Technology for creating a project plan. Technology arrow planning Children's public organization

"Managing Five"

We can recommend using a technique that in management practice is called "controlling five." This technique helps to figure out who is to blame for the fact that the job was not done or the bad result was obtained. How it's done?

The index finger points to the person you want to blame for something, three fingers point back to yourself.

They are asking:

Who chose this person to perform a task that is not solved and the job is not done?

Who instructed him?

Who controlled it?

How can there be a bad result with good leadership? Only after making sure that good, convincing answers have been received on all three points can you straighten the “blaming finger.” Wherein thumb reminds us that too much pressure makes success impossible.

This technique allows you to easily and simply remember the main tasks of managerial responsibility and eliminates many conflicts in relationships both vertically (manager-subordinate) and horizontally.

Planning arrow

Rice. 2. Planning arrow

As trivial as it may be, you need to start with the name of the project. Thus, we will set a goal for ourselves, and in the future it will help those who cannot help but be late, and you yourself, if planning takes more than one call, to navigate.

Being at the next stage, it is important to determine what we actually want, more precisely, what we want to see as the result of the project, which we are just starting to plan - that is, to formulate a vision. It is necessary to describe in all details what the subject of planning will become after the plan is implemented.

Now, having a clearly formulated vision and merits of the project, you can begin to outline the goals of the upcoming work. At this stage it is important to determine its general directions. Goals don't have to be very specific; their purpose is to describe the "end points" of our plan. There is no word yet on specific implementation details.

Now that you've discussed your general goals, it's time to start making them more specific. The “tasks” field is intended to contain specifically describe all the components of each of the items in the previous field.

Now let’s pause for a moment from the emerging developments and think about the environment in which we will have to work. First of all, we will talk about our resources, that is, about what we already have at our disposal. This is extremely important so as not to do too much later. For example, if you need to go to the director of a large company for some reason, you will first need to arrange a meeting, thoroughly prepare for the conversation and try a lot of different tricks to get what you need from him. If there is a person in your group who is on friendly terms with this director, one call will be required. Such a person is one of your resources. Resources may also include time, volunteers, financial resources, etc.

Without returning to the center of the arrow yet, we note that some aspects of the project are simply must be provided. Let’s write them down in the “critical success factors” fields so that we can always keep them in sight. These are things without which the project will not work; something that is as important as a person is any of his organs. Critical success factors may include the consent of the authorities, the presence of some minimum people, money, etc. Returning to the tasks, we will have to take into account everything mentioned in these fields.

There is also an “obstacle” field nearby. Let's write down in it something that could become an obstacle to the entire project in the form in which we have chosen it. This will save time and quickly reformulate the problem statement so that the problem in question ceases to be relevant or finds a solution.

Now, if necessary, we will add tasks and, finally, taking into account the resources, success factors, obstacles and all the other information we have, we move on to the last field of “tasks”. It is the most important thing. It takes each task item in turn and discusses all the necessary steps to complete them. Here, a time and a person responsible for it are assigned to complete each step.

6. Leader's environment

Leadership presupposes a certain character of the immediate environment. It should be selected on business and professional grounds. Personal loyalty is an important quality of the environment, but not sufficient for modern politics. Like-mindedness, mutual understanding, interest in the matter, mutual trust, confidence in the correctness of the choice, moral stability, and conviction also give the right to take a place in the team surrounding the leader. Attractive to those around you are the prestige of the place, career opportunities, recognition within and outside the team, in the spheres of power and management, in society and in the country. But it is important that all this is done with high professional competence. A comrade-in-arms must have a clear understanding of the general state of affairs in which he is engaged under the leadership of a leader, about his role and responsibilities in the group, and have analytical and creative abilities for political work. The qualities of his associates seem to be concentrated in the leader. Therefore, he should be interested in selecting people who are superior to him in some qualities.

The relationship between the leader and his team is an important aspect of the new leadership organization of power. Purposefulness, integrity, awareness of responsibility to society (or the managed institution), understanding of its tasks and requests are integral qualities of a leader. Those around him should have them too. These qualities unite them, as well as their common ability to conduct a discussion, combine the desire for self-affirmation with the interests of the team and colleagues, and have a positive attitude towards their merits. A leader must be able to move his employees wisely, reasonably and in a timely manner and create conditions for their professional growth, use their abilities and capabilities.

The management of political processes is so connected with personnel management that deep knowledge of the abilities and psychology of subordinates and the environment sometimes turns out to be more important for the leader than his own experience. He must have a clear understanding of the problems that concern his employees and take into account their sentiments.

It is good if a leader manages to create a “think tank” in his environment - a council of the most qualified experts on the most important policy issues. Then the authorities have competent recommendations and consultations, the results of the so-called “brainstorming” - urgent and intense collective work of a narrow or wider circle of specialists to solve any urgent problem. Modern statesmen and politicians usually create staffs of advisers and professional experts in the centers of power. They have always existed under sovereigns in the form of various state or secret councils. The novelty is to fill such institutions of various kinds, Security Councils, committees and commissions not with dignitaries, but with experts. This is how not only individual political problems are solved, but also the problem of scientific policy, which in our century everyone is trying to solve in one way or another.

