Main news

Director of NIIKPU joined the expert section of the State Duma of the Federal Assembly of the Russian Federation

Agreement signed with PJSC Gazprom

NIIKPU project completed in the framework of Russian-Chinese cooperation in the field of NGV fuel

NIII KPU as part of the Working Group on the development of PPP and CS agreement mechanisms in the field of IT under the RSPP Committee on Digital Economy

Chairman of the Supervisory Board of NII KPU E.Sh. Juraev joined the RSPP Board

Director NIII KPU joined the expert council of the State Duma of the Federal Assembly of the Russian Federation

The participation of representatives of the Research Institute of the Communist Party in the composition of the expert council on the import substitution of the State Duma of the Federal Assembly of the Russian Federation

Director of the Research Institute of the Communist Party became a member of the Council of the RF CCI on Intellectual Property

Expansion of cooperation with PJSC "Lukoil"

Chairman of the Supervisory Board of the CPMI was appointed as a member of the Expert Council on Import Substitution and Improvement of Innovation Public Procurement in the transport sector at the Ministry of Transport of the Russian Federation

The CPMI is included in the TK-481 of the Federal Agency on Technical Regulating and Metrology of Russia

Chairman of the Supervisory Board of the Research Institute of the Communist Party was appointed a board member of the MIC board of PPP Development

The Chairman of the Supervisory Board of the СPMI is appointed a member of the Expert Council on the software under the Russian Ministry of Communications of the Russian Federation

CPMI is included in TC 100 of Federal Agency on Technical Regulating and Metrology

Activities CPMI received a high rating

Heads of CPMI were included in Center of Monitoring of Peoples’ Front for Russia

Coordinated participation of CPMI Experts as experts of Government Commission on Fuel-Energy Complex

Skolkovo and CPMI are joining forces in solving issues on import substitution in RF

More than 300 people attended the XIII International Conference "Project Management 2018", which was held December 3-5, 2018 at the DoubleTree by Hilton Moscow hotel. The organizer of the event is infor-media Russia. The partners were PM Expert, PMO GLOBAL ALLIANCE, Adept, Simple, Konfael, Roid and Mobile Cat.

Pre-day conference opened with a master class “System Model of the Project. Practical approach ”, which was conducted by Pavel Alferov (“ Skolkovo ”) and Andrey Vachegin (“ Engineering ”BU, T Plus). Andrei recalled what a systems approach is, and spoke about the emergence of project management standards. “We need to teach project managers to manage people, give them tools so that they understand the specifics of the processes,” the speaker said. What is the role of projects and project office in the company's activities, what are the features of project-oriented and functional companies, how are projects executed in the form of instructions, orders and working groups, is it possible to carry out activities without specialized knowledge and what ways of working within the framework of uncertainty exist - These and many other questions were covered during the master class. “Project management is general management + common sense + a certain pedantry + knowledge of specialized tools and management techniques + thinking,” said Andrew. Important points in project management and project management factors (project environment, people, processes, structure, resources) were voiced. During the entire master class, participants actively participated in polls organized by Pavel Alferov.

Business coach Vladislav Utenin (“Effective management technologies”) began his presentation with a question from the audience about the difficulties in communication that arise in their work. The lack of a common understanding of the problem, low responsibility, low motivation, different psycho-types of the participants of the work, low customer involvement, resistance, sabotage were mentioned. Participants talked about the features of communication. Vladislav recalled that any goal should be recorded, measurable and have a minimum and maximum bar. The speaker presented a DNA technique that allows you to ask questions in order to understand ulterior motives: what is important to you now? Why is this important? How important is the project? If the project fails, what will it give you personally and your business? And if the project turns out, what will it give? After preparation, the participants proceeded to the championship. Problems were identified and groups formed, negotiations were held that gave impetus to increased personal efficiency.

Sabina Raimova (“Kronstadt Group”) conducted the business game “Product & Project: create by playing”. What problems do you encounter during the project? How important is the technical task? How to develop modules and get the necessary budget? The participants were divided into teams and received a TOR for development. In the course of the game, with the help of the beloved LEGO designer, the teams formed requirements for the product, developed the MF and made their integration. Each product passed acceptance tests. After the end of the game, experienced moderators analyzed in detail the roles that participants took on themselves, talked about achievements and mistakes.

