INNOVATION PROJECT MANAGEMENT (IP)

The theoretical development of an innovative project, its justification, the preparation of technical, financial and other documentation, the direct development of the project and its implementation raise the need for adequate management of the processes of its implementation.

The goals and objectives of innovation project management are shown schematically in Fig. 2.1. Among those named in Fig. 2.1 of six control units it is difficult to prioritize any one of them. All of them are inextricably linked and interact with each other. Moreover, each block reflects specific areas of project implementation, including the goals and objectives of project management.

Control occupies an important place among control units. Being the final link in the management of an innovative project, it allows you to track the slightest deviations of the actual results of the project implementation from technical, financial and other planned indicators.

Different types of budgets can play the role of a control tool:

• production budget;
• sales budget;
• budget of income and expenses;
• business expenses budget;
• management expenses budget, etc.

Rice.

In recent years, the concept of “financial monitoring” (from English, monitoring- control, surveillance, tracking system) when considering such a management function as control. Monitoring is sometimes interpreted as the process of investors monitoring management's efforts to achieve goals associated with a buyout transaction, such as debt servicing and meeting maturity dates.

Monitoring can be used at all stages of an innovation project. It concerns all aspects of managing ongoing projects.

Monitoring indicators are of particular importance. They should be easily assessed and serve as guidelines for company managers in their daily activities. Managers themselves must select from the planned quantitative indicators only those that are truly a priority.

The choice of specific indicators for financial, technical, technological, organizational and social monitoring depends on the scope of production, the uniqueness of the project, the internal and external environment, the structure and intellectual potential of the company’s team. Each type of monitoring must have its own specific indicators that can be measured quantitatively.

Innovation project management is a multifaceted process that has several important aspects:

• economic;
• financial;
• technical;
• technological;
• organizational (including coordination);
• marketing;
• social (from the point of view of the dynamics of the number of jobs, employment, growth of employee income, personnel structure, management level, intellectual potential of the company, etc.);
• environmental (possible changes in the state of the environment from the introduction of an innovative idea and project development), etc.

All of the listed aspects of managing the innovative activities of enterprises reflect the need to take these aspects into account when developing recommendations for increasing the efficiency of ongoing projects.

The effectiveness of financial management of any company implies taking into account the basic concepts of financial management and is expressed in the ratio of the results of the financial and economic activities of the enterprise and total costs. In other words, the difference between the sum of incoming cash flows and the costs incurred (outgoing cash flows).

Accordingly, it becomes quite logical to consider the issue of the effectiveness of decisions made in connection with determining the goals of managing innovation activities, funds and financial relations.

Primary goal enterprise management is maximizing his shareholder ownership and, accordingly, increasing wealth (wealth) owners of the company.

Secondary target management is profit maximization) or capital gains. This target setting in practice does not always coincide with the primary goal.

If maximizing wealth (maximizing shareholder ownership) is the long-term goal of the company and shareholders, in achieving this goal, are interested not only in today's profits, but also in future ones, then profit maximization is a one-time or short-term task.

For example, large innovation costs ( COF) Initially, they will not allow you to obtain the profitability expected from them, but in the future they can contribute to the growth of the company’s value and improve the quality of life of investors. In the name of extracting short-term profits, a company may postpone additional attraction of investments or carrying out, for example, repair work, even in cases where they are necessary to solve long-term financial problems.

Welfare maximization is preferable because it takes into account:

• 1) growth in shareholder wealth in the future;
• 2) distribution of income and incoming cash flows over time;
• 3) risks and uncertainty;
• 4) shareholder income.

The identified strategic goals of the company can be supplemented by other, smaller goals: ensuring a clear organization of labor and production; expansion of product markets; information support for production, etc.

It is generally accepted that an increase in shareholder ownership and, accordingly, shareholder income reflects, as a rule, the financial stability of the enterprise, its high solvency and liquidity. These indicators are relatively easy to process mathematically. They will be described in detail in Chap. 4 of this tutorial.

You should take a critical approach to publications on the problems of managing innovative projects. It is clear that such indicators as “healthy team”, “serious innovation”, “level of innovation”, scientific and technical progress”, “organizational culture” and other similar “indicators” cannot, due to their subjectivity and difficulty of assessment, serve as a basis any monitoring. At the same time, the selected indicators can serve as indicators of the development of the workforce.

