Resource management. Optimistic cost of resources. Definition of the resource base

1. Project resources.

2. Resource management processes.

3. Basic principles of project resource planning.

4. Main tasks of procurement and supply.

5. Legal regulation procurement and supply.

6. Organizational forms of procurement.

1. Resource management is one of the main subsystems of UE. Includes the processes of planning, purchasing, supply, distribution, accounting and control of resources, usually labor and logistics. Financial resource management is carried out within the framework of cost management. We will consider managing such a resource as a project team later.

In principle, the concept of “resource” in the PM methodology is interpreted broadly - everything that the project has, including labor, financial and material and technical resources, the project team, time (duration, deadlines, restrictions), information, knowledge and technology, is interconnected project resources. And the main task of managing these resources is to ensure their optimal use to achieve the ultimate goal of the management program - the formation of results with planned indicators.

Let's consider two interrelated groups of resources:

a) logistics, i.e. raw materials; materials, structures, components; energetic resources; fuel; resources such as “power”, or technological resources, i.e. machines, mechanisms for performing project work; installed equipment, etc.;

b) workers who directly work with material and technical resources, for example builders, machine drivers, equipment installers, etc.

Management of project material resources begins, in fact, at the feasibility study, the pre-investment phase in the development of the project project, then at the planning phase, resource requirements and the possibility of providing them are worked out.

At any given moment in time, the project’s resources are limited, and therefore the main tasks of resource management are:

a) optimal resource planning;

b) logistics management, including:

Procurement of resources,

Supply: supplies of resources, reserves of resources, distribution of resources for project work.

2. Resource management involves a number of core processes, including procurement, supply, distribution and resource inventory management.

Resource procurement is a central element of the resource management system. Let's look at the basic concepts.

Procurement refers to activities aimed at providing projects with resources, i.e., property (goods), performance of work (services), transfer of the results of intellectual creativity in connection with a specific project. Procurement and supply are interconnected and are, in fact, two sides of the project’s logistics processes.

Management of procurement, material and technical support of the project - a subsystem of the management program, including the processes of purchasing goods, products and services from external organizations- suppliers. The subsystem consists of planning logistics, selecting suppliers, concluding and maintaining contracts, ensuring supplies, and completing contracts.

Supply management is distinguished as an independent subsystem along with procurement management. Includes:

Supply planning;

Organization accounting;

Delivery, acceptance and storage of goods;

Delivery accounting and control.

Planning and organizing procurement and supplies is the first stage in project resource management. Planning and organization are carried out on the basis of design and estimate documentation data in connection with the overall project plan and take into account the duration of the procurement and delivery cycle. Consists of stages including selecting suppliers, placing orders and monitoring supplies.

The selection of suppliers is carried out on the basis of studying qualification questionnaires designed to highlight managerial, technical, production and financial capabilities. The list of applicants, developed based on the study of questionnaires, is agreed upon with the customer and the project manager. The final selection of suppliers is made through bidding.

Placing orders. Together with design organization measures are being developed to standardize (reduce the range of products) procurement; General orders are issued only on the basis of work to reduce the range of purchases. Evaluation of applications and bidding precede the conclusion of contracts, which is carried out as a result of additional meetings and agreements with the winning bidders on the requirements for the transportation and storage of goods, as well as the procedure for payments and bonuses.

Control over supplies is carried out on the basis of special schedules; organized for each type of supply (equipment, work, local materials, services); based on the overall project plan. All changes are made to the general schedule and are based on standard reporting forms.

3. As the main component of PM, resource planning includes:

Development and balanced analysis of work packages and resources aimed at achieving project goals;

- development of a resource distribution system and appointment of responsible executors;

Monitoring the progress of work - comparing planned work parameters with actual ones and developing corrective actions.

