THE JOURNAL

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ISSN 1563-0358; еISSN 2617-7161 Индекс 75881; 25881

ӘЛ-ФАРАБИ атындағы ҚАЗАҚ ҰЛТТЫҚ УНИВЕРСИТЕТІ

ҚазҰУ ХАБАРШЫСЫ

Экономика сериясы

КАЗАХСКИЙ НАЦИОНАЛЬНЫЙ УНИВЕРСИТЕТ имени АЛЬ-ФАРАБИ

ВЕСТНИК КазНУ

Серия экономическая

AL-FARABI KAZAKH NATIONAL UNIVERSITY

THE JOURNAL

of Economic Research & Business Administration

№1 (127)

Алматы

«Қазақ университеті»

2019

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ХАБАРШЫ

ISSN 1563-0358; еISSN 2617-7161 Индекс 75881; 25881

ЭКОНОМИКА СЕРИЯСЫ №1 (127) наурыз

25.11.1999 ж. Қазақстан Республикасының Мәдениет, ақпарат және қоғамдық келісім министрлігінде тіркелген Куәлік №956-Ж.

Журнал жылына 4 рет жарыққа шығады

ИБ № 12725

Пішімі 60х84 ¹/₈. Көлемі 29 б.т. Офсетті қағаз. Сандық басылыс.

Тапсырыс № 1898. Таралымы 500 дана. Бағасы келісімді.

Әл-Фараби атындағы Қазақ ұлттық университетінің

«Қазақ университеті» баспа үйі.

050040, Алматы қаласы, әл-Фараби даңғылы, 71.

«Қазақ университеті» баспа үйінің баспаханасында басылды.

Сагиева Р.К., э.ғ.д., профессор – ғылыми редактор (Қазақстан)

Тургинбаева А.Н., э.ғ.д., профессор – ғылыми редактордың орынбасары (Қазақстан)

Мухамедиев Б.М., э.ғ.д., профессор (Қазақстан) Джумамбаев С.К., э.ғ.к., доцент (Қазақстан) Жидебекқызы А., PhD (Қазақстан) Зиядин С.Т., э.ғ.д., профессор (Қазақстан)

Хитахунов А.А., PhD (Қазақстан) Челетти Д., PhD (Италия)

Толуев Ю., т.ғ.д., профессор (Латвия, Германия) Трифилова А., PhD (Ұлыбритания)

Яковлева Т., PhD (Норвегия) Билан Ю., PhD (Чехия) ТЕХНИКАЛЫҚ ХАТШЫ

Ғалымқызы Г., оқытушы (Қазақстан) ЖАУАПТЫ ХАТШЫ

Темербулатова Ж.С., оқытушы (Қазақстан) E-mail: [email protected]

Журналдың негізгі тақырыптары – экономика, халықаралық қатынастар, қоғамның дамуының қаржылық, экономикалық, әлеуметтік-экономикалық және іскерлік аспектілері.

Ғылыми басылымдар бөлімінің басшысы Гульмира Шаккозова

Телефон: +7 747 125 6790

E-mail: [email protected] Редакторлары:

Гульмира Бекбердиева Ағила Хасанқызы Компьютерде беттеген Айгүл Алдашева

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1-бөлім

ИННОВАЦИЯЛЫҚ ДАМУ ЖӘНЕ ЖОБАЛАРДЫ БАСҚАРУ

Section 1 INNOVATIVE DEVELOPMENT AND PROJECT MANAGEMENT

Раздел 1

ИННОВАЦИОННОЕ РАЗВИТИЕ

И ПРОЕКТНЫЙ МЕНЕДЖМЕНТ

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IRSTI 82.15.09

Dalcher D.¹, Tsekhovoy A.², Akzambekkyzy A.³

1PhD Doctor, Lancaster University, United Kingdom, Lancaster, e-mail: [email protected]

2Professor-Doctor, e-mail: [email protected]

3Doctoral student, e-mail: [email protected]

2, 3al-Farabi Kazakh National University, Almaty, Kazakhstan

PROJECT MANAGEMENT SYSTEM:

ENVIRONMENTAL FACTORS AND ASSETS OF DEVELOPMENT PROCESSES

In this study the information was given about environmental factors and assets of development processes for creating a project management system in accordance with the state system of technical regulation. Operational activities that cover 80% of the activities of all organizations are standardized in accordance with ISO 9000, ISO 9001, ISO 14001, ISO 50001, ISO 31000, ISO 27001, etc. The remaining 20% – - project activity in Kazakhstan is not systematized. The purpose of this study is to identify the readiness of the market in Kazakhstan to create a project management system. In-depth study of the market using the methods of trend analysis and expert assessment of the situation in Kazakhstan was able to get results on eight major environmental factors and assets of the development processes of the project management system in Kazakhstan. As a result of the research, it was revealed that all the basis for the creation of this system is ready. The project management system in Kazakhstan can be part of the overall enterprise management system, which should ensure the effective achievement of the objectives of the projects, programs and portfolios of the organization to ensure effective organizational development of enterprises.

Key words: project management system, standardization, environmental factors, assets of develop- ment processes.

Далкер Д.¹, Цеховой A.², Акзамбекқызы A.³

1PhD доктор, Ланкастер Университеті, Ұлыбритания, Ланкастер қ., e-mail: [email protected]

2доктор-профессор, e-mail: [email protected]

3докторант, e-mail: [email protected]

2,3 әл-Фараби атындағы Қазақ ұлттық университеті, Қазақстан, Алматы қ.