Under the moderation of Oleg Tumasov (Project Management magazine), a plenary session “World and Russian trends of project management from PM-guru” was held, during which Alexander Malkov (Government of the Russian Federation) spoke about the features of UE in state projects, and Ilya Vinokurov (Analytical center under the Government of the Russian Federation) focused on lean consumption. Sergey Gorbachev (Ministry of Finance of Russia) noted that the ministry is now studying international experience for the further implementation of flexible methodologies, and also places great emphasis on staff development. Pavel Trekhleb told about the Zaryadie park, a project in which a large number of contractors, Russian and foreign, took part (Moscow Zaadye Park). According to Maksim Krayushkin (ANO Sochi 2014 Organizing Committee), it has recently become fashionable to introduce project management, but many have forgotten that it is very expensive: “The next 3-5 years will be devoted to the idea that project management will be integrated into general processes in the company. It is important to understand why project management is needed, what it will give us, and engage in staff training. ” Yulia Zaitseva (ex-deputy head of the Main Operations Center of the FIFA World Cup 2018 World Cup, head of the infrastructure program department of the Russia-2018 Organizing Committee) told about preparations for the World Cup: “A special feature of the event was the inability to postpone dates. For the first time, project management was used to prepare such an event. In our case, the introduction of PU was not an end in itself, it was a tool that helped in organizing the process. ” The speaker made particular emphasis on the importance of working with stakeholders. Andrey Nikolaev (ANO DMTU) noted that at the moment there is no normal methodology, and this is the main problem: “Project management allows you to streamline creative chaos.” Natalya Khlebnikova (Rosatom State Corporation) shared her successes: the Project Management School has been working for 2 years at the Rosatom base. Recently, we have launched the management of strategic programs, which allows us to involve all participants both horizontally and vertically: “We always have a lot of projects in work, so there is a need for a quick exchange of information. One of the main tasks is the creation of a knowledge management system and the need to transfer live communication to a system basis. ” Denis Davydov (Moscow State Expertise Moscow State Agrarian University) raised the issue of digitalization and the transition to electronic documents: “We are already trying to present many documents as an array of data available for analysis.” Anton Kalashnikov (Inter RAO) believes that classical project management is considered increasingly heavy, there is a request for simplification of processes: “Project activity is not something special, it is one of the sections of management that raises the bar for managers.” Maria Romanova (PMI) spoke about Russian and foreign studies of the maturity of the project, which have been conducted for many years. “Large projects give impetus, lead to the use of new practices. Today, a hybrid approach is increasingly used, ”Maria said.

The discussion panel "Phoenix: ReStart of project management in the organization" was led by Pavel Alferov (Skolkovo). The audience actively participated in the discussion of the question, why does the PMO fail? Sabina Raimova (“Kronstadt Group”) shared her experience in restarting project management. “First-person support and a clear request are important. It is necessary that the decision maker does not hear or learn about project management somewhere, does not want to implement it because it is fashionable and everyone has it. There must be an understanding of what the PU will be used for, ”the speaker expressed her opinion. Anton Tikhomirov (“National Credit”) spoke about the features of the franchise and the experience of implementing project management from scratch. Anton stressed how important it is to convey the value of project management to management and solve problems with communications. Ekaterina Rozhkova (Lafarge Holsim Russia, ex-deputy head of the organizational development department of Inter RAO UES) presented a strategy for implementing project management in RAO UES. “We conducted trainings among employees, managed to build a budget correctly, strictly followed the formats and rules. With the support of management, many innovations have been introduced. It is important to remember that the project office should be flexible and not only perform a controlling function, ”said Ekaterina. Delegates learned from Andrei Malakhov (PMLogic) about work in the framework of the lack of resources and features of projects, when there is a task to build a dialogue between key players. Councils were presented to create a methodology in an understandable language, to collect a portfolio without conflict, how to behave in the event that there was an imbalance of power.

