IT Outsourcing as the tool of development of system menedzhyomenta the organisation and an information infrastructure of management

As it has been shown in the previous materials of research, sovreyomennaja the economy develops in the conditions of intensive tsifrovizatsii. TSifrovizatsija - difficult and multiplane process, which transforyomiruet on only methods of business dealing, approaches to management hozjajyostvennymi units, but, including, and a wide range social proyotsessov, influencing style of a life, valuable installations of people, methods of their social interaction etc.

All these diverse changes find reflexion, including, in the state strategy and programs. In particular, in Russia raspoyorjazheniem the governments it is confirmed and the program Digital economy of the Russian Federation is realised since 2018. In foreign countries nayobljudajutsja similar processes. As an example in table 1.6 priyoveden the review of national strategy of development of digital economy in a number of the foreign countries, the executed Bublikom N.D. and соавт.28

From the analysis of the given table it is visible, that in the world, especially in the developed member countries OESR to questions of development of IT Systems, their distributions and support of these processes the significant attention is paid. SootvetstYOvenno, competitiveness of the Russian companies in these conditions buyodet to depend including on that, how much they consider in the strayotegijah digital changes, was how much able and is effective they upravljayojut own IT Infrastructure.

Thus, today level of penetration of information and telecommunication technologies, development of the IT Infrastructure stayonovjatsja indicators of level of economic development on stranovom, reyogionalnom and branch levels. In turn, at level of the organisations
Development of an information infrastructure of management becomes the key factor of maintenance of their competitiveness.

Table 1.6

Priority of the purposes of development of digital economy in member countries OESR

(According to Bublika N.D. and soavt., 2018)

The purpose Priority (rank) Quantity of the countries, included aim national strategy
2017 2020


Perfection of services of the electronic government 1 0 21
Development telecommunication infrayostruktury 2 -3 22
Advancement connected with IKT abilities and kompetentsy 3 0 16
Safety strengthening 4 +2 18
Access expansion to data 5 +1 6
Stimulation of adaptation IKT by business, including small and average 6 -1 3
Stimulation of adaptation IKT in spetsiyoficheskih branches, such as zdravoohraneyonie, formation etc. 7 +1 3
Strengthening of protection of personal data 8 0 5
Strengthening of digital identification 9 0 2
Development IKT of sector, including mezhdunayorodnye the markets 10 0 2
Advancement of electronic commerce 11 -1 5
The decision of global calls, including InterYOnet the government, climate changes etc. 12 +1 1
Strengthening of protection of the rights of consumers 13 -1 0
Expansion of availability of the Internet, including for older persons and persons with the limited possibilities 14 +1 4
Preservation of an openness of the Internet 15 0 4
The additional purposes of national strategy
Encouragement of a science, innovations and predpriyonimatelstva 16
Providing of access to the Internet, to services and the information 12
Development of a digital content and culture 10
Expansion of use digital tehyonology 10
Working out of the standard approach to tsifroyovoj to environment 3

As a result, the balance between personal and technological komponenyotami management of the modern organisations is displaced in advantage posledyonih.

Lead, kreativnost, professionalism, stressoustojchivost, psychological readiness for changes etc. do not lose the znayochimosti in questions of achievement of efficiency of management. At the same time, the information infrastructure of management of the organisations creates the tool environment for activity of managers which is capable as multiplitsirovat positive effects of their activity, and to block them.

Thereupon, there is a transformation of this infrastructure in the crucial, strategic resource of the organisation defining it is, competitiveness and ability to a sustainable development. Owing to the importance of an information infrastructure of management organiyozatsy for their functioning and development, it becomes prioriyotetnym object of management that demands the account of its properties and the specificity caused by processes of digital modernisation of economy.

On the basis of the analysis of the special literature, experience of dialogue with predyostaviteljami expert community, a series of interview to representatives of IT Branch and chiefs of the various Russian organisations, we allocate following features of an information infrastructure of management of the organisation as object of management which are inherent in the present stage of development connected with expansion ispolyozovanija of IT Technologies and tsifrovizatsii of economic and social processes:

- Growth of technical and organizational complexity. InformatsionnoYOkommunikatsionnye technologies develop advancing, on sravneyoniju with other sectors of economy, rates. The availability of systems of work with the information becomes the integral attribute of a job rukoyovoditelej and experts that demands their technical association and oryoganizatsionnogo interface in uniform system information infrayo
Structures of management of the organisations. The volume and specificity (and, sledovayotelno, and expenses) these works of resources allocated for realisation tend to the accelerated growth;