Жобалау менеджментінің жүйесі:

орта факторлары мен даму үрдістерінің активі

Бұл зерттеу жұмысындa мемлекеттік техникалық реттеу жүйесіне сәйкес жобалау менеджменті жүйесін құруға қажетті орта факторлары мен даму үрдістерінің активтері туралы мәліметтер көрсетілген. Барлық ұйымдардың 80 % қызметін құраушы операционды қызмет ISO 9000, ISO 9001, ISO 14001, ISO 50001, ISO 31000, ISO 27001 және т.б. стандарттар бойынша реттеліп, жүйеленген. Ал қалған 20 %-дық жобалау қызметі Қазақстан ұйымдарында мемлекеттік техникалық реттеу жүйесіне сәйкес стандартпен жүйеленбеген. Аталған зерттеудің басты мақсаты Қазақстан нарығының жобалау менеджменті жүйесін құруға дайындығын анықтап, дайындық деңгейін көрсету. Қазақстанның жобалау менеджментіне қатысты нарығын тенденциялық талдау және экспертті бағалау әдістерінің көмегімен зерттеу арқылы негіз құрушы сегіз түрлі орта факторлары мен даму үрдістерінің активтері жайлы нәтижелер алуға мүмкіндік болды. Зерттеу нәтижесінде Қазақстан Республикасында жобалау менеджменті жүйесін құруға қажетті барлық негізгі факторлар бар екендігі анықталып, олардың нақты сипаттамасы берілді. Қазақстанда

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Dalcher D. et al.

жобалау менеджменті жүйесі ұйымды басқарудың жалпы жүйесімен интеграцияланып, ұйым жобаларының, бағдарламаларының және портфелінің мақсаттарына тиімді жетуге көмек беріп, ұйымдардың жүйелі дамуына негіз болады.

Түйін сөздер: жобалау менеджменті жүйесі, стандартизациялау, орта факторлары, даму үрдістерінің активтері.

Далкер Д.¹, Цеховой A.², Акзамбеккызы A.³

1PhD доктор, Университет Ланкастер, Великобритания, г. Ланкастер, e-mail: [email protected]

2доктор-профессор, e-mail: [email protected]

3докторант, e-mail: [email protected]

2,3 Казахский национальный университет имени аль-Фараби, Казахстан, г. Алматы Система проектного менеджмента:

факторы среды и активы процессов развития

В данном исследовании представлены сведения о факторах среды и активах процессов развития для создания системы проектного менеджмента в соответствии с государственной системой технического регулирования. Операционная деятельность, которая охватывает 80 % деятельности всех организаций, стандартизирована согласно стандартам ISO 9000, ISO 9001, ISO 14001, ISO 50001, ISO 31000, ISO 27001 и др. Оставшаяся 20 %-ная проектная деятельность организаций в Казахстане не систематизирована. Целью данного исследования является выявление готовности рынка Казахстана для создания системы проектного менеджмента.

Глубокое изучение рынка проводилось с помощью методов анализа тенденций и экспертной оценки ситуации в Казахстане, удалось получить результаты по восьми основным факторам среды и активам процессов развития системы проектного менеджмента в Казахстане. В результате исследования было выявлено, что все основополагающие факторы для создания данной системы готовы. Система проектного менеджмента в Казахстане может быть интегрированной частью общей системы управления развитием предприятия, которая должна обеспечить эффективное достижение целей проектов, программ и портфелей организации для обеспечения эффективного организационного развития предприятий.

Ключевые слова: система проектного менеджмента, стандартизация, факторы среды, активы процессов развития.

Introduction

Project management is currently entrenched as a phenomenon. It received absolute recognition as a technology that, unlike process, functional management, allows achieving goals in the face of constraints and a high degree of uncertainty by a detailed plan, minimizing risks and deviations from the plan, and effective change management.

A key factor in the success of project management is ensuring transparent project implementation, and this indicates a significant anti-corruption potential of the technology (Charbonneau Commission, 2014:3).

According to a research of professional association in the sphere of project management in Kazakhstan, in a business environment there are requests for certification of the companies on a control system of projects how the organizations are certified on a quality management system (UPMRK, 2018). Passing of such certification by the organization is the evidence of introduction of the standard of project management by it in the

activity that answers a modern trend of development of design management in the world (Padalkar and Gopinath, 2016: 1308)

Fast rates of development of project management in the country demand also systematization, in compliance and with other systems of management, and there is no such system in the Republic of Kazakhstan. The system of project management in Kazakhstan can be a part of the general enterprise management system, which has to provide effective achievement of the goals of projects, programs and portfolios of the organization for ensuring effective organizational development of the enterprises.

In organizations, according to the standard distribution, there are two types of activity:

operating (80%) and project (20%) (PMBOK^® Guide, 2018:10). Operational activity, which covers 80% of the activities of all organizations, is standardized according to ISO 9000, ISO 9001, ISO 14001, ISO 50001, ISO 31000, ISO 27001, etc. The system of certification of companies in the areas of standardization established in our state is also built for them. The remaining 20% is a project activity

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Project management system: environmental factors and assets of development processes

that ensures rapid growth for companies that are not systematized, and it requires in-depth research.

The operational and project activities of the organization, respectively, both the quality management system and the project management system should work in integration with each other, only then the organizational development of the company and the improvement of the quality of their services and goods will be ensured.