Thus, having considered the types of innovative projects, the stages of their implementation and management processes, we can move on to considering innovative strategies that make it possible to implement in practice specific ways to manage these projects.

CONCLUSIONS

• 1. An innovation project is a document reflecting the production, development, financial, commercial, and research activities developed by the company, aimed at introducing certain innovative ideas.
• 2. The classification of innovative projects basically coincides with the classification of investment projects. The main difference is the degree of novelty of the project.
• 3. The project life cycle includes three phases: pre-investment (this includes, among other things, the development of an innovative idea), investment and production.
• 4. In the “Financial Plan” section of an enterprise’s innovative business plan, innovative risks and ways to minimize them can be reflected.
• 5. Management of an innovative project involves its analysis, development of planned innovative activities, organization, control, evaluation.

CONTROL QUESTIONS

• 1. Name the criteria and types of innovative projects, give their classification.
• 2. Describe the main phases of the project life cycle.
• 3. Give the general structure of a business plan for a company developing an innovative project.
• 4. What subsections are included in the financial plan of a business plan?
• 5. Name the main sections of the feasibility study of an innovative project.
• 6. What elements does the innovation project management process consist of?

• This is discussed in detail when studying the discipline “financial management”. The scope of our textbook and its goals do not imply a detailed consideration of monitoring indicators. Moreover, all of them are often debatable in nature.

It would be a significant simplification of the problem to explain the economic difficulties of enterprises and organizations solely by the lack of innovation in their activities. Practice allows us to identify a significant number of examples when, even while carrying out innovative activities, organizations failed when trying to ensure the profitability of a business based on the results of scientific and technological development. Therefore, the problem is not the presence of innovations, but the effective, profit-oriented management of them.

High innovative potential and increased innovative activity become an important factor in competition, and this circumstance allows us to consider any changes as a project, the implementation of which is associated with the expenditure of time and money. And the process of these changes according to pre-developed rules within the framework of budget and time constraints is called project management.

The method of developing a special project is used, as a rule, if the planned changes are impractical or impossible to implement in the course of normal production or business activities.

Currently, conditions for the widespread use of this method are increasingly being formed in Russia. These include:

liquidation of the distribution planning system and recognition of various forms of ownership

formation of the market for investment projects, real estate, securities, contract work

creation of investment, engineering and consulting organizations focused on providing services in the field of economic, managerial, information support for project implementation

changes in the psychology of managers

development of computer programs, networks and email

creation of new market structures working with projects (various types of financial institutions)

attracting foreign contractors and investors to the implementation of investment projects, who already today widely use project management methods.

Projects are understood as the process of purposeful changes in a technical or socio-economic system, implemented within a certain time frame and with a certain budget.

Projects are divided into:

megaprojects - targeted programs that involve the implementation of interrelated projects united by a common goal, resources and deadlines (usually carried out at the highest levels of management)

multi-projects - specific programs related to the transition of organizations to market mechanisms of functioning and development of a concept for further development

mono-projects are projects that are characterized by setting a specific goal and achieving it within strict time and financial limits.

Project management is the art of directing and coordinating human and material resources throughout the life cycle of a project, through the application of a system of modern management methods and techniques, to achieve project-defined results in terms of the composition and scope of work, cost, time, quality and satisfaction of project participants.

There are certain differences between production management and project management:

Project management is about creating something new or improving an existing one. It is innovation or change oriented and is a one-time activity. Once the research is done, a new product is developed, a new process is mastered, this work is rarely repeated. Production management, on the other hand, deals with more predictable, well-defined tasks. The emphasis is on repeatable patterns, reliable plans and procedures, and the unpredictable behavior of machines and people is completely unacceptable. In contrast, project management involves creating an environment conducive to creative change and implementation. Unlike project management, which seeks change, operations management seeks sameness, repetition.

The price or cost of a one-time activity is difficult to determine, while prices for repeated activities can be predicted based on previous data. The approach to determining the resources necessary to carry out activities is different. In production, production growth can be ensured by a proportional change in resources. When implementing a project, a lack of people can be more effective than an excess of them.

Project management methodology is to concentrate authority and responsibility for achieving project goals on one person or small group.

