Resource management - one of the main project management subsystems, which includes the processes of planning, procurement, supply, distribution, accounting and control of resources.

concept "resource" in the project management methodology, it is interpreted as everything that the project has at its disposal, including labor, financial and material and technical resources, the project team, time (duration, deadlines), information, knowledge and technology.

The main goal of resource management is to ensure that they are used optimally to achieve the ultimate goal of project management.

At each current point in time, project resources are limited and therefore the main tasks of resource management are:

Optimal resource planning;

Logistics management, including:

Resource procurement management;

Resource supply management;

Inventory Management;

Managing the distribution of resources by type of work. The procurement of resources is a central element of the resource management system.

Procurement is understood as measures aimed at providing projects with resources, that is, property (goods), performance of works (services).

Procurement and supply are interrelated and are, in fact, two sides of the project logistics processes.

Procurement or project logistics management is a subsystem of project management, including the processes for acquiring goods, products and services for the project from external organizations-suppliers.

This subsystem consists of logistics planning, selection of suppliers, conclusion of contracts and their maintenance, supply assurance, closing of contracts.

Supply chain management stands out as an independent subsystem next to procurement management, which includes:

Supply planning;

Organization of accounting;

Delivery, acceptance and storage of goods;

Accounting and control of deliveries.

Fundamentals of Project Resource Planning

At the planning stage, a balanced analysis of the complex of works and resources is carried out, taking into account the limitations and their predictive distribution based on the schedules of resource requirements. Project resource planning is the basis for their formation in time and determining the possibility of providing resources for signing contracts for the purchase of resources, planning the supply of resources, as well as distributing already purchased resources with project work.

As the main component of project management, resource planning includes:

Development and balanced analysis of work packages and resources aimed at achieving the project goals;

Development of a system for allocating resources and appointing responsible executors;

Monitoring the progress of work - comparing the planned parameters of work with the actual ones and developing corrective actions.

There are two main methods for scheduling project resources:

Planning under time constraints;

Planning with limited resources.

First approach - resource planning with limited time, provides for a fixed date for the end of the project and the assignment of additional resources to the project for periods of congestion.

Second approach - planning with limited resources, provides, first given the amount of available resources, can not be changed.

As a result of resource planning, the project manager must move on to the next phase of resource management - procurement and supply.

Resource Procurement Management

The main task of the design and procurement activities of the project is to ensure the supply of equipment, structures, materials and services in strict accordance with the project plan. This process can be divided into two parts:

Procurement of resources and services on a competitive basis;

Delivery to the project site.

Project Logistics takes place in the following steps:

1. Preparation of specifications and specifications characterizing the quantity and quality necessary equipment, machines, mechanisms, structures, materials, works, services.

2. Planning and organization of the procurement process.

3. Study of possible sources of procurement of resources and negotiations with possible suppliers.

4. Preliminary selection of bidders.

5. Preparation of documents for bidding.

6. Conducting tenders and deciding on the conclusion of contracts with the applicants who won the tender.

7. Placement of an order, including negotiations on deliveries.

8. Control over deliveries (timeliness, completeness, quantity and quality) with the adoption necessary measures in the event of deviations.

9. Conflict resolution.

10. Mutual settlements.

11. Hiring the necessary specialists (contractors), including consultants.

12. Supply planning.

13. Accounting

14. Delivery, acceptance and storage of goods.

15. Accounting and control of deliveries.

It is customary to single out the last four positions in an independent block of works, which is called supplies. All other works are procurement. This division is not accidental, since purchases are made by the customer, and deliveries are made by the supplier.

In project management, two main types of contracts are defined, on the basis of which procurement is organized - a supply contract (material and technical resources) and a work contract (services).

Supply contract- This is an agreement under which the supplier undertakes to transfer the goods to the buyer (or to full economic management or operational management) within the stipulated time, and the buyer undertakes to accept the goods and pay a certain price for it.

Work agreement governs procurement related to the performance of specific project work.