- Integration into a global information infrastructure. RazYOvitie popular commercial and noncommercial informatsionnoyokommunikatsionnyh systems creates preconditions for expansion funkyotsionalnyh possibilities of an information infrastructure of management of the organisations at the expense of use of external resources. As an example of such use it is possible to result received wide rasprostrayonenie practice of a cloudy data storage and cloudy calculations. MeYOnedzhmentu the organisations in these conditions the availability of special knowledge concerning prospects of development of a global information infrastructure, an order and possibilities of use of its resources is required;

- Merging of information subsystems of management tehnologicheyoskimi and managements-processes. Today formation noyovogo a phenomenon is observed: kiberfizicheskih the systems uniting, on a basis razviyotoj an information infrastructure, management of technological and office equipment, organizational and technological protsesyosami. Objective technological distinction between methods of management at different levels of hierarchy of the organisation, management universalizuetsja is as a result levelled, and its processes are typified. But it is possible only at flexible and operative fine tuning information infrayostruktury to changed inquiries of managers;

- Continuous modernisation and perfection. Technical progress in sphere of information-communication technologies razviyovaetsja it is prompt. It reduces life cycle of elements and ustyorojstv an information infrastructure of management of the organisations, privoyodit to their accelerated moral obsolescence, a consequence of that is aggravation of possibilities of the indicated infrastructure and growth of expenses for its maintenance and development. The decision of these problems demands as professioyo
nalnogo the management basing on corresponding kompetentsijah, and modernisation of modes of use information infrayostruktury (joint access, equipment lease, replacement priobreteyonija reception of specialised services, etc.);

- Personification and gadzhetizatsija. At the expense of development of technologies inyoterneta things and integration of diverse systems in uniform infokom - munikatsionnoe space the structure of an information infrastructure of management of the organisations becomes heterogeneous, in them can work as the specialised systems which are in the property orgayonizatsii, and various personal systems (gadzhety) sotrudniyokov, clients and other business partners. It staticizes problems of maintenance of their compatibility and information safety;

- Intellectualization of the automated subsystems of management. As a part of information-algorithmic maintenance of management orgayonizatsy the share intellectual a component (expert systems, systems of support and decision-making, directory sisyotem, etc.) grows, that leads to the tendency of replacement of the routine administrative operations executed by staff, their robotised (avtomaticheyoskoj) realisation. This intellectualization in many respects bases on obrayobotke and interpretations of knowledge and kompetentsy, making intellektuyoalnyj the capital of the organisations, and demands special vysokoprofessioyonalnyh efforts.

The considered features increase the importance of efficient control development and functioning information infrayostruktury managements of the organisations, present to this activity poyovyshennye requests, including professional, as a result foryomirujutsja preconditions for expansion of practice of IT Outsourcing, as technologies of the successful decision of problems of a supply with information sisyotem management of the organisations. Thus for management of IT Outsourcing we suggest to use more widely possibility of the design approach.

Let's notice, that now when environment changes occur quickly enough, strategic management on the basis of interrelation of projects of IT Outsourcing and the projects which are carried out in the company, can become a basis for development organizational konkurenyotosposobnosti. Unconditionally, many organisations carry out the dejayotelnost, not being based on strategic management of a portfolio proyoektov, however frequently it can result not only in certain complexities in forming of their competitive advantage on rynyoke, but also to defeat in long-term competition.

Strategic management of a portfolio of projects (projects of IT outsourcing and company projects) represents activity oryoganizatsii, directed on production of the goods and-or services within the limits of realised projects for satisfaction of external or internal demand. Thus, the company which carries out IT autsorsingovyj the project, can be both the independent organisation - the partner of the large organisation-client, and its part (in frameworks vyyopolnenija design works of realisation of one their organizational proekyota or several) [29].

Strategic management of a portfolio of projects can be carried, in bolshej degrees, to a kind of time organizational structure which assumes initsiatsiju time organizational processes on proyoizvodstvu production and-or rendering of services corresponding to the general strayotegii the organisations [30]. As a rule, any design activity napravyolena on achievement of a definite purpose within the limits of fixed bjudzheyota, time borders and demanded level of yield [31].

Hence, the project allows in bolshej to degree skontsentriroyovatsja on result and to improve activity coordination of all organiyozatsionnyh company structures (including entering into this structure It-autsorsera). However it can lead significant peremeshcheniyojam within the limits of organisation divisions, and also to duplication funkyotsy since many divisions can participate in different projects, kazhyodyj from which has the priority in strategy realisation. At the same time strategic management of a portfolio of projects is not necessary rassmatriyovat as a certain method or the tool directed on uluchsheyonie of productions. The concept of strategic management in bolshej is directed degree by a portfolio of projects on creation opredeyolyonnyh frameworks of activity of the company which help to create sobstyovennye competitive advantages in the market [32].

