The Council under the President of the Russian Federation for Strategic Development and Priority Projects was established to ensure the interaction of federal bodies state power, public authorities of subjects Russian Federation, local governments, public associations, scientific and other organizations when considering issues related to the strategic development of the Russian Federation and the implementation of priority projects.

Presidium of the Council

To resolve current issues of the Council's activities, the Council's presidium is formed. Its main tasks include, in particular:

a) propose issues for discussion at meetings of the Council;

b) form a list of priority projects and programs and evaluate their implementation;

c) make decisions on the start and completion (including early) implementation of priority projects and programs, approve significant intermediate and final results of projects and programs, and also make changes to priority projects and programs;

d) form management bodies for priority projects and programs in accordance with the requirements established by the Government of the Russian Federation;

e) monitor the implementation of priority projects and programs and assess whether key project performance indicators have been achieved.

Main directions of strategic development and priority projects

A list of the main directions of strategic development has been determined, within the framework of which priority projects and programs are being developed and implemented:

• healthcare
• priority project
• priority project
• priority project
• priority project "Introduction of an automated traffic monitoring system medicines from the manufacturer to the end consumer to protect the public from counterfeit drugs and promptly remove counterfeit and low-quality drugs from circulation” (“Drugs. Quality and Safety”)
• priority project
• priority project
• priority project
• priority project
• Education
• priority project
• priority project
• priority project
• priority project
• priority project
• Mortgages and rental housing
• priority project
• Housing and urban environment
• priority project
• priority project
• International cooperation and export
• priority project
• priority project
• priority project
• priority project
• Labor productivity
• priority program
• priority project
• Small Business and Support for Individual Entrepreneurship
• priority project
• Control and Supervision Reform
• priority program
• Safe and quality roads
• priority project
• monotown
• priority program
• Ecology
• priority project
• priority project

One of the key requirements for priority projects in these areas is that their implementation in the first one and a half to two years should give a tangible social and / or economic effect for citizens and the business community, ensure a qualitative change in the existing system and create a new quality of life. .

Federal Design Office

The Department of Project Activities of the Office of the Government of the Russian Federation acts as the Federal Project Office, its key tasks, in particular, include:

a) ensure the formation and maintenance of a portfolio of priority projects and programs;

b) coordinate project proposals, passports and master plans of priority projects and programs;

c) monitor the implementation and operation of the project management system in the Government of the Russian Federation, including the achievement of performance indicators by the Federal Project Office and federal executive authorities, as well as submit relevant reports and proposals to the Presidium of the Council;

d) ensure that, with the participation of interested public authorities, assessments and other control measures are carried out in relation to priority projects and programs, and the results of their implementation;

e) provide methodological support project activities in the Government of the Russian Federation, issue guidelines for the organization of project activities and coordinate activities for the application of such recommendations;

f) coordinate development work professional competence civil servants in the field of project activities;

In general, the task of the Federal Project Office is to help federal and regional government bodies organize their project activities so that the implementation of project approaches does not violate the fulfillment of current obligations.

Project Committees

The project committee is the main governing body for the implementation of a priority project or project program. Such a committee can be formed both for the implementation of all priority projects and programs within the relevant direction, and for a separate priority project or program.

The head of the project committee is the curator of the relevant direction or priority project with the rank of Deputy Prime Minister.

Decisions of the project committee of a priority project or program are mandatory for implementation by the federal executive authorities.

According to the main tasks of the project committee:

Consider incoming project proposals at the next meeting;

Approve draft passports of priority projects or programs;

Approve the master plan of the project or program, make changes to it and make decisions on the passage of milestones and stages controlled at the level of the project committee;

Coordinate the activities of executive authorities and participants of the project or program within the framework of the project or program;

Review information on the progress of the implementation of the priority project or program, as well as approve reports on the implementation of the project or program and evaluate the effectiveness and efficiency of the project or program manager.

Public and business councils

Public and business councils act as auxiliary project management bodies, within which business and public associations interested in the results of the implementation of priority projects participate in determining the basic requirements for project results and in accepting intermediate and final results, as well as in monitoring and evaluation project implementation.

The main functions of the public and business council:

Participate in the definition of the main requirements for the results of the project or project program, qualitative results and key performance indicators;

Prepare and send to the project committee an opinion on the passport of a priority project or project program;

Participate in the acceptance of intermediate and final results of the project or project program, as well as in the organization of monitoring, evaluation and other control activities for the project or project program;

Representatives of the Public and Business Council are members of the relevant project committees.

