An example of the implementation of the responsibility matrix
JSC "Federal Grid Innovation Company" was established to promote the development, production and export of high-tech innovative industrial products.
The mission of the company is to promote the state policy for the development and modernization of industry. Having concentrated in its structure many unique productions and technologies, as well as a significant part of the country's scientific potential, JSC "Federal Grid Innovation Company" managed to become a reliable partner of the state in the innovative development of industry.
The corporation includes organizations that are currently forming holdings in the military-industrial complex, in civilian industries and the research complex, as well as 21 direct management organizations.
The company in its activities is guided by the legislation of the Russian Federation, resolutions of the general meetings of the Supervisory Board, and its own Charter of JSC Federal Grid Innovation Company. The organizational structure of JSC "Federal Grid Innovation Company" is shown in Figure 1.
The governing bodies of JSC "Federal Grid Innovation Company" are: the supervisory board, the board and the general director, who is appointed by the president of the Russian Federation.
An example of the design of the matrix of distribution of responsibility of managers is presented in table 4.
Figure 2 - Organizational structure of JSC "Federal Grid
innovative company"
Table 4 - The matrix of distribution of responsibility of the executives of JSC "Federal Grid Innovation Company".
| Areas of responsibility | Officials by divisions | |||||
| Gene. Dir. | Deputy dir. OPK | Deputy dir. GO | Deputy dir. NRI | Deputy dir. PTV | Pom. dir. MS | |
| Company policy | A | B | B | B | B | WITH |
| Initial permit documentation | A | WITH | WITH | WITH | WITH | WITH |
| Planning | WITH | A | At | At | At | WITH |
| International contracting | A | At | ABOUT | ABOUT | ABOUT | A |
| domestic contracting | A | P | P | A | At | At |
| Financial control and analysis | WITH | A | B | B | B | P |
| Accounting and reporting | WITH | At | P | A | P | P |
| Staff | WITH | B | B | B | A | At |
| Customer functions | WITH | P | P | A | At | ABOUT |
| Information Support | WITH | At | WITH | WITH | WITH | A |
| New technologies, products, services | WITH | At | A | At | At | WITH |
| Attracting investments | P | B | P | A | P | ABOUT |
| Logistics | WITH | At | A | At | At | ABOUT |
| Frame movement | B | WITH | WITH | WITH | WITH | WITH |
| Development and support of projects | WITH | P | At | A | B | B |
| Production control | WITH | A | P | P | A | P |
| Development of proposals | WITH | B | A | B | B | B |
| Condition Analysis | WITH | At | At | A | At | At |
| Participation in audits | WITH | ABOUT | B | P | A | ABOUT |
| Formation of the state order of the order | A | B | B | B | B | WITH |
| Legal support | A | ABOUT | ABOUT | ABOUT | ABOUT | ABOUT |
Distribution of responsibility of the company's executives: A - the first executor; B - co-executor; P - performance check; C - agreement, Y - participation (help, advice, discussion), O - no.
Under the section " Analysis of legal documents regulating the activities of an enterprise (company)" perform an analysis of the legal support of the state corporation (municipal enterprise) for the implementation of powers in the direction of activity. The results can be presented in tabular form, as shown in Table 5.
By section "Analysis and evaluation of the activities of the enterprise (company)" methods for evaluating the performance of a state corporation (municipal enterprise) should represent a system of indicators that may contain the following areas:
Economic (indicators characterizing the growth of production, sales volumes, technical level and quality characteristics of products);
Social (indicators characterizing the standard of living of the population, the degree of social protection of the population, the commissioning of cultural facilities);
Table 5 - Competences of authorities, enterprises (companies) and consumers in the production and consumption of housing and communal services
| Functions | Authorities | Company | Consumers |
| Control over the use of housing legislation | R | R | |
| Ensuring the protection of the rights and legitimate interests of citizens | R | R | |
| Ensuring control over the use and preservation of the housing stock, as well as compliance of services with established requirements | R | ||
| Issues of ownership, use and disposal of public housing stock | R | ||
| Issues of ownership, use and disposal of municipal housing stock | R | ||
| Issues of ownership, use and disposal of private housing stock | R | ||
| Approval of the rules for regulating tariffs and surcharges of organizations of the communal complex | R | ||
| Determination of the method of regulation of tariffs and surcharges, as well as the establishment of tariffs for the services of organizations of the communal complex | R | ||
| Establishment of premiums to prices (tariffs) for consumers based on their own region | R | ||
| Formation of the land plot on which the apartment building is located | R | R | |
| Holding an open competition to select a managing organization | R | ||
| Choosing the method and conditions for managing an apartment building | R | ||
| Determination of the amount of payment for maintenance and repair (except for homeowners associations and housing cooperatives) | R | ||
| Determining the amount of payment for capital repairs | R | R |
Ecological (indicators characterizing the state of the environment);
Other areas depending on the specifics of the state corporation (municipal enterprise).