Forming of organizational activity in conformity with konyotseptsiej strategic management of a portfolio now obuyoslovleno significant differentiation of demand in the professional and consulting companies, and also in highly technological otrasyoljah [33]. The structure of organizational management influences structure upravyolenija portfolios and projects which are realised in frameworks organizayotsii. Main principle of construction of design structure is the concept of the realised project which is understood as any tselenayopravlennoe change in system, for example, development and production noyovogo items, introduction of new technologies, building of objects etc.

To the basic organizational structures answering to principles portfelnogo of design management, it is possible to carry functional, linear, divizionalnuju, matrix and design structures (tabliyotsa 1.7). These organizational structures can be in that or

Other degree are used within the limits of the design organisations. OrganizaYOtsionnaja the structure represents set of methods vzaimodejyostvija the divisions of the company directed on achievement of main objectives of its activity.

Comparison of organizational structures

Table 1.7

Indicator LinejnoYOfunktsionalnaja structure Matrix structure Divizionalnaja structure Design structure
System playonirovanija and arrangements of priorities Problems funktsionalyonyh podrazdeyoleny have a priority The coordination of priorities of the project with zadayochami funktsioyonalnyh podyorazdeleny is necessary Priority problems and the purpose proyoekta, napravlenyonye on realizayotsiju have strategy Problems and a project objective have a priority
System konyotrolja proekyota The management is carried out through funktsioyonalnyh rukoyovoditelej The management is carried out through funktsioyonalnyh rukoyovoditelej The project control carry out ruyokovoditel proekyota and the chief of the organisation soyovmestno The project head polyonostju konyotroliruet isyopolnenie proyoekta
Entering possibility izyomeneny in the project It is hindered Can vozniyokat difficulties Process provedeyonija changes is simple, if they are co-ordinated with strategy Process proyovedenija izmeyoneny dostayotochno is simple
Quality vyyopolnenija rayobot on proekyotu The control kacheyostva demands efforts and is often inefficient Significant efforts trebuyojutsja from rukovoyoditelja the project The chief proyoekta spends few resources on obesyopechenie qualities of the project The project head spends few resources on obespecheyonie qualities of the project
Influence of the project on organisation structure The insignificant Average High, vozmozhyona reorganisation of existing structure if it promotes realisation strayotegii High, vozyomozhna reorgayonizatsija sushcheyostvujushchej structures

The hierarchical form of realisation of activity it is possible predstayovit in the form of linearly-functional organizational structure. It represents hierarchy in which frameworks each employee has
The direct chief also executes accurately certain functions. Fulfilment of works at linearly-functional structure nayohoditsja under the strict control, not allowing introductions any noyovyh methods of realisation of activity since a main objective organizayotsii within the limits of similar structure often enough is issue stanyodartizirovannogo a product. Thus, the basic feature of liyonejno-functional structure the debugged controlling mechanism, differing as absence of flexibility of the organisation, zatrudyonjajushchy interaction of functional divisions and cost-consuming in decision-making process acts.

Divizionalnaja the structure also concerns type of hierarchical structures, but exists at level of divisions of the large organisations. Divizionalnaja the structure differs allocation independent podrazdeyoleny within the limits of directing agency for the purpose of creation bolshej proizyovodstvennoj flexibility. Structurization of the companies in divisions can be caused by such principles, as: feature manufactured proyodukta, orientation to certain type of the consumer, geographical osoyobennost activity etc. should notice, that divizionalnaja struktuyora divides strategic and operational levels in organizational structure of management, creating company functional units at operative level. Hence, divisions become capable to react more fast to changed conditions of the competitive environment, tehyonologii and a level of demand that improves coordination of functional activity.

The design structure of management is focused on the organisations, whose activity is presented mainly design activity, otyolichajushchejsja by integrated approach, continuous coordination, and also zhyostyokimi budgetary, qualitative and time restrictions. In proektyonoj to structure certain functions, for example, the accounts department, marketing, strategic planning, can be transmitted on the uppermost
Level of structure of management. The role of functional divisions within the limits of design structure consists in realisation separate proekyotov. Design structures are connected with the organisation of projects of complex character, high administrative expenses, flexibility and fast reaction to changes of a market situation.

The matrix organizational structure combines principles proyoektnoj and linearly-functional structures. Thus, each ediyonitsa matrix organizational structure except submission neposredyostvennomu to the chief is included into the group performing certain function. The given structure is enough flexible and supplies completeness of the information between organisation divisions, however can face a double subordination problem. There are some subspecies of the matrix structures, differing degree proektoorienti - rovannosti: the simplified matrix structure (it is approached to funktsioyonalnoj the organisations), strengthened (is approached to proektnoyoorientirovannoj to structure) and balanced.

Organizational structures which can be applicable in proyoektnyh the organisations, make significant impact on the organisation of processes within the limits of projects, programs and organisation portfolios. neobyohodimost fast to react to changes, to adapt to new usyolovijam the market and to satisfy new requirements largely has affected transition from functional to design-focused


To structures of the organisation of activity [34].