There are the following organizational forms procurement:

- straight, where a legal relationship exists between two procurement entities; there is an agreement between them. As a rule, direct purchases are preceded by bidding, but direct purchases without bidding can also be carried out;

- intermediary, in which the project implementer enters into legal relations with an intermediary, that is, a person, contributes to providing the project with the necessary resources;

- Exchange, in which members of the exchange carry out exchange trading directly on their own behalf and at their own expense, or on behalf of the client and at his expense, or on their own behalf at the expense of the client, or on behalf of the client at their own expense. Visitors to exchange trading can be legal and individuals, exchanges that are not members and have the right to carry out exchange operations.

Basic requirements for procurement and supply management:

Purchases and deliveries are carried out on the basis of project documentation data;

Schedules are developed in conjunction with the overall project plan and take into account the duration of all its phases;

The plan should cover the entire project as a whole;

The choice of place of procurement is determined on the basis of the calculation of the cost of options;

The plan defines the structures and persons responsible for each delivery item.

Supply chain management material resources in the design environment Contents

Introduction. 4

Chapter 1. Theoretical basis project material management 7

1.1.Project and phases life cycle project. 7

1.2. Fundamentals of project planning. 12

1.3. The concept of resource. Resource types. 17

1.4. Management of material and technical resources of the project. 22

1.5. Methods for planning logistics in a project environment 24

Chapter I Conclusions 26

Chapter 2. Managing the material resources of the project (for example, Partner) 27

2.1. Project summary. 27

2.2. The project's need for logistics. 28

2.3. Project schedule and supply chain management plan. 33

Conclusions on Chapter II 49

Conclusion. 51

List of used literature.. 54

Introduction

In modern ideas about management, any set of activities, as a result of which a certain goal must be achieved by a given date, with limited resources, is considered as a project. Project management as a management methodology is methodological basis reasonable implementation of measures of an administrative, industrial, economic, military, etc. nature.

At present, conditions and prerequisites for the widespread use of project management methods are being formed in Russia. In this regard, in many enterprises, project management should be the main form of planning and control of current activities.

Almost every manager must plan the activities of his subordinates on the basis of the project. Project management methods allow the manager to know exactly what needs to be done at any given time and who exactly should do it, as well as the likelihood of timely completion of individual project activities.

Project management is a synthetic discipline that combines both special and trans-professional knowledge. Special knowledge reflects the features of the field of activity to which the projects belong (construction innovation, environmental, research, organizational). General patterns inherent in projects in all areas of activity are covered by such disciplines as probability theory, network analysis methods, operations research, logistics, applied software, business plan, strategic planning, financial modeling, management technologies .

Planning and management is not only the preparation, optimization and tracking of calendar plans, but also the management of the resources necessary for the implementation of the project. However, time management

Chapter 1. Theoretical foundations of project material support management

1.1.Project and phases of the project life cycle

AT various sources you can find a variety of definitions of the concept of "project"; In general, they do not contradict, but complement each other. Project (English project) is:

¾ something that is conceived or planned, for example, big enterprise (Dictionary webster);

¾ some task with certain initial data and the required results (goals) that determine the way to solve it. The project includes the idea (problem), the means of its implementation (problem solving) and the results obtained in the implementation process (Project Management Knowledge Code);

¾ a unique process consisting of a set of interrelated and controlled activities with start and end dates and undertaken to achieve the goal of meeting specific requirements, including time, cost and resource constraints (ISO/TR 10006:1997(E));

¾ a group of works / tasks that must be completed in a given period to achieve the goals (Project Management Handbook, Cleland, King);

¾ temporary structure for creating a unique product, service (PMBoK, Project Management Institute).

The key features of the project are:

¾ strict and reasonable goals that must be achieved while meeting a number of technical, economic and other requirements;

¾ the presence of internal and external interconnections of operations, tasks and resources that require clear coordination in the implementation of the project, which creates the possibility of presenting in the form of a complex of interrelated works;

1.2. Fundamentals of project planning

The main purpose of planning is to build a project implementation model. It is necessary to coordinate the activities of the project participants, with its help the order in which the work should be performed is determined.

Depending on the level, there are:

concept plan;

a strategic plan for the implementation of the project;

Tactical (detailed, operational) plans.

Planning and rescheduling of the project is carried out during the entire life of the project.

formal and detailed planning The project begins after the decision on its implementation is made. Key events (milestones) of the project are determined, tasks (works) and their interdependence are formulated.

It is at this stage that systems are used scheduling, providing the project manager with a set of tools for developing a formal plan: construction tools hierarchical structure works, network graphs and Gantt charts, histograms of the project's need for resources and funding.

