What are the resources in the project. Methods for planning logistics in a project environment. Logistics management objects

8.1 Project resources

8.2 Resource management processes

8.3 Fundamentals of Project Resource Planning

8.4 Main tasks of procurement and supply

8.5 Organizational forms of procurement

8.6 Basic requirements for procurement and supply management

8.7 Inventory management

8.8 Logistics as a New Method of Logistics Management

Key terms

Selection of sources of procurement, Material flow, Assessment of procurement for the project, Evaluation of sources of procurement, Negotiations for procurement (supply), Planning for procurement by contract, Planning and organization of procurement and deliveries, Preliminary assessment of procurement opportunities, Verification (evaluation) of suppliers for procurement by the project, Procurement Cost Consideration, Environment Affecting Procurement, Project Procurement Strategy, Resource Management

Project resources

Resource management- one of the main subsystems of project management. Includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics. Control financial resources carried out within the framework of cost management.

In principle, the concept "resource" in the project management methodology is interpreted broadly - everything that the project has, including labor, financial and material and technical resources, the project team, time (duration, time limits), information, knowledge and technology, are its interrelated resources. And the main task of resource management is to ensure their optimal use to achieve the ultimate goal of project management - the formation of a project result with planned indicators.

This paper considers two interrelated groups of resources:

material and technical resources, those. raw materials; materials, structures, components; energetic resources; fuel; resources such as capacity or technological resources, i.e. machines, mechanisms for the implementation of the project; installed equipment, etc .;

labor resources, directly working with material and technical resources (for example, builders, car drivers, equipment installers, etc.).

Apart from the variety of types of these resources, it is advisable to distinguish two main types.

Non-renewable, stockpiled, accumulable resources in the process of performing work are consumed completely, without reuse... Unused in a given period of time, they can be used in the future. In other words, such resources can be accumulated with the subsequent expenditure of reserves. Therefore, they are often referred to as "energy" type resources. Examples of such resources are fuel, labor, disposable labor, and financial resources.

Reproducible, non-stockpiled, non-accumulative resources in the course of work, they retain their natural-material form and, as they are released, can be used in other work. If these resources are idle, then their unused ability to function in a given period of time is not compensated in the future, i.e. they do not accumulate. Therefore, resources of the second type are also called resources of the "power" type. Examples of resources of the "power" type are people and reusable means of labor (machines, mechanisms, machine tools, etc.).

The concept of resources is interconnected with the concept of "work", since resources are related not to the project as a whole, but to certain works performed in a planned sequence corresponding to the project schedule. Let's briefly dwell on the resource aspects calendar plan.

Within the framework of scheduling work on the project describes the resource requirements for work in the form needs functions. The need for work in the stocked resource is described cost rate function, showing the rate of resource consumption depending on the phase of work, or a cost function showing the total accumulated volume of the required resource depending on the phase.

The need for work in a non-stocked resource is given in the form needs functions, showing the number of units of a given resource required to complete the work, depending on the phase. Along with the functions of need, characterizing the tasks of the project, it is necessary to consider and availability functions(availability) of resources. The availability functions are defined in the same way as the requirements functions. The difference lies in the fact that the availability functions are assigned to the project as a whole.

So, their argument is not the phase of work, but the time (work or calendar). Examination resource feasibility schedule requires a mapping of the availability and resource requirements of the project .

Control material resources the project begins, in fact, in the pre-investment phase when developing a feasibility study, then at the planning stage the needs for resources and the possibilities of their provision are determined.

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

optimal resource planning;
logistics management, including:

resource procurement management;
supply management, including:
resource supply management;
resource inventory management;
management of the distribution of resources for the work of the project.

Figure 8.1 shows the structure of the logistics of projects.

As a result of mastering the topic, the student must:

know principles of organizing the provision of the project with resources; the main processes that provide project resource management; the main types of contracts with resource providers;
be able to build a hierarchical structure of project resources, decompose work on resource management, take into account fluctuations in resource load when scheduling a project;
own skills in applying methods to optimize resources and accelerate the project, determine the price of the contract when different types contracts, justification for the selection of suppliers of resources for the project.

PROJECT RESOURCE PLANNING

In modern project management methodology, the concept of "resources" is interpreted rather broadly. These include all objects and tools involved in creating a project product. The resource complex of the project forms the relationship of labor, financial, material and technical, information, intellectual, time and other resources. Therefore, under project resources understand the set of means of performing tasks used to implement a project and achieve its goals at a given level of quality.

In project management, there are two groups of resources - material and labor (Fig. 7.1).

This classification is due to the need to take into account the accumulation of resources and their reuse. Material resources are non-reproducible, and labor resources are reproducible. Irreproducible resources during operations are consumed either completely, irretrievably, or not completely, and then they can be accumulated for use in subsequent operations. Reproducible resources do not change their shape during operations and can be used in other works.

Rice. 7.1.

If these resources are not involved in a specific period of time, then their "capacity" cannot be accumulated for future project work.

The interrelationships of all types of project resources determine the identification of the main tasks of resource management, such as planning and optimal distribution of the resources necessary for the implementation of the project between separate types work in conditions of minimizing risks and taking into account existing restrictions on time, budget and availability of resources.

In order to ensure effective management project resources provide for the implementation of the following main processes: definition of constraints, iterative resource planning, procurement and supply organization, monitoring and control of resources. Let's consider the essence of these processes. Restrictions the project must be taken into account when developing the optimal profile of the use of physical resources, which are often in short supply. The restrictions take into account the limiting ratios of time and resources:

time limit assumes a fixed end date for the project and a minimum amount of resources. Additional resources may be provided for periods of congestion;
resource constraint assumes the maximum acceleration of the project completion time with a given amount of available resources, which cannot be changed. Resource support conflicts are usually resolved

by shifting the completion date.

Within clearly defined resource allocation criteria, the project manager's job is to find a compromise in the use of the time and resources needed to successfully complete the project.

There are projects where a number of tasks require a fixed amount of time. For example, some processes in production medicines(identification of conformity to purpose and requirements) are systemically limited. The technology provides that a new drug is tested for harmlessness and no risk to the consumer at a certain temperature regime for a given number of days. Increasing or decreasing the time will not give the desired test accuracy. In a system-limited task, no compromises are possible. Ensuring that resources are available exactly when they are needed is the single most important prerequisite for such project tasks.

Resource constraints at any given time cause specific scheduling problems, such as conflicts between two or more tasks in a project. Problems are resolved during search planning best option compromise on the use of resources, including time.

Process iterative resource planning is intended to develop a resource baseline that identifies the resource requirement for a project. The process begins with the assignment of resources to each operation of the project in accordance with the list established works... The need for resources is determined by two counter methods "top - down" and "bottom - up".

The distribution of resources by tasks is clearly fixed ™ at each level of decomposition of the processes required for the implementation of the project types of resources. So, at the highest level, the types of material, technical, human and financial resources can be determined. Further, each type of resource is detailed into more specific categories, for example, human resources are differentiated by skills, material resources - by brands, assortments, etc. Performing these actions leads to the construction hierarchical structure of resources (Resource Breakdown Structure), or a resource tree (fig. 7.2). Ultimately, the resource baseline reflects the detailed allocation of resources across all activities.