7. Leadership career

A career depends not only on general conditions, but also on the personal qualities of the leader. Its success is possible through the implementation of a number of functions. Let's name some of them.

The constructive function is the expression of the interests of society in a specific program. It should be focused on satisfying the interests of everyone or the active majority of society, the claims of as many people and groups as possible, but on the condition that they do not infringe on the interests of other segments of society. This ideal attitude can rarely be realized in practice, especially completely, without exceptions. But in itself it is a condition for leadership and its success. Many reforms and revolutions ended in failure due to the lack of timely, clear and thoughtful, understandable to society and accessible for implementation political programs.

When, back in 1517, Martin Luther nailed his famous 95 theses on the abuses of the Catholic hierarchy and church authorities on the portal of the church in Wittenberg, he accurately reflected in them the mood of a people desperate from need and persecution. Luther proved to be a true leader. The idea of ​​religious and political reform took hold of minds and shook Germany, followed by other countries. The leader offers his program to society and essentially develops it together with society and the best representatives of its interests. When in 1917, 400 years later, in another era of great historical change, the Provisional Government came to power in Russia, its head A.F. Kerensky was unable to find a program that would meet the aspirations of society. And it did not follow Kerensky, who did not become a leader.

The organizational function includes the creation of personnel and management systems, rallying supporters, planning political processes and actions, and the practical aspects of political work. The leader forms the apparatus, distributes responsibilities within it, creates conditions for the education, promotion and appointment of leaders, controls and regulates the relations between them, orients them toward a compromise or a decisive change in policy and replacement of leadership, etc.

The coordination function is the coordination of the actions of government institutions, institutions, and directions of their activities. The leader must lead their decisions and political choice in accordance with public opinion, with the system of values ​​​​accepted in society.

The integrative function is the rallying of like-minded people, the environment, and society around the leader’s program.

8. General theories of leadership.

Leadership is not a new leadership style, but a way of organizing power in a civil society with a developed political consciousness of all or most of its social strata.

The leader's behavior must convince that his actions are correct and beneficial, and not dictated by self-interest or lust for power. Society, for its part, cannot manipulate the leader. Social and political partnership, mutual understanding between the leader and his followers are the basis of a new modern policy. So, leadership is one of the manifestations of power, a distinctive property of political activity, the right to nominate a leader who carries it out. This phenomenon is also inherent in other types of activities - the production of things and ideas, science, sports, etc. A prerequisite for leadership is the possession of power in specific formal or informal organizations of various levels and scales - from the state and even a group of states to government agencies, local self-government or popular and social groups and movements. The formalized power of the leader is secured by law. But in all cases, the leader has social, psychological, and emotional support in society or in groups of people who follow him.

It is absolutely clear that the understanding of leadership accepted in social psychology as characteristic only small group was determined not so much by the theoretical positions of various researchers, but by ideological and political orders and prohibitions of the recent past, when it was unacceptable even to theoretically assume that the leaders of the party and state were not leaders. For decades, the head of state has been leaders who are appointed to this post and do not go through the complex election procedure inherent in the phenomenon of political leadership.

So, we can state that in our psychology the question of political leadership, i.e. about leadership at the big level social groups, has not been raised at all, except for timid attempts to consider the phenomenon of leadership. In Western literature, trends have prevailed in the direct, mechanical transfer of personal characteristics and leadership mechanisms in small groups to the personality of a politician, statesman and to leadership mechanisms in large systems. In the theory of social psychology that we were developing, the activity approach proposed by A.N. was taken as the basis for studying the problem of leadership. Leontiev, according to which the main determinants of the leadership process were the goals and objectives of the group, which determined who would become the leader and what leadership style would be most effective.

To some extent, this approach overlaps with American situational leadership theories. What they have in common is that both approaches are aimed at identifying the connection and dependence between the phenomenon and institution of leadership, on the one hand, and the environment in which this leadership is exercised. The difference is that situational theories take into account features characteristic of the leadership environment: time, place, circumstances of group actions, i.e. external parameters related to both the leader and the group he leads as a whole. The activity approach focuses attention on such internal characteristics of the group as goals, objectives and composition.

Naturally, during the Soviet period, research into the phenomenon of leadership was carried out exclusively from the point of view of an active approach and in line with the problems of small groups. The main emphasis in these studies was the creation of methods for identifying a leader in a group and determining his style. However, one of the most important questions that arises when analyzing the problem, the question of the origin of the phenomenon of leadership, of course, was not raised.