MINISTRY OF ECONOMIC DEVELOPMENT OF THE RUSSIAN FEDERATION

ORDER

In order to increase the efficiency of organizing the activities of federal executive authorities and executive authorities of the constituent entities of the Russian Federation in order to achieve their goals and solve the tasks set, approve the attached Guidelines for the implementation of project management in executive authorities.

A.V. Ulyukaev

Application. Methodological recommendations for the implementation of project management in executive authorities

Application

Badin A.A.
Deputy director of the department
strategic management, public
programs and investment projects

Moscow, 2013

I. General provisions

II. Project management processes and tools

1. Model of a project-oriented management system

2. Strategic management

3. Tactical control

4. Project management

5. Motivation management

6. Training

7. Organizational support

8.Technological support

III. The procedure for implementing project management

1. Glossary

2. Model of a project-oriented management system

3. Typical provision for tactical management

4. Model regulation on project management

5. Model regulation on managing the motivation of project participants

7. Typical terms of reference for holding a competition for project management training

8. Model regulation on the project committee

9. Typical regulation on the project office

10. Description of typical functions of project roles

11. PMIS architecture and a list of typical modules

12. Typical terms of reference for the development and implementation of a project management information system

13. Typical action plan for the implementation of project management

Goals of implementing project management

1. Ensuring the achievement of the results planned by the executive authorities

2. Improving the quality of results achieved

3. Reducing the time to achieve results

4. Transparency, validity and timeliness of decisions made in the executive branch

5. Improving the efficiency of interdepartmental interaction in the implementation joint activities through the use of unified approaches to project management

6. Improving the efficiency of interaction with contractors involved by the executive authority

Model of a project-based management system - basic terms

- Management system of the executive authority- a set of processes and resource management tools designed to achieve the goals of the executive authority

- Process-Oriented Control System- a management system in which goals are achieved primarily through the execution of standardized processes

- Project Based Management System- a management system in which goals are achieved mainly through the implementation of projects

- Process- a set of works united by a common goal to obtain repeatable results

- Project- a set of interrelated activities aimed at creating a unique result in the face of time and resource constraints

Model of a project-oriented control system

Strategic management

Purpose of the process- determination of strategic goals, activities, key events and indicators of the executive authority for a long-term period (more than 5 years) and monitoring their achievement once a quarter / year

The basis to define goals, directions, events and indicators:

- Decree of the President of the Russian Federation of May 7, 2012 N 596 "On the long-term state economic policy"

- Address of the President of the Russian Federation to the Federal Assembly of the Russian Federation dated December 12, 2012.

- The main activities of the Government of the Russian Federation for the period up to 2018, approved by the Chairman of the Government of the Russian Federation on January 31, 2013,

- Other acts of the President of the Russian Federation and the Government of the Russian Federation that determine the strategic goals and priorities of the Russian Federation for the long term (fundamentals, main directions, doctrines, concepts, strategies, State programs)

Strategic management

Basic Tools- Action plan / State programs and reports on them

Auxiliary tools- Roadmaps and action plans for the long term

Methodological base according to the Action Plan(assigned by the Office of the Government of the Russian Federation):

- Guidelines for the formation of an activity plan

- Guidelines for the preparation of quarterly and annual reports on the progress of the implementation of action plans

Strategic management - sample report

Tactical control

Purpose of the process- ensuring the achievement of the goals of the executive body by identifying projects, processes, key events and indicators of the executive body for the medium term (from 1 to 3 years) and monitoring their achievement once a month / quarter

Basic Tools- Internal activity plan and reports on the internal activity plan

Methodological base- Regulations on tactical management

Project types: Priority Internal External (for example, investment projects, not taken into account in the Internal Action Plan)

Tactical management - types of key events

Project management

Purpose of the process- ensuring the achievement of the goals of the executive authority by planning, organizing and controlling the labor, financial and material and technical resources of the project. The horizon of detailed planning is on average 1 year, the frequency of control is a month/week.