On the basis of the WBS of the project and the structuring of human and financial resources, if necessary, separate decompositions can be built, for example, a hierarchical organizational structure and a value tree, or value structure.

Rice. 7.2.

To determine the need for human resources, a RACI matrix (matrix of responsibilities, duties or assignments) is made, in which this need is allocated to the tasks of the WBS. This is a common tool for tabular coordination and consolidation of the roles of project performers, displaying their interaction with each other, used to coordinate and synchronize the work of different groups, multidisciplinary teams. It helps to reduce the risks of conflict situations.

Having developed a resource plan, they proceed to the next resource planning procedure - drawing up project schedule taking into account the distribution of resources over time. The complexity of this procedure should be noted. So, in management practice, there is often a need for a non-scarce resource at the moment when it is fully involved in another job (perhaps even in a related project). This can lead to a stop of the work being performed or its significant slowdown, and if it is not possible to restore the development of the project, then its "death" occurs.

When developing a project schedule, it is necessary to identify when each of the resources will be available to perform project activities, and also calculate the total load created by project tasks for each resource for each time period of the project. So, the availability of human resources is determined by the cost of working time for the employee to complete each project operation. When assessing the availability of material resources, the required quantity and availability are taken into account. Consequently, resource availability means maximum possible time resource to participate in the project within its calendar.

IN resource calendar usually the dates of working days, holidays and weekends, or working and non-working periods of the resource are defined. According to such a calendar, the deadlines for performing the necessary project operations are determined using the resources provided for this. Along with the availability indication, the calendar serves critical parameter human resources.

By its nature, time is not a resource, but physical resource management allows you to either speed up or slow down the timing of project work, i.e. manage deadlines. Therefore, in a project, time can be viewed as a resource that sets the constraints, duration, and duration of the project.
Compiled by A.A. Yussuf based on the source: Project Management: textbook, manual for students studying in the specialty "Organization Management" / I.I. Mazur [and others]; under total. ed. I.I. Mazura, V.D. Shapiro, S. 735-736.
See: J. Meredith, S. Mantell, Project Management. 8th ed. SPb.: Peter, 2014.S. 432.
Template RMVoK 6.4.3.2 "Hierarchical structure of resources". URL: http://www.pmdoc.ru/product/517/ (date of access: 10.08.2017).
RACI (from the English. Responsible, Accountable, Consulted, Informed - responsible, approving, consulting, informed).

Department of Organizational Management
Material management
project resources
Papkova Ekaterina Vadimovna

Literature:

Mazur
I.I.,
Shapiro
V.D.,
Olderogge
N.G.
Project management: textbook. allowance. - M .:
Publishing house "Omega-L", 2007.-664 p.
Volodin
IN.
intersectoral
IN.
Enhancement
efficiency
diversification
with
using project management. - M .:
INION RAN, 2005 - 184 p.
2

Topic 1. Processes of project resource management

TOPIC 1. CONTROL PROCESSES
PROJECT RESOURCES
3

Resources
Material
Negotiable
Information
Natural
Manufacturing
Financial
Labor
4

Economic (production) resources

the totality of all types of available and
created, accumulated and used
a society of resources that
involved in the production of goods
and services.
5

Material resources

this is the most important part of production
resources dedicated to
use in the process of creation
social product, and constantly
in the form of inventories, in
work in progress at
enterprise.
6

Classification of material resources by origin:

Primary MR
Raw materials
Production Secondary MR
MR
Materials (edit)
Semi-finished products
Components
products
Fuel
Electricity
Waste
7

Factors to rationalize the use of MR:

I. group: Design and engineering factors
II. group: Technical and technological factors
III.group: Organizational and economic factors
IV.group: Socio-psychological factors
8

group: Design and engineering factors

I. group: Design -
design factors
1. Development
new
and
improvement
existing
constructions
products,
them
functional properties,
2. Automated preparation of design
documentation,
3. Control over the design process and
product manufacturing;
9

II. group: Technical and technological factors

1. Application
equipment
and
technologies,
providing
high-quality reception of incoming MRs and their preparation for
production consumption, optimal cutting, reduction
losses and waste use,
2. Improvement
quality
applied
resources,
modified and new materials,
usage
3. Improving the technical base of transportation and storage
MR
4. Acquisition (or creation) and implementation
resource-saving equipment and technologies,
innovative
5. Designing sustainable technology by establishing
technical and technological
borders
optimal
use
technological processes and the best sequence
10
performing operations;

1.Organization management accounting by places of origin
costs,
introduction
budgeting,
excretion
in
organizational structure of responsibility centers or persons,
responsible for the rational use of MR and identifying
reserves from savings,
2. Improving the accounting and analysis of the use of MR,
3. Creation, implementation and revision of norms and standards of consumption
MR,
4. Organization of secondary use of material resources,
11

III. group: Organizational and economic factors

III. group: Organizational and economic factors
5. Organization and improvement of the identification process
requirements for MR, scientifically grounded size of reserves,
reduction of losses during storage and delivery,
6. Development of progressive forms of material and technical
supply taking into account the principles of logistics, scientific justification
order batch, delivery route and mode of transport, reduction
transportation losses;
12

IV. group: Socio-psychological factors

IV. group: Socio-psychological factors
1. Involvement of employees of the enterprise in the process
rational use of MR with the help
administrative, organizational and socio-psychological methods of management,
2. Development
effective
motivational
mechanism based on modern theories of motivation.
13

Creating a rational structure for the use of MR
at the enterprise, it is necessary to apply such
components,
which
will allow
to raise
consumer properties of manufactured products
with a low level of material and total costs for
production using 2 groups of activities:
1. Associated with innovative activity,
attracting investments aimed at
technical renewal of production,
2. Not requiring financial
logistical
(organizational measures).
investment in
base
14

Project resources

Resource management is one of the main management subsystems
a project that includes planning processes,
procurement, supply, distribution, accounting and control of resources.
The concept of a resource is everything that a project has at its disposal, including
labor, financial and material and technical resources,
project team, time (duration, time limit),
information, knowledge and technology.
The main task of resource management is to provide them
optimal use to achieve the final goal
project management.
15

Resource groups:

Resources
Material and technical
Labor
16

The main tasks of resource management:

optimal resource planning;
Logistics management, in
including:
- resource procurement management;
- supply management;
- resource supply management;
- resource stock management;
- management of resource allocation by work
project.
17

Structural model of project resource management:

Resource management
Planning
Regulation
The control
Development of charts
provision of work
project resources;
procurement support
resources.
Regulation
supply of resources for
project;
Regulation
distribution
work resources
project;
regulation
resource reserves.
Assessment of collateral
project work resources;
estimation of resource costs;
stock control;
quality control of resources;
control of planned
indicators in terms of time and
cost.
18