A generalized algorithm for the planning process is shown in Figure 1.3.

Key outputs of the planning process:

1. Determining the goals of the project.

2. The structure of the project work.

3. Cost management plan.

4. Change management plan.

5. Need for resources.

6. Communication plan.

7. Budget.

8. Financial plan.

1.3. The concept of resource. Resource types

The importance of project resource management processes is so great that the most advanced software tools cannot be applied without proper serious preliminary work of the project leader and / or manager.

Resources are the supporting components of an activity, including performers, energy, materials, equipment, etc. Accordingly, a resource requirement function can be associated with each work. Each time estimate is based on the allowable use of a certain amount of resources, and therefore, by first calculating the duration of the project, we can calculate ahead of time the use of resources (Fig. 1.4)

Rice. 1.4. Resource chart "labor force"

AT this example overload occurs on days five through eight: therefore, if we do not transfer this work to someone else or do not attract additional resources (staff), then we cannot expect our project to be completed on time, the remaining alternative is to reschedule some of the work, which constitute overload. We can, for example, delay work by three days and avoid resource overload.

1.4. Project Inventory Management

Resource management is one of the main subsystems of project management. Includes the processes of planning, purchasing, supplying, distributing, recording and controlling resources, usually labor and logistics. As part of project work scheduling, the resource requirements for work are described as a function of demand. The need for work in a stored resource is described by a cost intensity function that shows the rate of resource consumption depending on the phase of work, or a cost function that shows the total accumulated volume of the required resource depending on the phase.

Management of the material resources of the project begins, in fact, in the pre-investment phase during the development of a feasibility study, then, in the planning phase, resource requirements and the possibility of their provision are worked out.

At each current moment of time, project resources are limited, and therefore the main tasks of resource management are:

The reconstructed building is supposed to be located on the currently rented site (Decree of the Administration of the city of Klin No. 000 of 01.01.2001) in the Central District, in the central part of the city of Klin. The project also provides for the purchase of this land in the property.

On the site, it is planned to complete the construction of a complex of a 5-storey residential building with attached premises of a savings bank on the street. L. Tolstoy, designed by "Klingrazhdanproekt" in 1989. The residential building was commissioned in 1995-96. The construction of the extension was stopped in 1996.

The extension to be reconstructed, with a built-up area of ​​537.27 m2, has a corner solution in plan.

Landscaping of the territory of the site is developed within the allotted boundaries. In addition, the project provides for additional landscaping of the site. Open parking for cars is provided from the side of the street. L. Tolstoy, with the construction of a pocket along the roadway within the boundaries of the red line and in conjunction with the planning decision of the site of the unfinished construction of the school complex of the Komsomol activists.

2.3. Project schedule and supply chain management plan

The project implementation period is 14 months.

phased calendar plan of planned activities is presented in Table 2.3.

2.4. Recommendations for the project material resource management process

The continuous complication of the process of material and technical supply requires ever-increasing labor costs for its implementation. At the same time, the tense balance of labor resources in the country does not allow solving the increasingly complex problems of providing construction with the means of production with the means of production in an extensive way, that is, by increasing the number of workers and the mass of resources consumed. They can and should be solved only by intensifying the process of providing construction with material resources, developing and implementing measures to improve the efficiency and quality of all aspects of the activities of supply agencies. In relation to the process of logistics, efficiency and quality mean the most complete, timely, high-quality, and also with the lowest cost of labor, material and financial resources to perform all the functions of this process.

Continuous improvement in the provision of production with industrial and technical products has an impact on the improvement economic indicators production. Ways to improve the availability of material resources are shown in Figure 2.2.

Conclusion

Thus, in the course of writing graduation qualifying work on the topic "Management of the supply of material resources in the project environment", we determined that resource management is one of the main subsystems of project management. Includes the processes of planning, purchasing, supplying, distributing, recording and controlling resources, usually labor and logistics. Control financial resources carried out as part of cost management.

Resources are the supporting components of an activity, including performers, energy, materials, equipment, etc. Accordingly, a resource requirement function can be associated with each work.

Allocate non-reproducible and reproducible types of resources.

