Innovation Management Information Models
Initially, the method of organizing complex examinations based on the use of information assessments was proposed and implemented during the experiment on the development and implementation of innovations in the management system of research activities in higher education [22, 23].
In the course of the experiment, the task was set to study the feasibility and usefulness of introducing research management in higher education into practice as forms that had already been used in industry (for example, order-orders, integrated programs, economic incentive funds, etc.) , and fundamentally new forms, specific only for the higher school (territorial interuniversity service centers on the basis of inter-university cooperation and specialization, territorial centers based on cooperation between the universities call and industrial enterprises, etc.). These new forms of management of scientific research in higher education were aimed at the introduction of program and objective principles in planning and management, improving the use of results of scientific research in industry conducted in higher education, strengthening the impact of these results on improving the quality of training specialists, integrating higher education, science and production. As the experiment developed, it was necessary to evaluate the effectiveness of the organizational forms of control being tested and to develop recommendations on the advisability of extending them to other universities that did not participate in the experiment. In accordance with this, the task was set to develop a methodology for the comparative evaluation of the impact of individual HBV (mainly organizational type) and their complexes on the implementation of the goals set for the experiment.
Then this method was used to assess the impact of innovations of various types (in technology, technology) on the implementation of the objectives of existing industrial enterprises and associations; the influence of organizational and technical measures on the technical re-equipment of production, improvement of the management system and other measures on the self-financing income of the enterprise, and the methodology developed on its basis and the automated procedure for its implementation were included in the methodology and software of the future enterprise's activities when developing its project.
In the following a number of models for project management of complex technical complexes were developed, helping to make decisions about the expediency of continuing their implementation, development, further investment, for analyzing market situations, etc.
For an explanation of the methods, we give examples.
The activities of a developing enterprise (organization) are associated with continuous updating of existing equipment, technological processes, materials used, improvement of the organization of labor and enterprise management. This continuous improvement of the means, objects and process of labor activity is achieved through the development and implementation of innovations in various fields of activity (renewal of products, technology, technology, management methods), which, as a rule, are developed and implemented not in turn but simultaneously. >
When implementing HBV, the task arises of prioritizing, prioritizing their implementation. When solving a problem, it is necessary to take into account the features of HBV and the conditions for their implementation.
When assessing the effectiveness of HBV, it is necessary to take into account the heterogeneous external and own factors, in the conditions of which a particular production functions and develops. It is obvious that the social and even economic effect can not always be expressed in monetary terms. The indirect indicators used here are tried to be reduced to a generalizing indicator, using the value units as a universal measure. But such a substitution of direct indicators (indirect cost) is not always possible, especially in non-industrial systems.
Difficulties in assessing the effectiveness of organizational HBVs (especially in the non-industrial sphere) are also related to the fact that most of them have no analogs and development background, and therefore they are characterized by the lack of statistical data necessary for carrying out traditional calculations of economic efficiency. In addition, the introduction of innovations, as a rule, comes into conflict with the desire to get as much revenue as possible in a short