3 According to the section " SWOT-analysis of the state of the enterprise management system
(companies)» perform a five step analysis.
Under SWOT analysis(SWOT analysis) refers to studies aimed at identifying and assessing the strengths and weaknesses of the object of analysis, assessing its development opportunities and potential threats.
Traditional scheme , explaining the essence of the SWOT analysis is shown in Figure 3.
Forces are defined as real existing resources of the object of analysis, its potential, volume and place in the service market, etc.
| transformation |
| Possibilities(Opportunities) |
| Threats(Threats) |
| Alignment |
| transformation |
Figure 3 - Scheme of SWOT - analysis
Weaknesses defined as an objective assessment, constraining factors, potential lagging behind the requirements of the time, competitors or the experience of other MOs.
Possibilities are defined as something that gives the object of analysis a chance to do something new: release a new product, introduce a new service, win new customers, introduce a new technology, rebuild the service delivery system, etc.
Threat - this is something that can harm the object of analysis, deprive it of its existing advantages: a change in the financing system, a decrease in the quality of services, the emergence of new competitors, a decrease in consumer demand, etc.
SWOT-analysis can be carried out during any really available time: from 1-2 hours to several days. If in the first case, conclusions have to be drawn on the basis of an express survey, then if 2-3 days are available, it is possible to preliminarily study the documents, conduct the necessary interviews, develop a model of the situation and discuss problems in detail with interested participants.
The analysis is carried out by experts who know the organization well, as well as by experts from other organizations who have information about the external environment of the object of analysis.
SWOT analysis allows using various combinations Strengths and Opportunities (SIV), Weaknesses and Opportunities (WOS), strengths and threats (STS), strengthen the position of the organization or neutralize the influence of weaknesses (Figure 4).
The combination of weaknesses and threats (SLH) requires special attention, prompt elimination and mobilization of all resources, as it can lead to negative consequences.
Figure 4 - Matrix of types of SWOT analysis
SWOT analysis should be carried out using simple graphological tools.
Example.
The municipal unitary enterprise of the city of Vladivostok "City Lands" should develop a new production program for the management of land plots in the urban district transferred by federal structures (photo 1). A SWOT analysis is carried out to determine the main areas of activity. When reporting the results of the analysis, a tabular form is used.
Photo 1 - Objects transferred by federal structures to the management of the Vladivostok City District
At the first stage of the SWOT-analysis, the weaknesses and strengths in the activities of Municipal Unitary Enterprise "City Lands" are listed according to the scheme:
Æ strengths;
Æ weaknesses;
Æ favorable opportunities;
Æ possible threats.
Thus, 4 lists are formed, which are then conveniently arranged in the form of a matrix presented in Table 6.
The second stage of the analysis will be a quantitative assessment of the strengths and weaknesses within the Municipal Unitary Enterprise "Urban Lands", threats and opportunities of the external environment. At the intersection of a row and a column, an expert assessment of the significance of this combination of threats and strengths, opportunities and strengths is put.
If the threat is significant for the strengths or weaknesses of the enterprise, then the assessment of the significance of this combination will be high.
Table 6 - SWOT Analysis Matrix
| 1. Strengths: | 2. Weaknesses: |
| 1.1. Legal support 1.2. Budgetary co-financing of activities 1.3. Qualified staff with experience in the field | 2.1. Lack of experience in managing similar facilities 2.2. Emergency state of objects and territory 2.3. Lack of specialists in the state |
| 3. Opportunities: | 4. Possible threats: |
| 3.1. Variety of forms of object and territory management 3.2. Constant demand of the population for various services 3.3. Regulation of prices for products and services | 4.1. Remote location of objects from residential areas of the city 4.2. Reducing the number of the population of the urban district 4.3. Reducing the volume of payments by the population for the services provided |
For example, for a 5 point rating scale:
Very strong - 5 points;
Strong - 4 points;
Moderate - 3 points;
Weak - 2 points;
Neutral - 1 point.
