Concrete grillage | |
| Filling in window openings | window installation |
The first step in resource planning is to assign roles to project activities. To implement the project work, resources need to have a certain list of skills. After assigning a resource to a job, it is possible to group all the assigned jobs and create a list of skills that the specialists assigned to the roles should have. Using skills, you can select for each role a list of specialists who can perform these jobs.
Main types of resources
There are five main groups of resources:
Human Resources are the people and equipment that do the work needed to complete the tasks of the project. Work resources consume time (in hours or days) to complete tasks. Work resources are characterized by the maximum number of resource units (Max units) available for simultaneous use in the project. The number of resource units is understood as the amount of working time of the resource. For example, if one programmer is involved in the project, then for the corresponding resource maximum amount resource units will be equal to 100%, in the case of two programmers, the maximum number of resource units will be equal to 200%, etc. If only one programmer is involved, who can devote only half of his working time to the project, then for such a resource the maximum number of resource units will be 50%.
Material resources- it various materials, components and other consumables used to complete the tasks of the project. When using material resources in a project, not work time resource, but the resource itself. Material resources are characterized by a unit of measurement of the amount of the resource (Material Label - Units of measurement of materials), for example, pieces, m 3, etc. For a material resource, you cannot specify its maximum quantity.
Cost resources- this type of resources allows you to describe the various ways of financing or spending the funds of the project. This resource is often used to describe contractors or project investors. Funding amounts are specified when a resource is assigned to a project activity.
Cash resources- resources of type Cost (Cost). These resources can be assigned to project tasks and have a financial dimension (in monetary units).
Using resources when planning a project allows you to:
- Track the amount of work performed by people and equipment, as well as the amount of materials consumed to complete tasks;
- Guarantee a higher degree of consideration and understanding of the project plan.
- Improve the accuracy of calculating the details of the project schedule;
In order to adequately determine resource requirements, the following factors should be taken into account:
- The content of the project.
- Types of tasks to be performed.
- Number and scope of project tasks.
- Skills needed to complete tasks.
- The amount of resources needed to complete each task on time.
- Possibility of simultaneous use of a resource in several tasks.
Information on how to add resources to the MS Project Professional 2013 schedule is presented in the material "Description of resources"
Define a list of resources in your project according to the data below:
| Resource name | A type | unit of measurement | RBS | Price |
|---|---|---|---|---|
| Monoliths | Material | Brigades | $5 type A - pile cutting $10 type B - grillage reinforcement $20 type C - grillage biting |
|
| masons | Material | pack | Brigades | $300 per pack |
| Facades | Material | Brigades | $5 type A - facade insulation $6 type B - decorative facade plaster $7 type C - molding installation $4 type D - facade painting $8 type F - cut stone cladding |
|
| Handymen | Labor | Brigades | $6 type A - grillage biting $7 type B - window installation |
|
| piles | Material | PC. | materials | $250 |
| fittings | Material | pack | materials | $270 |
| Concrete | Material | cube | materials | $65 |
| Brick | Material | pack | materials | $150 |
| Solution | Material | cube | materials | $20 |
| concrete goods | Material | PC. | materials | $1 200 |
| Window | Material | PC. | materials | $800 |
| Primer | Material | cube | materials | $40 |
| Styrofoam | Material | pack | materials | $160 |
| Molding | Material | PC. | materials | $20 |
| broken stone | Material | PC. | materials | $40 |
| Plaster | Material | kg. | materials | $80 |
| Dye | Material | kg. | materials | $10 |
| pile driver | Labor | Mechanisms | $20.00/h | |
| Truck crane | Labor | Mechanisms | $50.00/h | |
| Compressor | Labor | Mechanisms | $1,730.00/mo | |
| Lawyer | Labor | Employees | $800.00/mo |
Resource- Qualified personnel, equipment, consumables, raw materials, materiel, budget or cash. Resource identification: material resources, human resources, availability of resources, assignment of resources to project activities, resource leveling.
Determination of what resources (people, materials, equipment) and in what quantity will be used in the project.
At this stage of resource planning, those material resources are replaced by those that the company currently possesses. It is possible that during this planning all the resources necessary for the implementation of the project will be clarified.