Literature Review

Project management gives tangible results in all areas of application, including reducing corruption risks in the management of government programs and projects. This explains its international popularity as an innovative management technology. Project- oriented management technology has provided advanced countries with dynamic development and higher competitiveness. Today this culture of management is recognized as a kind of professional bridge in the business cooperation of countries from different continents and in the civilization business.

Environmental factors and assets of development processes are the basis for the creation of a project, program and portfolio that give rise to the creation of a new product, result or service (Mairaj and Ahsan, 2015: 5296).

To create a project management system, it is necessary to study what environmental factors and assets of development processes are there to create this system.

The main question of the research is whether there are factors and assets of processes for creating this project management system, which will be similar to the quality management system. The project management system is a state technical regulation of project activities in the Republic of Kazakhstan. That is, it be aimed at improving the efficiency of the project activities of organizations.

Estimated project management system identical to the ISO 9001 quality management system is expected to increase the efficiency of project activities of companies in the Republic of Kazakhstan.

Project management based on the elements of detailed planning, team building, time management, risk management, change management, significantly increases the efficiency of implementation of government programs and projects (Lisa and Beth, 2002:21)

Educational programs in project management have grown rapidly during the last three decades to support the need for competence (Atkinson 2006;

Umpleby and Anbari, 2004: 185). The number of academic project management programs leading to degrees in project management increased greatly from 1990 onwards. This growth is evident in the US, Europe, Australia, Japan and other parts of the world (Turner and Anbari, 2013: 4).

The role of project management in the formation of national innovation systems is great.

World practice shows that the creation of national innovation systems of leading economies of the world has always been preceded by the adoption of national project management standards (Yamei, 2013:533).

Materials and methods

The main stages of the study: determining considerations for system startup; determination of environmental factors; identification of developmental assets.

Applied methods of expert evaluation, benchmarking and trend analysis.

System can be authorized as a result of the following strategic considerations: market demand;

strategic opportunity/business need; social need;

environmental consideration; customer request;

legal requirement (PMBOK^® Guide, 2018:10).

The factors that may influence the creation of this system are as follows:

– increased demand for specialists in project management in the market, which can be determined using wage statistics;

– professional associations for project management in the country;

– academic training of graduates;

– government employees trained in project management;

– functioning project offices in large structures of fields of activity;

– national project management standards;

– certified project management specialists;

– various activities to promote the culture of project management in the country.

When considering environmental factors, it is necessary to study the experience of foreign countries. According to world experts, more than 24.4 million professionals worldwide are involved in project-oriented activities to implement changes in various areas of creating new products and services.

In many countries of the world where project management is applied, wage statistics of project managers is maintained, as this determines the market demand for owners of this profession (LaPrad, 2019: 12).

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The countries where project management professionals report the highest median salaries are Switzerland (US$130,996), the United States (US$112,000), and Australia (US$108,593), whereas the country with the lowest median salary is Egypt (US$10,159) (Salary Survey 10th Edition, 2018: 11).

About $10 trillion a year of global funds is spent on project management. Practice shows that the use of standard project technologies in large projects gives an economic effect of 15-20%.

Therefore, by the end of 2020, about 30% of the world budget or $ 45 trillion will be allocated to programs and projects (Wedekind and Philbin, Patrick, 2018: 44).

Due to its advantages, project management is widely used in business, government and society, both in the framework of the activities of a single company or organization, and in all areas of the economy.

The task of entering Kazakhstan among the 30 competitive countries of the world against the background of the current time challenges actualizes the need to accelerate the pace of institutionalization of project management in the country and the implementation of this progressive tool in all spheres of state activity.

In Kazakhstan, there are a number of factors that influence the creation of a project management system. One of the important factors is the presence of professional associations in the country.

In 2003, the Kazakhstan Project Management Association and the Union of Project Managers of the Republic of Kazakhstan were created. Both organizations see their main task in the development of project management practices in Kazakhstan.

Professional associations initiated the opening in Kazakhstan of academic training in the specialty

«project management» in the magistracy and doctoral studies. Today, such training is conducted in five universities of Kazakhstan. To date, about 250 masters and 7 PhD doctors in this specialty have been trained.

This allowed in the second decade of the 21st century bringing the significance of project management to the state level. The Kazakhstan portfolio of support for innovation and entrepreneurship development included tools and measures that encourage businesses to use this technology. They have been present since 2012 in the state program «Productivity 2020» and from 2015 – in the Unified program of support and development of business «Business Road Map 2020» (Business Road Map, 2020: 2).

In 2011, the Kazakhstan Institute for the Development of Industry has been operating the Project Office for the Management of State Projects Included in the Map industrialization of the country.

In 2012, in Satbayev University created the International Center for Project Management, which coordinates the development of training programs for the training of economic and technical specialists, ensuring that these programs comply with the requirements of the Project Management Institute – Project Management Institute, USA.

Since 2013, a project management department has been functioning in the Kazakhstan Center for Public-Private Partnership, whose task is analytical research in this area.

Kazakhstan is gaining momentum in the tendency to learn the design practices of civil servants. For this purpose, the Project Management Center of the Academy of Public Administration under the President of the Republic of Kazakhstan was established, which is aimed at developing appropriate training programs and introducing them into the training practice. This is a very large and large-scale work that the Academy began with the support of the project of the European Council, the Regional hub in the sphere of civil service, the World Bank, the Tony Blair Associates group.

The academy began to train civil servants in project management in November 2014, systematically addressing this issue. First, a group of specialists from the Project Management Center was trained. 7 training seminars, including 4 – with the participation of international experts, as well as special advanced training courses for teachers (Training of Trainers) in one of the leading centers in the UK. At the expense of the funds and with the support of the European Union project, 7 members of the Center successfully passed the international certification exam according to the British standard PRINCE-2 (APA, 2014: 12).