Thus, we obtain an expert assessment of the problems that have arisen at the intersection of strengths and weaknesses, with the threats and opportunities of the external environment. Let's present these data in the form of a matrix (Table 7).
Table 7 - Expert assessment of the strengths and weaknesses, threats and opportunities of the external environment
| Strengths | Weak sides | Total score | ||||||
| 1.1 | 1.2 | 1.3 | 2.1 | 2.2 | 2.3 | |||
| Opportunities | 3.1 | 5 | 4 | 4 | 5 | 4 | 2 | |
| 3.2 | 4 | 1 | 5 | 5 | 4 | 1 | ||
| 3.3 | 4 | 3 | 3 | 4 | 1 | 4 | ||
| Possible threats | 4.1 | 3 | 2 | 1 | 3 | 4 | 2 | |
| 4.2 | 4 | 3 | 1 | 3 | 5 | 3 | ||
| 4.3 | 5 | 1 | 2 | 1 | 5 | 3 | ||
| Total score |
On third stage analysis, the results of the assessment on a five-point scale, given in table 7, are summarized and presented in the form of a matrix (table 8).
Table 8 - Summary quantitative assessment of the strengths and weaknesses, threats and opportunities of the external environment
| 1. Strengths | 2. Weaknesses | ||
| 1.1. Legal support | 25 | 2.1. Lack of experience in managing similar facilities | 21 |
| 1.2. Budget co-financing of activities | 14 | 2.2. Emergency state of objects and territory | 23 |
| 1.3. Qualified staff with experience in the field | 16 | 2.3. Lack of specialists in the state | 15 |
| 3. Opportunities | 4. Possible threats | ||
| 3.1. Variety of forms of object and territory management | 24 | 4.1. Remote location of objects from residential areas of the city | 15 |
| 3.2. The constant need of the population for various services | 20 | 4.2. Reducing the population of the urban district | 19 |
| 3.3. Regulation of prices for products and services | 19 | 4.3. Reducing the volume of payments by the population for the services provided | 17 |
Now you can determine the overall significance of the strengths and weaknesses, threats and opportunities of the external environment.
Then at the fourth stage various combinations of strengths with threats (HTS) and opportunities (OIs), as well as weaknesses with threats (SLH) and opportunities (OOS) are considered. At the same time, at the intersection of rows and columns, one can place both various strategic measures due to a specific combination of strengths or weaknesses with threats and opportunities, as well as quantitative assessments of the significance of the interaction of strengths or weaknesses with threats and opportunities.
Such an analysis allows, based on the state of the external environment, to determine how significant strengths and weaknesses are weak, as well as how important threats and opportunities are, based on the state of the internal environment. At the same time, quantitative assessments of strengths can be compared with each other and with weaknesses, just as threats can be compared with each other and with opportunities. Quantifying strengths and weaknesses allows you to prioritize and, on the basis of these priorities, allocate resources between different problems.
Once quantified, problems should be formulated for each combination of strengths, weaknesses, threats, and opportunities. Thus, we get the problem field of MUP "Urban lands" (Table 9).