Planning of material resources of the project
The planning of the material resources of the project is carried out by assigning resources to the work of the project. Initial project resource planning assigns only the types of resources that should be used in the project. After a detailed specification of the content of the project, a detailed specification of the types of resources takes place. After assigning resources to work, detailed resource planning is carried out along the project timeline. Resource planning for all portfolio projects allows you to clarify the resource needs of all companies and plan the purchase and supply of the necessary resources.
Planning labor resources at this stage, it consists in appointing specialists to the roles and resolving resource conflicts that arise in this case.
Resource conflicts arise due to the fact that the number of qualified specialists in a company is always limited and it can be quite difficult to provide all projects with qualified personnel. There are five methods for resolving resource conflicts:
1. Adding resources.
2. Increase in the duration of work.
3. Shift work in time.
4. Redistribution of loading time.
5. Redistribution of loading time between several resources of the same type.
The choice of one or another method of resolving resource conflicts depends on the situation.
Information on how to assign resources to tasks in the MS Project Professional 2013 schedule is presented in the material Assigning Resources
Assign resources to your project tasks in the schedule. The terms of appointment are given below:
| HAPPY BIRTHDAY | Task name | Resources |
|---|---|---|
| Great Dane | Development and signing of a contract for the construction of a cottage | Lawyer |
| Fun.1 | pile driving | Piles;Mobile crane;Pile driver |
| Fun.2 | Pile felling | Compressor;Monoliths |
| Fun.3 | Reinforcement grillage | Fittings;Monoliths |
| Fun.4 | Concrete grillage | Concrete;Monolithic workers;Truck crane;Handy workers |
| Kar.1 | Brickwork under the floor slab | Brick;Mortar;Bricklayers;Crane |
| Kar.2 | Installation of floor slabs 1st floor | Concrete goods; Truck crane |
| Kar.3 | Masonry of walls and partitions of the 1st floor | Brick;Mortar;Bricklayers;Crane |
| Kar.4 | Installation of floor slabs 2nd floor | Concrete goods; Truck crane |
| Kar.5 | Masonry of walls and partitions of the 2nd floor | Brick;Mortar;Bricklayers;Crane |
| Kar.6 | Installation of cover plates between the second floor and the attic | Concrete goods; Truck crane |
| Kar.7 | Laying the parapet and ventilation shafts | Brick;Mortar;Bricklayers;Crane |
| Kar.8 | Development and conclusion of a contract for the manufacture of windows | Lawyer |
| Kar.10 | Filling window openings | Windows; Handymen |
| Cr.1 | Development and approval commercial offer(Roof) | Lawyer |
| Phase 1 | Facade insulation and primer | Expanded polystyrene; Facades; Primer |
| Phase 2 | Decorative facade plaster | Facades;Plaster;Primer |
| Phase 3 | Molding installation | Molding; Facades |
| Phase 4 | Facade painting | Primer; Facades |
| Fas.5 | Broken stone cladding | Broken stone; Facades |
| Bl.1 | Development and signing of an improvement agreement | Lawyer |
Resource planning rules
- No real resources are assigned to summary tasks. Only roles or resource types can be assigned to technological plan summary tasks. Once the task is decomposed, move the resources to lower-level tasks.
- To work operational plan it is desirable to appoint one executor. Material resources can be assigned without limitation.
- If you need to assign several performers to a task, divide the tasks into several separate independent tasks.
- Only one responsible person can be assigned to a regular task and to a summary task.
- Responsible, can be assigned both to work and to a task.
- Specify responsible separately from resources and performers.
Resource management - one of the main project management subsystems, which includes the processes of planning, procurement, supply, distribution, accounting and control of resources.
concept "resource" in the project management methodology, it is interpreted as everything that the project has at its disposal, including labor, financial and material and technical resources, the project team, time (duration, deadlines), information, knowledge and technology.
The main goal of resource management is to ensure their optimal use in order to achieve ultimate goal project management.
At each current point in time, project resources are limited and therefore the main tasks of resource management are:
Optimal resource planning;
Logistics management, including:
Resource procurement management;
Resource supply management;
Inventory Management;
Managing the distribution of resources by type of work. The procurement of resources is a central element of the resource management system.
Procurement is understood as measures aimed at providing projects with resources, that is, property (goods), performance of works (services).
Procurement and supply are interrelated and are, in fact, two sides of the project logistics processes.
Procurement or project logistics management is a subsystem of project management, including the processes for acquiring goods, products and services for the project from external organizations-suppliers.
