Planning communications and configuration management in a project. How to write a good project communications plan

A project communications management plan is a very necessary piece of paper that regulates who, how, when and what information will be learned about your project.

It is important to understand that this plan is not needed everywhere and not always. From my point of view, it makes sense to make a full-fledged communication plan with the number of participants from 15 and above. If there are fewer participants, it is still possible to keep all communications in mind, if there are more, there is a high risk of missing something.

What should be reflected in the communication plan:

1. A list of all project participants (both those who directly work on the project and those who can somehow influence it) indicating the name, position, role and contact details. When there are more than 80 people in the project, having all the phones and emails in one place is priceless. It is highly desirable for yourself to analyze all the participants in terms of influence, the ability to make your project very good or very bad, interest, interaction strategies, etc. (we’ll talk about this later), but in no case should this be included in the communication plan.
2. Basic principles of communication. If the observance of subordination is a value for you, and this is important in a project, then the plan is the right place to write it. The basic principles of communication include those norms and rules of conduct that the team must comply with in order to effective work by project. For example, meetings start exactly at the specified time (or, conversely, do not start until all participants have gathered). Or “we don’t talk on the phone at meetings.” Include here only items that you can enforce. For example, very bad idea- establish a rule “no phone at meetings”, but still grab a smartphone when a sponsor (or wife) calls, explaining to everyone with big eyes “well, this is a sponsor!”.
3. Methods of communication used. Here you need to list which groups of stakeholders use which communication channels, and also make sure that they really use them. For example, it’s very easy to write an “email” for a customer (and what, he has one), and then six months later find out that his secretary sorts out his mail, and he hasn’t seen a single one of your letters. Typical set - corporate and mobile number telephone, messaging system such as Lync or Skype, Email, video conferencing systems, personal meetings, etc. Recently, such things as WhatsApp or Viber are increasingly appearing in the plans.
4. Planned communication list plate, including a group or list of interested persons, responsible person, regularity, method of communication, content of communication, communication requirements. For example:

№	Members	Responsible	Type of	Regularity	Content	Requirements	Comment
17	Group "Heads of all divisions within the contract department"	Project Manager	Skype call	1 time in 2 weeks, 30 minutes	1. Familiarization with the progress of the project 2. Familiarization with the list of planned contracts for the project in the coming month 3. Discussion of the progress of already concluded contracts	1. 2 days before the call, a re-invitation-reminder is sent 2. Based on the results, the project manager prepares a protocol	Petrov P.P., Head of procurement of materials for the Russian Federation, is absent from the 1st to the 5th day of each month (on a business trip), if the call falls on this date, it is necessary to invite his deputy Avdeeva A.A.
18	All project participants	Project Administrator	Newsletter by email	Once a month	Project Progress Presentation	This template is used	–

The example lists a “push” type of communication (we practically “force” convey information), but in the same table you can indicate a “pull” type of communication (the participant himself is responsible for receiving information, for example, come in once a week and see updates to the list of tasks on corporate portal).

The process of agreeing documents and decisions on a project, involving more than 1 stakeholder and not reflected in specific plans (timing or budget management plan, for example). For example, if you need to decide only on terms, we will agree with the Customer (we just inform the rest), if on money - only with the Sponsor, if you need to choose “quickly and expensively” or “slowly and cheaply” - we collect a meeting with such and such participants . Often does the same in the form of a plate, very similar to the previous one.

1. Escalation process. How, to whom and in what cases do we “complain”?
2. The process of monitoring and reviewing the plan. How often and how will we evaluate whether our plan is working? Who will do it? What will we do if it doesn't work? How to control the use of the communication plan and the return on it, we will talk another time.

This is a minimum set of points, but the plan can grow and be supplemented depending on how complex the communication in your project is. If it involves 5 teams from different countries, people constantly go on business trips or there is a need to clearly regulate the joint work on project documents- all this is also included in the document. Here you can, in which all these nuances have already been taken into account.