The concept of resources is interrelated with the concept of “work”, since resources do not relate to the project as a whole, but to certain works performed in a planned sequence corresponding to calendar plan project work.

Management of the material resources of the project begins, in fact, in the pre-investment phase when developing a feasibility study, then, in the planning phase, resource requirements and the possibilities for their provision are worked out.

The rational use of materials and the use of advanced technologies can reduce the cost of used materials, reduce the time of their processing, and therefore reduce the cost of the project.

As objects of management in construction, the processes of implementing construction programs or separately ISP can act, and in construction industry - production processes their implementation.

Based on the duration of the management cycle, management methods can be strategic, designed for the current year or for operational and short-term periods. These methods are based on plans:

List of used literature

1. ANSI/PMI Guide to the Project Management Body of Knowledge (PMBooK Guide)

3. Vihansky management: Textbook. - M.: Economist, 2009. - 396 p.

4. Vorobovich, models, methods and algorithms for solving scheduling problems in construction project management / . - Krasnoyarsk: KrasGAU Publishing House, 201p.

5. Modern methods Project Portfolio Management and Project Management Office: Maximizing ROI Per. from English. - M.: , 20s.

6. Corporate and project management: explanatory English - Russian dictionary reference book. , -M., Omega-L, 2009.

7. Corporate management. Handbook for professionals /, etc. - M., Higher School 2008. - 219 p.

8. Manual on project management /, et al. -M., Omega-L 2004.

9. , Primavera in project management. Practical guide. M.: Publishing House, 2009. - 315 p.

10. Project management: international approach. Handbook for professionals /, - M., Omega-L 2012.

11. Project management. Handbook for professionals, ed. 2nd add., corrected. / , etc. -M., Omega-L 2009.

Resource management is one of the main subsystems of UE. Resource management is one of the main subsystems of project management, which includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics, etc.

The management of the material resources of the project begins, in fact, in the pre-investment phase during the development of a feasibility study, then at the planning stage, the needs for resources and the possibilities for their provision are determined. A significant difference between project management and production management is the limited resources at any given time. Based on this principle, the main tasks of resource management are: 1. Optimal resource management. 2. Logistics management, including: Resource procurement management. Supply management.
Project Human Resource Management is the process of ensuring effective use human resources project, which includes all project participants (sponsors, customers, project team, subcontractors, company divisions and other project participants)

For the successful achievement of the project goals, the following is critical: identify the composition of the project participants; determine the roles of the project participants and the order of their interaction; form the project team and the project management team; build the organizational structure necessary and sufficient for project management.

Project team - a temporary working group that performs work on the project and is responsible to the Project Manager for their implementation. The project team consists of a management team, project participants performing work within the project, - project executors.

Project management team (PMT) - members of the project team authorized to take management decisions for project management.

include members with the following roles: Project Manager; Project Supervisor (Sponsor); System Architect; Project Administrator.

Management of financial resources is carried out within the framework of cost management. Cost management is about ensuring that the triple constraint of project management is met - cost, time, and scope. Project Cost Management combines the processes involved in planning, budgeting, and cost control to ensure that the project is completed within the approved budget. Cost management processes include: valuation - determination of the approximate cost of resources required to perform project operations; cost budget development - summing up the cost estimates of individual operations or work packages in order to form a baseline cost plan; cost management - influencing factors that cause cost variances and managing changes to the project budget.

Ticket number 16

1.Goals and content of administrative and municipal reforms, their common features.

Administrative reform is necessary to solve the following complex tasks: improving the ability of the state to implement the policy prescribed by law; system efficiency improvement government agencies; the transformation of the state into a responsible employer, able to attract a sufficient number of employees with the necessary qualifications and at the same time control the costs of their maintenance; increasing confidence in the state on the part of the population and the private sector.

Goals of administrative reform:

● optimization and streamlining of the functions of federal executive bodies;

● changing their system, structure and mode of operation;

● simplicity and efficiency of work of state bodies;

● improvement of relations between them and business entities;

● democratization of governance, its openness and accessibility for citizens.

