Roadmap: the essence of the concept and the main nuances. Road map. Tactical plan for project implementation Roadmap for project implementation

Road map - this is a visual representation of a step-by-step scenario for achieving the strategic goals of an enterprise, a scenario for achieving efficiency or maintaining a stable state of the production process, which working groups adhere to while performing practical tasks for the implementation of “Hoshin Kanri” (a method of strategic planning and a tool for managing complex projects, a quality management system that allows take into account the requirements and wishes of the Customer).

The roadmap ensures the management and improvement of each process of the production structure through the application Deming cycle, or PDCA (Plan-Do-Check-Act, i.e. “Plan-Do-Check-Adjust/Act”). PDCA is shorthand for the scientific method:

• Plan (define a strategic goal, formulate goal setting);
• Do (identify the main steps (milestones) to achieve your goal);
• Check (use Lean manufacturing tools to control the actions taken, apply management decisions to check the effectiveness of the selected solutions);
• Adjust/Act (form a standard based on the results of the actions taken, conduct an audit, make adjustments).

Road mapping connects the expectations from the idea, the strategy and the plan for the development of the process and arranges in time the main steps of this process according to the principle “past - present - future”. Roadmaps allow you to view not only probable scenarios and development paths, but also their profitability, which allows you to choose the optimal paths to achieve in terms of economic efficiency and profitability of enterprises and the process as a whole.

Let's define the reasons why Process Owners should use a roadmapping tool:

1. Creating a roadmap is, first of all, effective planning of all areas and factors that are involved in achieving the task;
2. Road maps include such precise characteristics as time;
3. Creating roadmaps helps Process Owners ensure that when the time comes, they will have the resources and technology needed to implement their strategy and plans;
4. Roadmaps are the link between the strategy of the Management and Management Process Owners and the overall development strategy of the company;
5. With the help of roadmaps, gaps (shortcomings) are detected in the planning of development milestones by Process Owners, which allows avoiding, rather than solving, possible problems in the future;
6. At each stage of the roadmap creation process, emphasis is placed on several of the most important aspects, for example: the need of the enterprise and its development dynamics. Thus, it is possible to use time and resources in the most reasonable and efficient way. With the help of roadmaps, it is possible to set the most realistic goals;
7. The road map develops a kind of “guide” for managers, thus allowing them to identify intermediate results and adjust areas of activity;
8. The joint use of several roadmaps allows for the strategic use of technologies throughout the company, for example, the process of delivering gas and mineral products to the Customer’s site; both employees of TMS-Logistics LLC and employees of NKT-Service LLC are involved in this process; the creation of a single roadmap will allow directing the action of two organizations to achieve one goal;
9. Creating roadmaps involves the exchange of information between representatives of various managed companies, departments, process owners and other parties interested in achieving the goal. Using a road map, it is possible to explain to everyone in a very clear way the direction in which the production process is moving, its potential capabilities and prospects;
10. The road mapping process forms within the group a common understanding of the development goal and ownership of the development plan;

From the above, it is obvious that the Roadmap makes it possible to predict possible directions for applying the results of the enterprise in general and employees in particular: firstly, from the standpoint of bringing ineffective processes to efficiency (that is, assessing the role of the Process Owner, the effectiveness of the decisions he makes), and in - secondly, from a commercial point of view (to evaluate the possible economic efficiency of implementing this development). Enterprises have practical experience in building a roadmap in

Examples of road maps

The range of use of road maps is quite wide and covers not only the business sector, but also other types of management activities, including public administration. A roadmap can also serve as a visual way to present Foresight results. In Fig. Table 6.1 shows examples of product and technology roadmaps.

Product roadmap (see Fig. 6.1, A) serves as a graphical representation of the stages of creating various product variants over time. This map can also contain information about the organizational activities necessary for the production, development and sale of the product, annotations, opinions, and open questions can be recorded. Technology roadmap (see Fig. 6.1, b) - this is, as a rule, a visual representation of the functioning and development program of a separate technology or group of technologies. On a technology roadmap, the starting and ending points are usually represented

Rice. 6.1.

indicate the moments at which the technology will be implemented in a form suitable for use. In some cases, as already mentioned, the product, market, research and development, technologies and resources on the roadmap are considered not separately, but in a complex where the change over time of each of the components of the production process of a business unit is clearly presented.

Road maps not only allow you to visually present information about probable alternatives for the development of a managed object, but also make it possible to assess and rethink its development potential, detect bottlenecks, threats and growth points, determine resource needs, etc. With the help of road maps, an analysis is carried out on the basis of a multidimensional expert assessment of the development paths of a management object by specialists of various profiles.

Reasons to use road maps

Let us list the reasons why the use of road mapping tools is justified.

• 1. Creating a roadmap allows you to plan all areas and factors involved in the development of a product line.
• 2. Roadmaps include time, which allows managers to ensure that when the time comes, they will have the technology and capacity needed to execute plans.
• 3. Road maps are the link between the development strategy, plan, data on the sales market and management decisions.
• 4. The use of roadmaps helps to identify shortcomings in the company's strategic planning, which allows for proactive control, preventing the occurrence of possible problems in the future.
• 5. Roadmaps help you set more realistic goals. At each stage of creating a roadmap, they identify the most significant aspects, such as the real needs of customers, trends and dynamics of their changes, innovative breakthroughs, etc. This allows you to increase the efficiency of using available technologies, resources, and time.
• 6. When used professionally, road maps become a kind of “guide” for a manager, allowing one to evaluate intermediate results and timely and adequately adjust areas of activity.
• 7. Sharing several roadmaps representing the company's main activities allows for more rational use of the technologies and resources it has.
• 8. Roadmaps are becoming an effective way to explain to staff, investors, shareholders the strategy and priorities of the company’s development. Creating roadmaps involves active exchange of information between them.
• 9. The process of developing a roadmap allows you to develop a clearer and more accurate vision of the management situation and more effectively carry out strategic management of the development of the management object.

Roadmaps are used both in strategic planning and management of the development of a company that produces goods or provides services, and in the formation of the main directions of innovation activity, including research and development. Road maps allow you to clearly present the expected results and the main stages of obtaining and implementing an innovative project, helping to form and implement the entire innovation chain. They help reduce risks in the production and implementation of an innovative product or service, as well as convince a potential investor or customer, including state and municipal ones, of the advisability of supporting an investment project.

Road mapping is also beginning to find wider application in government strategic management, helping to mutually link activities and available resources in time in the process of achieving set goals. The most significant advantages of road mapping include, in addition to clarity, its transparency, flexibility and variability.

The problem we are considering here can be formulated in different ways. We can say that we strive to bring order to the company’s business processes, make them transparent and manageable. We can say that we are creating a process management system, or in another way: we are introducing a process-oriented approach to company management.

