Innovation project is a complex concept that includes:

1) form of targeted management of innovation activities;

2) the process of innovation;

3) a set of certain documents.

As a form of targeted management of innovation activity, an innovation project is complex system activities interconnected in terms of resources, timing and performers, aimed at achieving final goals in different areas of the development of science and technology.

As a process of innovation, an innovation project is a set of scientific, technological, production, organizational, financial and commercial activities carried out in a certain sequence, as a result of which an innovative product is created.

A set of technical, organizational, planning and settlement and financial documentation is required to achieve the goals of the innovation project.

An innovation project is a design form of innovation; it has all its basic properties.

The fundamental features of an innovation project as a qualitative and temporary category determine its classification by types and life cycles.

Due to the variety of possible goals and objectives of scientific, technical and socio-economic development, innovative projects are classified by type:

1) by level of decisions - can be made at the federal, presidential, regional, sectoral levels;

2) by the nature of the project goals - final (based on the results achieved) and intermediate (related to the achievement of intermediate results in solving complex problems);

3) by type of need - focused on existing needs or the creation of new needs;

4) by type of innovation - creation of a new or improved product, market, source of raw materials, management structure, reorganization;

5) by implementation period - long-term (more than five years), medium-term (from three to five years), short-term (less than three years);

6) in terms of scale – single-projects, multi-projects, mega-projects.

Innovative projects can also be divided into:

1) modernization (pseudo-innovation) – when the design of the prototype or the basic technology does not undergo radical changes;

2) innovative (improving innovations) - when the design of a product (service) in terms of the type of its elements is completely different from the previous one;

3) advanced (basic innovations) – when the product design is based on preliminary technical solutions;

4) pioneering (basic innovations) - when completely new materials, designs and technologies appear that implement previous or even new functions.

Each innovative project contains 12 components.

Part 1. Organizational capabilities (summary). This part covers two tasks:

1) a comprehensive description of the organization;

2) determining the organization’s ability to implement the project and assessing its economic benefits for the organization.

Part 2. Definition of an innovation project. Here it is determined: the purpose of the innovation project, the type of innovation, the economic and financial benefits of the organization, the main stages and lifespan of the project, the problems of investing in the project and guarantees of return. external investment, risk and its insurance, as well as commercial viability.

Part 3. Characteristics of goods (services). This part provides detailed descriptions of new goods (services).

Part 4. Markets for goods (services).

Part 5. Competition in sales markets.

Analysis of market conditions, competitors, their strategies and tactics - three main tasks are solved:

1) market segmentation;

2) comparative assessment of the obtained segments and their selection;

3) positioning of a new product (service) in selected market segments.

Part 6. Marketing plan:

1) marketing goals and strategies;

2) pricing;

3) distribution scheme of goods (services);

5) formation public opinion;

6) marketing budget.

Part 7. Production plan. Determine the need for production capacity, material resources, production areas, technologies and ways to meet these needs, solve issues of optimal production location, modern methods planning, production organization, etc.

Part 8. Organizational plan. The composition of participating partners is determined:

1) organizational structure;

2) work force;

3) administrative and management personnel. Part 9. Legal support of the project -

legal support for the implementation of the project.

Innovation project

The concept of “innovation project” is used in several aspects:

as a matter, activity, event that involves the implementation of a set of actions that ensure the achievement of certain goals;

as a system of organizational, legal, settlement and financial documents necessary to carry out any actions;

as a process of implementing innovative activities.

These three aspects highlight the importance of an innovation project as a form of organization and targeted management of innovation activities.

This work describes in detail the main stages of the creation and implementation of innovative projects, provides a classification of innovative projects, and also talks about methods for evaluating innovative projects.

Main stages of creation and implementation

Development of an innovative project is a long, expensive and very risky process. Each project, regardless of the complexity and amount of work required for its implementation, goes through certain states in its development: from the state when “the project does not exist yet” to the state when “the project no longer exists.” According to established practice, the states through which a project passes are called phases. From the initial idea to operation, this process can be represented as a cycle consisting of the following phases: pre-investment and investment.

Each phase of the development and implementation of an innovative project has its own goals and objectives (Table 1).

Innovative projects are characterized by high uncertainty at all stages of the innovation cycle. Moreover, innovations that have successfully passed the stage of testing and implementation into production may not be accepted by the market, and their production should be discontinued. Many projects give encouraging results at the first stage of development, but then must be closed due to unclear technical and technological prospects. Even the most successful projects are not guaranteed against failure: at any point in their life cycle they are not immune from the emergence of a more promising new product from a competitor.

Table 1. Contents of the project life cycle phases

The creation and implementation of an innovative project includes the following stages:

• - formation of an innovative plan (idea);
• - study of innovative opportunities;
• - preparation of contract documentation;
• - preparation of project documentation;
• - construction and installation works;
• - operation of the facility;
• - monitoring of economic indicators.

The stage of formation of an innovative plan (idea) is understood as a planned action plan. At this stage, first of all, it is necessary to determine the subjects and objects of investment, their forms and sources, depending on the business intentions of the idea developer.

The subject of investments are commercial organizations and other business entities using investments.

Investment objects may include:

• - enterprises, buildings, structures (fixed assets) under construction, reconstruction or expansion, intended for the production of new products and services;
• - complexes of objects under construction or reconstruction, focused on solving one problem (program). In this case, the investment object means a program - the production of new products (services) on existing production facilities within the framework of existing industries and organizations.

The innovative project uses the following forms of investment:

• - cash and cash equivalents (target deposits, working capital, securities, for example, shares or bonds, loans, loans, pledges, etc.);
• - Earth;
• - buildings, structures, machinery and equipment, measuring and testing equipment, equipment and tools, any other property used in production or having liquidity;
• - property rights, usually valued in monetary terms;

The main sources of investment are:

• - own financial resources, other types of assets (fixed assets, land plots, industrial property, etc.) and raised funds.
• - allocations from federal, regional and local budgets.
• - foreign investments provided in the form of financial or other participation in the authorized capital of joint organizations.
• - various forms of borrowed funds.

The innovation opportunities research stage includes:

• - preliminary study of demand for products and services, taking into account exports and imports
• - assessment of the level of basic, current and forecast prices for products (services)
• - preparation of proposals on the organizational and legal form of project implementation and the composition of participants
• - assessment of the expected volume of investments according to consolidated standards and a preliminary assessment of their commercial effectiveness
• - preparation of preliminary assessments for sections of the feasibility study, in particular assessment of the project’s effectiveness
• - preparation of contract documentation for design and survey work

The purpose of researching innovative opportunities is to prepare a proposal for a potential investor. If there is no need for investors, and all work is carried out at our own expense, then a decision is made to finance the work to prepare a feasibility study for the project.

The feasibility study stage of the project fully includes:

• - conducting full-scale marketing research
• - preparation of a product release program (sales of services)
• - development of technical solutions, including a master plan
• - engineering support
• - security measures environment and civil defense
• - description of construction organization
• - data on the necessary housing and civil construction
• - description of the enterprise management system, labor organization of workers and employees
• - formation of cost estimates and financial documentation: assessment of production costs, calculation of capital costs, calculation of annual revenues from the activities of enterprises, calculation of the need for working capital, projected and recommended sources of project financing (calculation), estimated needs for foreign currency, investment conditions, selection of a specific investor , execution of the agreement.
• - assessment of risks associated with the implementation of the project
• - planning the timing of the project
• - assessment of the commercial effectiveness of the project (using budget investments)
• - formation of conditions for termination of the project implementation

In this article you will learn

• New innovative projects and their difficulties
• Unusual developments and their implementation

“The lack of ideas and those who implement them is what awaits the West in the next decade,” said Pekka Viljakainen, advisor to the president of the Skolkovo Foundation for startups. What are we observing? While experts are convinced that there is no single balanced innovation policy in Russia, small companies are developing new and new innovative projects.