These functions are carried out by the project manager, mainly concentrating his efforts on the following functions:

preparation and control of cost estimates

drawing up and monitoring work schedules

resource allocation

quality control

risk management

relationships and connections with the outside world.

Currently, two opposing points of view have emerged on the qualities that a project manager should have.

According to the first point of view, it is believed that the determining factors for a manager are professional qualifications and technical knowledge in a particular field. According to the second, the main factor is the combination of leadership and special skills in managing temporary creative teams.

Proponents of the second point of view proceed from the fact that it is the lack of organizational and management skills that is the most common reason for project failures.

To ensure effective project management, American researchers identify a number of important elements that must be implemented during the preparation of the project: firstly, understanding at all levels of the organizational structure of the essence of project management, secondly, interest and support of the project by the top management of the organization, thirdly, the ability of the organization’s departments and services to adapt to working in a project management environment; fourthly, the project manager’s compliance with the selection criteria (a clear focus on obtaining specific results by a certain deadline, a full understanding of organizational goals, the desire to make a personal contribution to their achievement, work skills with people), and fifthly, the manager has the qualities of a true leader (authority, responsibility, ability to establish and maintain business contacts).

Work on the project consists of three stages:

the preparatory stage includes defining the goals of the project and forming its structure

the organizational stage includes the execution of work, coordination of actions and performers

the final stage is aimed at ensuring that the results correspond to the goals set.

Project management implies the mandatory conduct of a detailed analysis of the internal and external conditions of its implementation, risk analysis and the development of design thinking among the team that implements the project, planning of design work carried out by the project manager and persons responsible for the implementation of its individual stages.

To coordinate and monitor the implementation of the project, a certain structure is required, which includes a management group, a project group and a working group.

The tasks of the management group are as follows:

defining strategic goals

development of management principles

approval of project managers

resolving issues of internal and external policy of the organization

support and assistance to project managers during project implementation.

Tasks of project groups:

implementation of approved work plans for the project

assessment of results achieved during projects

Estimation of costs and savings

preventing conflicts and contradictions in the team

reaction to emerging difficulties.

The functions of the working group are to carry out the tasks and goals set by the project and management groups.

Depending on the goals, objectives, scale and other parameters of the project, two main types of project team structure can be used.

The matrix team structure is usually used for small and medium-sized projects with a life cycle of up to two years.

The project team structure is a qualitative new scheme of interaction between departments and project implementers and is used to manage large-scale projects over a long period of time (more than two years).

The creation of a project team usually goes through five stages:

formation - the main difficulties at this stage are caused by personal feelings, relationships in the team, determining the place of the project team within the organization

The period of team members working together is characterized by such problems as the difficulty of team work (for example, shifting authority), manifestation of characters (for example, the presence of an informal leader), discussion of problems (disputes on any issue), management errors (weak control, sudden changes in mood, mistakes in planning and resource allocation), relationships (conflicts, lack of mutual support and trust)

the period of normal functioning is the longest and most effective for the project, since each member felt his role and his place in the team with which he will work throughout the entire life cycle of the project

reorganization consists of a quantitative and qualitative change in the volume and types of work, attraction of new specialists, redistribution of job responsibilities determined by the internal and external environment of the project

The main task of the team disbandment period is to ensure that team members feel satisfied with their work and are ready to work together in the future (as a rule, a manager, when starting a new project, invites to the team those people with whom he successfully implemented the previous project).

Introduction………………………………………………………3

Section 1. Essence of an innovative project….4

……………………………..6

…………………………9

……………11

Section 2. The essence and principles of innovation project management ……………………………….17

2.1. The procedure for developing an innovative project ……………18

Section 3. Planning an innovation project

Section 4. Management of implementation of innovative projects ..........................................................................................30

……………………….....30

……………33

…………………………………..37

Conclusion ……………………………………………........... 39

…………….44

Introduction

I justify the choice of my test topic “Innovation Project Management” by the fact that in domestic practice the concept of project management is reflected in the widespread use of the program-target management method, which provides for the formation and organization of the implementation of targeted comprehensive programs, which are a set of interrelated activities aimed at achieving specific socio-economic goals. Innovative projects and programs for their implementation constitute an essential part of the formative economic mechanism for managing the scientific and technological development of the country.

Purpose of the test– conduct a study of the topic “Innovation Project Management”, fully disclose it, outline the problematic aspects of this topic and ways to solve them.

