title: ÐÑÐ¾ÐµÐºÑ ÑÐµÐ¸Ð½Ð¶Ð¸Ð½Ð¸ÑÐ¸Ð½Ð³Ð° Ð¿ÑÐ¾ÑÐµÑÑÐ° Ð¸Ð½Ð¸ÑÐ¸Ð°ÑÐ¸Ð¸ Ð¿ÑÐ¾ÐµÐºÑÐ¾Ð² Ð² ÐÐ¢-ÐºÐ¾Ð¼Ð¿Ð°Ð½Ð¸Ð¸ ÐÐÐ "ÐÐ ÐÐ Ð¸Ð½ÐºÐ¾ÑÐ¿Ð¾ÑÐµÐ¹ÑÐµÐ´"
title: Ð²ÑÐ¿ÑÑÐºÐ½Ð°Ñ ÐºÐ²Ð°Ð»Ð¸ÑÐ¸ÐºÐ°ÑÐ¸Ð¾Ð½Ð½Ð°Ñ ÑÐ°Ð±Ð¾ÑÐ° Ð±Ð°ÐºÐ°Ð»Ð°Ð²ÑÐ°
titleType: Subtitle
title: The project of reengineering the process of project initiation in the IT company CROC Incorporated
Creators: name: ÐÐ¾ÑÐ¾Ð²Ð°Ñ, ÐÐ°ÑÑÑ
Publisher: name: Ð¡Ð°Ð½ÐºÑ-ÐÐµÑÐµÑÐ±ÑÑÐ³ÑÐºÐ¸Ð¹ Ð¿Ð¾Ð»Ð¸ÑÐµÑÐ½Ð¸ÑÐµÑÐºÐ¸Ð¹ ÑÐ½Ð¸Ð²ÐµÑÑÐ¸ÑÐµÑ ÐÐµÑÑÐ° ÐÐµÐ»Ð¸ÐºÐ¾Ð³Ð¾
Year: 2024
Subjects: Ð³ÐµÐ¹ÑÐ¾Ð²Ð°Ñ ÑÐ¸ÑÑÐµÐ¼Ð°
Ð¿ÑÐ¸Ð½ÑÑÐ¸Ðµ ÑÐµÑÐµÐ½Ð¸Ð¹
Ð¿ÑÐ¾ÐµÐºÑÐ½Ð¾Ðµ ÑÐ¿ÑÐ°Ð²Ð»ÐµÐ½Ð¸Ðµ
Ð¿ÑÐ¾ÑÐµÑÑ Ð¸Ð½Ð¸ÑÐ¸Ð°ÑÐ¸Ð¸ Ð¿ÑÐ¾ÐµÐºÑÐ°
ÑÐµÐ¸Ð½Ð¶Ð¸Ð½Ð¸ÑÐ¸Ð½Ð³ Ð¿ÑÐ¾ÑÐµÑÑÐ¾Ð²
stage-gate model
decision-making
project management
project initiation process
process reengineering

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description: The subject of the graduate qualification work is Â« The project of reengineer-ing the process of project initiation in the IT company CROC IncorporatedÂ». This work is devoted to the reengineering of the project initiation process in order to minimize risks and reduce the level of uncertainty among key decision mak-ers. Tasks that were solved during the work: 1. Analysis of business process reengineering, their difference from process improvement. 2. Description of the selected Company and its field of activity. 3. Description of the current project initiation process and identification of problems requiring process reengineering. 4. Choosing a way to solve the problem at the Company in question and comparing alternatives. 5. Development of a program for adapting the selected method. 6. Development of regulations, a list of participants, a list of artifacts and recommendations for project management using the new method. 7. Economic analysis of the project. In the course of the work, three project management options were carried out and the one that best meets the mission and principles of the Company was selected, as well as clearly demonstrates the cost-effectiveness of implementation. Based on the results obtained, a pilot implementation of a new method for initiating projects for a test group was carried out, which showed a positive assessment from specialists, as well as their desire to continue working using the gate method. The companys man-agement also gave positive feedback on the work on the new project management method.