This subsystem consists of logistics planning, selection of suppliers, conclusion of contracts and their maintenance, supply assurance, closing of contracts.
Supply chain management stands out as an independent subsystem next to procurement management, which includes:
Supply planning;
Organization of accounting;
Delivery, acceptance and storage of goods;
Accounting and control of deliveries.
Fundamentals of Project Resource Planning
At the planning stage, a balanced analysis of the complex of works and resources is carried out, taking into account the limitations and their predictive distribution based on the resource demand schedules. Resource planning for a project is the basis for their formation in time and determining the possibility of providing resources for signing contracts for the purchase of resources, planning the supply of resources, as well as distributing already purchased resources with project work.
As the main component of project management, resource planning includes:
Development and balanced analysis of work packages and resources aimed at achieving the project goals;
Development of a system for allocating resources and appointing responsible executors;
Monitoring the progress of work - comparing the planned parameters of work with the actual ones and developing corrective actions.
There are two main methods for scheduling project resources:
Planning under time constraints;
Planning with limited resources.
First approach - resource planning with limited time, provides for a fixed date for the end of the project and the assignment of additional resources to the project for periods of congestion.
Second approach - planning with limited resources, provides, first given the amount of available resources, can not be changed.
As a result of resource planning, the project manager must move on to the next phase of resource management - procurement and supply.
Resource Procurement Management
The main task of the design and procurement activities of the project is to ensure the supply of equipment, structures, materials and services in strict accordance with the project plan. This process can be divided into two parts:
Procurement of resources and services on a competitive basis;
Delivery to the project site.
Project Logistics takes place in the following steps:
1. Preparation of specifications and specifications characterizing the quantity and quality necessary equipment, machines, mechanisms, structures, materials, works, services.
2. Planning and organization of the procurement process.
3. Study of possible sources of procurement of resources and negotiations with possible suppliers.
4. Preliminary selection of bidders.
5. Preparation of documents for bidding.
6. Conducting tenders and deciding on the conclusion of contracts with the applicants who won the tender.
7. Placement of an order, including negotiations on deliveries.
8. Control over deliveries (timeliness, completeness, quantity and quality) with the adoption of the necessary measures in case of deviations.
9. Conflict resolution.
10. Mutual settlements.
11. Hiring the necessary specialists (contractors), including consultants.
12. Supply planning.
13. Accounting
14. Delivery, acceptance and storage of goods.
15. Accounting and control of deliveries.
It is customary to single out the last four positions in an independent block of works, which is called supplies. All other works are procurement. This division is not accidental, since purchases are made by the customer, and deliveries are made by the supplier.
In project management, two main types of contracts are defined, on the basis of which procurement is organized - a supply contract (material and technical resources) and a work contract (services).
Supply contract- This is an agreement under which the supplier undertakes to transfer the goods to the buyer (or to full economic management or operational management) within a specified period of time, and the buyer undertakes to accept the goods and pay a certain price for it.
Work agreement governs procurement related to the performance of specific project work.
There are the following organizational forms of procurement:
- straight, where a legal relationship exists between two procurement entities; there is an agreement between them. As a rule, direct purchases are preceded by bidding, but direct purchases without bidding can also be carried out;
- intermediary, in which the project implementer enters into legal relations with an intermediary, that is, a person, contributes to the provision of the project necessary resources;
- Exchange, in which members of the exchange carry out exchange trading directly on their own behalf and at their own expense, or on behalf of the client and at his expense, or on their own behalf at the expense of the client, or on behalf of the client at their own expense. Visitors to exchange trading can be legal and individuals, exchanges that are not members and have the right to carry out exchange operations.
Basic requirements for procurement and supply management:
Purchases and deliveries are carried out on the basis of project documentation data;
Schedules are developed in conjunction with the overall project plan and take into account the duration of all its phases;
The plan should cover the entire project as a whole;
The choice of place of procurement is determined on the basis of the calculation of the cost of options;
The plan defines the structures and persons responsible for each delivery item.
1. Project resources.
2. Resource management processes.
3. Basic principles of project resource planning.
4. The main tasks of procurement and supply.
5. Legal regulation of purchases and deliveries.
6. Organizational forms of procurement.
1. Resource management is one of the main subsystems of PM. Includes the processes of planning, purchasing, supplying, distributing, recording and controlling resources, usually labor and logistics. Control financial resources carried out as part of cost management. The management of such a resource as a project team will be discussed later.
