The scientific publication is dedicated to highlighting the systemic vision of the basics of management controlling in the process of implementing innovative projects and revealing the features of this type of controlling. It has been established that controlling the process of implementation of innovative projects is a special type of controlling, associated with their individuality and the absence of analogs and established patterns of analysis and control, and with the uncertainty of the final results of the project, its individual stages. It is substantiated that the control process is a process of step-by-step correction of expected project results, gradual control of parameters as the final result is approached. The procedure for determining the coefficient of change in the speed of work, which characterizes the execution of the network or operational-calendar schedule at the time of control, is considered. It is proposed to determine the relationship between the informational importance of control points and the implementation coefficient based on the value of the financial “penalty” function. The matrix of information weights of control points is considered, which is the basis for determining the sequence of polling points (objects) of control. The procedure for determining the step (control lag) for two interconnected innovative projects during the technological rehabilitation of production is revealed. The distribution function or the probability of the absence of uncertainty in the process of implementing works on the implementation of an innovative technological project before the moment of control is determined. Options for choosing the frequency of control point polls for operational management are substantiated. It was established that from the point of view of the stability of the information system, the algorithm for determining the maximum frequency of checks on the status of project implementation work should take into account the possibility of falling behind the given schedules and reducing the amount of remaining work, which results in an increase in the number of control point surveys. The limit of the increase is the time required for the implementation of decisions on operational regulation of the speed of work execution by production divisions (executors).
Methodological recommendations for the use of technological audit as a mandatory part of substantiating directions and expediency of carrying out reengineering innovative transformations at the enterprise are developed in the article. The approach to understanding the essence and types of technological audit and their relationship with the reengineering process of the organization is proposed. The functions of a technological audit in the context of an innovatively transformed enterprise are substantiated, with an emphasis on planning, organization and control. The general context of using the results of the technological audit for the organization and management of innovative process transformations of the production and technological base at the enterprise is outlined. It is established that the technological audit plan is a key strategic management tool that allows assessing the overall scope and nature of work related to the innovative transformation of production, to compare the main forecasted indicators with the actual ones. The main procedures of the technological audit of the enterprise production base are proposed, among which the following are highlighted: analysis of physical and moral wear and tear of the main production assets; development of a general project for technological reengineering; formation of a portfolio of projects for technological reengineering of the enterprise and the selection of organizational and functional approaches to the implementation of the overall project. The project stages of the technological rehabilitation of production and approaches to them are disclosed. Considered models of resource distribution in the development of a general project for the technological rehabilitation of production. It was established that in the process of deploying the reengineering program, its implementation measures can be divided into two types that improve business, and measures that are elements of reengineering and fundamentally change the efficiency of business and all production activities. Keywords: innovations, technological audit, technological rehabilitation, reengineering, projects, models, stages of technological audit.
The article considers operations research methods and system analysis for solving dynamic production management problems related to increasing its flexibility. The most important elements characterizing the effectiveness of the management process are the state of the management object and the presence of certain production opportunities to change its state. The organization of effective production management in the process of innovative transformations leads to the need to consider the general scheme of managing the entire complex of works carried out during this period as a complex dynamic system, which at the stage of introducing innovations is not yet sufficiently adapted to production and technological transformations due to the wide variety of alternatives for implementing the functions of such a system. It is outlined that effective methods of system analysis have not yet been developed due to the complexity and diversity of the boundary conditions of the activities of various machine-building enterprises. However, the permanent nature of the innovative transformations of their production base allows drawing a conclusion about the perspective of the simultaneous application of the technological reengineering methodology for the management system. It is substantiated that the preliminary modeling when solving the tasks of managing the production process and performing specific works on technological rehabilitation should be built taking into account the provision of the necessary efficiency of the control system. This can ensure its technological rehabilitation. The mathematical model of the interrelationship of elements that are key to increasing the efficiency of the management system at the industrial enterprise that is conducting technological rehabilitation of its production base, and which are determined by a complex of functional management tasks, is proposed. Keywords: innovative transformations, process, management, organization, production base, parameters, project.
The article considers approaches to the analysis of risk factors during innovative transformations. It was established that a qualified examination of the financial indicators of innovative projects at the stage of the enterprise preparation for technological rehabilitation allows to evaluate them from the viewpoint of investment attractiveness, taking into account the most important factors that have a well-founded probabilistic assessment. The division of factors that influence the complex of relationships in the context of risk analysis of innovative transformations into factors that directly influence the process of forecasting and preparation for the implementation of innovative transformations and factors that influence the effectiveness of the technological rehabilitation process of production is substantiated. It is outlined that during the implementation of innovative projects, the number of risk factors is quite large, due to which the degree of their influence is random. In any attempt to take into account the influence of all factors, specialists have to face the extremely difficult problem of considering the degree of their influence at several levels of management, because even in the case of a simple hierarchical structure, the number of combinations of the influence factors increases sharply. It is proven that the main task of the analysis of the influence factor should be, first of all, an attempt to limit the number of possible combinations of factors that should be analyzed or considered when finding the objective decision function. It was determined that the key criteria for making investment decisions in the context of innovative transformations are: lack of more profitable alternatives; minimizing risks of losses, in particular, from inflation; minimization of the payback period; relative cheapness of the project; ensuring the stability of cash receipts; high profitability, taking into account discounting. Keywords: risk, factors, innovative transformations, models, technological rehabilitation, combination, classification, effectiveness.
The article substantiates the organizational and economic principles of the formation of the mechanism of capital optimization at the enterprise, as well as developed models of cost management of individual divisions in the process of its technological rehabilitation. It has been established that the accounting system, namely financial accounting centers, and the structuring of costs for the implementation of interdependent innovative projects included in the complex of technological rehabilitation need to be adjusted. The scenarios that can most often be encountered in the formation of accounting (budgeting) of portfolio innovation projects within the framework of the enterprise implementing the program of technological rehabilitation into the production base are considered. The conservative model of financial cost management is proposed, which allows to calculate the full cost of certain types of work or the cost of implementing certain innovative projects. The compromise scheme of financial management is proposed, which is based on the refusal of the company's management to spread plant-wide costs by financial accounting centers. The model of simplified financial accounting is given, where on the basis of the formation of intra-production (transfer) prices during innovative transformations, instead of calculating profit, only their costs are assessed. It was determined that the choice of the final solution for the organization of an effective process of technological rehabilitation of production is determined by many organizational and technological features of the problematic enterprise itself, the structural nature of the implemented innovative transformations, and the specifics of innovative projects that are the basis of technological rehabilitation of production. Keywords: management, optimization, capital, technological rehabilitation, organizational and economic mechanism, financial accounting, model, algorithm, enterprise.
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