Models and Management Structure for the Development and Implementation of Innovative Technologies in Railway Transportat
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E SCALE SYSTEMS CONTROL
Models and Management Structure for the Development and Implementation of Innovative Technologies in Railway Transportation. I. Mechanisms of Priority Projects Selection and Resource Allocation V. N. Burkov∗,a , A. K. Enaleev∗,b , V. I. Strogonov∗∗,c , and D. N. Fedyanin∗,d ∗
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Trapeznikov Institute of Control Sciences, Russian Academy of Sciences, Moscow, Russia Research and Design Institute for Information Technology, Signalling and Telecommunications in Railway Transportation (JSC NIIAS), Moscow, Russia e-mail: a [email protected], b [email protected], c [email protected], d [email protected] Received April 18, 2018 Revised April 18, 2018 Accepted July 31, 2018
Abstract—This paper consists of two parts. In the first part, organizational approaches to manage the development and implementation of complex projects on the creation of innovative products and technologies for energy-saving railway transport are proposed. Some methods for estimating and classifying projects by the degree of implementability and effectiveness are considered. A resource planning model and a corresponding algorithm for a set of projects are presented. Keywords: classification, maturity level of developments, saving energy, allocation of funds, control, management, organization DOI: 10.1134/S0005117920070127
1. INTRODUCTION A major problem of large production associations, such as, e.g., JSC Russian Railways (RZhD, further referred to as the organization), is to adopt innovative products and technologies in their business activities for improving their energy-saving characteristics. The solution of this problem requires significant investments of financial, material, intellectual, and labor resources. These resources have limited volumes, and the current scientific and technological achievements, as well as the expected effectiveness of innovative products and technologies, are at different levels of readiness (maturity). Due to the factors mentioned above, immediate questions are to select priority projects and determine the degree of organization’s participation in the further development of these projects as well as the degree of participation in bringing some of them to a maturity level at which pilot production and subsequent implementation are possible. For this purpose, the idea is to divide the current scientific and technological achievements into classes that characterize the level of their development (maturity and assessed prospects from implementing into serial operation). Such a classification procedure (the division into three layers of projects) was proposed when analyzing the interconnection of complex projects in [4]. Four classes of developments will be considered below as follows: —the class of projects that are at the level of fundamental research; 1316
MODELS AND MANAGEMENT STRUCTURE . . . . I.
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—the class of projects that are at the level of research and development (R&D); —the class of developments for which experimental samples of products and technologies have been created; —the class of i
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