Sample Excel file for monitoring task execution. We create project change control forms in Excel

Change control - organizing it, we need to create the forms and reporting tools you need to manage this process. Let's start with the change request form.

Change Request Form

First, we'll create a change request form. This is where the change control process begins. As stated above, change requests should always be submitted in writing, and having a special form will give this rule even more weight in the eyes of project stakeholders. In Fig. Figure 1 shows an example of a change request form template.

Please note that we have added a line for the tracking number to the header of this form (the Tracking Number line). As with many other objects that we assigned unique numbers to make them easier to track, we need to do the same for change requests. When the list of such requests grows to an impressive size, these unique identification numbers will also help us track requests and compile reports on each of them.

The person submitting the change request must provide the date (Date line), their last name (Requester line), and contact information, as well as a description of the requested change (Description of change line). In addition, a brief justification for the change must be provided. This information will be used by the change control board when deciding whether to approve or reject a requested change. The justification should also highlight the benefits that the final product of the project or the organization as a whole may have if such a change is made.

It is important to document (the Impact if change is not made line) the possible consequences for the project if the requested change is not made. Here you can pay attention to issues such as lost profits, the difficulty of making future improvements and customer satisfaction. Any alternative solutions (Alternative solutions line) that may be known to the person submitting the request must be recorded on the last line of this section of the form.

The next section is completed by the project manager. Here you need to document the possible consequences of introducing this change, paying special attention to three constraints: cost, schedule, project scale. You should also justify your reasons for why the change should (or should not) be made.

The last section must also be completed by the project manager. Here you need to indicate the date of the change control board meeting, the final decision on the requested change, and the names of the meeting participants or the person who made the final decision.

Change request log

When change requests start coming in, you'll have to use some way to track those requests. The easiest way to do this is using an Excel spreadsheet. We have already talked about Excel tables and now we will briefly recall only what is required in this moment, but if you need more detailed information, you can return to the material given. In Fig. Figure 2 shows our change control log.

To create such a table, select the range of cells A6-H12. In Group Styles(Styles) of the Home tab, click the icon Format as Table(Format as a table). Then select the appropriate table format from the menu that appears. As a result of your actions, a dialog box will appear on the screen Format As Table(Table Formatting), which is shown in Fig. 3. The single text box in this window indicates the range of cells included in the table. Don't forget to check the box My Table Has Headers(Table with Headers) (because in this example we have included a header row in the range of selected cells, i.e. row 6), otherwise Excel will add the header row automatically.

As you may have noticed, the change control log includes the fields that are on the change request form. Thanks to a spreadsheet, we can sort by any data contained in the table. For example, you can sort requests by the type of decision made on those requests (approve, deny, cancel, or defer).

We have added a new type of information in Column E: Severity, which is a numerical value that reflects the possible consequences if the requested change is not made to the project. This type of information may not be required for all change requests. But if you specify the degree of severity for projects that involve obtaining some product or result (for example, a new computer program), - then the possible consequences of not implementing the requested change will be quite easy to assess. The degree of severity is assessed on a five-point scale. It might look something like this:

• 1 = Critical consequences; the project may end (or has already ended) in failure; work on the project should be stopped
• 2 = Serious consequences; the project may fail; work on the project should be stopped
• 3 = Moderate consequences; the project may fail; work on the project can continue
• 4 = Minor consequences; project failure is unlikely; work on the project can continue
• 5 = Minimal or no consequences; the requested change must result in improved performance of the final product of the project

The severity level should be specified by the project manager. Definitions and descriptions of the different degrees should be documented early in the project (if they have not already been defined by the project management office). Involve members of the change control board and/or direct project implementers in writing descriptions of the possible consequences of not making the requested changes.

Converting a table to a range

Perhaps you need to delete all the data in the table, leaving the table itself intact? Take a look at fig. 4, which shows an example of a change control log for the Grant St project. Move.

Probably the director of the Park St. office. was too carried away, believing that he could change the date of moving his office to a new building on Grant St., but nevertheless he made such an attempt, which, however, was canceled. But we have digressed somewhat from the main topic of our discussion.

Let's say someone accidentally entered their own information into our change control log template and saved it with their project data in a table. Now we need to remove this data from the table. Select the cells containing the data to be deleted (in this case, cells in the range from A7 to 118). Click on the selection with the right mouse button and in the appeared context menu(Fig. 5) select the command Clear Contents(Clear contents) - the corresponding data in the selected cells will be immediately destroyed. If you cleared the table contents unintentionally, immediately restore the deleted data by pressing the key combination Ctrl+Z, which corresponds to the execution of the command Undo(Cancel).

Let's now assume that you no longer need to store your data in a table format and want to convert it to a regular range of cells. To do this, you need to select all the table cells, including the header. In our case, we should select cells in the range from A6 to H12. Then, as in the previous case, right-click on the selection and in the context menu that appears (Fig. 6) select the command Table → Convert to Range(Table → Convert to Range).

An automated control system easily allows you to view all tasks not only by deadline, but also by executor, and thus see the loading of each, and provide lists of unfulfilled documents with an expiring deadline that have not yet been taken into account by the executor. The program allows you to differentiate access rights, prepare the necessary reports for management...
The configuration is easily and quickly configured by the user.