Sometimes the communication plan is “beaten” for several different groups stakeholders to make it easier to agree on, from my point of view it makes sense with 50+ project participants. The main rule here is that the degree of overregulation of the plan should be proportional to the risks of its non-fulfillment and somehow correlate with the number of participants and the volume of the project. It is because of situations when a 15-page plan is written for a project of 10 people, regulating how many times a week they are together they drink coffee, and there is an opinion that "project management is about meaningless pieces of paper."

It is also important to remember that preparing a communications management plan includes a description of how you will manage the expectations of stakeholders, but this is not included in the plan itself, which you will agree on. Managing expectations is a separate big topic, we will discuss it separately.

As always, below is a sample communication plan for a home renovation project to make things clearer.

We assume that I am the project manager.

1. The list of participants is me, my husband, the parents with whom we still live, the housing office, the foreman, neighbors.
2. Principles: we respect each other, we don’t swear, we go to appointments on time. Please note that “we don’t swear” applies only to the project team, who and how swears at the foreman during work, when we are not there, we don’t care.
3. Ways of communication - me, husband, foreman - mobile phone, mail, personal meetings, parents - mobile phone and personal meetings, neighbors - personal meetings (hiking "legs" to them), ZhEK - landline phone and mail.
4. List of communications:

№

Members

Responsible

Type of

Regularity

Content

Requirements

Project Communications Management – managerial function aimed at ensuring the timely collection, generation, distribution and storage of the necessary design information.

Main consumers of information:

• project manager;
• customer;
• sponsor (curator) of the project;
• heads of functional divisions;
• performers of works;
• suppliers.

Communication Management Processes

Communication system planning - determination of the information needs of the project participants (composition of information, terms and methods of delivery).

Collection and distribution of information - processes of regular collection, processing and delivery of information.

Preparation of reports on the progress of the project - processing of the actual results of the state of the project work, correlation with the planned and trend analysis, forecasting.

Documenting the progress of work - collection, processing and organization of storage of project documentation.

Communication planning

The communication plan includes:

• plan for collecting information (sources of information and methods for obtaining it);
• information distribution plan (consumers of information and methods of its delivery);
• a detailed description of each document (format, content, level of detail and definitions used);
• a plan for the commissioning of certain types of communication;
• methods for updating and improving the communications plan.

Reporting and documentation

Progress reporting includes:

• information about the current state of the project as a whole and in the context of individual indicators;
• information about deviations from baseline plans;
• forecasting the future state of the project.

Documentation includes:

• collection and verification of final data;
• data analysis and conclusions about the degree of achievement of project results and the effectiveness of work;
• archiving results for future use.

Tasks of the EMS

Project Management Systems are used to solve the following main tasks:

• development of a schedule for the execution of the project without taking into account / taking into account the limited resources;
• determination of the critical path and time reserves for the execution of project operations;
• determination of the project's need for financing, materials and equipment;
• determination of distribution in time of loading of renewable resources;
• risk analysis and risk-based scheduling;
• project execution accounting;
• analysis of deviations in the progress of work from the planned and forecasting of the main parameters of the project.

The most famous soups

• Microsoft Office Project (Microsoft Corp., USA) www.microsoft.com
• Open Plan (Welcom Software Technology, UK, Deltek, USA) www.deltek.com
• Primavera (Primavera Systems, Oracle, USA) www.oracle.com
• Spider Project (Spider Project, Russia) www.spiderproject.ru
• Project Expert (Expert Systems, Russia) www.expert-systems.com
• 1C-Rarus: Project Management (1C-Rarus, Russia) www.rarus.ru
• Project Office and Service Management (Alef Consulting & Soft, Russia), www.alef.ru

Communication types

Types of communications	Form of communications	Communication means
vertical- this is the exchange of information between the leader and subordinates; Horizontal- is a process of transferring information between employees of the same level; Verbal- the process of communication in order to convey information using words; non-verbal- communication with the help of facial expressions, gestures, views; Formal informal interpersonal intellectual	Written Electronic emotional	The documents Sign systems Electronic communications Video and telecommunications Elements of the structure of the human physiological system

There are four functions of communication in a group or organization as a whole:

• Control(with the help of communications, the behavior of group members is controlled. When an employee, for example, is asked to bring his actions in line with the company's strategy, communication performs a controlling function.);
• Motivation(increases motivation by communicating to employees what needs to be done, how to improve performance, etc. For most people, their work is the primary source of social interaction.);
• emotional expression(communicativeness is a mechanism by which group members express their attitude to what is happening. Thus, communicativeness contributes to the emotional expression of employees and allows them to realize social needs.);
• Transfer of information(The function of communication is also essential, which is related to its role in the decision-making process. It allows you to provide the data that individuals and groups need to make decisions, through the transfer of information to identify and evaluate alternative solutions).
• Elements of communication.
• Source. In organizations, the source of communication is usually employees with their ideas, intentions, information and purpose of communication.
• Coding. It is the translation of the ideas of the source of communication into a systematic set of symbols, into a language that expresses its goals. The function of coding is to provide a form in which ideas and goals can be expressed as signaling.
• Signal transmission. The purpose of the communication source is expressed as a signal, the shape of which depends largely on the channel used.
• Channel. Channels refer to transmission mechanisms from the source of communication to the recipient of information. In organizations, this may be a verbal appeal to each other, telephone conversations, informal connections, group meetings, etc.
• Decryption-reception. In order for the communication process to be completed, the signal must be decoded. Each recipient of information interprets (decodes) the signal using experience and suggested recommendations. The closer the encoded signal is to the target set by the source, the more effective the communication.
• Feedback. One-way communication is more efficient than two-way communication. However, two-way communication is more accurate. Mechanism feedback provides a channel for the receiver's response, which allows the communication source to determine whether a signal has been received. With the help of feedback, the manager can evaluate how effectively he communicates, as well as improve the accuracy of signals in the future.
• Interference and barriers that impair signal quality. These include:
• distractions;
• misinterpretation by the recipient or source of information;
• different meanings attached to the same words by different people;
• status difference between managers and subordinates in the perception of organizational distance, which increases the communication gap between them;
• the receiver hears only what he wants to hear. You can add cases where the cipher is not understood; when the recipient does not link the information to the position of the person sending it; when so-called noises are detected during transmission.

Types of communication networks

Communication network - this is a connection of people participating in the communication process in a certain way with the help of information flows. The members of the group communicate through the network. From how communication networks are built, the activities of the group may differ in greater or lesser efficiency. The main networks are "star" ("wheel"), "spur" and "circle" ("all-channel"). Each of them has its own advantages and disadvantages. The choice of a particular communication network depends on the tasks that the group faces, the desired results, time, motivation and qualifications of employees, and other factors.

"Star". In such a network, the leader controls the activities of subordinates. The number of channels may vary, but there is always a center to which they converge.

The advantages of the "star" are as follows:

1. There is a recognized leader who is responsible for the operation of the network. Here, the bonds between superior and subordinate are strong;
2. Zvezda is more stable than other networks, all official information comes from the center and goes to the center;
3. Allows you to quickly start completing tasks, since information and instructions from the center can be sent simultaneously to all members of the group;
4. There is more order and accuracy in the execution of tasks, since the center controls the entire network. But if there is an incompetent person in the center, the "star" becomes ineffective. Therefore, the choice of the leader is of primary importance in the "star". The main disadvantage of the "star" is its rigidity, the impossibility of showing the initiative of subordinates. In no other network is the chain of command so clearly expressed, and for the work here to go smoothly, it must be strictly observed. Therefore, the quality of such a network is determined in the center. It cannot be higher than the level of work of the head.

Zvezda is a centralized network and is most effective for solving simple, current tasks.

"A circle" can be called the complete opposite of the "star". Members of the group freely communicate with each other, equally process information and make decisions. Here, there is no formal leader who controls the activities of the network. This does not mean that there are no lines of force or purposeful influence in it.

The advantages of the "circle" is that it:

1. Forms a more favorable moral and psychological climate in the group and provides higher motivation and activity of its members;
2. It educates leaders, since the abilities of each person are in sight, and he is interested in showing himself from the best side;
3. Limits the "sifting" of information;
4. Favors creative work;
5. It has more control points, since information comes from all network participants.