Objectives of the test are the study of the essence of an innovative project, the main criteria for evaluating innovative projects, the effectiveness of an investment project, and managing the implementation of innovative projects.

The structure of the test is: Introduction, main part, conclusion, appendices, literature (list of used literature).

Section 1. The essence of the innovation project

“An innovation project is a system of interconnected goals and programs for achieving them, representing a complex of research, development, production, organizational, financial, commercial and other activities, appropriately organized (linked by resources, deadlines and performers), formalized as a set project documentation and providing an effective solution to a specific scientific and technical problem (problem), expressed in quantitative terms and leading to innovation.”

Ideas, plans and technical solutions, as well as the projects that implement them, have different levels of scientific and technical significance:

- modernization when the design of the prototype or the basic technology does not change fundamentally (expansion of size ranges and range of products; installation of a more powerful engine, etc.);

- innovative when the design of a new product in terms of the type of its elements differs significantly from the previous one (adding new qualities that were not previously used in the designs of this type of product, but were used in other types of products);

- leading when the design is based on advanced technical solutions (the introduction of turbojet engines that have not previously been used anywhere);

- pioneer when previously non-existent materials, structures and technologies appear that perform the same or even new functions (composite materials; the first radios, electronic watches, rockets; biotechnology).

In terms of the scale of the tasks being solved, innovative projects are divided as follows:

1) mono-projects– projects carried out, as a rule, by one organization or even one division; They are distinguished by the setting of an unambiguous innovative goal (creation of a specific product, technology), are carried out within strict time and financial limits, and require a coordinator or project manager;

2) multi-projects– are presented in the form of complex programs that unite dozens of single-projects aimed at achieving a complex innovative goal, such as the creation of a scientific and technical complex, the solution of a major technological problem, the conversion of one or a group of enterprises of the military-industrial complex; coordination units are required;

3) megaprojects– multi-purpose complex programs that combine a number of multi-projects and a hundred single-projects interconnected by one tree of goals; require centralized funding and leadership from a focal point. For example, technical re-equipment of the industry, solving regional and federal problems of conversion and ecology, increasing the competitiveness of domestic products and technologies.

Based on the scope of work performed and duration, projects can be short-term(1-2 years), medium term(up to 5 years) and long-term(more than 5 years).

1.1. Stages of an innovation project

phases. Each phase of the development and implementation of the project has its own goals and objectives (see Appendix 1).

Project creation and implementation include the following stages :

Formation of an investment plan (idea);

Research of investment opportunities;

Feasibility study of the project (feasibility study);

Preparation of contract documentation;

Preparation of project documentation;

Construction and installation works;

Operation of the facility;

Monitoring of economic indicators.

The stage of forming an investment plan (idea) is understood as a planned action plan. At this stage, it is necessary to determine the subjects and objects of investment, their forms and sources, depending on the business intentions of the idea developer.

Subject of investment are commercial organizations and other business entities using investments.

Investment objects can be :

Enterprises, buildings, structures (fixed assets) under construction, reconstruction or expansion, intended for the production of new products and services;

Complexes of objects under construction or reconstruction, focused on solving one program (task).

The investment project uses the following forms of investment :

Cash and cash equivalents (target deposits, working capital, securities, etc.);

Buildings, structures, machinery and equipment, measuring and testing equipment, any other property used in production or having liquidity;

Property rights, usually valued in monetary terms.

The “research of investment opportunities” stage includes:

Preliminary study of demand for products and services, taking into account exports and imports;

Assessment of the level of basic, current and forecast prices for products (services);

Preparation of proposals on the organizational and legal form of project implementation and the composition of students;

Assessment of the expected volume of investment according to consolidated standards and a preliminary assessment of commercial efficiency;

Preparation of preliminary assessments for sections of the feasibility study, in particular assessment of the effectiveness of the project;

Approval of the results of justification of investment opportunities;

Preparation of contract documentation for design and survey work.

Purpose of researching investment opportunities– preparation of an investment proposal for a potential investor. If there is no need for investors and all work is carried out at our own expense, then a decision is made to finance the work to prepare a feasibility study for the project.