The program includes the following reports:
- List of tasks due on a date
- Certificate of performing discipline
- Tasks completed in violation of deadlines
- Tasks under control

The Automated Task Execution Control program provides users with the following capabilities:
To managers:
. create (register) new task cards;
. monitor the summary status of current assignments for all performers and performance discipline statistics;
. control the progress of specific tasks for any of the performers, taking into account the postponement of execution deadlines;
. carry out text exchange of information with performers during the execution of the task;
. record the fact of completion (“close” tasks);
. search for tasks using various criteria;
. view the archive of closed tasks;
. print, export to MS Word and MS Excel a separate task;
. print, export to MS Word and MS Excel lists tasks according to various criteria;

. generation of reports on the execution of tasks and performance discipline.

Performers:
. receive new tasks from management;
. monitor the summary status of your current tasks;
. carry out text exchange of information with management and co-performers during the execution of tasks;
. record the fact of completing the task;
. search for your assignments using various criteria;
. view the archive of completed tasks;
. automatic marking of overdue tasks;
. print, export to Word and Excel individual or lists of tasks according to various criteria.

For informational purposes you can, which has a time limit: 50 days, and has no functional limitations. At the end of the demo period, you will need to purchase a license. After payment you receive a personal license code to the program by email. It must be entered when starting the program in the "Activation" dialog box and your demo version will become full version without time and functional restrictions, the licensed code is not limited in time.

Information for buyers:

1. By purchasing one of the offered licenses for the program, you can install the license code on an unlimited number of computers (workstations on the network).

2. Network license without restrictions, the ability to forever use the version and license that you purchased.

3. Possibility to download software updates for free for 1 year.

5. You can use the purchased program in your business activities.

Benefits of this program

Flexible database structure
You can create new tables and fields within them (stored and calculated), define drop-down lists, assign subtables, create views and reports, and much more. The system can be adjusted to any subject area without special knowledge.

Generation of office documents with data from the database using templates
You can create templates Word documents, Excel formats with static text, pictures, as well as bookmarks into which current data from the database will be inserted when generating the document.

Storing images in a database and links to documents of various formats
Each table entry can be linked to pictures stored in the database itself, as well as links to files stored somewhere on a file server, while all the necessary information will be located in the database for easy searching, filtering and classification of documents.

Convenient and highly customizable user interface
You can sort, filter, search for records by any field, change the order and width of fields, row heights, set color rules for rows and cells, formulas for calculating totals, and build a tree based on given fields. You can make entries either directly in the table (Excel style) or through a separate form, which is flexibly customizable.

Filters, sorting, calculated fields, views
Maximum flexible data filtering conditions, many preset values ​​("starts with", "contains", "today", "yesterday"...). Different sets of filters can be saved in files for reuse. The ability to set formulas for calculated fields (including SQL expressions) and build table views that display fields from different tables and calculated fields.

Creating and setting up reports and reminders for various conditions
You can set reminder rules according to which a reminder form will be shown to a particular user.

Network and multiplayer mode
When using multi-user mode, access rights are flexibly configured for each user according to the following parameters: visibility and availability of menu items, main tabs, tables, fields and records for viewing and editing.

Data import and export
Import of tabular data from Excel and Access files is supported. Export is possible in Word, Excel, HTML.

Standard Microsoft DBMS Access or Microsoft SQL Server
No "black boxes". We have a standard data storage format - MS Access or client-server MS SQL Server. Both of these DBMSs are highly reliable, are recognized standards and are leaders in their class. This provides advantages over closed formats: the ability to administer, refine, optimize, integrate with other systems... You can add custom buttons in the program, which, when selected, will execute necessary actions(for example, some work directly with the database, launching third party applications etc.).

As you know, the functionality of an assistant or personal assistant (no matter what this position is called in the work book) in different companies varies depending on the specifics and size of the organization, the corporate culture adopted in the company, and the personality of the manager. However, there are responsibilities that any personal assistant simply cannot do without, regardless of his place of work. Among these is control over the execution of orders.

In many organizations, failure to fulfill orders and lack of control over their timely execution is a problem, the so-called. " bottleneck"(from English) bottleneck- bottleneck), i.e. a serious obstacle that greatly slows down the company’s business processes. A lot really depends on the assistant here! However, not everything is as obvious as it seems at first glance. We often encounter situations where an irreplaceable assistant suddenly gets sick or goes on vacation or for once goes on a business trip, and during his absence... work has stopped, orders are not recorded, deadlines are missed, and those responsible are unknown. As a rule, this speaks not so much about the indispensability of the employee, but about the absence of a system. So, the assistant’s task is to build a system for monitoring the execution of orders. And the system, as we know, is largely capable of maintaining its performance on its own. And you can’t handle this alone! But let's deal with everything in order.

Control and its types

An elephant, as they say, should be eaten in parts. And it’s worth starting with terminology.

Control- this is a comparison of the plan with the actual state of affairs. Control reveals even small deviations from the planned results and actions of people and makes it possible to change the situation.

The following types of control are distinguished:

1. Preliminary. Carried out by the manager before the actual start of work on the assignment. Preliminary control is used taking into account human, material and financial resources, i.e., before giving an order to work, the manager must make sure that the performer has the resources to carry it out.

2. Conceptual (incoming). Used to clarify:

Does the performer know that he has an assignment;

How did the person who will solve it understand the problem?

How exactly will he do this?