To date, the Project Management Center has entered into Memorandums of Cooperation with the Project Management Association

«SOVNET» (Russia), Kazakhstan Center for PPP JSC; established contacts on cooperation in the implementation of project management principles in the public administration system with the World Bank; Tony Blair Associates (TBA), EU Project

«Regional Development of Kazakhstan», the Union of Project Managers of the Republic of Kazakhstan, etc.In November 2014, at the initiative and with the direct participation of SPM RK, was developed the national standard ST RK ISO 21500-2014 –

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Guidelines for project management, which came into force on January 1, 2016. The Committee for Technical Regulation and Metrology of the Ministry of Investment and Development of the Republic of Kazakhstan intends to continue to work on expanding the range of standards for the project management series (KazInSC, 2015:16).

State development institutions contribute to the development of project management in Kazakhstan. In 2013 and 2014, the Kazakhstan Institute of Standardization and Certification of the Committee for Technical Regulation and Metrology organized a series of regional seminars on the theme

«Implementation of quality management systems in domestic enterprises» in eight cities.

In May 2014, at the request of «Damu»

Entrepreneurship Development Fund, UPM RK developed a training manual «Project Management as a Tool for Company Development» for existing entrepreneurs. Within the framework of the project «Business Advisor-2» of the state program

«Business Road Map 2020» under this manual, the Fund organized in July-December 2014 in all regions of the country training in project management of 3 thousand small and medium-sized entrepreneur, consolidating efforts for this purpose leading training structures (Business Advisor-2, 2015: 15)

Results and discussion

Quite actively, project management is being implemented in large national, foreign and

international companies operating in our country.

Project management objectives are linked to the current processes of companies, organizational structures, and their development strategies. An increasing number of companies are becoming project-oriented, are engaged in the professional development of their specialists, implement corporate systems and open project management offices.

The management of projects requires a special type of organization to administer project resources in an effective manner and maintain clear accountability for the progress of the project (Holstein and McLeod, 2013: 12).

In accordance with the growing demand, the network of organizations conducting short-term training of specialists at seminars is expanding.

Table 1 presents in particular, that only SPM RK has trained more than 8 thousand people in project management. Taking into account the contribution to the educational process of other similar structures, this figure reaches 15 thousand.

As seen in Table 1, project management experts are in different areas of Kazakhstan’s activities.

The greatest number of specialists is in national companies and the mining and metallurgical sector. Trend analysis shows an annual increase in specialists, up to 20% annually.

As a result, these specialists, according to the development model of the members of the Tuckman Ladder project team, have been formed, are now improving their skills and asserting them through certification.

Table 1 – The trained experts in different structures of fields of activity of Kazakhstan

Fields of activity 2003-2010 2011-2015 2016 2017 2018 Total

1. Government structures 571 779 379 477 604 2810

1.2 Office of the Prime Minister, Government of the Republic of Kazakhstan, Ministries, Agencies,

committees and akimats 231 92 8 35 2 368

1.3 Senate and Mazhilis of the Parliament of the

Republic of Kazakhstan 0 2 2

1.4 Development institutes and national companies 300 665 347 440 602 2354

1.5 Others in this sector 40 20 24 2 86

2. Civil Society Institutions 29 62 1 93 105 290

2.1 Professional associations 18 31 1 93 105 248

2.2 Political parties 11 31 42

3. International organizations, funds, embassies 19 39 1 59

3.1 International organizations, funds, embassies 19 32 1 1 59

4. Structures by branches of the economy 864 1985 353 645 1444 5291

4.1 Agrarian sector 10 56 5 11 10 92

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Fields of activity 2003-2010 2011-2015 2016 2017 2018 Total

4.2 Mineral Resources Sector 16 74 1 10 15 116

4.2.1 Mining and Metallurgical Complex 70 282 29 187 305 873

4.2.2 Oil and gas complex 35 91 6 24 42 198

4.2.3 Others in this sector 15 20 15 17 11 78

4.3 Industrial Sector 0 1 21 10 13 32

4.3.1 Petrochemical and oil and gas industry 14 61 59 25 152 301

4.3.2 Engineering 0 18 0 2 8 28

4.3.3 Light industry 15 23 6 1 11 56

4.3.5 Others in this sector 2 20 1 18 1 42

4.4 Energy sector 9 44 7 7 121 188

4.5 Transport, communications 122 223 61 133 143 682

4.6 Construction sector 94 189 18 97 195 593

4.7 IT- sector 179 407 37 16 42 681

4.8 Credit and financial sector 156 211 45 48 109 611

4.9 Service sector 33 9 26 9 103 179

4.9.1 Training and Consulting Companies 72 85 16 21 19 213

4.9.4 Others 44 170 0 8 1 277

4.3.4 Food industry 2 1 1 101 103

5. Social sphere 90 276 136 26 9 537

5.1 Education, science and culture 90 275 136 21 6 528

5.2 Health care 0 5 3 1

6. Mass media 1 6 10 13 30

6.1 Print mass-media 1 6 10 10 27

6.2 Electronic media 3 3

TOTAL 1574 3082 876 1251 2175 8958

Note – compiled by authors on the basis of the source UPMRK, 2018

Continuation of table 1

According to the data as of January 10, 2019, there are 174 Project Management Professional Certificate credential holders in Kazakhstan. Table 2 shows the growth trend of PMP specialists for 2012 to 2018. According to the analysis of the annual growth of specialists on average by 12%.

