The development of an innovative project is a specially organized research project of a forecasting-analytical and technical-economic nature, associated with setting the goal of project development, developing its concept, planning the project and preparing its design and estimate documentation.

Rice. 2.

Project concept development

The concept of an innovative project should determine options for its implementation, formulate the main goals and expected end results, assess the competitiveness and prospects of the project results, as well as the possible effectiveness of the innovative project. In the process of developing the concept of an innovative project, the following stages can be distinguished (Fig. 3): formation of an innovative idea and setting a project goal, marketing research of the project idea, project structuring, risk and uncertainty analysis, choice of project implementation option.

Formation of an innovative idea and setting a project goal. The emergence of an innovative idea is the starting point from which the development of an innovative project begins. The formation of an innovative idea is considered from two perspectives. On the one hand, an innovative idea forms the basis, the essence of an innovative project, which is reflected in the formulation of the general (ultimate) goal of the project (the idea of ​​creating a new product or service, the idea of ​​organizational changes in an industry, region, operating enterprise, etc.). On the other hand, the formation of an innovative idea (plan) is understood as a planned action plan, i.e., methods or ways of achieving the project goal. Already at this stage, alternative solutions to the problem are identified. An idea can arise spontaneously or be the result of a long process; it can be the result of collective expertise or individual analysis.

Rice. 3.

Methods for generating and forming innovative ideas include well-known methods of expert assessments, such as methods for identifying opinions (interview method; questionnaire method - sample surveys; script writing, etc.) and creative methods (“brainstorming”; morphological analysis ; Delphi method, etc.).

Marketing research of the project idea. In parallel with the formation of an innovative project idea, marketing research is carried out.

The purpose of this stage is to determine the sphere of influence of the project on the development of the national economy and, as a result, to quantitatively clarify the goals of the project and tasks for individual periods. The final goals and objectives of an innovation project cannot always be established in the form of specific quantitative indicators at the stage of selecting and justifying the problem (innovative idea). Therefore, the actual development of the project should begin with a quantitative clarification of the final goal of the project and the establishment of intermediate tasks for its implementation over separate time periods for various implementation options.

To this end:

* possible consumers of the target product of the project are identified;

* analyze the possibilities and economic feasibility of replacing manufactured products with new types of target products;

* the structure of industries providing the implementation of the project with raw materials, energy resources, components, etc. is studied;

* new areas of use of the final product of the project are analyzed;

* the economic and social consequences of the project are examined.

At the stage of marketing research, general methods of marketing innovations should be used. The results of marketing research are expressed in specific quantitative values ​​of the target parameters of the project.

Structuring an innovation project. The target parameters of the project established at the previous stages are the basis for the formation of a list of project activities to achieve the final goal of the project. To determine the composition of the necessary activities, the final goals are pre-structured, i.e., broken down into their component elements. Practice has shown that in structuring a project it is necessary to distinguish between two types: functional and problematic.

Functional structuring of the project. When structuring an innovative project, the composition of functional elements is first established, which are the conditions for its complete and comprehensive solution.

The tool for such functional structuring of the problem when developing a project is the “goal tree”. The latter is a hierarchical system that has a number of levels at which sequentially detailed goals that require implementation are located (see Fig. 4). At the same time, the goals of each subsequent level must ensure the implementation of the goals of the higher level.

For each of the established elements, including alternative ones, a limited list of the most important target indicators is determined, characterizing their scientific and technical level and revealing the content of the target indicators of elements of a higher level. Based on particular forecasts for the development of each element and taking into account the existing proportions, unit costs and expense norms, possible values ​​of target indicators are calculated for individual periods of the project.

Rice. 4.

When determining the values ​​of target indicators, one should proceed from the need to necessarily ensure the target parameters of the corresponding element of a higher level. The calculation of target parameters according to the elements of the “goal tree” is carried out by sequential disaggregation from the highest level to the lower one.

In addition to target indicators, for each element of the “goal tree” it is recommended to set limiting parameters that define special conditions for achieving goals. The composition of such parameters and their values ​​are selected and justified by experts based on the specifics of the project itself. Limiting parameters establish those requirements that must be met during the implementation of the project. Thus, establishing the composition of the limiting parameters of the project and their qualitative values ​​can be considered as the first and most enlarged stage of the feasibility study of the project implementation option.

Problem structuring of the project. The constructed “tree of goals” is then reformulated into a problematically expressed system of tasks and activities, which also has a hierarchical structure and is called a “tree of work.” If the “tree of goals” establishes the necessary means of achieving the goals of the project, then a set of activities (“tree of work”) should determine the ways and means of obtaining these means. When forming activities, the compositional principle of sequential aggregation of lower-level work into topics, tasks, and higher-level problems should be used (see Fig. 5).

Rice. 5.

The development of a list of necessary activities is carried out in the following sequence:

* the possibility and feasibility of ensuring target parameters by expanding the production volumes of traditional equipment is being studied;

* measures are formulated to utilize the results of previously completed R&D in production;

* if the scientific reserve is insufficient, the possibility is studied and measures are planned to use the experience of foreign countries based on the acquisition of licenses, equipment or documentation;

* proposals are being developed on the direction and specific topics of research work.

The set of works established by the elements of the lowest level of the “goal tree” is combined at subsequent stages of project development into topics, tasks and stages associated with the creation of the corresponding elements of the highest level. The resulting “work tree” represents one of the possible options for implementing the project.

The result of project structuring is a list of activities (composition of tasks, topics and works), the implementation of which is necessary to ensure that the target values ​​of the project are achieved in a timely manner for each of the options for its implementation.

Risk and uncertainty analysis. One of the most significant features of innovative projects is that projects are carried out under conditions of risk and uncertainty. These factors must be taken into account in efficiency calculations if, under different possible implementation conditions, the costs and results of the project are different. The result of risk analysis when developing an innovative project is expressed in determining the likelihood of implementing alternative options.

Choosing an option for implementing an innovative project. Selecting the most viable one from alternative options for an innovative project is one of the most critical procedures for developing a project. The main tasks of this stage are the following:

* establishing the main criteria (indicators) for the effectiveness of an innovative project;

* calculation of performance indicators of alternative project options, taking into account the likelihood of their implementation;

* comparison and selection of innovative project options for implementation. To assess the effectiveness of innovative projects, a system of indicators is used, established by the Methodological Recommendations for assessing the effectiveness of investment projects and their selection for financing.

To take into account the uncertainty of the conditions for implementing a project option, indicators of the expected integral effect are calculated (economic - at the level of the national economy, commercial - at the level of individual entrepreneurs).

If the probabilities of various project implementation conditions are known exactly, the expected integral effect is calculated using the mathematical expectation formula

where Eozh is the expected integral effect of the project; Ei -- integral

effect under the i-th implementation condition; Pi is the probability of this project being realized.

where Emax and Emin are the largest and smallest mathematical expectations of the integral effect according to acceptable probability distributions; h is a special standard to take into account the uncertainty of the effect; it is recommended to take it at the level of 0.3 [e. R. 3].

It is recommended to compare different project options and select the best one using the following methods: net present value (NPV) or expected integral effect; profitability index (ID); internal rate of return (IRR); payback period; calculating the break-even point and others, reflecting the interests of the participants or the specifics of the project. These performance indicators are discussed in Chapter. I. To apply each of them, you need a clear idea of ​​what issue of economic evaluation of an innovative project is being resolved with its use and how the choice of solution is made.

Development of the concept of an innovative project covers research and all stages of the feasibility study of an innovative project (from defining the goal to choosing the most effective option for achieving it).

In the modern economy, the management of a company’s economic activities is in many cases carried out through the implementation of projects. Thus, the project is seen as a form of targeted management of the company's activities within budget and time constraints. To achieve the set goals, the project contains a system of decisions and activities that are interconnected in terms of timing, resources, and performers.