This type of control is carried out by the assistant manager, and immediately after setting the order. The goal is to check the executor’s understanding of the essence of the order and the timeliness of its implementation. At this stage, the assistant’s task is to draw the executor’s attention to the availability of the assignment, the timing and priority of the task, and to make sure that the assignment has been accepted for work. In this case, the assistant needs to “highlight” urgent and important assignments (remember the Eisenhower matrix), for example, as follows: “Please note that this assignment is important and urgent!” This magic phrase, pronounced at the right time, will help to avoid many misunderstandings and unforgivable loss of time - it is unacceptable to let the process of ranking tasks by priority take their course, because the opinion of the performers does not always coincide with the opinion of the manager. Don't forget that what is obvious to you may not be so to other people.

3. Current (intermediate, process control). The goal is to evaluate the current process of activity: how the work is being done, what has already been done, what difficulties have arisen. This type of control is carried out by an assistant when the work is already underway, but the deadline for completing the order has not yet arrived. The task of control is to promptly identify deviations that arise during work and inform the manager about them for possible correction. given parameters. Current control is based on feedback.

4. Final (final, control of the result). It is used to assess whether a goal is being achieved by a given date.

The actual results obtained are compared with those previously established. Despite the fact that it is too late to interfere with the work at this stage, this control is necessary. It shows what results the performers have achieved and reveals omissions and shortcomings in their work. Helps to learn lessons for the future. As a rule, at this stage the manager and assistant work together, because The assistant’s qualifications may not be sufficient to determine the completeness and correctness of the assignment.

What and how to control

The distribution of responsibility for ensuring control in key areas depends on the size of the organization:

To control	Company size	Responsiblefor ensuring control
Legal norms and requirements	Up to 100 people Up to 500 people More than 500 people	Head of the organization Lawyer, accountant Legal service, accounting Legal service and heads of areas
Leader's orders	Up to 100 people Up to 500 people More than 500 people	Head of the organization Head Secretary Assistant Manager Assistant and heads of areas
Requirements of local regulatory documents	Up to 100 people Up to 500 people More than 500 people	Head of the organization Head Secretary Assistant Manager Heads of activities
Individual orders of the manager	Up to 500 people More than 500 people	Head of the organization Head Secretary Assistant Manager
Instructions received from the corporate center	Up to 1500 people Up to 2500 people More than 2500 people	Assistant Manager Assistant Manager and Secretariat Case Management

“Control” and “monitoring” are different things!

To finally understand what’s what, it’s worth paying attention to another term that is often found in modern management - “monitoring”. Often in the literature, the concepts of “control” and “monitoring” are used as identical, but these are fundamentally different things! To apply a systematic approach to managing the execution of orders, this difference must be understood. If monitoring- this is monitoring the parameters of an object with recording and saving data, then control- this is an obligatory observation impact on the object in case of parameter values ​​exceeding acceptable limits. In relation to assignments, this means that the assistant must have a monitoring tool, i.e. maintain a certain database where he records instructions, deadlines, responsible persons and execution status (completed/not completed). However, to build an effective control system, simply keeping statistics is not enough - control implies active management of the situation, adjustment and influence, i.e. purposeful conscious influence in order to achieve positive dynamics in the performing discipline.

How to ensure that orders are carried out?

In order for orders to be carried out, an integrated approach to solving this problem is necessary. The order execution control system will operate subject to the following principles:

1) High priority from management. The manager must demonstrate that strict compliance with his instructions is important to him and the company.

2) Joint discussion of approaches to solving the problem. In order to take into account all the risks and consider the issue comprehensively, it is necessary to involve all participants in the process in the discussion - both the manager giving instructions and the assistant supervising them, as well as managers who will be directly responsible for execution. Agreements should primarily concern methods of obtaining information about instructions and deadlines, the format of the execution report, the procedure for rescheduling, approaches to rewards or punishment in case of non-fulfillment of instructions. The manager should also inform his subordinates about the powers of the assistant in terms of monitoring the execution of orders (if you are a new person in the team and have not yet earned authority, ask your manager about this).

3) Informing all company employees about the implementation of a system for monitoring the execution of orders. It is necessary to ensure transparency of approaches, i.e. the rules must be formalized in the company’s local regulatory document.

4) Consistency and regularity. Executive discipline will increase if employees are confident that every assignment is recorded, that every assignment must be accounted for, that none of them will be missed or forgotten, and that failure to carry out instructions from management will inevitably be punished. (It is immediately worthwhile to provide for the procedure for informing, because instructions may be impracticable a priori or have compelling reasons for failure to comply on time. Each such case must be considered individually.)

Looks like a task for, you say. This is partly true. What is the role of the assistant? An assistant is exactly the same employee of the company who must inform the manager that a problem exists, that it carries specific risks, that you are trying to keep your “finger on the pulse” (and so far it is succeeding largely thanks to your personal qualities), but the absence the system will sooner or later make itself known and it worries you.

The main thing is not to forget to say that you have a specific proposal on how to organize a control system (i.e. it should not just be a problem served on a silver platter, but a problem and options for solving it).

Even if you are a new employee of the company, you should not be afraid to approach your manager with such a proposal. If so far nothing fatal has happened in your company due to an unfulfilled/overdue/unaccounted for order, your manager will still not turn a deaf ear to your proposal. There is probably no person in the entire company more interested in solving this problem.