New innovative projects continue to be introduced into business

Dmitry Parshkov, Managing partner of Priority Management Company, author of the LifeTable idea

“Currently, our development has no competition and is a Russian innovative project that has no analogues. We are the link between catering establishments and social networks. In addition to the new format of entertainment and the new format of advertising media, it is important for us to improve the quality of service for guests of restaurants and cafes.”

About the project. The idea of ​​automating the process of ordering and communicating with restaurant customers lies on the surface: some elements were tried to be implemented back in the 70s of the last century. However, it was only now possible to do this.

We started working on the project of tables with impact-resistant touch screens in 2010. We did almost everything ourselves, including hardware development and writing software. The main goal was to create a completely flat surface, without gaps or differences between the interactive screen and the tabletop. Simply put, the mug should travel across the entire table without delay. Therefore, we tested the products in the conditions of a night party of rockers with a sea of ​​alcohol and dancing on the counters. The tables withstood the attack and worked flawlessly the next day.

Our products installed in a restaurant take into account the interests of not only visitors, but also the owners of the establishment and advertisers.

• Distribution development: how to run a business in modern conditions

LifeTable allows visitors to view the establishment's menu, order and even pay for a dish. In addition, the menu contains services such as Internet access, chat for communicating with those sitting at other tables, games and music.

For staff, a “smart desk” simplifies work with clients and optimizes business processes (paying a bill, calling a waiter and ordering a dish).

Attachments. The project was created entirely with the funds and resources of the management company “Prioritet”, the volume of investments is about $ 660 thousand.

Income. LifeTable will reach profitability in 2013. Now there is a fixed contract price for restaurants and advertisers - 2 thousand euros for two years. The service life of the company's products is about two years, then we try to upgrade the equipment.

Difficulties. Leaving aside the technical details (production, hardware improvements, software solutions), one of the problems was explaining to restaurant staff that LifeTable is not the enemy and is not trying to take away part of the waiters' income.

Today, the marketing department's main task is to convey the LifeTable idea to guests: early users thought they were sitting at a table with a built-in TV. We had to make the interface simpler and clearer. Work to improve it does not stop now.

Gennady Medetsky has developed a new innovative project in Russia called “i-garden”

Gennady Medetsky, General Director, “i-garden”, Executive Director, “Synergy of Innovation”

“When an entrepreneur starts a business, he must realize: it is important that the business idea is interesting not to him, but to the consumer. This also applies to innovative projects in Russia.”

About the project. The idea of ​​the “i-garden” arose in early 2011. And already in the fall we had our first clients and started their own gardens.

The essence of the project is that people who want to eat tasty, and most importantly, environmentally friendly vegetables, but do not have the opportunity to grow them themselves, can do this via the Internet. In the “i-garden”, clients choose the area of ​​land (from 6 sq. m) in a greenhouse in the Ramensky district of the Moscow region, and the vegetables they want to grow. Then they either take care of the plantings themselves (using a special service on the website to indicate when to water, dig or fertilize), or choose automatic care (specialists do everything themselves). In addition, you can always see what is happening in the garden at one time or another - web cameras are installed in the greenhouse. There is also the opportunity to spy on what and how is growing on your neighbor’s plot.

Among other things, we cooperate with several online stores of natural and rural products: we supply greens, salads and herbs, and take part in various fairs and festivals of natural products.

On this moment We have no direct Russian competitors; there are only a few foreign resources that make it possible to rent gardens for growing vegetables yourself.

The target audience of the project is raw foodists and vegans 1 .

Attachments. The Synergy of Innovation Foundation 2 invested money in the project. However, I will not disclose the amount. I can only say that about $100 thousand was spent on cameras alone (100 pieces).

Income. The i-garden has not yet paid off. This can happen faster if we manage to increase the area 10 times, which will require an investment of $5 million. So far, our fund does not plan such investments.

We are currently negotiating cooperation with several vegetarian restaurants. Chain establishments are not suitable for us - as a rule, they use products on an industrial scale.

Difficulties. The i-garden project does not produce crops on an industrial scale, so it is difficult for us to compete with large enterprises. For example, the cost of tomatoes in the “i-garden” exceeds 800 rubles per 1 kg. It is expensive, but the client can be sure that he is eating an environmentally friendly product. Another surprise was the high yield: 12 sq. m bring about 60 kg of tomatoes. Often the “gardener” does not know what to do with the harvest, and sometimes does not even take it, leaving it to us, and we take the surplus to the orphanage.

We also did not provide for a very long ripening period: we said that clients would receive the first harvest of tomatoes in 60 days, but it turned out - in 7 months. Therefore, part of the money had to be returned.

1 Strict vegetarians, excluding all animal products from the diet, including meat, fish, eggs, milk, dairy products and sometimes honey.

2 Russian venture fund, part of the Synergy University holding. Founded in 2010. Specializes in investing in companies and projects that have a serious scientific foundation.

New innovative project for the production of interactive aerial displays

Maxim Kamanin, CEO, Display

“In the future, three areas of new innovative projects will develop: IT in the consumer market, increasing computing power while miniaturizing the physical size of devices, and the transition to augmented reality. Displair is at the intersection of these areas.”

About the project. Our company's main product is the screenless aerial display Displair I, which allows you to display images in the air.

The Displair system consists of a projector and a screen onto which an image is transferred using a special spray from tiny moisture particles.

The display diagonal is 30 inches (60 × 45 cm), and the image quality allows you to read texts from it. Water particles are so small that due to strong surface tension they become solid. If the user touches the screen, the particles will not leave wet marks and will generate an image that bypasses the obstacle. In addition, they can withstand temperatures ranging from –50 °C to +50 °C. Water consumption is liter per hour, and the built-in reservoir is designed for 8 hours of continuous operation.

The monitor is controlled using gestures that are monitored by infrared motion sensors. They use one and a half thousand points - this allows the computer to “see” even fine motor skills and “understand” what exactly the user is showing with his hand. The optical system is capable of processing up to 1.5 thousand touches simultaneously, the delay time is less than 0.2 s.

The idea of ​​creating a display appeared back in 2010, when I was graduating from Astrakhan State Technical University. By the time I received my diploma, the project was already ready, which I registered on the Seliger forum. I was invited to the event and asked to show a prototype of the display, which Dmitry Medvedev also got acquainted with. Also in 2010, we held a presentation of the development in Silicon Valley, as a result of which Displair was included in the top ten most promising startups of the year according to the Plug’n’Play technology center. Today our company is a member of the IT park in Kazan and the first resident of the Skolkovo innovation center, and also topped the rating of Russian startups in the hi-tech segment according to the Center for New Technologies and Technological Entrepreneurship Digital October.

Even at the prototype stage, large advertising agencies showed interest in the screenless display, which discovered its potential for using a new generation of computers in various events. At the moment we are working on projects with BBDO Moscow, Instinct and Grape. Intel Russia, Microsoft Russia, Google, and Megafon have already successfully used Displair screens in their BTL campaigns.

Attachments. In May 2012, we raised $1 million in our first round of investment. The money was spent on renting an office and searching for personnel (now the company has 50 people on staff); a little later, a production site was prepared.

Among our investors are the Leta GIV fund as part of the Leta Group, business angel Esther Dyson 3, co-founder, editor-in-chief of East-West Digital News Adrien Enni, CEO of Acrobator Bastian Godska (led the development and marketing of the companies Ozon.ru, KupiVIP.ru, Lamoda.ru), co-founder of East-West Digital Alexander Baderko.

