Concept for a new approach to project management in the activities of public servants

Abstract

This article presents the results of research into the possibility of adapting fl exible methods of project management to the organization of activities of public servants of the Russian Federation and recommendations on combined approaches. The objectives of this research: to identify special aspects of project management in the public service and to evaluate the possibilities for adapting fl exible methods of project management to the organization of activities of Russian public servants.The activities of the public service are becoming increasingly innovative and intelligent and, as a consequence, less predictable. These days the public authorities are not only customers in relation to third organizations, but they themselves act as the direct executors of projects in the elaboration of development programs and legislative initiatives in the framework of executingorders of the President, Government and the higher state authorities. In these circumstances, management principles of the PMBOK and similar standards, which are strictly formalized and require clear planning of processes, no longer work. When the problems are large-scale, technologies are known, and the resources are defi ned, classical design techniques work fl awlessly. But when any innovative goals are set, there may be high risk of exceeding budget funds and time; therefore in this case it is necessary to consider the feasibility of applying Agile-like technologies.Possibilities for the combination of tough methods (in terms of responsibility and formalization) and fl exible methods (in terms of goal-setting and continuity) of project management in the civil service were investigated using analysis of business processes and based on the results of a survey of the public servants participating in the implementation of certain tasks with respect to execution of public functions. It is noted that in contrast to the business-oriented organizations the government authorities are characterized by a signifi cantly reduced motivation to informal leadership and undeveloped self-organization and selfmanagement. This fact imposes restrictions on the processes of implementing approaches of fl exible 1 This article was prepared based on the results of research carried with the support of government funds by the State Order of the University of Finance for the year of 2016 "Analysis of the best international practices of information support to realization of public functions. Development of proposals on improvement of information support to activities of civil public servants", state registration number

The concept of implementing a customer interaction system based on CRM Bitrix24

“…Effective implementation of these processes requires effective interaction with clients: receiving incoming calls, making outgoing calls, concluding a contract, processing and sending applications to the appropriate department, etc. [11,13] In fig. 1 shows the «as is» model of the business process map of interaction with customers in the studied company.…”

“…When organizing CRM, areas directly related to customers are affected: sales management, service management and marketing. [11,12] The use of CRM provides the company with the following benefits: increasing the efficiency of employees; decrease in the number of lost clients; reducing the cost of marketing activities; elimination of leakage of customer information; reduction in management costs.…”

Methodology Of Improvement Of Company Business Processes

“…-Petri nets (colored) -a dynamic model of a business process that describes the behavior of the process in the form of a connected graph, on which the process actions are represented by vertices, and events -by arcs (Altukhova et al, 2016).…”

“…Studies by the International Project Management Association (IPMA) show that the use of modern project management tools and methodologies can reduce time costs by more than 20-30% and reduce financial spending by 15-20% (Altukhova et al, 2016;Balocco et al, 2019;Volik & Dzodzaev, 2016).…”

“…For some companies it is advisable to reengineer business processes with a certain frequency, for example, once every 5-7 years, which is aimed at constantly adapting business processes to a changing external environment. Business process reengineering is most effective at enterprises that are characterized by the following features: diversification of goods and services; work on individual orders; introduction of new technologies (innovative projects) affecting all the main business processes of the enterprise; variety of relationships with counterparties; irrationality of the organizational structure, complexity of workflow (Altukhova et al, 2016;Kovaleva et al, 2015;Volik & Dzodzaev, 2016).…”