Within the limits of design management achievement of project objectives proyoishodit by means razbitija the project for separate works (problem), kayozhdaja from which it is aimed at achievement of an ultimate goal. Project problems are interconnected among themselves and represent a series continuous vzaimoyosvjazannyh actions. Hence, design management in bolshej degrees is entered in the process approach of management, which rassmatyo
rivaet management as a continuous series interconnected upravlencheyosky functions. Each administrative function in itself represents the process consisting of interconnected actions. Thus, proyotsess managements unites all functions necessary for realisation of the project.

Object of management within the limits of the process approach is bizyones-process - stable, purposeful set vzaimosvjazanyonyh kinds of activity which on certain technology will transform inputs to the exits which are of value for the consumer [35]. What not proyotivorechit, and even supplements, considered earlier in research osnovyonye making definitions of concept "outsourcing".

The process approach is convenient enough for realisation upravleyonija the organisation since allows to delegate authorities and otvetstvenyonost, reduces quantity of levels of decision-making, automates fulfilment of business processes. Moreover, it unites four upravyolencheskie functions: planning, the organisation, motivation and the control that does its rather convenient for managers of the organisation.

The process approach, as well as outsourcing principles, is aimed on povyyoshenie flexibility of business, reduction of time of reaction to changes rynyoka both an environment and improvement of results of activity of the organisation as a whole. Constant changes of conditions of the market promote razyovitiju managements of the organisation not as managements of set otyodelnyh functions, and as set of business processes, which opreyodeljajut the basic features of activity. Introduction process podyohoda in the organisation can be broken into some stages:

• the network of business processes of the company emerges;

• ranging of processes on the importance;

• submission of processes in the form of models as is (model AS-IS);

• realisation of the analysis of the constructed models and revealing of "bottlenecks" of processes;

• construction of model on the basis of the received results as is necessary (model TO-BE) (with observance of the same sequence dejstyovy, as in a case with models AS-IS).

According to one of classifications, organizational processes mozhyono to divide into basic and auxiliary (supporting). OsnovYOnye processes are directed directly on production of the basic product of the organisation or on project objective achievement, auxiliary processes are the processes which have been not connected directly with production, but directed on successful course, for example, analytical operayotsy or administrative processes. Each business process in frameworks proyoekta has the resources, the suppliers and consumers which moyogut to be both external, and internal.

Hence, the process approach assumes availability of key elements within the limits of fulfilment of each work of the project to which can be carried (fig. 1.4): the process input, a process exit, resources, vladeyolets process, consumers and suppliers of process etc. Costs also otyometit, that inputs of one process in design management are vyyohodami other process (work) or several parallel protsesyosov.

Often enough design activity defines management of a portfolio of projects as the organizational strategy applying proyoekty and the programs as complex managerial processes portfeyoljami of the organisation. Thus, the IT Outsourcing consisting from opredeyolyonnyh of processes, it is possible to consider as a portfolio of projects or the project which is a part of a portfolio. The portfolio of projects is sovoyokupnost the projects realised within the limits of one organisation, that obuyoslavlivaet their competitiveness for the limited resources. Management portyofelem projects is a dynamical decision-making process, as peyo
rechen projects realised by the organisation constantly varies in zavisiyomosti achievements of the results, to corresponding stages of realisation oryoganizatsionnoj strategy [36 [37].

Fig. 1.4. The scheme of the process approach


Reflexion of the process approach to management in a management portyofelem organisation projects (IT Outsourcing projects, programs and organisation projects) is possible by means of possibility predstavleyonija projects and programs as the interconnected processes of a portfolio. It is necessary to notice also, that principles of the process approach in management of projects can be completely shifted on management of portfolios since each project will have the inputs and exits, resources, postavshchiyokov and consumers, and also will be or the basic, or the auxiliary project-processes within the limits of a portfolio, according to designated by us earlier in research of interrelation of outsourcing with levels strategiyocheskogo managements of the organisation and processes corresponding to them.

Thus, the concept of division of each project for works and their submission in a kind, some kind of, the network count it is applicable and for a portfolio of projects where each project will be presented as separate work. "Exit" of one project will be in this case "input" for druyogogo the project; and as to parallel projects their "input" and-or "exit" can coincide, influencing, thus, on realisation posleyodujushchih projects (fig. 1.5 see.).

Fig. 1.5. Application of principles of the process approach to management of a portfolio of projects.

Application of traditional functional structure in organizayotsii activity is based in bolshej degrees on the precondition that there is a continuous stream of production standardised proyoduktsii. Design management demands from employees of the organisation of significant coordination and communicative skills, abilities byyostro to make of the decision.