Income. According to optimistic forecasts, it is planned to reach self-sufficiency in 2014, and according to pessimistic forecasts - in 2015. Today, the main source of income is renting prototypes of the Displair I display for events. A day's rental costs 30 thousand rubles. This year we plan to launch the first display model for sale. We are currently working on a b2b model, but we will switch to b2c when we achieve a price that suits ordinary users.

Difficulties. The main problems in the development of the project are related to the specifics of the domestic market. Like any high-tech production, Displair suffers from inconvenience due to a shortage of personnel: in Russia it is difficult to find specialists of the required profile. Therefore, we gather the best all over the country and even abroad: in addition to Russians, our staff includes employees from France and Germany.

The second problem is the complex supply chain. The necessary components are not produced in Russia, so the only way out is to arrange supplies from China.

3 Esther Dyson - member of the board of directors of Yandex, president of the venture fund EDventure Holdings (initial investor in Flickr), actively invests in IT projects.

Alexander Valencia-Campo, Mikhail Pogrebnyak and Pavel Cherkashin implemented an innovative project specializing in visual search on the Internet

Pavel Cherkashin, co-founder, sales director, Kuznech

“The Russian venture environment is designed to copy successfully implemented Western innovative projects, but not to create new ones. Everyone asks about Western analogues and shakes their heads in displeasure if they don’t find any.”

About the project. The author of the idea is Alexander Valencia-Campo, one of the founders of the company. Before that he was developing computer games and was constantly faced with the task of finding similar images for illustrations. In 2006, having not found a single high-quality proposal in this area, he formulated the basic algorithms for the operation of the future service. For several years, Alexander had plans for implementation and attracted me as a partner and business angel, but all attempts to create a working system did not lead to success. To successfully complete the task, there was a lack of an expert in the implementation of complex software systems. Mikhail Pogrebnyak, CEO of the IT company Qbix, became such a partner.

The Kuznech project offers technologies for indexing and comparing billions of images on the Internet based on their visual content, rather than text descriptions, as Google does. By the way, the name Kuznech comes from the word “grasshopper” and partly reflects the company’s activities. The fact is that some species of these insects have two anatomically and functionally different means of obtaining visual information.

Kuznech technology is suitable for Internet companies working with large volumes of images, when the generally accepted search by keywords does not give adequate results. The system can be used in online stores, social networks, photo sites - anywhere where a significant amount of information is presented in visual form, and not in the form of texts, as well as in industrial fields - from medicine to information security and industrial design.

Attachments. An initial investment of $500K was made by the founders and a few close friends who believed in the idea. Subsequently, we attracted a Skolkovo grant in the amount of $660 thousand, which allowed us to conduct scientific research and solve a number of complex technical problems, as well as significantly reduce technological risks.

Income. It is planned to achieve operational payback in 2014. Already in December 2012, the Kuznech project began to generate income. Among the first clients are news agencies, online stores, and social services.

Difficulties. The main challenge at the moment is to find the most commercially attractive applications for the technology. The potential is huge, but we need to start with small steps. The most promising sales market is the United States, where the bulk of visual information and the business around it are concentrated. We opened a legal entity there, issued American patents and set up a legal address in California.

In domestic practice, the concept of project management is reflected in the widespread use of the program-target management method, which provides for the formation and organization of the implementation of targeted comprehensive programs (TCP), which are a set of interrelated activities aimed at achieving specific socio-economic goals. An extensive system of projects and programs is being implemented in both the scientific and innovation spheres. Innovative projects and programs for their implementation constitute an essential part of the emerging economic mechanism for managing the scientific and technological development of the country.

The concept of “innovation project” is considered as a form of targeted management of innovation activities, the process of implementing innovations, and a set of documents.

As a form of targeted management of innovation activities, an innovation project is a complex system of interdependent and interconnected activities in terms of resources, timing and executors, aimed at achieving specific goals in priority areas of the development of science and technology. As a process of innovation, it is a set of scientific, technological, production, organizational, financial and commercial activities carried out in a certain sequence that lead to innovation. At the same time, an innovation project is a set of technical, organizational, planning, settlement and financial documentation necessary to achieve the goals of the project. The essence of the project is most fully and comprehensively manifested in its first aspect. Taking into account all three aspects of the concept of “innovation project”, we can give the following definition.

An innovative project is a system of interrelated goals and programs for achieving them, which are a complex of research, development, production, organizational, financial, commercial and other activities, appropriately organized, formalized with a set of project documentation and providing an effective solution to a specific scientific and technical problem. a task expressed in quantitative terms and leading to innovation.

The main elements of the innovation project include:

Formulated goals and objectives that reflect the main purpose of the project;

A set of project activities to solve the innovation problem and achieve the set goals;

Organization of implementation of project activities, i.e. linking them by resources and performers to achieve the goals of the project in a limited period of time and within the specified cost and quality;

The main indicators of the project (from targets - for the project as a whole, to specific ones - for individual values, topics, stages, activities, performers), including indicators characterizing its effectiveness.

Rice. 1. Main elements of an innovation project

Innovative projects can be formed as part of scientific and technical programs, implementing the tasks of individual areas (tasks, sections) of the program, and independently, solving a specific problem in priority areas of the development of science and technology.

Objectives of innovative projects. The formation of innovative projects to solve the most important scientific and technical problems (tasks) ensures:

An integrated, systematic approach to solving a specific problem (goal) of scientific and technological development;

Quantitative specification of the goals of scientific and technological development and strict reflection of the final goals of scientific and technological development and strict reflection of the final goals and results of the project in innovation management;

Continuous end-to-end management of the processes of creation, development, production and consumption of innovations;

Reasonable choice of ways to most effectively implement project goals;

Balance of resources for the implementation of an innovative project;

Interdepartmental coordination and effective management of a complex set of project works.

Key participants in the innovation project. The implementation of the concept of an innovative project is ensured by the project participants. Depending on the type of project, from one to several dozen (sometimes hundreds) organizations can take part in its implementation. Each of them has its own functions, degree of participation in the project and degree of responsibility for its fate. At the same time, all these organizations, depending on the functions they perform, are usually united into specific groups (categories) of project participants. A schematic representation of the main participants in the project is shown in Fig. 2.

Rice. 2. Main participants of the project

The customer is the future owner and user of the project results. The customer can be either an individual or a legal entity.

Investor – individuals or legal entities investing in the project. An investor can also be a customer. If this is not the same person, then the investor enters into an agreement with the customer, monitors the implementation of contracts and makes settlements with other project participants. Investors in the Russian Federation can be: bodies authorized to manage state and municipal property; organizations, business associations, public organizations and other legal entities of all forms of ownership; international organizations, foreign legal entities; individuals– citizens of the Russian Federation, foreign citizens. One of the main investors providing financing for the project is a bank.

Designer – specialized design organizations that develop design and estimate documentation. Responsible for performing the entire complex of these works is usually one organization, called the general designer. It is represented abroad by an architect and an engineer. An architect is a person or organization that has the right to professionally, on the basis of an appropriately issued license, carry out work to create design and estimate documentation. An engineer is a person or organization licensed to practice engineering, i.e. a range of services related to the process of production and sale of project products.

Supplier – organizations providing logistical support for the project (purchases, supplies). Contractor (executing organization, contractor, subcontractor) – legal entities responsible for performing work under the contract. These include individual entrepreneurs, manufacturing enterprises, universities, etc.