Whatever you call it, the point is that we want to create workable process controls that enable continuous improvement. We are building an organizational system, and this construction must be carried out on the basis of a certain methodology and technology. No one will undertake to build a house or a ship without mastering the technology for constructing the object that needs to be created. “Organization building” is no simpler than engineering. It also has its own laws and rules, violation of which never goes unpunished. The huge number of unsuccessful projects in the field of “institutional construction” is explained precisely by the fact that the work was carried out without an “architectural project” in violation of SNIP (building codes and regulations). Therefore, in our work to introduce a process approach to management in the company, we will be guided by a strictly defined technology, which is presented in the diagram in the form of a “road map” of the project. We will follow this map step by step, consistently approaching our goal - creating a process management system.

The first point of our “road map” is the identification of the company’s strategy. It is necessary to clearly formulate the basic principles of the company's activities in its target market, defining its customers, the key values ​​​​that are significant to consumers and the main differences from competitors. This is important because these principles imply requirements for the company’s internal organization, its processes and structure. There is no point in pursuing processes without first defining who they should serve and what they should be like to satisfy customers and provide an edge over competitors. All this stems from market strategy.

The next step is to develop an organizational concept. This is a kind of “architectural design” of our organizational system. It defines the structure and interconnection of processes, as well as the main centers of responsibility and their functions in servicing processes.

The organizational concept serves as the basis for identifying processes and developing an organizational structure. These two tasks are solved in close interaction. During process identification, their characteristics are determined: inputs, outputs, clients. suppliers, performers, goals and targets. Process executors are determined in relation to the organizational structure, while the structure itself is clarified and detailed.

Using the results of process identification, we can determine performance indicators for performers and create job responsibilities for them. Next, requirements for the job positions of performers, remuneration rules related to performance indicators, process regulations and instructions for performers are developed.

This is the sequence of “construction” of the company’s process management system. Violation of this order inevitably leads to project failure and disappointment for both managers and employees.

We will look at each stage of this “road map” in detail in our next articles.

It is also important that all this “construction activity” is carried out in the form of a project. That is, according to a clearly defined plan with specific deadlines, responsible executors, control and evaluation of results. The project may cover the processes of the entire company or one of its divisions; this must be determined first. Project goals must be formulated in such a way that measurable criteria for success are defined. It is necessary to answer the question: “What business indicators should improve as a result of implementing a process approach?” This could be inventory turnover, reduced logistics costs, increased production volumes, or other indicators.

Then a project team should be formed, which should include representatives of all parties interested in the process: process clients, suppliers, performers and, of course, the process owner. Customer representatives in the company are marketing specialists, and supplier representatives are purchasing specialists. If the project covers all company processes, the project team should include all top managers.

To prepare a project plan, you need to use our “road map”, which contains all the main stages of work.

It is important that the official status of the project is established by order of the General Director, which defines:

• Project Manager,
• Composition of the project team,
• Project goals and success criteria,
• Project results,
• Project plan.

During the work, it is necessary to conduct weekly reviews of the results obtained and identified problems, and develop solutions to ensure further progress.

Many projects fail due to poor management. The reasons for the high mortality rate of organizational transformations are well known. I will name the three most common.

1. Lack of attention to the project from the head of the company . When the manager believes that it is enough to appoint those responsible and not think about it anymore, then the project uncontrollably “goes to the bottom.” No change in an organization can occur without the strong support of management. The head of the company must demonstrate an unyielding will to change, constantly monitor the progress of the project and remove all obstacles from its path.
2. Low employee engagement . An extremely unproductive approach to process implementation is one in which business analysts or external consultants develop process regulations, and then managers force employees to work according to these regulations. People resist changes that are imposed on them from the outside. The energy of resistance can be transformed into a driving force for change by involving employees early in the development of processes and working with them all the way to the final results. In this case, people consciously and responsibly carry out the decisions that were developed with their participation.
3. Wrong methodology for carrying out organizational change . Carrying out organizational changes requires special competencies, knowledge of methods for carrying out changes and the ability to apply them. The methodology for implementing the process approach outlined in our articles makes it possible to reduce the risks of this project. To do this, you need to follow the “road map” and our recommendations.

In the following articles of this series, we will discuss in detail each stage of implementing a process-oriented approach to company management.

Practical guidance on implementing the process approach is given in the electronic training course “How to build a process management system in your company.”

Organizational planning systems are one of the most important management elements in global business. All over the world, companies, especially multinationals, face increasingly intense international competition. Environments, circumstances, customers, products and prices change, and managers must constantly find their own way to survive and achieve the best results. Corporate roadmapping is part of corporate foresight; it is a special form of strategic planning that helps find the right solutions to environmental changes that are increasingly increasing competition. In this article we explain and offer our vision of the standard for this type of corporate planning.

The article brought to the attention of readers is based on a thorough analysis of existing literature on the issue of corporate “road maps” and illustration of the proposed provisions with individual examples from the business sector. It should be noted that the examples we used cannot claim to be the “best” statistics. Moreover, in the current environment, the “best” statistics are not so important, and they do not exist due to the unpredictable and often unfavorable business environment. Thus, we cannot say that the general outline of the process of creating a corporate roadmap presented in this article is the best, but in our opinion it is quite applicable.

The first companies to use in the late 1970s. roadmap method, were Motorola and Corning. It was during this period that the US economy was in a state of stagflation and was characterized by high inflation, stagnation in business activity, and rising unemployment. During the presidency of J. Carter (1977-1981), attempts were made unsuccessfully to combat the weakening economy and unemployment by increasing government spending, establishing regulated wages and fixed prices to curb inflation. Perhaps a better, but less visible, solution was to deregulate many industries. One way or another, many of the problems of that period were associated with a change in vision of the future.

The application of the road map principles was most noticeable in the practice of corporate management in the United States. Thus, under the leadership of R. Galvin, then CEO of Motorola, the task was set to encourage managers at all levels of the company to pay due attention to the future state of technology, and to provide them with some kind of tool for organizing the forecasting process . As a result, an approach was proposed aimed at achieving a balance between short-term and long-term problems, strategic and operational objectives related to technology and other aspects of the company. Motorola has found that instilling such a culture at all levels of the company enables it to find solutions that convey management's vision and goals, stimulate exploration, and control developments.

Technological foresight and its method - building a technology roadmap (TRM) - have become a mechanism for verifying the reliability of information and the main method of making strategic decisions in international business. But let us emphasize that the technology roadmap is just a planning product, and not an element of the strategic management process. To put it somewhat simply, a road map is a learning process through which members of a group identify gaps or new opportunities in specific areas of interest.

