Выявление и оценка ключевых факторов управления проектами на ранней стадии реализации
This article focuses on the identification and assessment of key factors of project management at an early stage. In the literature this type of project is definitely considered to venture projects. However, the venture project is just one of the "steps" of the project at an early stage. Matters discussed in this article covers a wide range of problems associated with the lack of methodological uniformity in this category. Larger study focused on factors such as: features and mutual profitability of projects chosen business model; factors affecting the implementation of projects, such as a team, financing and growth of the market; estimated the influence of leadership on the success of the project manager to implement it. The article presents the results of qualitative and quantitative research projects at an early stage in the Russian Federation and can serve as a basis for further studies.
Nowadays, the formation and development of an asset management system of "Russian Grids" is one of the key processes and priorities of the company, covering all levels of strategy. On the one hand, the relevance of finding an optimal asset management strategy is caused by a necessity to synchronize the strategies of different business levels with the company’s strategy and to transmit the relationships between the strategies into the key performance indicators of business processes. On the other hand, all the subsidiaries of "Russian Grids" are at different levels of development, and the same goals could not be achieved by all companies at the same time. This article considers one of the possible approaches to searching an optimal asset management strategy for subsidiaries under the general direction of unified asset management strategy development and the corporate strategy. The asset management strategy choice depends on the level of its maturity and efficiency of the company with condition of necessity to synchronize the strategies of different business levels and to decompose relationships between these strategies through corresponding key performance indicators.
The innovation business development problems in Russia is considered. It is showed the conditions, which are providing small innovation enterprise activity. The role of venture investment in innovation business development are analyzed.
Key performance indicators (KPI) present an effective, high-precision framework for continuous monitoring of target achievements. The KPI framework has proved itself to be a functional tool within different economic sectors in series of large and mid-size companies. Notwithstanding all ad- vantages and effects of the implementation of KPI framework, it cannot be used for assessment and monitoring of operational risk level that was accepted for achievement of defined targets. Switching towards a risk-balanced approach in process management requires the definition and implementation of framework for monitoring the compliance of company risk-profile with its risk-tolerance. This requirement results in a key risk indicators KRI framework. The article provides an example of deve- loping a set of KRI for internal information system.
In real situations, the work of project-oriented businesses takes place in conditions of high uncertainty. In particular, the moments of the receipt of project execution time, as well as costs and other factors are yutsya-random numbers with given or unknown to the laws of the distributions. Management capabilities offered by the use of stochastic process models of the current scenario management ene and port-felyami projects presented in this paper.
The collective monograph deals with the fundamentals and principles of venture financing, the history of its emergence, distinctive features from other types of investment. The book proves the relevance of the developing logistics infrastructure and the formating regional transport and logistics system based on the cluster approach in the Omsk region. The monograph deals with the problem of road safety from the institutional approach. Collective monograph can be recommended to senior managers, business professionals, university professors, graduate students, students of senior courses in economic specialties.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management