Resources are the supporting components of the project work, including performers, energy, materials, equipment, etc. Accordingly, a resource requirement function can be associated with each job and the resource requirements for the project as a whole can be calculated using scheduling methods, and the leveling methods can ensure that the needs correspond to the availability or ability to provide resources.

There are two main methods for planning project resources:

a) resource planning under time constraints;

b) planning with limited resources.

The first approach, resource planning under time constraints, involves a fixed project completion date and the assignment of additional resources for periods of overload.

The second approach, planning with limited resources, assumes that the initially specified amount of available resources cannot be changed and is the main limitation of the project.

As a result of resource planning, the project manager is able to move on to the next phase of resource management - organizing their procurement and supply.

In projects at the planning stage, a balanced analysis of work packages and consumed resources is carried out, taking into account restrictions and their forecast distribution based on resource demand schedules. Project resource planning is the basis for determining resource requirements over time and determining the possibility of providing resources for concluding contracts for the purchase of resources, planning the supply of resources, as well as the basis for distributing purchased resources among project activities.

Resource planning includes a number of components, including: development and balanced analysis of work packages and resources aimed at achieving project goals; development of a resource distribution system and appointment of responsible executors; monitoring the progress of work - comparing planned work parameters with actual ones and developing corrective actions.

Resources act as providing components of the project work, including performers, energy, materials, equipment, etc. Accordingly, the resource requirement function can be associated with each job and the resource requirements for the project as a whole can be calculated using scheduling methods and leveling methods to ensure that the needs correspond to the availability or ability to provide resources.

There are two main methods for planning project resources: resource planning with time constraints; planning with limited resources. The first approach - resource planning under time constraints - assumes a fixed project completion date and the assignment of additional resources to the project during periods of overload. The second approach - planning with limited resources - assumes that the initially specified amount of available resources cannot be changed and is the main limitation of the project.

As a result of resource planning, the project manager is able to move on to the next phase of resource management - organizing the procurement and supply of resources.

The main task of the design and procurement phase of a project is to ensure the supply of equipment, structures, materials and services in strict accordance with the project plan. This process can be divided into two parts: procurement of resources and services on a competitive basis; deliveries to the work site.

The structure of the tasks of logistics support for projects is broadly reduced to the following steps: preparation of specifications and technical conditions characterizing quantity and quality necessary equipment, machines and mechanisms, structures, materials, works, services; planning and organizing the procurement process; studying possible sources of procurement of resources and negotiations with possible suppliers; pre-selection of bidders; preparation of documents for bidding; conducting tenders and making decisions on awarding contracts to winning applicants; placing an order, including negotiations on supplies; control over supplies with acceptance necessary measures in case of deviations; conflict resolution; mutual settlements; hiring the necessary specialists, including consultants; supply planning; organization of accounting; delivery, acceptance and storage of goods; accounting and delivery control.

Legal regulation of procurement and supply. home legal form organization and regulation of relations during procurement between their participants - agreement. A supply contract is an agreement under which the supplier, who is an entrepreneur, undertakes, within a specified time frame, to transfer ownership to the buyer of goods intended for entrepreneurial activity or other purposes not related to personal consumption, and the buyer undertakes to accept the goods and pay a certain price for it.

Organizational forms of procurement. The following are distinguished: organizational forms procurement: direct, in which a legal connection exists between two procurement entities; a corresponding agreement is concluded between them. Direct purchases are usually preceded by tenders, but direct purchases without tenders can also be carried out; intermediary, in which the person implementing the project enters into legal relations with an intermediary, i.e. a person who helps ensure the project necessary resources; exchanges, in which exchange members carry out exchange trading: directly on their own behalf and at their own expense; on behalf of the client and at his expense; on its own behalf at the expense of the client; on behalf of the client at his own expense. Visitors to exchange trading can be legal and individuals who are not members of the exchange and have the right to carry out exchange transactions.