In principle, the concept of "resource" in the PM methodology is interpreted broadly - everything that the project has, including labor, financial and material and technical resources, the project team, time (durations, deadlines, restrictions), information, knowledge and technology, is related project resources. And the main task of managing these resources is to ensure their optimal use to achieve the ultimate goal of PM - the formation of a result with planned indicators.
Consider two interconnected groups resources:
a) material and technical, i.e. raw materials; materials, structures, components; energetic resources; fuel; resources of the "capacity" type, or technological resources, i.e. machines, mechanisms for performing project work; installed equipment, etc.;
b) labor, carrying out direct work with material and technical resources, for example, builders, machine drivers, equipment installers, etc.
The management of the material resources of the project begins, in fact, at the feasibility study, the pre-investment phase in the development of the OI, then, at the planning phase, the needs for resources and the possibilities for their provision are worked out.
At each current moment in time, project resources are limited, and therefore the main tasks of resource management are:
a) optimal resource planning;
b) logistics management, including:
purchasing resources,
Procurement: supply of resources, stocks of resources, distribution of resources for project activities.
2. Resource management involves a number of basic processes, including the procurement, supply, distribution and inventory management of resources.
Resource procurement is a central element of the resource management system. Consider the basic concepts.
Procurement is understood as activities aimed at providing projects with resources, i.e. property (goods), performance of works (services), transfer of the results of intellectual creativity in connection with a specific project. Procurement and supply are interrelated and are, in fact, two sides of the project logistics processes.
Procurement management, material and technical support of the project - a subsystem of PM, including the processes of acquiring goods, products and services from external organizations - suppliers. The subsystem consists of logistics planning, supplier selection, contracting and contract management, supply assurance, contract completion.
Supply management stands out as an independent subsystem along with procurement management. Includes:
Supply planning;
Organization of accounting;
Delivery, acceptance and storage of goods;
Accounting and control of delivery.
Planning and organizing procurement and supply is the first step in project resource management. Data-driven planning and organization design and estimate documentation in conjunction with the overall project plan and take into account the duration of the cycle of procurement and delivery of goods. It consists of stages, including the selection of suppliers, placing orders and monitoring deliveries.
The selection of suppliers is carried out on the basis of the study of qualification questionnaires designed to highlight managerial, technical, production and financial capabilities. The list of applicants, developed on the basis of the study of questionnaires, is agreed with the customer and the project manager. The final selection of suppliers is carried out as a result of tenders.
Placement of orders. Together with design organization measures are being developed to standardize (reduce the range) of purchases; general orders are issued only on the basis of work to reduce the range of purchases. Evaluation of applications and bidding precede the conclusion of contracts, which is carried out as a result of additional meetings and agreements with the winners of the bidding on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.
Delivery control is carried out on the basis of special schedules; organized for each type of supply (equipment, works, local materials, services); based on the overall project plan. All changes are made to the general schedule, based on standard forms reporting.
3. As the main component of PM, resource planning includes:
Development and balanced analysis of work packages and resources aimed at achieving the project goals;
- development of a system for the distribution of resources and the appointment of responsible executors;
Monitoring the progress of work - comparing the planned parameters of work with the actual ones and developing corrective actions.
Resources are the supporting components of the project work, including performers, energy, materials, equipment, etc. Accordingly, it is possible to associate the function of the need for resources with each work and calculate the resource requirements for the project as a whole by scheduling methods, and to ensure that the needs correspond to the availability or possibilities of providing resources by the methods of leveling.
There are two main methods for planning project resources:
a) resource planning under time constraints;
b) planning with limited resources.
The first approach - resource planning with a time constraint - assumes a fixed end date for the project and the assignment of additional resources for overload periods.
The second approach, scheduling with limited resources, assumes that the initially given amount of available resources cannot be changed and is the main constraint of the project.
As a result of resource planning, the project manager gets the opportunity to move on to the next phase of resource management - to organize their procurement and supply.
In projects at the planning stage, a balanced analysis of work packages and consumed resources is carried out, taking into account restrictions, and their predictive distribution based on resource demand schedules. Project resource planning is the basis for determining resource requirements over time and determining the possibility of providing resources for concluding contracts for the purchase of resources, planning the supply of resources, as well as the basis for distributing purchased resources among project activities.