In accordance with the national standard for certification of project managers in Kazakhstan, the NCB defined in 2007, built based on the international standard ICB of the international project management association IPMA in Kazakhstan, has more than 3,000 certified at various levels (A, B, C, D) project management specialists (KPMA, 2018:13).

Institutionalization of project management in Kazakhstan is also facilitated by specialized events organized by the structures of the project community.

Since 2002, several international project management symposia have been held in the republic. In 2009 and

2012, two International Forums «Project Management in Central Asia» took place, the initiator and organizer of which was the Union of Project Managers of the Republic of Kazakhstan.

In April 2015, the Academy of Public Administration under the President of the Republic of Kazakhstan organized a Round Table on the theme «Implementation of the principles of project management in the state bodies of the Republic of Kazakhstan based on international standards»

inviting representatives of state structures.

The Academy of Public Administration, together with the Kazakhstani PPP Center and the Union of Project Managers of the Republic of Kazakhstan, on November 27, 2015, held the I International Congress of Project Managers on the theme:

«Development of Project Management: Practice and Prospects».

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In the framework of the Congress were discussed topical issues of development and implementation of project management principles in the activities of the state, quasi-state and business sectors of the Republic of Kazakhstan, international experience in using project management tools. But in general, the development of project management in Kazakhstan is haphazard.

According to the reports of the Accounts Committee on the execution of the republican budget, there is a lack of interconnection between strategic and budget planning; in the management

of government programs and projects, the relevant standards are not applied. As a result, government programs and projects much more often than private sector projects do not achieve the planned results in the proper amount (Mark et al., 2006:

639).

On the initiative and with the active participation of professional association, standard «National standard ST RK ISO 21500-2014 – Guidelines on project management» was harmonized in Kazakhstan in 2014. Table 3 shows the analysis of existing and planned standards in Kazakhstan.

Figure 1 – Growth of number of РMР certified specialists in Kazakhstan Note – compiled by the authors on the basis of the source UPMRK, 2018

Table 2 – Сurrent and planned standards in Kazakhstan

Standards Status Date of adoption Date of entry

ST RK ISO 21500-2014 – Guidelines on project management Published 7 November

2014 1 January

2016 ST RK 2831-2016 – Project Management. Project

Management Requirements Published 18 November

2016 1 January

2018 ST RK ISO 21504-2016 –

Project Management. Project, program and portfolio

management. Guidelines on Portfolio Management Published 18 November

2016 1 January

2018 ST RK ISO 21505 – Project, programme and portfolio

management -Guidance on governance Published 1 November

2018 1 January

2020 ST RK ISO 21503 – Project, programme and portfolio

management – Guidance on programme management Published 1 November

2018 1 January

2020 ST RK ISO 21508 – Earned value management in project

and programme management Included in the state plan

standardization for 2019 2019 2021 ST RK ISO 21511 – Work breakdown structures for project

and programme management Included in the state plan

standardization for 2019 2019 2021 ISO/AWI 21500 (second version)

Project, Programme and Portfolio Management – Context and Concepts

International Standard

under publication 2020 2022

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Dalcher D. et al.

Standards Status Date of adoption Date of entry

ISO/AWI 21502 Project, Programme and Portfolio

Management – Guidance on Project Management International Standard

ISO/PRF TR 21506 Vocabulary for Project, Programme and

Portfolio Management International Standard

Note – compiled by authors on the basis of the source KazInSC, 2015

Continuation of table 1

The range of existing national standards can positively influence the development of the project management system in the country. In addition, the state system of technical regulation of project activities will be based on the standard ST RK 2831- 2016 – Project Management. Project Management Requirements.

Eight types of factors and assets of processes exist in Kazakhstan, which can provide a basis for creating a project management system in accordance with the system of state technical regulation of project activities in the Republic of Kazakhstan. There are as follows: increased demand for specialists in project management in the market; professional associations for project management in the country; academic training of graduates; government employees trained in project management; functioning project offices in large structures of fields of activity;

national project management standards; certified project management specialists; various activities to promote the culture of project management in the country.

Conclusion

The main factors that may affect the creation of project management system were reviewed and identified. All based eight factors and assets of development processes in Kazakhstan exist and show a tendency to further growth and development. The project management system in Kazakhstan can be part of the overall enterprise management system, which should ensure the effective achievement of the objectives of the projects, programs and portfolios of the organization to ensure effective organizational development of enterprises. Creating a project management system identical to the ISO 9001 quality management system is expected to increase the efficiency of the project activities of RK companies.

According to the results of the study, can be conclude that Kazakhstan has all the prerequisites for creating a project management system that will undoubtedly give impetus to the rapid growth of organizations and the improvement of the quality of their goods and services.

References

Annual report (2018) The Union of project managers, PMI R.E.P 2458. Almaty, p. 26.

Annual report (2014) Academy of Public Administration under the President of the Republic of Kazakhstan. Astana, p. 30.

Annual report (2015) Kazakhstan Institute of Standardization And Certification. Astana, p. 30.

Annual report (2018) Kazakhstan Project Management Association. Almaty, p. 12.

Atkinson R. (2006) Guest editorial: Excellence in teaching and learning for project management. International Journal of Project Management, vol. 24, pp. 185-186.

