PRACTICAL ASPECTS OF IMPLEMENTING A PROJECT APPROACH IN STRATEGIC CHANGE MANAGEMENT IN MEDICAL MUNICIPAL ENTERPRISES

Abstract

The article is devoted to the further development of methodological approaches to strategic planning of  changes in the enterprise to increase the efficiency, first of all, of its project activities. Within the framework of the project approach in medical communal enterprises, in order to improve the management of strategic changes, it is proposed to make changes to the organizational structure of management, identifying a unit/employee who will perform the functions of the project office. The article describes the logic of the development of the project office functionality. In the theory of organizational management, the main approaches to management have long been described by representatives of the administrative (classical) school (A. Fayol, M. Weber, L. Urwick, C. Bernard), the school of human relations (M. Follett, F. Herzberg, D. McGregor, R. Blake, K. Argyris) and the empirical school (P. Drucker). It is recommended to solve current and new tasks of operational activity in management theory within the framework of the chosen approach to organizational management, among which it is customary to distinguish the following: 1) functional (among the founders are M. Mescon, M. Albert, F. Hedouri); 2) systemic (the founders are considered to be L. von Bertalanffy, I. Wallerstein, D. Easton); 3) situational (F. Fiedler, M. House); 4) process (D. Norton, R. Kaplan) In recent years, researchers have begun to talk about the need to single out a fifth approach – project. As an independent approach, the project approach can be used only in theoretical abstractions – in organizations in which all management processes will be completely new in each period of time compared to previous periods (in practice, this does not happen). Therefore, the project approach to organizational management can well prove itself in combination with the four approaches listed. Its essence can be described as a systematic consideration of the organization's activities as a set of interconnected projects that have clear goals, deadlines and resources. The use of this approach allows you to effectively manage changes, improve results and ensure the achievement of the organization's strategic goals. The implementation of a project office is critically important for the successful transition to a project approach in organizational management. This ensures effective planning, execution, monitoring and control of projects, which, in turn, contributes to the achievement of strategic goals. The article pays considerable attention to the description of the stages (stages) of the creation and development of a project office as a necessary prerequisite for the implementation of the project approach. This description of the stages of project maturity can be used in the process of improving project management in medical utilities within the framework of a combination of the selected approach to management (functional, systemic, situational or process) with the project approach. Currently, project management covers an increasing number of operations and new areas of application. The implementation of a systemic approach based on project management should be an effective solution for reducing the negative impact of external environmental factors on the development of medical institutions. The experience of their work shows that the project approach is a more flexible and effective management tool if the goal of the project is to obtain a unique product, or the requirements for the results are dynamic and changeable over time.