Topic 2: Fundamentals of Project Resource Planning

TOPIC 2: BASIC PRINCIPLES
RESOURCE PLANNING
PROJECT
19

On the
stages
planning
held
balanced
analysis
complex
works
and
consumed resources, taking into account the restrictions and
distribution based on the demand schedule
resources.
The essence of planning is to set goals and
ways to achieve them based on the formation
a set of works (activities, actions) that
must be performed, applying methods and means
implementation of these works, linking the resources required
for their implementation, coordination of actions of participants
project.
20

1.planning
content
the project
and
his
documentation;
2.description
content
project,
definition
main stages of project implementation, decomposition
them into smaller and more manageable elements;
3.Drawing up an estimate, estimating the cost of resources,
required to complete the project;
4.definition
works,
shaping
list
specific
works,
which
provide
achievement of project goals;
5. arrangement
(subsequence)
works,
defining and documenting technological
dependencies and restrictions on work;
21

Basic planning processes:

6.Evaluation of the duration of work, labor costs and others
resources required to carry out individual work;
7.calculation of the schedule, analysis of technological dependencies
performance of work, duration of work and requirements for
resources;
8.resource planning, determining which resources
(people, equipment, materials) and in what quantities
will be required to complete the work of the project. Definition, in
what terms of work can be performed taking into account
limited resources;
9.developing a budget, linking estimated costs to specific
types of activities;
10.creation (development) of a project plan, collection of results
other planning processes and their integration into a common
document.
22

The relationship of planning levels:

Level 1
Level 2
Level 3
Network plan
with multiple projects
(for senior management)
Network plan
with key
stages (milestones)
detailed
network plan
23

Planning types:

Conceptual planning that results in
conceptual plan, represents the development process
basic project documentation, technical requirements, assessments,
enlarged schedules, control and management procedures.
Conceptual planning is carried out in the initial period
life cycle project.
Strategic planning is a process
development of strategic, integrated, long-term plans.
Operational (detailed) planning is associated with the development
tactical, detailed plans (schedules) for operational
management at the level of responsible executors.
24

Work Breakdown Structure (WBS):

hierarchical
structure
consistent
decomposition of the project into subprojects, work packages
various levels, packages of detailed works;
allows you to solve the problems of organizing work,
distribution of responsibility, cost estimation,
creating a reporting system, effectively maintain
procedures for collecting information on the performance of work and
display
results
in
information
management system to summarize work schedules,
cost, resources and completion dates.
25

Description of the levels of the structural model

Levels
management
Levels
hierarchies
Organizational and economic
level
1
2
3
4
Technological
level
5
6
7
Level name
hierarchies
General program
Project
Subproject
Part of a subproject
Complex (package) of works
Detailed work
Single work
26

General scheme of the project structure

Project
Part of Project 1
Part of Project 2
…
Part of Project 2
Technological
work package 1
Technological
complex of works 2
…
Technological
complex of works 2
Enlarged
types of work 1
Enlarged
types of work 2
…
Enlarged
types of work 2
Detailed
job 1
Detailed
job 2
…
Detailed
job 2
Single
job 1
Single
job 2
…
Single
work 2 27
Characteristics
works

As a detailed planning tool in
project management use network planning.
Network diagram (network, network graph, PERT diagram) -
graphical display of project work and dependencies
between them.
In project planning and management under the term
"Network" means a full range of works and all milestones
project with dependencies installed between them.
Network diagrams display the network model in
graphically as a set of vertices corresponding
works connected by lines representing the relationship
between jobs. This graph, called a network like
"Work-top"
29

Fragment of the work-top network:
Definition
requirements
systems
Design
systems
Training
drawings
systemic
controller
Consideration and
statement
systemic
controller
Training
drawings for
equip.
control
temperatures
Consideration and
statement
equipment
control
temperatures
Statement
the project
systems
Training
playgrounds
30

ES - early start
EF - early ending
LS - late start
LF - late ending
D - duration
R - reserve time
31

Network diagrams of the "WorkVertex" type
32

ES - max value of the previous
operations;
LF - min value of the previous
operations
EF = ES + D; LS = LF - D; R = LF - EF
33

There is another type of network diagram - network
type "work-arc", which is used in practice
less often.
With this approach, the work is represented in the form
lines between two events (graph nodes),
which, in turn, represent the beginning and end
of this work.
PERT charts are examples of this type
charts
34

Fragment of the work-arc network:
2
1
Work with the
3
Job D
4
35

Network diagrams of the "Work-Arc" type
36

Network planning methods - methods, basic
the purpose of which is to reduce to
minimum project duration. Are based on
methods such as the CPRCritical Path Method and the method of assessing and revising plans
PERT (PERT- Program Evaluation and Review Technique).
Critical
way
–
maximum
on
the duration of the full path in the network is called
critical; works lying on this path also
are called critical.
37

2 planning methods:
Resource planning with limited time:
- Assumes a fixed completion date for the project and
availability of the possibility of assigning additional
resources for the project.
Scheduling with limited resources:
- Assumes that the initial target quantity
available resources cannot be changed and is
the main limitation of the project.
38

Resource Requirements Graphs
Project resources
Consumable
financial resources
Non-consumable
labor costs
39

1. Building a histogram of the need for
non-expendable resources
2. Building a histogram of the need for
consumable resources
40

Scheduling
Gantt chart is linear
a schedule specifying start dates and
the end of interrelated actions,
forming a single process that
must be done for
achieving the goal of the project.
41

Topic 3. "Resource procurement management"

TOPIC 3. "MANAGEMENT
PURCHASING RESOURCES "
42

Procurement - activities aimed at
providing projects with resources.
Procurement management, project logistics -
subsystem
management
project,
including
processes
acquisitions
goods, products and services for the project from
external supplier organizations.
43

Resource procurement management

Planning
management
purchases
Process
documenting
decisions on the project
in relation to procurement,
establishing
approach and
definitions
potential
sellers.
Carrying out
procurement
Obtaining process
responses from
sellers, choice
seller and
conclusions
contract.
The control
procurement
Management process
relations with
suppliers,
monitoring
execution
contracts, and, if
necessity,
making changes
and adjustments.
Closing
procurement
Completion process
each purchase
project.
44

The main task of the design and procurement
phase of the project - to ensure admission
equipment, structures, materials and
services in strict accordance with the plan
project.
·
Procurement
resources and
services at the competitive
basis;
On-site deliveries
production of works.
45

1. Preparation of specifications and technical conditions,
characterizing the quantity and quality of the required
equipment of machines and 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. Pre-selection of bidders.
5. Preparation of documents for bidding.
6. Conducting bidding and deciding on the award
contracts to the winning bidders.
7. Placing an order, including negotiating deliveries.
46

The structure of the tasks of the logistics of projects:
8.
9.
10.
11.
12.
13.
14.
15.
Delivery control (timeliness,
completeness, quantity and quality) with acceptance
necessary measures in case of deviations.
Conflict resolution.
Mutual settlements.
Hiring the necessary specialists
(contractors), including consultants.
Supply planning.
Organization of accounting.
Delivery, acceptance and storage of goods.
Accounting and control of delivery.
47