When carrying out innovative activities, each phase of the innovation process corresponds to a specific project or section of an integrated project called “innovation project”. Let us conventionally call a project related to one or another phase of the innovation process a phase project.

An innovative project is a type of business project and is a system containing many design solutions in the following areas:

Scientific;

Technical;

Production;

Economic (financial);

Management;

Marketing.

This system of decisions is reflected in the design documentation (in the West, the term “design” is used to reflect this aspect of the project). As a type of business project, an innovation project contains standard sections:

Description of the enterprise.

Product Description.

Marketing research project.

Production project.

Sales project.

Financial project.

Specific to an innovative project are the sections devoted to the “Applied Science” and “Development” phases. The “Applied Science” phase corresponds to a research project, the “Development” phase corresponds to a technical project (other names are a new technology project, a new product project).

Research project

The research project is aimed at solving current practical and theoretical problems of socio-cultural, economic and political significance. The characteristic features of a research project are the novelty and relevance of the goal and the complexity of the problems being solved.

A research project consists of several parts that correspond to the stages of the researchers' work. At the first stage, it is necessary to formulate and justify the scientific topic, conduct preliminary theoretical studies, estimate the costs of research work and evaluate the expected effectiveness.

1. Description of the fundamental scientific field, its achievements and discoveries used to solve applied problems.

2. Justification of the relevance of the chosen topic. Setting scientific goals. Description of specific applied problems that must be solved. Determination of expected scientific results and areas of their use.

3. Review of the results achieved to date (scientific groundwork) available in this area. Comparison of expected results with the achieved world level.

4. Selection of research methodology. Drawing up research plans.

5. Selection of necessary equipment, tools and materials. Determining the feasibility of acquiring patents and licenses. Drawing up cost estimates.

6. Assessment of the expected economic effect.

7. Applications. For example, lists of scientific publications on a given topic, scientific and technical reports, abstracts of literary sources. This part of the project is a feasibility study, which must be approved by the organization's management and higher authorities.

After the approval of the feasibility study and the allocation of resources for scientific research, the second stage of preparatory work begins. At the same time, methodological guidelines for conducting research are developed, which specify the goals and objectives of the research, clarify and detail its methods and plans, and resolve issues of logistics, standardization and metrology.

At the third stage, the planned studies are carried out, after which the results are analyzed. As a result of the analysis, hypotheses are confirmed or refuted, and theoretical models are refined. As a result, scientific, technical and production conclusions are formulated and the final part of the project is drawn up - a scientific and technical report. The obtained research results are used in the “Development” phase to create a technical project for the innovation.

Technical project

The logical diagram of a technical project, as well as a scientific research project, corresponds to the stages of development of a new product. At the first stage, based on the innovative idea, the setting of design goals, determination of the purpose and main operational, structural, economic indicators of the new product, indicators of the technical level and quality level are carried out. The economic indicators necessarily include the limit price. This stage corresponds to the terms of reference (TOR). An innovation manager, a marketer, a constructor, and a designer take part in the development of technical specifications.

At the second stage, a search is carried out for options for the functional and structural diagram of a new product, an economic justification for the feasibility of its development, the selection of the final version of the technical solution, and a check of its patent frequency. At this stage, the possibility of translating an innovative idea into a design is assessed. Possible product modifications intended for various market sectors are being considered. Here, the participation of a process engineer is mandatory to evaluate product options for manufacturability.

At the end of this stage, a technical proposal (TP) is formed, which includes: a note containing all the necessary technical and economic calculations, a map of the technical level and quality of the product, structural and functional diagrams, a patent form, and statements. Technical specifications and technical specifications are the initial stages of design. They are based on an analysis of the needs of the market and the company itself for the design object, which were identified through marketing research.

The needs will determine the composition of the functional, consumer, and cost properties of the object. Classification of consumers and their needs will allow us to determine the composition of the product modification (assortment). By analyzing and comparing needs with the opportunities provided by modern science and technology, with the capabilities of the company itself, developers determine design goals and create a mental model, a cognitive image of a new object endowed with certain properties. These properties are partly expressed qualitatively, that is, in natural language, and partly quantitatively, through a system of indicators. This model, image of the design object can also be called the design concept.

The stages of technical specifications and technical specifications are characterized by great uncertainty, and the future effectiveness of the project is largely determined by how well the design directions were chosen, how rich the choice of alternative options is at the start, and how non-standard the design decisions made are. Of great importance at the initial stages of design is the ability of developers and managers to use methods of scientific thinking (analysis, synthesis, induction, deduction, composition, decomposition, abstraction, analogy), methods of activating creativity (synectics, brainstorming, morphological analysis, TRIZ, etc. .), as well as methods such as prediction and forecasting.

At the third stage, the issues of choosing fundamental structural solutions for the product are resolved - layout, composition of assembly units, the parameters of the product are specified, kinematic, electrical, hydraulic and other necessary circuits are developed. Here further economic calculations are made. Great importance is attached to composition and design at this stage. In this case, modeling is often used in a computer version or in the form of a real model. Creative solutions by the designer can lead to unusual layouts, which, in turn, can “push” the designer to new technical solutions. At the end of the third stage, a preliminary design (DS) is formed, the documents of which include: explanatory note, dimensional drawing, general view drawing, diagrams, patent form, statements.

The stages of technical specifications, technical specifications, and electronic design refer to the exploratory part of the design of a new product (Fig. 4.2). Here, parametric optimization of a new product is of great importance, that is, determining its quantitative characteristics. There are operational (performance, power, reliability, etc.) and design parameters (weight limit, dimensions, etc.). Among the operational ones, depending on the purpose of the product, the main and basic parameters are distinguished. The main parameter most fully reflects the consumer properties of the product. The main parameters complement the main one and are interconnected with it. If the innovation is of the modification or improving type, then the parameters of the new product are established based on the parameters of the analogue product. The difficulty in determining parameters arises when creating a fundamentally new product. In this case, mathematical modeling methods are usually used.

At the exploratory stage of design, much attention is paid to testing technical solutions for patent purity; if the developer finds a fundamentally new solution that has no analogues, then he applies for an author’s certificate or patent.

At the fourth stage, the actual design of the new product is carried out, which is divided into the design of the object as a whole and the design of its assembly units and parts. The design of the facility as a whole is completed by the development of a technical design (TP), containing final technical solutions with all the necessary calculations. The technical specification includes the following documents: explanatory note, general view drawing, dimensional and installation drawings, functional and structural diagrams, statements, technical specifications, product testing program and methodology, patent form, technical level and product quality map.

Based on the technical design, assembly units and parts of the product are designed, thus developing working documentation for the product (RD).

RD is developed sequentially for prototypes, installation (first industrial) series, serial (mass) production.

When designing a new product, a technical and economic assessment of the project is carried out at each stage, including:

A comparison is made of the designed product with modern existing analogue products;

The best design option from those offered is selected. Typically, such an assessment is made using a number of indicators. The indicators characterizing the product as an object of production are as follows:

Consumables – material and labor intensity;

Unification – characterize the level of unification of the product, which affects its labor intensity and cost;

Temporary – determining the timing of production preparation.

Among the indicators characterizing the product as an object of operation, the following should be highlighted:

The main indicator is productivity, power, speed, etc.

Quality indicators - reliability, durability, maintainability, etc.

Expenses - the costs of operating a product per unit of time, per unit of production or work, as well as the required costs associated with its acquisition and operation.

Innovation project management

In world practice, innovation project management is a special area of ​​professional activity, the right to conduct which is secured by a certificate. There is an international association for innovation project management, which issues similar certificates that have international status.