Parallel practical panels continued the work of the conference. Alexander Mikhailov (“Norilsk Nickel”) moderated the track “Made in Russia. How to avoid project management for show ”, during which Mikhail Kozodoev (ANO TsORPU) outlined a stressful approach to project management, within the framework of which you need to determine the degree of complexity of a project at the very beginning in order to understand whether . Mikhail divided all projects into typical ones, in which it is possible to improve the current implementation technology, projects in which it is worthwhile to lay additional risks in terms of time and budget, and projects for which it is better not to undertake, if there are not enough resources.

Yury Zinchuk (PM Excellence) named the key conditions for the emergence of the analytical center: if there is data that cannot be shown to anyone without permission; if there are several versions of graphs; if the preparation of a weekly presentation takes a whole week, and the reporting presentation is approved after a myriad number of iterations, these are reasons to create an analytical center and remove all these questions.

«Project management is not about processes, but about people, ”Zoya Viktorova (Ministry of Economic Development of Russia) began her speech on the topic“ Integration of the vertical system of instructions of state authorities with horizontal communication in projects: experience of the project office and temporary bodies of project management in state power ". “Today we are actively working with systems of orders and electronic document circulation. The key challenge of project management in the public sector is the mandated format of work, ”the speaker said. Success factors were called involvement and consistency of leadership and work with personnel (value and motivational attitudes).

“What kind of project managers are needed by the business?” - Ksenia Khomutinnikova (PM EXPERT) asked such an audience. The speaker commented on the triangle of project manager talents, which included project technology management, leadership, strategic and business management. Interesting numbers were heard during the report. Why do people come to project management courses? 47% want to learn how to work with risks in a project, 20% - to interact with customers of projects, 18% do not know how to fit into the approved project terms, 15% are interested in attracting performers to a project. Ksenia outlined what knowledge and skills the business environment expects from the project manager, what knowledge and skills are needed. Among the key performance indicators (a system that allows evaluating employee performance to achieve goals), Svetlana Zavrazhnova (ChTPZ) called time management, risk management and stakeholder management, and also spoke about a system that improved the quality of planning, improved risk management, increased customer engagement and create a team of professional project managers.

Yana Krukhmaleva (Gazprom) highlighted the features of the complex projects being implemented and outlined the requirements of foreign stakeholders. “Practice has shown that the introduction of complex complex systems does not give the expected result. The more complex the product, the more difficult it is to lure employees there, ”says Yana. The problems that Gazprom faced in implementing solutions by Western developers were identified, and the results of comprehensive automation of risk analysis were presented: improving the quality of investment analysis of new projects, reducing unforeseen costs to eliminate the consequences of risks, preserving and systematizing critical company knowledge, and early detection of risks. which gives a reduction in the number of changes in the later stages and a reduction in the cost of borrowed funds and insurance.

The participants learned about the creation of a project office in Inter RAO from Denis Kiriyenko (Inter RAO). Types of project offices and their evolution, features of personnel selection and support, crisis of qualification and features of coordination of subsidiaries - the questions that the speaker revealed.

In the workshop "Projects in detail. Management of IT projects ”Alexander Ozharovsky (Sberbank) spoke about the program of a single frontal system in Sberbank. The program allows you to analyze the actions of the client, predict his needs and organize the data. Thus, the bank is constantly present in the digital field of the client, has the opportunity to regularly communicate and meet with customers in the real world. There are always fresh offers for the client and optimal cooperation conditions are offered depending on the changes that occur in the client's life. At the same time, complaints are perceived as a gift and allow you to modify products using customer suggestions. This is how partnerships are built. To create a portrait of the consumer, you can collect information from open sources, use the history of banking operations and context. Alexander presented the structure of the solution and described the users of the ESF program.

On the organization of wi-fi in the transport complex of Moscow, students learned from Artur Schetinin (Mosgortrans). More than 5,200,000 passengers a day use public transport. The main tasks during the pilot project were the development of technology, obtaining user reactions and minimal contact with “adventurous users”. The register of risks included non-agreement of technical projects, changes in legislation in the subject and procurement areas, delays in the supply of equipment, liquidation of manufacturing plants, an increase in the project budget, incorrect technology and poor installation quality. Arthur told how to work with each of the risks. The result of the project was the following.