Resource planning includes a number of components, including: development and balanced analysis of work packages and resources aimed at achieving the project goals; development of a system for the distribution of resources and the appointment of responsible executors; control over the progress of work - comparison of the planned parameters of work with the actual ones and the development of corrective actions.
Resources act as supporting components of the project work, including performers, energy, materials, equipment, etc. Accordingly, a function of resource requirements can be associated with each work and the resource requirements for the project as a whole can be calculated using scheduling methods and leveling methods to ensure that the requirements correspond to the availability or possibilities of providing resources.
There are two main methods of project resource planning: time constraint resource planning; planning with limited resources. The first approach - resource planning with a time limit - involves a fixed end date for the project and the assignment of additional resources to the project for overload periods. The second approach - planning with limited resources - assumes that the initially given amount of available resources cannot be changed and is the main limitation of the project.
As a result of resource planning, the project manager gets the opportunity to move on to the next phase of resource management - to organize the procurement and supply of resources.
The main task of the design and procurement phase of the project is to ensure the receipt of equipment, structures, materials and services in strict accordance with the project plan. This process can be divided into two parts: procurement of resources and services on a competitive basis; deliveries to the work site.
The structure of tasks for the logistics of projects is summarized as follows: preparation of specifications and technical specifications that characterize the quantity and quality of the necessary equipment, machines and mechanisms, structures, materials, works, services; planning and organization of the procurement process; study of possible sources of procurement of resources and negotiations with possible suppliers; preliminary selection of bidders; preparation of tender documents; conducting bidding and deciding on the award of contracts to applicants who won the bidding; placing an order, including negotiations on deliveries; control over deliveries with the adoption of the necessary measures in case of deviations; conflict resolution; mutual settlements; hiring the necessary specialists, including consultants; supply planning; organization of accounting; delivery, acceptance and storage of goods; accounting and delivery control.
Legal regulation of purchases and deliveries. home legal form organization and regulation of relations in the course of procurement between their participants - an agreement. A supply contract is a contract under which the supplier, who is an entrepreneur, undertakes to transfer the goods intended for business or other purposes not related to personal consumption to the buyer within a specified period of time, and the buyer undertakes to accept the goods and pay a certain price for them.
Organizational forms of purchases. There are the following organizational forms of procurement: direct, in which a legal relationship exists between two subjects of procurement; there is an agreement between them. Direct purchases are preceded, as a rule, by bidding, but direct purchases without bidding can also be carried out; intermediary, in which the person implementing the project enters into legal relations with an intermediary, i.e. a person who contributes to providing the project with the necessary resources; exchange, in which members of the exchange carry out exchange trading: directly on their own behalf and at their own expense; on behalf of the client and at his expense; on its own behalf at the expense of the client; on behalf of the client at his own expense. Visitors to exchange trading may be legal entities and individuals who are not members of the exchange and have the right to make exchange transactions.
Requirements for procurement and supply management. Consider the requirements for some of the above steps in the procurement and supply cycle, specific to market economy: purchases and deliveries are carried out on the basis of project documentation data; schedules are developed in conjunction with the overall project plan and take into account the duration of all its phases; the plan should cover the entire project as a whole; the choice of the place of procurement is determined on the basis of the calculation of the cost of options; the plan defines the structures and persons responsible for each item to be delivered.
The following types can be distinguished commodity markets: markets for products, in the acquisition of which the consumer is guided by established standards, which quite fully characterize it in terms of the possibilities of use. These include markets for metal products, fuels, chemicals, cement, building materials, universal equipment. For this type of markets, the following forms of economic relations are defined: trade through commodity exchanges or specialized intermediary organizations of various types; markets for products that the consumer can purchase based on samples or guided by manufacturers' catalogs. These are the markets for instrumentation, tools, electrical equipment, electronic and radio industry products, commercial equipment etc. For this type of markets, the most natural is the wide participation of universal wholesale and intermediary organizations, firms - "integrators" through industrial fairs, and for products that require adjustment and Maintenance, - through company trade, specialized wholesale and service companies; markets for products sold by individual orders consumers. These are markets for unique equipment, rolling mills, large power machines, automatic lines, chemical equipment, etc. For such markets, direct ties between enterprises, the corporate principle of organizing trade, and the presence of specialized component organizations are most natural.
Contracts for the supply of material and technical resources. V modern conditions deliveries took the form of an exchange of goods. The contract for the supply of goods has become the fundamental document regulating the terms, volumes and terms of delivery. The project manager becomes the key figure in coordinating deliveries for the benefit of the project as a whole.