Conclusion

Any power that is not behind its no-si-te-ley is built in the form of pi-ra-mi-dy. It is based on certain state and ruling forces, classes, above them - their li-ti-che-ski ac- tive part, or-ga-ni-zo-van-naya ver-khush-ka. The latter can be united in one or several parties; she also forms the ap-pa-rat of the go-su-dar-st-ven-noy power. Pi-ra-mi-da su-zha-et-sya to the upper floors of the hierarchical hierarchy, the highest government authorities -su-dar-st-vom, and ven-cha-et-sya head of the go-su-dar-st-va. At every stage of power, in any of its links, institutions, organizations, there are their own pi-ra-mi-dy and pi -ra-mi-dy authorities governing them, and everywhere there is a group of from-vet-st-ven-ru-ko-vo-di-te-lei, composed laying hell-mi-ni-st-ra-tion, or ap-pa-rat of power. The leaders who lead them lead their subordinates. But are all ru-ko-vo-di-te-li - li-de-ry? Otherwise, which of them and why can they be called that? Wouldn’t it be easier to get by with the usual “chief or manager”, which is very popular nen-nym? So, what's the big deal?

One way or another, in nya-tiya “li-der-st-vo” and “ru-ko-vo-dstvo” have principles-tsi-pi-al-but different so-tsi-al -nye, li-ti-che-che-skie and, es-te-st-ven-but, psi-ho-lo-gi-che-che-che-niya. The essence of the differences is in the har-rak-te-re and on-the-right-ness of the movement “number-of-the-first”. The leader, even if he is originally proposed to someone from the other side, recognizes, accepts, na-ko -nets, from-bi-ra-et ve-do-may them a group. In this sense, the leader always moves “from below,” more or less de-mo-kra-ti-che-ski. Ru-ko-vo-di-tel, on the contrary, on-know-what is “above-hu”, one way or another it is connected. This na-meaning can be based on whether-ti-che-sky or hell-mi-ni-st-ra-tiv-ny ha-rak-ter, ve-do-my mo- here to express your attitude towards him in different ways, in op-re-de-lent cases, even behind-the-blocks tear it up. But even then, the other can-di-date will most likely be on top of everything. Other words, li-der-st, can mean the century, directed from the bottom up; The management is a century-old pro-ti-false on-the-right. In Soviet social psychology, it would be possible to distinguish these concepts differently. Under the li-der-st-vom there was in view ha-rak-te-ri-sti-ka psi-ho-lo-gi-che-skih from-no-she-niy, voz-ni-kai - those in the group “according to ver-ti-ka-li”, i.e. from the point of view from-no-she-niy to-mi-ni-ro-va-niya and sub-chi-ne-niya. As it turns out, “management” refers to the organization of the group’s activities, to the management process -le-nie with her. It is believed that the leader implements the re-gu-la-tion of inter-personal relations in the group , ru-ko-vo-di-tel – official-tsi-al-nyh from-no-she-ny group as not-to-her so-ci-al-noy or-ga-ni-za-tion ; leadership can be established in the micro-environment (small group), management – macro-environment element; li-der-st-vo cares-n-ka-et sti-hiy-but, the process of na-knowing ru-co-in-di-te-la is not sti-la-et-sti -hii-nym; in comparison with the leadership of the leadership, it is less stable, to a large extent it depends on the mood in Group; the management under-chi-nen-my ob-la-da-has an op-re-de-len-no-system of various sanctions, which there are no rykhs in the hands of the li-de-ra; the process of making a decision in the management is complex and is subject to many circumstances, not necessarily -for-the-re-establishment in this group, while the leader is no longer in-the-middle-of-the-way- vein decisions, as well as the sphere of action, basically, the small group, the sphere of action Via ru-ko-vo-di-te-la – more shi-ro-kaya so-ci-al-naya sis-te-ma.

The situation in Russia is such that we need new strong, healthy leaders who will be responsible for all of us, who know how we can get to where we really want to go, and who know what needs to be done for this. But where can I get them? It seems the answer is obvious - there is nowhere to get them except among ourselves. Everything is simple, but not very easy to do.

The following experiment was carried out. Students (Russian) were asked to graphically depict the first thing that comes to mind when they hear the word “leader.” Some drew money, others - symbols of prestige: cars, ships, planes, dachas; still others are symbols of superiority: monuments, large gravestone inscriptions. Of course, the students are right - leaders have all this. However, these pictures tell psychologists that the idea has become firmly established in the minds of young people - there are the main ones and there are not the main ones. Moreover, for the most part, they are not the main ones.

List of used literature:

Theories leadership Kinds leadership Leadership Roles References Introduction Theories leadership- scientific theories, ... “the soul of the party”, a person who is able to express general psychological mood and manage it effectively...

In connection with the introduction of the Federal State Educational Standard, the problem of collective creative activity and social design is urgent. This material presents guidelines educators, leaders and activists student government for the successful organization of the activities of student government bodies. Using this technique The teacher can stimulate students’ independence when organizing the educational process.

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Dear young friend!

If you want life in your class, school, organization to become more interesting and change for the better; if you want interesting and unusual things to do, but don’t know how to do it, if you want to involve peers in organizing an event, then this issue of the brochure “To help an activist-leader” is for you.

