The Head of the Analytical Center Konstantin Noskov and Deputy Head Mikhail Pryadilnikov took an active part in the 14th Krasnoyarsk Economic Forum "Russian Economy: 2018-2024 Agenda". The forum featured brain storming sessions co-organized by the Analytical Center.
Speaking at a brain storming session devoted to the organization of regional project management offices, the Head of the Analytical Center Konstantin Noskov talked about the «Proyektniy Olimp» (Project Olympus) contest. "We have been holding this contest for more than 4 years now and we have gained quite a bit of experience, developing our own assessment method based on the competencies of professionals from various schools of management. Essentially, our method is a mix of several other methods," the expert said.
However, in the opinion of Mr. Noskov, it is not just the method that is important but the expert using it. "Over time a kind of a club of professionals has emerged around the «Proyektniy Olimp» (Project Olympus) contest, some 70 assessors that go out into the regions free of charge and assess project management offices there," the Analytical Center head said. "However, when it comes to assessing project management efforts in government bodies, a special system is needed to get the specialists that are needed for that." There are not many assessors in Russia at the moment; and assessment based just on formalities without participation of such specialists would be impossible, the expert is sure. The professional community does not have a good answer to the question of how to get out of this situation. "We could use the experience of the «Proyektniy Olimp» (Project Olympus) and assess those who really want to participate in this kind of assessment. Especially, given the fact that regional governments and governors are really interested, seeing how project management is a hot topic today," Mr. Noskov summed up.
Deputy chair of the government of Leningrad Region Dmitry Yalov noted that the assessment method used in the «Proyektniy Olimp» (Project Olympus) is one of the most successful in Russia. "It is the right approach when the assessor goes out into the region and works on-site," the expert believes.
Mikhail Pryadilnikov talked about how to change the approach to decision making in public authorities when it comes to the implementation of strategies during a brain storming session on key issues of the state governance reform. "Various strategies define goals but there is no prioritization of those goals anywhere. The first thing we need to do is decide on how many goals we need: 5-6 is more than enough for a state program and they have to be easy to understand and compare with each other," the expert said. "The goals must be formulated in such a way as to actually affect the lives of people, like, in the case of the reform of the supervision and monitoring activities we need to have better public safety and reduced red tape as goals."
Mr. Pryadilnikov believes priorities need to be identified at every level from national to state-wide. And how to go about implementing those priorities is another issue. "Our job is to turn ministries and government agencies into project offices tasked with implementing specific priorities, while the strategic functions must be transferred to the Administration of the Government. We need to move away from the process functions that the administration is currently in charge of and think about creating some kind of a strategic department that could handle high-level strategy issues," the expert summed up.