Requirements for purchasing and supply management. Let's consider the requirements for some of the above steps in the procurement and supply cycle, characteristic of a market economy: procurement and supply are carried out on the basis of project documentation data; schedules are developed in conjunction with the overall project plan and take into account the duration of all its phases; the plan must cover the entire project as a whole; the choice of procurement location is determined based on the calculation of the cost of options; The plan identifies the structures and persons responsible for each item to be delivered.

The following types of product markets can be distinguished: markets for products, when purchasing which the consumer is guided by established standards that sufficiently fully characterize it in terms of possibilities of use. These include markets for metal products, fuel, chemical materials, cement, building materials, universal equipment. For this type of markets, the following forms of economic relations are defined: trade through commodity exchanges or specialized intermediary organizations of various types; markets for products that consumers can purchase based on samples or guided by manufacturer catalogs. These are markets for instrument products, tools, electrical equipment, electronic and radio industry products, commercial equipment, etc. For this type of market, the most natural is the broad participation of universal wholesale intermediary organizations, “integrator” firms through industrial fairs, and for products that require adjustment and Maintenance, - through branded trade, specialized wholesale and service companies; markets for products sold according to individual orders of consumers. These are markets for unique equipment, rolling mills, large power machines, automatic lines, chemical equipment, etc. For such markets, direct connections between enterprises, the proprietary principle of organizing trade, and the presence of specialized component organizations are most natural.

Contracts for the supply of material and technical resources. IN modern conditions deliveries took the form of exchange of goods. The contract for the supply of goods has become a fundamental document regulating the terms, volumes and conditions of delivery. The project manager becomes a key figure coordinating deliveries for the benefit of the project as a whole.

Supply planning. The initial data for scheduling resource support for projects are the following documents: calendar plan for construction and installation work at the facilities; calendar plan for putting objects into operation and tasks at the end of the stages of construction and installation work; annual resource procurement plan; annual schedule for the supply of materials from specialized commodity organizations; contracts and specifications; regulatory and technological documentation on material and technical supply and configuration; information on the progress of the construction and installation work plan for the period preceding the planned one; information on the progress of commissioning of facilities and the completion of stages construction work for the period preceding the planned one; information on the execution of orders for the period preceding the planned one; information on the movement of remaining construction materials; production and technical standards for the consumption of building materials; inventory standards.

Based on the calendar application-schedule and regulatory and technical documentation, the objective need for structures, semi-finished products and materials is determined in stages in accordance with their composition specified in the technological kits. The calculated object requirement is the basis for developing quarterly orders for the project.

Supply of material and technical resources. Organization material support construction projects is based on a system of production and technological configuration. This system assumes the unity of complete manufacturing of structures and products, supply and transportation of all material resources in accordance with the technological sequence of project implementation, and promotes the most rational and economical use of resources.

At the project development stage, a technological configuration model is created. As part of the project plans, certain unified regulatory and technological documentation is developed - a set of documents that is regulatory framework production and technological configuration of the project. Sets of structures, products and materials must be delivered simultaneously and, as a rule, in full technological readiness for industrial consumption, in containers and packages directly to the project work area.

Issues of purchasing and supply management are interconnected with issues of resource inventory management. The solution to the questions “what needs to be purchased” is followed by decisions: how much needs to be purchased, and in accordance with this, it is determined how much of each resource must be kept in the form of a certain reserve in order to: minimize the risk of suspending the production process due to a lack of resource for the work; ensuring rhythmic production between moments of resource supply.

The task of determining the regulations and volumes of supplies and inventories belongs to the class of optimization problems of resource management. The target function in inventory management is the total costs of maintaining inventory, warehouse operations, losses from spoilage during storage, etc. Naturally, such costs should be minimized. The controlled parameters in this problem are inventory volumes; frequency, timing and volumes of their replenishment; the degree of readiness of a resource stored as a stock.

The order point, or threshold stock, is the minimum amount of resource stock at which a new order is needed to replenish it, or the point in time at which the order must be made.

