31. PROGRAM-TARGET METHODS OF MANAGEMENT AND IMPLEMENTATION OF INNOVATION PROJECTS

Program-target management is a method of managing and implementing innovative processes. It is limited by the timing and available resources of targeted programs.

The target program is the object of the impact of program-target management.

The target program is a system of plans for scientific, technical, economic, production and organizational steps, linked together by one goal, which must be carried out by the management.

Structural elements of the target program:

1) goals and objectives;

2) functional and executive structure, includes research and development and activities for the development and implementation of innovations;

3) resource, technical and economic conclusions on the program;

4) organizational and economic structure, includes the procedure for financing, the rights and obligations of customers and contractors.

In the target program, management tasks depend on the need to have a positive outcome through rational coordination of the work of departments that influence the achievement of the final result. All activities can be classified as a target program if they have the following characteristics:

1) the significance of the planned goal, the cost of work to achieve the goal, compliance with the time frame for carrying out the work;

2) the boundaries of cooperation between diverse departments to achieve the goals set;

3) exclusivity and non-standard tasks. The difference between program and target management

from the traditional one lies in the fact that in traditional management the object of management is a set of works considered only by their intermediate results. When implementing target programs, program-target management is aimed at solving the following tasks:

1) ensuring and providing a systematic approach to management;

2) ensuring and providing rational mutual action and coordination of the ongoing work of all departments that implement the innovation process;

3) the release of the top management team from direct operational management and coordination of the work of program executors;

4) increase in the level of efficiency of current management;

5) the growth of responsibility of management organizations and its individual executors;

6) ensuring the balancing of resources for the implementation of the innovation process;

7) ensuring timely and complete control over the implementation of the planned activities. Planning is the basis for the implementation of innovative management in order to bring together all project executors to carry out a set of activities and achieve the desired result.

Network planning is used to plan and coordinate the work of departments in the form of a special schedule - a network model.

Authors: Evgrafova I.Yu., Krasnikova E.O.

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