There are special requirements for an innovation manager. He must be well versed in various types of professional activities corresponding to various phases of the innovation process - marketing, design, production, investment, etc. He must have a good understanding of the specific “language” of each profession - drawings, technological processes, algorithms, budgets, etc. He must be a highly qualified and experienced leader who is fluent in management functions:

Planning;

Organization;

Coordination;

Motivation;

Control;

Representation;

Selection and recruitment of personnel;

Information Support;

Providing resources.

When managing an innovation project, the most important task of the innovation manager is coordination and control of phase projects:

2. By data (information) flows. Each project has a certain set of data at its input, which is necessary for the development of design solutions. At the output of the project, data is generated that is input for subsequent projects.

The manager's responsibilities are:

Coordination of data flows;

Providing relevant information;

Installation of a unified regulatory and documentation base.

3. By time. When coordinating project work on time, as far as possible, the manager should provide for the parallel execution of different project work in order to reduce deadlines and eliminate “temporary gaps” in the work.

4. By resources and priorities. In conditions of limited resources, the manager determines the priority of certain project work. For example, the priority may be to ensure high quality of a product or a low price with standard quality, or to promote a product or organize sales.

5. According to participants in the innovation process. The main participants are:

Customer – a legal entity or individual acting as a consumer of the project results;

Investor is a legal or natural person investing in a project. An investor can also be a customer;

Designer (developer) - specialized organizations performing research and development work necessary to achieve the goals set in the project. The designer also conducts a feasibility study of the project and draws up design and estimate documentation;

Executor (manufacturer) – organizations (usually manufacturing companies) that carry out the production (materialization) of an innovative product, according to project documentation. The designer and the performer may be the same person.

The most important task of the innovation manager is to stimulate the innovation process so that it does not become a “sluggish process” and does not stop completely. In this regard, the manager must have alternative solutions, provide for all kinds of reserves for finance, personnel, materials and predict possible difficulties and risks. At the same time, the manager must provide optimistic, pessimistic and realistic options for the development of innovative activities.

Cascade and spiral models of project management

To date, two models of innovation project management have become most widespread:

Cascade model (1970 – 1980);

Spiral model (1986-1990).

The main and most often used is the cascade model, which is characterized by the completion of the next phase of work after the previous one has been fully completed. The positive aspects of using the cascade approach are as follows:

At each phase, a complete set of design documentation is generated that meets the criteria of completeness and consistency;

The phases of work carried out in a logical sequence make it possible to plan the completion time of all work and the corresponding costs.

A significant drawback of this design work management model is the need to stop work and return to previous phases due to previously made design errors or the need for certain clarifications. As a result, the real process, carried out according to a cascade scheme, takes the form of successive approximations to the desired result (iteration). This results in missed deadlines, increased costs, and deterioration in quality.

To overcome the above disadvantages, a “spiral” model was proposed. At the same time, at the “Applied Science” and “Development” stages, preceding the “Production” stage, prototypes are created - samples of future innovation in computer or real form. These prototypes are used to clarify the parameters of the new product, its appearance, quality characteristics, consumer properties, etc. Based on the results obtained, subsequent design work is planned.

Source - Dorofeev V.D., Dresvyannikov V.A. Innovative management: Proc. manual - Penza: Penz Publishing House. state Univ., 2003. 189 p.

In domestic practice, the concept of project management is reflected in the widespread use of the program-target management method, which provides for the formation and organization of the implementation of targeted integrated programs (TCP), which are a set of interrelated activities aimed at achieving specific socio-economic goals. An extensive system of projects and programs is being implemented in both the scientific and innovation spheres. Innovative projects and programs for their implementation constitute an essential part of the emerging economic mechanism for managing the scientific and technological development of the country.

The concept of “innovation project” is considered as a form of targeted management of innovation activities, the process of implementing innovations, and a set of documents.

As a form of targeted management of innovation activities, an innovation project is a complex system of interdependent and interconnected activities in terms of resources, timing and executors, aimed at achieving specific goals in priority areas of the development of science and technology. As a process of innovation, it is a set of scientific, technological, production, organizational, financial and commercial activities carried out in a certain sequence that lead to innovation. At the same time, an innovation project is a set of technical, organizational, planning, settlement and financial documentation necessary to achieve the goals of the project. The essence of the project is most fully and comprehensively manifested in its first aspect. Taking into account all three aspects of the concept of “innovation project”, we can give the following definition.

An innovative project is a system of interrelated goals and programs for achieving them, which are a complex of research, development, production, organizational, financial, commercial and other activities, appropriately organized, formalized with a set of project documentation and providing an effective solution to a specific scientific and technical problem. a task expressed in quantitative terms and leading to innovation.

The main elements of the innovation project include:

Formulated goals and objectives that reflect the main purpose of the project;

A set of project activities to solve the innovation problem and achieve the set goals;

Organization of implementation of project activities, i.e. linking them by resources and performers to achieve the goals of the project in a limited period of time and within the specified cost and quality;

The main indicators of the project (from targets - for the project as a whole, to specific ones - for individual values, topics, stages, activities, performers), including indicators characterizing its effectiveness.

Rice. 1. Main elements of an innovation project

Innovative projects can be formed as part of scientific and technical programs, implementing the tasks of individual areas (tasks, sections) of the program, and independently, solving a specific problem in priority areas of the development of science and technology.

Objectives of innovative projects. The formation of innovative projects to solve the most important scientific and technical problems (tasks) ensures:

An integrated, systematic approach to solving a specific problem (goal) of scientific and technological development;

Quantitative specification of the goals of scientific and technological development and strict reflection of the final goals of scientific and technological development and strict reflection of the final goals and results of the project in innovation management;

Continuous end-to-end management of the processes of creation, development, production and consumption of innovations;

Reasonable choice of ways to most effectively implement project goals;

Balance of resources for the implementation of an innovative project;

Interdepartmental coordination and effective management of a complex set of project works.

Key participants in the innovation project. The implementation of the concept of an innovative project is ensured by the project participants. Depending on the type of project, from one to several dozen (sometimes hundreds) organizations can take part in its implementation. Each of them has its own functions, degree of participation in the project and degree of responsibility for its fate. At the same time, all these organizations, depending on the functions they perform, are usually united into specific groups (categories) of project participants. A schematic representation of the main participants in the project is shown in Fig. 2.

Rice. 2. Main participants of the project

The customer is the future owner and user of the project results. The customer can be either an individual or a legal entity.

Investor – individuals or legal entities investing in the project. An investor can also be a customer. If this is not the same person, then the investor enters into an agreement with the customer, monitors the implementation of contracts and makes settlements with other project participants. Investors in the Russian Federation can be: bodies authorized to manage state and municipal property; organizations, business associations, public organizations and other legal entities of all forms of ownership; international organizations, foreign legal entities; individuals – citizens of the Russian Federation, foreign citizens. One of the main investors providing financing for the project is a bank.

Designer – specialized design organizations that develop design and estimate documentation. Responsible for performing the entire complex of these works is usually one organization, called the general designer. It is represented abroad by an architect and an engineer. An architect is a person or organization that has the right to professionally, on the basis of an appropriately issued license, carry out work to create design and estimate documentation. An engineer is a person or organization licensed to practice engineering, i.e. a range of services related to the process of production and sale of project products.

Supplier – organizations providing logistical support for the project (purchases, supplies). Contractor (executing organization, contractor, subcontractor) – legal entities responsible for performing work under the contract. These include individual entrepreneurs, manufacturing enterprises, universities, etc.

Scientific and technical councils (STC) are leading experts in thematic areas of the project, responsible for the selection of scientific and technical solutions, the level of their implementation, the completeness and complexity of measures to achieve project goals; organizing the competitive selection of performers and examination of the results obtained.

The project manager (in the Western terminology “project manager”) is a legal entity to which the customer delegates the authority to manage the project work: planning, monitoring and coordinating the work of project participants. The specific composition of the project manager’s powers is determined by the contract with the customer. A project team is a specific organizational structure headed by a project manager and created for the duration of the project in order to effectively achieve its goals. The composition and responsibilities of the project team depend on the size, complexity, and other characteristics of the project. The project team, together with the project manager, is the developer of the project. To perform part of its functions, the developer can attract specialized organizations.