Business road map-2020 (2008) Available at: https://www.damu.kz/en/dorozhnaya-karta-biznesa-2020 (accessed 10.01.2019) Business Advisor-2 (2015) Available at: https://damu.kz/dorozhnaya-karta-biznesa-2020/proekt-biznes-covetnik.php (accessed 10.01.2019)

Charbonneau Commission (2014) Golden rules of project management in the fight against corruption. Montreal, PMI-Montreal Chapter, p 3.

LaPrad L. (2019) How Much Do Project Managers Make? TeamGantt, vol. 5/2, p. 12.

Mairaj A., Ahsan A. (2015) External enterprise environment factors negatively influencing software project management. The Science International (Lahore), vol. 28/6, pp. 5295-5299.

Padalkar M., Gopinath S. (2016) Six decades of project management research: Thematic trends and future opportunities. Inter- national Journal of Project Management, vol. 34/7, pp. 1305-1321.

Project Management Institute (2018) A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute, p. 18.

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Pyne L.S., Rigby B. (2002) Implementing a project management culture in a government organization. Paper presented at Proj- ect Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute, p. 22.

Project Management Institute (PMI) (2018) Earning Power: Project Management Salary Survey 10th Edition. Salary data based on survey responses from 10,937 U.S. project management practitioners, p. 26.

Turner R., Anbari F. (2013) Perspectives on research in project management: the nine schools. Global Business Perspectives.

vol. 1/1, pp. 3-28.

Wedekind G.K., Philbin S.P. (2018) Research and Grant Management: The Role of the Project Management Office (PMO) in a European Research Consortium Context. Journal of Research Administration, vol. 49/1, pp. 43-62.

William K.H., Thomas S.M. (2013) The Management of Research and Development Activities. Britannica encyclopedia, pp.

12. Available at: https://www.britannica.com/topic/research-and-development/Introduction (accessed 4.01.2019)

Winter M., Smith C., Morris P., Cicmil S. (2006) Directions for future research in project management: The main findings of a UK government-funded research network. International Journal of Project Management, vol. 24/8, pp. 638-649.

Yamei G. (2013) Research of innovation system about project management audit. Innovation Management and Industrial Engi- neering, Xi’an, China, DOI: 10.1109/ICIII.2013.6703600, pp. 532-535.

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IRSTI 06.54.31

Zhidebekkyzy A.¹, Trifilova A.², Sansyzbayeva G.N.³

1PhD, Al-Farabi Kazakh National University, Kazakhstan, Almaty, e-mail: [email protected]

2PhD, professor, University of Exeter, United Kingdom, Exeter, e-mail: [email protected]

3d.e.s., professor, University of International Business, Kazakhstan, Almaty, e-mail: [email protected]

ORGANIZATIONAL AND ECONOMIC MECHANISMS FOR COMMERCIALIZATION OF GREEN TECHNOLOGIES

IN KAZAKHSTAN

Green technologies are essential tools to ensure sustainable development of the economy. The transition to a green economy requires changes in existing governance approaches, institutions, and markets.

In this regard, authors analyzed the current state and implementation of green technology projects in Kazakhstan. Barriers identified through extensive literature review and semi-structured expert interviews were validated through discussions with with experts and twenty-one barriers have been categorized into six dimensions. They were placed on sheet by levels of authority to solve the problem and periods for changing the situation. Understanding various barriers leads to important lessons in designing policy instruments and institutions for diffusing green technologies. Research goal is to develop organizational and economic mechanisms for commercialization of green technologies in Kazakhstan. During the study, authors used comprehensive literature review, expert interviews, analysis and synthesis methods, and integral approach to elaborate mechanisms’ framework. As a result, objects and subjects, basic principles, appropriate organizational and economic instruments, tools, four goals and eleven objectives were proposed. The proposed framework permits managers and practitioners to make decisions in the most effective way.

Key words: commercialization, green technology, organizational and economic mechanism, inno- vation management, sustainable development.

Жидебекқызы А.¹, Трифилова А.А.², Сансызбаева Г.Н.³

1PhD, әл-Фараби атындағы Қазақ ұлттық университеті, Қазақстан, Алматы қ., e-mail: [email protected]

2PhD, профессор, Эксетер университеті, Ұлыбритания, Эксетер қ., e-mail: [email protected]

3э.ғ.д., профессор, Халықаралық бизнес университеті, Қазақстан, Алматы қ., e-mail: [email protected] Қазақстанда жасыл технологияларды коммерцияландырудың

ұйымдастырушылық және экономикалық механизмдері

Жасыл технологиялар ел экономикасының тұрақты дамуының бірден-бір маңызды құралдарының бірі болып табылады. Жасыл экономикаға өту жолында қазіргі нарықтар, институттар мен басқару тәсілдерінде өзгеріс қажет. Осыған орай, мақала авторлары Қазақстандағы жасыл технологиялар саласындағы жобалардың ағымдағы жай-күйі мен орындалу барысына талдау жасады. Кешенді әдебиеттерге шолу мен жартылай құрылымдық сұқбаттар нәтижесінде анықталған жиырма бір кедергі сарапшылармен талдау барысында нақтыланып, алты санатқа топтастырылды. Олар жазықтыққа мәселені шешуге қажетті деңгей мен уақыт өлшемдеріне қарай орналастырылды. Жасыл технологияларды таратудағы кедергілерді түсіну осы саладағы саяси шешімдер мен институттар жүйесін құрудағы алғашқы қадам болып табылады.