The “Project Feasibility Study” stage fully includes:

Conducting full-scale marketing research;

Preparation of a product release program (sales of services);

Preparation of initial permitting documentation;

Development of technical solutions, including a master plan;

Urban planning, architectural planning and construction solutions;

Engineering support;

Environmental protection and civil defense activities;

Description of construction organization;

Data on the necessary housing and civil construction;

Description of the enterprise management system, labor organization of workers and employees;

Formation of cost estimates and financial documentation;

Assessing the risks associated with the implementation of the project;

Planning the timing of the project;

Assessing the commercial effectiveness of the project (using budget investments);

Formation of conditions for termination of the project.

1.2. Elements of an innovation project

The main elements of the innovation process include (see Fig. 1.1):

Rice. 1.1 Basic elements of the innovation process.

Innovative projects can be formed as part of scientific and technical programs, implementing the tasks of individual areas (tasks, sections) of the program, and independently, solving a specific problem in priority areas of the development of science and technology.

The formation of innovative projects to solve the most important scientific and technical problems (tasks) ensures:

An integrated, systematic approach to solving a specific problem (goal) of scientific and technological development;

Quantitative specification of the goals of scientific and technological development and strict reflection of the final goals and results of the project in innovation management;

Continuous end-to-end management of the processes of creation, development, production and consumption of innovations;

Reasonable choice of ways to most effectively implement project goals;

Balance of resources for the implementation of an innovative project;

Interdepartmental coordination and effective management of a complex set of project works.

1.3. Main participants of the innovation project

The implementation of the concept of an innovative project is ensured by the project participants. Depending on the type of project, from one to several dozen (sometimes hundreds) organizations can take part in its implementation. Each of them has its own functions, degree of participation in the project and degree of responsibility for its fate. At the same time, all these organizations, depending on the functions they perform, are usually united into specific groups (categories) of project participants. A schematic representation of the main participants in the project is shown in Fig. 1.2.

Rice. 1.2 Main participants of the project.

Customer– the future owner and user of the project results. The customer can be either an individual or a legal entity.

Investor– individuals or legal entities investing in the project. An investor can also be a customer. If this is not the same person, then the investor enters into an agreement with the customer, monitors the implementation of contracts and makes settlements with other project participants.

Designer– specialized design organizations that develop design and estimate documentation. Usually one organization, called the general designer, is responsible for performing the entire range of work. It is represented abroad by an architect and an engineer. “An architect is a person or organization that has the right to professionally, on the basis of an appropriately issued license, carry out work to create design and estimate documentation. An engineer is a person or organization licensed to engage in engineering, i.e. a range of services related to the process of production and sale of project products.”

Provider– organizations providing logistical support for the project (purchases and supplies). Executor(executing organization, contractor, subcontractor) – legal entities responsible for performing work under the contract (manufacturing enterprises, universities, etc.).

Scientific and Technical Councils (NTS)– leading specialists in thematic areas of the project, responsible for the selection of scientific and technical solutions, the level of their implementation, the completeness and complexity of measures to achieve project goals; organizing the competitive selection of performers and examination of the results obtained.

Project Manager– a legal entity to which the customer delegates authority to manage the work on the project: planning, monitoring and coordinating the work of project participants. The project team– a specific organizational structure, headed by the project manager and created for the duration of the project in order to effectively achieve its goals. The composition and responsibilities of the project team depend on the size, complexity, and other characteristics of the project. The project team, together with the project manager, is the developer of the project. To perform part of its functions, the developer can attract specialized organizations.

Project Support Structures is an organization of various forms of ownership that assist the main project participants in fulfilling the project’s tasks and together with them form the infrastructure of innovative entrepreneurship. Supporting structures include: innovation centers, funds for supporting programs and projects; consulting firms; independent examination bodies; audit firms, etc.

Rice. 1.3 Types of innovative projects.

The variety of possible goals and objectives of scientific and technological development predetermines a wide variety of types of innovative projects. There is no generally accepted classification of them. I classified innovative projects according to such criteria as the period of implementation of the project, the nature of its goals, the type of need being satisfied, the type of innovation and the level of decisions made (see Fig. 1.3).