To achieve these goals, it is necessary to solve the following tasks:

● introduction of results-based management principles and procedures in executive authorities;

● development and implementation of standards public services provided by executive authorities, as well as administrative regulations in executive authorities;

● implementation of a unified vertically integrated automated system for monitoring the performance of public authorities and public authorities local government to achieve the most important indicators of socio-economic development Russian Federation and the execution of their powers (GAS "Management");

● creation of multifunctional centers for the provision of state and municipal services;

● organizing the provision of public services in electronic form;

● optimization of the functioning of executive authorities and the introduction of anti-corruption mechanisms in the areas of activity of executive authorities;

● increasing the effectiveness of interaction between executive authorities and civil society, as well as increasing the transparency of the activities of executive authorities;

● modernization of the information support system for executive authorities; ● formation of the necessary organizational, informational, resource and staffing administrative reform, improving mechanisms for disseminating successful experience government controlled.

The new legislation on local self-government, which embodies the main ideas of the municipal reform, was adopted on October 6, 2003. Prior to this, local self-government in Russia was regulated by a number of legislative acts, the main of which was Federal Law No. 154-FZ of August 28, 1995 “On general principles organizations of local self-government in the Russian Federation”. Municipal finances were regulated by a separate legislative act - Federal Law No. 126-FZ of September 25, 1997 "On the financial foundations of local self-government in the Russian Federation." Leaving the name of the main normative document in the field of local self-government - "On the general principles of the organization of local self-government in the Russian Federation" - new legislation ( The federal law No. 131-FZ of October 6, 2003) introduced radical changes in almost all aspects of the functioning of local government.

The main directions of transformations were as follows:

● throughout the country, a two-tier model of local self-government was introduced as a basic one, ensuring the formation municipalities at the level of settlements and at the level of municipal districts; in addition, it was envisaged the creation of urban districts - single-level municipalities that perform the functions of both settlements and districts;

● the list of issues of local importance was significantly reduced compared to the previous version of the Law, all the powers of municipalities were divided between the settlement and district levels, while the municipal districts were assigned both the solution of issues of local importance in inter-settlement areas and the performance of many key functions in the territory settlements (in particular, those connected with the organization of education and healthcare);

● introduced more precise regulation of the transfer of certain state powers to the local level and ensuring their financing from the budgets of higher levels;

● more extensive regulation and increased forms of direct democracy at the local level; in more detail, compared with the previous version of the law, was worked out normative base territorial public self-government;

● legislative requirements for local self-government bodies were tightened, in particular, it was provided for the presence in each municipality of a representative body, the head of the municipality, as well as the local administration; as a rule, it was forbidden to combine the posts of the head of the administration and the head of a representative body, the number of local deputies was strictly regulated, etc.;

● limited the list of property that may be in municipal ownership; objects that do not fall under legally established restrictions were subject to re-profiling or alienation;

● revenue sources were assigned to municipalities on a permanent basis; principles and mechanisms for providing financial assistance municipalities were regulated in detail by federal legislation;

● a more detailed regulation of inter-municipal cooperation was introduced, aimed at both more active use of this tool in organizing the resolution of issues of local importance, and at the unification of its forms.

It cannot be said that the need for reforming local self-government is not recognized in society. Active discussions involving the expert community, municipal leaders, public organizations revealed dissatisfaction with the current system of regulation in this area. At the same time, the most acute issues were the organization of financing of municipalities, ensuring at least minimal guarantees of the financial autonomy of local self-government.

The main goals of the municipal reform:

● Bringing power closer to the population through the widespread creation on the territory of the Russian Federation (except for urban districts) of low-level municipal formations - rural and urban settlements, which followed from the very logic of constitutional norms;

● a clear delineation of jurisdiction and powers between levels of public authority (public authorities of the constituent entities of the Federation, local governments of municipalities various kinds- municipal districts, rural and urban settlements);

● delimitation of spending obligations between levels of public authority, fixing revenue sources in accordance with the volume of spending powers and liquidation of unfunded mandates.

Project resources

Resource management is one of the main subsystems of UE. Includes the processes of planning, purchasing, supplying, distributing, recording and controlling resources, usually labor and logistics. Management of financial resources is carried out within the framework of cost management (see Chapter 15). Managing such a resource as a project team is discussed in Chap. nineteen.

In principle, the concept of "resource" in the PM methodology is interpreted broadly - everything that the project has, including labor, financial and material and technical resources, the project team, time (durations, deadlines, restrictions), information, knowledge and technology, is related project resources. And the main task of managing these resources is to ensure their optimal use to achieve the ultimate goal of PM - the formation of a result with planned indicators.