Safety stock is the minimum reasonable supply of resources intended for uninterrupted supply of production in the event of a disruption in the progress of supplies compared to planned. The safety stock is determined by optimization calculation; At the same time, the terms of supply of resources, the importance of the resource for the smooth progress of work on the project, the presence of supply risks, etc. are taken into account.

The concept of reserves does not apply to all types of resources. In the very general view Inventories are defined as resources stored in warehouses and include: inventories; unfinished production; finished products in stock.

Inventory management refers to monitoring the status of inventories and making decisions aimed at saving time and money by minimizing the cost of maintaining inventories necessary for effective implementation project.

Inventory management is complicated by the constantly changing environment in which planning of purchases, deliveries and stockpiling of resources is carried out. The purpose of the inventory management system is to ensure uninterrupted provision of processes for completing project work on time and with planned quality at the lowest possible cost of maintaining inventory.

Types of stocks. Each type of inventory performs certain functions. Let's look at the most common types of inventory.
Transit stocks are certain resources for storing transit stocks of raw materials with further distribution of resources with transportation over short distances. To reduce transit stocks, they use various ways, including local suppliers, the formation of small batches of resources.

Linear inventories - formed by goods in the process of transportation, movement from suppliers to consumers or production. Factors determining the size of linear stocks: transportation time; the distance over which goods are transported; optimal economic relations between suppliers and consumers, etc. The size of inventories largely depends on the transportation time and, relatively, on the time of product promotion.

Costs of formation and storage of inventories. Maintaining inventory inevitably entails costs. Most known species inventory holding costs: space, rent and cost of risk. The costs of creating and storing inventories are expenses associated with: diversion of working capital into stocks of raw materials, supplies, etc.; ongoing maintenance of inventories, including costs of inventory, interest rates for a bank loan, etc.; storage costs; cost of risks.

Space refers to the costs of depreciation, maintenance, heating, etc., occupied by the stock room. Rent is an expense on capital invested in a stock.

The cost of risk refers to the consequences of various insurance events, as well as an assessment of the cost of risk in monetary form. The cost of these risks is expressed with varying degrees of accuracy through insurance costs, through tariffs and insurance premium rates.

Failure to claim inventory may result in substandard inventory, destruction, and sale at reduced prices.

Resource management is the process by which companies effectively manage the diverse resources at their disposal. These resources can be intangible (people, time) and material (equipment, materials, finance).

This process involves the planning necessary to ensure that the right resources are used to solve specific problems. Resource management involves scheduling and budgeting for people, projects, equipment, and supplies.

Although the term itself is often used in relation to project management, it applies to many other areas of organizational management. In particular, a small company may look at resource management in many areas, including the following.

• Finance. Are there enough funds to cover current expenses? Can you afford to invest in new equipment or employee training?
• State. Are there enough suitable employees in the company? Will you need to hire someone else, and if so, what skills will these people need to have?
• Physical space. Does the location of the office or production area allow you to manage other resources with maximum efficiency?
• Equipment. Does the company have all the tools necessary to complete the required work?
• Technologies. What does the company need to succeed, and is there a need to redistribute financial resources in such a way as to acquire what is missing?

Project resource management

Resource management, as applied to the field of project management, often involves leveling and smoothing resources.

Resource leveling is carried out in order to avoid a shortage of resources in one area and their excess in another by maintaining them at the required level. Special software can be used for this.

The term also refers to the time required to complete a project. In leveling, the start and end dates of the project are adjusted so that both dates coincide with the availability of the corresponding resources. Leveling can increase the project duration.

Resource smoothing is a planning method that allows you to achieve project completion by a certain date without noticeable ups and downs in terms of the intensity of resource use. The goal is uniform use of resources over time.

At the simplest level for a small business, resource management means taking steps to make the most efficient and intelligent use of materials and human resources company.

Project management is difficult. Managing a team is doubly challenging.

