Abdykerova G.Zh.

EKSTU

Decision taking effectiveness in the project management

One of the most important questions in the innovative projects management is the determination of its quality level under modern conditions.

By innovative project quality as a management object we will mean those characteristics relating to the results capacity of the projects and its realization process to satisfy the requirements to the innovative products competitiveness and their innovative attractiveness for investors.

It is rather difficult to assess the project quality on the beginning stage of R&D due to the uncertainty in the technical and economic indices but the new development analysis on this stage is of a great interest.

On the basis of certain criteria we offer a technique of innovative projects expertise on the beginning stage. The technique is based on the model of American scientist McKinsey [1].

In the development of this technique a methodological approach based on the expert assessment of innovative project competitiveness and innovative attractiveness has been applied. The adequacy of the criteria used in the relation to the complex index is formed due to the implementation of weighing coefficient to each criterion and the application of additive-multiplicative computing technique.

The assessment of an innovative project with the application of McKinsey’s model is better to realizes by 3 stages: а) selection of optimal criteria; b) determination of weighing coefficients; c)projects positioning in a matrix.

From the point of view of the market, innovative projects are the objects of its two interacting segments: science and business. That is why it is advisable to formalize them as two dimensional objects: competitiveness and innovative attractiveness. The peculiarity of these indices is in the dependence on many criteria. Below there are criteria that have the greatest impact on these indices.

Criteria of competitiveness:

1) The sales market availability and the possibility to commercialize the results of the project;

2) The level of competitive advantage of R&D results and the possibility of their long maintenance;

3) Conformity with the existing distribution channels;

4) Patentability (possibility to protect the project by a patent);

5) The availability of the intellectual property object;

6) The availability scientific and technological background;

7) The scopes and the spectrum of the technologies practical application;

8) The provision with the modern level of innovations management (project management techniques);

9) The level of project development;

10) The availability of the qualified team and work experience in the projects implementation;

11) The perspectives of attracting private funds (investment attractiveness);

12) The possibility to perform future R&D on the basis of the given project and new technologies.

Criteria of innovative attractiveness:

1) The compliance of the project with the priority directions of industrial and innovative strategy;

2) The actuality of the research and product uniqueness (absence of analogies);

3) Scientific and technological level of the project;

4) The scientific novelty of the suggested in the project solutions;

5) Technological level of the project (technology transfer, new technology);

6) Technical feasibility of the project;

7) The cost of the project;

8) The project payback period;

9) The project advantages in comparison with the existing analogies in the world;

10)The cost-effectiveness of the project

Рис.1. McKincey’s matrix (innovative projects, absolute positioning)

It is important to note that the sectors names of McKincey’s matrix in our case differ from the classical ones [7].

So, in the given matrix (Fig. 1) we defined 3 spheres: 1) «leaders»; 2) «outsiders», 3) «bordering».

The projects which after positioning are in the sphere of “leaders” have the best or average index values of innovative attractiveness and competitiveness and are of higher priority, they can be implemented right now.

Projects that are in 3 sectors in the lower left corner of the matrix (“outsiders”) have low values on many criteria. These projects are problematic – they have more weaknesses than advantages.

3 sectors located along the main diagonal going from the lower left to the upper right edge of the matrix have the classical name “bordering”: they are competitive sector (in case of low attractiveness), attractive sector (in case of low competitiveness) and neutral sector. These projects are rather perspective and need further development.

As a solution we will take that alternative (project), where regulated assessment of the vector is located in sector “Leader 1”. Project №2 might be considered to be such an alternative which is of higher priority according to the experts’ assessment and is ready for the implementation.

Project №1 takes a neutral position in the matrix, is a perspective but has certain disadvantages which should be worked out.

On the bass of the received criteria model and criteria weight assessment the requirements and techniques have been developed for the innovative projects expertise. It can be applied in projects assessment in HEI, enterprises, development institutes, etc.

References:

[1] I.Ansoff, Strategic management, Moscow, Economics, p. 99-103, 1989.

[2] V.S. Efremov, Business strategy and planning techniques, Economics and statistics, p. 89-92, 1998.

[3] S.V. Valdaitsev, O.V. Motovilov, Research, developments and innovative projects, Saint-Petesburg, Economics, p. 68-74, 2004.

[4] S.I. Shelobayev, Mathematical methods and models in the economics, finance, business: textbook for the universities. - Мoscow: UNITI-DANA, 2001. – p. 367.

[5] R.A. Fatkhutdinov, The development of management solution, Textbook for HEI, 2d ed., - Мoscow: “Intel-Syntez” Business school, 1998. - 272 p.

[6] G.Ya. Goldshtein, Management principles, Taganrog: TRTU, 2003.

[7] A.A. Thompson, A.J. Strickled, Strategic management: The art of strategy development and realization,Textbook for HEI/Moscow, Banks and bourses, UNITИ, 1998.-578p.