Purchase management planning

Purchase Management Planning - Process
documenting project decisions regarding
procurement, setting an approach and defining
potential sellers.
48

supplies:
A contract is a mutual agreement binding
the seller to provide the buyer with something that has
value (for example, certain products, services or
results), and the buyer should be provided to the seller
monetary or other compensation.
The role of the contract in procurement is the legal
anchoring
relations
between
subjects
purchases,
establishes obligations between them, the fulfillment of which
protected by law. Moreover, the contract is not only
enshrines the obligations and rights of the parties, but also determines
the order of their execution, and also provides for ways
protecting the interests of these parties.
49

Legal regulation of procurement and
supplies:
Contract
Contract with
fixed price
Reimbursement contract
costs
A contract with a firm
fixed price
Reimbursement contract
costs plus fixed
reward
Fixed contract
cost and incentive
reward
Reimbursement contract
cost plus incentive
reward
Fixed contract
price and disclaimer
possibilities
price adjustment
Reimbursement contract
costs plus bonus
reward
Agreement "Time and
Materials "
50

Procurement

Procurement is the process of getting responses from
sellers, choosing a seller and concluding a contract.
51

Organizational forms
procurement
Direct
Intermediary
Exchange
52

Direct: in which a legal link exists between two subjects
purchases; an appropriate agreement is concluded between them;
intermediary: in which the person implementing the project enters into
legal relationship with an intermediary, i.e. with a person who contributes
providing the project with the necessary resources;
exchange: in which members of the exchange carry out exchange trading:
a) directly on his own behalf and at his own expense;
b) on behalf of the client and at his expense;
c) on its own behalf at the expense of the client;
d) on behalf of the client at his own expense.
Visitors to exchange trades can be legal and physical
persons who are not members of the exchange and have the right to commit
exchange transactions.
53

Basic requirements in the cycle
procurement and supply
purchases and supplies are based on data
project documentation;
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 the place of purchase is determined based on the calculation
the cost of options;
the plan defines the structures and persons responsible for
each item to be delivered.
54

Requirements for the order of placing orders:
jointly
with
project
organization
Events
on
standardization
are being developed
(abbreviated
nomenclature)
purchases;
general
orders
are issued
only
on the
basis
works
on
reduction of the range of purchases;
evaluation of bids and bidding precede the conclusion
contracts;
contracts are concluded as a result of additional
meetings and agreements with the winners of the auction on issues
requirements for the transportation and storage of goods, as well as the order
payments and bonuses.
55

Procurement control

Procurement control is the process of managing relationships with
suppliers, monitoring the execution of contracts, and, when
the need to amend the contract and
corrective.
56

Delivery control:
carried out
on the
basis
special
charts,
including planned and actual dates and volumes
supplies;
organized for each of the types listed above
supplies (equipment, work, local materials,
services);
based on the overall project plan;
all changes are made to general schedule project;
based on standard reporting forms.
57

Closing purchases

Closing Procurement is the process of completing each procurement of a project.
A key benefit of this process is documenting
agreements and related documentation for the future
use.
58

Topic 4: Resource Supply Management

THEME 4: GOVERNANCE
SUPPLY OF RESOURCES
59

Planning
supplies
Organization
accounting
Control
supplies
Delivery,
reception, storage
goods
Accounting and control
delivery
60

types of commodity markets:
1. Markets for products, upon purchase of which the consumer
is guided by established standards, enough
fully characterizing it in terms of capabilities
use.
2. Markets for products that the consumer can purchase
according to samples or guided by the catalogs of manufacturers.
3. Markets for customized products
consumers.
61

The system for providing the project with resources should:
guarantee a sustainable supply of raw materials, materials,
components in volumes and assortments dictated by
consumers of the project;
create
material
conditions
for
diversification of the product range;
gradual
ensure a timely transition to the release of new ones,
globally competitive and Russian markets species
products;
help to reduce the consumption of materials in production,
including through the use of new technologies and materials,
reducing the level of inventories and transport preparation costs;
ensure the supply of resources in accordance with the design
documentation and technology for project implementation.
62

Supply planning.
63

calendar plan
cyclogram);
works
on the
objects
(network
graphs,
the schedule of commissioning of facilities and assignments for
completion of stages of work;
resource procurement plan;
delivery schedule of materials from specialized commodity
organizations;
contracts and specifications;
regulatory and technological
documentation
technical supply and equipment;
progress information
preceding the planned;
plan
on
works
materiality
period,
64

Initial data for scheduling
resource provision of projects (documents):
information on the progress of putting objects into operation and on completion
stages of work for the period preceding the planned one;
information on the fulfillment of orders for the period preceding
planned;
information on the movement of material residues;
production and technical
materials;
norms
expense
construction
production stock rates.
65

Organization of material support for construction
of projects is based on a system of production and technological equipment.
This system assumes the unity of the complete
manufacture of structures and products, supply and
transportation of all material resources to
according to the technological sequence
implementation
project,
promotes
most
rational and economical use of resources.
66

The scheme of interaction of departments of the UPTK
with a construction object by project phases:
Material
flow
Informational
flow
Construction
company
Project
Conceptual
phase
Factories
UPTK
Procurement department
Operational production department
3b
Sales department
material assets
Planned - economic
Department
1
2
3a
4
Preparatory
phase
Phase
implementation
Phase
completion 67

The numbers indicate the interaction processes
divisions in a logical order:
1 - The procurement department is engaged in planning the logistics of the project, planning the complete production
products;
2 - The main functions of the operational and production department are:
organization of production and technological equipment, delivery
technological kits in accordance with the construction and installation work schedules, organization of production of atypical and non-serial
structures, control and accounting of the movement of stocks of materials;
3a, 3b - the tasks of the department for the sale of material assets are
organization of rational relations with supplier factories, in providing
project materials and equipment;
4
–
planned economic
planning,
carries out
Department
analysis
leads
technical and economic
production and economic
activities, is engaged in contractual claims work.
68

Topic 5: inventory management

TOPIC 5: RESOURCE MANAGEMENT
69

Stocks - resources stored
including:
commodity
on the
warehouses,
and
stocks (raw materials and
materials);
unfinished production;
finished products in stock.
70

Inventory management is control over the condition
stocks and making decisions aimed at saving
time and money by minimizing the cost of
the maintenance of reserves necessary for effective
project implementation.
The purpose of the inventory management system is to establish
uninterrupted provision of work processes
on the project on time and planned
quality at the lowest possible cost
maintenance of stocks.
71

Reasonable and effective
inventory management allows:
reduce production losses due to shortages
materials;
minimize surplus stocks of resources that,
essentially freeze money;
reduce the risk of interruptions in the planned course of work on
project;
reduce the cost of storing inventory
stocks.
72

Point of order (threshold stock) - minimum value
resource stock at which a new order is required for
its replenishment, or the point in time when it should be
the order is made.
Insurance
(spare)
stock
–
minimum
reasonable stock of resources intended for
uninterrupted supply of production in case
violations
course
supplies
on
comparison
with
planned.
73

