Assessment of the project management system in the context of the implementation of large–scale projects: approaches and indicators

Abstract

A constant search for effective management tools becomes necessary against the background of economic globalization, growing competition, fast changing environmental factors, increasingly stringent product quality requirements. The project management methodology can boost management efficiency by focusing efforts on a specific area of activity and implementing the necessary strategic changes. As management problems become more complicated, the project management system itself undergoes changes and moves to a new level of organizational maturity, but the process of these changes cannot be considered complete. It is necessary to use performance indicators to boost the motivation of a project team.
 The research shows that it is necessary to improve the tools used to assess in-house project management systems that rely on the international experience of using both the key indicators and expert assessments that entail a comparison with a certain reference state of the system. The system of indicators should have an integrated management framework designed in the format of a project-oriented structure.
 The purpose of the article is to consider and generalize the approaches, goals and principles of a system of indicators for assessing project management in an organization and drafting a system of indicators. The coauthors take advantage of the provisions of the project management methodology and framework management models to develop a system of indicators used to assess project management processes and results. Their novelty stems from an approach to the systematization of indicators in the context of subject- and management-focused process groups, specified in the Russian project management standards with a focus on the function of control.