  • For 1 year, the equipment was mounted and tested on 8867 vehicles.
  • The network is integrated into a single wi-fi space of Moscow transport with a single passenger automation system.
  • Service level 88%.
  • Budget savings amounted to 22.5 million rubles.
  • For 3 years, passengers used the service more than 53 million times on land transport.
  • MT_FREE is the largest public wi-fi network in Europe.

An exclusive workshop “How to assess the maturity of your PMO?” Was presented by the special guest of the conference Americo Pinto (PMO Global Alliance). Listeners gained access to a free tool that will allow them to assess the maturity of a PMO and create action plans for its evolution based on an international methodology recognized and used by companies in more than 30 countries around the world. “The best way to survive for the PMO is to show its value, expressed not in money, but in the need for business,” the speaker said. The bonus of the performance was the formula of happiness from Ameriko, in which happiness is equal to reality, divided into expectations in percentage terms.

Alexey Khripushin, an independent expert in project management, became the moderator of the Laboratory for Effective Management of Investment and Construction Projects. As part of the laboratory, Ivan Yulenkov (Adept Group of Companies) spoke about the Russian project management system in construction. The speaker presented a scheme for automating the work of the company's division using the Adept: Construction Management program, which allows you to create estimates based on the BIM model, create calendar-network schedules, and plan organizational work. Delegates learned what problems might arise during the course of the project and how to deal with them.

A presentation on the topic “Technical assignment - a tool for structuring requirements and describing the result of a project” was presented by Igor Gorodetsky (IG Architects). The speaker cited the main stages in the design and emphasized that it is important to make a stop at each stage in order to understand how everything goes according to plan. Using the example of building reconstruction in the historical center of Moscow, the importance of writing detailed TK was considered: “- concluded Igor.

Vyacheslav Kuznetsov and Andrei Tyunin (“Ostek”) proposed to the audience a project to automate the preparation of standard commercial proposals, develop the proposal constructor, and control the financial parameters of the proposals. The project allows you to introduce an audit of project management processes, develop staff competencies in project management, improve UE tools and infrastructure, develop project management according to the strategy, standardize and disseminate best practices in project management, and make changes in project management and administration.

Master class “Team building. A workshop on team management at different stages of the project was conducted by Denis Volkov (Russian Economic University named after GV Plekhanov) and Anna Osadchenko (“BMW Group Russia”). Any training of adults is built on direct experience, critical thinking, reaching the level of abstraction, experimentation and application in practice. “For good practice, we need a good theory,” said Denis. At the master class, all participants were divided into groups and worked on the “Tower” project, within which it was necessary to build a tower with specified characteristics and time constraints.

One of the most anticipated speeches was the interactive workshop “Business Flexibility. Why do organizations too often use Agile only in IT? ”From Ari Van Bennekum, one of the developers of the Agile Manifesto. “If you always work the same way, you do not work better, you need to constantly learn. I believe that each of us is the architect of our life, ”the speaker began. - Often people do not want to work in a new way. But if you decide to work on Agile, everything in your company will work differently. With the advent of Agile, you need to meet certain requirements. When transferring data, there may be inaccuracies and errors that will only accumulate with an increase in the number of participants in the process. Agile - this is the information in the source, it is a quick response to market requests. The organization must always come up with something new, respond quickly to changes. ” Interact with the right people, create a solution platform where you can talk about the nature of the problems, hold meetings every week to assess the correctness of the direction, ”Ari urged. “You need to focus on what you need, not on what you want. Important discipline when performing processes and a common language between all participants in the process. No need to put more tasks, you need to remove obstacles. Agile makes your future possible because it teaches you to respond to market challenges, ”the speaker concluded.

The awarding of prizes, the drawing of gifts and the awarding of an expert council became a spectacular point at the end of the second day of the event. All participants had the opportunity to recharge themselves with an excellent mood and to communicate with their colleagues and gurus of project management in an informal setting.