Transit stocks
Linear stocks (stocks in transit)
Reserve resources as a stock
Stocks:
Serial stocks
Cyclic stocks
Safety margins
74

Stock types:
Transit stocks - stocks of raw materials, which in the future
distributed and transported over short distances.
Linear stocks (stocks in transit) - consist of goods that are in
the process of transportation, moving from suppliers to consumers.
Reservation of resources in the form of a stock - formed to reduce
supply risks.
Serial stocks - formed as a result of rounding to the side
more than ordered amount of resources, but not exceeding
a certain minimum size of the series of deliveries.
Cyclical stocks - formed as a result of production or import
goods with a certain frequency at certain intervals
time.
Safety margins - created to avoid possible
uncertainty related to the reliability of the supplier.
75

Costs for the formation and storage of stocks
represent the costs associated with:
diversion of working capital to stocks of raw materials,
materials, etc.,
ongoing maintenance of stocks,
storage costs,
cost of risks.
76

Space refers to the cost of
depreciation, maintenance, heating, etc.,
occupied space for the stock.
Rent is the expense on capital invested in the stock.
Cost of Risk - Consequences of Various
insured events, as well as cost estimation
risk in monetary form.
77

Tasks of the inventory management system:
control and accounting of the level of stocks;
determination of the size of the safety stock for each
resource depending on the need for continuous
ensuring project work;
calculation of the optimal size of the order of the resource;
determination of the time interval between orders.
Inventory level control is carried out for all groups
resources and consists in taking into account the availability of resources and
tracking the moment when the order should be completed
the next batch of resources.
78

One of the most famous control methods
stock level is the ABC method.
ABC-method - a method of accounting and control over the state
stocks, consisting in the breakdown of the nomenclature
resources into three subsets: A, B and C.
79

Category A - includes a limited number
the most valuable types of resources that require
constant detailed accounting and control.
Category B - made up of those types of inventories that are less important
for the project and which are evaluated and verified at
monthly inventory.
Category C - includes a wide range of
the remaining low-value types of resources purchased
usually in large quantities.
80

Basic inventory management model.
Basic model prerequisites:
1) The demand is uniform and constant.
2) Delivery time is constant.
3) Lack of stock is unacceptable.
4) A constant quantity is ordered every time -
optimal order size.
Volume
products.
order
–
This
amount
ordered
Reorder level - number of items per
a warehouse where an order for new products is placed.
81

Optimal order size:
, where

82

A task:
Given:
Solution:
D = 1,500 units,
C0 = 150 rubles / order
Ch = 45 rubles / year
Delivery time = 6 days
1 year = 300 working days
To find:

TC (q) (total storage overhead) =?

Distance between cycles =?
83

A task:
Given:
Solution:
D = 400 units
C0 = 40 rubles / order
Ch = 250 rubles / year
Delivery time = 6 days
1 year = 250 working days
To find:
q (optimal order size) =?
TC (q) (total storage overhead) =?
Reorder Level =?
Number of cycles (orders) per year =?
Distance between cycles =?
84

Topic 6: New Methods of Logistics Management - Logistics

TOPIC 6: NEW METHODS
MATERIALS MANAGEMENT LOGISTICS
85

Logistics is the science of managing and optimizing material
flows, flows of services and related information and
financial
streams
in
a certain
micro or
macroeconomic system to achieve the
her goals.
Logistics
is an integral management tool,
contributing to the achievement of strategic or operational
business organization goals through effective management
material flows, as well as accompanying flows
information and funds.
86

The logistics system is a complex organizationally complete
(structured) economic system that consists of
elements - links interconnected in a single process, management
material and accompanying flows, and the tasks
the functioning of these links are united by internal goals
business organization and / or external goals.
Banks
Production
Transport
enterprises
Exchanges
Suppliers
Sales
enterprises
Link logistics system- some economically and (or)
functionally separate object, not subject to further
decomposition within the framework of the task of analysis or construction
logistic system fulfilling its local purpose.
87

Logistics management objects

Material flows - products (cargo, parts, etc.),
considered in the process of applying to it various
logistics (transportation, warehousing, etc.) and / or
technological operations and referred to a certain time
interval.
Financial flows - directed movement of funds,
circulating in the logistics system, as well as between the logistics
system and external environment required to ensure
efficient movement of a certain commodity flow.
Information flows - the flow of messages in speech, documentary
and another form generated by the original material flow in
the considered logistic system.
88

Total storage costs:
, where
TC (q) - total storage costs,
q is the optimal order size,
C0 - the cost of placing an order (overhead,
related to the implementation of the order);
D is the annual demand for products;
Ch is the storage cost of one unit.
89

The structure of the logistics system of the project:
NS
O
WITH
T
BUT
IN
SCH
AND
TO
Z
BUT
TO
Have
NS
TO
BUT
FINANCE
Transportation
Treatment
Warehousing
Sales
(distribution
on the
work)
R
BUT
B
O
T
BUT
Logistic system
- flow of funds
- material flow
- border of the logistics system
90

The purpose
logistics
is an
satisfaction
needs
consumers based on optimal material management
flows, for which information flows are organized in logistics.
Logistics tasks in UP
creation of an integrated material management system
based on information flows;
91

Project, how the system functions within the life
cycle has:
"Input", which is all the resources of the project,
including those considered in this chapter logistical and labor, as well as financial and temporary
resources, project team, information, knowledge, technology and
various restrictions on input parameters;
a set of interrelated processes for processing these resources
taking into account the limitations and criterion indicators for the purpose
ensure their optimal use to achieve
the ultimate goal of project management is to form
the result of the project with the planned indicators;
"Exit", which is the actual result of the project.
92

general tasks of logistics in project management:
creation
integrated
systems
management
material flows based on information flows;
development of methods for managing the movement of resources and
control of material flows;
definition
strategy
and
technology
allocation of resources for the work of the project;
physical
standardization of semi-finished products and packaging;
forecasting
warehousing;
volumes
supplies,
transportation
and
identifying the imbalance between needs and opportunities
purchases and supplies;
optimization of technical and technological
transport and warehouse complexes.
structures
93

Main cost items
for the maintenance of warehouses:
1. Maintenance of warehouses,
2. Costs for service personnel,
3. Costs for vehicles,
4. Losses from storage of stocks.
94

1. Maintenance of warehouses:
depreciation of warehouse buildings;
depreciation of warehouse equipment;
preventive maintenance costs;
heating, electricity and water costs;
building insurance and land tax;
rent.
95

2. Costs for service personnel:
wages
pay
warehouse
workers
and
employees;
costs
on the
social
needs
workers
and
employees.
3. Costs of vehicles:
depreciation;
fuel and energy costs;
expenses for preventive and current repairs;
insurance and vehicle taxes.
96

4. Losses from storage of stocks:
warehouse security and aging of materials;
corrosion and other losses;
discrepancies in inventory results
(errors in accounting for the release and acceptance);
theft;
losses due to lower prices;
stock insurance.

