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

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.

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