Disadvantages of the "circle":

1. The phenomenon of "groupthink" may arise;
2. The potential gain in flexibility may threaten stability and order;
3. The possible gain from incomplete screening of information and a larger number of control points can be achieved by reducing the control functions of the channels.

"Circle" is most effective for solving complex creative problems.

"Spur" outwardly similar to the "star", it is also a centralized, rigid network, but there are differences: the structure of the "spur" has three levels, not two, as in the "star". The man in the center still occupies a leading position, but has his own boss. Point B is the center of real power in the Spur. This power can be used in the interests of A, in the interests of B, or in the interests of ordinary workers at the ends of the rays. B retains his positions as long as he satisfies A. The main problem of such a network is the selection of a person for position B.

Secondary communication networks are: "tent", "tent" and "house" (Fig. 1)

Rice. 1. Secondary communication networks

"Tent" - a very widespread, strong and stable, like a "star", communication network. Has a minimum number of informal employee interactions.

"Tent" arises from the "tent" when the channel B-C is formally established (it can exist unofficially with the knowledge of A). The “tent” is formed when manager A decides that his senior subordinates need to coordinate their actions and matters of mutual interest before passing them up to him. Such a network can be a very efficient and effective structure if the rights and obligations of B and C are clearly defined.

When a new official channel b - c appears in the "tent", a "house" is obtained. This is a completely closed system, where anyone can communicate with any other point through several channels, without having to follow the usual established chain of command.

There are three circles of communications here: a large one, uniting all members of the network, and two small ones.

From an organizational point of view, the "home" can be the most dangerous of all information networks due to the many official channels through which information is transmitted from one to another.

Information overload can occur. Difficulties are generated by the false idea that the greater the volume transmitted information and the easier it is to process directly, the better.

The free exchange of information between people who can benefit from it is good, but when the direct exchange leads to a "short circuit" of the flow or the information does not reach those who should receive it, it is bad.

Motivation

Human Resources is the sum total of all the people working in the firm. The personnel of the company are all people employed, with the exception of management. Cadres are employees who are officially registered in the state. For simplicity, these concepts are combined into one staff, characterized by the number and structure.

population is the number of employees who are or should be employed this enterprise. The number can be planned (normative) and list (actual). Categories payroll employees:

1) permanent: employed by the enterprise without limitation of the period of work or under a contract for a period of more than one year;

2) temporary: accepted by the enterprise for a period of up to two months or to replace an absent employee for a period of up to four months;

3) seasonal: arranged for seasonal work for up to six months.

The personnel structure includes a classification by profession, age, forms and systems of remuneration, length of service.

Based on the tasks performed, the staff is divided into two categories.

Human resource management is a complex system that includes interconnected and interdependent subsystems of creation, use and development labor resources.

The goals of the formation control subsystem human resources .

1) timely and high-quality provision of the enterprise with appropriate personnel;

2) creation of conditions for the maximum realization of the abilities of employees and the achievement of the goals of the organization.

Tasks of the subsystem for managing the formation of human resources

1) forecasting and planning the need for employees;

2) analysis of supply and demand in the labor market;

3) attraction, selection and selection of personnel;

4) adaptation of newly arrived workers;

5) raising the efficiency of the work performed;

6) improving the quality of employees' activities;

7) improving the quality of the organization as a whole;

8) increase in the standard of living of workers;

9) improvement of motivation systems;

10) development of initiative and innovation.

The essence of the subsystem for managing the formation of labor resources is to provide employees with the opportunity to receive and improve education, staff rotation and delegation of authority, career planning and development, and much more. This subsystem expands the functions of the personnel department, which requires its employees to have a wide range of knowledge in the fields of production, economics, psychology, jurisprudence, etc. The subsystem for managing the development of human resources is becoming increasingly important.

The efficiency of the enterprise is determined not only by the amount of human resources, but also by the correspondence of the qualifications and abilities of employees to their positions.