Scientific and technical councils (STC) are leading experts in thematic areas of the project, responsible for the selection of scientific and technical solutions, the level of their implementation, the completeness and complexity of measures to achieve project goals; organizing the competitive selection of performers and examination of the results obtained.

The project manager (in the Western terminology “project manager”) is a legal entity to which the customer delegates the authority to manage the project work: planning, monitoring and coordinating the work of project participants. The specific composition of the project manager’s powers is determined by the contract with the customer. A project team is a specific organizational structure headed by a project manager and created for the duration of the project in order to effectively achieve its goals. The composition and responsibilities of the project team depend on the size, complexity, and other characteristics of the project. The project team, together with the project manager, is the developer of the project. To perform part of its functions, the developer can attract specialized organizations.

Supporting structures of the project are organizations of various forms of ownership that assist the main project participants in fulfilling the project’s tasks and together with them form the infrastructure of innovative entrepreneurship. Supporting structures include: innovation centers; funds to support programs and projects; consulting firms; independent examination bodies; patent licensing firms; audit firms; exhibition centers and so on.

Types of innovative projects. The variety of possible goals and objectives of scientific and technological development implies a huge variety of types of innovative projects. There is no generally accepted classification of them. It is advisable to classify innovative projects according to such criteria as the period of project implementation, the nature of the project’s goals, the type of need being satisfied, the type of innovation and the level of decisions made.

Depending on the time spent on implementing the project and achieving its goals, innovative projects can be divided into long-term (strategic), the implementation period of which exceeds five years, medium-term with a period of implementation from three to five years, and short-term - less than three years. From the point of view of the nature of the goals, the project can be final, i.e. reflect the goal of solving an innovative problem as a whole, or intermediate, associated with achieving intermediate results in solving complex problems. Depending on the type of needs being satisfied, the project can be focused on existing needs or the creation of new ones. Classification of innovative projects by type of innovation involves dividing them into the introduction of a new (radical) or improved (incremental) product; introduction of a new or improved production method; creation of a new market; development of a new source of supply of raw materials or semi-finished products; reorganization of the management structure. According to the level of decision-making and areas covered by innovation projects, they are divided into: federal (interstate) and presidential innovation projects, the main tasks of which can be included in regional scientific and technical programs; sectoral (intersectoral) innovative projects, the tasks of which may be included in the plans of ministries and departments of the Russian Federation; innovative projects of individual individual entrepreneurs, the tasks of which are included in the individual entrepreneur’s plans.

Contents of innovative projects. We can distinguish three aspects of considering the content of an innovation project according to: stages of innovation activity, the process of formation and implementation, and elements of organization. An innovation project covers all stages of innovation activity associated with the transformation of scientific and technical ideas into a new or improved product introduced on the market, into a new or improved technological process used in practical activities, or into a new approach to social services. From the point of view of the stages of implementation of innovative activities, the project includes research, design and experimental work, development of production, organization of production and its launch, marketing of new products, as well as financial activities.

The basis is to consider the content of an innovation project based on the process of its formation and implementation, i.e. technologically, lies the concept of the life cycle of an innovative project, which proceeds from the fact that an innovative project is a process that occurs over a finite period of time. In such a process, one can distinguish a number of time-sequential stages (phases), differing in the types of activities that ensure its implementation.

An innovation project, considered as a process taking place over time, covers the following stages:

Formation of an innovative idea. This is the process of generating an innovative idea and formulating the general (ultimate) goal of the project. At this stage, the final goals are determined (quantitative assessment in terms of volume, timing, profit margins) of the project and ways to achieve them are identified, subjects and objects of investment, their form and sources are determined;

Project development. This is the process of finding solutions to achieve final goals and the formation of a set of tasks and activities to achieve the project goal that is interconnected in terms of time, resources and performers. At this stage it is carried out comparative analysis various options achieving project goals and choosing the most viable (effective) for implementation; a plan for implementing an innovative project is being developed; issues of a special organization for working on the project (project team) are resolved; a competitive selection of potential project executors is carried out and contract documentation is drawn up;

Project implementation. This is the process of performing work to achieve the set goals of the project. This is where the implementation of schedule plans and the expenditure of resources is monitored, deviations that have arisen are corrected and the operational progress of the project is regulated;

Completion of the project. This is the process of delivering project results to the customer and closing contracts. This completes the life cycle of the innovation project.

Considering an innovative project according to the elements of the organization, we can distinguish two parts in it: the governing bodies for the formation and implementation of the project and the participants in the innovative project.

Main criteria for evaluating innovative projects

To reduce the risk of innovation, a business firm must first conduct a thorough assessment of the proposed innovation project. An innovative project that is effective for one enterprise may be ineffective for another due to objective and subjective reasons, such as the territorial location of the enterprise, the level of personnel competence in the main areas of the innovative project, the state of fixed assets, etc. All these factors influence the effectiveness of an innovative project, but it is very difficult to quantify them, and in some cases impossible, so they must be taken into account at the project selection stage. Since each specific enterprise has its own factors that influence the effectiveness of innovative projects, then universal system There is no assessment of projects, but a number of factors are relevant to most innovative enterprises. Based on these factors, certain criteria are identified for evaluating innovative projects.

When implementing innovative projects, priority and state support should be those projects that are focused on the final socio-economic results in the table. A recommended list of criteria for innovative projects is provided.

It is important to note that the top level indicators priority areas(final result indicators) are indicators that are important for the level of the national economy as a whole. They are mandatory for assessment and control at all subsequent lower levels in the hierarchy that solve particular problems (socio-economic priorities and key problems; priority areas of scientific and technical progress; state scientific and technical programs; projects implementing these programs). At the next level of key problems (for example, providing heat and energy), internal characteristics autonomously used at this level are added.

Table 1. List of criteria for innovative projects

As a result, a system of criteria is formed that makes it possible to evaluate the contribution of an innovative project of any level in achieving the ultimate goals of reforms and to use this information for the appropriate allocation of resources for the implementation of such projects.

A full assessment of an innovation project includes an analysis of all the above criteria and the main elements of project implementation.

The procedure for developing an innovative project

The development of an innovative project is a specially organized research project of a forecasting-analytical and technical-economic nature, associated with setting the goal of an innovative project, developing its concept, planning the project and preparing its design and estimate documentation.

Development of the concept and idea of ​​the project

The concept of an innovative project should determine options for its implementation, formulate the main goals and expected end results, assess the competitiveness and prospects of the project results, as well as the possible effectiveness of the innovative project. In the process of developing the concept of an innovative project, the following stages can be distinguished: the formation of an innovative idea and setting the goal of the project, marketing research of the project idea, structuring the project, analyzing risk and uncertainty, choosing an option for implementing the project.

Formation of an innovative idea and setting a project goal. The emergence of an innovative idea is the starting point from which the development of an innovative project begins. The formation of an innovative idea is considered from two perspectives. On the one hand, an innovative idea forms the basis, the essence of an innovative project, which is reflected in the formulation of the general (ultimate) goal of the project (the idea of ​​​​creating a new product or service, the idea of ​​organizational changes in an industry, region, operating enterprise, etc.). On the other hand, the formation of an innovative idea is understood as a planned action plan, i.e. ways or means of achieving the project goal. Already at this stage, alternative solutions to the problem are identified. An idea can arise spontaneously or be the result of a long process; it can be the result of collective expertise or individual analysis.

The methods of generating and forming innovative ideas are treated well known methods expert assessments, such as methods for identifying opinions (interview method; questionnaire method - sample surveys; script writing, etc.) and creative methods (brainstorming; morphological analysis; Delphi method, etc.).