Design management allows to concentrate on achievement of one purpose while functional managers participate odyonovremenno in several projects of the company. It is necessary to notice, that funkyotsionalnye structures are not denied by the design organisations and can be used often enough together with other types of structures. However the success of design activity will depend in this case
As well from ability of employees of the organisation to development new navyyokov and from ability to use the knowledge and experience in changed usloviyojah work [38 [39].

Achievement of the purposes of projects of the organisation (projects of IT Outsourcing and the projects of the company realised at various levels of its management), defining achievement by the purpose of its portfolio, it is connected with that strategy which the company adheres. Achievement competitive preimuyoshchestv, on the basis of design management means interrelation proyoektnoj strategy, strategy of portfolios and the general strategy of the organisation. For this reason, design management should be integrated with strategic installations of the company.

Many researchers correlate strategy of the organisation with proektyonym management by means of management of a portfolio of projects. In this case, design management of portfolios means constant check of projects on their conformity of strategy of the organisation. SledovaYOtelno, on managerial process by an organisation portfolio of projects znachiyotelnoe influence is rendered by a company strategy, and a main objective upravyolenija a portfolio is selection, ranging, a coordination and rasyopredelenie the limited resources between organisation projects, vhoyodjashchimi in a portfolio. For this reason significance in upravleyonii a portfolio is paramount accept such questions, as: an estimation of the project from the point of view of organisation strategic targets, ranging of projects and races -

39 stanovka priorities between them.

The project strategy is a prospect, positioning and rukovoyodstvo to what to do and how to act, to generate stabilyonoe competitive advantage and as much as possible to increase return from proyo
ekta in his environment [40].formirovanie stable competitive advantages of the project it is carried out at all levels of realisation of its strategy, kotoyorye are directly connected with levels of organizational management, i.e. organizational structure of the design organisation.

Managerial process by portfolios and projects in the organisation can be divided into some interconnected stages, that in turn helps to increase probability of achievement of a project objective since svoevreyomenno changes can be made to strategy of a portfolio or otdelnoyogo the project that will allow to lower risks and in bolshej degrees to use environment possibilities. Strategic management of a portfolio or the project is based on the life cycle, which each phase trebuyoet applications of special management methods. Application of those or others meyotodov, unconditionally, depends on type applied organizational strukyotury the company and features corresponding to it.

Creation of a portfolio of projects is directly connected with creation of a pool of projects which can be potentially realised within the limits of the organisation. The pool of projects at the stage of formation of a portfolio of projects represents a pool of ideas (investment demands), each of which is subject to an estimation and selection from the point of view of conformity strategic tseyoljam to the organisation and a realisation urgency in the developed external and internal conditions.

If the investment demand conforms the requirements organizayotsii, its detailed study begins: the business plan, rasyosmatrivajutsja alternatives technological and organizational vozmozhyonostej project realisations is made, the financial model is under construction, economic return from the project, methods of financing etc. After that settles up, the phase of selection of projects in a portfolio with allowance for it finansoyovyh and other restrictions, since in the conditions of limitation of resources kompayo begins

nii it is necessary to carry out prioritizatsiju projects from the point of view of their strategic importance. Then, the planning phase portfeyolja the projects, consisting in start of the selected projects (creation UsYOtavov of projects, appointment of managers, formation design strukyotur, fastening of functions to executors etc.) (fig. 1.6) begins.

Fig. 1.6. Life cycle of management by a portfolio of projects

Fig. 1.7. Managerial processes by a portfolio of projects [41]

The majority a component of process of strategic planning of management of a portfolio of projects, such as: organizational structure, the monitoring system of realisation of projects of a portfolio, monitoring external and

The internal environment of projects of a portfolio - make essential impact on a company portfolio at all stages of its life cycle. The standard of management of a portfolio of projects, developed by association on upravleyoniju projects Project Management Institute (PMI), represents processes of realisation of a portfolio of projects in more details (fig. 1.7).

Managerial processes by a portfolio of projects depend on life cycle of each of the projects entering into it. According to association PMI, the model of life cycle of the project, described in PMBOK, consists from chetyyoryoh stages, in each of which key stages and participants are allocated, character of activity, and also level administrative, isyopolnitelskih and the general costs (tab. 1.8 [42]) is defined.

In addition to offered PMI life cycle models proekyota use of five-phase model of life cycle (fig. 1.8) in which not only phases of planning and organiyozatsii the project are divided is possible also, but also all managerial process is presented in the form of stages of planning and project realisation. Use of two these models of life cycle of the project allows to evaluate more full a stage, on kotoyorom there is a project and to define its basic characteristics.

The organizational structure of management can differ with a portfolio of projects largely depending on specificity and stages of realised projects. However, at portfelnom management neobhodiyomo an establishment of certain roles. Definition of roles in ramyokah managements of a portfolio of projects can promote communication maintenance between level of strategic management in the organisation and urovyonem managements of projects and programs (fig. 1.9).