Let us pay attention to the international coordinate system (Worldwide Reference System - WRS), developed by NASA and which is a global system for identifying data received from satellites. Here, the main point that creates a certain “similarity” with the principle of creating a “road map” is the continuous scanning of the planet’s surface, which allows you to collect and use a much larger amount of information compared to static methods. The principle of building a “road map”, like the WRS system, should also be a constant search for the right “trajectories”. This approach, which is both innovative and evolutionary, allows us to solve new complex problems affecting not only technical or technological aspects, but also economic, social, demographic, ethical and other criteria for making strategic decisions.

Creating a roadmap should be a strategic process aimed at achieving the required performance at a realistic cost, using the right methods and at the right time. The corporate roadmap framework should enable managers to link the corporation's vision, mission, strategy and operational plans to the company's long-term core activities. Developing a corporate roadmap should be a comprehensive and ongoing process, but not a unified process, and should help align business operations—whether marketing, finance, human resources, research, technology, product, or individual projects—with corporate strategy. A road map can be part of the communication process in corporations.

The application of a corporate road map should cover a wide range of planning activities, including:

1. Scientific planning. It is a multifunctional process that takes into account the requirements arising from various experiments and operational processes. Scientific development planning is based on synergistic approaches used to comprehensively cover scientific areas, based on the main goals of a given business.

2. Technological planning. It is one of the most important processes carried out to make better use of technology in an organization. The technology planning process helps minimize technology-related problems and avoid unnecessary equipment costs.

3. Product planning. It is the most common type of road map associated with the introduction of new technologies into the production of industrial products, and often covers more than one generation of products.

4. Opportunity planning. A type of road map similar to product planning, but more suitable for service businesses and aimed at integrating know-how into organizational capabilities.

5. Integration planning. In this case, the “road map” is aimed at integrating or developing the organizational structure, analyzing the interaction of various processes to form a new synergetic structure.

6. Program planning. Here the emphasis is on strategy implementation, a closer connection with project planning.

7. Process planning. This type of planning promotes knowledge management by focusing on individual processes.

8. Long-term planning. Used to expand planning horizons and anticipate more distant events in a given industry, nationally or globally.

9. Strategic planning. The strategic dimension of this type of roadmap is related to supporting changes in the company's core business that result in a variety of opportunities and threats at the corporate level as a whole.

10. Cross-functional analysis. If road maps are successfully used in several divisions of the company, then through their analysis, common needs, gaps and duplicative programs can be identified among these divisions.

The main feature of using the roadmap method is that it helps bring together specific groups of people in a company to develop a common vision for the future in areas that affect their business. The use of road maps in strategic planning should be based on teamwork and intensive exchange of information and knowledge. A cross-functional approach, a free-thinking environment, a clear understanding of business needs, effective time management, an understanding of development prospects and many other factors can influence the creation of the right road map.

Benefits of a Corporate Roadmap

At the level of both an individual company and the industry as a whole, a corporate roadmap can have different applications with a number of resulting benefits (Figure 1). Success depends on how the principles and methods of creating a corporate road map can be aligned - rather than implemented separately. Building a roadmap can support strategic processes at all levels, although how it is applied may vary. The Roadmap provides a consistent framework for all processes and ensures that the best possible vision for the future is articulated and communicated.

Rice. 1. Benefits of a corporate roadmap

The main benefit of a corporate roadmap is that it provides clear, visual information, guidelines for making “better” decisions, and controls. This happens by identifying the processes needed, new business opportunities, or gaps that need to be addressed in order to develop more competitive and more realistic goals and plans for the company's results. Company management must identify options for managing risks and investments through coordination of processes - both within an individual firm and between members of an alliance.

One of the benefits of a roadmap can be that management actually understands the company's needs and, as a result, either has the processes in place to meet those needs or prepares existing processes to do so. At the industry level, roadmap processes involve many companies, either in a consortium or simply in the same industry. At this level, through a roadmap, it is possible to develop new key technologies and products, thereby avoiding unnecessary funding of the same area of ​​research. This creates significant benefits because developing a particular technology or product can be very expensive for an individual company or require it to take too long to develop. Thus, the roadmap prioritizes investments based on a specific list of key factors (drivers) and takes advantage of emerging opportunities. The roadmap can also be used as a strategic marketing tool to analyze which product has key value for the company. Any road map must explain the company's needs to its employees, management, customers and all stakeholders, allowing them to recognize and participate in what needs to change in the company to achieve overall success. In general, creating a corporate road map is especially important in environments where the strategic results of actions taken are not obvious.

The place of the corporate road map in the general taxonomy of road maps

The type of roadmap used should be tailored to the specific needs of the company or industry. For example, a corporate road map can be created in close integration with partners, in partial interaction with them, or separately from them, depending on the conditions and form of cooperation. In general, road maps can form a taxonomy consisting of scientific or technological, industrial, product-technological and product road maps, or they can be presented as a multi-level time diagram that includes different levels of knowledge related to goals, resources, etc. . Note that in the literature the general concept of “road map” is often identified with the concept of “technological road map”. Typically, three levels of maps are distinguished: a “road map” for the external environment, a “road map” for an industry and a “road map” for a corporation, although a number of their combinations are known, such as technology-industry, product-technological, product-scientific “roadmaps”. cards”, etc.

Roadmaps of environment are designed to answer the following questions: what can we do to protect our environment or stop its degradation, covering not only climate change, but also resource depletion, energy shortages and extinction of species? Can we expect our efforts to be sufficient to change the future? What should be our goals in the sphere of interaction with the external environment? Industry roadmaps should describe not only a certain “starting” set of actions, but also show how to achieve the desired future. How can we better understand what problems exist in our industry, and can we collaborate with our industry partners?

Corporate roadmaps, unlike the previous two types, are a powerful tool for achieving critical strategic focus for the company, implementing the necessary processes and, as they develop, integrating technological, product and corporate programs of various divisions. These segments and their place in the roadmap taxonomy (viewed from within the company) are presented in Fig. 2. The basic taxonomy presented in the graph includes a horizontal level (time period), a vertical level (goal) and a diagonal level (importance of the roadmap for shareholders and managers) and demonstrates the differences, connections and importance of the roadmap processes in companies.

Rice. 2. Taxonomy of the “road map” within the company

The main direction of a company's strategy, as expressed through the corporate roadmap, is the most important to the company and should usually be clarified first. The key to product, technology or scientific roadmaps is to set specific goals and understand market needs through trend identification and accurate forecasting. These private road maps should be a valuable source of information for refining the corporate road map. There must be strong feedback loops, and the corporate roadmap is intended to provide the strategy upon which individual roadmaps are drawn up.