Supporting structures of the project are organizations of various forms of ownership that assist the main project participants in fulfilling the project’s tasks and together with them form the infrastructure of innovative entrepreneurship. Supporting structures include: innovation centers; funds to support programs and projects; consulting firms; independent examination bodies; patent licensing firms; audit firms; exhibition centers, etc.

Types of innovative projects. The variety of possible goals and objectives of scientific and technological development implies a huge variety of types of innovative projects. There is no generally accepted classification of them. It is advisable to classify innovative projects according to such criteria as the period of project implementation, the nature of the project’s goals, the type of need being satisfied, the type of innovation and the level of decisions made.

Depending on the time spent on implementing the project and achieving its goals, innovative projects can be divided into long-term (strategic), the implementation period of which exceeds five years, medium-term with a period of implementation from three to five years, and short-term - less than three years. From the point of view of the nature of the goals, the project can be final, i.e. reflect the goal of solving an innovative problem as a whole, or intermediate, associated with achieving intermediate results in solving complex problems. Depending on the type of needs being satisfied, the project can be focused on existing needs or the creation of new ones. Classification of innovative projects by type of innovation involves dividing them into the introduction of a new (radical) or improved (incremental) product; introduction of a new or improved production method; creation of a new market; development of a new source of supply of raw materials or semi-finished products; reorganization of the management structure. According to the level of decision-making and areas covered by innovation projects, they are divided into: federal (interstate) and presidential innovation projects, the main tasks of which can be included in regional scientific and technical programs; sectoral (intersectoral) innovative projects, the tasks of which may be included in the plans of ministries and departments of the Russian Federation; innovative projects of individual individual entrepreneurs, the tasks of which are included in the individual entrepreneur’s plans.

Contents of innovative projects. We can distinguish three aspects of considering the content of an innovation project according to: stages of innovation activity, the process of formation and implementation, and elements of organization. An innovation project covers all stages of innovation activity associated with the transformation of scientific and technical ideas into a new or improved product introduced on the market, into a new or improved technological process used in practical activities, or into a new approach to social services. From the point of view of the stages of implementation of innovative activities, the project includes research, design and experimental work, development of production, organization of production and its launch, marketing of new products, as well as financial activities.

The basis is to consider the content of an innovation project based on the process of its formation and implementation, i.e. technologically, lies the concept of the life cycle of an innovative project, which proceeds from the fact that an innovative project is a process that occurs over a finite period of time. In such a process, one can distinguish a number of time-sequential stages (phases), differing in the types of activities that ensure its implementation.

An innovation project, considered as a process taking place over time, covers the following stages:

Formation of an innovative idea. This is the process of generating an innovative idea and formulating the general (ultimate) goal of the project. At this stage, the final goals are determined (quantitative assessment in terms of volume, timing, profit margins) of the project and ways to achieve them are identified, subjects and objects of investment, their form and sources are determined;

Project development. This is the process of finding solutions to achieve final goals and the formation of a set of tasks and activities to achieve the project goal that is interconnected in terms of time, resources and performers. At this stage, a comparative analysis of various options for achieving the project’s goals is carried out and the most viable (effective) is selected for implementation; a plan for implementing an innovative project is being developed; issues of a special organization for working on the project (project team) are resolved; a competitive selection of potential project executors is carried out and contract documentation is drawn up;

Project implementation. This is the process of performing work to achieve the set goals of the project. This is where the implementation of schedule plans and the expenditure of resources is monitored, deviations that have arisen are corrected and the progress of the project is promptly regulated;

Completion of the project. This is the process of delivering project results to the customer and closing contracts. This completes the life cycle of the innovation project.

Considering an innovation project according to the elements of the organization, we can distinguish two parts in it: the management bodies for the formation and implementation of the project and the participants in the innovation project.

Main criteria for evaluating innovative projects

To reduce the risk of innovation, a business firm must first conduct a thorough assessment of the proposed innovation project. An innovative project that is effective for one enterprise may be ineffective for another due to objective and subjective reasons, such as the territorial location of the enterprise, the level of personnel competence in the main areas of the innovative project, the state of fixed assets, etc. All these factors influence the effectiveness of an innovative project, but it is very difficult to quantify them, and in some cases impossible, so they must be taken into account at the project selection stage. Since each specific enterprise has its own factors that influence the effectiveness of innovative projects, there is no universal system for evaluating projects, but a number of factors are relevant to most innovative enterprises. Based on these factors, certain criteria are identified for evaluating innovative projects.

When implementing innovative projects, priority and state support should be those projects that are focused on the final socio-economic results in the table. A recommended list of criteria for innovative projects is provided.

It is important to note that the top-level indicators, priority areas (final result indicators), are indicators that are important for the level of the national economy as a whole. They are mandatory for assessment and control at all subsequent lower levels in the hierarchy that solve particular problems (socio-economic priorities and key problems; priority areas of scientific and technical progress; state scientific and technical programs; projects implementing these programs). At the next level of key problems (for example, providing heat and energy), internal characteristics autonomously used at this level are added.

Table 1. List of criteria for innovative projects

As a result, a system of criteria is formed that makes it possible to evaluate the contribution of an innovative project of any level in achieving the ultimate goals of reforms and to use this information for the appropriate allocation of resources for the implementation of such projects.

A full assessment of an innovation project includes an analysis of all the above criteria and the main elements of project implementation.

The procedure for developing an innovative project

The development of an innovative project is a specially organized research project of a forecasting-analytical and technical-economic nature, associated with setting the goal of an innovative project, developing its concept, planning the project and preparing its design and estimate documentation.

Development of the concept and idea of ​​the project

The concept of an innovative project should determine options for its implementation, formulate the main goals and expected end results, assess the competitiveness and prospects of the project results, as well as the possible effectiveness of the innovative project. In the process of developing the concept of an innovative project, the following stages can be distinguished: the formation of an innovative idea and setting the goal of the project, marketing research of the project idea, structuring the project, analyzing risk and uncertainty, choosing an option for implementing the project.

Formation of an innovative idea and setting a project goal. The emergence of an innovative idea is the starting point from which the development of an innovative project begins. The formation of an innovative idea is considered from two perspectives. On the one hand, an innovative idea forms the basis, the essence of an innovative project, which is reflected in the formulation of the general (ultimate) goal of the project (the idea of ​​​​creating a new product or service, the idea of ​​organizational changes in an industry, region, operating enterprise, etc.). On the other hand, the formation of an innovative idea is understood as a planned action plan, i.e. ways or means of achieving the project goal. Already at this stage, alternative solutions to the problem are identified. An idea can arise spontaneously or be the result of a long process; it can be the result of collective expertise or individual analysis.

Methods for generating and forming innovative ideas include well-known methods of expert assessments, such as methods for identifying opinions (interview method; questionnaire method - sample surveys; script writing, etc.) and creative methods (“brainstorming”; morphological analysis; Delphi method, etc.).

Structuring an innovation project. The target parameters of the project established at the previous stages are the basis for the formation of a list of project activities to achieve the final goal of the project. To determine the composition of the necessary activities, the final goals are pre-structured, i.e. are broken down into their component elements. Practice has shown that in structuring a project it is necessary to distinguish between two types: functional and problematic.

When functionally structuring a project, the composition of functional elements is first established, which is a condition for its complete and comprehensive solution. The tool for such functional structuring of the problem when developing a project is the “goal tree”. The latter is a hierarchical system that has a number of levels at which sequentially detailed goals that require implementation are located. At the same time, the goals of each subsequent level must ensure the implementation of the goals of the higher level.