Table 1.8

Quadriphase model of life cycle of the project


Strategic management of a portfolio of projects means dejayotelnost, directed on achievement of strategic targets organizayotsii by formation, optimisation, monitoring and the control, upravyolenija changes of a portfolio of projects in the conditions of defined ograniyocheny.

Fig. 1.8. Life cycle of project control [43]

Fig. 1.9. Interrelation of factors portfelnogo managements

Let's consider system of indicators of results of the project on a basis moyodelej key criteria of measurement of success of the project.

The projects which purposes are brought into accord with strategy

44 companies, are a basis of competitive advantage of the organisation. A main objective of management of projects for today is not management of terms of projects, their cost and quality of the executed works, and achievement of the purposes of strategy by means of projects [44 [45] [46] [47]. Such obrayozom, many scientists agree in opinion, that successful realisation proekyota should be considered from the point of view of achievement of strategic targets of the organisation since when project objectives and the organisations are connected among themselves,


There is a realisation of organizational strategy.

Moreover, realisation of strategy of the organisation occurs then, koyogda set of actions conducted by the company does not contradict its strategy. So, for example, it is necessary to adjust interaction razyolichnyh company elements: organizational structure, processes, external and internal mutual relations, and also various resources (the information, human resources, the finance, program obespecheyonija, IT Infrastructures etc.) - that will promote in aggregate to realisation of strategy of the organisation.

Company strategy realisation through projects allows soglasoyovat to organisation strategy at different levels by means of the coordination of their purposes, that in turn can promote formation dolgoyosrochnyh competitive advantages. Reflexion of strategy of the organisation in strategy portfelnogo, program and design management vkljuchayoet in itself not only creation of a certain infrastructure of management,


But also adjusts interrelations between various elements of the company.
Hence, there is an estimation of each project of the company from the point of view of its influence on achievement of organizational strategy.

The project estimation plays the important role in the course of understanding and opreyodelenija key factors which can influence it usyopeshnuju realisation. The success of the project depends on a considerable quantity fakyotorov which are difficult enough for defining since they have subektivyonyj character. Hence, definition of success of the project is not universal, but depends on its type, level of the complexity, involved participants etc. [48] successes of the project Traditional measurement are connected with dosyotizheniem its purposes, and also fulfilment in the set terms at opredeyolyonnom budget level. Criteria of success of the project is a set of principles and standards with which help desirable results can be dosyotignuty with the set level of resources.

Researchers have developed multidimensional concepts of an estimation at level of the project, a portfolio and the organisation which consider upravyolenie projects from the point of view of balance of resources of the organisation, sootvetstyovija company strategies and creation possibilities sinergeticheskogo effekyota from management of a portfolio [49]. General characteristics of success of the project usually include an estimation of the market indicators reflecting vyyopolnenie of plans of sales and commercial making activity of the project [50]. It is necessary to notice also, that, according to many scientists, provedeyonie an estimation of financial indexations of the project it is not enough for opredeleyonija its success [51].

According to earlier conducted researches, the project can schitatyosja successful, if has been finished in time (the time criterion), is executed in
Budget frameworks (monetary criterion), has reached all originally ustayonovlennyh the purposes (criterion of efficiency), it is accepted and it is used by for whom has been intended (criterion of satisfaction) [52 [53]. Later researches indicate that a little bit other criteria should be considered in the course of an estimation of successful realisation of the project. So, nayoprimer, it is necessary to evaluate external efficiency of the project, i.e. influence of the project on its ultimate consumers, and also on a distance -

„- 53

nejshee organisation development in which frameworks it was realised.

On the basis of the analysed researches various the author, sisyotematizirovannyh in a format of tab. 1.9 allocating components of success of the project, we had been allocated the basic characteristics for modelirovayonija systems of indicators of results of the project (fig. 1.10): an estimation of managerial process of the project; an estimation of organizational system; an item estimation

Organisation product in the market.

Fig. 1.10. System of indicators of results of the project

Table 1.8

The author Indicators of measurement of success of the project
Ashley D.B., Lurie C.S., Jaselskis E.J. (1987) Six criteria of measurement of success of the project:

- Outturn of the budget;

- Realisation terms;

- Satisfaction of the client;

- Functional interrelation of elements of the project;

- Satisfaction of suppliers and contractors;

- Satisfaction of the manager of the project/command of the project.

Atkinson R. (1999) Three components of success of the project:

- Process (cost; time; quality; efficiency);

- System (advantages of interested parties; criteria, ustanovyolennye the manager of the project, the chief of the organisation, potrebiteyoljami, members of a command; an estimation of changes of system of the organisation);

- Advantages (influence on the consumer, influence on success organizayotsii).

