UDC 22.00.00

ON THE IMPLEMENTATION OF PROJECTS FOR THE INTRODUCTION OF INFORMATION TECHNOLOGY IN THE PUBLIC PROCUREMENT SYSTEM

Goncharov Sergei Ivanovich
Institute of Public Administration, Belgorod State National Research University
Department of Social Technologies / Budgetary and Financial Technology

Abstract
Today, in order to meet public needs, more and more talk about the modernization of the entire chain of public relations. It is promoted as a social and economic development of society, which directly affects the dependence on modern technologies, which stably anchored in our lives.
With that amount of information that must be processed at the present time, to cope without information technology is impossible. And in the field of public procurement requires certain system of automation of management processes to improve the efficiency of procurement .
The system should use a set of different mechanisms , which include legislative reform on the administration of procurement of goods (works, services) for public use in the process of using the data of the procurement of information and communications technologies. Using these technologies will weaken such negative phenomena procurement system for state and municipal needs such as low levels of transparency, corruption, and the restriction of competition. Just can improve the efficiency of the system state and municipal procurement by automating routine processes , significantly reduce unnecessary paperwork when purchasing , reduce transaction costs for carrying out procurement procedures and contracts, and, consequently, reduce the cost budget.
So today the relevance of the theme is most obvious. And not only because automation builds clear and logical chain of actions, increases efficiency and reduces costs, but also brings its contribution to the development and improvement of the entire process from planning to meet the needs of all participants in the procurement process.

Category: 22.00.00 Sociology

Article reference:
On the implementation of projects for the introduction of information technology in the public procurement system // Modern scientific researches and innovations. 2014. № 2 [Electronic journal]. URL: http://web.snauka.ru/en/issues/2014/02/30936

View this article in Russian

Currently, most companies engaged in the development of information technologies provide implementation services as industrial information systems, and information systems aimed at a specific area of organization, or for specific purposes as the business processes of the organization. The implementation process is time consuming and is associated with many risks, which may lead to adverse results. For effective management of the project implementation should be developed as a guideline for project management and risk management methodology.

Common approaches to project management information systems implementation are intuitive, since they are based on structured common sense and experience. Project implementation should start with setting and agreeing targets, plan the way to achieve it, to perform specified work, and successfully complete the project, reaching a goal, as it was planned[1]. Difficulties arise almost always – on the basis of practice, rarely realistically assess and plan a unique activity or to perform the work as planned. A common approach to minimize and prevent common problems projects is to organize a system of governance that takes into account the interests of various participants in the project (primarily Customer), has a clearly defined organizational structure and management agreed procedures[2].

Today, one way or another , almost every organization in the normal course of business is faced with the need to implement the project in the field of information technology. Given that the objectives, results and conditions for the implementation of projects, by themselves, are different, then we can talk about their diversity and complexity.

At the moment, the level of the developed software systems for process control automation procurement procedures in the regional sector of state power allows you to quickly, with minimal labor costs to put on the «rails» a comprehensive set of actions of organizational and production processes : from a clear statement of the objectives and tasks of decomposition to obtain analytical data of any level of complexity.

But often, when faced with the problem of efficient allocation of budgetary funds for the implementation of information technologies, heads of agencies of the municipal sector are difficult to imagine how automation control system will bring the institution to the expected rate with high efficiency. To do this, leaders find it necessary to carry out complex, multi-level calculations, various sorts of additional analysis and consultation, which usually do not contribute to the approximation of the goal, but some are «ottdushinoy» for making such an important decision and transfer it to the «next time». In view of this it is not surprising that the process itself is drawn into the vortex of stagnation from which to pull it over time it becomes increasingly difficult and resource-intensive.

Determine to purchase, deliver, install equipment, and train personnel to provide, coordinate technical tasks before it, identifying key process indicators for improvement, as well as interpret and balance metrics, which will take stock of progress. This is only part of the problems to be faced head, deciding on the project for the implementation of information technology in the public procurement system.

It is worth noting that in the current competitive conditions in the market to the project in the field of information technology should be treated as an independent investment project, ie as an opportunity to invest in a quality improvement organization management.

As experts in project management in information technology, such as Joe Marasco, Royce Walker, Scott Berkun[3] projects to develop, implement, structuring, re-engineering, information technology-related, should be seen as part of a large system because the changes caused by the implementation of such projects not only affect all business processes of the organization, but also its structure. One example is the program for the restructuring of the organization in which the project is the introduction of information technology into the business process of the organization is one of the structural elements.

Further, as mentioned above about the complexities of the real evaluation and direct execution of the detailed modalities planned in the initial stages of the project, says Walker Royce, and this view cannot but take into account that one of the features of the project in the field of information technologies (hereinafter – IT projects) is that the changes that sometimes involve not only the conditions of the project, but also the purpose of the project or its qualitative characteristics. At the approach to the implementation of such projects, it is necessary to think originally and document their goals, as well as ways to measure quality and characteristics of these goals[4]. This is due to the fact that in the course of work on the project and when the project is necessary to perform an analytical evaluation of the success of its implementation. In addition, the measured objective is needed to minimize the subjective factor in assessing whether the project is executed in full or not, and if exercised, how exactly covered the entire scope of work.


References
  1. Беркун, С. Искусство управления IT-проектами. Проблемы организации бизнеса, лидерства, разработки и представления результатов / С. Беркун. – Санкт-Петербург: Питер, 2007.
  2. Товб, А.С., Ципес, Г.Л. Управление проектами: стандарты, методы, опыт / А.С. Товб, Г.Л Ципес. – Москва: Олимп-Бизнес, 2003.
  3. Мараско, Д. IT-проекты: фронтовые очерки / Д. Мараско. – Санкт-Петербург: Символ-Плюс, 2007; Уокер, Р. Управление проектами по созданию программного обеспечения / Р. Уокер. – Москва: Лори, 2007; Беркун, С. Искусство управления IT-проектами. Проблемы организации бизнеса, лидерства, разработки и представления результатов / С. Беркун. – Санкт-Петербург: Питер, 2007.
  4. Уокер, Р. Управление проектами по созданию программного обеспечения / Р. Уокер. – Москва: Лори, 2007;


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