This chapter focuses on two interrelated groups of resources:

logistical, i.e. raw materials; materials, structures, components; energetic resources; fuel; resources of the "capacity" type, or technological resources, i.e. machines, mechanisms for performing project work; installed equipment, etc.;

labor, carrying out direct work with material and technical resources, for example, builders, machine drivers, equipment installers, etc.

The management of the material resources of the project begins, in fact, at the feasibility study, the pre-investment phase during the development of the OI, then, at the planning phase, the needs for resources and the possibilities for their provision are worked out.

At each current moment in time, project resources are limited, and therefore the main tasks of resource management are:

optimal resource planning;

logistics management, including:

procurement of resources;

supply: supply of resources, reserves of resources, distribution of resources for project activities.

On fig. 18.1 presents the structure of the logistics of projects.

Resource Management Processes

Resource management involves a number of basic processes, including procurement, supply, distribution, and inventory management of resources.

The structural model of resource management processes is shown in fig. 18.2.

Rice. 18.2. Structural model of project resource management

Resource procurement is a central element of the resource management system. Let's give the basic concepts.

Procurement is understood as activities aimed at providing projects with resources, i.e. property (goods), performance of works (services), transfer of the results of intellectual creativity in connection with a specific project. Procurement and supply are interrelated and are, in fact, two sides of the project logistics processes.

Procurement management, material and technical support of the project - a subsystem of PM, including the processes of acquiring goods, products and services from external organizations - suppliers. The subsystem consists of logistics planning, supplier selection, contracting and contract management, supply assurance, contract completion.

Supply management stands out as an independent subsystem along with procurement management. Includes:

Supply planning;

Organization of accounting;

Delivery, acceptance and storage of goods;

Accounting and control of delivery.

Planning and organizing procurement and supply is the first step in project resource management. Planning and organization are carried out on the basis of design estimates data in conjunction with the overall project plan and take into account the duration of the procurement and delivery cycle of goods. It consists of stages, including the selection of suppliers, placing orders and monitoring deliveries.

The selection of suppliers is based on the study of qualification questionnaires designed to highlight managerial, technical, production and financial capabilities. The list of applicants, developed on the basis of the study of questionnaires, is agreed with the customer and the project manager. The final selection of suppliers is carried out as a result of tenders.

Placement of orders. Together with design organization measures are being developed to standardize (reduce the range) of purchases; general orders are issued only on the basis of work to reduce the range of purchases. Evaluation of applications and bidding precede the conclusion of contracts, which is carried out as a result of additional meetings and agreements with the winners of the bidding on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Delivery control is carried out on the basis of special schedules; organized for each type of supply (equipment, works, local materials, services); based on general plan project. All changes are made to the general schedule, based on standard reporting forms.

Fundamentals of Project Resource Planning

As the main component of PM, resource planning includes:

development and balanced analysis of work packages and resources aimed at achieving the project goals;

development of a system for the distribution of resources and the appointment of responsible executors;

control over the progress of work - comparison of the planned parameters of work with the actual ones and the development of corrective actions.

Resources are the supporting components of the project work, including performers, energy, materials, equipment, etc. Accordingly, it is possible to associate the resource requirement function with each work and calculate the resource requirements for the project as a whole by scheduling methods, and to ensure that the requirements correspond to the availability or possibilities of providing resources by the methods of leveling.

There are two main methods for planning project resources (see Chapter 13 for more details):

resource planning under time constraints;

planning with limited resources.

The first approach - resource planning with a time limit involves a fixed date for the end of the project and the assignment of additional resources for overload periods.

The second approach - planning with limited resources - assumes that the initially given amount of available resources cannot be changed and is the main limitation of the project.

As a result of resource planning, the project manager gets the opportunity to move on to the next phase of resource management - to organize their procurement and supply.

Inventory management project

As is known, necessary condition the successful implementation of the project is the timely delivery of material and technical resources in accordance with project documentation and technology for the implementation of the project.

The main tasks of providing the project with resources are considered at the earliest stages of development of the project concept. The fact is that many projects are extremely financially, energetically and technically capacious undertakings. Often, the factor of resource provision turns out to be decisive when making decisions. strategic decisions by project. In this regard, procurement and supply in the context of PM, as a rule, are singled out as an independent subsystem of the project.