Participants in the process of creating road maps

The process of creating a “road map” should involve a properly formed team of experts involved in systematizing and providing the information necessary for planning. The ultimate goal is to facilitate sound investment decisions. Both corporate and industry roadmaps require specific information, knowledge and skills. Thus, according to , “road maps” should be created by senior management, who is also responsible for updating them. Typically, the process of creating roadmaps brings together various “stakeholders” both from the given organization and from others. Forming a team is a very important stage in the process of creating a “road map”; in particular, support from management is needed in the selection of team members and the allocated budget. The team should be formed with the participation of representatives from the research and development department, heads of technology departments, representatives from the finance department and key employees from all other departments. However, the process of creating a roadmap should start with a small team, which includes employees from the marketing, research and development, design, and general management, development, production and sales departments of individual products. And only later should the team be gradually supplemented with managers and shareholders. Note that team members must approach research and development, production, marketing and finance from both a commercial and technical perspective.

Individual team members or consultants must be familiar with the principles of implementing the process of creating a road map, as well as be able to identify the needs and incentives for the company's development. Some participants in this process, of course, must have knowledge in the area for which the road map is being drawn up. However, although these skills are quite important, just having them is not enough. Interpersonal communication and group work skills are equally important. If the roadmap project is being undertaken at the corporate or industry level, the team either needs a consultant with skills in both roadmap development and interpersonal communications, or the team must be highly integrated. Typically, the procedure for creating a “road map” involves the participation of key stakeholders representing various levels and departments of the organization (Table 1).

Table 1. The degree of importance of various participants in the process of creating a road map

Group of participants	Corporate roadmap	Scientific road map	Technology roadmap	Product road map
Top management
Major shareholders
Research and Development Representatives
Technology management
Individual Product Managers
Marketing department representatives
Representatives of the financial department
Sales partners
Representatives of the design department
Representatives of the production department
Representatives of the customer service department
Representatives of the public relations department
HR managers
Representatives of the quality department

Note: The number of "x" characters indicates the importance of participation.

As follows from Table 1, the creation of a “road map” is a task at the level of strategic management and major shareholders, a task of “lean management”, with the involvement of representatives of the departments of finance, personnel management, public relations, commodity production management and marketing. Thus, the company must create a cross-functional team. Creating a roadmap strategy is not the only element of the overall roadmap process. Other stages are aimed at improving cross-functional communications within the company. Synergistic connections between team members can have a positive impact on this process. This is because the process of creating the roadmap itself is taken into account when selecting team members and reaching agreements. At the same time, all participants in the process, the degree of their responsibility and the level of authority must be clearly defined. It is necessary to separately determine who will make the final decision in the event that agreement between team members cannot be achieved. However, in general, if the road map is created by the joint efforts of the participants in the process, then they should come to a deeper awareness of the problems and understanding of each other.

The process of creating a road map in a corporation

Roadmapping is a needs-driven planning process to identify, select and develop corporate strategy to satisfy shareholders and achieve the company's best long-term results. A corporate roadmap is a type of complex plan developed using roadmap principles at the corporate level. At this level, good corporate decisions are not about choosing the appropriate strategy for how to spend money or how to produce an intended product, but about finding the master plan that will form the basis of a complex high-level strategy for the future. Due to its simplicity, a classic business strategy can only be used as material for developing a corporate road map. Both approaches require different kinds of commitments in terms of time, cost, amount of effort and level of detail. It is known that there are a number of approaches that should contribute to strategic planning: asset portfolio management, new product development, competitive analysis, benchmarking, project management. However, the main thing, in our opinion, is the process of forming a “road map” that connects organizations, functions, processes and time.

Creating a roadmap is a bottom-up process that allows different employees to share the vision of long-term planning and participate in it as much as possible. Using a roadmap is a reactive business process that gives organizations the ability to respond to changing conditions in real time. One course of action can be chosen and a specific plan developed. If there is great uncertainty or risk, then several directions may be chosen and followed simultaneously. A corporate roadmap should be driven by a real need, not someone else's subjective decision. For example, if a company has a need to be first to market, then creating an optimal marketing strategy is a potential solution to this problem. Therefore, the roadmap team should begin its work with an exploration of the need rather than with a predetermined idea of ​​a possible solution. Starting with a solution and only then figuring out the need is, in fact, a completely different approach. The roadmap should provide a way to identify, evaluate and select processes that can be implemented to meet key business needs. However, a corporate roadmap is a high-level strategy for developing a business. Further, more detailed plans are required to specify actual projects and processes, and coordination of all planning activities is necessary.

A road map, as a visual representation of a specific sequence of steps over time, depends on the specific methodology used by the company. The main goal of this technique is to realize the right steps and prepare for the future. For example, the process of creating a road map may consist of the stages presented in Table. 2.

Table 2. Different approaches to creating a road map

Stages
1. Preliminary stage: ensuring compliance with the necessary conditions, searching for a leader and providing financial support, determining the scope of activities	1. Determining the required characteristics	1. Identifying needs	1. Clarify requirements	1. Initiation: searching for a leader and financial support, identifying needs, determining the scale and boundaries of activities
2. Development phase: defining the roadmap application object, determining the necessary requirements and goals of the system, precise clarification of the main technological areas, requirements and goals, identification of technological alternatives and timing of their implementation, recommendation of technological alternatives, creating a technology roadmap report	2. Characteristics analysis 3. Prioritize Features 4. Route confirmation and approval	2. Review and evaluation of technology	2. Benchmarking 3. Observation of technology 4. Create a project	2. Needs assessment: development system, functions, basic analysis, SWOT analysis, end state analysis, identifying abilities and weaknesses, defining development goals
	5. Change management	3. Validate the relationships between technology and needs	5. Project evaluation	3. Development of technical response: identification of technological alternatives, development of technical response, development of a unified schedule
3. Follow-up stage			6. Portfolio optimization	4. Implementation: review and approval of the report, development of an implementation plan, monitoring of the plan

The multi-level vision of the roadmap should include the time level (“know when”), the target level (“know why”), the supply level (“know what”) and the resource level (“know how”). In accordance with various approaches to the process of creating a “road map”, in order to manage the four levels presented and achieve its main objectives, the process of creating a “road map” must go through three phases: the stage of preliminary actions; stage of creating a corporate roadmap; stage of implementation and control (Fig. 3).

However, managers must first answer the following questions:

• What does our company do?
• What are the main advantages of our company?
• What does our company want to do?
• What are the key components of our business?
• What processes can we use to manage corporate strategy in a company?
• What roles do our employees play in this strategy?
• How can we highlight the corporate roadmap and highlight its value to projects?
• How many “road maps” does our company have and what are the real results of their implementation?
• What are our company's biggest challenges?
• Who are our company's key stakeholders, especially our customers?