Productivity specialist Maxim Dorofeev captured the attention of all those present at the master class "On the chasm between" know "and" do ", or What a path to improvements looks like." “The same actions taken by the same people or companies lead to different, almost random results,” the speaker quoted at the beginning of his speech. “There are no guaranteed ways to achieve success; there are only guaranteed ways to screw it up.” In any incomprehensible situation, Maxim called for thinking, doubting and checking. “Very often we do it first, and only then we think. Being able to stop is an extremely valuable skill. Often we do not see things as they are. Set a goal and ask yourself the question: “Am I doing this for what?” The speaker said. The knowledge that we gain through adjustment, through trial and error, through experience, and after a lapse of time, in other words, through contact with the ground, is incomparably better than knowledge gained through reasoning. Cannot ignore new data. If you ignore the new features, they go away. If you ignore possible troubles, they most often occur. Uncertainty is neutral, but because of narrow-mindedness, we miss the good and suffer from the bad. Conceptual knowledge is not enough, you must have conviction based on your own experience (obtaining information, understanding the information, application in practice). “It’s all about balance: to know, think and think,” concluded Maxim.

As part of the track “Flexibility in Russian. The recipes for applying flexible reality approaches, moderated by Oleg Tumasov (Project Management magazine), Alexander Ozharovsky (Sberbank), presented the master class “Gosagile - flexible approaches in public administration - dreams or reality?” Alexander began his presentation by describing such gosagile in the Russian Federation today, and also led the history of its creation. Then the audience was presented with examples from the USA and the UK. In the USA, for example, the structuring of needs depends on the type of users, a flexible procurement scheme is well developed, the availability of technical specifications is of great importance, and 80% of large federal IT projects are based on Agile. The state-run community (extensive movement with over 30,000 users) is also an indicator of maturity. In the UK, the situation is even better: any state digital product should be developed according to Agile, the budgeting of research and the creation of early versions of the service are simplified as much as possible, resource purchases are simplified, and there is an own academy. In conclusion, Alexander led the case studies demonstrating gosagile in Russia.

Rustam Ibrahimov (Severstal Management) spoke about the transition from Agile vs PM to Agile + PM. The speaker called efficiency (how to measure project effectiveness?), Performance (how to measure project managers' performance?), Business (how to respond to rapidly changing requests?), Transparency (how to make the customer’s OS process transparent?) and interaction (how to ensure effective interaction between teams?). Rustam noted how important it is to constantly receive feedback from the customer, spoke about the assessment of project managers in the format of 360 degrees and the transition from annual planning to quarterly.

Leonid Yudenkov (EPAM Systems) presented the case “Kanban. Secrets of cooking: 7 simple recipes "and outlined the myths that hover around Kanban and Scrum. “Start with what you are doing now. Respect existing processes, roles, responsibilities and positions. Agree on a continuous evolutionary development. Encourage leadership at all levels. Kanban can help you find the bottlenecks of the process, make the process predictable, better manage risks and find causal relationships, balance team workload, increase productivity, increase customer satisfaction.

Speech on “Scrum. How to plan a two-week sprint ”presented by Ivan Zverev, (“ Yandex.Money ”). The speaker examined in great detail what steps need to be taken to create a sprint: set priorities, set tasks, ask questions and get answers to them, send tasks to stakeholders and answer their questions (in the first week); clarify the details, make a demo (in the second week).

A flexible hybrid project management model (Agile + project management) was presented by Evgeny Dmitriev (Splat Global) and Andrey Malakhov (PMLogic). At Splat, 50% of projects are in products, 20% in organizational development, 30% in competence development projects. Usually marketing plays a major role in the development of new products. In Splat, there is always an author of an idea who makes the final decisions on taste, packaging, etc. The author is a visionary and ideological inspirer of the final product, but creates it for the business needs of a certain niche, which is fixed by its leader. "On the one hand, you need to listen to the idea of ​​the author, on the other - you need to constantly launch new products, it leaves its mark," - said Eugene. Andrey noted the combination of project management and Agile-methods. In project management, the main advantages were the presence of centralized control, time and risk management and management of deviations. The disadvantages are bureaucratization and excessive formalism, the loss of relevance of detailed plans and non-involvement. At the same time, Agile's advantages are high team engagement, decentralized decision making, fast iterations and feedback accounting, and minuses include poor time and risk management, loss of control for complex projects, low efficiency for temporary teams and multi-project work. In conclusion, the speakers identified management tasks that were solved during the implementation of the new approach.