Breakdown of events:
A- selection of the main forms of activity based on the requirements of the population;
B– development of a two-variant production program for the introduction and development of objects and territories transferred to management;
IN- involvement of specialized services for research, generalization of material and presentation of recommendations;
G- updating the range of goods and improving the quality of services;
Table 9 - Formulation of the problem field within the framework of the SWOT matrix
| 1. Strengths | 2. Weaknesses | ||||
| 1.1 | 1.2 | 1.3 | 2.1 | 2.2 | 2.3 |
| 3. Opportunities | 3.1 | A | B | IN | AND |
| 3.2 | G | D | E | M | |
| 3.3 | TO | L | H | ||
| 4. Possible threats | 4.1 | P | R | A | WITH |
| 4.2 | T | At | |||
| 4.3 | F | H |
D- the formation of social events, taking into account the interests of the population of the urban district;
E– holding a competition for the best use of objects and territories transferred to management;
AND- retraining of personnel and staffing;
TO– formation of a pricing policy taking into account the interests of the population;
L– formation of new structural divisions;
M- expanding the forms of providing information to the population and business structures about objects and territories transferred to management;
H– improvement of the lease policy in relation to objects and territory transferred to management;
P– overhaul, purchase of modern equipment, introduction of new technologies;
R- organizing the selection and training of management personnel;
WITH- improving the system for collecting information about violations in the production and management system;
T– receiving government subsidies and preferences as part of participation in federal target programs;
At- organization of work with the population in order to determine the demanded areas of activity for the management of the transferred objects and territory;
F- improvement of the system for servicing privileged categories of the population;
H- expansion of forms of cooperation with state, municipal, commercial and non-commercial structures.
Problems formulated in this way can be at the fifth stage quantified using expert assessments of strengths, weaknesses, threats and opportunities.
The quantitative assessment of the problem is formed as the sum of expert assessments of combinations of strengths and weaknesses with threats and opportunities covered by this problem (Table 10).
Table 10 - Quantification of the problems of objects and territories transferred to management
| Problem | Grade |
| Selection of the main forms of activity based on the requirements of the population (5 + 4) | |
| Development of a two-variant production program for the introduction and development of objects and territories transferred to management (4 + 4) | |
| Involvement of specialized services for research, generalization of material and presentation of recommendations (5 + 4) | |
| Retraining and staffing (1+1+4+2) | |
| Updating the range of goods and improving the quality of services (4+3+4) | |
| Formation of pricing policy taking into account the interests of the population (4+5+4) | |
| receiving government subsidies and preferences as part of participation in federal targeted programs (4+3+1) | |
| organization of the selection and training of management personnel (1) | |
| Holding a competition for the best use of objects and territories transferred to management (4+3+1) | |
| Improving the system for servicing privileged categories of the population (5+1+2) | |
| Improving the lease policy in relation to objects and territory transferred to management (4) | |
| Expansion of forms of providing information for the population and business structures about objects and territories transferred to management (1+4+1+5) | |
| Improving the system for collecting information about violations in the production and management system (4+5) | |
| Organization of work with the population in order to determine the demanded areas of activity for the management of the transferred objects and territory (3 + 3) | |
| Expansion of forms of cooperation with state, municipal, commercial and non-profit structures (1+5) |
Based on the results of the SWOT analysis, it is necessary to determine the situation in which the objects and territories transferred for management are located, i.e. determine the place occupied by the object and the territory in the general economic space, the main factors affecting the object and the territory, as well as the enlarged characteristics of the object and the territory as a whole.
The data obtained in the course of such research should be used to develop a strategy for the development of objects and territories transferred to management, as well as the formation of goals and objectives for the development of the Municipal Unitary Enterprise of the City of Vladivostok "Urban Lands" and its new production program.
By section 3.1 Development of main lines of action formulate a draft program activities and give them a brief explanation.
Execution example.
Underestimation of the role of roads, which has historically developed in our country, has extremely negative consequences in the economic and social sphere. The main goal of the program activities for the GMSE enterprise is to create favorable conditions for the development and modernization of roads.
In general terms, the proposed program activities to improve the transport and operational condition of roads and streets of the urban district are shown in Figure 5.
Figure 5 - Draft program activities to improve the transport and operational condition of roads and streets
city district
Since 2008, no certification of public roads of local importance has been carried out on the territory of the city district. Due to this first the direction of program activities should be the certification of public roads of local importance in the city.
Translation of roads and streets with an asphalt type of coating
tia in roads and streets with improved coverage should become second line of business for MUP. It is planned to apply new technologies and materials that can significantly improve the quality of the road surface and increase the period between repairs.
Third MUP's activity is the development of the city's road network through the construction of new roads, the reconstruction of existing ones, and the construction of bridges. All this should ensure an increase in the speed of road transport by increasing the throughput of congested sections of roads.
fourth direction remains the repair of urban roads. Major road repairs begin in mid-April, as soon as positive air temperatures allow. New asphalt is laid on house roads, intra-quarter driveways and main city highways. Road services continue patching emergency repair of the road in all districts of the city. Pothole repair is only a temporary measure, but it is essential at this time of the year.