Last year I was the only person, responsible for promoting GanttPRO. The development of the product and new features, such as the workday calendar and Gantt chart in Excel, were also developed by only one person. But GanttPRO grew from 3 to 10 team members and from 150 to 150,000 users, and everything changed.

Now the team includes 4 marketers and 3 developers. Processes that were working a year ago have slowed down, tasks have begun to drag on, and productivity has begun to decline. The cause of this chaos was the lack of reality project resource management.

We knew we had a long list of features and improvements for the app, both tactical and strategic. marketing goals. But instead of distributing tasks among all team members, by inertia it was easier for us to complete tasks ourselves, occasionally delegating tasks to new colleagues.

That's why we hired more people, A?

The result was that the team's overall productivity and motivation dropped, and monthly expenses skyrocketed into the stratosphere.

We communicate with our users all the time - thank you for writing to us - and receive an average of 60 messages per day. Every day we collect all requests for the day and discuss what we can add and in what time frame. Therefore, we see that most people managing projects face the same difficulties at the same stages of work.

One of the sticking points is resource management..

What does competent project resource management lead to?

Reduced costs. You track how effectively you are using a set of resources. You can see how reallocating resources will reduce the cost of the project.

Increased profits. The most valuable resources of the project should bring maximum results. The manager distributes other tasks depending on the capabilities and skills of the employees. Project resource management helps balance work processes and avoid profit-eating inappropriate expenses.

High motivation and involvement of employees. Employees not only know about current tasks, but also take part in planning. Transparent planning in resource management shows the importance of everyone's work in the overall scope.

Avoiding conflicts. Is the resource already occupied by another task? Or does the resource not participate in other projects? Is the project planned according to the capabilities of each participant? When you focus on resources when planning projects, you can anticipate potential scheduling conflicts and resolve them early.

Improving the output product. By managing resources, you add several new dimensions to planning: time, employee skills, resource availability and location. When planning, take these factors into account. They increase the likelihood that tasks will be completed on time with minimal cost deviations and the team will forget about tasks that need-to-do-right-now-here.

How to add resource accounting to project management?

149 teams wrote to us about the need for resource management in GanttPRO. Let's round this figure with our team, since this functional feature became decisive for our project as well. We have developed and released an update with resources specifically for these 150 teams and all users who are looking for smart solution for resource management on a project.

Now you can plan with GanttPRO, taking into account project resources and team capabilities.

5 simple steps to start managing resources with GanttPRO

1. Create a project Gantt chart in GanttPRO

The first step you need to take is to create a workspace for your team in GanttPRO. If you don't have an active project yet or want to create a new one, you can add it by clicking on the " New project» at the top left working area.

Here you can specify whether you want to schedule the project in hours, days, weeks or months. To manage daily tasks and allocate resources, scheduling in hours is best. You can test other modes and choose the perfect one for your team.

On our Youtube channel you will find quick training videos, how to create a gantt chart with GanttPRO and manage the project in the application.

Important. Does your team have a work schedule? Nobody works 24 hours a day. GanttPRO will calculate the cost and track project resources, but to ensure the numbers are correct, set a work schedule in Settings. Here you can set working days and hours and create your own schedule including weekends and holidays.

2. Add resources for use on projects

At the bottom left of the workspace, you will see a "Resources" button. In the resources window, you can add both human resources and financial, technical or production elements.

In the same window, if your team is working on several projects at the same time, you can choose which ones and who participates in them. The resources window is common to all projects in your account. Track which projects the resource is already occupied with.

3. Set the cost of resources

We move quickly from the preparatory steps to the most important part. In the window for adding resources, you can set the cost of each participant or resource use. The cost can be the same for all projects or set for each project separately.

In this step, make sure that Labor costs (Estimate) enabled in settings. This feature allows GanttPRO to calculate the cost of the project and each individual task automatically.