Зерттеудің негізгі мақсаты – Қазақстандағы жасыл технологияларды коммерцияландырудың ұйымдастырушылық-экономикалық механизмдерін әзірлеу. Зерттеу барысында әдебиеттерге жан-жақты шолу, сарапшылармен сұқбат, талдау және синтез әдістері, механизмдерді әзірлеуде кешенді әдіс қолданылды. Нәтижесінде, механизмдердің объектісі мен субъектілері, негізгі қағидалары, қажетті ұйымдастырушылық және экономикалық құралдар, төрт негізгі мақсат пен

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Organizational and economic mechanisms for commercialization of green technologies in Kazakhstan

он бір міндеттер анықталды. Ұсынылған кешен менеджерлерге аталған салада тиімді шешімдер қабылдауға мүмкіндік береді.

Түйін сөздер: коммерцияландыру, жасыл технологиялар, ұйымдастырушылық және экономикалық механизмдер, инновациялық менеджмент, тұрақты даму.

Жидебеккызы А.¹, Трифилова А.А.², Сансызбаева Г.Н.³

1PhD, Казахский национальный университет имени аль-Фараби, Казахстан, г. Алматы, e-mail: [email protected]

2PhD, профессор, Университет Эксетера, Великобритания, г. Эксетер, e-mail: [email protected]

3д.э.н., профессор, Университет международного бизнеса, Казахстан, г. Алматы, e-mail: [email protected] Организационные и экономические механизмы коммерциализации

зеленых технологий в Казахстане

Зеленые технологии являются важнейшими инструментами обеспечения устойчивого развития экономики. Переход к зеленой экономике требует изменения существующих подходов в управлении, институтов и рынков. В связи с этим, авторы проанализировали текущее состояние и ход реализации проектов по зеленым технологиям в Казахстане. Барьеры, выявленные в результате комплексного обзора литературы и полуструктурированных интервью, были подтверждены в ходе обсуждений с экспертами, и двадцать один барьер был сгруппирован по шести категориям. Они были размещены на плоскости относительно уровней власти, в которых решается проблема, и сроков для изменения ситуации. Понимание различных барьеров в коммерциализации зеленых технологий является необходимым условием в разработке комплекса инструментов. Целью исследования является разработка организационно-экономических механизмов коммерциализации зеленых технологий в Казахстане. В ходе исследования авторы сделали расширенный обзор литературы, использовали методы анализа и синтеза, интервью с экспертами, а также комплексный подход к разработке механизмов. В результате были предложены объекты и предметы, основные принципы, соответствующие организационные и экономические инструменты, четыре основные цели и одиннадцать задач комплекса механизмов.

Предлагаемая структура позволяет менеджерам и практикам принимать наиболее эффективные решения в данной области.

Ключевые слова: коммерциализация, зеленые технологии, организационные и экономические механизмы, инновационный менеджмент, устойчивое развитие.

Introduction

Leading countries of the world view the

«green» development of the economy as a priority strategy and Kazakhstan does not stand aside from this process. For many years, following work in this direction was conducted in the country:

announcement of the «Environmental Protection»

year (Almaty Declaration, 1997), adoption of the Environmental Code (2007), creation of the Council for Sustainable Development (Resolution of the Government, 2004), launching of the partner program «Green Bridge» (GBPP, 2011), establishing a «Green Academy» (GA, 2013), adoption of various governmental programs to support this policy, etc.

In addition, an important role in the promotion of green technologies was played by the international specialized exhibition EXPO-2017 with the theme

«Future Energy», which was attended by about 100 countries around the world and about 10 international organizations (EXPO, 2017). Turning point in sustainable development of the country was the adoption of Concept of transition of the Republic

of Kazakhstan to the «green economy» in 2013.

It is expected to strengthen the development and implementation of green technologies and increase public awareness in our country. Observing the significant progress in creating the prerequisites for a «green economy» in Kazakhstan, one can notice that there is a need to analyze domestic scientific developments and their potential in the market of commercialization.

Despite the adoption of the Law of the Republic of Kazakhstan «On the commercialization of the results of scientific and (or) scientific and technical activities» in 2015 (CL, 2015), there are still significant barriers to the commercialization of research results even in conventional industries.

Problems like fragmented links between science and industry, weak management of commercialization of technology are applicable to all research fields;

however, as research shows, distinctive approach should be applied to R&D in green development field. In this regard, the study of commercialization management of green technologies is particularly relevant.

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Zhidebekkyzy A. et al.

Literature review

Development of proposals for the development and improvement of the commercialization system requires an integrated approach. The study of organizational and economic mechanisms is an object of scientific interest for many modern scientists conducting research both in the field of commercialization of innovations and in other spheres of the economy. At the same time, the authors in their works either do not define the organizational and economic mechanism even in cases when the title of the article is directly implied it, or offer a narrow interpretation depending about the research.

Udaltsova N.L. (2012) gives another definition.

According to her, the organizational and economic mechanism is an important part of the entire economic mechanism and can be defined as a set of organizational and economic structures and levels of governance, including legislative, financial, economic and organizational-administrative methods of impact, providing continuous development of the facility on the basis of the principles of the goal- oriented, systematic, integrated realization of the potential, adaptability, coherence of interests of interacting subjects, innovativeness.

Agaeva L.K. (2013) defines it «as an aggregate of organizational and economic forms and methods, instruments and levers of influence on the object, linked in a single mechanism that allows achieving the maximum beneficial effect and stable financial and economic activity in the immediate and further perspective».

We share the position of researchers who view the organizational-economic mechanism as a hierarchical system when private mechanisms function at lower levels, each of which performs its functions and affects the efficiency of the system as a whole, and their unification creates a new category – a complex organizational and economic mechanism (Fedorovich, 2006; Novikov, 2011).

