84 ISSN 0005-1055, Automatic Documentation and Mathematical Linguistics, 2016, Vol. 50, No. 3, pp. 84–90. © Allerton Press, Inc., 2016. Original Russian Text © R.A. Faizrakhmanov, L.A. Mylnikov, 2016, published in Nauchno-Tekhnicheskaya Informatsiya, Seriya 2: Informatsionnye Protsessy i Sistemy, 2016, No. 5, pp. 7–14. The Foundations of Modeling Management Processes for Innovation Projects in Production-Economics Systems R. A. Faizrakhmanov and L. A. Mylnikov Perm National Research Polytechnic University, Perm, Russia e-mail: itas@pstu.ru, leonid.mylnikov@pstu.ru Received February 29, 2016 Abstract—A possible approach to constructing models for managing innovation projects in production–eco- nomics systems of enterprises and providing them with information support is described. The conceptual foundations for constructing models for innovation projects are presented, as well as the technique of transi- tion from conceptual modeling to managing such projects. The obtained model and the set of parameters for project evaluation may be unique and depend on the specific features of the project, the preferences of the decision maker, and the production-economics system in which the project is carried out. Keywords: innovation project, management, decision-making, algorithm, analysis, concept, information infrastructure DOI: 10.3103/S000510551603002X INTRODUCTION New research results that are applicable to the pro- duction of goods are a resource that provides a strate- gic advantage. This is especially important under con- ditions of political and economic instability, when development of products that meet world standards becomes a necessity for a country. Any changes in major industrial systems are intro- duced under strict time and budget constraints. Each project aimed at releasing new products requires the availability of key competencies, which are not always fully present within a company. Carrying out a project brings new knowledge and skills, as well as new stimu- lus for the company’s development. The effect of introduced innovations may manifest itself as an increased variety of consumer properties and higher level of standardization and automation on the path to product release, which in turn makes it possible to lower costs. Maintaining a high development rate is an addi- tional factor that affects decision making concerning a project portfolio in a market-based economy. However, according to Rosstat data, the share of innovation prod- ucts in Russia did not rise above 10% in 2009–2013, and, according to the data of the Foundation for Assis- tance to Small Innovative Enterprises in Science and Technology, the number of successfully implemented innovation projects was no higher than 8%. This highlights the insufficient development of the management methods for the release and use of innova- tion products. The production system that delivers innovation products is forced to undergo changes that are manifested as an increased number of product improvements and relationships to other enterprises and must utilize and modernize a higher number of subsystems compared to traditional products. This poses stricter requirements in terms of managerial deci- sion-making time and innovation management quality. Management quality is determining factor of the suc- cessful performance of projects aimed at the develop- ment and release of innovation products and technolo- gies; solving the management problems of innovation projects is becoming increasingly significant. The theory and practice of innovation manage- ment follow the path of solving local problems due to the complexities of managing innovation as a unified system [1]; this has led to a lack of methodological approaches to the formalization of the management of innovation projects. Despite the advantages that are occur due to the comprehensive consideration of the management problems of innovation projects, the literature lacks system models of innovation projects as complex sys- tems, which makes it impossible to solve the problems of the management, expert review, and validation of decisions efficiently. Management solves independent problems instead of considering a unified process [2]. Dedicated approaches exist for individual types of innovations, which mostly depend on sectors of the economy and the industries where they arise (this implies organizational innovations, service-oriented innovations, technological innovations, innovations that are utilized in products that affect their consumer properties, etc.).