Structuring an innovation project. The target parameters of the project established at the previous stages are the basis for the formation of a list of project activities to achieve the final goal of the project. To determine the composition of the necessary activities, the final goals are pre-structured, i.e. are broken down into their component elements. Practice has shown that in structuring a project it is necessary to distinguish between two types: functional and problematic.

When functionally structuring a project, the composition of functional elements is first established, which is a condition for its complete and comprehensive solution. The tool for such functional structuring of the problem when developing a project is the “goal tree”. The latter is a hierarchical system that has a number of levels at which sequentially detailed goals that require implementation are located. At the same time, the goals of each subsequent level must ensure the implementation of the goals of the higher level.

For each of the established elements, including alternative ones, a limited list of the most important target indicators is determined, characterizing their scientific and technical level and revealing the content of the target indicators of elements of a higher level. Based on particular forecasts for the development of each element and taking into account the existing proportions, unit costs and consumption rates, possible values ​​of target indicators are calculated for individual periods of the project. When determining the values ​​of target indicators, one should proceed from the need to necessarily ensure the target parameters of the corresponding element of a higher level. The calculation of target parameters according to the elements of the “goal tree” is carried out by sequential disaggregation from top level to the bottom.

In addition to target indicators, for each element of the “goal tree” it is recommended to set limiting parameters that define special conditions for achieving goals. The composition of such parameters and their values ​​are selected and justified by experts based on the specifics of the project itself. Limiting parameters establish those requirements that must be met during the implementation of the project. Thus, establishing the composition of the limiting parameters of the project and their qualitative values ​​can be considered as the first and most enlarged stage of the feasibility study of the project implementation option.

The constructed “tree of goals” is then reformulated into a problematically expressed system of tasks and activities, which also has a hierarchical structure and is called a “tree of work.” This is a problematic project structuring. If the “tree of goals” establishes the necessary means of achieving the goals of the project, then a set of activities (“tree of work”) should determine the ways and means of obtaining these means. When forming activities, the compositional principle of sequential aggregation of lower-level work into topics, tasks, and higher-level problems should be used.

The development of a list of necessary activities is carried out in the following sequence:

The possibility and feasibility of achieving target parameters by expanding the production volumes of traditional equipment is being studied;

Measures are formulated to utilize the results of previously completed R&D in production;

If the scientific reserve is insufficient, the possibility is studied and measures are planned to use the experience of foreign countries based on the acquisition of licenses, equipment or documentation;

Proposals on the direction and specific topics of research are being developed.

The set of works established by the elements of the lowest level of the “goal tree” are combined at subsequent stages of project development into topics, tasks and stages associated with the creation of the corresponding elements of the highest level. The resulting “work tree” represents one of the possible options for implementing the project.

The result of project structuring is a list of activities (composition of tasks, topics and works), the implementation of which is necessary to ensure that the target values ​​of the project are achieved in a timely manner for each of the options for its implementation.

Marketing research of the project idea.

In parallel with the formation of an innovative project idea, marketing research is carried out. The purpose of this stage is to determine the sphere of influence of the project on the development of the national economy and, as a result, to quantitatively clarify the goals of the project and tasks for individual periods. The final goals and objectives of an innovation project cannot always be established in the form of specific quantitative indicators at the stage of selecting and justifying the problem (innovative idea). Therefore, the actual development of the project should begin with a quantitative clarification of the final goal of the project and the establishment of intermediate tasks for its implementation over separate time periods for various implementation options.

To this end:

Possible consumers of the target product of the project are identified;

The possibilities and economic feasibility of replacing manufactured products with new types of target products are analyzed;

The structure of industries that provide the implementation of the project with raw materials, energy resources, components, etc. is studied;

New areas of use of the final product of the project are analyzed;

The economic and social consequences of the project are examined.

At the stage marketing research General innovation marketing methods should be used. The results of marketing research are expressed in specific quantitative values ​​of the target parameters of the project.

Risk and uncertainty analysis.

One of the most significant features of innovative projects is that projects are carried out under conditions of risk and uncertainty. These factors must be taken into account in efficiency calculations if, under different possible implementation conditions, the costs and results of the project are different. The result of risk analysis when developing an innovative project is expressed in determining the likelihood of implementing alternative options.

Choosing an option for implementing an innovative project. Selecting the most viable one from alternative options for an innovative project is one of the most responsible procedures for developing a project. The main tasks of this stage are the following:

Establishing the main criteria (indicators) for the effectiveness of an innovative project;

Calculation of performance indicators of alternative project options, taking into account the likelihood of their implementation;

Comparison and selection of innovative project options for implementation.

To assess the effectiveness of innovative projects, a system of indicators is used, established by the Methodological Recommendations for assessing the effectiveness of innovative projects and their selection for financing. To take into account the uncertainty of the conditions for implementing a project option, indicators of the expected integral effect are calculated (economic - at the level of the national economy, commercial - at the level of individual entrepreneurs).

Planning an innovation project

In project management, planning (programming, detailed program) occupies the main place, embodying the organizing beginning of the entire process of project implementation. The main goal of planning is the integration of all project participants to perform a set of works that ensure the achievement of the final results of the project. The implementation plan for an innovative project is a detailed, time-based, balanced list of resources and performers, an interconnected list of scientific, technical, production, organizational and other activities aimed at achieving a common goal or solving a given problem. Thus, the plan contains instructions for whom to solve what task and at what time, as well as what resources should be allocated to solve each task. As a rule, it is designed in the form of a comprehensive innovation program.

System of plans. When managing innovative projects, a system of plans is highlighted, shown in Fig. 4.

Rice. 4. Types of innovation project plans

Based on the goals, a distinction is made between strategic and operational plans for project implementation. The strategic plan defines: target stages and main milestones of the project, characterized by deadlines for completing work packages, delivery dates for products (equipment), deadlines for preparing the scope of work, etc.; cooperation of implementing organizations; needs for material, technical and financial resources with distribution by year and quarter. The main purpose of the strategic plan is to show how the intermediate stages of the project are logically aligned towards its final goals. The operational plan clarifies the deadlines for completing work packages and the need for resources, establishes clear boundaries between work packages for which different executing organizations are responsible, by year and quarter.

Plans can be detailed by project level (degree of coverage of the project’s work): a project plan as a whole, plans of organizations participating in the project, plans for individual types of work (stages, phases, major milestones). The project plan as a whole is called a summary or comprehensive plan and covers all the work of the project. Plans for individual participating organizations (suppliers, investors, performers) or individual types of work (R&D plan, project budget, supply plan, etc.) are private or detailed. In terms of content, plans are divided into product-thematic, calendar, technical and economic (resource) and business plans.

Product and thematic plan. It represents a set of R&D tasks linked by resources, performers and implementation deadlines, as well as work to ensure them for the effective implementation of the project’s goals. In the process of product-thematic planning, the following parameters are determined for the tasks included in the project:

Composition of work stages and deadlines for their completion;

Composition of responsible executors and co-executors by stages;

The estimated cost of each stage, including R&D costs, capital investments, and other costs broken down by year;

List of the most important material and technical resources necessary for the implementation of the task, broken down by year;

Economic efficiency calculations;

Technical level maps for new types of products and new technological processes.

An effective method for developing a product-thematic plan is program-target methods, the tool is the “goal tree” and the “work tree,” and the main form is the development of a comprehensive project implementation program.