Where to begin …

Start preparing your case with brainstorming.

This will help you (the creative team):

attract a large number of people to discuss and solve the problem;

collect a large number of non-standard ideas to solve the problem;

combine several ideas into one good interesting thing;

think things through to the smallest detail;

find assistants at every stage of preparing and conducting the case;

end up with an interesting, non-standard case.

Remember the rules:

Create, search, fantasize more boldly -

The search is on for an unusual idea!

Pile your thoughts up a big mountain,

From hundreds of simple ones, we will find the golden one!

Don't you dare throw a stone at your neighbor.

If you throw a stone, there will be no ideas!

A set of ideas is especially valued.

Ideas are ripe - get them to headquarters as soon as possible!

How to do it…

You will succeed if, when organizing a discussion, you follow the following path and take into account all the steps of brainstorming.

Step 1 . Divide the entire team into small microgroups of 5 - 7 people. (See the appendix for breakdown methods.)

Step 2. Bank of ideas . Absolutely all the ideas that come to the minds of the brainstorming participants are written down on one large sheet of paper or on a board. Criticism is not accepted - only ideas are accepted.

Step 3. Combining ideas common features . A list of groups of ideas expressing general principles, approaches to solving a creative problem.

(Steps 2 and 3 can also be done in another way:

Step 1. The leader of the gathering invites those gathered to identify problems that exist in life around them and write them down on separate pieces of paper. When everyone has completed the task, the “problems” are voiced and collected in one place (box, envelope, etc.).

Step 2. The presenter takes turns voicing “problems”, and all participants collectively discuss in which envelope to put this or that problem:problems that we will work with ourselves; problems that others need to deal with; problems that must be left until better times.

Step 3. We are working on the problems from the first envelope. We choose one of the most pressing ones, or, breaking into small groups, we discuss several problems. In the form of “brainstorming” we find ways to solve the problem (we express ideas and do not criticize them).

Step 4. Ideas go to microgroups. Each micro group takes for consideration somegroup of ideas and draws up an action plan to bring these ideas to life.

Step 5. Walkers . Each microgroup sends a “walker” who, after going around all the microgroups, talks about the main concept of their solution to the problem and writes down all the critical comments. "Walker" does not respond to criticism, but only records remarks.

Step 6. Return and discussion. The microgroup, having listened to the returning “walker,” makes amendments and changes to its project.

Step 7. Protect the project. Each microgroup defends its project. Together we choose the most successful project that interests everyone.

Step 8: Action Plan . The action plan is adjusted, and those responsible for the implementation of each stage and section of the project are appointed.

Planning complete - start preparing the case. And the "PLANNING ARROW" will help you

Planning arrow

How many times have you found yourself thinking that everything has turned upside down due to an insufficiently thought-out plan of action? And how many times have we given up because of the globality and inaccessibility of such a disturbing problem?

The planning arrow is a diagram of organizing and planning any large event, business or project. At first glance, it is complex and voluminous, but very effective. Using it, you can easily think through everything down to the smallest detail and not miss a single detail. Draw the following arrow on a piece of Whatman paper or on a board:

1. As trivial as it may be, you need to start with the name of the project.

Then this will help both those who cannot help but be late, and you yourself if planning takes more than one visit.

2. At the next step, it is important to think about what we actually want, or rather, what we want to see as the result of the project that we are just starting to plan. It is necessary to describe in all details what became (or rather, will become) what made everyone gather here after the plan has already worked.

3. Much later, you and your group will almost certainly have the need to convince the authorities, sponsors, etc. of the need for this project, so that now it would not hurt to decide for yourselfwhat makes the project so important and valuable.Brainstorm to identify the positive changes it will lead to and its other advantages.

4. Now, having a “vision” in a clear form, you can start writing out goals. At this step it is important to determine the general directions of future work. They don't have to be too specific, their job is to name the "endpoints".

For example: "Find a sponsor for 300 thousand rubles."

There is no talk yet about how to find it. Here all sorts of “reduce/enlarge” are often used.

5. All this time we were moving from the end of the arrow to its beginning; Let's change this direction now and

Let's think about resources, i.e. about what we have at our disposal. This is extremely important so as not to do too much later.For example, if you need to go to the director of a large company for some reason, you will first need to arrange a meeting and thoroughly prepare for

conversation and try a lot of different tricks to get from him what he wantsyou need. If there is a person in your group who is on friendly terms with this director, only one call will be required. Such a person is one of your resources. Others may be time good helpers, etc.

6. Without returning to the center of the arrow, we note that some aspects of the project are simply obliged be provided. Let's write them down in the fields"critical success factors"so that you can always keep them in sight. These are things without which the project does not work, something that is as important as any of its organs for a person. Critical success factors may include the consent of the authorities, the presence of a certain minimum of people and money, etc.