Methodological base- Regulations on project management

	Tools
Initiation	Project passport
Planning	Schedule
Change management	Change Request
Control	Status Report
Completion	Final report

Project management - project launch

Motivation management

Variants of the project motivation system:

Project motivation system applied in addition to existing system motivation of all employees of the executive authority

- an integrated motivation system that uses uniform motivation principles for all employees of the executive authority (both for project participants and process participants)

Process Goals:

Formation of motivation of project participants for high-quality and timely completion of project tasks, effective interaction various departments involved in the project, a high level of discipline

- creating the basis for personnel decisions, decisions on additional training, remuneration and disciplinary actions

- providing feedback from the heads of departments on the effectiveness of the work of project participants

Methodological base- Regulations on managing the motivation of participants in project activities

Training of project participants

Process Goals- formation of the necessary knowledge and skills in the field of project management among the management of the executive authority and project participants, as well as the creation of a project culture in the executive authority

Subprocesses:

Definition of training groups

- definition of training modules

- formation of a training plan

- formalization of training requirements

- conducting competitive procedures

- conducting training

- qualification assessment

Application: Typical terms of reference for holding a competition for project management training

Training modules

Process Goals- administrative support of the functioning of the processes of strategic, tactical management and the process of project management within the organizational structure of the executive authority

Main tools: Project Office and Project Committee

Methodical base:

- Regulations on the Project Committee

- Regulations on the Project Office

Organizational support for project activities

Process Goals- reduction of labor costs, minimization of errors and increase in the speed of implementation of the processes of strategic, tactical, project management and the process of motivating participants in projects of the executive authority by automating them

Main tools: Project Management Information System

Application: Typical terms of reference for the development and implementation of a project management information system

Technological support for project activities

Next steps

	Send Methodological recommendations to the members of the Council and invitees for approval
	Remove open questions at a Council meeting

Email: [email protected]

Electronic text of the document
prepared by CJSC "Kodeks" and checked against:
official site
Ministry of Economic Development of Russia
www.economy.gov.ru (scanner copy)
as of 04/23/2014

From process management to project management

Previously, the activities of the authorities were more process-oriented. The main task of project management is to move away from the process and come to the result. The introduction of project management () should increase the efficiency of the use of resources and the interaction of authorities with other organizations, as well as increase the transparency, validity and timeliness of decisions, i.e. ensure the achievement of planned results.

To this end, on April 14, 2014, the Ministry of Economic Development of the Russian Federation prepared Decree No. 26R-AU, which approved methodological recommendations for the implementation of project management in executive authorities. In the format of recommendations, it is difficult to take into account the specifics of different organizations, projects and programs. Moreover, the current version of the recommendations is focused on the implementation of project management within one organization, although, according to our experience of interaction with government agencies, we should be talking about organizing the work of all EPOs in the region. But to get started, these recommendations are enough. Let's go directly to them.

There are four levels in the management system of the executive authority: strategic, tactical, operational and operational. Each level is characterized by its own planning horizon and control frequency. A more detailed model of a project-oriented management system is presented in Appendix No. 2 of the recommendations.

When moving to a project-oriented system, the following processes must be implemented or modified:

• project management;
• managing the motivation of project participants;
• management of the competencies of participants in project activities;
• organizational support for project activities;
• technological support for project activities.

• project initiation;
• project planning;
• project execution;
• project change management;
• project control;
• completion of the project.

The main project management tools are:

• Project passport (reflects key information on the project - goals, objectives, results, success criteria, implementation period, risks, etc.).
• Project schedule (includes activities, milestones for the project, links between them, responsible executors, deadlines for the implementation of activities and achievement of milestones - Gantt chart).
• Reports on the project (examples of reports are presented in the Appendix to the Guidelines).

A tool for technological support of project activities is a project management information system.

About the implementation of project management

It is worth paying attention to the matrix for the implementation of the project management information system modules by queue (Appendix No. 9 of the recommendations). It shows the functionality of a particular module and the sequence of its implementation. The distribution of functionality in queues is carried out according to the principle “from simple to complex”. The division of work into queues allows not only to highlight the results that are significant for the RIA, but also to correct them during implementation.

In general, the proposed timeframe for the implementation of project management is one year, and another year is allotted for the development of the solution.

EDMS capabilities for project management

How can the experience gained by them and the already implemented document management systems (EDMS) help government agencies?

The methodological recommendations, together with the existing experience in implementing the EDMS, should give a synergistic effect in the transition of the OIV to project management, while ready-made solutions can be used as a tool for implementing such management. And although no solution most likely has all the functionality listed in the recommendations, you can choose the most suitable one and build a project management system in your region on its basis.

To assess the applicability of a particular system, the "Matrix for the implementation of PMIS modules by queue" will help. You just need to add columns for each solution to it and note the presence or absence of modules from the list proposed in the recommendations in them.

Similarly, we can compare two solutions on the DIRECTUM platform (shown in the table). The necessary functionality is partially provided by the basic system capabilities (a module for storing design documents and maintaining a knowledge base for projects, an administration module, etc.).