The importance of effective communication

Let's say your proposal is accepted: the manager outlined the importance of the task, announced your role in this process, approved the local normative document regulating the process, all company employees are informed. What's next? The published document risks remaining a soulless piece of paper if you give up at this stage. How to make all this work?

The answer lies primarily in the assistant's effective communication skills. Yes, this is the same phrase that we so often see in resumes for administrative positions. Having such skills is vital for an assistant. In a narrow sense, in relation to monitoring the execution of orders, effective communication is a way of quickly transmitting information without distortion and receiving feedback on the correct understanding of the “message”.

Effective communication is built:

Effective or ineffective?

Ineffective communication is arguing with others, aimed at protecting your goals and plans. It implies the presence of winners and losers. This style of “communication” is categorical: there is “right” and “wrong”, “victory” and “defeat”, “good” and “bad”, without taking into account intermediate states. There is only one correct opinion, so we can neglect the views and experiences of people who can enrich our knowledge of the world and form a holistic picture. Instead, we constantly defend our narrow views. A pause in the conflict is considered a success when the defender temporarily retreats. Eventually, disagreement results in resistance, loss of team effectiveness, and even sabotage until a balance of power and respect prevails.

Effective communication, in turn, aims to understand the views, feelings and opinions of others. When two sides listen to each other, both win. Mutual understanding and respect become the basis of cooperation, interdependence and loyalty. Success will be achieved if each side says: “Yes, that’s exactly what I meant. Do you understand me".

Effective communication is undoubtedly necessary for the successful implementation of organizational goals. Distorted, misinterpreted messages often cause defeats for large companies, armies and nations.

Effective communication skills allow opposites to coexist—the ultimate ability to understand another point of view and find compromise. Why argue about who is right and who is wrong? The goal of effective communication is to establish and maintain mutually beneficial and, therefore, long-lasting working relationships.

In terms of monitoring the execution of orders, the assistant must show effective communication skills at all stages of the “journey” instructions:

1) Interaction with the manager when setting instructions. The assistant’s task is to correctly record the assignment, trying to adhere to a specific goal-setting scheme, for example SMART. This will allow subordinates to understand what is required of them. The wording of the order must be clear, in verbal form (answer the question: what to do?), the order must have a specified deadline, and a responsible executor must be identified for each order.

After the order has been properly recorded, the assistant must ensure that there are no inaccuracies and provide final version protocol or register of instructions to the manager for approval, or verbally ask: “Did I understand you correctly? Ivanov I.I. must develop and submit for approval a project implementation schedule by May 11, 2015?”

What's happenedSMART?

SMART is a mnemonic acronym used in management and project management to define goals and set objectives.
A goal or task established according to SMART criteria has the following characteristics:
. S- specific (specific) - clear, precise, clearly described;
. M- measurable (measurable) - having established outcome indicators by which one can understand that the goal has been achieved. They can be both quantitative and qualitative. Without these criteria, it is almost impossible to evaluate the completion of the task;
. A- achievable (achievable) - realistic, but requiring some effort, which serves as an additional motivating factor;
. R- relevant (appropriate) - coinciding with the broader goals of the department or organization;
. T- time-bound (limited in time) - deadlines for achieving the goal must be determined.

2) Interaction with performers when transferring orders to work. The key task at this stage is to make sure that the contractor is informed about the assignment and accepted it for work. If the organization is small, then the assistant or secretary contacts directly with the performers through Email or by phone. In large organizations, such interaction is difficult to carry out, so the assistant transmits the order and directly interacts with the deputy heads of the organization, and when transferring orders, the cascading principle applies, for example: EEdepartment directorEDepartment headEdirect executor.

3) Information about the execution of the order is transmitted via the reverse route: CEO/AssistantBDeputy General DirectorBdepartment directorBDepartment headBdirect executor.

The assistant plays the role of an intermediary in transmitting information about the order. At the same time, to reduce the time of data transfer to the assistant, it is advisable to provide the use information resource, which allows you to post summary information about orders in general access, for example, to the internal corporate portal of the organization, where any employee can quickly see what assignments he has and send comments to the assistant.

4) When carrying out intermediate control, it is necessary to clarify the forecast from the contractor: whether it meets the deadline or during execution it turned out that the volume of work is greater than previously expected, or the contractor’s resources are insufficient and the involvement of employees from other structural divisions is required, because the task turned out to be cross-functional. The assistant must conduct a continuous constructive dialogue with the responsible manager/performer to obtain prompt and reliable information about the progress of execution, and if serious problems arise, inform the manager about it while something can still be corrected. At the same time, you should not go too far and become intrusive, disturbing the performer and distracting him over trifles. All participants in the process must clearly understand that they have common goals and respect each other's work. To do this, you should agree on an acceptable communication format.

5) Upon receiving information about the execution of an order, the assistant, together with the manager, evaluates the completeness of the data presented and makes a decision on accepting the order or returning it for revision. The assistant must notify the executor of the decision made.

6) When generating analytical reporting. Strict accounting implies regular reporting and analytics based on statistical data. At a certain frequency, for example once a month, the assistant must analyze the accumulated statistical data on assignments and generate a report on performance discipline (Fig. 1). Such a report may contain information about how many instructions there were, how many of them were completed on time/late/not completed, which units are leaders and which are anti-leaders in terms of timely execution of the manager’s instructions. The manager can dispose of this information at his own discretion. However, it is desirable that the approach to reward and punishment be predictable and uniform for everyone.