For each of the established elements, including alternative ones, a limited list of the most important target indicators is determined, characterizing their scientific and technical level and revealing the content of the target indicators of elements of a higher level. Based on particular forecasts for the development of each element and taking into account the existing proportions, unit costs and consumption rates, possible values ​​of target indicators are calculated for individual periods of the project. When determining the values ​​of target indicators, one should proceed from the need to necessarily ensure the target parameters of the corresponding element of a higher level. The calculation of target parameters according to the elements of the “goal tree” is carried out by sequential disaggregation from the highest level to the lower one.

In addition to target indicators, for each element of the “goal tree” it is recommended to set limiting parameters that define special conditions for achieving goals. The composition of such parameters and their values ​​are selected and justified by experts based on the specifics of the project itself. Limiting parameters establish those requirements that must be met during the implementation of the project. Thus, establishing the composition of the limiting parameters of the project and their qualitative values ​​can be considered as the first and most enlarged stage of the feasibility study of the project implementation option.

The constructed “tree of goals” is then reformulated into a problematically expressed system of tasks and activities, which also has a hierarchical structure and is called a “tree of work.” This is a problematic project structuring. If the “tree of goals” establishes the necessary means of achieving the goals of the project, then a set of activities (“tree of work”) should determine the ways and means of obtaining these means. When forming activities, the compositional principle of sequential aggregation of lower-level work into topics, tasks, and higher-level problems should be used.

The development of a list of necessary activities is carried out in the following sequence:

The possibility and feasibility of achieving target parameters by expanding the production volumes of traditional equipment is being studied;

Measures are formulated to utilize the results of previously completed R&D in production;

If the scientific reserve is insufficient, the possibility is studied and measures are planned to use the experience of foreign countries based on the acquisition of licenses, equipment or documentation;

Proposals on the direction and specific topics of research are being developed.

The set of works established by the elements of the lowest level of the “goal tree” are combined at subsequent stages of project development into topics, tasks and stages associated with the creation of the corresponding elements of the highest level. The resulting “work tree” represents one of the possible options for implementing the project.

The result of project structuring is a list of activities (composition of tasks, topics and works), the implementation of which is necessary to ensure that the target values ​​of the project are achieved in a timely manner for each of the options for its implementation.

Marketing research of the project idea.

In parallel with the formation of an innovative project idea, marketing research is carried out. The purpose of this stage is to determine the sphere of influence of the project on the development of the national economy and, as a result, to quantitatively clarify the goals of the project and tasks for individual periods. The final goals and objectives of an innovation project cannot always be established in the form of specific quantitative indicators at the stage of selecting and justifying the problem (innovative idea). Therefore, the actual development of the project should begin with a quantitative clarification of the final goal of the project and the establishment of intermediate tasks for its implementation over separate time periods for various implementation options.

To this end:

Possible consumers of the target product of the project are identified;

The possibilities and economic feasibility of replacing manufactured products with new types of target products are analyzed;

The structure of industries that provide the implementation of the project with raw materials, energy resources, components, etc. is studied;

New areas of use of the final product of the project are analyzed;

The economic and social consequences of the project are examined.

At the stage of marketing research, general methods of marketing innovations should be used. The results of marketing research are expressed in specific quantitative values ​​of the target parameters of the project.

Risk and uncertainty analysis.

One of the most significant features of innovative projects is that projects are carried out under conditions of risk and uncertainty. These factors must be taken into account in efficiency calculations if, under different possible implementation conditions, the costs and results of the project are different. The result of risk analysis when developing an innovative project is expressed in determining the likelihood of implementing alternative options.

Choosing an option for implementing an innovative project. Selecting the most viable one from alternative options for an innovative project is one of the most responsible procedures for developing a project. The main tasks of this stage are the following:

Establishing the main criteria (indicators) for the effectiveness of an innovative project;

Calculation of performance indicators of alternative project options, taking into account the likelihood of their implementation;

Comparison and selection of innovative project options for implementation.

To assess the effectiveness of innovative projects, a system of indicators is used, established by the Methodological Recommendations for assessing the effectiveness of innovative projects and their selection for financing. To take into account the uncertainty of the conditions for implementing a project option, indicators of the expected integral effect are calculated (economic - at the level of the national economy, commercial - at the level of individual entrepreneurs).

Planning an innovation project

In project management, planning (programming, detailed program) occupies the main place, embodying the organizing beginning of the entire process of project implementation. The main goal of planning is the integration of all project participants to perform a set of works that ensure the achievement of the final results of the project. The implementation plan for an innovative project is a detailed, time-based, balanced list of resources and performers, an interconnected list of scientific, technical, production, organizational and other activities aimed at achieving a common goal or solving a given problem. Thus, the plan contains instructions for whom to solve what task and at what time, as well as what resources should be allocated to solve each task. As a rule, it is designed in the form of a comprehensive innovation program.

System of plans. When managing innovative projects, a system of plans is highlighted, shown in Fig. 4.

Rice. 4. Types of innovation project plans

Based on the goals, a distinction is made between strategic and operational plans for project implementation. The strategic plan defines: target stages and main milestones of the project, characterized by deadlines for completing work packages, delivery dates for products (equipment), deadlines for preparing the scope of work, etc.; cooperation of implementing organizations; requirements for material, technical and financial resources, distributed by year and quarter. The main purpose of the strategic plan is to show how the intermediate stages of the project are logically aligned towards its final goals. The operational plan clarifies the deadlines for completing work packages and the need for resources, establishes clear boundaries between work packages for which different executing organizations are responsible, by year and quarter.

Plans can be detailed by project level (degree of coverage of the project’s work): a project plan as a whole, plans of organizations participating in the project, plans for individual types of work (stages, phases, major milestones). The project plan as a whole is called a summary or comprehensive plan and covers all the work of the project. Plans for individual participating organizations (suppliers, investors, performers) or individual types of work (R&D plan, project budget, supply plan, etc.) are private or detailed. In terms of content, plans are divided into product-thematic, calendar, technical and economic (resource) and business plans.

Product and thematic plan. It represents a set of R&D tasks linked by resources, performers and implementation deadlines, as well as work to ensure them for the effective implementation of the project’s goals. In the process of product-thematic planning, the following parameters are determined for the tasks included in the project:

Composition of work stages and deadlines for their completion;

Composition of responsible executors and co-executors by stages;

The estimated cost of each stage, including R&D costs, capital investments, and other costs, broken down by year;

List of the most important material and technical resources necessary for the implementation of the task, broken down by year;

Economic efficiency calculations;

Technical level maps for new types of products and new technological processes.

An effective method for developing a product-thematic plan is program-target methods, the tool is the “goal tree” and the “work tree,” and the main form is the development of a comprehensive project implementation program.

Calendar plan. Determines the duration and volume of work, start and end dates of work, topics, tasks of a problem-thematic plan, time reserves and the amount of resources required to complete the project. Calendar calculations are aimed at regulating the harmonious and coordinated progress of work, taking into account their expedient sequence and relationship for each topic of the problem-thematic plan and for individual implementing organizations (detailed calendar plans), as well as for the project as a whole (free optimal calendar plan). It is recommended to use network planning and management methods (NPM) as a scheduling method in the innovation project management system. The SPU system provides for a detailed study of future work and its presentation in the form of a special drawing - a network diagram. Technologically, the process of constructing a network diagram and developing a calendar plan is divided into the following main stages and steps:

1) Clarification of the goals and limitations of the project:

Goals: duration, quality;

Limitations: cost, availability of production resources.

2) Construction of a network diagram:

Drawing up a list of works;

Establishing connections between works and stages;

Construction of a dependency network (private and summary network graphs).

3) Development of a schedule (analysis of the project over time):

Estimation of the duration of each job;

Determining the duration of completion of individual tasks, stages, phases and the entire project;

Calculation of network parameters: calculation of start and end dates for each task and the project as a whole; determining the critical path of the project; calculation of reserve time; optimization (replanning) of the network.