An example of comparing two technical solutions in accordance with the matrix for the implementation of PMIS modules by queue

Modules	Submodules	Queue	Contents of the module	DIRECTUM. Project document flow»	Akelon Projects
1. Project certification module	Certification of projects	1	TS Projects (30 details + 2 tabular parts with 4 columns)	+	+
2. Timing management module	By control events	1	TS Project Schedule Report “Milestone Plan” TM Project initiation TM Approval of project documents	±	+
	Calendar-network planning	2	Project Schedule Report - Integration with Project	—	+
3. Performance management module	Entering indicators, accounting for planned values	1	TS Project results	—	—
	Tracking the actual values ​​of indicators	1		—	—
4. Personnel management module	Maintaining registers of users, departments, project roles and their comparison (access matrix). Contacts of project participants	1	TC Project roles	+	+

Solution «DIRECTUM. Project workflow ", in our opinion, is suitable as a basis for finalizing the system" for itself. In this solution, the cards are not overloaded with information, and the stages and roles follow the recommendations.

The advantage of the Akelon Projects solution is the functionality of calendar and network planning.

Summarize

The choice of how to achieve the objectives of the RIA and the type of management system remains with the organization and users.

Government agencies have been using information systems for a long time and set themselves the task of considering options for implementing project management within the framework of the current system. In some regions, there are successful practices for introducing project management mechanisms, and it is necessary to correctly use this experience in others.

The result will be positively affected by the involvement of specialists with successful experience at the initial stages. In particular, companies implementing EDMS are initially focused on project work, and already during the implementation of the system there will be an opportunity to try project management. At the same time, one should not forget about the risks associated with legal restrictions and the policy of import substitution. In the future, external specialists complete the work, transfer competencies and a working solution to OIV specialists.

In business, the project management method has been used for a long time and has established itself as an effective tool for the implementation of complex and multi-stage tasks. Now this technology is also coming to public authorities, writes the Golden Horn Business newspaper. In many regions, project management is used to implement individual initiatives. Primorsky Krai has advanced much further along this path, becoming practically the only subject where an independent executive body, the Project Management Department, has been created to manage projects.

About what the new department is doing, what results have already been achieved in a few months of work and what tasks are in the future in an interview with the business newspaper Zolotoy Rog. Head of the Project Management Department Kristina SHUVALOVA.

Kristina Petrovna, for business, project management is a method that has long been proven in practice, and no one has any questions about why it is needed. And why is project management in government necessary?

Today, both the President of the Russian Federation and the Government are setting completely new tasks for the subjects of the Federation, the solution of which requires new approaches. There is a need to create unique products, while we are limited in time and resources. So, you need to look and try other tools. One of them is project management. The effectiveness of the project approach has already been proven by many years of business practice. To solve new problems, this method may well be used in public authorities.

In order to introduce a project management model, does the power structure need a body that will coordinate this work?

The introduction of the project approach in the public sector has been discussed for a long time, and many regions are already implementing this methodology in certain areas of work. However, an independent body of executive power, which concentrated this work in its hands, was created only in Primorsky Krai and Khanty-Mansiysk. The Governor of Primorsky Territory made the decision to create a project management department last year immediately after the President outlined such a task during SPIEF.

The need to create a separate structure - firstly, this is a requirement of project standards and methods, and secondly, project management is a new tool with its own specifics, rules and organizational structure.

- What documents regulate this activity?

Today in our country there are 4 GOSTs for project management: GOST for program, project and project portfolio management, as well as for project management. We work with guidelines The Ministry of Economy of the Russian Federation and the Agency for Strategic Initiatives, which are developed on the basis of these GOSTs. For the authorities, these regulations it is necessary to adapt taking into account the specifics of work and legislation in the field of civil service.

Our department is now actively developing the appropriate regulatory framework. The main document is the Regulations on Project Management in Primorsky Krai - a kind of project code for executive authorities, which will allow standardizing project management processes and allowing each participant to see their role in the project.

What are the challenges facing the department?

Our department in the terminology of project management is the central project office. We are responsible for the methodology of the process as a whole, the formation of project teams, the alignment of work on the preparation of project documentation, we control the observance of deadlines and the passage of project milestones.

Thus, there are five main tasks: the formation of a legal framework and the creation of an organizational structure for project management, ensuring the operation of the information system, developing the competencies and motivation of project specialists, and independent monitoring of the implementation of the projects themselves.