Calendar plan. Determines the duration and volume of work, start and end dates of work, topics, tasks of a problem-thematic plan, time reserves and the amount of resources required to complete the project. Calendar calculations are aimed at regulating the harmonious and coordinated progress of work, taking into account their expedient sequence and relationship for each topic of the problem-thematic plan and for individual implementing organizations (detailed calendar plans), as well as for the project as a whole (free optimal calendar plan). It is recommended to use network planning and management methods (NPM) as a scheduling method in the innovation project management system. The SPU system provides for a detailed study of future work and its presentation in the form of a special drawing - a network diagram. Technologically, the process of constructing a network diagram and developing a calendar plan is divided into the following main stages and steps:

1) Clarification of the goals and limitations of the project:

Goals: duration, quality;

Limitations: cost, availability of production resources.

2) Construction of a network diagram:

Drawing up a list of works;

Establishing connections between works and stages;

Construction of a dependency network (private and summary network graphs).

3) Development of a schedule (analysis of the project over time):

Estimation of the duration of each job;

Determining the duration of completion of individual tasks, stages, phases and the entire project;

Calculation of network parameters: calculation of start and end dates for each task and the project as a whole; determining the critical path of the project; calculation of reserve time; optimization (replanning) of the network.

4) Assessment of available resources, determination of necessary resources, their cost and distribution of resources according to project tasks.

The use of network methods in project scheduling allows you to determine the most critical work that makes up the critical path of the project, set the minimum time for completing the project, highlight work and tasks with high risk, and highlight periods of activity that are too intense. The basic procedures and methods for network planning of innovative projects are applied in accordance with the well-known general practice of SPU.

Technical and economic plan. It is a plan for resource support for an innovative project (material and technical, intellectual, informational, monetary) and determines the composition and need for resources, delivery times and potential suppliers and contractors. In the process of resource planning, contract tenders are prepared and finalized, and supply contracts are concluded. The resource supply agreement is a fundamental document regulating the terms, volumes and conditions of resource supply. A special type of resource is money (finance). Costs should be planned in such a way that they can meet the needs for financial resources throughout the duration of the project. For this purpose, a project budget is drawn up.

The budget of an innovation project is a plan expressed in quantitative terms and reflecting the costs necessary to achieve the goal. The overall budget shows how funds are spent on a project year after year over the entire period of its implementation. At the same time, the budget of the first year with a quarterly and monthly breakdown is determined quite accurately, and the budgets of future years may change with changes in prices. The plans of individual performers are based on the overall budget. The project budget has a dual meaning: firstly, it is a plan of action, and secondly, it is a tool for direction and control. A correctly drawn up project budget is aimed at solving two main tasks:

Ensuring such dynamics of investments that would allow the project to be completed in accordance with time and financial restrictions;

Reducing project costs and risk through an appropriate investment structure and maximum tax benefits.

The initial information for planning project costs is: estimate documentation for the project and the project schedule. Cost planning when drawing up a project budget is carried out from the general to the specific; the distribution of funds for the project by calendar periods is carried out in three steps:

1. The cost of all work on the schedule is sequentially summed up and an integral curve for the utilization of funds is constructed throughout the entire duration of the project. At the same time, alternative options for cost planning are considered: with early start dates, with late start dates, and the average, most probable option for distributing costs over time.

2. The amount of necessary costs in each time period is determined by summing up the cost of work that was completed during this period according to the calendar plan.

3. Costs are distributed over time for each type of work. At the same time, we consider possible options use of funds: normal, accelerated and slow.

Business plan. Allows you to evaluate and justify the possibility of implementing a project in a competitive environment. When drawing up a business plan, it is necessary to answer questions such as: is the idea itself really that good? Who is the new product or service aimed at? Will this product or service find a buyer? Who will you have to compete with? A business plan is a brief policy document that gives an idea of ​​the goals, methods of implementation and expected results of an innovative project. Its value lies in the fact that it makes it possible to determine the viability of a project in a competitive environment, contains a guideline for the criteria for project development, and serves as an important tool for financial support from external investors.

The composition of the business plan and the degree of its detail depend on the type of innovation project, i.e. scale, significance for the national economy, scientific focus, size of the intended sales market and the presence of competitors. However, the approximate composition, content of sections, methods and general requirements for drawing up a business plan for an innovative project are the same as for developing any business plan.

The planning process. Activities to develop innovation plans cover all stages project management: from developing the project concept to monitoring the executor of calendar plans and resource expenditure.

At the stage of developing the project concept, a product-thematic plan of the project is formed in the form of an innovation program. To do this, a quantitative clarification of the project goals and objectives for individual periods is carried out (“tree of goals”); selection of organizational and technological solutions; product-thematic development of the project (“work tree”) and calculation of the main parameters of the project. At the planning stage of project implementation, calendar and resource plans are developed. For this purpose, private and network models of work packages are built; detailed and consolidated calendar plans are developed; the need for resources is determined and the feasibility of the project is analyzed. At the same stage, documents are prepared for the package of plans and plans and budget are approved. At the stage of monitoring the progress of project implementation, monitoring is carried out over the implementation of planned tasks of direct executors and, if necessary, adjusting plans. The nomenclature and depth of development of individual stages vary depending on the scale and type of innovative project.

3. Management of implementation of innovative projects

3.1. Organization of project management

To perform specific functions of managing the implementation of innovative projects, various organizational forms of management can be used, such as linear-program, coordination, matrix and project.

Linear-program form of control. The essence of this traditional form of management is the transfer of all project implementers to one management body (from among existing or specially created ones) and the formation on this basis of an actually new organizational system (committee, management, etc. as part of a central or regional department). Their creation is justified when performing one or more complex, expensive and long-term projects. The peculiarity of this organizational form is its focus on a specific goal and multifunctional internal structure. This does not allow project management to be transferred to the middle management level of the system in which it is included, and requires centralization of the main project management functions.

Coordination management. The system of coordination project management is characterized by the fact that the highest management bodies delegate part of the control and coordination functions to one of the most active project implementers (a certain manager, an entire organization or its division), reserving the right to make substantive decisions. Often, for this purpose, special collegial bodies are created (coordinating committees, project councils, working commissions, etc.) from representatives of all or the most important project implementers and consumers of the results of its implementation. Coordination-type structures, being the most flexible and adaptive and not requiring significant additional management costs, can be successfully used in managing the implementation of complex, discrete and loosely coupled projects of different scales. Their organizational mechanism is especially simple to build and operate when implementing local and intra-organizational projects.

Matrix form of management. In many cases (for example, for the management of complex-related projects), the allocation of a parent organization that has only coordination and management powers is not enough. There is a need to give such an organization the authority to distribute and control the expenditure of resources, adjust current plans, stimulate the timely and high-quality achievement of intermediate results, and, consequently, assign additional management functions to it. In this case, a significant redistribution of powers and functions is required throughout the entire management system and the coordination form of project management turns into a matrix form.

Project management. Project management is understood as the overall management of all labor, financial, material and energy resources, required to ensure the design and production of innovations within the specified time frame, within the planned estimated cost and with the specified quality. The project form of management organization is most effective in solving problematic problems associated with reorienting the organization's goals or changing the ways to achieve them. In the project structure, to solve a specific innovation, a special working group(project team), which is disbanded after completion of work on the project. At the same time, the relevant personnel and resources previously involved in the work return to their specialized units.

One of the most important problems arising in organizational structures built on the principle of project management, is the distribution of functions between the so-called project and organizational levels of management. It is necessary to decide what part of the control the center can transfer down to the project level without prejudice to business, and what functions remain at the top level.

At the organizational level, projects are selected, completion dates for their development and implementation are set, and resources are distributed between projects. At the project management level, as a rule, design solutions are prepared for their subsequent transfer to the organizational management level.