4) Assessment of available resources, determination of necessary resources, their costs and distribution of resources according to project tasks.

The use of network methods in project scheduling allows you to determine the most critical work that makes up the critical path of the project, set the minimum time for completing the project, highlight work and tasks with high risk, and highlight periods of activity that are too intense. The basic procedures and methods for network planning of innovative projects are applied in accordance with the well-known general practice of SPU.

Technical and economic plan. It is a plan for resource support for an innovative project (material and technical, intellectual, informational, monetary) and determines the composition and need for resources, delivery times and potential suppliers and contractors. In the process of resource planning, contract tenders are prepared and finalized, and supply contracts are concluded. The resource supply agreement is a fundamental document regulating the terms, volumes and conditions of resource supply. A special type of resource is money (finance). Costs should be planned in such a way that they can meet the needs for financial resources throughout the duration of the project. For this purpose, a project budget is drawn up.

The budget of an innovation project is a plan expressed in quantitative terms and reflecting the costs necessary to achieve the goal. The overall budget shows how funds are spent on a project year after year over the entire period of its implementation. At the same time, the budget of the first year with a quarterly and monthly breakdown is determined quite accurately, and the budgets of future years may change with changes in prices. The plans of individual performers are based on the overall budget. The project budget has a dual meaning: firstly, it is a plan of action, and secondly, it is a tool for direction and control. A correctly drawn up project budget is aimed at solving two main tasks:

Ensuring such dynamics of investments that would allow the project to be completed in accordance with time and financial restrictions;

Reducing project costs and risk through an appropriate investment structure and maximum tax benefits.

The initial information for planning project costs is: estimate documentation for the project and the project schedule. Cost planning when drawing up a project budget is carried out from the general to the specific; the distribution of funds for the project by calendar periods is carried out in three steps:

1. The cost of all work on the schedule is sequentially summed up and an integral curve for the utilization of funds is constructed throughout the entire duration of the project. At the same time, alternative options for cost planning are considered: with early start dates, with late start dates, and the average, most probable option for distributing costs over time.

2. The amount of necessary costs in each time period is determined by summing up the cost of work that was completed during this period according to the calendar plan.

3. Costs are distributed over time for each type of work. At the same time, possible options for using funds are considered: normal, accelerated and slow.

Business plan. Allows you to evaluate and justify the possibility of implementing a project in a competitive environment. When drawing up a business plan, it is necessary to answer questions such as: is the idea itself really that good? Who is the new product or service aimed at? Will this product or service find a buyer? Who will you have to compete with? A business plan is a brief policy document that gives an idea of ​​the goals, methods of implementation and expected results of an innovative project. Its value lies in the fact that it makes it possible to determine the viability of a project in a competitive environment, contains a guideline for the criteria for project development, and serves as an important tool for financial support from external investors.

The composition of the business plan and the degree of its detail depend on the type of innovation project, i.e. scale, significance for the national economy, scientific focus, size of the intended sales market and the presence of competitors. However, the approximate composition, content of sections, methods and general requirements for drawing up a business plan for an innovative project are the same as for developing any business plan.

The planning process. Activities for the development of innovative plans cover all stages of project management: from developing the project concept to monitoring the executor of schedule plans and the expenditure of resources.

At the stage of developing the project concept, a product-thematic plan of the project is formed in the form of an innovation program. To do this, a quantitative clarification of the project goals and objectives for individual periods is carried out (“tree of goals”); selection of organizational and technological solutions; product-thematic development of the project (“work tree”) and calculation of the main parameters of the project. At the planning stage of project implementation, calendar and resource plans are developed. For this purpose, private and network models of work packages are built; detailed and consolidated calendar plans are developed; the need for resources is determined and the feasibility of the project is analyzed. At the same stage, documents are prepared for the package of plans and plans and budget are approved. At the stage of monitoring the progress of project implementation, monitoring is carried out over the implementation of planned tasks of direct executors and, if necessary, adjusting plans. The nomenclature and depth of development of individual stages vary depending on the scale and type of innovative project.

3. Management of implementation of innovative projects

3.1. Organization of project management

To perform specific functions of managing the implementation of innovative projects, various organizational forms of management can be used, such as linear-program, coordination, matrix and project.

Linear-program form of control. The essence of this traditional form of management is the transfer of all project implementers to one management body (from among existing or specially created ones) and the formation on this basis of an actually new organizational system (committee, management, etc. as part of a central or regional department). Their creation is justified when performing one or more complex, expensive and long-term projects. A feature of this organizational form is its focus on a specific goal and multifunctional internal structure. This does not allow project management to be transferred to the middle management level of the system in which it is included, and requires centralization of the main project management functions.

Coordination management. The system of coordination project management is characterized by the fact that the highest management bodies delegate part of the control and coordination functions to one of the most active project implementers (a certain manager, an entire organization or its division), reserving the right to make substantive decisions. Often, for this purpose, special collegial bodies are created (coordinating committees, project councils, working commissions, etc.) from representatives of all or the most important project implementers and consumers of the results of its implementation. Coordination-type structures, being the most flexible and adaptive and not requiring significant additional management costs, can be successfully used in managing the implementation of complex, discrete and loosely coupled projects of different scales. Their organizational mechanism is especially simple to build and operate when implementing local and intra-organizational projects.

Matrix form of management. In many cases (for example, for the management of complex-related projects), the allocation of a parent organization that has only coordination and management powers is not enough. There is a need to give such an organization the authority to distribute and control the expenditure of resources, adjust current plans, stimulate the timely and high-quality achievement of intermediate results, and, consequently, assign additional management functions to it. In this case, a significant redistribution of powers and functions is required throughout the entire management system and the coordination form of project management turns into a matrix form.

Project management. Project management is understood as the total management of all labor, financial, material and energy resources required to ensure the design and production of innovations within a specified time frame, within the planned estimated cost and with a given quality. The project form of management organization is most effective in solving problematic problems associated with reorienting the organization's goals or changing the ways to achieve them. In the project structure, to solve a specific innovation, a special working group (project team) is created, which is disbanded after completion of work on the project. At the same time, the relevant personnel and resources previously involved in the work return to their specialized units.

One of the most important problems that arise in organizational structures built on the principle of project management is the distribution of functions between the so-called project and organizational levels of management. It is necessary to decide what part of the control the center can transfer down to the project level without prejudice to business, and what functions remain at the top level.

At the organizational level, projects are selected, completion dates for their development and implementation are set, and resources are distributed between projects. At the project management level, as a rule, design solutions are prepared for their subsequent transfer to the organizational management level.

Interaction between these levels of management occurs by transmitting instructive information from top to bottom, and current data about the project from bottom to top. At the same time, sufficiently aggregated information is transmitted to the organizational level. Project management systems, being focused on the ultimate goal - the completion of the project, help to reduce the time required for its implementation, increase the efficiency of solving current problems related to the progress of the project, more balanced linking of the work program with resources and opportunities, and save resources.

3.2 Control and regulation of project work

When developing an innovation project, the planning phase, which is extremely important, complex and sometimes lengthy, is nothing more than a “statement of intent”. In reality, the progress of the project is influenced by many both external and internal destabilizing factors. This leads to a change in the design parameters (time and cost) of the project. In these conditions, one of the important means of achieving the set goals is monitoring the progress of the project, that is, monitoring the implementation of calendar plans and the expenditure of resources. Control is carried out on three aspects of project implementation.

Time - the project must be completed within a certain period of time.

Cost - budget must be met.

Quality – compliance with the required characteristics.

In other words, control can be defined as a continuous and structured process aimed at checking the progress of work, as well as taking corrective actions. Control can be divided into four stages: monitoring and analysis of results; comparison of achieved results with planned ones and identification of deviations; forecasting the consequences of the current situation; corrective action.

