Project Management In The System Of State And Municipal Government: Experience, Problems And Their Solutions[Использование Проектного Метода В Государственном И Муниципальном Управлении: От Декларирования К Результативности]

Project management in state and municipal government is becoming more widely used. According to the Presidential Decree No. 204 of May 7, 2018, “On National Objectives and Strategic Development Goals of the Russian Federation for the Period up to 2024,” 12 national projects have been identified in the country, the implementation of which will require the development of hundreds of projects at the regional level. While working, a significant number of tasks have to be solved. First of all, it is staffing, organizing expert support, monitoring the achievement of key indicators, availability of material and information resources. Organizing the project offices work at the local level requires revising, which will contribute to solving key issues. The aim of the study is to identify problems in project management application in state and municipal government in modern Russia and to identify opportunities for improving the effectiveness of its application. Methods: functional analysis, comparative analysis, system analysis, synthesis, abstraction, description and explanation. Since 2011, the authors of this article are moderators of project groups at the site of the Chelyabinsk branch of the RANEPA while implementing the extended education program “Management in the social sphere”. With their participation, dozens of projects in education, health and culture have been developed and successfully implemented. Scientific novelty: the authors identify problems with the use of project management methods in the state and municipal service and directions for increasing efficiency. We justified that for successful implementation of projects it is necessary to ensure a thorough selection of the staff of project offices and members of project teams, to organize their training in project management. Expert support and constant monitoring of project implementation (primarily at control points) should be carried out, and the best experience in using project management in state and municipal administration should be disseminated. Results. Project management in state and municipal government will be widely used, as it has a number of indisputable advantages, first of all, it is the ability to concentrate the use of resources for achieving strategic goals within clearly defined time frames, reasonableness and transparency of decisions made, high probability of getting the expected final result. In the future, it will be increasingly applied in various fields of state and local government bodies activity. However, we need serious management decisions aimed at enhancing training and motivating project teams, expert support of projects, organizing interagency cooperation, information support, monitoring of intermediate and final project results. Rigid time frames for implementing national projects do not make it possible to delay these processes. Conclusion. Increasing the competence of state and municipal servants in project management, creating a system of incentives based on personal effectiveness and overall success of project activities, organizing effective work of project offices will make it possible to organize project work in the region and municipalities at a more efficient level.