Interaction between these levels of management occurs by transmitting instructive information from top to bottom, and current data about the project from bottom to top. At the same time, sufficiently aggregated information is transmitted to the organizational level. Project management systems, being focused on the ultimate goal - the completion of the project, help to reduce the time required for its implementation, increase the efficiency of solving current problems related to the progress of the project, more balanced linking of the work program with resources and opportunities, and save resources.

3.2 Control and regulation of project work

When developing an innovation project, the planning phase, which is extremely important, complex and sometimes lengthy, is nothing more than a “statement of intent”. In reality, the progress of the project is influenced by many both external and internal destabilizing factors. This leads to a change in the design parameters (time and cost) of the project. In these conditions, one of the important means of achieving the set goals is monitoring the progress of the project, that is, monitoring the implementation of calendar plans and the expenditure of resources. Control is carried out on three aspects of project implementation.

Time - the project must be completed within a certain period of time.

Cost - budget must be met.

Quality – compliance with the required characteristics.

In other words, control can be defined as a continuous and structured process aimed at checking the progress of work, as well as taking corrective actions. Control can be divided into four stages: monitoring and analysis of results; comparison of achieved results with planned ones and identification of deviations; forecasting the consequences of the current situation; corrective action.

Depending on the required accuracy, the following technologies for assessing project implementation are distinguished: control at the time of completion of work (the “0-100” method); control at the moment of 50% readiness of work (the “50-50” method); control at predetermined points of the project (method of control by milestones); regular operational monitoring (at regular intervals); expert review degree of completion of work and project readiness.

Control of deadlines. In accordance with the generally accepted principle of innovation project management, it is believed that effective time management is the key to success in all three indicators: time, cost, quality. Where project deadlines are significantly delayed, significant cost overruns and serious quality problems are likely to occur. Therefore, in all the main methods of project work management, the main emphasis is on scheduling work and monitoring compliance with the schedule. Progress information is compared with the schedule to determine if there are any deviations from the schedule. In case of delays in work, deviations are analyzed, the reasons for the delay are determined and various options for entering the work schedule are considered. Options for correcting the resulting deviation are assessed from the point of view of technical and organizational feasibility, cost estimates and other possibilities.

Cost control. Monitoring the expenditure of funds on a project involves constantly comparing actual costs with the budget. Comparing planned costs with actual ones allows the project manager to predict costs for the near future and identify possible problems. The purpose of project budget control is to meet the original budget and find deviations from it, not to seek cost savings.

Comparison of actual costs with the planned budget is carried out using pre-established control points, which can be used to determine whether everything is going as planned. If, as a result of control, it is established that the budget is being fulfilled and there are no deviations, then the following work is carried out in accordance with the plan. If it is determined that the actual budget indicators do not correspond to the planned ones, it is necessary to find the cause of the discrepancies and determine the source of the existing deviations. The revised (adjusted) figures are called forecasts. Otherwise, each time we would have to talk about the original budget and the revised budget, and there could be as many forecasts for the project period as needed. A diagram of the organization of budgetary control is shown in Fig. 5.

Rice. 5. Budget control system

Quality control. One of the most important factors determining the effectiveness of a project is the quality of all work on its implementation. High-quality project implementation means meeting customer expectations. The solution to this problem is offered by the popular and very widespread abroad method TQM (total quality management). The basic principle of TQM is to coordinate all efforts aimed at achieving zero defects at the lowest cost. The expression “zero defects” means constantly meeting the customer’s expectations of the product at all stages of the project.

Information Support. Controlling time, cost and quality requires the project manager to have detailed and accurate knowledge of the progress of the project. The means of obtaining the necessary information are replies on the progress of work on the project and meetings (meetings). Regardless of the reporting form used and in order to achieve maximum efficiency of control functions, the message compiled should include five main points:

● estimated cost (total, for a given date or current period). This is necessary to compare actual and predicted results;

● actual results. They characterize the actual process of performing specified amounts of work for a given date or period;

● predicted results. They are based on the selectivity of available information and characterize the expected state of the project and its components for the subsequent period;

● deviations, which show how actual and predicted results differ from planned or estimated indicators;

● reasons for deviations: expected and unforeseen circumstances that determine the actual and predicted process of the project, including its individual operations.

The main objectives of the meeting include: exchange of information, in which each group of project participants learns about the progress of the work of other groups and the implementation of the project program; discussion of problems, difficulties and common interests; discussion of the possibility of completing individual works on time according to the schedule.

Regulating the progress of the project. The regulation process consists of cyclic repetition with the accepted frequency (day, week, decade, month) of the following procedures: collection and preparation of operational information on the progress of work, expected changes in the initial characteristics of the work to be performed, and its presentation to the project team; updating (updating) models and preparing data for their calculation (recalculation); calculation (recalculation) of network models and updating of calendar plans; analysis of the actual state of the complex of works and preparation of decisions for their further implementation; development of operational calendar plans (quarterly, monthly, weekly-daily, etc.) and communicating them to responsible executives and managers at relevant levels.

3.3. Project completion order

A project is considered completed when all work on the project has been completed or as a result of a decision to terminate work on an unfinished project. The main stages of project completion are delivery of the project and closure of the contract (agreement).

Delivery of the project. Passing an innovative project means establishing the compliance of the decisions made by the customer when developing the project concept with the results obtained during its implementation. All requirements for delivery and acceptance of work are established in the contract. If the result of the project is a finished object, then it is necessary to conduct acceptance (or operational) tests. If, as a result of acceptance tests, products are obtained that meet the requirements of the project, a protocol of the commission for acceptance of finished objects is drawn up. The test results are the basis for the transfer of responsibility from the performing organizations to the customer during the period of delivery and acceptance of finished objects.

Closing the contract. The main stages of closing a contract: verification of financial statements; certification; identification of unfulfilled obligations; completion of outstanding obligations. Verification of financial statements refers to the reporting of the customer and performing organizations. The results of such verification provide data for the preparation of final financial statements for the project. At this stage, final payments are made to the performers. Certification is one of the important elements of organizing the closure of a contract. To carry it out, it is necessary to provide appropriate documentation characterizing, for example, technical specifications raw materials used. These can be certificates, since they certify products. All documentation is transferred to the customer for registration.

In general, the procedure for completing a project may include the following procedure:

The implementing organizations of the project, for a certain period before the completion of the work (topics), submit to the parent organization for the project section a final report for the entire reporting period with mandatory information on the sale of scientific and technical products;

The lead organization for the project section prepares a final report for the section and, after considering it at the scientific and technical council for the project section (NTSR), sends it to the lead organization for the project as a whole;

NTSR accepts the results of each work of its section and approves acts: acceptance and delivery of scientific and technical products, on acceptance of work;

The parent organization prepares a final report on the results of the project and submits it to the head scientific and technical council for the project (GNTS);

SSTS reviews the results of the work and sends the final materials to the general customer of the project for making an appropriate decision;

The general customer has the right to appoint a special commission, taking into account representatives of the State Scientific and Technical Council, for the acceptance of both individual works and the project as a whole.

Bibliography

1. Basics innovation management: Theory and practice: textbook. allowance / Ed. P.N. Zavlina and others - M.: OJSC NPO Publishing House Ekonomika, 2000. - 475 p.

2. Management of innovative projects: Textbook. allowance / Ed. prof. V.L.Popova. – M.: IFRA-M, 2007. – 336 p.

Federal State Budgetary Educational Institution of Higher Professional Education

"Ural State University of Physical Culture"

Department of Theory and Methodology of Pedagogical Management

COURSE WORK

on innovation management

INNOVATIVE PROJECT

Completed:

student of group 431

Drugov A.V.

Checked:

Ph.D., Associate Professor

Ishimova I. N.