Fifth direction is the asphalting of inter-quarter driveways. As part of these activities, decent living conditions for the population in the urban district will be created.
sixth direction - repair of adjacent territories with the installation of MAFs (small architectural forms) for playgrounds.
seventh direction - construction and repair of retaining walls. In general, the townspeople have a lot of complaints about the retaining walls.
eighth direction - "improvement" of the storm sewer system. It is necessary to continue the implementation of the program adopted in the city for the "improvement" of the storm sewer system. It provides for its cleaning, drawing up defective statements, technical passports, determining the condition of individual sections, putting them into operation and, if necessary, repair and overhaul.
ninth direction - repair of stairs must be carried out as soon as positive air temperatures allow.
tenth direction - road safety. Compared to last year, it is necessary to continue to increase indicators for objects that serve for road safety - the installation of traffic lights, road markings, the installation of signs, railings, speed bumps, etc. Road markings, especially at pedestrian crossings, should be carried out with using thermoplastic.
Eleventh direction - overhaul and construction of green areas throughout the city. It is necessary to cover the overhaul and construction of about 20 green areas throughout the city where new green spaces are required.
twelfth direction - improvement of plans for financial and economic activities of MUEs and institutions, taking into account measures to overcome the crisis in this area of activity. The Department for the maintenance of housing stock and urban areas, which is entrusted with the coordination and regulation of the activities of MUEs and institutions in this field of activity, must coordinate the financial and economic activity plans developed by MUEs for the current year, as well as adjusted plans taking into account measures to overcome the crisis.
The implementation of the program activities will have a favorable impact on the living conditions of the city residents, their socio-economic sphere and the environmental situation. Improved road conditions will increase the comfort and attractiveness of all areas of the city. It will reduce the costs of the city budget for the improvement of adjacent territories, and change their social orientation.
By section 3.2 Development of an action plan to improve the activities of the enterprise (company). Based on the results of the conclusions of the analytical chapter, draw up a draft program (program passport) to improve activities or an action plan for implementation.
Execution example.
Taking into account the conclusions obtained during the SWOT analysis and the proposed program activities, and the need to take urgent measures to maintain the condition of local roads at a satisfactory level, to ensure their development in accordance with the needs of the economy, the population and the region, an action plan for the municipal unitary enterprise for the summer period of 2014. The plan in the form of a list of works and calculation of their cost is presented in Table 11.
Table 11 - Work plan of MUE for the maintenance of road infrastructure for the summer period of 2014
| No. p / p | Name of works | Unit rev. | Unit cost change, rub. | Quantity | Total cost, rub. |
| Section 1: Manual cleaning | |||||
| Manual cleaning from random debris on weekdays | 100 m2 | 2,37 | 1 265 822,84 | 3 000 000 | |
| Manual cleaning from random debris on weekends | 100 m2 | 4,74 | 527 426,16 | 2 500 000 | |
| Cleaning trash bins on weekdays | 100 pieces | 629,08 | 2 000,00 | 1 258 160 | |
| Emptying rubbish bins on weekends | 100 pieces | 1258,16 | 700,00 | 880 712 | |
| Manual cleaning from random debris during lawn working days | 100 m2 | 2,37 | 990 000,00 | 2 346 300 | |
| Manual cleaning from random debris on lawn weekends | 100 m2 | 4,74 | 440 000,00 | 2 085 600 | |
| Manual cleaning of the curb, transitions and stairs from debris and dirt in the summer on weekdays | 100 m2 | 28,8 | 62 824,00 | 1 809 331 | |
| Manual cleaning of the border strip, transitions and stairs from debris and dirt in the summer on weekends | 100 m2 | 57,6 | 31 078,00 | 1 790 093 | |