Clue. If you don't want employees to see task and project costs when sharing a project, leave this right disabled. By default, only you and administrators with full rights see all costs.

4. Assign tasks and allocate resources

Once the cost is set, you can assign tasks to team members and allocate project resources. Click on the “Empty” field in the “Assigned to” column to specify a task executor or add a resource.

5. GanttPRO will calculate the cost of the project and tasks automatically

In the list of tasks on the left side of the workspace, you will see how much it will cost to complete the task if you use a specific resource.

Try different task-resource combinations, taking into account resource cost, skill, and availability. You will see how the cost of completing tasks and the project as a whole changes. It is possible that redistributing resources will significantly reduce costs and increase work speed.

We have a resource plan. What are the results?

We moved the cost of resources and projects from chaotic Google spreadsheets to GanttPRO as soon as the beta version of the update became available - in October. We distributed tasks among employees depending on the skills and cost of each. We restructured the tasks that were eating up our budget, breaking them down into smaller ones and redistributing them among all team members.

During this period, we released 1 major and 4 minor updates with performance improvements and some new features - tooltips, tutorial center and notifications.

In marketing, we were able to focus on tools that showed best result, and published a series of educational articles on project management and techniques:

• criteria for project success that are easily achieved using modern instruments management;

A resource management system can change your view of the efficiency of your work and the project as a whole. It allows you to assign tasks without relying on intuition. Make decisions about who will work on a task based on cost, skill, and resource availability.

We really hope that not only our team has improved its performance with the launch of resource management tools in GanttPRO. Share your results in the comments!

Plan

Lecture 13

Topic: Project resource management

Lecture 13

for 5th year students of the specialty

080507.65 – Organisation management

Krasnodar

1. Principles of resource planning

2. Resource procurement management

3. Supply management

4. Inventory management

Resource management includes the processes of planning, procurement, supply, distribution, accounting and control of labor and material and technical resources. Financial resources are managed as part of project cost management.

Concept resource interpreted broadly: everything the project has , – labor, financial and material and technical resources, project team, time, information, knowledge and technology – are interrelated project resources.

The main task resource management - to ensure their optimal use to achieve the ultimate goal of project management.

There are two interrelated groups:

1. material and technical resources– raw materials; materials, components; energetic resources; fuel; technological resources; equipment, etc.;

2. labor resources– carry out direct work with material and technical resources ( For example, builders, drivers, installers, etc.).

Resource Types:

1 .Non-reproducible, stored, accumulated – in the process of performing work they are completely consumed, preventing reuse. Not used at this time, they can be used in the future. Examples: fuel, labor items, disposable labor tools, as well as financial resources.

2 .Reproducible, non-stockable, non-accumulative – during work they retain their natural material form and, as they are released, they can be used in other works. If these resources are idle, they do not accumulate. Examples: people and reusable labor tools (machines, mechanisms, machine tools, etc.).

The concept of resources is interconnected with the concept of “work”, since resources do not relate to the project as a whole, but to specific work performed in a planned sequence, corresponding to calendar plan work on the project.

Management of project material resources begins in the pre-investment phase during the development of a feasibility study, then in the planning phase, resource requirements and the possibility of providing them are worked out.

At each current moment in time, project resources limited , and that's why main tasks of resource management are:

voptimal resource planning;

vmaterials and technical support management, including:

ü resource procurement management;

ü supply management;

ü resource supply management;

ü management of resource reserves;

ü management of resource distribution for project work.

Figure 1 shows the structure of material and technical support for projects.

In order for an organization to achieve its goals, it is necessary to spend resources obtained from external environment. Resources are the most important part of the complex of internal situational variables of an organization; they have the most direct impact on the efficiency of its functioning.

Organizational resources– these are the available or necessary means, capabilities, values, reserves that ensure the stable operation of the organization to achieve its main goals.

