10.1. Goals, principles, functions and methods of management Management is a holistic management system aimed at ensuring optimal coordination of the actions of team members to achieve their goals. Management has a special public

Basic principles, methods and definitions of business process modeling One of the integral (often “invisible” to users) parts of a business architecture model is the methodological base used. Often this component turns out to be interesting

To rise from one peak to another, you need to go down, and then climb up for a long time...

(Eastern wisdom)

There is a generally accepted project management model, which consists of elements of this organizational system and includes:

The project management organization consists of connected parts of the overall project management system in order to ensure its smooth functioning.

Project management functions;

Responsibilities, rights and responsibilities of project participants;

Management process model;

Implementation of the project, i.e. the direct production process.

The balance of such a model allows the entire system to create a dynamic project management system.

The effectiveness of project work is directly dependent on how accurately the project management functions are defined and distributed.

All functions are determined at the very initial stage of project development, and the extent to which the functions are clearly defined will determine how correctly the project will be implemented.

There are basic and integrating functions. Basic functions represent the substantive essence, i.e., management of the project's subject area. Also, the basic functions contain quality requirements (standardization of all stages, intermediate products and the final result). In addition, project time and cost management must be added.

Integrating functions include project personnel management, communications, contracts and risk management.

Both main functions contain five types of management activities that can exist independently, such as:

1 planning;

2 organization;

3 coordination;

4 activation;

5 control.

When planning, participants can find answers to all possible questions that need to be answered before developing a project.

The essence of planning is to determine the optimal outcome with limited resources. At the organization stage, the issue of choosing ways, methods and means to achieve the final result is decided. Coordination is designed to connect all the disparate parts of planning into a single and organic process.

Activation should help create motivation for employees involved in project implementation. Control over all parts of the project reveals in a timely manner all kinds of deviations in the practical activities of the project.

The main purpose of the information technology management model is to describe the entire project management technology in order to formalize the project management process.

The main stages of ITM development include:

1. development of information tables that contain all data in all areas;

2. formation of ITM based on information tables;

3. formation of a consolidated project management model, which is an effective tool for building a system for ensuring project implementation.

To develop ITM project management you need:

Know the relationship between tasks in the decision-making process;

Have clear job descriptions;

Determine the forms of all reporting documents.

Primary documents for all areas and stages of project implementation are recorded in formalized tables of various forms and purposes.

Remember

Subsequently, the analysis of these tables gives an accurate assessment of the situation, all unnoticeable deviations, and allows you to choose ways to correct and make adjustments.

Any organization of any form of ownership needs a stable resource of professional employees. The process of forming a team requires a certain approach and some costs, taking into account the fact that the time and money spent should pay off in the future for the organization itself. When creating a resource base of professionals in an organization, it is necessary to take into account the needs and requests of the employees themselves, otherwise a large difference in goals will hinder further cooperation between the employee and the organization.

In order for the activities of an organization to be carried out, employees must be managed.

Since the connection between employee management and the level of profitability of the organization itself is direct, labor resource management is one of the important aspects of management theory and practice.

In the hierarchy of an organization, between management and the workforce, there is always an employee who manages labor resources. Such an employee must always know the needs of all levels of employees in the organization and find solutions that satisfy all parties. An employee involved in personnel management must be competent in professional matters, know, and also be able to apply methods and methods of employee management.

Human resource management in an organization consists of the following stages.

1. Resource planning consists of developing a plan to meet future human resource requirements.

2. Recruitment is the process of creating a pool of potential candidates for all positions.

3. Personnel selection is the assessment of the best candidates and the selection of the best professionals from the created reserve.

4. Determination of wages and benefits involves the development of a structure for the calculation and payment of wages, as well as the formation of a preferential system for each employee on an individual basis.

5. Professional orientation and adaptation to the new team, developing among employees an understanding that the results of individual work are evaluated and deservedly rewarded.

6. The learning process is the development of professional skills training programs in order to improve the efficiency of work or improve the skills of workers.

7. Subsequent assessment of work activity consists of the development of methods with the help of which the employee’s work will be assessed.

8. Moving an employee up the organizational ladder: promotion, demotion, dismissal, as well as developing a procedure for hiring employees.

9. Training of management personnel for an organization involves the development of a program with the help of which employees can develop and increase the efficiency of individual work.

Quite often, the management of an organization does not take into account the importance of human resources, relying on the fact that employees will always be found.

Each organization, when determining the goals of its activities, must know what resources it has (financial funds, equipment, materials, human resources, etc.).