Depending on the required accuracy, the following technologies for assessing project implementation are distinguished: control at the time of completion of work (the “0-100” method); control at the moment of 50% readiness of work (the “50-50” method); control at predetermined points of the project (method of control by milestones); regular operational monitoring (at regular intervals); expert assessment of the degree of completion of work and project readiness.

Control of deadlines. In accordance with the generally accepted principle of innovation project management, it is believed that effective time management is the key to success in all three indicators: time, cost, quality. Where project deadlines are significantly delayed, significant cost overruns and serious quality problems are likely to arise. Therefore, in all the main methods of project work management, the main emphasis is on scheduling work and monitoring compliance with the schedule. Progress information is compared with the schedule to determine if there are any deviations from the schedule. In case of delays in work, deviations are analyzed, the reasons for the delay are determined and various options for entering the work schedule are considered. Options for correcting the resulting deviation are assessed from the point of view of technical and organizational feasibility, cost estimates and other possibilities.

Cost control. Monitoring the expenditure of funds on a project consists of constantly comparing actual costs with the budget. Comparing planned costs with actual ones allows the project manager to predict costs for the near future and identify possible problems. The purpose of project budget control is to meet the original budget and find deviations from it, not to seek cost savings.

Comparison of actual costs with the planned budget is carried out using pre-established control points, which can be used to determine whether everything is going as planned. If, as a result of control, it is established that the budget is being fulfilled and there are no deviations, then the following work is carried out in accordance with the plan. If it is determined that the actual budget indicators do not correspond to the planned ones, it is necessary to find the cause of the discrepancies and determine the source of the existing deviations. The revised (adjusted) figures are called forecasts. Otherwise, each time we would have to talk about the original budget and the revised budget, and there could be as many forecasts for the project period as needed. A diagram of the organization of budgetary control is shown in Fig. 5.

Rice. 5. Budget control system

Quality control. One of the most important factors determining the effectiveness of a project is the quality of all work on its implementation. High-quality project implementation means meeting customer expectations. The solution to this problem is offered by the popular and very widespread abroad method TQM (total quality management). The basic principle of TQM is to coordinate all efforts aimed at achieving zero defects at the lowest cost. The expression “zero defects” means constantly meeting the customer’s expectations of the product at all stages of the project.

Information Support. Controlling time, cost and quality requires the project manager to have detailed and accurate knowledge of the progress of the project. The means of obtaining the necessary information are replies on the progress of work on the project and meetings (meetings). Regardless of the reporting form used and in order to achieve maximum efficiency of control functions, the message compiled should include five main points:

● estimated cost (total, for a given date or current period). This is necessary to compare actual and predicted results;

● actual results. They characterize the actual process of performing specified amounts of work for a given date or period;

● predicted results. They are based on the selectivity of available information and characterize the expected state of the project and its components for the subsequent period;

● deviations, which show how actual and predicted results differ from planned or estimated indicators;

● reasons for deviations: expected and unforeseen circumstances that determine the actual and predicted process of the project, including its individual operations.

The main objectives of the meeting include: exchange of information, in which each group of project participants learns about the progress of the work of other groups and the implementation of the project program; discussion of problems, difficulties and common interests; discussion of the possibility of completing individual works on time according to the schedule.

Regulating the progress of the project. The regulation process consists of cyclic repetition with the accepted frequency (day, week, decade, month) of the following procedures: collection and preparation of operational information on the progress of work, expected changes in the initial characteristics of the work to be performed, and its presentation to the project team; updating (updating) models and preparing data for their calculation (recalculation); calculation (recalculation) of network models and updating of calendar plans; analysis of the actual state of the complex of works and preparation of decisions for their further implementation; development of operational calendar plans (quarterly, monthly, weekly-daily, etc.) and communicating them to responsible executives and managers at relevant levels.

3.3. Project completion order

A project is considered completed when all work on the project has been completed or as a result of a decision to terminate work on an unfinished project. The main stages of project completion are delivery of the project and closure of the contract (agreement).

Delivery of the project. Passing an innovative project means establishing the compliance of the decisions made by the customer when developing the project concept with the results obtained during its implementation. All requirements for delivery and acceptance of work are established in the contract. If the result of the project is a finished object, then it is necessary to conduct acceptance (or operational) tests. If, as a result of acceptance tests, products are obtained that meet the requirements of the project, a protocol of the commission for acceptance of finished objects is drawn up. The test results are the basis for the transfer of responsibility from the performing organizations to the customer during the period of delivery and acceptance of finished objects.

Closing the contract. The main stages of closing a contract: verification of financial statements; certification; identification of unfulfilled obligations; completion of outstanding obligations. Verification of financial statements refers to the reporting of the customer and performing organizations. The results of such verification provide data for the preparation of final financial statements for the project. At this stage, final payments are made to the performers. Certification is one of the important elements of organizing the closure of a contract. To carry it out, it is necessary to provide appropriate documentation characterizing, for example, the technical conditions of the raw materials used. These can be certificates, since they certify products. All documentation is transferred to the customer for registration.

In general, the procedure for completing a project may include the following procedure:

The implementing organizations of the project, for a certain period before the completion of the work (topics), submit to the parent organization for the project section a final report for the entire reporting period with mandatory information on the sale of scientific and technical products;

The lead organization for the project section prepares a final report for the section and, after considering it at the scientific and technical council for the project section (NTSR), sends it to the lead organization for the project as a whole;

NTSR accepts the results of each work of its section and approves acts: acceptance and delivery of scientific and technical products, on acceptance of work;

The parent organization prepares a final report on the results of the project and submits it to the head scientific and technical council for the project (GNTS);

GNTS reviews the results of the work and sends the final materials to the general customer of the project for making an appropriate decision;

The general customer has the right to appoint a special commission, taking into account representatives of the State Scientific and Technical Council, for the acceptance of both individual works and the project as a whole.

Bibliography

1. Fundamentals of innovative management: Theory and practice: textbook. allowance / Ed. P.N. Zavlina and others - M.: OJSC NPO Publishing House Ekonomika, 2000. - 475 p.

2. Management of innovative projects: Textbook. allowance / Ed. prof. V.L.Popova. – M.: IFRA-M, 2007. – 336 p.

Innovation project

Innovation project- a project containing a technical, economic, legal and organizational justification for the final innovative activity.

The result of the development of an innovative project is a document that includes a detailed description of the innovative product, justification for its viability, the need, possibility and forms of attracting investments, information about deadlines, performers and taking into account the organizational and legal aspects of its promotion.

Implementation of an innovation project is the process of creating and introducing an innovative product to the market.

The goal of an innovation project is to create a new or change an existing system - technical, technological, informational, social, economic, organizational and achieve, as a result of reducing resource costs (production, financial, human), a radical improvement in the quality of products, services and a high commercial effect.

Innovation projects are managed by innovation management.

Examples of successfully operating domestic innovation projects. In the field of education: Moscow Cultural Lyceum No. 1310 (considered a leader in the field of innovation). In the field of medicine: AIDS center under the leadership of V. I. Pokrovsky.

Stages of development of an innovative project

The development of an innovative project includes two main stages: 1. Pre-investment. Search and justification of the viability of an innovative idea. Scientific and marketing research and development of feasibility studies. 2. Investment. Investment of money and material implementation of the project.

1. Since introducing innovative products to the market, as a rule, requires investment, it is necessary to justify the feasibility of investing money and the possibility of making a profit from the innovation. An important task of the research part of the project is to prove that the idea is not only innovative, but will also be accepted by the market.

The development of an innovative project begins with the search for an idea.

The search for an idea for an innovative project can be carried out: - on the basis of the latest scientific developments and research, - analysis of consumer demand (marketing research, consumer surveys)

Finding an idea for an innovative project is a creative task; TRIZ is often used for these purposes.