Lim C.S., Mohamed M.Z. (1999) mikro - And makro - a sight at success of the project:

- Criterion of completeness: time, cost, quality, proizvoditelyonost, safety;

- Criterion of satisfaction: the proprietor, the consumer, zainteresoyovannye the parties (contractors, suppliers), company.

Shenhar A.J., Dvir D., Levy O., Maltz

A.C. (2001)

Four components of success of the project:

- Efficiency of the project (short-term criterion): terms, the budget;

- Influence on the client (the result consumer/user): udovletvoyorenie functional requests, satisfaction technical treyobovany;

- Influence on the organisation (activity estimation): quality, the general improvement of activity of the organisation;

- "Preparation" for the future (long-term criterion): preparation orgayonizatsii and its technological component to the future.

Chan A.P.C., Chan

A.P.L. (2004)

The consolidated system of measurement of success of the project:

- The budget;

- Time;

- Safety;

- Satisfaction of participants;

- Satisfaction/expectation of consumers;

- Influence on ecology;

- Commercial value;

- Quality.

Westhuizen D., FHΓzgerald, E.P. (2007) Two indicators of success:

- Success of project control (time, the budget, satisfaction zaintereyosovannyh the parties, quality of managerial process);

- Success of a product of the project (success of a product or the added value, satisfaction of consumers, an estimation individual and organizatsiyoonnogo effects).

Haughey D. (2008) Four levels of success of the project:

- Success of project control (time, the budget, quality);

- Repeated success of project control (predictability of results);

- Success of the project: the reached results;

- Success of the organisation: strategic applicability of results, dobavyolenie values in strategy.

Indicators of measurement of success of the project

Internal indicators of results of the project include an estimation of the organizational system influencing realisation of the project, and also an estimation of managerial processes of the project of the company. The estimation of organizational system is directed on definition of conformity of strategy of the realised project of the general company strategy, and also an estimation of organizational structure of the company and the project for the purpose of definition of communicational linkages between participants of the project. The given type of an estimation is kachestyovennoj an analysis component. The estimation of conformity of strategy organizayotsii and project strategies is important in the course of definition of results proekyota since many researchers come to conclusion in the works that the success of the project consists in realisation with its help of a company strategy.

The estimation of internal interested parties of the project is aimed at an estimation of communications within the limits of organizational structure of the project and the company. Within the limits of one company or group of the companies can vypolyonjatsja some roles for this reason forming internal komyomunikatsy is one of the most important components of success. Low level of communications and communication between participants of the construction project can become the defining factor of low level proizvodiyotelnosti both at a planning stage, and at a stage of realisation of the project.

The estimation of managerial process of the project is directed on measurement efyofektivnosti managements of project processes: definition of the general harakyoteristik the project: (terms of realisation of the project, outturn of the budget, kacheyostvennyh characteristics, maintenance of safety of fulfilment of the project). The given indicators carry both qualitative, and quantitative harakyoter. Project control on time parametres is connected with obespecheyoniem duly realisation of separate stages of the project, that in konechyonom a result influences the project as a whole. Project time management svjazayono, first of all, with scheduling, the control of fulfilment 57

Works, the analysis and regulation of processes of in-progress activities. BolYOshaja the part of problems in any project can be connected with a stage planiyorovanija works since it is difficult enough to plan divergences with kayolendarnym the plan, connected, for example, with weather conditions and pereyobojami deliveries of materials.

Works of the project demand sequence, and also their big part is connected with the standards regulating not only opredelyonyonye industrial and technical characteristics of works, but also vremenyonye requests to their fulfilment, connected with features ispolzueyomyh materials. Unconditionally, in repeating projects probably isyopolzovanie last experience for more exact definition of time and sequences of fulfilment of works, however projects seldom happen typical and application of new technologies and workings out demand. Realisation terms, outturn of the budget and qualitative characteristics dostayotochno are hardly connected in any project. Hence, delay sroyokov fulfilment of projects can often lead to the over-expenditure of means and decrease in quality of works.

Cost management and financing fulfilment and the budget control proekyota play the important role since supply formation. Management of the budget is connected with fixing of budget on all kinds of works and acquired materials. Features of many projects podrazumeyovajut attraction of money resources from different sources in which moyogut to enter not only own means of the organisation, its various structures and financial institutions, but also means of consumers of a product of the project. The given feature imposes additional risks and ograyonichenija, on similar sorts, projects which complicate their realisation.

It is necessary to notice also, that feature of budgetary management in the design organisations is their formation round the certain project during all time of its realisation unlike funktsioyonalnyh structures where responsibility for budget formation lays
On functional divisions which report about it ispolyonenii for certain accounting date.