Planning the resource base should be a natural activity in the process of forming goals and objectives.

The human resource planning process is staffing planning, which includes three stages:

Assessment of resources at a specific point in time;

Assessment of future needs for workers in a certain profession;

Development of a program for searching and hiring workers necessary for staffing.

Modern organizations are trying to create a database of candidates for positions at all levels and maintain this database by constantly updating it. This approach to personnel planning ensures an uninterrupted supply of new employees in the event of changes in the permanent staff.

Reserve personnel can be recruited both from the external environment and within the organizational system by means of notification through the media, with the voluntary consent of existing employees.

A very common method is concluding agreements with educational institutions that train young specialists. It may also be more profitable for an organization to promote its own employees through the ranks than to hire a new employee who needs time to understand the job and acquire the skills to continue working in a specific place.

Recruitment into the reserve fund should be carried out continuously and in accordance with the needs of the organization, as well as taking into account future needs in all specialties.

But a negative point may be the fact that existing employees will not be able to provide new ideas, while new employees can bring fresh ideas and work options to the organization. Sometimes the staff is replenished through internal reshuffles and the admission of acquaintances and friends who meet all the necessary requirements of the organization.

Preliminary selection of personnel is carried out by special people - selection consultants.

The personnel selection stage always follows the stage of recruiting reserve staff, since the selection of candidates for vacant positions is made from this reserve staff created earlier.

Most often, they choose an employee who has better qualifications, more work experience in a similar position, and also corresponds to the personal characteristics of the majority of the organization’s employees.

It is necessary to select a candidate in accordance with the requirements for a specific position, the education necessary to perform certain work in this position.

The main idea of ​​selecting candidates from the existing reserve fund is that it is necessary to select employees in strict accordance with the vacant position in the organization.

Each organization develops its own remuneration system, as well as a system of benefits and bonuses and other additional incentives in the form of monetary compensation.

Employees independently and individually decide for themselves the issue of compliance of the work performed and the wages received for this work.

Personnel selection is one of the many forms of preliminary control of the quality of human resources by conducting interviews, assigning test dates for a specific position and testing in assessment centers.

In the case where an employee considers the salary level to be equivalent to the amount of work performed, he (the employee) will continue to work in this organization. It happens otherwise when an employee considers the level of wages and the amount of work performed to be unequal. In such a situation, a person will try to change his position, or the organization itself, or even his type of activity. The absence of adequate compensation at competitive rates, benefits, and incentive systems in the form of cash payments or other incentives will lead to employees not taking their workplace seriously.

An organization will not be able to keep employees from making the decision to quit if the remuneration system does not satisfy them.

The organization must develop its own scale or system for calculating and paying wages for each employee individually. The structure of such a system can be determined after conducting research into many aspects of life, labor market conditions, as well as the profitability and plans of the organization itself.

When developing a detailed salary structure, it is necessary to take into account various benefits, profit sharing, ownership of shares in the organization, as well as the job rating and capabilities of the employee himself, his experience and education, and personal characteristics. In addition, organizations should, whenever possible, provide their employees with additional benefits in the form of paid sick leave, additional vacations, life and health insurance, and payments to pension funds. Sometimes some organizations can afford additional payments in the form of incentive trips for employees’ children to vacation spots, as well as partial payment for education in educational institutions.

In order for an employee to bring as much benefit as possible to his workplace in the organization, he needs to professionally navigate and socially adapt to a new team. Only if the employer takes into account the fact of the social system of the organization, consisting of individual workers, can this structure count on success.

Always necessary v mo some time so that the new person can get used to the new team painlessly, N and only after v Once he becomes part of it, the employee will be able to begin his professional activity in a new position.

Each team of an organization always has its own official and unofficial rules of conduct for employees. The normative behavior adopted in a particular organization must satisfy the needs of all employees, otherwise the organization is doomed to constant personnel renewal, which always has a negative impact on the final results of its activities.

Each organization solves issues related to personnel training in different ways, which is why training has now become considered a specialized area.

Formally, when hiring a new employee, he is given information about how work is done in the organization, what methods are used to train staff, and what is considered effective work. In the process of getting to know the new team, the employee learns unofficial rules and prohibitions that were not discussed during the employment interview.

It is very important for any organization that employee productivity is always at the highest or very high level, which would ensure the profitability of its activities. Therefore, many organizations are concerned about the overall quality of their workforce.