Personnel should be formed in accordance with the following indicators:

1) the actual number of employees, including permanent and temporary workers, as well as part-time workers;

2) the composition of employees by the nature of the activities performed (main, auxiliary, administrative);

3) the composition of employees according to socio-demographic characteristics (gender, age, religious denomination, nationality, etc.);

4) qualification level human resources.

The effectiveness of the use of human resources is evaluated by the following indicators:

1) production volume, profit) per employee; 2) labor productivity per unit of time in physical and value terms; 3) the time spent on the production of a unit of output. This indicator is used in the case of orientation of production to one type of product and organization of the service sector; 4) staff turnover; 5) an indicator of absenteeism (the ratio of working time lost by employees to the total number of working hours for a certain period); 6) lost productivity (the product of added value per hour by the number of hours lost, from the absence of employees at work); 7) the coefficient of internal mobility (the ratio of the number of employees who have been rotated for a certain period to the average number of employees for the same period); 8) the total costs of the enterprise to pay for the activities of employees, including tax deductions; 9) shares of costs for labor force in the total cost; 10) costs per employee (the ratio of the share of labor costs to the number of employees in the enterprise for a certain period); 11) labor costs for one productive hour (the ratio of total labor costs to the total number of working hours).

In order to increase the efficiency of the use of human resources, especially on. large enterprises, a personnel department is created that develops emerging needs for employees, recruits and selects them. The most common method for assessing the effectiveness of human resources is cost analysis. In this approach, the concepts of initial and recovery costs are used.

Initial costs include the costs of finding, attracting and adapting new personnel. Recovery costs- these are the current costs of improving the level of qualification, competence, motivation of employees and replacing some employees with others. Periodic staff development is an essential factor successful work enterprises. The effectiveness of the use of human resources is determined by the availability of a high-quality information base, the competence of employees and awareness of the importance this issue enterprise management. It is necessary to constantly improve the knowledge and skills of employees.

Terms successful management by human resourses: 1) clarity and achievability of the goals; 2) depth, objectivity and complexity of the analysis of the impact on the human resource management system and the organization as a whole; "3) the clarity and interconnectedness of the organization's work plans, as well as their provision with all types of resources; 4) the compliance of the qualification level of the personnel with the work performed; 5) joint participation an extremely large number of employees in the development and implementation of strategic plans; 6) high quality monitoring the implementation of the strategic plan and the requirements for assessing its socio-economic efficiency; 7) implementation and use modern means labor and technology; 8) delegation of authority, creation of flexible working conditions. It is necessary to enrich labor, especially to create a socio-psychological climate, the lack of which contributes to the formation high degree conflict between employees.

Factors for assessing the professionalism of human resource management: 1) professional training workers; 2) competence and motivation professional activity; 3) organizational environment for the implementation of professionalism.

In connection with the expansion and complexity of the human resource management system in Russia, there is a need to improve the system of training leaders, create conditions for the manifestation of professionalism. The government is pursuing an active policy for this purpose.

1. Workers are engaged in the creation material assets or industrial services.

They, in turn, are divided into: main, directly involved in the creation of goods (services), and auxiliary, employed in servicing jobs and equipment.

2. Employees are workers who are mainly engaged in mental work.

Classification of employees: 1) managers form the administration and are divided into: managers of the entire enterprise (top level), heads of departments (middle level), managers working with direct executors (lower level); 2) specialists are engaged in the development of instructions given by managers (economists, accountants, engineers, lawyers, etc.); 3) other employees are engaged in the preparation, processing, accounting, control and archiving of documents (secretaries, assistants, cashiers, technicians, etc.).

The personnel structure is characterized by professional and qualifying staff and competence. Profession (specialty) is a set of knowledge and skills acquired in the process of special training and allowing to perform relevant activities.

A qualification is a body of knowledge that allows you to perform a certain level of work. Competence is the degree of professional qualities acquired by a person.

Types of competence:

1) functional (professional knowledge and the ability to implement it);

2) intellectual (analytical thinking);

3) situational (the ability to act according to circumstances);

4) social (social skills and the ability to achieve goals).