Material supply management in the project environment Contents

Introduction. 4

Chapter 1. Theoretical Foundations of Project Material Support 7

1.1 Project and phases of the project life cycle. 7

1.2. Fundamentals of project planning. 12

1.3. Resource concept. Types of resources. 17

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

1.5. Methods for planning logistics in the project environment 24

Chapter I Conclusions 26

Chapter 2. Management of material resources of the project (for example -Partner ") 27

2.1. Project summary. 27

2.2. The need of the project for material and technical support. 28

2.3. Project Schedule and Supply Management Plan. 33

Conclusions for chapter II 49

Conclusion. 51

List of used literature .. 54

Introduction

In modern concepts of management, any set of measures, 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 a methodological basis for the 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 represent the main form of planning and control of current activities.

Almost every manager should plan the activities of their subordinates on the basis of a project. Project management methods allow the manager to know exactly what needs to be done at each point in time and who exactly should do it, as well as the likelihood of the timely completion of individual project operations.

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

Planning and management is not only about drawing up, optimizing and tracking schedules, but also managing the resources required to implement a project. At the same time, time management

Chapter 1. Theoretical Foundations of Project Material Support

1.1 Project and Project Life Cycle Phases

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

¾ Anything that is being conceived or planned, such as a large enterprise ( Dictionary Webster);

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

¾ a unique process consisting of a set of interrelated and controlled activities with start and finish 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 in order to achieve the set 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 interrelationships of operations, tasks and resources that require clear coordination during the implementation of the project, which creates the possibility of presenting them in the form of a complex of interrelated works;

1.2. Fundamentals of project planning

The main purpose of planning is to build a model for project implementation. 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, the following are distinguished:

· Conceptual plan;

· strategic plan project implementation;

· Tactical (detailed, operational) plans.

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

Formal and detailed planning of the project begins after the decision on its implementation has been made. Key events (milestones) of the project are determined, tasks (work) and their interdependence are formulated.

It is at this stage that scheduling systems are used, which provide the project manager with a set of tools for developing a formal plan: tools for building a hierarchical structure of work, network graphics and Gantt charts, a bar graph of the project's resource and funding needs.

A generalized algorithm of 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.

3. Cost management plan.

4. Change management plan.

5. The need for resources.

6. Communication plan.

7. Budget.

8. Financial plan.

1.3. Resource concept. Resource types

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

Resources - providing components of an activity, including performers, energy, materials, equipment, etc. Accordingly, a function of the need for resources can be associated with each work. Each time estimate is based on the permissible use of a certain amount of resources, and, therefore, calculating the duration of the project at the beginning, we can calculate in advance the use of resources (Fig. 1.4)

Rice. 1.4. Labor resource graph

In this example, the overload occurs on days from the fifth to the eighth: therefore, if we do not transfer this work to someone else or attract additional resources (personnel), then we cannot wait for the completion of our project on time, the remaining alternative is to change the schedule some jobs that constitute an overload. We can, for example, delay work for three days and avoid resource overload.

1.4. Project material and technical resource management

Resource management is one of the main subsystems of project management. Includes the processes of planning, procurement, supply, distribution, accounting and control of resources, usually labor and logistics. As part of the project work scheduling, the resource requirements for the work are described as a demand function. The need for work in the stored resource is described by the cost rate function, which shows the rate of resource consumption depending on the phase of work, or by the cost function, which shows the total accumulated volume of the required resource depending on the phase.

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 in the planning phase the needs for resources and the possibilities of their provision are worked out.

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

The reconstructed building is supposed to be located on the currently rented site (Resolution of the Administration of the city of Klin No. 000 dated 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 plot into ownership.

The site provides for the completion of the construction of a complex of a 5-storey residential building with attached premises of the 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 terminated in 1996.

The reconstructed extension with a building area of 537.27 m2 has an angular solution in the plan.

Landscaping of the site has been developed within the designated boundaries. In addition, the project provides for additional improvement of the site. An open parking lot for cars is provided from the side of the street. L. Tolstoy, with the device of a pocket along the carriageway within the boundaries of the red line and in conjunction with the planning solution of the site of the unfinished construction of the complex of the school of the Komsomol asset.

2.3. Project Schedule and Supply Management Plan

The project implementation period is 14 months.

A phased schedule of the planned activities is presented in Table 2.3.

2.4. Recommendations for the process of managing the material resources of the project

The continuous complication of the process of material and technical supply requires an ever-increasing expenditure of labor 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 by means of production in an extensive way, that is, by increasing the number of workers and the mass of consumed resources. 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. With regard to the process of material and technical supply, efficiency and quality mean the most complete, timely, high-quality, as well as with the least expenditure of labor, material and financial resources, to perform all the functions of this process.

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

Conclusion

Thus, in the course of writing the final 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, procurement, supply, distribution, accounting and control of resources, usually labor and logistics. Financial resource management is carried out within the framework of value management.

Resources - providing components of an activity, including performers, energy, materials, equipment, etc. Accordingly, a function of the need for resources can be associated with each work.

Allocate non-reproducible and reproducible types of resources.

The concept of resources is interconnected with the concept of "work", since resources are not related to the project as a whole, but to certain works performed in a planned sequence, corresponding to the schedule of work on the project.

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

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

Based on the length of the management cycle, management methods can be strategic, calculated 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 management construction projects/. - Krasnoyarsk: Publishing house of KrasSAU, 201s.

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. Reference book for professionals /, etc. –M., Higher school 2008. - 219 p.

8. Manual for project management /, etc. –M., Omega-L 2004.

9., Primavera in project management. A practical guide. M .: Publishing house, 2009 .-- 315 p.

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

11. Project management. Handbook for Professionals, ed. 2nd add., Rev. /, etc. –M., Omega-L 2009.

Send your good work in the knowledge base is simple. Use the form below

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Posted on http://www.allbest.ru/

Ministry of Education and Science of the Russian Federation

Federal State Budgetary educational institution Higher professional education

"Samara State University of Architecture and Civil Engineering"

Department: Economics and Management in Construction

Credit work

in the discipline "Project Management"

On the topic "Project Resource Management"

Completed by: student FTGS

4 courses, group H-91

Zorkina A.N.

Checked by: Assoc., Petrov N.A.

Samara 2012

Introduction

1. Processes of project resource management

1.1 Project resources

Conclusion

Used Books

Introduction

We'll look at two related groups of resources:

· Material and technical - raw materials; materials, structures, components; energetic resources; fuel; resources of the "power" type or technological resources (machines, mechanisms for the implementation of the project's work); installed equipment, etc .;

· Labor - carry out direct work with material and technical resources (for example, builders, car drivers, equipment installers, etc.).

Apart from the variety of types of these resources, it is advisable to single out two main ones:

Non-reproducible, stockpiled, accumulative - in the process of performing work, they are completely consumed, preventing reuse. Not involved in this period of time, they can be used in the future. In other words, such resources can be accumulated with the subsequent expenditure of reserves. Therefore, they are often referred to as "energy" type resources. Examples: fuel, objects of labor, disposable tools, and financial resources.