To achieve high quality labor resources, the method of recruiting ready-made highly qualified workers with many years of experience in a related specialty or position is most often used. However, practice shows that it is not enough just to hire a first-class specialist; it is necessary to give him the opportunity to develop further without interrupting his main production. The end result of such training should be increased productivity, which will ultimately lead to increased profits.

Personnel training can be carried out in three cases:

1. when training a new employee;

2. when transferring or assigning an employee to a new position;

3. if the employee is not suitable for the position held based on the test results.

Methods for conducting personnel training are different in each organization and are developed in accordance with the goals and objectives of the organization itself. However, there are some basic requirements that apply to many work-based training programs.

It is necessary to develop a method of motivating employees as a basis for training. Employees must independently understand the need for training.

To train employees, a positive climate must be created, i.e., the desire of employees to learn should be constantly encouraged, and employees should be made dependent on the need for constant professional development.

If the material to study is too complex, then the learning process must be divided into several stages. It is advisable to give the employee the opportunity not only to learn theory, but also to consolidate new knowledge in practice.

Trainers conducting employee training must provide feedback to the employees being trained, the presence of which contributes to better consolidation of knowledge and skills.

There are management training programs that contain career management programs, i.e. promotion through the ranks. With the help of these programs, organizational leaders can use the knowledge and skills of their employees to the fullest, and employees can discover their new potential abilities.

The core doctrine of employee training is the process of developing the skills that employees need to perform their duties. These programs are also used to train those employees who need to move up the job ladder.

Before starting the process of training employees, it is necessary to conduct testing in order to know the hidden potentials and learning abilities of these employees. Based on the test results, decisions are made about which employee needs to gain what knowledge and skills during the training process. Based on the same test results, the main candidates for promotion are identified.

Methods for conducting staff retraining can be different, for example, holding discussions and lectures in small groups of employees. Currently, methods such as role-playing games and training are common. In the past, seminars and continuing education courses were used to train employees.

It is possible that training is carried out by obtaining not only theoretical knowledge, but also practical skills, that is, carrying out activities to analyze specific practical situations.

Currently, the widespread method of employee rotation is the temporary movement of an employee from one position to another in order to expand the skills and knowledge of this employee.

After an employee has studied the entire horizon of the organization, he, subject to successful training, is offered a new position one level higher than the previous one. In this way, all responsibilities of employees at one specific level are covered.

Any organizational system, a project is no exception, represents a complex system of responsibilities in the process of creative activity. Project management, in itself, is the main function of the project as a dynamic system. However, this main function can be represented by some of its components, in other words, subfunctions. It is possible to identify the most common project management subfunctions relevant to any project.

In the process of project implementation and management, certain system functions are performed in all subsystems and at all phases of the life cycle, such as:

1) Planning – activities aimed at developing a plan. Planning as a management function includes determining strategies, policies, and procedures for project implementation. Planning in a project environment can be defined as the preliminary study and selection of forecast decisions for project implementation in the context of various alternatives based on knowledge of the subject area and possible uncertainties (risks) of project implementation. At the same time, in the context of project management, planning also includes the processes of organizing the implementation of plans, adjusting plans and monitoring their implementation. In project management, planning embodies the organizing principle of the entire project implementation process. Planning covers all phases of the project cycle and is a continuous process. It begins with the participation of the project manager in the process of developing the concept of the project, continues with the selection of strategic decisions for the implementation of the project and the development of its details, including drawing up specific proposals, concluding contracts, executing the work, and ends only with the completion of the project. The decisions made during the planning process must ensure the feasibility of the project within the given time frame and with minimal cost and resource consumption and with high quality of work. One of the main goals of planning is the integration of project participants to perform a set of works that ensure the achievement of the final results of the project. Planning is the basis of control, accounting and operational management.

2) Organization. In a broad sense, organization is understood as the totality of the structure of a system and the way its elements operate. In relation to project management, organization is considered as one of the main functions and as an organizational form of activity. Organization as a function is a process of ordering, coordinating the interaction of more or less differentiated parts of the whole. In other words, it is a set of processes or actions leading to the formation and improvement of relationships between project elements.

3) Monitoring the life of the project - a project management function that includes processes for monitoring the progress of the project in order to verify the compliance of actual implementation with the planned indicators provided for in plans, contracts, agreements, etc. The project control function is performed at all phases and in all its subsystems and includes: cost control, time and duration control, quality control, risk control, project budget control, decision implementation control, project inventory control, etc.