The most important characteristic any type of resource is its limitation, meaning that, in principle, the resource base of any particular organization is limited above by a certain constant, measured, as a rule, in monetary terms. Depending on the goals set, the structure of resources can change in fairly wide ranges (there are also restrictions determined by the resource market, but in relation to a specific organization they can in most cases be neglected).

There are different approaches to classification organizational resources. So, V.S. Efremov identifies material, labor, financial, information resources, production and management technologies, as well as tangible, intangible and intellectual capital. The Big Economic Dictionary identifies people (human resources), capital, materials, technology and information as the main groups of resources. The authors of the 17-module program for managers distinguish between human (people), material, energy, financial, information, technological and time resources.

As can be seen from the above classifications, the differences between them are not fundamental and are associated solely with the severity of the choice of classification criterion and the depth of decomposition. Based on the fact that resources are traditionally divided based on their external essence, let us consider five main types of resources: human, material, financial, information and time resources.

Indeed, the dominant place among all resources is occupied by human resources. They can be defined as reserves of creative energy of the individual. They are inexhaustible, and it is no coincidence that their reserves are compared with the reserves of the atomic nucleus. As P. Drucker once noted: “Only human resources can produce economic results. All other resources are subject to the laws of mechanics. They can be better used, but their output will never be greater than the sum of their inputs.” Today, only knowledge, intelligence, and not muscle power determine the economic success of an organization. Without rejecting the importance of other types of resources, this thesis emphasizes that people who have certain information and are endowed with certain abilities to transform it are a key resource correct use which allows you to obtain high results in any functional area in combination with significant savings in other types of resources.

Material resources are defined by many authors as objects of labor. However, based on the classification criteria, this category of resources should include all types of resources of a material nature: both objects and means of labor. The role of these resources in an enterprise, especially in production, is enormous, since without a material base it simply cannot function. The quality and quantity of the use of material resources is closely related to the use of other types of resources, primarily financial and human. For example, the presence of a sufficient number financial resources may prompt management to re-equip and reduce personnel. At the same time, the presence of highly professional personnel creates the prerequisites for saving material resources.

IN Lately special meaning purchased for enterprises energy And technological resources, components individual species material resources. The importance of energy resources (all types of energy carriers - electricity, steam, gas, etc.) is associated with a sharp increase in the share of costs for them. This required a more careful approach to the choice of energy carrier and its more economical use. solving the problem of energy saving largely became possible thanks to the use of qualitatively new technological resources (means of labor - machines and equipment, as well as new production and management technologies). However, the importance of technological resources is not limited to the problem of energy saving. They become especially important when it comes to productivity, saving human resource costs, environmental safety, etc.

Enterprises today are experiencing shortages financial resources. The movement of finances in general, their distribution between subsystems and functional areas, financing of investment projects, settlements with suppliers and consumers, the formation of financial resources, etc. is the daily task of management. A feature of financial resources is their absolute liquidity. That is why they are able to compensate for the lack of other types of resources, especially material and human.

Other resources are also important. Special mention should be made informational as a body of data and knowledge. Each functional area requires the presence of certain information resources. So, for example, marketing must have the most complete and reliable information about the external environment of the enterprise, production must have information about new technologies and know-how, etc. The effectiveness of the management system of the entire organization depends on the level of organization of the processes of collection, accumulation, storage, search, transmission and methods of processing information. Modern economics and management are characterized by a sharp increase in the importance of information, which becomes a key factor in the success of not only marketing and production, but also other functional areas.

Time– this is a limited source, like raw materials, materials, finance. It is irreversible and cannot be stretched or repaired. As a leader, managing both your own time and the time of others is fundamental.

Generally world economy has resource cycles in which Special attention allocated to one or another group of resources. Resource-saving, energy-saving technologies, etc. appear. Currently, the Ukrainian economy is experiencing a shortage of financial resources with a relative surplus of human resources.

The manager's task in specific situation achieve such a ratio and mobilization of resources that would lead to achieving the goal with minimal costs.