We decided to work out the methodology of work on 4 projects: the creation of two priority development territories, increasing the investment attractiveness of Primorye in the format of the National Rating of the Investment Climate and the organization of the Second Pacific Tourism Forum. Today we need to understand how project processes will work on "pilots", to form best practics and scale them to other projects and programs.

Can you tell us in more detail how this work is built on the example of the project of creating advanced development territories?

TOPs are a unique complex project, the implementation of which requires a special approach. As you know, according to the legislation, the subject of the Federation takes on the task of creating part of the infrastructure for the territories of advanced development. In our case, the construction of roads and communal facilities to meet the needs of investors.

How is work organized? Project teams have developed project documentation indicating a detailed list of works, specific deadlines and responsible persons. The task of our department is independent control of the project work. In the course of this, potential risks of the project are identified and comprehensive measures are taken to eliminate them.

The success of any project depends, first of all, on the people who implement it. How are project teams created?

Building an effective team is indeed one of the most important tasks. To implement complex complex projects, specialists from different fields are needed. The TOP project team included representatives of industry and infrastructure departments, network organizations and regional institutions.

Each participant has a role to play. The hierarchy is like this. The highest level is the customer. As a rule, they are the governor of Primorsky Krai. The project director (most often this is one of the vice-governors) is entrusted with the task of making responsible and complex decisions that require certain powers. The project manager manages the entire process. In fact, operational management is concentrated in his hands: he must establish contact with each member of the project team, bring everyone together, set tasks and deadlines for everyone, and lead the project to the results and the goal that the customer has designated.

Detailed planning certainly allows not only to control the process, but also to anticipate risks and mitigate them in time?

Undoubtedly. This is the essence of project management. In the system, everything is so transparent that it is simply impossible to hide something, report and not do it. In front of each, even the smallest, event, there is the name of a particular performer, and he understands personal responsibility.

Another global project that you have joined to work on is participation in the work to improve the indicators of the National Rating of the state of the investment climate. How is this work done?

Increasing the investment attractiveness of Primorye is one of the tasks of the state program " Economic development and innovative economy of Primorsky Krai”. We work with the National Rating as with a program. What is a program in a project approach? It is a collection of projects united by a common goal. In our case, this is an improvement in the investment climate.

Within this program, we have seven projects: "Labour Resources and Education", "IT Infrastructure", "Energy", "Construction", "Entrepreneurship and Investments", "Land Resources and Real Estate" and "Transport".

In the center of work is a functional project office represented by the Primorsky Territory Investment Agency, which allows us to establish close cooperation with business. The investment climate is created for entrepreneurs, and it is extremely important for us to understand their needs. The task of the authorities is to hear the wishes of the business, include them in action plans or road maps, determine the deadlines for implementation and those responsible.

We have already discussed four roadmaps with the business community. I would like to note that business, for its part, also treats this work very responsibly: everyone comes prepared for a constructive dialogue, makes important and necessary proposals. So, for example, during the discussion of the first road map "Land Resources and Real Estate", more than 50 proposals were received from entrepreneurs.

Based on the results of the discussion, the Investment Agency, which is also a functional project office, records all proposals and monitors their inclusion in roadmaps. After the roadmap is finalized, it takes into account the opinion of the business, it is presented to the governor. However, the work does not end there: even after the approval of the roadmap, the Investment Agency continues to work with businesses, monitoring the implementation of the roadmap, and, if necessary, makes proposals for its improvement.

As you said, a lot depends on the project team. To what extent were the administration staff ready to implement a new approach to management?

Project management for executive authorities it is a new culture, a new philosophy. Here we are moving away from vertical subordination - the project team is assembled from different departments and united at the horizontal level. At the same time, each team member has double subordination: both to the head of their own department and to the project manager. Of course, not everyone will be able to work in a project format. This requires a certain set of competencies: an innovative approach to solving various problems, project thinking, result orientation and a high level of communication.

All experts say that for the authorities this is the destruction of stereotypes and the established model of communication. Here you have to be creative, flexible, make non-standard decisions. Now we are just starting this work, but we already have something to be proud of: during the implementation of projects, we saw people who believed in project management, immerse themselves in this process and give very good results. The development of such competencies is also our task. In this direction, we will work together with the Department of State Civil Service.

By the way, many heads of departments are already saying that the project approach has made it possible to streamline the current work, making it more transparent and assigning personal responsibility to everyone.

I would also like to emphasize that this year we are planning to launch information system project management. Each step of each of the team members will be reflected in this system, which means that everything will become even more transparent.