Rice. 3. The process of creating a corporate road map

Preliminary actions

The process of creating a corporate roadmap begins with research and analysis of the company's internal and external environment, which can serve as a source of initial information. For the process to be successful, participants must have a strong commitment to the organization. Initiating the process requires significant effort, especially in the early stages when the mission, vision, strategic goals, resources, scope, team, and frame of reference are defined and aligned with the roadmap process. It notes that “the most important roadmaps arise in response to perceived threats and link plans for a particular process to the interests of organizations and individuals.”

Accordingly, existing concerns are a better incentive to create a “road map” than a simple “search for development opportunities.”

The research and analysis stage (A1) should include an analysis of the company’s internal environment, an analysis of the immediate environment, and an analysis of the macroenvironment. One of the starting points is an analysis of the company's skills, know-how and core competencies. It includes an analysis of what can be achieved using these skills in the near and distant future. Internal analysis can help discover a company's strengths and weaknesses in order to increase competitive advantage. A company's strengths are its resources and capabilities, such as patents, goodwill, cost advantage, skills, know-how, natural resources, networks, etc. The absence of these advantages can be considered a disadvantage. Accompanying portfolio analysis, the study of the external environment is extremely important in the process of creating a road map.

Analysis of the immediate environment, or industry analysis, identifies new opportunities and threats. For example, potential opportunities may include an existing gap in the market, the emergence of a new technology, or the removal of trade barriers. However, new strict restrictions, the emergence of substitute products or new competitors are threats to the company. To avoid confusion, let's clarify that creating a roadmap is a type of meta-method. It may include well-developed planning methods borrowed from techniques such as SWOT analysis, Porter's approach, portfolio analysis, BCG matrix, scenario development, quality function deployment method, etc.

The analysis process should justify why a corporate roadmap is necessary. Key decision makers must determine whether they are truly facing a problem that can be solved by creating a corporate roadmap. This is done at the problem definition stage (A2). Managers must eliminate problems to satisfy their needs and achieve their goals. At this stage, for example, the following statements may be made: “The information system is not standardized and its elements are not interconnected, which hides information from employees and makes effective operation impossible” (Daimler); “new legislation requires large pharmaceutical companies to enter into licensing agreements” (GlaKo company); “production costs exceeded those of competitors due to high labor costs, excess production capacity, and overly complex production methods” (General Motors Company).

Once the essence of the problem is clarified and the decision is made to continue the project, the next stage begins - defining the mission and vision (A3). The mission statement should describe the purpose of the business. For example: “Our mission is to be the best partner for our customers, suppliers and employees. Our work so far has been extremely successful” (Volvo). To operate successfully, a company must develop a good business concept or idea. It is necessary to formally state what kind of business we are in, what we do and what our target market is. For example, Microsoft's vision is "a deep understanding of the challenges facing our country and the complexity of the political, legal and financial issues that the public sector faces every day." The process of creating a roadmap helps develop a shared mission and vision for the future when a company faces challenges that it must overcome to achieve its goals.

A company driven by mission and vision needs to define measurable financial and non-financial strategic goals (A4). Financial goals may include the following targets: achieving a certain amount of revenue growth, increasing profits by x% annually, increasing dividends per share, increasing net sales margin, etc. Non-financial goals are related to innovation, proper internal processes, cost-effective management system, etc. Nowadays, non-financial goals have more value than just recently. More and more companies are including non-financial data in their annual reports or shareholder meeting agendas, and remuneration systems also take non-financial objectives into account. “More than a third of respondents said that company performance is determined more by intangible assets and capabilities than by ‘real’ assets.”

All strategic resources and budget (A5) should be related to the future of the company and may also include goodwill. The latter refers to the totality of a company's core resources, along with finance, human resources, know-how, information, technology, processes, culture, real estate, etc. For the purpose of effective management, all resources should be listed in the corporate resource statement. This application must be accompanied annually by a financial estimate.

Content and length of time (A6) are also of great importance. The content, the scope of activities to create a road map, is the total sum of the processes of creating a road map, their requirements or characteristics. At this stage, all accumulated characteristics go through the “road map” and are assessed in order to eliminate uncertainty and resolve emerging problems. The assessed characteristics are grouped. The purpose of this grouping is to identify synergies or existing gaps in any characteristics. In addition, interdependencies between groups of characteristics must be determined. The groups are then classified based on market impact and business needs. The project scope management plan is one of the most important information documents in the company. The process of executing this plan can go through the initiation stage, the project scope definition stage, the scope planning stage, the scope change control stage, and the scope confirmation stage (Samsung). The completed document should outline how the project will be defined, managed, monitored, validated, and communicated to the roadmap team and all stakeholders. This document includes details of the full scope of work required to complete the project. It is also used to control what is within and outside the scope of a given project using a change management system. The change management process begins with a change request, that is, with the identification of those characteristics that need to be changed. Consequently, the change is analyzed, its impact and the extent of the demands for change are identified. Once change actions have been identified and decisions have been made, changes can be implemented and documented.

The next aspect of creating a roadmap concerns the timing issue. Road maps cover a wide time horizon - from 5 to 10 years - and can be used to describe past events, while the optimal development path is selected from several existing options. A road map can also be used to describe the future path of development of an industry: for example, the road map for the American semiconductor industry describes the next ten years of development in this area. If tasks are limited to a certain time frame, coordination of various development activities is possible. The task schedule allows you to monitor progress by tracking and evaluating the development of the roadmap process by identifying key success factors to assess the impact of creating the roadmap, assessing progress against strategic goals, and determining the impact and effectiveness of these actions. Key factors for success may include factors such as quality, ability to innovate, technological experience, manufacturing know-how, customer focus, friendly environment or friendly employees (Wurth Company).

As a result, not only are the obstacles that need to be overcome to implement the strategy identified, but the time required for this is also estimated.

Management must decide how much of the company's business will go through the roadmap process, how long, and how the corporate roadmap will be used in the investment decision-making process. During the preliminary stages, process boundaries are defined, resources are secured, and a team (A7) consisting of process participants and sponsors is established (see Section 3).

Creating a corporate roadmap

Once the preliminary steps have been completed, the roadmap team can begin drafting the roadmap. The first stage of creating a corporate roadmap requires the collaboration of the project manager and the entire project team to develop a plan that describes the process of creating the roadmap. Since creating a roadmap is a group process, this plan also includes how and when the team will be staffed and what the schedule for the entire process will be. The most important thing is to formulate key questions or create a “core statement.” Based on the preliminary results, the team must decide what area the roadmap will target and how the roadmap process will support strategic decisions. This stage can be called writing the main statement (B1), which includes one or two sentences that define what we want to do. You need to be very specific: if the "core statement" is ambiguous and too general, people won't know where to start. Here are some examples:

• What events can Fila sponsor to position itself as a stylish sportswear company?
• What are those relatively cheaper offers for customers that will allow them to open a new account with Bank of America?
• How can we highlight the personality of the Whizz Mints brand in our advertising?