The estimation of quality management of the realised project is aimed at maintenance of conformity of result of the project to requirements of consumers of its product. Quality of conducted works at each stage influences on koyonechnyj a product since all works are executed stage by stage and should vyderyozhivat requests of standards on their fulfilment and use mateyorialov. Hence, the revealed defects on each of stages dejayotelnosti should be eliminated before will be carried out peyorehod to a following stage of works, i.e. quality of production is frequent formiruyoetsja at various production phases.

Quality of a product depends on a considerable quantity of factors: kacheyostva planning, observance of the "know-how", quality konstyoruktsy and materials, qualification of managers and inzhenernoyotehnicheskogo staff. Moreover, at the analysis of quality of a product proekyota it is necessary to consider both industrial, and consumer kacheyostvo. Industrial quality is connected with production. Potrebitelesky quality is defined by degree of conformity of a product trebovayonijam the consumer.

Management of safety of the project important for the analysis from a point zreyonija maintenance of realisation of the project for the organisation, employees komyopanii and environment. Management of safety important at all stages of realisation of projects both for maintenance of norms labour dejatelyonosti, and for cover of unforeseen expenses and maintenance reputayotsii the organisations which influences its position in the market. Such obrayozom, it is necessary to conduct planning of the actions which are ensuring safety of activity; motivation of their fulfilment; the organisation of interaction of all groups involved in realisation of the project; vyyopolnenie the planned and regulated actions; and also their control.

As to ecological safety of the project it includes an estimation of in-progress activities and results of the project on environment. Conformity of the project to ecological requests is defined by the control over observance of such requests by means of the state expert appraisals directed on prevention of pollution. ZakonodatelYOstvo means collection of fines for environmental pollution owing to realisation of projects which can be significant above costs on maintenance of ecological safety.

Definition of advantages of the organisation is aimed at definition influence of the project on various components organizational dejatelnoyosti. The estimation of the given indicators is aimed at definition external reyozultatov the project, i.e. revealing of the changes which have occurred as a result of realisation of the project in mutual relations with suppliers and podrjadchikayomi, consumers and competitors of the company. The estimation received rezulyotatov the project defines influence of the project on organisation activity in whole and its market position.

So definition of change of a share of the market, zaniyomaemoj the company, abilities of the company to compete under the price and druyogim to factors by means of the created product of the project, and also nali - chija/occurrences of financial resources which can be directed on the further development of the organisation, for example, is possible.

Definition of advantages/lacks of the organisation at a stage analiyoza results of design activity can be conducted on the basis of methods of the strategic analysis of the organisation which can be isyopolzovany for the strategic analysis of the project. Unconditionally, the part reyozultatov the project can be evaluated after the certain period vreyomeni after its realisation; however, their big part can make at once significant impact on new projects of the company and projects, nahodjashchieyosja in the course of realisation (according to the concept of management of a portfolio proyoektov).

It is necessary to notice also, that the offered system of indicators reyozultatov the project has universal character and activity of any organisation in not dependences on branch and activity principles can be applicable in design. The given fact is caused by that the indicators evaluated with its help have the general character and can be defined without dependence from an organisation accessory to any branch. The same principle is taken as a principle the methodology applied in predloyozhennoj to system of indicators of results: evaluation procedures of indicators takyozhe are universal and can be used at the analysis of activity of each company.

Thus, consideration of IT Outsourcing as one of components of all portfolio of projects of the organisation allows to create operatively on the basis of realisation of the process approach of the company sobstyovennye competitive advantages in the market. It becomes possible at the expense of accurate following to all basic stages portfelnogo upravleyonija the projects, the built interrelation of design strategy, strategy of a portfolio and the general strategy, transparent requests to all otvetstvenyonym for realisation of each project of a portfolio, conformity ustanovlenyonym to requests to results of projects and understanding of their influence on obyoshchy result of activity of all organisation.

Granting of qualitative IT Outsourcing with allowance for specificity of the company and features of its activity assumes availability standaryotov. Standards include the description of all projects transmitted on Sistemnyjit-outsourcing according to its basic funktsionalyonymi by blocks (fig. 1.11). [54]

Fig. 1.11. Business model of system IT Outsourcing.

Conformity IT аутсорсера to the considered complex of standards will allow to grant the given type of service to the companies with maintenance stayobilnogo a degree of quality and business model scaling in all territory of granting of IT Outsourcing.

Generalising, it is possible to tell, that within the limits of new business model, spoyosobnoj to function in the conditions of digital economy, change kayosaetsja, first of all, models of formation of additional cost because of sharp reduction of significance of intermediaries of all levels in ekonoyomike and increases in significance of an individual approach to formation of a product of the project of IT Outsourcing.


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A source: Repin Nikita Vasilevich. DEVELOPMENT of the INFORMATION INFRASTRUCTURE of MANAGEMENT by the ORGANIZATION With IT OUTSOURCING USE. The DISSERTATION on competition of a scientific degree of a Cand.Econ.Sci. Perm - 2018. 2018

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