7. There is also an “obstacle” field nearby. Let's write down in it what can become irresistible an obstacle to the entire project in the form we have chosen (say, a natural disaster). This will save time and quickly reformulate the problem statement so that the problem in question ceases to be relevant or becomes

would be a solution.

8. Now let's return to the arrow. Now everything is ready to start going into details. The "tasks" field is intended to specifically describe the components everyone points in the "goals" field. At the same time, we must remember to create conditions for all critical success factors. In our example with a search for three hundred thousand rubles, there might be the following sub-items:

find an organization that has information about charitable foundations;

call the found funds;

meet with representatives of the selected fund, etc.

It is important not to miss a single detail when specifying this for the sake of the following field:

9. "Tasks". It is also the most important thing. For each “task” item, it considersall the necessary steps to complete them. Right here

Each step is assigned a time and a person responsible for it. Let's take for example:"Find an organization":

Let's take for example:"Find an organization":

It is no coincidence that the same Vasya is responsible for all 3 search steps. This is due to the very procedure of filling out the “Tasks” column. She is current.

After everything is ready with the tasks, the leader distributes pieces of paper and pens and invites all group members to sort out all the tasks equally. These people automatically become responsible and for each task they describe to themselves all the actions necessary to complete it. After this, the pieces of paper are posted in the “tasks” field and verified; identical tasks (if any) are stacked on top of each other.

The arrow is full! Now let's look back... What happens? Firstly, we have a set of elementary tasks . Each set of tasks leads to the completion of one tasks , because he was simply made of it. Further, the implementation of all tasks (already ensured) guarantees the fulfillment of the assigned goals. And finally, these goals, essentially drawn from our seemingly unrealistic dreams, written down as vision , simply automatically guarantee its execution, and by the time of the last date in the tasks. Impressive, right?

Application

Methods of breaking down into microgroups:

By birthday season.

Using cut postcards.

Using cut proverbs.

By colored tokens.

Collect parts of cut paintings.

If you look at the top tens of major international rankings like A.T. Kearney, PwC, Mercer, EUI, then you can see that the most successful cities have a master plan. Why? The “Strategic Master Plan” study, which was conducted by Strelka KB specifically for the Moscow Urban Forum in 2014, was devoted to answering this question. Strelka Magazine is launching a series of materials about what urban planning documents were and are in Moscow, how other cities and countries use the master plan and why the time has come to develop and apply it. In the first material you can find out what a master plan is, what it is fundamental difference from the general plan and how it can change Moscow.

What is a master plan?

A master plan is a city's strategic spatial planning document. Such planning is long-term in nature and focuses on a limited number of goals and objectives. A strategic master plan is being developed by public authorities, but with the active participation of experts and citizens.

In Russia, this term became widely used largely thanks to the Dutch urbanist Kees Christianse. The strategic master plan for Perm, prepared by his company KCAP Architects & Planners in 2010, received a wide response, but, unfortunately, it cannot be called successful in terms of implementation.

Moscow has a master plan. Isn't this the same thing?

This is a completely different document. The latest master plan was developed over five years by a closed community of experts and was adopted in one day. It is a 1,500-page publication aimed at professionals, written in extremely formal language. It is concentrated on regulating issues of land use and the placement of certain objects in the city; the city dweller is considered only as a consumer of the city.

But the most important thing is that after reading this document it is impossible to understand how the drafters of the general plan see the city in ten years. You can find out what products you need to save on or how to lay asphalt, but it is not at all clear why all these recommendations are needed and what is behind them.

And what can the next document change?

On the one hand, it is really just a document, the effectiveness of which depends on those who use it. On the other hand, the main difference between the master plan and the existing general plan in Moscow is that the master plan has a conceptual part - a strategy that depicts what the city will be like in the future. And this gives him a number of advantages.

Engaged citizens

After the adoption of the Moscow General Plan 2025, participants in public hearings made 75 thousand wishes and comments. More than half the audience did not understand what was going on. The average number of comments that are usually received after the adoption of a master plan does not exceed five thousand. This difference in the number of dissatisfied people is explained simply: the strategic master plan is aimed at involving citizens both during the discussion of the main ideas and during the review of the finished document.

And for this, city authorities must conduct sociological research, round tables, publish interim materials in the press. Moreover, this communication must be continuous, two-way, and also include not only virtual, but also live communication.

During the preparation of the master plan, citizens transform from passive observers into partners of the city government. Each resident feels involved in the creation of the document and understands that the future of the city depends on him.

Coordinated Power

More than forty departments are involved in managing the city. Their fields of responsibility quite often overlap, repeat or contradict each other. And the activities of each are regulated by their own urban planning program. There is no problem of lack of regulatory documents. The problem is rather different - there are too many of them.

All of them provide for important steps to create new streets and roads, develop the metro, and improve public spaces. But the actions of departments of the Moscow government within the framework of various programs are often not coordinated with each other. They are designed for a future, usually not exceeding two budget cycles (6 years), and are based on decisions and documents of a private or industry-specific nature.