4) Motivation. The process of inducing in an individual the desire to work to achieve the goals of the organization while simultaneously realizing his own goals. It is necessary to distinguish between motivation, as the study of the motivating reasons for human actions, and motivation, as a way of influencing human behavior. Previously, the study of this problem was the domain of mainly specialists, however, due to the rapid development and complication of social and economic relations, the radical complication of communications, there was an urgent need to create motivation technologies that would be quite effective, and at the same time, applicable in everyday practice business relations. Over the past 40 years, motivation as an applied area of ​​knowledge has developed particularly actively and, as a consequence of this, a number of simplified theoretical models based on the results of psychological research have appeared.

5) Operational management. The process of practical implementation of programs and projects in each area of ​​activity, changes and evaluation of results, as well as comparison of achieved results with set goals. Operational management can be considered both as an independent management subsystem and as one of the main functions of project management. In this regard, it is advisable to designate the subsystem as “change management” and the function as “operational management”.

Thus, project management, using modern scientific, technical and economic knowledge, various management techniques, special organizational forms and project-oriented structures, allows you to make appropriate decisions throughout the entire life cycle of the project.

2.3. Project Management Processes

A project consists of processes. A process is a set of actions that produces results.

“Project management processes can be divided into six main groups that implement various management functions:

Initiation processes – making a decision to start the project;

Planning processes - defining goals and criteria for project success and developing working schemes for achieving them;

Execution processes - coordinating people and other resources to carry out the plan;

Analysis processes - determining the compliance of the project plan and execution with the set goals and success criteria and making decisions on the need to apply corrective actions;

Management processes – identification of necessary corrective actions, their coordination, approval and application;

Closing processes are formalizing the execution of a project and bringing it to an orderly conclusion.”

Project management processes overlap each other and occur at different intensities at all stages of the project. In addition, project management processes are connected by their results - the result of one becomes the source information for the other. And finally, there are relationships between process groups of different phases of the project. For example, the closure of one phase may be an input for the initiation of the next phase (example: completion of the design phase requires customer approval of the design documentation, which is necessary for the start of implementation). In a real project, phases can not only precede each other, but also overlap. Repeating the initiation at different phases of the project helps to monitor the relevance of the project. If the need for its implementation has disappeared, the next initiation allows you to establish this in time and avoid unnecessary costs.

Within each group, project management processes are connected to each other through their inputs and outputs. Focusing on these connections, we describe individual processes through:

Inputs are documents or documented indicators according to which a process is executed.

Outputs are documents or documented indicators that are the result of a process.

Methods and means are the mechanisms by which input is converted into output.

“Project management is an integrative endeavor that requires that each process related to the project and product be properly linked to other processes to facilitate coordination.”

Actions taken during one process typically affect that process and other related processes. For example, a scope change usually affects the cost of the project, but it may also affect the communications plan or the quality of the product. These interactions within the process often require trade-offs between requirements and project goals; In addition, certain performance trade-offs will vary from project to project and from organization to organization. Successful project management must include actively managing these interactions to satisfy the requirements of the project sponsor, customer, and other stakeholders. Under some conditions, a process or set of processes must be repeated several times to achieve the desired result.

Projects exist within an organization and cannot function as a closed system.

They require input from within and outside the organization, and in return they provide new capabilities to the organization. Project processes can generate information that will improve the management of future projects.

CONCLUSION

The goal of our work was achieved by implementing the assigned tasks. As a result of the research conducted on the topic “Project Management”, a number of conclusions can be drawn:

The concept of “project” has many definitions and many classifications, all of which are rightfully true.

In turn, the project has its own life cycle, which includes:

- start of the project;

- organization and preparation;

- execution of project work;

- completion of the project.

As for the essence of project management, then: “The essence of project management is clearly formulated by the Project Management Institute (USA): project management is the art of directing and coordinating human and material resources using modern management methods and techniques to achieve the results defined in the project in terms of composition and scope of work, cost, time, quality and satisfaction of project participants.” Also, the management structure in each specific project is determined individually, for the most part, as it depends on the scale and complexity of the project.

In the process of project implementation and management, certain functions are performed in all subsystems and at all phases of the life cycle, such as:

Planning;

Organization;

Control;

Motivation;

Operational management.

Related information.

Any organizational system, a project is no exception, represents a complex system of responsibilities in the process of creative activity. Project management, in itself, is the main function of the project as a dynamic system. However, this main function can be represented by some of its components, in other words, subfunctions. It is possible to identify the most common project management subfunctions relevant to any project.