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Handy tools in the assistant's arsenal

There are a great variety of such tools, but it is important to follow the key principle - all instructions of the manager must be materialized and entered into a single repository, where it is possible to regularly monitor the execution of orders in accordance with their priority.

The ideal technical implementation is Microsoft Outlook , because it contains flexible settings mechanisms so-called. "user views". In addition to the standard views “By executors”, “By categories”, “By deadlines”, you can configure any others - “By plants”, “By committees”, “Only overdue tasks, the deadline for which expired from 5 to 20 days ago” and etc. Once configured, the view becomes available in the future with one click of the mouse. We will not dwell on this in detail, because... A series of articles have already been devoted to this tool.

Sometimes similar system configured on base electronic document management systems, for example Lotus Notes, Documentum or Directum, where key information about the order is recorded in the registration and control card (RCC). However, EDMS is an expensive program that not all organizations can afford.

One of the most universal and accessible tools for monitoring the execution of orders is Microsoft Excel. This program can be used in addition to existing ones if you work in large company, and as an independent tool. The beauty of it is that, based on this technical solution, you can create a single database of orders with flexible settings of fields and filters at your discretion. Such a consolidated register of instructions can be made publicly available, and each employee can clarify the wording, deadlines and track the status of their instructions. You should first configure limited rights to edit the file to avoid accidental corruption or deletion of data.

In MS Excel, you can not only enter instructions manually, as in the case of verbal orders from the manager, but also download instructions from the EDMS (if these are instructions from protocols or instructions coming from outside, for example, requests from regulatory authorities or government bodies or a corporate center).

By setting the fields in a certain way, you can set color coding in the “Order execution status” column. For example, an order that has not yet arrived will be automatically indicated in blue; an order completed on time is green (for this, the dates in the “Due to Execution” and “Actual Execution” fields must match); an order for which the execution period has expired and no confirmation of receipt of the execution report has been received will be automatically displayed as unfulfilled and marked in red.

Setting up a register of orders inMS Excel

Fields in the registry are configured by writing a macro. For such fine tuning It is best to involve an IT specialist.

If there is no IT specialist and you do not have programming skills, you can use another simpler and more accessible method.

You can customize table cells yourself using conditional formatting features.

To configure the cell fill, select the cell in the table for which we will configure the formatting (in our case, this is the cell G10 ), on the tab home - Conditional Formatting, in the proposed context menu - Create a rule(Fig. 2).

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In the formula bar of the dialog box under the title, you need to set a rule that will be considered true (Fig. 4).

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For our registry, it will be necessary to sequentially configure four rules for the same cell G10 , and then “extend” their action to the entire column G.

• To indicate an unfulfilled order, set up rule 1. In the dialog box Create a formatting rule using the key Format select the fill color. The first rule will correspond to the color red.

Next, enter the following description of the rule in the formula bar: =IF(F10>0; F10<СЕГОДНЯ();"") (Fig. 5). This means that provided that in the cell F10 the due date is indicated and it has already expired, the cell will automatically turn red.

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Press the keyOTO.

• To indicate an order that is in progress, set up rule 2. We repeat the sequence of actions described above: select the cell G10 , let's go to Conditional Formatting, select Create a rule And Use a formula to determine which cells to format.

In the already familiar dialog box Create a formatting rule using the key Format choose a different fill color. The second rule will correspond to the color blue.

=IF(F10>0;F10>TODAY();""). This means that if in a cell F10 a deadline is indicated and it has not yet arrived, the cell is automatically colored blue.

Press the key OTO.

• To indicate an order that was completed on time, we set up rule 3. Again we repeat the sequence of actions described above, only this time in the dialog box Create a formatting rule using the key Format select a green fill color to indicate that the order was completed strictly on time or ahead of schedule.

Enter the description of the rule in the formula bar: =IF(F10>0;IF(F10<СЕГОДНЯ();ЕСЛИ(G10<=F10;G10>0;"");"");""). This means that if in a cell F10 G10 the deadline for actual execution is indicated, which coincides with the deadline F10 or precedes it, cell G10 will automatically turn green.

Press the key OTO.

• Finally, to indicate an order that was completed later than the specified deadline, we set up rule 4. In the dialog box Create a formatting rule using the key Format select a yellow fill color to indicate that the order was completed late.

Enter the following rule into the formula bar: =IF(F10>0;IF(F10<СЕГОДНЯ();G10>F10;"");""). This means that if in a cell F10 the due date is indicated, and in the cell G10 the date of actual execution is indicated, which is later than the date F10 , then the cell G10 will automatically turn yellow.

Once in the cell G10 all four rules are configured, we “stretch” the given formula down the entire column G and fill it in with the actual dates of execution of orders. The cells will automatically be colored in the specified palette.

The next step is visualization settings, i.e. diagrams for a more visual perception of the picture of the performing discipline.

To construct a diagram, we need quantitative data, i.e. the number of all orders and each type separately. Therefore, intermediate adjustment will be required. We can display quantitative data in a legend, where they will be automatically entered from our table (the legend can be placed on the same sheet, for example, above the table).

To collect statistics, you need to fill in one of the table cells, for example the adjacent cell H10 , in the following way:

1. Select a cell H10 , at the top of the formula bar, click the icon fx Insert function, select the category “ logical», « IF».