The master plan gives this mosaic complexity and clarity. The activities of each individual department are aimed at achieving one goal, which everyone is aware of. The master plan shows everyone, and most importantly, the officials themselves, that the city government is not just a set of departments, but a cohesive center for making long-term decisions.

Quick wins

Any urban development strategy, in addition to all the previously listed advantages, has one significant drawback - this is, in fact, their long-term nature. The master plan is being implemented almost imperceptibly; more precisely, it rather implies a “what was - became” scheme. The master plan allows you to see gradual steps.

Investment attractiveness

Financial tension or financial recovery - the city always needs investment and additional capital. And it is always important for any investor to understand what city he is investing in. What territories will develop, what areas will develop? Is it worth investing in the next quarter of New Moscow if it is not clear whether a metro or school will appear there in the near future? And even if at the moment the investor does not see “huge technology parks” and large ones, a strategic master plan can become a guarantor of development for him.

Political confidence

The mayor's direct participation in the creation of the master plan changes his image in the eyes of citizens. This is one of the main features of the master plan, emphasizing its status and significance for the future of the city. Here the mayor acts not only as the initiator of the creation of the document, but also as the guarantor of its implementation. And for the voter, it is actually very important to understand what kind of future he will come to together with these politicians or managers.

How can this idea be applied in Moscow?

All leading cities included in international rankings have a two-tier system. At the top level there are spatial development strategies or master plans for the city as a whole. The second contains land use documents that specify actions in smaller territories. Often between these two floors there is also a layer in the form of sectoral schemes that address issues of development of transport, engineering infrastructure, and natural areas.

This scheme, in an adapted form, can be used in Moscow. The city will have a long-term strategy, as well as detailed plans for the development of territories over a six-year period.

The city must have its own tool for managing the future. How to create it? How to apply? And does Moscow need it? Read the study prepared by Strelka KB for the IV Moscow Urban Forum. You can buy it in the bookstore on Strelka, Bersenevskaya embankment 14, 5A

Photos: Thinkstock.com
Illustrations: Yulia Adelova

Project management is a symbiosis of technology and the art of solving a unique task on time within the budget allocated for it. In order for the project to be completed successfully, it is necessary to achieve an understanding among the management of the company and the RM how it will be implemented, by whom, when and what kind of work must be performed. The project plan is considered not as one document, but as a whole set of documented solutions that answer the above questions. I present to your attention a review article examining the basics of project planning technology.

The essence of project planning

Project planning involves many interconnected iterations, the result of which is a single master plan. By project plan we will further understand the system of planned activities, documented as a result of preparation. This system consists of parameters connected in a special way, ensuring which a separate development problem is solved. These parameters are formed based on a number of functional areas of project activity:

• content;
• deadlines;
• cost;
• personnel;
• supplies;
• communications;
• risks, etc.

The plan is a key element of the project management system. If the PM managed to draw up a detailed set of planning documents, then he has the right to expect guaranteed receipt of the required results at the end of the work. For this, timing, resources and other aspects must be well planned. Until a plan is developed, it is impossible to know how much money and time will be required to complete a unique task. Without a plan, the manager is practically deprived of guidelines for the compliance of the work with the goals of the project.

You must understand that planning does not always ultimately yield positive results, but negative conclusions can bring no less, and sometimes even greater, benefits. In any case, the efficiency of investing funds increases, and the “dissipation” of earned profits does not occur. Project planning lays the foundation for productive work and solves the following applied problems.

1. Clarify and detail the goals and results of the event.
2. Determine the composition and scope of work.
3. Estimate timeframes and budget costs.
4. Draw up a schedule and budget for the main phases or the entire project.
5. Make a refined estimate of resource requirements for each phase or for the entire task.
6. Draw up a resource plan.
7. Perform a risk assessment and create a risk response plan.
8. Explain the details of the event to the customer.
9. Agree on the plan with the main participants.
10. Distribute responsibility for work and tasks among participants.
11. Approve the master plan.
12. Clarify interaction plans and planning management procedures.

Place of the project management plan at its stage life cycle. Source: PMBOK 5 Guide

The place of planning processes among other processes of project implementation. Source: PMBOK 5 Guide

Project planning cannot be left in the air. It is preceded by initiation, and the output of these processes is the actual execution of the project. And we recognize a number of important points that planning:

• tied to a specific time point in the life cycle of a unique task and to its significant period (see the diagrams shown above);
• iterative – does not end after plans are written, requires regular updating until the active closure phase;
• comprehensive - not limited to one tool and includes a number of tools and relevant output documents.

Enlarged composition of planning processes

The project plan is different from the project management plan and related planning processes. As we have already defined, in a broad sense, by plan we mean a pre-planned system of activities for which the order of execution, sequence and timing of work are established. In a narrow sense, a plan is a document that reflects the order of planned actions and deadlines for implementation. A project management plan is the result of regulated planning procedures (processes), in which the control principle is taken over by regular, regulated procedures for creating plans as documents.

