Практика проєктного менеджменту в умова кризи

Abstract

It was found that the creation of a project package for managing an organization in the event of a crisis will allow for strengthening control and the management system, transparency of processes, which will accordingly reduce the risks of abuse, as well as ensure the proper implementation of crisis processes and allow preserving the organization's assets. The logic of implementing a project package is related to the subsequent stage of anti-crisis management from reaching agreements with creditors, liquidating nonfinancial assets, reviewing economic activities and production programs to ensuring the long-term sustainable development of the enterprise. A number of criteria have been established that organizations should pay attention to for the successful and effective implementation of anti-crisis projects: the mental correctness of the selected or developed low-cost elements of the project, the sequence of stages, teams, deadlines and budget; the uniqueness of each project. Under these circumstances, a reasonable approach to the uniqueness of the project will represent a purposeful search for opportunities to achieve growth and development of the organization where it has not found competition; situationality: we must combine the key factors of the future, that is, the strategic success of this organization, and the specifics of a particular situation; uncertainty as a strategic opportunity, the external environment is becoming increasingly unpredictable, but we must perceive these changes not only as a threat, but also as an opportunity to achieve success in the future; the last criterion follows from the previous one - flexible suitability. Changes in the enterprise must correspond to external changes, which, first of all, will allow us to realize potentially involved new opportunities in the external environment of the enterprise. Urgent anti-crisis management projects include the following types: cost reduction projects, involve identifying opportunities and implementing measures to reduce costs; projects to reduce the volume of operations, include a radical way to reduce the organization; combined projects, are implemented through portfolio restructuring and compensation for losses of organizations; projects to exit core activities are the development of consistent measures for the organization in the face of the threat of bankruptcy.