We write the following rule in the top line of formulas: =IF($F10>0,IF($G10>0,IF($G10<=$F10;"Выполнено";"Выполнено не в срок");ЕСЛИ($F10<СЕГОДНЯ();"Просрочено";"В работе"));"") (Fig. 6).

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We extend the rule specified in the cell H10 , down the entire column H(Fig. 7).

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Then column H can be hidden, leaving only the necessary registry information visible.

• Setting up a legend. In order for data from a column H fall into the legend and are displayed in it in quantitative form, you need to configure the legend cells as follows:

1. Set a rule for a cell G3 : select this cell, click the icon in the formula bar fx Insert function, select the type of functions " statistical», « COUNTIF».

2. Then write the following in the formula bar: =COUNTIF(H$10:H$19,F3)(Fig. 8).

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3. “Stretch” the formula from the cell G3 before G6 respectively.

You can also customize visualization and upload data on orders for a given period of time in the form of a chart.

• WITHcreating a diagram. To do this, go to the tab Insert and select a chart, for example a pie chart, having previously selected the range it cells from G3 before G6 (Fig. 9).

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We insert the diagram and color its segments in the fill colors we have chosen by selecting the segment and calling the corresponding context menu with the right mouse button (everything is intuitive there). Our register is ready (Fig. 10).

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And finally

Creating an effective system for monitoring the execution of orders is quite difficult - it is necessary to take into account many different aspects and features that may be unique to different organizations. It's not easy, but remember that every riddle has a solution. When I am faced with a difficult problem that, at first glance, has no solution, I always remember the riddle of B. Verber:

“How to connect these nine dots with four lines without lifting the pen from the paper?

Often we cannot find a solution because our mind is limited to the area of ​​the drawing. But nowhere does it say that you cannot go beyond its limits.

There is a solution:

Moral: in order to understand the system, you must... get out of it.”

There are many ways to organize an effective system for monitoring the execution of orders. The main thing is to find exactly the one that will most organically fit into the work of your company and yours, to feel moderation in everything and not to cross the line beyond which comes manic hypercontrol.

M.A. Suchkova, Assistant General Director of Ryazan Oil Refining Company CJSC (subsidiary of NK-Rosneft OJSC)

February 26, 2010 3:19 pm

Alexey Afanasyev, Quality Director of InterTrust company

At many enterprises in Russia, especially those that have experienced rapid growth in recent years, the same problem is observed: the inability of the organization's officials to ensure high-quality and proper control over the execution of their instructions. Typically, new companies suffer from this problem, while those organizations that still have a Soviet past, as well as the administrations of municipal, regional and federal authorities, quite effectively use the experience of directive management, which was especially popular in our country before perestroika. This article sets as its main goal the transfer of experience in the field of monitoring the execution of instructions from executives to modern companies.

Almost any type of management activity of an organization is associated with the execution of instructions from its management, so it is important to establish control over the execution of instructions. Instructions can:

● affixed in the form of resolutions on internal and incoming documents (for example, on memos and letters);

● be formulated in administrative documents of collegial bodies (in minutes) and individual management bodies (in orders and directives).

Regarding citizens' appeals, we note the following. Formally, the procedure for working with them is identical to the processing of incoming correspondence, however, the deadlines are regulated by current legislation at the federal level, which must be taken into account by both the manager who sets the deadlines and the contractor called upon to comply with these deadlines.

Many documents can be subject to control during their life cycle. We can see both the imprint of a stamp with the letter “K” and the word “Control” written in red pen or made in the form of an imprint (see Example 1). The purpose of such notes is one - to draw attention to the need to control the instructions given in the text of the document or in the resolution on it (in our example, the incoming letter contains a resolution with instructions from Ignatova Yu.S., what needs to be done and when). Until completion of execution, such documents are stored in a separate folder. Upon completion of execution, a note about this is made on the document (in Example 1, in the lower right corner on 10/07/2009, a note was made about the conclusion of the agreement and the placement of the document in file No. 08-24).

Setting the task for performers

Who formulates the order? This is done by managers at all levels. It’s just that usually control is placed on the execution of instructions from the first person or the entire top management of the organization, and the preschool educational institution service deals with this. And the instructions of lower-ranking managers - heads of departments, as a rule, are handled by employees of the same departments, responsible for office work in them.

It would seem that the text of the resolution or administrative document should already clearly and unambiguously formulate:

● the order itself,

● deadline,

● specific performer.

If at least one of these conditions is not met (which happens), a separate employee is needed who can clearly reformulate the requirements of managers, and, if necessary, break them down into smaller ones, but with clearly defined performers.

When formulating instructions, it is advisable to adhere to the following simple rules: the wording should be brief, succinct, maximally eliminating ambiguity of interpretation, and have a clearly defined and measurable result. All this will allow you not to waste time on additional clarifications of the order. On the other hand, this gives the executor a goal, and the author of the assignment the confidence that the result from the executor’s actions will be expected.

Here are examples of vague formulations and the corresponding correct text structures:

When an organization establishes control over the execution of instructions, fairly soon the documents begin to change: instead of general requirements, short and complete instructions appear with a specific executor, deadline and expected result. This significantly increases the efficiency of company management, which is almost immediately noted by both its management and owners.