In the process of project implementation and management, certain system functions are performed in all subsystems and at all phases of the life cycle, such as:

Planning – activities aimed at developing a plan. Planning as a management function includes determining strategies, policies, and procedures for project implementation. Planning in a project environment can be defined as the preliminary study and selection of forecast decisions for project implementation in the context of various alternatives based on knowledge of the subject area and possible uncertainties (risks) of project implementation. At the same time, in the context of project management, planning also includes the processes of organizing the implementation of plans, adjusting plans and monitoring their implementation. In project management, planning embodies the organizing principle of the entire project implementation process. Planning covers all phases of the project cycle and is a continuous process. It begins with the participation of the project manager in the process of developing the concept of the project, continues with the selection of strategic decisions for the implementation of the project and the development of its details, including drawing up specific proposals, concluding contracts, executing the work, and ends only with the completion of the project. The decisions made during the planning process must ensure the feasibility of the project within the given time frame and with minimal cost and resource consumption and with high quality of work. One of the main goals of planning is the integration of project participants to perform a set of works that ensure the achievement of the final results of the project. Planning is the basis of control, accounting and operational management.

Organization. In a broad sense, organization is understood as the totality of the structure of a system and the way its elements operate. In relation to project management, organization is considered as one of the main functions and as an organizational form of activity. Organization as a function is a process of ordering, coordinating the interaction of more or less differentiated parts of the whole. In other words, it is a set of processes or actions leading to the formation and improvement of relationships between project elements.

Project performance monitoring is a project management function that includes processes for monitoring the progress of the project in order to verify the compliance of actual implementation with the planned indicators provided for in plans, contracts, agreements, etc. The project control function is performed at all phases and in all its subsystems and includes: cost control, time and duration control, quality control, risk control, project budget control, decision implementation control, project inventory control, etc.

Motivation. The process of inducing in an individual the desire to work to achieve the goals of the organization while simultaneously realizing his own goals. It is necessary to distinguish between motivation, as the study of the motivating reasons for human actions, and motivation, as a way of influencing human behavior. Previously, the study of this problem was the domain of specialists, however, due to the rapid development and complication of social and economic relations, the radical complication of communications, there was an urgent need to create motivation technologies that would be quite effective, and at the same time, applicable in everyday practice business relations. Over the past 40 years, motivation as an applied area of ​​knowledge has developed particularly actively and, as a consequence of this, a number of simplified theoretical models based on the results of psychological research have appeared.

Operational management. The process of practical implementation of programs and projects in each area of ​​activity, changes and evaluation of results, as well as comparison of achieved results with set goals. Operational management can be considered both as an independent management subsystem and as one of the main functions of project management. In this regard, it is advisable to designate the subsystem as “change management” and the function as “operational management”.

Thus, project management, using modern scientific, technical and economic knowledge, various management techniques, special organizational forms and project-oriented structures, allows you to make appropriate decisions throughout the entire life cycle of the project.

Project management processes are implemented throughout their life cycle through direct and feedback connections between subjects and objects of management using management functions (Fig. 4). This classification is the basis for understanding the theory of project management. Let's look at the main project management processes:

1. Initiation(initiation) - the origin and promotion of a project and its parts, as well as preparatory work for subsequent planning and design.

2. Development and planning(elaboration and planning) - developing the direction and scope of actions for the successful implementation of the project. Determining key events (milestones) and taking into account possible internal and external forces influencing the project is an integral part of planning. Planning occurs most successfully with the direct participation of all parties involved in the project. To effectively manage the project at all stages of the life cycle, plans for its implementation are developed

3. Execution of project work(project execution) is the systematic execution of work in accordance with the project implementation plan. Project work must be divided between performers or groups of performers; the work distribution structure is a multi-level system consisting of tasks, subtasks and work packages.

4. Control(control) – creation and implementation of a system for measuring, accounting, forecasting and identifying deviations within the boundaries of the project, cost estimates and work schedule for timely adoption of corrective measures. One of the main requirements for a control system is the regular recording of information so that the project manager can take action during the implementation of the project, and not after its completion. Control is the most complex function of project management.

5. Completion of the project(project close-out) is the creation of conditions for the successful transfer of the project result to the customer or consumer. In the process of completing the project, the necessary documentation is prepared, approvals are made with the customer, state supervision authorities and other interested parties, noted deficiencies are eliminated and minor improvements are made. The final settlement between project participants and closing of contracts is carried out.

6. Warranty(warranty). The responsibility of the general contracting enterprise for the result of the project is not limited to its transfer to the customer. Currently, contractor companies provide a guarantee for the quality of the work performed, and also eliminate free of charge defects that arise during the operation of the project result (product, product, product, etc.) if they are caused by poorly performed work.