Depending on the time spent on implementing the project and achieving its goals, innovative projects can be divided into long-term (strategic), the implementation period of which exceeds five years, medium-term with a period of implementation from three to five years, and short-term - less than three years. From the point of view of the nature of the goals, the project can be final, i.e. reflect the goal of solving an innovative problem (task) as a whole, or intermediate, associated with achieving intermediate results in solving complex problems. Depending on the type of needs being satisfied, the project can be focused on existing needs or the creation of new ones. Classification of innovative projects by type of innovation involves dividing them into the introduction of a new (radical) or improved (incremental) product; introduction of a new or improved production method; creation of a new market; development of a new source of supply of raw materials or semi-finished products; reorganization of the management structure. According to the level of decision-making and areas covered by innovation projects, they are divided into: federal and presidential innovation projects, the main tasks of which can be included in federal scientific and technical programs; regional innovative projects, the tasks of which may be included in regional scientific and technical programs; sectoral (intersectoral) innovative projects, the tasks of which may be included in the plans of ministries and departments of the Russian Federation.

Whether an innovative project belongs to one type or another determines its specific content and the use of special methods for forming and managing the project. The unity of project principles allows the use of general methodological provisions for managing innovative projects.

Concerning content of innovative projects We can distinguish three aspects of considering the content of an innovation project according to: stages of innovation activity; the process of formation and implementation; elements of the organization. An innovation project covers all stages of innovation activity associated with the transformation of scientific and technical ideas into a new or improved product introduced on the market, into a new or improved technological process used in practical activities, or into a new approach to social services. From the point of view of the stages of innovation, the project includes research work, design and experimental work, production development, production organization and launch, marketing of new products, as well as financial activities.

The basis is to consider the content of an innovation project based on the process of its formation and implementation, i.e. technologically, lies the concept of the life cycle of an innovative project, which proceeds from the fact that an innovative project is a process that occurs over a finite period of time. In such a process, one can distinguish a number of time-sequential stages (phases), differing in the types of activities that ensure its implementation.

An innovation project, considered as a process taking place over time, covers the following stages:

Formation of an innovative idea (plan);

Project development;

Project implementation; - completion of the project;

Section 2. Essence and principles of innovation project management

Management of innovative projects should be based on a set of scientifically proven and practice-tested principles. Key principles include:

- principle of selective control. The essence of the principle is to support projects in priority areas of scientific development and targeted support for innovators - authors of complex projects;

- the principle of target orientation of projects to achieve final goals. This principle involves establishing relationships between the needs for creating innovations and the possibilities for their implementation. At the same time, the final goals of specific projects are focused on the needs, and the intermediate ones are focused on the final goals of these projects;

- the principle of completeness of the project management cycle. It assumes a closed ordering of the components of projects as systems.

- the principle of phasing innovation processes and project management processes. Involves a description of the full cycle of each stage of the formation and implementation of the project;

- the principle of hierarchy in the organization of innovation processes and their management processes involves their presentation with varying degrees of detail, corresponding to a certain level of hierarchy.

- the principle of multivariance in the development of management decisions. Innovation processes occur under the strong influence of uncertain factors taken into account in the management process.

- principle of consistency, consisting in developing a set of measures necessary for the implementation of the project in conjunction with the concept of development of the country as a whole;

- principle of complexity. The development of individual interconnected elements of the project structure that ensure the achievement of subgoals must be carried out in accordance with the overall goal of a particular project;

- principle of security consisting in the fact that all the activities provided for in the project are provided with various types of resources necessary for its implementation: financial, information, material, labor.

2.1. The procedure for developing an innovative project

“The development of an innovative project is a specially organized research work (R&D) of a forecasting-analytical and technical-economic nature, associated with setting the goal of an innovative project, developing its concept, planning the project and preparing its design and estimate documentation.” "nitgi nrolkm) )|l market, expanded!" spicy zvols! 1neiiy \ capacity and provision of additional working capital. and achieving the break-even point pch11pt1 » 1 |) from the company

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Rice. 1. Methods of stage-by-stage financing of innovative projects

3. The need to conduct research and development in industries with a high share of state ownership in priority areas for the state (ecology, medicine, social sphere, etc.)

4. The need to carry out research and development for military purposes and in the field of development of space technology.

In some cases, the project may receive government support. Decisions on public capital investments are made by state authorities in accordance with the legislation of the Russian Federation. The development, consideration and approval of investment projects financed from the federal budget are carried out in accordance with the legislation of the Russian Federation in the manner prescribed for federal target programs. Lists of investment projects financed from the federal budget form federal investment programs.