Order execution deadline

The deadlines for the execution of orders in an organization are usually set by the author-manager who created the order. In some cases, the deadline for the execution of orders may be established by a local act of the organization or an external regulatory document.

Let us quote here the Model Regulations for the Interaction of Federal Executive Bodies:

Document fragment

Model regulations for interaction between federal executive authorities, approved. Decree of the Government of the Russian Federation dated January 19, 2005 No. 30, as amended on February 21, 2008 The order is subject to execution within the time period specified therein. If a period of time is set as the execution deadline, its beginning is considered to be the date of signing the order. An order containing the instruction “urgent” is subject to execution within 3 days. The instruction “promptly” provides for a 10-day period for execution of the order. If the execution period is not specified in the order, it is subject to execution within 1 month from the date of its signing (until the corresponding date of the next month, and if there is no such date in the next month, then until the last day of the month). If the last day of the order execution period falls on a non-working day, it is subject to execution on the previous working day.

In order to improve the organization's management system, it makes sense for orders that are put under control to unify the deadlines for execution - to bring them to a single basis established in the organization. Initially, such a decision must be documented in a local act, for example, in the Office Management Instructions. Changing the deadline should also be possible only in cases documented in the organization’s local acts. And of course, the introduced system for calculating deadlines should correspond to common sense. After all, it is difficult to find a more demotivating factor for the performer than an impossible task.

We will give examples of several wordings of instructions and explain which date for each of them will be considered the last date for the timely execution of the instruction. This is very important because... There is often confusion on this issue.

A fairly common situation is when one manager entrusts the completion of a task to another manager at a lower level, and he, at his own discretion, lowers the assignment to another “floor below”. Thus, the order passes through the hands of several managers before reaching the final executor. True, going down this ladder, the assignment can “branch” into several “subtasks” performed by different people at different times. This system is called creating a “nested order”.

When formulating For “nested” orders, it is important to provide a temporary reserve. In relation to the “parental” order, it must be at least 1 to 3 working days. It is advisable to avoid too much “nesting” of instructions, excluding from the chain those managers who are only “passing the baton further.” If there is a executor who is responsible for the execution of the entire order as a whole, he is called a “responsible executor”.

As an example, when the deadline for executing an order is regulated by an external regulatory document, let us cite Federal Law No. 59-FZ “On the procedure for considering appeals from citizens in the Russian Federation.” According to this document, the maximum period for consideration of a written application from a citizen of the Russian Federation is 30 days, and it begins to be considered from the moment of registration of such a document (the Law allocates 3 days for this procedure from the moment the application is received).

If a citizen, for example, requires assistance from a local government body in exercising his rights, then the time period required for this often greatly exceeds 1 month. In such a situation, the applicant is sent a written response within a month, which does not resolve his issue on the merits, but clearly describes the procedure for further assistance from the body. In the authority itself, the order formed on the basis of consideration of such a complaint must be put under working control with regular submission of a report on the development of the situation to the manager - the author of the order.

It often happens that citizens address their appeals incorrectly. And then the addressee does not consider them, but forwards them to the body or official whose competence the issue falls within. The Law allocates 7 days for this from the date of registration of the application. In this case, the citizen is notified of such redirection. And, by the way, the Law clearly prohibits sending complaints for consideration to the body or official whose decision or action (inaction) is being appealed.

Procedure for monitoring the execution of orders

Now, having basic information on preparing instructions, it is necessary to consider in detail the procedure for monitoring the execution of instructions.

Note that at a specific enterprise work to control the execution of orders can be carried out:

● manually using a file of registration and control cards (RCC);

● in an electronic document management system, where the composition of the information recorded in “electronic cards” remains the same, but many operations to notify performers and generate reports on performance discipline are carried out automatically;

● there is also an intermediate option, when the capabilities of MS Excel are used to facilitate work - orders put under control are described in tabular form, in which you can then filter information by executors, deadlines, etc. See.

At the “Placement for control” stage, the office employee registers the order. If it is contained on a document, then a “K” or “Control” stamp is placed on it, or the same is written with a bright pen; it is also possible to simply move the document to the folder of controlled orders.

The executor, receiving the order, must familiarize himself with it and, before the expiration of the deadline specified on the order, complete the tasks set in it. If the contractor needs to transfer work to be performed by other employees subordinate to him, then he creates orders of a lower level, as we discussed earlier.

If the contractor realizes that the deadline does not correspond to the ability to complete the specified tasks on time, he petitions the manager who issued the order to postpone the execution date. In another case, if the executor realizes that the execution of the order is beyond his competence and area of ​​responsibility, he may apply for complete or partial cancellation of the order.

If the manager decides to postpone deadlines or cancel an order, he informs the person responsible for deadline control about this. In any case, requests from the executor to reschedule or cancel the assignment must be submitted to the manager before the expiration date of the assignment's control period.

« Control over the execution of instructions on the merits» is usually carried out by an employee competent enough to assess the relevance of the achieved result of execution to the task set in the assignment. Such control can be started by a competent employee upon receipt of a performance report and can be completed either by removal from control or return for revision.

The procedure for “Removing control” of an order is carried out by an employee who has verified the execution of the order on its merits, as well as if the manager satisfies the request to remove the order completely.