Chelyabinsk 2013

Introduction

In modern conditions, all processes of applying new knowledge are associated with market relations. Practice shows that innovations are aimed at the market and meeting its needs.

Innovation management is a system for managing the development and implementation of any innovations aimed at improving and developing a managed object, and increasing its capital. Innovations can be: manufactured products, performed production and consumer services, manufacturing processes, methods and methods of organization, implementation, testing, control, evaluation, incentives, etc. Innovation management processes in world practice are called innovation processes.

An innovative enterprise is one that introduces product or process innovations, regardless of who was the author of the innovation - employees of the organization or external agents.

Innovation in a broad sense refers to the profitable use of innovations in the form of new technologies, types of products and services, organizational, technical and socio-economic solutions of a production, financial, commercial, administrative or other nature.

At the moment, a relatively new concept of project management is being intensively introduced, the basis of which is the view of the project as a change in the initial state of any system, associated with the expenditure of time and money. And the process of these changes, carried out according to pre-developed rules within the framework of budget and time constraints, is project management.

The innovative activity of an enterprise is characterized by the widespread use of the concept of project management. The essence of the concept is to present any target change in the current system as a project - a long-term investment in real assets, the implementation of which involves the expenditure of time and money. The process of these changes, carried out according to certain rules within the established budget and time constraints, is project management (otherwise known as project management). Since the changes in systems carried out, as a rule, are in the nature of innovative transformations, in this case we are talking about innovative projects and the management of innovative projects.

The concept of “innovation project” can be considered as: a form of targeted management of innovation activities; process of innovation; set of documents.

The concept of an innovative project is used in two senses:

as a matter, activity, event that involves the implementation of a set of actions that ensure the achievement of certain goals;

as a system of organizational, legal, settlement and financial documents necessary to carry out any actions.

Each project, regardless of the complexity and amount of work required for its implementation, goes through certain states in its development: from the state when “the project does not exist yet” to the state when “the project no longer exists.”

The relevance of the topic and its significance are associated with the need to develop an innovative project at the enterprise in order to achieve better business results.

The purpose of the work is to consider the mechanisms for managing an innovative project using the example of the Municipal Educational Institution of the Municipal District of Labytnangi “SILHOUET”.

Setting this goal led to the need to solve the following tasks:

theoretically study the elements, types and features of an enterprise’s innovation project;

reveal the peculiarities of the work of the Municipal Defense Ministry of the City of Labytnangi “SILHOUETTE”;

to determine the essence of the innovative project of the Municipal Educational Institution of the Municipal Department of Labytnangi “SILHOUETTE”;

reveal production and technological innovations at this enterprise;

develop a program further activities dry cleaners.

This course work consists of an introduction, two chapters, a conclusion and a list of references.

Chapter 1. Innovation project management

1.1 Concept and main elements of an innovation project

An innovative project is a system of interconnected goals and programs for achieving them, representing a complex of research, development, production, organizational, financial, commercial and other activities, appropriately organized (linked by resources, deadlines and performers), formalized by a set of project plans documentation and providing an effective solution to a specific scientific and technical problem (problem), expressed in quantitative terms and leading to innovation. The main elements of the innovation project include:

formulated goals and objectives reflecting the main purpose of the project;

a set of project activities to solve the innovation problem and achieve the set goals;

organizing the implementation of project activities, that is, linking them by resources and performers to achieve the goals of the project in a limited period of time and within the specified cost and quality;

main indicators of the project (from targets - for the project as a whole to specific ones - for individual tasks, topics, stages, activities, performers), including indicators characterizing its effectiveness.

Innovative projects can be formed as part of scientific and technical programs - to implement the tasks of individual areas (tasks, sections) of the program and independently - to solve a specific problem in priority areas of the development of science and technology.

The variety of possible goals and objectives of scientific and technological development predetermines many types of innovative projects. There is no generally accepted classification of them. It is advisable to classify innovative projects according to such criteria as the period of project implementation, the nature of the project’s goals, the type of need being satisfied, the type of innovation and the level of decisions made.

Depending on the time spent on implementing the project and achieving its goals, innovative projects can be divided into long-term (strategic), the implementation period of which exceeds five years, medium-term - with an implementation period of three to five years, and short-term - less than three years. From the point of view of the nature of the goals, the project can be final, that is, reflect the goal of solving the innovative problem (task) as a whole, or intermediate, associated with achieving intermediate results in solving complex problems. Depending on the type of needs being satisfied, the project can be focused on existing needs or the creation of new ones. The classification of innovative projects by type of innovation involves the following division: introduction of a new (radical) or improved (incremental) product; introduction of a new or improved production method; creation of a new market; development of a new source of supply of raw materials or semi-finished products; reorganization of the management structure. Based on the level of decision-making and areas covered by innovation projects, they are divided into federal (interstate) and presidential innovation projects, the main tasks of which can be included in federal scientific and technical programs; regional innovative projects, the tasks of which may be included in regional scientific and technical programs; sectoral (intersectoral) innovative projects, the tasks of which may be included in the plans of ministries and departments of the Russian Federation; innovative projects of individual innovative enterprises (IE), the tasks of which may be included in the plans of the IP.

Whether an innovative project belongs to one type or another determines its specific content and the use of special methods for its formation and management. The unity of design principles allows the use of general methodological provisions for managing innovative projects.

Three aspects of considering the content of an innovation project can be distinguished: by stages of innovation activity; on the process of formation and implementation; by elements of the organization. An innovation project covers all stages of innovation activity associated with the transformation of scientific and technical ideas into a new or improved product introduced into the market, into a new or improved technological process used in practical activities, or into a new approach to social services.

From the point of view of the stages of implementation of innovative activities, the project includes research, design and experimental work, development of production, organization of production and its launch, marketing of new products, as well as financial activities. The basis for considering the content of an innovative project in the process of its formation and implementation, that is, technologically, is the concept of the life cycle of an innovative project, which proceeds from the fact that an innovative project is a process that occurs over a finite period of time. In such a process, one can distinguish a number of time-sequential stages (phases), differing in the types of activities that ensure its implementation:

formation of an innovative idea (plan). This is the process of generating an innovative idea and formulating the general (ultimate) goal of the project. At this stage, the final goals of the project are determined (quantitative assessment of volumes, timing, profit margins) and ways to achieve them, subjects and objects of investment, their forms and sources;

project development. This is the process of finding solutions to achieve the final goal of the project and forming an interconnected set of tasks and activities for achieving the project goal in terms of time, resources and performers. At this stage, a comparative analysis of various options for achieving the project’s goals is carried out and the selection of the most viable (effective) one for implementation is carried out; a plan for implementing an innovative project is being developed; issues of a special organization for working on the project (project team) are resolved; a comprehensive selection of potential project implementers is carried out and contract documentation is drawn up;

implementation of the project. At this stage, monitoring of the implementation of schedule plans and the expenditure of resources, correction of deviations that have arisen and operational regulation of the progress of the project are carried out;

completion of the project. This is the process of delivering the project results to the customer and closing contracts (agreements). This completes the life cycle of the innovation project.

To summarize the first paragraph, let's highlight the main elements. The main elements of an innovation project include: formulated goals and objectives that reflect the main purpose of the project; a set of project activities to solve the innovation problem and achieve the set goals; organizing the implementation of project activities; main indicators of the project. Innovative projects can be classified according to the following criteria: the period of project implementation, the nature of the project’s goals, the type of need being satisfied, the type of innovation and the level of decisions made. Three aspects of the content of an innovation project can be distinguished: by stages of innovation activity; on the process of formation and implementation; by elements of the organization.