Supply planning. The initial data for scheduling the resource support of projects are the following documents: calendar plan for the production of construction and installation works at the facilities; the calendar plan for putting objects into operation and tasks at the end of the stages of construction and installation works; annual resource procurement plan; annual schedule for the supply of materials from specialized commodity organizations; contracts and specifications; normative and technological documentation on material and technical supply and equipment; information on the progress of the implementation of the construction and installation work plan for the period preceding the planned one; information on the progress of putting objects into operation and on the completion of stages construction works for the period preceding the planned one; information on the fulfillment of orders for the period preceding the planned one; information on the movement of residues of building materials; production and technical norms for the consumption of building materials; inventory standards.
On the basis of the calendar application-schedule and normative and technical documentation, the object need for structures, semi-finished products and materials is determined by stages in accordance with their composition specified in the technological kits. The calculated object requirement is the basis for developing quarterly orders for the project.
Deliveries of material and technical resources. The organization of material support for construction projects is based on a system of production and technological equipment. This system assumes the unity of the complete manufacturing of structures and products, the supply and transportation of all material resources in accordance with the technological sequence of the project, and contributes to the most rational and economical use of resources.
At the stage of project development, a model of technological equipment is created. As part of the project plans, a certain unified regulatory and technological documentation is developed - a set of documents that is the regulatory framework for the production and technological configuration of the project. Sets of structures, products and materials must be delivered simultaneously and, as a rule, in full technological readiness for production consumption, in containers and packages directly to the working area of the project.
The issues of procurement and supply management are interrelated with the issues of managing stocks of resources. The decision of the questions “what needs to be purchased” is followed by decisions: how much to purchase, and in accordance with this, it is determined how much of each resource must be kept in the form of a certain reserve in order to: minimize the risk of suspension production process due to lack of resources for the production of works; ensuring rhythmic production between the moments of supply of the resource.
The task of determining the regulations and volumes of supplies and stocks belongs to the class of optimization tasks of resource management. The objective function in inventory management is the total cost of maintaining stocks, warehouse operations, losses from damage during storage, etc. Naturally, such costs should be minimized. Controlled parameters in this problem are stock volumes; frequency, terms and volumes of their replenishment; the degree of readiness of a resource held as inventory.
The order point, or threshold stock, is the minimum stock of a resource at which a new order is needed to replenish it, or the point in time when an order must be made.
Safety stock - the minimum reasonable reserve of resources intended for the uninterrupted supply of production in the event of a disruption in the supply chain compared to the planned one. The reserve stock is determined by optimization calculation; at the same time, the conditions for the supply of resources, the materiality of the resource for the planned progress of the project, the presence of supply risks, etc. are taken into account.
The concept of reserves does not apply to all types of resources. In the very general view Inventories are defined as resources held in warehouses and include: inventory; unfinished production; finished products in stock.
Inventory management refers to monitoring the status of inventories and making decisions aimed at saving time and money by minimizing the cost of maintaining reserves necessary for the effective implementation of the project.
Inventory management is complicated by the ever-changing environment in which procurement, supply planning, and resource stocking take place. The purpose of the inventory management system is to ensure the uninterrupted provision of the processes for performing work on the project in deadlines and planned quality at the lowest possible cost of maintaining stocks.
Stock types. Each of the types of reserves performs certain functions. Consider the most common types of stocks.
Transit stocks - certain resources for storing transit stocks of raw materials with further distribution of resources with transportation over short distances. To reduce transit stocks, various methods are used, including local suppliers, the formation of small batches of resources.
Linear stocks - formed by goods that are in the process of transportation, movement from suppliers to consumers or production. Factors determining the size of linear stocks: transport time; the distance over which goods are transported; the optimality of economic relations between suppliers and consumers, etc. The size of stocks largely depends on the time of transportation and, relatively, on the time of product advancement.
Costs for the formation and storage of stocks. Inventory maintenance inevitably entails costs. The most well-known inventory costs are space, rent, and cost of risk. The costs of formation and storage of stocks are the costs associated with: the diversion of working capital into stocks of raw materials, materials, etc.; ongoing maintenance of stocks, including inventory costs, interest rates for a bank loan, etc.; storage costs; cost of risks.