Funds allocated from the federal budget are used to finance:

State Innovation Funds (RFBR - Russian Foundation for Basic Research, Fund for Assistance to the Development of Small Enterprises in the Scientific and Technical Sphere, Federal Fund for Manufacturing Innovation);

Federal targeted innovation programs and highly effective innovation projects;

State support programs for innovation activities.

State support for effective innovation projects provides for the following forms of state participation in their financing (usually on a competitive basis):

Centralized investment loans on a repayable basis;

Consolidation of state ownership of part of the shares of enterprises engaged in innovative activities;

State guarantees for investment loans provided by Russian and foreign financial institutions to subjects of innovation activity.

In accordance with the current legislation of the Russian Federation, financing of innovative projects can be carried out by Vnesheconombank and at the expense of the Federal Investment Fund. At the same time, the assessment of the effectiveness and efficiency of the use of these funds is carried out on a general basis in accordance with Article 34 of the Budget Code, according to which participants in the budget process, within the framework of the budgetary powers established by them, must proceed from the need to achieve specified results using the least amount of funds or achieve the best result using amount of funds determined by the budget.

Objects of direct government financial support in innovation

tion sphere are:

1. R&D of defense production or defense nature, space research. The results of funded defense R&D can be used for their intended purpose. Those. for the organization and production of new equipment and weapons (supply of new types of military equipment to the active army and export of military equipment abroad) or patented and also exported abroad.

2. Civilian R&D: financing of fundamental and large-scale applied research conducted by academic research institutes; financing of non-production R&D (in the field of medicine, construction of treatment facilities, provision of public services); R&D carried out at the level of government programs.

The Federal Investment Fund finances programs that are of national importance. For example, as of January 1, 2012, the fund allocated 279.56 million rubles for the creation of the first stage of the Zavolzhye industrial zone. Also, a state program for state participation in the development of the innovation system is currently being implemented. One of the results of the implementation of this program was the continuation of the practical implementation of 13 most important innovative projects of national importance at the expense of federal budget funds. Currently still under consideration

about 40 proposals claiming to be included in the list of the most important innovative projects, the financing of which can be ensured, including through external investments^].

These projects provide for strengthening the competitive positions of domestic commodity producers in the domestic and foreign markets by solving key competitiveness problems, namely resource conservation (primarily energy conservation), the use of technologies for a high degree of processing of raw materials, efficient use of the raw material base, and ensuring production flexibility.

They are based on world-class scientific achievements in advanced fields of science and technology and primarily concern critical technologies at the federal level.

It should be noted that within the framework of the above projects, a full innovation cycle is being implemented: applied scientific research - experimental design and technological development - production development in a period of no more than 3-4 years.

A special feature of these projects is the fact that as a result of their implementation, the industrial production and commercial sale of competitive products must be ensured in volumes no less than five times greater than the budget allocations allocated to the executor of the relevant government contract.

In addition, during the implementation of each major innovation project of national importance, along with federal budget funds, it is mandatory to attract the necessary funds from extra-budgetary sources in a 1:2 ratio.

One of the most important elements in the development of the innovation system in Russia is the Fund for Assistance to the Development of Small Enterprises in the Scientific and Technical Sphere, which is currently financed only from the federal budget. The Fund implements a number of programs, such as “Start”, “Temp”, which are aimed at financial assistance in the creation and development of small innovative enterprises.

Currently, the country is creating a state

Russian venture company with an authorized capital of 15 billion rubles. It is expected that such a fund will invest in a number of venture funds with an authorized capital of 1 to 3 billion rubles. At the same time, the state’s share in the created venture funds will vary from 25% to 49%.

The creation of 10 zones of industrial-production and technology-implementation types is essential for enhancing innovation activity in Russia.

Currently, four technology-innovation zones have already been created in St. Petersburg, Zelenograd (Moscow region), Tomsk region, Dubna and two industrial production zones in the Republic of Tatarstan and Lipetsk region.

The sources of enterprises’ own funds allocated for innovation activities are:

Part of the profit not distributed among shareholders (shareholders);

Depreciation deductions;

Share capital.