The main tasks of personnel management include:

1. Help the firm to achieve the goal.

2. Providing the firm with qualified and interested employees.

3. Effective use of skills and abilities of the staff.

4. Improvement of motivation systems.

5. Increasing the level of job satisfaction.

6. Development of advanced training and professional education systems.

7. Preservation of a favorable climate.

8. Career planning, that is, promotion, both vertical and horizontal.

9. The creative activity of the staff increased.

10. Improving methods for assessing the performance of personnel.

11. Security high level working conditions and overall quality of life.

The most common 3 tasks of personnel management: staffing; effective use personnel; professional and social development frames.

the main types of management in which the fundamental principles are reflected modern concept human resource management. Results-based management can be defined as a process aimed at achieving the set goals and results, in which: using the planning process, the aspirations of the organization and its members are determined at different time intervals (in other words, the requirements for results and expected results); persistent implementation of plans is supported by a conscious daily management of affairs, people and environment; the results are evaluated to make decisions leading to follow-up activities.

Management through motivation. This model is based on the study of the needs, interests, moods, personal goals of employees, as well as the ability to integrate motivation with production requirements and enterprise goals. Personnel policy with such a model, it focuses on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs. Motivational management is the construction of a management system based on the priorities of motivation, based on the choice of an effective motivational model.

In management science, various motivational models have been developed, which have found wide practical application in successful companies in developed countries. Among them, the most traditional are: a rational motivational model, which is based on the use of material incentives, that is, through rewards or penalties based on performance; motivational model of self-realization, the essence of which is to activate the internal motives of a person, the possibility of self-expression, creativity in work, recognition of merit, expansion of independence and responsibility, career prospects and professional growth; motivational model of participation (complicity) through the development of cooperation, partnership, participation in management, ownership, delegation of authority.

Project Communications Management- a management function aimed at ensuring the timely collection, generation, distribution and storage of the necessary project information.

Information is understood as collected, processed and distributed data. To be useful for decision-making, information must be provided in a timely manner, as intended, and in a convenient form.

The main consumers of project information are: a project manager for analyzing discrepancies between actual performance indicators and planned ones and making decisions on the project; the customer to be aware of the progress of the project; suppliers when there is a need for materials, equipment, etc., necessary for the performance of work; designers when changes need to be made project documentation; direct executors of work on the ground.

Communication management provides support for the communication system between project participants, the transfer of management and reporting information aimed at ensuring the achievement of project goals. Each project participant must be prepared to interact within the framework of the project in accordance with his functional responsibilities. The function of managing information links includes the following processes: planning a communications system - determining the information needs of project participants; collection and distribution of information - the processes of regular collection and timely delivery of the necessary information to project participants; reporting on the progress of the project - processing the actual results of the state of the project, the ratio with the planned and trend analysis, forecasting; documenting the progress of work - collecting, processing and organizing the storage of project documentation.

The communications plan is integral part project plan. It includes: a plan for collecting information, which defines the sources of information and methods for obtaining it; information distribution plan, which defines the consumers of information and methods of its delivery; a detailed description of each document to be received or transmitted, including format, content, level of detail, and definitions used; a plan for the commissioning of certain types of communications; methods for updating and improving the communication plan. The communication plan is formalized and detailed depending on the needs of the project. Within the framework of the project, there is a need for various types of communications: internal and external; formal and informal; written and oral; vertical and horizontal. Systems for collecting and distributing information should meet the needs of various types of communications. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Microsoft Project is by far the most widely used project planning system in the world. A distinctive feature of the program is its simplicity and interface, borrowed from the products of the Microsoft Office 2000 series. Developers do not seek to invest complex algorithms of calendar, network and resource planning into the package. The software product ensures the exchange of project information between project participants. Opportunities are provided for planning a work schedule, tracking their implementation and analyzing information on a portfolio of projects and individual projects. In general, Microsoft Project can be recommended as a tool for planning and controlling small projects for non-professional project management users and beginners.

Timeline 6.5, manufacturer - Timeline Solutions Corporation.