Space is understood as the cost of depreciation, maintenance, heating, etc., occupied by the reserve premises. Rent is the expenditure on the capital invested in the stock.
The cost of risk means the consequences of various insured events, as well as an assessment of the cost of risk in monetary form. The cost of these risks is expressed with varying degrees of accuracy through insurance costs, through tariffs and insurance premium rates.
Failure to use stocks may result in substandard, destruction and sale at reduced prices.
Plan
Lecture 13
Topic: Project Resource Management
Lecture 13
for students of the 5th year of the specialty
080507.65 – Organisation management
Krasnodar
1. Principles of resource planning
2. Resource procurement management
3. Supply management
4. Inventory management
Resource management includes the processes of planning, procurement, supply, distribution, accounting and control of labor and material and technical resources. Management of financial resources is carried out within the framework of project cost management.
concept resource interpreted broadly: everything the project has , - labor, financial and material and technical resources, project team, time, information, knowledge and technology - are interrelated resources of the project.
The main task resource management - to ensure their optimal use to achieve the ultimate goal of project management.
There are two related groups:
1. material and technical resources- raw materials; materials, accessories; energetic resources; fuel; technological resources; equipment, etc.;
2.human resources- carry out direct work with material and technical resources ( For example, builders, drivers, installers, etc.).
Resource types:
1 .Non-reproducible, stockpiled, accumulated - in the process of performing work, they are completely consumed, not allowing reuse. Not involved in this period of time, they can be used in the future. Examples: fuel, objects of labor, means of labor of single use, as well as financial resources.
2 .Reproducible, non-storable, non-accumulative - in the course of work, they retain their natural-material form and, as they are released, they can be used in other works. If these resources are idle, they do not accumulate. Examples: people and means of labor of multiple use (machines, mechanisms, machine tools, etc.).
The concept of resources is interrelated with the concept of “work”, since resources do not relate to the project as a whole, but to certain works performed in a planned sequence corresponding to calendar plan project work.
The management of the material resources of the project begins at the pre-investment phase during the development of a feasibility study, then at the planning phase, the needs for resources and the possibilities for their provision are worked out.
At each current moment of time, the resources of the project limited , and that's why main tasks of resource management are:
v optimal resource planning;
vlogistics management, including:
ü resource procurement management;
ü supply management;
ü managing the supply of resources;
ü resource management;
ü managing the allocation of resources for project activities.
Figure 1 shows the structure of the logistics of projects.
Resource management is one of the main subsystems of UE. Resource management is one of the main project management subsystems, which includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics, etc.
The management of the material resources of the project begins, in fact, in the pre-investment phase during the development of a feasibility study, then at the planning stage, the needs for resources and the possibilities for their provision are determined. A significant difference between project management and production management is the limited resources at any given time. Based on this principle, the main tasks of resource management are: 1. Optimal resource management. 2. Logistics management, including: Resource procurement management. Supply management.
Project Human Resource Management is the process of ensuring effective use human resources project, which includes all project participants (sponsors, customers, project team, subcontractors, company divisions and other project participants)
For the successful achievement of the project goals, the following is critical: identify the composition of the project participants; determine the roles of the project participants and the order of their interaction; form the project team and the project management team; build the organizational structure necessary and sufficient for project management.
Project team - temporary working group who performs the work on the project and is responsible to the Project Manager for their implementation. The project team consists of a management team, project participants performing work within the framework of the project - project executors.
Project management team (PMT) - members of the project team authorized to make management decisions on project management.
include participants with the following roles: Project Manager; Project Supervisor (Sponsor); System Architect; Project Administrator.
Management of financial resources is carried out within the framework of cost management. Cost management is about ensuring that the triple constraint of project management is met - cost, time, and scope. Project Cost Management combines the processes involved in planning, budgeting, and cost control to ensure that the project is completed within the approved budget. Cost management processes include: valuation - determination of the approximate cost of resources required to perform project operations; cost budget development - summing up the cost estimates of individual operations or work packages in order to form a baseline cost plan; cost management - influencing factors that cause cost variances and managing changes to the project budget.
Ticket number 16
1.Goals and content of administrative and municipal reforms, their common features.
Administrative reform is necessary to solve the following complex tasks: improving the ability of the state to implement the policy prescribed by law; system efficiency improvement government agencies; the transformation of the state into a responsible employer, able to attract a sufficient number of employees with the necessary qualifications and at the same time control the costs of their maintenance; increasing confidence in the state on the part of the population and the private sector.