Definitions of basic planning concepts from PMI. Source: PMBOK 5 Guide

Event planning includes two groups of processes: processes for the direct development of plans and auxiliary procedures. The output of a development block is a document called a master project plan. It includes a calendar plan, an event budget and a number of other documents. The composition and content of the work, the required resources for their implementation determine the sequence, duration and amount of costs for their production.

Potential risk planning (identification, identification and assessment) and their management influence not only the development of the schedule, but also budgetary needs. Clarifying the goals, defining the boundaries of the unique task, and structuring the team and responsibilities lays the foundation for a meaningful project planning effort. Next, we present to your attention a model of connections between the main procedures of the processes under consideration.

Model of planning processes in project management

It is known that according to the PMI standard, almost every section of the PMBOK Guide allocates an entire block to planning. Based on the diagram presented above, this is quite natural. The PMBOK section “Project Integration Management” demonstrates the most holistic picture of planning management and creating a single master plan. Below is a local block of the event management plan development data flow diagram.

Local project management plan development data flow diagram block

The visual block presented above is notable for a number of reasons. The knowledge base on project management, all the experience gained in this area, and regulations are essential for the success of planning. This also applies to standards, software, organizational structure and culture, management methods, infrastructure, etc. The charter is a key guide for planning. These processes are the basis for integration into the master plan and offer the following as inputs for the development of its final version:

• project parameters management plans;
• basic plans for content, cost, and schedule;
• plan updates.

Stages of developing a calendar plan

As we remember, project management is built on “three pillars”: the content of work, restrictions and risks. If a manager knows how to work well with these three parameters, then there are no unsolvable tasks for him. Let's consider the development of a calendar plan from the perspective of these three positions and divide this process into stages. We will refer to the first and second stages as the content of the work.

1. The stage of determining and writing the list of works. Quite often mistakes are made due to the fact that it is not possible to present all the work at once. To qualitatively determine the composition of operations, it is useful to use the basics of the sequential work decomposition method.
2. The stage of determining the execution of the project in terms of the sequence and duration of work, which depend on the technology for their implementation. To create a high-quality result of this stage, the already mentioned method of sequential decomposition of tasks and expert assessment of the duration of work using methods such as, for example, brainstorming are well suited.
3. Determining resource availability. The event uses a variety of resources: financial, material, labor, information, etc. From the perspective of financial resources, it is necessary to link the work schedule with the financing schedule. The concept of scarce resources is introduced: unique specialists and capacities. This leaves an imprint on the sequence and duration of work.
4. Definition of external restrictions. These restrictions include seasonality, technological processes equipment supplies, various external events. If we take into account the example of special wishes of the customer (for specific partners) or external events (for example, the timing of the completion of a stage to coincide with a national holiday), then such events are included in the event in the form of milestones.
5. The stage of creating a risk response plan. We analyze project risks and develop a response plan for the main threats. Taking this plan into account, we then finalize the schedule.

The third and fourth stages relate to the positions of restrictions, the fifth stage - to risks. Two bases of response (active and passive) determine the moment of decision and its inclusion in the project plan. Active response means that we include additional work in the schedule aimed at minimizing risks. This may affect the timing of other work.

As an example, we can consider a project to introduce a new service to the market. Let’s say the risk of its lack of demand in the market has been identified. Then, to minimize this risk, it is necessary to conduct additional research, and this work must be included in the schedule. Passive response implies the formation of additional financial reserves under identified risks. The stages of developing a schedule can also be presented in the logical sequence presented below.

Logical sequence for developing a schedule

Basic Project Planning Activities

To create a master plan, the project manager implements a series of planning iterations. During the execution of planning processes, important instrumental and final documents are generated, which together make up the master plan. Among them:

• hierarchical work structure (WBS);
• network diagram;
• quality management plan;
• project schedule;
• budget;
• organizational chart;
• risk register;
• communication plan;
• master project plan.

Visual model of project planning processes

Above is a model of the planning processes for a project task. You can see the full composition of the processes in the diagram. Pool lane planning processes are linked to almost all areas of project management. Many of the processes specified in the model will have the opportunity to be presented in separate articles on our website. In this material we briefly focus on key planning procedures.

1. The scope definition process is performed to clarify the scope of the project, boundaries with a description of its product. The process begins with clarifying the goals of the event, its connection with the company’s strategy, and consideration of variable approaches to implementation. The PM must be clear about what work is outside the scope of the project and what the product requirements are.
2. The process of determining the scope of work. The foundations laid in the previous process are developed into the full range of necessary operations to achieve success. Their structure and composition are related to the main objective of the project. The WBS is the main tool used by the PM to solve the problem of the present process.
3. Determination of work relationships. The logical sequence of work is the subject and purpose of this process. The best tool and result of the process implementation is a network model (diagram, graph), built and optimized using the PERT and CPM method.
4. The process of estimating the duration of work. Forecasting the duration of each activity included in the WBS and network model is performed based on a variety of approaches. The main methods are assessment methods based on analogues, “bottom-up”, from performers, expert and parametric assessment.
5. The process of assessing resource needs. The purpose of the process is to determine the required amount of human resources, machine resources and mechanisms. Resources are divided into groups: renewable, consumable and financial.
6. Procedure for developing a calendar plan. The process is carried out to determine the estimated timing of individual works and the project as a whole. The issue of detailing the plan is important. The depth of its elaboration should be sufficient for the project manager to control the progress of work and the completion of assigned tasks.
7. Development of a master project plan. It combines all the results of the event planning work into a single integration document of the project.