The viability of an idea depends on many factors: - the uniqueness of the project, the presence of competitors and similar projects; - availability of scientific developments and research on this project; - the presence of obvious benefits (benefits) for the consumer inherent in the innovative product; - presence of need for the product, portrait of the consumer, market volume; - the ratio of project implementation costs and commercial effect; - availability of initial capital or the possibility of acquiring a loan/credit; - the scale of the project, deadlines for execution and payback, the need for additional investments; - marketing strategy, product positioning options; - the level of professionalism and personal interest of the project performers; - legal security of the project - compliance with legislation, the need to obtain certificates, licenses, the presence of patents, copyrights, the possibility of obtaining support from the state (subsidies, benefits);

As a result of the analysis of all these factors, a preliminary decision on investment is made. After this, the development of documentation begins - scientific research and feasibility studies, their coordination and approval.

The logical conclusion of the first phase is making a decision on the feasibility of implementing an innovation project and investing.

2. The second phase is implementation, the material embodiment of the innovative project. Monitoring indicators, resolving conflicts and adjusting the project.

Structure of an innovation project

Each innovative project must contain the following main sections:

• The essence of the innovative project, justification of its business attractiveness in a summary form;
• An enterprise implementing an innovative project. Complete information about activities, legal status, opportunities;
• Product, its characteristics;
• Analysis of product markets, competition;
• Marketing strategy for an innovative product;
• Organization of the production process;
• Organization of management;
• Risks and their insurance;
• Financing strategy.

Classification of innovative projects

Innovative projects can be classified depending on the area of ​​application into:

Research; scientific and technical; organizational;

According to the level of solution, innovative projects are divided into: federal; regional; adopted at the enterprise and organization level.

By type of innovation they are divided into:

New product; new service; new production method; new management method; new market; new source of raw materials;

In relation to existing systems - disruptive innovative projects that propose a completely new system, involve the abandonment of existing models, with the goal of conquering existing or completely new markets - supporting innovative projects, the goal of which is to improve existing systems and improve their quality

Innovative projects are also classified according to the degree of completion - final and intermediate, and according to the time of execution - also long-term, medium-term, short-term.

Features of the innovative project

1. Each innovative project must go through the “science-production-consumption” cycle. The idea of ​​an innovative project must have a basis in the form of scientific and marketing research, just like production, it must adapt to the consumer and be based on scientific developments.

2 Difficulty in predicting results and, as a result, increased risks. The emergence of something new is always associated with a high risk of rejection by society. Conservatism in this regard is characteristic not only of the majority of society, but also of the majority of Russian production facilities, which are not capable of accepting innovation even technically. The probability of obtaining positive results, depending on the type and nature of innovative research, ranges from 5 to 95%.

3. . The development and implementation of an innovative project is a creative and unique task. Therefore, a lot depends on the enthusiasm and personal interest of the performers. An analysis of the reasons for the failure of innovative projects in the West showed that a common reason for these failures is the management of the project by ordinary hired managers who had the only motivation in the form of money.

4. Organization of work of project participants. The presence of free will and high motivation of project participants makes the usual organization of work and the creation of labor discipline impractical. Therefore, an adequate approach to the choice of management style by managers is necessary.

5. Lack of customary standards for an innovative project. Even the clearest project concept can undergo major changes during the development process.

Notes

Literature

• Innovative management: Textbook for universities I66 /S. D. Ilyenkova, J1.M. Gokhberg, S.Y. Yagudin and others; Ed. prof. S. D. Ilyenkova. - 2nd ed., revised. and additional - M.: UNITY-DANA, 2003. - 343 p. ISBN 5-238-00466-4
• Gordienko A. A., Eremin S. N., Tyugashev E. A. G68 Science and innovative entrepreneurship in modern society: Sociocultural approach. - Novosibirsk: Publishing House of the Institute of Archeology and Ethnography SB RAS, 2000. - 280 p. ISBN 5-7803-0060-7
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Innovation project: concepts, main stages of creation and implementation

1. The concept of “innovation project”

2. Life cycle of an innovative project

3. Project structuring

4. Feasibility study (TES) of the project

5. Design of innovative projects

6. Project management

1. The concept of “innovation project”

Over the past decades, a new scientific discipline has emerged - innovation project management - a section of the theory of managing socio-economic systems that studies methods, forms, and means of the most effective and efficient management of innovations.

The concept of “innovation project” is used in several aspects:

how's it going, activity, event, which involves the implementation of a set of actions that ensure the achievement of certain goals;

as a system organizational-legal and settlement-financial documents necessary to carry out any actions;

as a process implementation of innovative activities.

These three aspects highlight the importance of an innovation project as a form of organization and targeted management of innovation activities.

In general, an innovation project is a complex system of interdependent and interconnected activities in terms of resources, deadlines and performers, aimed at achieving specific goals (tasks) in priority areas of the development of science and technology.

Classification of innovative projects

The variety of goals and objectives of innovative development determines many types of innovative and scientific and technical projects. Below is a classification of innovative projects.

Innovation projects vary according to level of scientific and technical significance :

Modernization when the design of the prototype or the basic technology does not change radically (expansion of size ranges and range of products; installation of a more powerful engine, increasing the productivity of a machine tool or car);

Innovative (improving innovations) when the design of a new product in terms of the type of its elements differs significantly from the previous one (adding new qualities, for example, the introduction of automation tools or others that were not previously used in the designs of this type of product, but were used in other types of products);

Leading (basic innovation) when the design is based on advanced technical solutions (introduction of pressurized cabins in aircraft construction, turbojet engines, which had not previously been used anywhere);

Pioneer (basic innovations) when previously non-existent materials, structures and technologies appear that perform the same or even new functions (composite materials, the first radios, electronic watches, personal computers, rockets, nuclear power plants, biotechnology).

The level of significance of the project determines the complexity, duration, composition of performers, scale, nature of promotion of the results of the innovation process, which affects the content of project management.

Types of innovative projects by main types :

By subject-content structure and by the nature of innovation activity projects are divided into:

research;

scientific and technical;

related to the modernization and renewal of the production apparatus;

enterprise system renewal projects.

By decision level innovative projects are divided into:

international;

republican;

regional;

industry;

a separate enterprise.

By the nature of the goals projects are divided into:

final - reflect goals, solutions to the problem as a whole;

intermediate.

By implementation period are divided into:

long-term (more than 5 years);

medium-term (up to 5 years);

short-term (1-2 years).

By type of innovation are divided into:

New Product;

new production method;

new market;

new source of raw materials;

new management structure.

By type of needs satisfied, can be focused on satisfying existing needs or creating new needs;

By type of innovation, can be:

introducing new or improved product;

creation of a new market;

development of a new source of raw materials or semi-finished products;

reorganization of the management structure.

From point of view the scale of the tasks being solved innovative projects are divided as follows:

Mono-projects– projects carried out, as a rule, by one organization or even one division; They are distinguished by the setting of an unambiguous innovative goal (creation of a specific product, technology), are carried out within strict time and financial limits, and require a coordinator or project manager;

Multiprojects– are presented in the form of complex programs that unite dozens of single-projects aimed at achieving a complex innovative goal, such as the creation of a scientific and technical complex, the solution of a major technological problem, the conversion of one or a group of enterprises of the military-industrial complex; coordination units are required;

Megaprojects– multi-purpose complex programs that combine a number of multi-projects and hundreds of single-projects interconnected by one tree of goals; require centralized funding and leadership from a focal point. On the basis of megaprojects, such innovative goals as technical re-equipment of the industry, solving regional and federal problems of conversion and ecology, and increasing the competitiveness of domestic products and technologies can be achieved.

Thus, an innovation project is a complex system of processes, interdependent and interconnected in terms of resources, timing and stages. Innovative projects can be of a different nature and differ in a number of classification characteristics.