Reproducible, non-stockpiled, non-accumulating - in the course of work, they retain their natural-material form and, as they are released, can be used in other jobs. If these resources are idle, then their unused ability to function in a given period of time is not compensated in the future, that is, they do not accumulate. Therefore, resources of the second type are also called resources of the "power" type.

Examples: people and means of labor of repeated use (machines, mechanisms, machine tools, etc.).

1. Project resource management processes

1.1 Project resources

As part of the project work scheduling, the resource requirements for the work are described as a demand function. The need for work in the stored resource is described by the cost rate function, which shows the rate of resource consumption depending on the phase of work, or by the cost function, which shows the total accumulated volume of the required resource depending on the phase.

The work demand for a non-stocked resource is specified as a demand function that shows the number of units of a given resource required to complete the work, depending on the phase.

Along with the functions of the need that characterize the tasks of the project, it is necessary to consider the functions of the availability (availability) of resources, which are set similarly to the functions of the need. The difference lies in the fact that the availability functions are assigned to the project as a whole, so that their argument is not the work phase, but the time (work or calendar). Checking the resource feasibility of the schedule requires a comparison of the availability and resource requirements of the project as a whole.

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

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

· Optimal planning of resources;

Logistics management, including:

· Management of procurement of resources;

· Supply management;

· Resource supply management;

· Management of stocks of resources;

· Management of the allocation of resources for the work of the project.

Figure 1 shows the structure of the logistics of projects.

Rice. 1. The structure of the logistics of projects

1.2 Resource management processes

Resource management involves a number of core processes, including purchasing, supplying, resource allocation, and resource inventory management.

The structural model of resource management processes is shown in Fig. 2.

Rice. 2. Structural model of project resource management

Resource procurement is a central element of the resource management system. Here are the basic concepts.

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

Procurement management, project logistics is a project management subsystem that includes the processes of purchasing goods, products and services for a project from external supplier organizations. The subsystem consists of planning logistics, selecting suppliers, concluding contracts and maintaining them, securing supplies, completing contracts.

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

· Planning of supplies;

· 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 data from design estimates in conjunction with the general project plan and take into account the duration of the procurement and delivery cycle. Consists of stages including supplier selection, order placement and delivery control.

The selection of suppliers is based on the study of qualification questionnaires designed to highlight management, technical, production and financial capabilities; the list of applicants, developed on the basis of studying the questionnaires, is agreed with the customer and the project manager; the final selection of suppliers is made by bidding.

Placing orders - together with the design organization, measures are being developed to standardize (reduce the nomenclature) procurement; general orders are issued only on the basis of work to reduce the range of purchases; evaluation of bids and bidding precede the conclusion of contracts; the latter is made as a result of additional meetings and agreements with the winners of the auction on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

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

Procurement processes are the most difficult to manage resources and require careful planning. Here are a number of basic concepts in a logical sequence.

The environment affecting procurement is a combination of internal and external forces, both separately and in interaction with each other, which contributes to or hinders the achievement of the procurement goal. These forces can be related to a business, a project, or due to political, economic, technological or organizational circumstances.

Procurement strategy for the project - a system of methods, principles of interrelation of the specifics of procurement for specific project with the environment of the project.

The relationship of procurement (provision) for the project with the structure of work under contracts and stages of the project is a formalized structure of links between the work of the project and the required provision of resources in terms of terms and contracts.

Contract procurement planning is a process that results in the formation of procurement documentation that establishes the principles of procurement (project support), detailing the procurement process in terms of time, costs, performers, suppliers, contracts, project stages and types of resources.

Procurement Opportunity Preliminary Assessment - Assessment of experience, performance indicators (in retrospect), opportunities, resources and current workload of potential suppliers.

Sourcing Sourcing - The process of selecting an organization and / or individuals whose resources, reliability and performance are expected to ensure the achievement of procurement objectives.

Evaluation of sources of procurement - a general study of possible suppliers to send them a request for proposals or to start negotiations with them in order to conclude a contract.

Verification (assessment) of suppliers for procurement under the project - qualification checks of the compliance of specific suppliers with the project objectives at the negotiation stage in the contract phase of the project.

Consideration of the technical competence of suppliers at the procurement stage (project support) - conformity assessment of suppliers and their products (materials, services) technical requirements project.

Negotiations on purchases (supplies) - a stage of the project, including assessments of suppliers, discussions of terms of supply, draft supply contracts. Part of the procurement process support system.

Consideration of the cost of purchases - consideration by the customer of the approach to the price, its feasibility and reasonableness, forecasting the impact of economic factors on costs and risks in relation to the cost of the project.

Evaluation of the implementation of procurement for the project - a tracking system, evaluations of procurement (provision) processes by project phases for maintaining statistics and a database of information for future use in other projects.

1.3 Basic principles of project resource planning

This section provides the foundational principles and concepts necessary for the context of resource management. At the planning stage, a balanced analysis of the work packages and consumed resources is carried out, taking into account the constraints and their predicted distribution based on the resource demand graphs. Project Resource Planning is the basis for determining resource requirements over time and determining the ability to provide resources for the conclusion of contracts for the procurement of resources, planning the supply of resources, as well as the basis for the distribution of already purchased resources for the project work.

As the main component of project management, resource planning includes a number of components, including:

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

· Development of a resource allocation system and appointment of responsible executors;

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

Resources act as supporting components of project work, including performers, energy, materials, equipment, etc. Accordingly, each work can be associated with a function of resource requirements and calculated by scheduling methods of resource requirements for the project as a whole and by alignment methods to ensure compliance with needs availability or capacity to provide resources.

There are two main methods for scheduling project resources:

· Resource planning with time constraints;

· Scheduling with limited resources.

The first approach - resource planning with a time constraint - assumes a fixed end date for the project and the assignment of additional resources to the project during periods of congestion.

The second approach - scheduling with limited resources - assumes that the initially set 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 - the organization of procurement and supply of resources.

1.4 The main tasks of procurement and supply

In fig. Figures 3 and 4 show the location of procurement and supply in the project life cycle. In this chapter, procurement is considered as a stage in the project life cycle (project cycle). At the same time, certain aspects of the procurement of material and technical resources are considered.

Rice. 3. Enlarged stages of the design and procurement cycle

Rice. 4. Place of purchases and supplies in the project cycle

The main task of the design and procurement phase of the project is to ensure the receipt 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;

· Deliveries to the place of work.

In fig. 5 shows the structure of the resource allocation system for the project work.

Rice. 5. Project resource allocation system

The structure of the tasks of the logistics of projects is consolidated into the following steps:

1) preparation of specifications and technical conditions characterizing the quantity and quality necessary equipment, machines and 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) holding tenders and making a decision on awarding contracts to applicants who have won the tender;

7) placing an order, including negotiating supplies;

8) control over supplies (timeliness, completeness, quantity and quality) with taking the necessary measures in case of deviations;

9) conflict resolution;

10) mutual settlements;

11) hiring the necessary specialists (contractors), including consultants;

12) supply planning;

13) organization of accounting;

14) delivery, acceptance and storage of goods;

15) accounting and control of delivery.