The TimeLine 6.5 software product provides the following features: implementation of the concept of multi-project planning, which allows you to assign dependencies between project activities; storage of information on projects in a single database; sufficiently powerful algorithms for working with resources, including their redistribution and alignment between projects, description of resource calendars.

Spider Project, manufacturer - Spider Technologies Group.

Spider Project is a Russian development. At the same time, it has several distinctive features that allow it to compete with Western systems. These are powerful algorithms for scheduling the use of limited resources. The package implements the possibility of using interchangeable resources when scheduling work. The use of resource pools relieves the manager of the need to rigidly assign executors to the work of the project. It is enough for him to indicate the total number of resources necessary for the production of work and from which resources to choose this amount.

Another feature of the package is the ability to use regulatory and reference information - about the productivity of resources for certain types of work, the consumption of materials, the cost of work and resources. Spider Project allows you to create and use any additional spreadsheet documents and databases in calculations, enter calculation formulas. The number of indicators taken into account in projects is not limited. Surpassing many Western packages in terms of power and flexibility of individual functions, Spider Project, in general, is inferior in the field of software implementation to Professional software products from WST Corporation.

open plan- a project management system within the enterprise, which is a professional tool for multi-project planning and control. Provides a complete set of parameters to describe the various characteristics of the project work. Project data structuring is provided by using: work breakdown structure (WBS); job coding structures; hierarchical structure resources (RBS); organizational structure of the enterprise (OBS). The OpenPlan system includes three main software product: OpenPlan Professional, OpenPlan Desktop and OpenPlan Enterprise, each of which is designed to solve the problems of certain project participants: project manager, project team, responsible for the implementation of work, subcontractors, etc. OpenPlan Professional is a working tool for managers managing large projects, and: provides powerful tools for resource planning in multi-project mode, including support for hierarchical resources and resource calendars. It is possible to plan and control alternative and consumable resources. Earned value methodology implemented; allows the assignment of dependencies of all types with time delays both within the same project and between different projects; provides a flexible tool for building tabular and graphical reports. OpenPlan Desktop is a simplified version of OpenPlan Professional and is used as a tool for working on small projects or part of a large project. Integration with OpenPlan Professional allows you to: use project templates prepared in OpenPlan Professional with defined CPP, CCO codes, job codes, resource dictionaries, etc.; provide distributed work with projects. Both software products, OpenPian Desktop and OpenPlan Professional: allow for risk consideration; provide restriction of access to project information; work in client/server architecture based on relational DBMS Oracle, Sybase and MSSQL Server; provide data storage in various formats; publish these projects on external (Internet) and internal (Intranet) websites. OpenPlan Enterprise includes the core features of OpenPlan Professional and is integrated with ERP (Enterprise Resource Management) applications. This allows project data to be distributed among other enterprise information systems.

An excerpt from the chapter of A.V. Polkovnikov "Project Communications" from the book "Investment Management" / Ed. ed. V.V. Sheremet. - M.: Higher school, 1998.

Communication management processes.

Communications management provides support for the communication system (interactions) between the project participants, the transfer of management and reporting information aimed at ensuring the achievement of the project goals. Each project participant must be prepared for interaction within the project in accordance with his functional responsibilities. The information link management function includes the following processes:

Communication system planning- determination of the information needs of the project participants (composition of information, terms and methods of delivery).

Collection and distribution of information- processes of regular collection and timely delivery of the necessary information to project participants.

Evaluate and display progress- processing of the actual results of the state of the project work, correlation with the planned and trend analysis, forecasting.

Documenting the progress of work- collection, processing and organization of storage of formal project documentation.

Communication system planning.

To study the needs and describe the structure of the communication system, the following information is usually required:

The logical structure of the project organization and the matrix of responsibility.

Information needs of project participants.

The physical structure of the distribution of project participants.

External information needs of the project.

Technologies or methods for distributing information among project participants can vary significantly depending on the parameters of the project and the requirements of the control system. The choice of interaction technologies is determined by:

The degree of dependence of the success of the project on the relevance of the data or the detail of the description

Availability of technology.

