Management of Information (Soft) Impacts on Projects and Programs

Yuriy Teslya; Lyubov Kubyavka

doi:doi:10.12737/5842

Management of Information (Soft) Impacts on Projects and Programs

Published в Scientific Research and Development. Russian Journal of Project Management · Volume 3, Issue 4, 2014 · Pages 25–32 · Rubrics: Portfolio, programs and projects management methodology

DOI 10.12737/5842

Received: 30.09.2014 Accepted: 17.12.2014 Published: 17.12.2014 Language of publication: RUS

Authors

Yuriy Teslya · Lyubov Kubyavka

ABSTRACT

Modern concepts related to elimination of negative impacts consequences on projects and programs have been considered. Approach of management by the prime cause of emergence of risks, changes, conflicts, etc. – influence management – has been offered. Classification of impacts on projects and programs has been executed. It has been shown that for creation of control systems for projects or programs it is necessary to deviate from the traditional scheme of risks, problems and changes management as management of such process, and to pass to management of these "diseases" primary source – impacts on the project or the program. It has been offered to use mathematical apparatus of soft interaction theory as scientific and methodical basis for finding an optimum decision on minimization of expenses for negative impacts consequences elimination. Based on entered into soft interaction theory values of determination and information awareness a mathematical model for calculation a measure of impact on projects and programs has been offered. Strategies of management by negative impacts on projects and programs have been presented.

KEYWORDS

information interaction risk management management of changes management of influences.

Information Text References

Authors:

Type:

Article

Pages:

from 25 to 32

Status:

Published

Language:

Russian

Keywords:

information interaction, risk management, management of changes, management of influences.

Text

1. Постановка проблемы

Реальное выполнение любого проекта, как правило, никогда не проходит согласно плану. В ходе реализации проектов могут варьироваться требования заказчика, условия выполнения работ, возможности по финансированию и ресурсному обеспечению. Все это влияет на проект и приводит к возникновению проектных отклонений – расхождению плановых и фактических показателей проекта.

Причиной возникновения проектных отклонений являются различные воздействия. Воздействия приводят к изменению в поведении субъектов проектов. Чаще всего это информация, которая «заставляет» работающих в проекте менять его структуру, план, бюджет, конфигурацию, продукты, процессы, решения и т.п. Получается, для того, чтобы уменьшить риски, изменения, проблемы, конфликты, необходимо управлять их первопричиной – отрицательными воздействиями на проект. Поскольку результатом воздействий является изменение отношения участников проектов к их сущностям, к управленческим решениям, то можно применить математический аппарат теории несилового взаимодействия к управлению воздействиями. В частности, применить инструменты несилового организационного управления. Решению этой проблемы посвящена данная статья авторов.

References

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