In the West, it is customary to allocate the last 4 positions as an independent unit of work, called deliveries. The rest of the work is referred to as procurement. This division is not accidental, since the Purchases are carried out by the Customer, and the Deliveries are carried out by the Contractor.

1.5 Legal regulation of purchases and supplies

The main legal form of organization and regulation of relations in the implementation of purchases between their participants (subjects) is a contract.

Element structure legal regulation contractual relationship in procurement and supply is shown in Fig. 6.

The role of the contract in procurement is the legal consolidation of relations between the subjects of procurement, establishes obligations between them, the performance of which is protected by law. At the same time, the agreement not only enshrines the obligations and rights of the parties, but also determines the procedure for their execution, and also provides for ways to protect the interests of these parties.

Let's give definitions to two main types of contracts, on the basis of which purchases are organized: a supply contract (material and technical resources) and a work contract (procurement of services, labor resources).

A supply agreement is an agreement under which a supplier, who is an entrepreneur, undertakes, within a specified time frame, to transfer to the ownership (or full economic management or operational management) of the buyer the goods intended for entrepreneurial activity or other purposes not related to personal (family, household) consumption, and the buyer undertakes to accept the product and pay a certain price for it.

Rice. 6. The structure of legal regulation of procurement

The supply contract is concluded at the free discretion of the parties, i.e., as a rule, there is no obligation for the supplier to enter into the contract. Note: in some cases, legislation obliges the supplier to conclude an agreement at the request of the buyer - for example, in the case of deliveries of products to the Far North or for state needs.

A work contract regulates purchases, the necessary object of which is the result of certain actions.

The essence of the relationship arising from such purchases is that one party, on the instructions of another person, undertakes to perform a certain work (order) for him for a fee, the result of which becomes the property of the customer.

On the basis of such obligations, the following are carried out: creation of new property (construction of enterprises, construction of roads); repair and improvement of existing things (work on reconstruction and overhaul of buildings, structures, equipment, repair and Maintenance machines, equipment); implementation of the results of creative activity (implementation of scientific research, design documentation, creation of production innovations - a sample of a new product).

The main source regulating this type of contracts is the Civil Code of the Russian Federation.

Types of a work contract are: a work contract for capital construction, a contract for the production of design and survey work, as well as an agreement for the performance of research and development work. Note that, in accordance with the law, the risk of accidental failures under the work contract is borne by the contractor.

1.6 Organizational forms of procurement

There are the following organizational forms of procurement:

direct, in which a legal link exists between the two subjects of procurement; an appropriate agreement is concluded between them. Direct purchases are usually preceded by tenders, but direct purchases without tenders can also be carried out;

intermediary, in which the person implementing the project enters into a legal relationship with the intermediary, i.e. the person who contributes to the provision of the project with the necessary resources;

exchange, in which members of the exchange carry out exchange trading: a) directly on their behalf and at their own expense; b) on behalf of the client and at his expense; c) on its own behalf at the expense of the client; d) on behalf of the client at his own expense. Visitors to exchange trades can be legal entities and individuals who are not members of the exchange and have the right to perform exchange transactions.

The protection of the violated or disputed rights and interests of the enterprise and entrepreneurs when making purchases is carried out by arbitration courts (as a rule) and general courts (in some cases). Disputes arising in connection with foreign trade activities are resolved in the International Commercial Arbitration Court at the RF Chamber of Commerce and Industry.

1.7 Basic requirements for procurement and supply management

project management procurement supply

Consider the requirements for some of the above steps in the procurement and supply cycle that are specific to a market economy:

· Purchases and supplies are carried out on the basis of data from project documentation;

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

· The plan should cover the entire project as a whole;

· The choice of the place of purchase is determined based on the calculation of the cost of options;

· The plan defines the structures and persons responsible for each item to be delivered.

The choice of suppliers is carried out on the basis of the study of the so-called. qualification questionnaires designed to highlight the managerial, technical, production and financial capabilities of the provider. The final selection of suppliers is made by bidding.

Requirements for the order of placing orders:

· Together with the design organization, measures are being developed to standardize (reduce the nomenclature) of procurement;

· General orders are issued only on the basis of work to reduce the range of purchases;

· Evaluation of bids and bidding precede the conclusion of contracts;

· The conclusion of contracts is made as a result of additional meetings and agreements with the winners of the auction on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Delivery control:

· Carried out on the basis of special schedules, including planned and actual terms and volumes of deliveries;

· Organized for each of the above types of supplies (equipment, work, local materials, services);

· Based on the overall project plan;

· All changes are made to the general project schedule;

· Based on standard reporting forms.

All of these works are headed by the project manager's service, which works in contact with all enterprises and organizations that provide the project with resources. In large projects, the chief executive (general manager) of the project delegates the appropriate authority to a dedicated procurement manager (or even a dedicated service).

Conclusion

In principle, the concept of a resource in project management methodology is interpreted broadly: everything that a project has - including labor, financial and material and technical resources, a project team, time (duration, time limits), information, knowledge and technology - is interconnected project resources. And the main task of resource management is to ensure their optimal use to achieve the ultimate goal of project management - the formation of a project result with planned indicators.

Used Books

1. Mazur I.I., Shapirov V.D., Olderogge N.G. "Project Management" M .; 2007.-664s.

2. Project management. Fundamentals of project management: textbook / count. author; ed. prof. M.L. Once. M .; 2006. - 768 p.

3. Kolosova E.V., Novikov D.A., Tsvetkov A.V. Earned value methodology in operational project management. M.; 2000 - 153 p.

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What are the resources in the project. Methods for planning logistics in a project environment. Logistics management objects

PROJECT RESOURCE PLANNING

Literature:

Topic 1. Processes of project resource management

Economic (production) resources

Material resources

Classification of material resources by origin:

Factors to rationalize the use of MR:

group: Design and engineering factors

II. group: Technical and technological factors

III. group: Organizational and economic factors

IV. group: Socio-psychological factors

Project resources

Resource groups:

The main tasks of resource management:

Structural model of project resource management:

Topic 2: Fundamentals of Project Resource Planning

Basic planning processes:

The relationship of planning levels:

Planning types:

Work Breakdown Structure (WBS):

Description of the levels of the structural model

General scheme of the project structure

Topic 3. "Resource procurement management"

Resource procurement management

Purchase management planning

Procurement

Procurement control

Closing purchases

Topic 4: Resource Supply Management

Topic 5: inventory management

Topic 6: New Methods of Logistics Management - Logistics

Logistics management objects

Introduction

Chapter 1. Theoretical Foundations of Project Material Support

1.1 Project and Project Life Cycle Phases

1.2. Fundamentals of project planning

1.3. Resource concept. Resource types

1.4. Project material and technical resource management

2.3. Project Schedule and Supply Management Plan

2.4. Recommendations for the process of managing the material resources of the project

Conclusion

List of used literature

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