As part of the stage " Control of execution on time» a dedicated employee controls the deadlines for the execution of all active, that is, currently being executed, orders at the same time (if such work in an organization is carried out manually or using MS Excel, then this is usually done by the secretary of the author of the order or employees of the preschool educational institution service). Currently, most of this work can be performed by electronic document management systems, informing performers about the deadlines for completing the execution of orders. The notification is a cross-sectional warning for all orders that have not been removed from control (see Example 4).

The workload on an individual performer is constantly increasing and, as a result, the performance discipline of workers begins to fall due to elementary forgetfulness. Periodic informing of employees, for example, weekly, allows you to clearly understand the scope of tasks to be carried out and navigate the deadlines for reporting.

Information sheet can be either brief (see), or more complete, with the composition of information presented in the table from. By the way, if in such a MS Excel table we filter orders for a specific executor with an empty execution mark, then by printing the result we will get another version of the information sheet for the executor.

If such sheets are generated by the EDMS, then it is convenient to include in the tabular form a column with the number of days remaining until the end of the execution period. Ranking orders by expiration date is also very convenient - this allows the contractor to quickly navigate and manage his own working time more effectively.

Reporting on performance discipline

Some organizations practice interim reporting of performers. If it is necessary to regularly monitor the progress of execution of particularly important orders, their authors add to the text of the order information about the need for periodic, for example, weekly reporting, which must be provided throughout the entire execution period. An interim performance report is usually prepared in any written form or in the form of a memorandum. The preparation of such reports can be carried out by:

● the performer himself

● secretary subordinate to him,

● an employee responsible for performance discipline in the company.

To monitor the level of performance discipline in an organization periodically or at the request of management, several types of reports are prepared that may relate to performance discipline:

● a separate executive officer;

● specific division

● the organization as a whole;

● instructions issued by a certain manager, etc.

Information is summarized in the form of a statistical summary for management about orders delivered, executed, and transferred to another reporting period. To enable more effective management of performance discipline, different reporting models are used. Options for reporting forms are presented in and in the opinion of E. Kameneva.

Since such reports are prepared both for the organization as a whole and for its divisions in particular, only those officials to whom the manager directly gives instructions are included in the executors section. For example, for the general director these will be his deputies and heads of areas of activity, while for the head of a department these will be the heads of departments and, possibly, sectors.

Even if the organization does not have full automation of document flow through EDMS, such a document is quite convenient to draw up and maintain in a spreadsheet system Microsoft Excel or OpenOffice.org Calc. These systems have a largely similar interface and functionality; they can assist in automating accounting and reporting in a small and medium-sized company. The main thing is to clearly know what exactly you need to get as a result.

Opinion

We examined the issues of placing and removing orders from control, as well as the methodology for executing orders and reporting on monitoring their execution. The models of directive management proposed in the article will help make the management of the organization clearer and more transparent.

The first, most obvious, objection on which I should explain to my reader is: why run a project in Excel if there are specialized programs for this, including free ones. Yes, you can choose a good project management application for yourself, however, the problem is that your colleagues with whom you would certainly like to share statuses or work on projects together do not have these applications. Advice and calls to install a similar application, as a rule, do not work, and you probably have something to do without it.

It often happens in a corporate environment that a company is ready to buy MS Project only for some employees, which generally makes no sense. Constantly uploading reports from MS Project to HTML or Excel and sending them by mail to all interested parties is quite a tedious task. To my memory, no one has done this, although we (the IT department) offered it as an option. Microsoft does not release a free MS Project file viewer. Third companies, as far as I know, do the same (but there are paid ones).

Now, if only the project could be carried out in MS Office, which is available almost everywhere... Excel is best suited for this task.

Another project template for Excel?

This is not to say that there is little such goodness on the Internet. Enough. However, my template is quite convenient, functional and I do not ask for money for it. As far as I was able to get acquainted with proposals on this topic, they are mainly divided into the following classes:

Something free, but extremely simple and wretched.

Something bureaucratic and indigestible, like “A set of project document templates consisting of 55 files.”

Something really convenient, but at a cost.

Real life presents us with the other extreme: most small and medium-sized projects are carried out without any documentation at all, which does not give these projects any chance of being implemented.

My template is for those who want to avoid extremes, maintain control over the project and avoid unnecessary expenses.

Possibilities

Planning the timing and stages of the project

Two-level structure of project stages

Deadlines for plan and actual

Possibility of overlapping adjacent plan points

Accounting for completion of a plan item as a percentage

Accounting for cash costs by stage (plan/actual)

Assessment of the required and achieved quality of work

Ability to mark project milestones

Ability to associate a specific stage with a risk or issue

Serious automation when planning deadlines.

Gantt chart

Time scaling

Ability to view either the planned schedule or the actual one

Color highlighting of weekends and holidays

Resource accounting

Planning the required amount of resources

Accounting for the available amount of resources

Comparison of plan and fact

Project status (board)

Traffic light indicators: schedule, budget, quality, resources, risks, problems

Summing indicator

Quantitative and analytical indicators

Basic information

Main stages

List of problems

List of risks

Overall the board looks quite aesthetically pleasing

Maintaining directories

Project risks

Project problems

1. Settings

Push

I liked how my Gantt chart turned out. I have never seen such scaling from anyone else. It is a wonderful example of the interaction between formulas and conditional formatting.

The template is quite complex and may obviously contain errors. Please report any errors you notice, and I will fix them as quickly as possible. In general, the development of this project depends on the number of active users. I hope you will benefit from this tool.