Goals of administrative reform:
● optimization and streamlining of the functions of federal executive bodies;
● changing their system, structure and mode of operation;
● simplicity and efficiency of work of state bodies;
● improvement of relations between them and business entities;
● democratization of governance, its openness and accessibility for citizens.
To achieve these goals, it is necessary to solve the following tasks:
● introduction of results-based management principles and procedures in executive authorities;
● development and implementation of standards public services provided by the executive authorities, as well as administrative regulations in the executive authorities;
● implementation of a unified vertically integrated automated system monitoring the performance of public authorities and bodies local government to achieve the most important indicators of socio-economic development Russian Federation and the execution of their powers (GAS "Management");
● creation multifunctional centers provision of public and municipal services;
● organizing the provision of public services in electronic form;
● optimization of the functioning of executive authorities and the introduction of anti-corruption mechanisms in the areas of activity of executive authorities;
● increasing the effectiveness of interaction between executive authorities and civil society, as well as increasing the transparency of the activities of executive authorities;
● system upgrade information support executive authorities; ● formation of the necessary organizational, informational, resource and personnel support for the administrative reform, improvement of mechanisms for disseminating successful experience government controlled.
The new legislation on local self-government, which embodies the main ideas of the municipal reform, was adopted on October 6, 2003. Prior to this, local self-government in Russia was regulated by a number of legislative acts, the main of which was Federal Law No. 154-FZ of August 28, 1995 “On the General Principles of Organizing Local Self-Government in the Russian Federation”. Municipal finances were regulated by a separate legislative act - Federal Law No. 126-FZ of September 25, 1997 "On financial fundamentals local self-government in the Russian Federation”. Leaving the name of the main normative document in the field of local self-government - "On the general principles of the organization of local self-government in the Russian Federation" - new legislation ( The federal law No. 131-FZ of October 6, 2003) introduced radical changes in almost all aspects of the functioning of local government.
The main directions of transformations were as follows:
● throughout the country, a two-tier model of local self-government was introduced as a base model, ensuring the formation of municipalities at the level of settlements and at the level of municipal districts; in addition, it was envisaged the creation of urban districts - single-level municipalities that perform the functions of both settlements and districts;
● the list of issues of local importance was significantly reduced compared to the previous version of the Law, all the powers of municipalities were divided between the settlement and district levels, while the municipal districts were assigned both the solution of issues of local importance in inter-settlement areas and the performance of many key functions in the territory settlements (in particular, those connected with the organization of education and healthcare);
● more precise regulation of the transfer of certain state powers to the local level and their financing from the budgets of higher levels was introduced;
● more extensive regulation and increased forms of direct democracy at the local level; in more detail, in comparison with the previous edition of the law, the regulatory framework of territorial public self-government was worked out;
● legislative requirements for local self-government bodies were tightened, in particular, it was provided for the presence in each municipality of a representative body, the head of the municipality, as well as the local administration; as a rule, it was forbidden to combine the posts of the head of the administration and the head of a representative body, the number of local deputies was strictly regulated, etc.;
● limited the list of property that may be in municipal ownership; objects that do not fall under legally established restrictions were subject to re-profiling or alienation;
● revenue sources were assigned to municipalities on a permanent basis; the principles and mechanisms for providing financial assistance to municipalities were regulated in detail by federal legislation;
● a more detailed regulation of inter-municipal cooperation was introduced, aimed at both more active use of this tool in organizing the resolution of issues of local importance, and at the unification of its forms.
It cannot be said that the need for reforming local self-government is not recognized in society. Active discussions involving the expert community, municipal leaders, public organizations revealed dissatisfaction with the current system of regulation in this area. At the same time, the most acute issues were the organization of financing of municipalities, ensuring at least minimal guarantees of the financial autonomy of local self-government.
The main goals of the municipal reform:
● Bringing power closer to the population through the widespread creation on the territory of the Russian Federation (except for urban districts) of low-level municipal formations - rural and urban settlements, which followed from the very logic of constitutional norms;
● a clear delineation of jurisdiction and powers between the levels of public authority (public authorities of the constituent entities of the Federation, local authorities of various types of municipalities - municipal districts, rural and urban settlements);
● delimitation of spending obligations between levels of public authority, fixing revenue sources in accordance with the volume of spending powers and liquidation of unfunded mandates.