| Manual cleaning in the summer from debris and dirt on working days of sidewalks and bus stops | 100 m2 | 270 000,00 | 6 480 000 | ||
| Manual cleaning in the summer from debris and dirt on weekends of sidewalks and bus stops | 100 m2 | 140 000,00 | 6 720 000 | ||
| Table 11 continued | |||||
| Manual cleaning in case of heavy pollution from dry garbage on working days (from garbage, sediment after heavy rains, typhoons, accidents, etc.) | 100 m2 | 630,00 | 54 810 | ||
| Manual cleaning in case of heavy pollution from dry debris on weekends (from debris, sediment after heavy rains, typhoons, accidents, etc.) | 100 m2 | 105,00 | 18 270 | ||
| Total: | 28 943 276 | ||||
| Overhead 40% | 0,40 | 11 577 310 | |||
| Deductions to payroll 30.2% | 0,302 | 8 740 869 | |||
| Total: | 49 261 455 | ||||
| Total with 15% profitability | 1,15 | 56 650 673 | |||
| Manual cleaning of surfaces from unauthorized ads | m 2 | 114,67 | 10 000 | 1 146 700 | |
| Painting concrete surfaces with oil paint (with cost of material) | m 2 | 66,79 | 5 000 | 333 950 | |
| Painting metal surfaces with oil paint (with the cost of the material) | m 2 | 53,48 | 5 000 | 267 400 | |
| Painting of concrete surfaces with lime composition (with the cost of the material) | m 2 | 33,87 | 5 000 | 169 350 | |
| Section 1 Total | 58 568 073 | ||||
| VAT 18% | 0,18 | 10 542 253 | |||
| TOTAL for section 1 with VAT | 69 110 326 | ||||
| Section 2: Mechanical harvesting | |||||
| Sweeping the roadway with large-sized sweepers (brush) at night | m 2 | 0,0931 | 111 141 600 | 10 347 283 | |
| Sweeping the roadway with large vacuum sweepers on weekdays | m 2 | 0,2188 | 58 240 622 | 12 743 048 | |
| Sweeping the roadway with large vacuum sweepers at night | m 2 | 0,2245 | 114 614 775 | 25 731 017 | |
| Sweeping the roadway with large-sized vacuum sweepers during the weekend | m 2 | 0,2476 | 76 409 850 | 18 919 079 | |
| Washing of the improved coating by large machines on weekdays | m 2 | 0,3739 | 55 000 000 | 20 564 500 | |
| Washing of the advanced coating by large machines at night | m 2 | 0,3871 | 110 000 000,00 | 42 581 000 | |
| Washing of the improved coating with large machines during the weekend | m 2 | 0,4397 | 80 676 549,00 | 35 473 479 | |
| Washing the advanced coating with large machines (with detergent) at night | m 2 | 0,3873 | 300 200,00 | 116 267 | |
| Mechanized washing of railings (with detergent) by large machines at night | mp | 0,4463 | 120 000,00 | 53 556 |
End of table 11
| Current repair of benches | 1 bench | 329,49 | 6 590 | ||
| Repair of a metal urn | 1 urn | 82,16 | 3 286 | ||
| Export of solid waste | m 3 | 250,00 | 30 616,00 | 7 654 000 | |
| Section 2 total | 174 193 105 | ||||
| VAT 18% | 0,18 | 31 354 759 | |||
| TOTAL for section 2 with VAT | 205 547 864 | ||||
| Section 3: Other works on current content | |||||
| 4 779 517 | |||||
| Maintenance of road infrastructure (grading) in summer (including VAT) | 11 937 590 | ||||
| TOTAL for section 3 with VAT | 16 717 107 | ||||
| Total estimated | 291 375 297 |
The implementation of the work plan provides for the targeted use of funds in accordance with the tasks set, as well as regular monitoring of the results achieved and the efficiency of spending budget funds.
The implementation of the work plan is carried out on the basis of the current legislation on tenders for placing orders for the supply of goods, performance of work, and provision of services for municipal needs.
The management of the maintenance of the housing stock and urban areas of the city administration, as a municipal customer, exercises constant, including operational control over the implementation of the work plan and the intended use of the funds allocated for their implementation, ensures the interaction of performers.
Based on the approaches outlined above, socio-economic efficiency is defined as a cumulative social effect, taking into account the consequences of performing work both for road users (transport effect) and for the population and economic complex of the city in general (non-transport effect).
Control is carried out on the basis of the reports of performers on the performance of work and includes:
Control over targeted and efficient use of allocated funds;
Monitoring the implementation of the volume of planned work and the quality of their implementation.
Discounted payback period
Methodological aspects of project management
Scrum Development Methodology