As noted earlier, procurement and supply are two interrelated processes. However, the process of supplying material and technical resources is a relatively independent area of ​​activity. In a broad sense - the management of logistics, the movement of inventories, information flows, a logical chain in relation to production, management automated systems. The science of planning, control and management of transportation, warehousing and other tangible and intangible operations performed in the process of bringing raw materials and materials to manufacturing enterprise, intra-factory processing of raw materials, materials and semi-finished products, bringing finished products to the consumer in accordance with the interests and requirements. Volodin V.V. "Project management"

Methods for planning logistics in a project environment

AT last years new methods and technologies based on the concept of logistics began to be used in the practice of logistics for projects.

The concept of logistics is multifaceted. In the very general view it is defined as the science of management (planning, organization, control) of the movement of material and related information and financial flows from the primary source to the final consumer.

Logistics in the field of logistics is understood as the science of:

rational organization of production and distribution, which comprehensively studies the supply, marketing and distribution of means of production;

a combination of various activities in order to obtain the required amount of products at a predetermined time and in a predetermined place in which there is a need for these products;

interaction of all elements of production and transport systems - from production to consumption;

management of the process of physical distribution of products in space and time;

· integration of production and transportation processes, including all transport, loading and unloading and other operations requested by the clientele, and their necessary information support;

planning, management and control of the material flow entering the enterprise, processed there and leaving this enterprise and the information flow corresponding to it;

planning, management and control of material, information, human and energy flows;

· physical distribution of material resources, technical, technological, organizational and information support of this process.

The purpose of logistics is to meet the needs of consumers based on the optimal management of material flows, for which information flows are organized in logistics.

Material flow - products considered in the process of applying various logistics operations to it (transportation, warehousing, etc.) and related to the time interval.

The most common logistics operations with material flows are warehousing, transportation, picking, loading, unloading. Vehicle etc. Logistics operations with information flows corresponding to material flows can also include the collection, storage and processing of data.

Thus, material flows are formed as a result of transportation, storage, operations with raw materials, semi-finished products, finished products, starting from the primary source up to the end consumer. "Project management"

Chapter I Conclusions

A project is a purposeful, pre-analyzed and planned set of interrelated activities to create or change an object (set of objects) aimed at achieving predetermined goals within a specified period of time, with an established budget and a certain quality.

The project life cycle can be divided into three main semantic phases:

· pre-investment including, for example: preliminary study, feasibility study (feasibility study), analysis of investment opportunities;

· investment, including, for example: a report on investment opportunities, negotiation and conclusion of contracts, design, execution of works, training of personnel;

· operational, including, for example: acceptance and trial run, equipment replacement, expansion, innovation, reaching design capacity.

Planning is a set of interconnected procedures. The first stage of project planning is the development of initial plans, which are the basis for developing the project budget, determining resource requirements, organizing project support, concluding contracts, etc.

The main purpose of planning is to build a project implementation model. It is necessary to coordinate the activities of the project participants, with its help the order in which the work should be performed is determined.

Project plan - a set of tasks united by a common goal, which must be completed in a certain sequence and in deadlines. At its core, a plan is a model of the future, a scenario for the development of events.

Project planning - bringing the system from the desired state to the possible.

The planning process is a dynamic, systematic, continuous process of understanding long-term goals and objectives, and finding ways to solve them.

The goals of planning are the formation of mutually agreed upon characteristics of the desired and potentially feasible results of the project implementation within the given constraints on the basis of anticipating the possible dynamics of the project development and options for future solutions.

Resource management is one of the main subsystems of project management. Includes the processes of planning, purchasing, supplying, distributing, recording and controlling resources, usually labor and logistics. The concept of "resource" in the project management methodology is interpreted broadly: everything that a project has - including labor, financial and material and technical resources, the project team, time (durations, deadlines), information, knowledge and technology - is interconnected project resources.

Project management is usually divided into two main types:

· Non-reproducible, stored, accumulated resources;

· Reproducible, non-storable, non-accumulative resources; Volodin V.V. Project Management, Project Management

Mazur I.I., Shapiro V.D., Olderogge N.G.