Once the "core statement" has been written, one or more meetings should be held at which the "core statement" will be used as a reminder. Ground rules for the corporate roadmap process must also be established so that participants are not afraid to express their true opinions.

Next, in order to achieve the set goals (based on the research and analysis stage), the overall opportunities and risks (B2) must be assessed in accordance with the real situation, taking into account the strategic goals of the formation of the corporate road map and stakeholders acting as a determining factor content of this process. The current impact and likelihood of each opportunity or risk occurring is then considered. For this assessment, a traditional 4x4 matrix can be used, on which the given impact and probability can be plotted. Already existing benchmarks are then reviewed to highlight the need to address a particular opportunity or risk. The level and type of decision for each opportunity or risk may vary depending on the assessment of the impact and probability of occurrence of the remaining opportunity or risk and the roadmap team's willingness to pursue a particular opportunity or risk. Therefore, specific plans must be developed to analyze the opportunity or risk. In order to carefully analyze each opportunity or risk, it is necessary to involve a variety of people on the roadmap team. However, to achieve the best results, each opportunity (or risk) must be addressed by an individual. In order to clearly record and understand the opportunities and risks at each stage of the roadmap process, as well as to develop ongoing plans regarding them, special official lists of risks can be used.

A company must always understand what it can afford with limited resources, what its top priorities are, and what choices are available. Another important aspect of creating a corporate roadmap is identifying alternative strategies (B3). According to the different choices, we identify at least three optimal and feasible strategy options. These alternatives, even if they do not meet some functional requirement, may include the best option, the worst option, and the “neutral” option as a defined basis. Understanding alternatives is the basis for determining which possible solution provides the greatest value, taking into account total costs, total benefits, risks and opportunities. The costs, benefits, risks and uncertainties associated with each alternative must be identified, measured and assessed. The preferred solution must be consistent with the relevant time scales and required characteristics. It is also necessary to identify the priority goals of the roadmap to achieve a balance between conflicting requirements. The team must define criteria and measures (B4) against which planned options and success will be assessed. In all cases, the team should discourage requirements from becoming too detailed.

The initial assessment (B5) of the feasibility of a preferred option is based on the expected financial costs and benefits to see how they can be reconciled with the overall financial strategy. How much is it? It is possible that the preferred solution requires unrealistic means, although it is viable. In these circumstances, the team must consider the next best option, refocus on its funding, or explore a change within the project. At this stage, it will be difficult to analyze and accurately measure many of the costs and benefits, so competing options will need to be examined in detail as the relative costs and benefits may change on closer inspection. As a result, clearly uncompetitive options may be rejected at this stage. Before fully committing to developing a roadmap, the team must obtain approval from the strategic decision makers or their representatives.

Conducting practice-oriented workshops is the main mechanism for developing and evaluating the road map. However, the team involved in its development does not consist directly of top managers and shareholders. In this case, workshops are simply a series of meetings that bring together the right people to offer their opinions and, if necessary, provide expertise. Roadmap team members will monitor whether these processes support the expected high-level strategy of the corporate roadmap (B6). It is necessary to ensure that road maps contain information received from all stakeholders. In this regard, it is necessary to check for inconsistencies in the road map from several points of view. For example, from a management perspective - can the roadmap be implemented within the planned time frame, or from a shareholder perspective - will the roadmap produce the desired economic results, or from a sales perspective - does the roadmap meet the needs and expectations of the market, and etc. The purpose of this assessment is to obtain results that are consistent with all the characteristics required to implement the roadmap.

Investors and final decision makers need to be aware of all business situations in order to comply with the content of the project. They must not only make final decisions, but also know the history of the issue and the surrounding circumstances.

During the decision-making process, managers are required to monitor the relevance of the initial conditions. Therefore, corporate roadmaps should be regularly reviewed and updated based on the actual circumstances and financial performance of the corporation, which will help avoid poor decisions.

A roadmap should always have specific goals, spaced out over time, and provide a comprehensive overview of the selected area. The best form of creating a roadmap (B7) is a schedule, which also has multiple goals and helps communicate the outcome and the strategic goals being developed throughout the company. There are several ways to visualize the results of the roadmap process. One of them is the format shown in Fig. 4.

A completed roadmap process should answer the following questions:

1. Why? (Strategic objectives, business objectives, resources, market needs, customer requirements, competitors, environment, industry trends, industry structure, internal business objectives).

2. What? (Processes, technologies, products, systems, services, applications, capabilities, performance, characteristics, elements, fundamentals).

3. How? (Strategy, culture, programs, competencies, knowledge, skills, equipment, infrastructure, standards, sources, projects).

4. When? (Plans, schedules, schedules, deferment systems, etc.).

Rice. 4. Corporate roadmap model

Following actions

The third stage of creating a corporate roadmap is the implementation of this process. The implementation phase should be an integral part of the overall strategic process of creating the corporate roadmap, and modifications should be made as necessary during the change control process.

At this stage, the corporate road map is revised, publicly announced and implemented.

This stage should include an analysis of the most important processes and competencies aimed at the successful implementation of the corporate road map. The review may include strategic portfolio analysis, review of key processes, and identification of roadmap implementation issues that will be critical to achieving alignment between the roadmap and available budget and resources. The company's existing roadmap team should also have experienced consultants to help solve problems. In addition, it would be useful to train all participants, which could provide some synergistic effect.

The preliminary roadmap review phase (C1) typically has two purposes. First, the working group approves the results of the corporate roadmap process. Secondly, the process of promoting and advertising the recommendations proposed within the framework of the road map begins. At the same time, to analyze the inclusion in the roadmap of problems that are external to the company, it is very useful to receive a kind of review from an independent expert or group of experts. If this stage is mandatory, then such feedback should be received during the creation of the corporate roadmap. Once the team completes a preliminary version of the roadmap, it is circulated internally to a wide range of employees to get feedback from different groups. If the effort to create a roadmap is significant, including in terms of time, then interim press releases or newsletters should be issued as part of the process.

Therefore, it is desirable to organize a managerial briefing (C2) on the data, problems, and scientific expertise obtained during the creation of the roadmap, with the aim of drawing up a final report on the creation of the corporate roadmap (C3). Once the overall report is published, individual implementation plans must be developed, resources allocated, and the corporate road map put into execution. Its progress is monitored and the report is reviewed and updated as necessary. The completed document should be a complex strategic plan. Once the roadmap has been approved and published (C4), implementation plans must be prepared (C5). They are aimed at individual activities and also include resource plans for a longer period. Developing an implementation plan should address the following issues: developing a communications and reporting plan, allocating budget to various processes and issues, developing a management plan in relation to timing, performance, cost and change control requirements.