Qualification and preparedness of personnel.

Communication Management Plan includes:

An information collection plan that identifies sources of information and methods for obtaining it.

An information distribution plan that defines information consumers and delivery methods.

Detailed description of each document to be received or transmitted, including format, content, level of detail, and definitions used.

Schedule and frequency of interactions.

Method for making changes to the communication plan.

Depending on the needs of the project, the communication plan can be more or less formalized, detailed, or described only in general terms. The communications plan is an integral part of the project plan.

Evaluate and display progress.

The processes for collecting and processing data on the results achieved and actual costs and displaying information on the status of work in reports provide a basis for coordinating work, operational planning and management.

Most of the scheduling and scheduling methods discussed in Chapter 19 involve the use of a computer. During the implementation of the project, managers have to deal with significant amounts of data that can be collected and organized using a computer. In addition, many analytical tools, for example, graph calculation using the critical path method, resource and cost analysis, imply algorithms that are quite complex for non-automated calculation.

Currently, there are a significant number of software packages on the market that automate planning and control functions. calendar schedule performance of work. These packages are based on network planning and critical path analysis methods. In addition, there are specialized packages for planning and controlling project costs. Scheduling packages are the basis for creating information system project management. This software, as well as the tasks of selecting and using packages within the project information system, are discussed in more detail in Section 20.5.

Collection and distribution of information.

Within the framework of the project, there is a need for various types of communications:

Internal(within the project team) and in external(with company management, customer, external organizations, etc.);

Formal(reports, requests, meetings) and informal(reminders, discussions);

Written and oral ;

vertical and horizontal .

Collection and distribution systems information should meet the needs of various types of communications. For these purposes, automated and non-automated methods of collecting, processing and transmitting information can be used.

Manual methods include the collection and transmission of data on paper, holding meetings.

Automated methods involve the use of computer technology and modern means of communication to improve the efficiency of interaction.

Computer communications support is based on the use of software group work- group software (groupware) and electronic document management. In recent years, this direction information technologies rapidly developed, which is associated with an increase in the efficiency of communications. More details on group work tools are discussed in Section 20.6.

Documenting the progress of work.

The main intermediate results of the progress of work should be formally documented.

Documentation of progress results includes:

Collection and verification of final data;

Analysis and conclusions about the degree of achievement of the project results and the effectiveness of the work performed;

Archiving results for future use.

Computer reference systems electronic archives allow you to automate the processes of storage and indexing of text and graphic documents, greatly facilitate access to archival information.

Communication management and information technology.

So, most of the communication processes within the project involve the use of computers and communications. Moreover, it can be argued that from the moment of its inception to the present day, the development of project management methods and their practical application was largely determined by the development of information technology.

Creation and calculation mathematical models, which formed the basis of project management methods, became possible only with the advent of computers. The well-known critical path method, which formed part of the "network planning" methodology, was developed in 1956 as a result of research aimed at improving the efficiency of using computer Univac for construction planning.

The era of mainframe computers, expensive specialized project management software, and expensive experts who knew how to use it software continued until the mid-1980s. Usage automated systems project management was limited to organizations and projects whose budget allowed to pay from $500,000 to $1,000,000 for the installation of appropriate systems and the involvement of specialists.

Thanks to the development personal computers, increasing their power and reducing costs, as well as with the advent of inexpensive scheduling packages, automation of project management procedures has become available to a wider range of organizations.

The development of project management systems for personal computers also went through several stages. With the increase in the power of the PC, the functionality of the systems improved, their capabilities increased. With the advent of Windows, the introduction of standards for data exchange between systems, the spread of network technologies, new opportunities have opened up for the further development of support systems for project management processes and their more efficient use.

The implementation of the concept of a distributed integrated project management system (or a set of projects), the collection and dissemination of relevant information in real time became possible thanks to modern technologies, which provides communication between project participants in local and global networks. Theoretically, project managers today can receive detailed project reports and issue assignments without leaving the office and without a single phone call. Thus, traditional project management systems have a chance to transform from systems for modeling projects into systems that actually support management processes.

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