Possibilities of adaptation in the Russian Federation of effective instruments for the implementation of government programs of developed countries (on the example of the Federal project «Supporting employment and increasing the efficiency of the labor market to ensure growth of labor productivity»)

The article discusses the best practices of using effective tools for the implementation of government programs of developed countries and the possibility of their application in the Russian system of state program and project management.

Reflection of project and program management principles in the budget legislation of Russia

Introduction: the article is devoted to the analysis of normative acts regulating the application of project and program management principles in the budget planning process in Russia. Objectives: to assess the regulatory framework of project and program management for its integrity, consistency and compliance with budget legislation and international standards of program and project management; to formulate the areas to optimize program and project budgeting in Russia. Methods: the research uses methods of comparative legal and system analysis. Results: the main issues in legal regulation in the field of research are identified, including: non-compliance of the actual strategic planning procedure with the requirements of the federal law; excessive number and mutual duplication of the content of project and program documents in the absence of their clear hierarchy; non-compliance in the Russian legislation with such basic principles of project and program management as the limited time of the goals and objectives in program documents, concentration of powers to manage projects (programs) and responsibility for their results in the same position; the actual withdrawal of the legislative power and the Russian Government from participation in program and project management; dual power in industry management. Conclusions: to overcome the above shortcomings the following measures, among all, are advisable: to fix the status of national projects in the Federal Law “On strategic planning in the Russian Federation” as the fundamental planning documents; to include data on the volume of their financial support and main activities in national projects, excluding current costs and measures already listed in the state programs; to restore the powers of the Russian Government to give approval on the national projects content (passports) as well as the federal projects outside the national ones; to bridge the gap between the powers and responsibilities of program (project) managers.

Development of the Method of Formation of the Architecture of the Innovation Program in the System "University–State–Business"

We investigated the mechanisms of increase of efficiency of innovative activity on the basis of methodology of management of projects and programs of sustainable development on the basis of the GPM Global P5 standard as well as the triple helix model "University–State–Business". This method takes into account the current trends of program and project management of innovation. The mechanism of target distribution for universities 1.0, 2.0, 3.0, 4.0 is investigated. Suggested model of the innovation program management is based on the model of the triple helix interaction and allows to take into account the interests of all groups of stakeholders. The mechanism of formation of the mission of the innovation program, which allows to determine the strategic goals of the innovation program participants, namely – the competitiveness of the University for higher education institutions, the quality of life of the population for the state and the profit for business. The method of formation of the architecture of the innovation program in the system "University–State–Business" has been developed with the integration of the interests of all participants of the program. The method of creating an office of management of the innovation program is proposed taking into account the model of the architecture of the innovation program.

ANALISIS KEBUTUHAN SOFT SKILL DALAM MENDUKUNG KARIR ALUMNI AKUNTANSI

Kajian Tracer Study ini merupakan penelitian deskriptif evaluatif yang berusaha mendeskripsikan kebutuhan soft skill alumni yang mendukung karier di dunia usaha. Penelitian ini mencoba menganalisis berdasarkan jenis pekerjaan alumni dan posisi alumni serta soft skill yang dimiliki oleh alumniPenelitian ini dilaksanakan selama 6 bulan, mulai April-Agustus 2016. Adapun tempaat penelitian ini dilakukan di Universitas Negeri Yogyakarta. Variabel penelitian ini adalah Analisis Kebutuhan Soft Skill Dalam Mendukung Karier Alumni Akuntansi yaitu suatu penyelidikan untuk mengetahui peta soft skill yang dimiliki dan kebutuhan soft skill apasaja yang mendukung karier alumni Akuntansi sebenarnya. Populasi penelitian ini adalah mahasiswa alumni Prodi Akuntansi. Adapun sampel penelitian ini adalah mahasiswa angkatan 2004-2014 (lulusan Prodi Akuntansi untuk 10 angkatan, termasuk kelas PKS) yang lulus antara 2009-2016. Data untuk penelitian ini dikumpulkan dengan menggunakan teknik kuesioner (angket) yang didistribusikan kepada populasi penelitian. Penelitian ini akan menggunakan indikator soft skill yang dikembangkan dari Hairi et al (2011) dengan modifikasi skala likert 1-5 menjadi skala 1-7.Hasil penelitian menunjukkan bahwa Alumni prodi akuntansi telah memiliki kelima skills (Communication Skill, Critical Thinking Skill, Team Work Skill, Program and Project Management Skill dan Decision-Making and Problem Solving Skill). Semua soft skill tersebut sangat penting dalam menunjang karier sehingga harus dimasukan dalam proses pembelajaran dan didukung melalui kegiatan ekstrakurikuler (kegiatan kemahasiswaan). Oleh karena soft skills adalah keterampilan yang bersifat non teknis, invisible, dan unimmediate, maka Softskills tidak dapat diajarkan, tetapi dapat ditularkan dan dipraktikkan berulang-ulang dengan didampingi oleh mentor.Kata kunci: Communication Skill, Critical Thinking Skill, Team Work Skill, Program and Project Management Skill dan Decision-Making and Problem Solving Skil

Changes in Public Sector Management: Establishment of Project Management Offices – A Comparative Case Study of Lithuania and Denmark

This paper analyses an attempt to initiate an organizational-administrative reform on the basis of experimental (pilot) project initiated by the Ministry of Economy in Lithuania which established a specialized unit – Project Management Office (PMO) – responsible for portfolio1 of programs and projects’ coordination at ministerial level. The paper shortly describes types of reforms and how they can be implemented, as well as the notion of portfolio, program and project management and organizational capability to manage them, as one of the attributes of organizational maturity in project management is an existence of PMO. This article focuses on the main features of PMO and describes two qualitative case studies. Lithuanian and Danish cases are provided and differences of PMOs are analysed. The cases provide insights that the transition to portfolio, program and project management might last for decades. Although the reform did not gain the acceleration in Lithuania, the trend toward project management embedment in the public sector in Europe is evidenced and more cases of the establishment of PMO are observed.