As the road map is implemented, it should be periodically monitored (C6) and updated (C7), especially if approved programs undergo fundamental changes or are affected by strategic outcomes. The monitoring process allows the strategy to be implemented under changing conditions, which may indicate that it would be easier to follow a different strategy. This is the reason why a roadmap is not just a static plan, its development will continue until the strategy is implemented or goals are achieved. Typically, changes to the roadmap stem from changes in the market, changing technology trends, or stakeholder needs. It is always necessary to evaluate results regularly. In a successful business, planning processes define the basic criteria for assessing the achievement of individual goals. Implementation plans should include a program to define goals and responsibilities to evaluate progress in creating and implementing the road map and adjust it as necessary to accommodate internal and external changes. There should be a system for tracking completed and achieved goals within a given time interval.

The most important things to consider when implementing a corporate roadmap are:

• effective prioritization: “If everything is important, nothing is important”;
• establishing criteria for the responsibilities defined in the corporate roadmap plan;
• Defining clear criteria for implementing the corporate roadmap to help clarify its goals and test feasibility;
• establishing reliable ongoing communication regarding the problems and needs of the organization and its members;
• checking the appropriate level of employee initiative;
• Confirmation that management efforts are being used to their best advantage in the process of creating and implementing the corporate roadmap;
• ensuring that people have the opportunity to directly participate in strategy creation and strategic choices;
• confirmation of the existence of an explicit connection between the implementation of the road map and the performance management system, etc.

Software plays an important role in the corporate roadmap process. For example, SAP provides business maps that help companies highlight key processes and functions that can improve company results. SAP offers two types of business maps that provide a different perspective on processes: Solution Maps and Collaborative Business Maps. These maps can detail scenarios for a single industry or cross-industry scenarios within a single corporation or in terms of the connections between them. They also define the activities, roles, system interactions, and business documents for enterprise collaboration. Another example is IBM, which offers a service methodology designed to support companies focused on investing in Service Oriented Architecture (SOA). This methodology, which can be thought of as a road map to SOA success, includes many elements. One of them, IBM Business Enablement Services for SOA, defines how SOA can help meet customer needs or achieve business goals and facilitates the integration of a company's business and information technology. IBM Design Services for SOA helps clients create an architecture and concrete implementation plan for SOA. Implementation Services for SOA implements the goals that arise from the client's SOA vision and roadmap. Management Services for SOA provides ongoing monitoring, maintenance, and compliance testing. The company calls these services a combination of software code, intellectual property and "best practices" gained through collaboration with many clients in many industries. Translating “best practices” and software code learned from experience with hundreds of clients into asset-based service offerings helps reduce risk faster and increase value for clients on a budget.

A very common tool is The Learning Trust, which provides support for the strategic roadmap process, such as Geneva Active Digital Library (ADL), Vision Strategist and Web Viewer. ADL is used to disseminate information among users and educate them during the roadmap creation process. Vision Strategist provides read-only access to roadmaps. Geneva Vision Strategist is powerful web-based software that performs all the functions of a Vision Map and more. Improving software architecture is a major development in roadmapping.

Conclusion

In recent years, businesses have been moving from individual, bespoke solutions to complete, planned and global solutions. And most managers are trying to change their thinking about innovation and the future. This is becoming an extremely pressing problem. The main issue in this regard is not ignorance of the changing environment, but the fact that managers do not use all the necessary approaches and methods, even if they are already available, especially information, skills, knowledge and know-how. Companies don't take full advantage of what they've already achieved, and they don't really think about the uncertainty of the future.

The roadmapping process has become one of the most common approaches aimed at supporting decision making, corporate strategy and innovation in many industries around the world. Thus, the United Nations Industrial Development Organization (UNIDO) helps companies and countries combat marginalization trends in a globalizing world. UNIDO mobilizes knowledge, skills, information and technology to create productive employment, a competitive economy and a sustainable environment. UNIDO's Foresight Programs support strategic planning aimed at developing diverse infrastructure and innovative capabilities, especially in developing countries and countries with economies in transition.

The issues we have touched upon are also very important because in many cases the results of research on the use of road maps turned out to be rather vague, especially when considering problems from a technology or product point of view. Let us repeat, roadmaps are also used in areas of activity that are in no way related to technology. Each company has its own characteristics, while the significance, complexity and speed of changes are highly unpredictable, and competition and business resources are becoming increasingly global. Consequently, it is expected that organizations will be forced to respond faster to global changes and make more complex decisions. Top managers and shareholders must systematically prepare their businesses for future events, and so-called old know-how must be the basis for their decisions. In our opinion, such a strategy for future global changes can be called a “corporate knowledge strategy.”

Literature

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NTI road maps must comply with the form of the action plan (“road map”) of the National Technology Initiative, which is an annex to the Rules for the development and implementation of action plans (“road maps”) of the National Technology Initiative (hereinafter referred to as the Rules), approved by the Decree of the Government of the Russian Federation of April 18 2016 No. 317 with the exception of the road maps specified in paragraph two of clause 2 of the Rules.

Road maps are created using the Microsoft Word for Windows text editor in Times New Roman font size No. 12 (for the design of tabular materials), 13 or 14 with 1 line spacing.

The margin sizes in the roadmap text should be determined as follows: left margin – 30 mm, right margin – 15 mm, top margin – 20 mm, bottom margin – 20 mm (these parameters should be applied in both landscape and portrait page orientations).

The pages of the roadmap should be numbered. The page number is printed in the center of the top margin of the sheet in Arabic numerals without heading and punctuation marks in a font of the same size as the text of the document. The page number is not printed on the first page of the document.

Design of title and headings

The “Name of the Road Map” requisite must include the words “Action Plan (“Road Map”) of the National Technology Initiative” and a market designation printed in lowercase in quotation marks, formed by creating a compound word by combining the original word denoting the field of activity in English, and the transliterated component “no” (“Marinet”, “Helsnet”, “Foodnet”, etc.), for example:

The word “PLAN” is printed in one line in capital letters with a sparse character spacing of 2 pt. The words in the remaining lines of the props are printed in lowercase letters (with the exception of the words “National” and the market designation, printed in capital letters), centered relative to the longest line, which is limited by the right margin.

The details are printed with 1 line spacing in bold font, aligned to the center of the page without indentation.

The title of a section (subsection) of the roadmap consists of a number and a thematic part that verbally defines the content of the corresponding structural unit of the text, and is given in accordance with the form of the plan.

A period is not placed at the end of a heading placed on a separate line. In a title consisting of two independent, syntactically unrelated sentences, a period is placed between them, and at the end, as a general rule, the period is omitted.