In this article, we got acquainted with the “maximum set” of procedures and documents that create a project plan. In actual practice, especially when the project is medium or small in scale and is of a regular nature, excessive planning efforts are often not required. In such cases, you can limit yourself to standard planning solutions and an incomplete set of documents. At the same time, it is hardly possible to do without a basic documentary set in a consolidated plan, and the efforts spent on its development pay off handsomely.

Basics of social design. Berezhnova E.A.

Dear Colleagues!

I offer you a very convenient and effective way to plan your actions at any stage of the project. It is called " Arrow planning "and is available to both adults and children.

You need to start with titles project. This way, we will set a goal for ourselves, and in the future it will help us navigate if planning takes more than one call.

Being at the next stage, it is important to determine what we actually want, more precisely, what we want to see as the result of the project, which we are just starting to plan - that is, articulate a vision . It is necessary to describe in all details what the subject of planning will become after the plan is implemented. The most appropriate formulation is a description of the situation after the implementation of the project.

Definition goals upcoming work. At this stage it is important to determine its general directions. Goals don't have to be very specific; their purpose is to describe the “end points” of our plan.

Specification of the set goals. Field " tasks ” and is intended to specifically identify the actions necessary to achieve the goals.

Definition resources , that is, what we already have at our disposal. This is extremely important so as not to do too much later. Resources can be time, volunteer assistants, financial, information resources.

Some aspects of the project simply must be ensured. Let's write them down in the fields " critical success factors "so that you can always keep them in sight. These are things without which the project will not work; something that is as important as a person is any of his organs. Returning to the tasks, we will have to take into account everything mentioned in these fields.

There is also a field nearby " obstacles " Let's write down in it something that could become an obstacle to the entire project in the form in which we have chosen it. This will save time and quickly reformulate the problem statement so that the problem in question ceases to be relevant or finds a solution. Let’s say, you certainly can’t fight against a natural disaster…. There is no need to duplicate the things mentioned among the success factors here.

Now, if necessary, we will supplement the tasks and, finally, taking into account the resources, success factors, obstacles and all the other information we have, move on to the last field " tasks " Planning is the most important thing. It takes each task item in turn and discusses all the necessary steps to complete them. Here, a time and a person responsible for it are assigned to complete each step.

Well! The arrow is full! Now let's look back and look at the full picture.

What happens? Firstly, we have a set of basic tasks that one person from our team can complete. Each set of tasks leads to the completion of a single task because it was simply derived from it. The implementation of all tasks (already ensured) guarantees the achievement of the set goals. And finally, these goals, essentially collected from our seemingly unrealistic dream, written down as a “vision,” simply automatically guarantee its fulfillment.

For example, we want to organize a school newspaper. Under number one we mark ourselves as “Edition of the school newspaper.” And what it should be. Is our vision (2) is a four-page newspaper, printed on a color printer, which is published twice a month with a circulation of 25 copies.

What do you think we will have? target(3)? Probably the release of a pilot issue of the newspaper. Let's move on to tasks(4). What should be done? Find interested guys. Collect material for a pilot episode. Type it on the computer and make a newspaper layout. Print on a color printer in the amount of 25 copies. Give away (or sell?) to readers.

What do we have for this - what resources(5) are there? There is a color printer (this is a material and technical resource). One of the guys’ dad works in the newspaper’s editorial office and is ready to help with the publication of the first issue (this is a human resource). The mother of one of the girls allocates 500 rubles to purchase 5 packs of paper for publishing a newspaper (these are material resources)

But the newspaper cannot be produced if the printer runs out of cartridges. If journalists write uninteresting materials. If the publication of the newspaper (for some reason) is not approved by the school administration. All this critical success factors (6). Therefore, we must adjust the tasks. To those tasks that have already been written, several more will be added: to agree on the publication of a newspaper with the school administration, to resolve the issue of consumables, to train a group of journalists.

Which obstacles (7) may be waiting for us. The newspaper may turn out to be nondescript. The newspaper may not be in demand. Once again we adjust the tasks. We add: come up with competitions for newspaper readers, invite photographers to the group

Well, now it’s a small matter. We take a task and assign a time for completion and a person responsible. And we can be sure that the newspaper will be published on time and will be very interesting to its readers.

Well, that’s actually all about the planning arrow. Good luck to everyone and creative work when drawing up a work plan for the project!!!