Large enterprises are mastering

design and technological innovations at the expense of own funds, concentrated in the production development fund and the depreciation fund. In general, the total amount of financing for the company’s innovation project is allocated to:

1. Financing costs for technical re-equipment, modernization and increase in production capacity;

2. Financing costs for the preparation and development of new and modernized products, instructions and materials, production of prototypes, progressive technological processes;

3. Conducting R&D (including the acquisition of licenses) to finance the costs of purchasing instruments and equipment, material and technical assets for these works;

4. Compensation for increased costs for the production of new products during the period of their development;

5. Financing the increase in own working capital, as well as compensation for their deficiency;

6. Repayment of long-term bank loans and payment of interest on them.

On this basis, the need for capital is determined, tied to the schedule of the innovation project and implementation.

There is a search for optimal financing instruments.

3. Improving innovation management

Of primary importance for enterprises carrying out innovations is the issue of including R&D expenses carried out by enterprises at their own expense in the cost of production. In accordance with the current regulations, costs associated with carrying out R&D, creating new types of raw materials and materials, re-equipping production and developing new technologies are not included in the cost of production, which does not correspond to the world practice of accounting for R&D costs and narrows the base of the enterprises’ own funds used for the implementation of innovations.

Financing from retained earnings is not used when implementing large, medium-sized or long-term projects, since it is associated with the withdrawal of funds from economic circulation, which can disrupt the stability of the production cycle due to a lack of working capital. At the same time, the use of this source by stably operating enterprises that have regular cash receipts from sales for innovative activities allows enterprises to be relieved of long-term debt.

Investors can finance innovation activities by investing in securities (stocks, bonds, bills) issued by innovative entities. Innovative enterprises often resort to additional issue of securities in the event of a lack of their own funds to finance promising innovative projects, develop the material and technical base, and conduct the necessary R&D.

Currently, the MICEX Market for Innovations and Investments (RII MICEX) trades securities of 20 issuers, such as Pharmsintez, Diod, Yutinet.ru, Armada, etc.

Today, there are many innovative projects that require investment for development. For example, such projects as: Dom Hunter.pro (requires 8 million rubles, 500 thousand rubles have already been invested, investors are offered a share in the company of 30%), “Artificial

Economics, Statistics and Computer Science

leather "VIOGEL" (required investment volume is 30.5 million rubles, 7 million rubles have already been invested, the proposed share for investors in the company is 35%) and many others.

When implementing technological innovations that require the purchase of expensive equipment, vehicles, power plants, computer and telecommunications equipment, leasing is often used to attract additional funds.

It should be noted that international leasing can be an effective form of cooperation for an innovative enterprise, because At the same time, in order to reorganize production and transfer it to more efficient technology and produce new products that meet the requirements of the international market, the initial allocation of large funds in foreign currency is not required. All expenses for the acquisition of the necessary fixed assets at the first stage of the introduction of new coating technology

It is a leasing company (lessor).

4. Conclusion

When financing innovative projects, the implementation of which is associated with a high level of financial risk and uncertainty of commercial results, innovative enterprises can use various forms of cooperation, including the creation of venture funds. In addition, it is possible to conclude partnership agreements at all stages of development, development and implementation of innovations.

Literature

1. Investments. Ed. Hemming-lenko G.P. - M., KNORUS, 2009 - 348 p.

2. Medynsky V.G. Innovative management. - M.: INFRA-M, 2008.264 p.

3. Muravyov A.I. General theory of innovative technologies. - St. Petersburg: IVE-SEP. Knowledge. 2007- 510 p.

4. Huchek M. Innovation at the enterprise and its implementation. - M.: Luch, 2010 -186 p.

5. On the implementation of the most important innovative projects of national importance // http://stanislavnaumov.ru/innovation

6. Federal portal for scientific and innovative activities http:// www.sci-innov.ru/gov_programs/fcp/

1. Investments. Pod red. Podshivalenko G.P. - M., KNORUS, 2009 - 348 p.

2. Medynskii V.G. Innovation Management.- M.: INFRA-M, 2008.264 p.

3. Murav"ev A.I. The general theory of innovative technologies. - SPb.: IVESEP. Znanie. 2007- 510 p.

4. Huchek M. Innovations in the enterprise and their implementation. - M.: Luch, 2010 - 186 p.

5. On the realization of major innovative projects of national importance // http://stanislavnaumov.ru/innovation

6. Federal "nyi portal po nauchnoi i innovacionnoi deyatel"nosti http:// www.sci-innov.ru/gov_programs/fcp/