The key differences in the Agile and Waterfall methodologies were cited by Arseny Maslov (“League of Stakes”) in the case of the DNA of Product Creation. Within the framework of a unified management methodology, synchronization of the stages of work of all teams, separation of the analysis and production phases, introduction of the management of ideas takes place. And in the course of product management, the DNA of the product is introduced, the product committee is launched and the release of products (products) is aligned.

According to Sergey Shcherbinin (Raiffeisenbank), there are no “unimportant trifles”. The product-product role is perceived very differently, and Sergey sees it in showing the whole team where to go next. “The development of an organization never stops, one framework does not cure everything, transformation is even more painful than it seemed before,” the speaker concluded.

Mikhail Sofonov (training center "Sofonov and Partners") presented a master class Project Management Impotence in the track "Psychology of UE". A project manager is a person who is able to efficiently organize the logistics of supplying resources to achieve meeting the needs of stakeholders. “We work in the matrix, and often become its victims when there is a complete lack of understanding of the goals, constant nagging about the lack of authority, lack of understanding how to be responsible for something without control, nostalgia for a clear job description. Bribery, violence and blackmail are the main methods of influence, - Michael expressed his point of view. - New tools cause fear. You may have competencies, but not be competent. Therefore, the main law of the matrix is: you are only as good as your network of contacts. ” Also within the framework of the speech, Mikhail cited a typology of project managers and outlined the features of working with them.

In the track “Change-management in action. Major transformation programs ”business coach Marina Pochinok presented a master class“ The Impact of Change Management on the Success of the Project ”. “Digital technology has changed the world. Now the information transfer rate is very high. Different generations have different values. When people are on the same team, they do not always understand each other. Business models are changing, organizational structures are being flattened, operational processes are changing, they work differently with data and analytics, interact with customers, work in a team, ”the speaker said. Listeners shared stories about the transformation processes that are going on in their companies. Marina outlined what competencies are needed to manage a team, how important it is to be prepared for any changes, and what strategies to work with resistance should be used.

Rimma Denisovets (PepsiCo) presented the development of a plan for interaction with key managers during a master class on “Communication when Implementing Changes”. The students learned what to look for when interacting with key leaders, how to competently build a communication strategy and plan communications for various groups of employees affected by the changes. When planning and implementing communications, you must answer the following questions.

  1. What do you want to achieve?
  2. What should employees do, feel, understand from communication?
  3. What do you want to tell, bring?
  4. Who will you interact with?
  5. What tools will you use for this?
  6. When will you communicate?
  7. Implementation of the communication plan.
  8. What was possible and what did not, what should be corrected?

An interactive discussion on “Harmful Tips on Managing Change” was held by Sabina Raimova (“The Kronstadt Group”). Delegates learned what NOT to do if you work with corporate changes. The following bad tips sounded:

  • do not waste time preparing for transformation,
  • start without visible sponsor support,
  • do not tell anyone why, communication is evil,
  • your changes have nothing to do with the project,
  • you should not wait until the change project manager and team appear, proceed urgently,
  • work with everyone equally, despite the interests of Central Asia,
  • do not plan intermediate control points
  • ignore success and victory
  • do everything at once
  • immediately learn new things
  • feel free to equalize everyone
  • interfere with the objectives of the project, if your inner sense requires it,
  • perfectionism is great
  • your change is your wealth
  • never use known frames and methodologies, you yourself will think out better,
  • lessons learned are for wimps
  • Do not upset the manual, mislead boldly.

Vicente Gonçalves (Human Change Management Institute, Brazil) closed the business part of the program with the “Complete integration of change with project management” workshop where processes were analyzed that would help in the strategic planning of change management since the launch of any project. The speaker presented ways to build a strong partnership between change managers and project managers and strategies explaining the value of change management to achieve project goals.

Infor-media Russia thanks all speakers, partners and listeners who took part in the event for their fruitful work and positive emotions.