The definition of Ilina S.A. (2016) is best suitable for this study: the organizational and economic mechanism of commercialization of innovations is a complex of interrelated and interacting elements that form a single whole, acting to effectively commercialize innovation, as well as subsystems of a lower level (private mechanisms).

In general, almost all definitions of the organizational and economic mechanism are characterized by the prevalence of the system approach. Elements of such a system are:

– objects – a managed element;

– the center is the control element that acts on the object;

– subjects – the carriers of substantive and practical activities involved in the work of the

«mechanism»;

– economic and organizational methods, levers and instruments of influence;

– algorithm for implementing the mechanism.

In this case, the subject of this type of mechanism can coincide with the center. The state bodies, various companies, and public organizations can be a center of the management mechanism (Bychkova, 2010).

Approaches to the formation of economic mechanisms as a tool of interaction and impact differ mainly in the degree of influence of the center on the process of implementing the mechanism. The application of each of them is expedient for solving various tasks, depending on the degree of necessity of participation of the center.

To apply this approach in our study, there was a need to analyze all identified barriers and identify responsible bodies for their solution.

Materials and methods

The quantitative methods of research have long won strong positions in scientific research.

These methods assume that the characteristics of the social environment constitute an objective reality that is relatively constant in time and within certain parameters. The dominant methodology of the quantitative research is to describe and explain the characteristics of the external behavior of this reality by collecting numerical data on the objects under study. Subsequently, these accumulated data are subjected to statistical analysis.

Qualitative research methods assume that individuals build social reality in the form of meanings and interpretations and that these designs, as a rule, are temporary and dependent on the situation. The dominant methodology, in this case, is to discover these meanings and explanations (interpretations) by an intensive study of situations in the natural conditions provided that the necessary data are subjected to their analytical induction (Gall et al., 2006).

Both research approaches have different contextual differences, while qualitative studies can complement quantitative studies to obtain more reliable results (Esimzhanova, 2001). In this study, both quantitative and qualitative methods of analysis are used. The quantitative method of this research work is based on statistical and microeconomic

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Organizational and economic mechanisms for commercialization of green technologies in Kazakhstan

analysis to present certain calculated values for constructing theoretical conclusions. The calculated values represent a convincing scientific proof of how events occur and by what principle they work. Carrying out of qualitative research assumes acknowledgment of results of the quantitative analysis.

In the research work, a method of peer review is used, which involves obtaining an expert opinion on the issue under investigation, drawing on the experience, knowledge, and recommendations contained in the judgments of competent specialists (Orlov, 2002). The generalized view of experts obtained because of quantitative evaluation and processing of results allows receiving an informed decision, to understand the existing laws or to plan the forecast of further directions of action. The method of expert assessments as a scientific research tool makes it possible to solve many problems, to determine the ordered order of objects (phenomena), factors, options for actions, etc. by the degree of their importance.

To solve the set research problems, the most common method is interviewing as one of the main forms of expert assessments and preferred methods for gathering the necessary information (Litvak, 1982). Various types of interviews can be used to obtain peer reviews (Bryman, 2012). The interview can be structured, unstructured or semi-structured (Kvale, 1996).

We aimed to consider the commercialization issues of green technologies in Kazakhstan as the main tool of establishing sustainable economy.

Previously, 23 interviews with experts in green technology were conducted and analyzed (Zhidebekkyzy, 2016). Conducted expert interviews have allowed revealing some factors that were noted during the preliminary literature review. As a result, we have selected the most significant factors and important barriers that affect the successful commercialization of green technologies in Kazakhstan

To validate of the identified barriers to commercialize green technologies have been carried out the experts from academia and industry.

A workshop was conducted in which experts (four from academia, two from management and two from industry) were invited for a brainstorming session to seek their opinion on how important a role the barriers play in hindering the implementation of green technologies in the Kazakhstani context.

Barriers identified through extensive literature

review and semi-structured expert interviews were validated through discussions with experts (academia and senior/middle-level engineers/managers) and twenty-one barriers have been categorized into six dimensions based upon their nature in adoption of green technologies, i.e. Financial & Economic, Infrastructure & Technical, Legislative, Personnel

& Staff, Socio-cultural, Personal. These identified barriers to commercialize green technologies are shown in Table 1.

Table 1 – The priority weighting and ranking of barriers to commercialize green technologies

Dimensions of

barriers Barriers

Financial &

Economic (FE)

High costs of necessary technologies (FE1)

Lack of funding for R&D phase (FE2) Low wages of scientists (FE3) High initial costs for own production (FE4)

Infrastructure

& Technical (IT)

Insufficient material base (IT1) Lack of national infrastructure (IT2) Poor communication (IT3)

Priority for foreign ready-made technologies (IT4)

Legislative (LE)

Lack of intellectual property protection (LE1)

Lack of incentives for industry (LE2) Drawbacks in commercialization law (LE3)

Personnel &

Staff (PS)

Lack of trained people in innovation management (PS1)

Lack of experience (PS2)

Isolation of consulting specialists from industry (PS3)

Lack of understanding among officials (PS4)

Socio-cultural (SC)

Low demand in domestic market (SC1) Low purchasing ability of population (SC2)

Lack of awareness (SC3)

Personal (PL)

Reluctance of a scientist to engage in commercial process (PL1)

Overlooking proper market research (PL2)

Faith & Beliefs (PL3)

Note – compiled by authors based on own research