Sections (subsections) must have serial numbers within the entire document, indicated in Roman numerals with a dot (subsections - in Arabic numerals with a dot), for example:

Headings of sections (subsections) are printed aligned to the center of the page without paragraph indentation with 1 line spacing, separated from the previous and subsequent details by 1.5 line spacing.

When preparing a roadmap for printing, it is recommended not to place headings and subheadings at the bottom of the page unless it can accommodate more than 2 lines of subsequent text.

The text of the roadmap may include structuring into points within sections.

In this case, the items are numbered with Arabic numerals with a dot (if there is a numeral with a dot, the text begins with a capital letter). It is recommended to do continuous (uniform throughout the text) numbering of paragraphs within sections.

Indexing numbering (consists of the numbers of all sections, subsections, etc., to which a certain structural unit of the text is subordinated, for example: 2.11) is possible when formatting the names of subsections (no more than one additional level) and tables (numbering of several levels is possible), and also when preparing applications containing technical information.

Headings are not assigned to paragraphs within the text.

Text decoration

The text of the roadmap should be clear, concise, logical and provide an accurate and unambiguous perception of the information contained in it.

The paragraph indentation of road map text lines (except for tables, illustrations, etc.) is 12.5 mm from the left border of the text field.

“Dangling” lines are not allowed in the text of the document (a “dangling” line is understood as the beginning line of a paragraph that ends a page, or the end incomplete line of a paragraph that begins a page, which are unacceptable according to the general rules of document formatting).

There is no spacing between paragraphs in the text.

Font highlighting in the text (bold, italic, underline, color, etc.) is used only when there is a special need to draw attention to the structural units of the text (sentences, phrases, words, abbreviations).

The text of the roadmap can be presented in the form of coherent text, a table, or a combination of these structures.

If a special system of abbreviating concepts is introduced in the roadmap, abbreviations are given in parentheses after the first use of an expanded concept, for example:

If an expanded concept needs to be structured into several abbreviations, or the presentation of the text does not allow introducing abbreviations for each expanded concept, abbreviations are given in parentheses after the corresponding concept, for example:

If there is a significant number of concepts that require abbreviation, as well as the need to define the concepts and terms used in the roadmap, a List of terms and abbreviations is formed in the order of the Russian alphabet, which is placed in the appendix to the roadmap.

Formatting footnotes and notes

After the footnote sign, the footnote text begins with a capital letter. There is a period at the end of the footnote.

If necessary, notes may be included in the text of the roadmap.

A note is drawn up by indicating the word “Note” and a sentence or several paragraphs continuing after a colon, numbered in Arabic numerals with dots (the text in such paragraphs is printed in capital letters and ends with a dot).

To format the note, Times New Roman font is used, 1 to 2 font sizes smaller than the font size of the main text of the road map.

Design of numerical units

Monetary amounts in the roadmap are given in Russian rubles using the unit of measurement “thousands.” (thousand rubles). If necessary, the roadmap may use designations of other national currencies of the world and units of measurement “million” or “billion” (for example, when analyzing the world economy, etc.).

When listing digital values ​​(if there are fractional numbers), they are separated by a semicolon (for example: “1.2; 5.1; 6.3”).

Amounts in digital form are given in groups denoting thousands, hundreds of thousands, millions, etc. (divided into groups of three digits from right to left (except for the fractional part), separated by spaces). There is no dot between the digital groups of a multi-digit number.

The fractional part is separated from the corresponding digital group by a comma.

Registration of details and applications

Details of legislative and other regulatory legal acts are indicated in the text of the road map in the following order - type of act, date of its adoption (approval), document number and name of the act (document title), for example:

It is not allowed to use the sign “N” as part of the details of regulatory legal acts, legal documents, as well as in other cases where it is necessary to designate numbers. The “No” sign is used to indicate numbers.

If there is an appendix to the road map, the text of the road map must provide a link to such an appendix. The link to the application is entered using the words “according to the application”, for example:

If there are several applications, they are numbered with Arabic numerals

with the sign “No”. Links to applications are given in the text as the applications are located. The order of appendices to the roadmap text must correspond to the order in which links to appendices are indicated in the roadmap text.

A multi-line attribute – the mark “APPENDIX” – indicating the name of the road map is located in the upper right corner of the first sheet of the document and is printed from the border of the top margin without quotation marks in capital letters.

The word “APPLICATION” is separated from subsequent lines of props by 1.5 line spacing. The remaining lines of the details are printed with 1 line spacing.

All component parts of the prop are centered relative to the longest line. The length of the line should not exceed 10 cm and is limited to the right margin of the document. For example:

Design of lists

To format the lists (enumerations) contained in the text of the roadmap, subparagraphs are used, which are designated by letters with a bracket (for example: “a), b), c)”) or, if there is a large volume of enumeration, by numbers with a bracket (for example: “1), 2 ), 3)").

Each sub-item of the list (enumeration) begins with a paragraph with a lowercase letter and ends with a semicolon, with the exception of the last sub-item, at the end of which a period is placed.

To indicate list items, dashes, circles, diamonds, etc. are not used as a replacement for alphabetic or numeric rubrication.

Table design

To highlight and designate a table in the text of a document, depending on the structure of the document, thematic and (or) numbering headings (headings designated by a number that determines the serial number of the table) are used.

The tables provided for in the plan form (section I, subsection 3 of section II, sections III and IV) are drawn up in accordance with the officially published text of Decree of the Government of the Russian Federation dated April 18, 2016 No. 317.

As a general rule, tables are designed as open (without rulers on the sides or bottom).

If necessary, tables can be designed as closed (framed with rulers) or combined (the head of the table is framed with rulers).

In the sidebar of the table (the left column of the table containing data about the rows of the table), the text of each position must begin with a capital letter. Punctuation marks are placed only within sentences. In the sidebar there is no colon after the words “Total”, “Total”.

If the table is printed on more than one page, it is advisable to repeat the head (the upper part of the table in which the column headings are placed) of the table on each page. Table columns (a row of data in a table, located vertically and usually placed between vertical rulers) can be numbered, in which case only the numbers of these columns can be printed on the following pages.

It is not recommended to include in the tables a column indicating the serial number (in the form of the symbol “No.” or “Item No.”) in the tables provided for in the action plan form, which is an annex to the Rules for the development and implementation of action plans (“road maps”) of the National Technological initiatives (hereinafter referred to as the Rules), approved by Decree of the Government of the Russian Federation dated April 18, 2016 No. 317

The text in the table is printed along the left border of the table row without paragraph indentation or in the center of the column (numbers, units of measurement, etc.).

To format the text in the table, the Times New Roman font is used, 1 to 2 font sizes smaller than the font size of the main text of the road map.