Project management processes influence the achievement of a specific result through a whole set of functions that have both direct and indirect influence on the project.

It is necessary to understand the connection between project management functions and general management functions, which are usually understood as planning, organizing, regulating, implementing, controlling and motivating. Management functions were developed for traditional organizational management structures and, in their classical form, did not take into account the specifics of project management. And although the fundamental importance of management functions remains unchanged, in project management they take on specific forms.

We list the main characteristics of project management functions:

1. Project Intent Management. The emergence of a project idea is not a sufficient condition for its birth and implementation. In order for a plan to take on logical shape and become a project, it must be manageable. It is necessary to make it technically and economically attractive, evaluate alternative options in a similar area, implement actions to promote it and do this in the most effective way and in the shortest possible time. This function forms the basis of the project initiation process.

2. Domain management. This function allows you to take into account the specifics of implementing the project result imposed by industry specifics, the market and consumer offers.

3. Project management according to time parameters. Time is one of the key factors affecting the effectiveness of project implementation. The timing of the project as a whole, its components, as well as individual processes must be planned in advance. Minimizing project implementation time has three natural limitations - technical capabilities, technological requirements and quality of work. These and some other parameters must be taken into account when performing this function.

4. Project cost and financing management. This function is associated with ensuring the optimal cost of the project, at which its maximum profitability and stable financing are achieved at different phases of the life cycle. Features of projects determine the specifics of their financing - venture capital, government, bond issue, share issue and other forms of attracting investment. The function in question must provide financing with an optimal cost-benefit ratio for the enterprise.

5 . Quality control . Quality is an integral indicator of the work not only of the production sector of the enterprise, but also of its management personnel. The implementation of the function must ensure compliance with the quality of management and project implementation within the specified boundaries.

6 . Project risk management . When implementing projects, there is always the possibility of failure. The highest risks are associated with innovative projects, but they are also the most profitable. In this situation, the enterprise needs to determine the maximum acceptable level of risk for project implementation. Project risks may change at different phases of the project life cycle, so effective risk management is a prerequisite for successfully achieving project goals.

7. Human resource management. It is the focused work of people that ensures the effective implementation of the project. Personnel selection, motivation and incentives, creation of comfortable working conditions, etc. are important here.

8. Materials management. This function consists of coordinating the activities of departments responsible for the timely supply of materials, logistics, inventory adequacy, selection of suppliers and contractors, leasing, franchising, etc.

9. Contract management. The enterprise is bound by contracts with all project participants, employees, customers, banks and other interested parties. The procedures for selecting partners and the specifics of contractual relations with them must be carefully thought out. Relationships with other companies, the government, employees and clients should ensure the achievement of project goals and improvement of the enterprise's reputation.

10. Change management. In the process of project implementation, internal and external factors can give rise to situations that complicate project implementation or make it impossible without complex changes in various functional areas of project management. But not only competence and speed
the reactions of managers determine the effective solution of problems; in this situation, an integrated approach to managing changes in the enterprise is important.

11. Security management. The enterprise needs to ensure safe operation, confidentiality of corporate information, security of tangible and intangible property of the enterprise and other project participants, as well as personal safety of personnel.

12. Legal support. The activities of the enterprise and the implementation of the project must be carried out in strict accordance with state legislation. All relationships with project partners must be documented. This will help reduce the risk of loss of solvency in the event of unexpected legal costs and strengthen confidence in the company.

13. Conflict management. Conflicts always accompany project management. They can have both a positive and negative impact on the implementation of the project. The function of the project manager is to identify the conflict in time and take the necessary measures to neutralize it.

14. Systems management. The enterprise and the project are considered as
a set of systems connected by common tasks and procedures. Thanks to

management functions of financial, marketing, production, etc. systems acquire a certain focus on achieving the goals of the project.

15. Communications management. An important function of project management is to ensure an atmosphere of interaction between team members and project participants. It is necessary to hold meetings, meetings, presentations, explaining the features of the project being implemented, discussing its strengths and weaknesses.

16. Accounting. Correct accounting plays a huge role in the internal analysis of financial and economic activities, as well as in relationships with partners, credit institutions, the state, etc.

17. Warranty management. This function ensures the enterprise's responsibility for the results of its work. By fulfilling warranty obligations, the company forms close ties with consumers (clients) and improves its reputation, which provides additional competitive advantages.