Казахской национальной консерватории им. Курмангазы

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Батыр баян. Спектакль бағдарламасы. – Астана. 2004. 
Изобразительное  искусство  Казахстана.  Период  независимости. (Коллективная  монография) – Алматы:  Арда, 
2009. – 344 б. 
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Рахмадиев Е. Абылай хан. Клавир. – Алматы: Өнер, 2009. - 376 б. 
1  Kuzembaj S., Musagulova G., Kasymova Z. Kazak operalary. – Almaty. Zhіbek zholy, 2010. – 269 p. 
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3  Batyr bajan. Spektakl' bagdarlamasy. – Astana. 2004. 
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6  Rahmadiev E. Abylaj han. Klavir. – Almaty: Өner, 2009.- 376 р. 
Амангельды МУКАН 
В  данной  статье  автор  анализирует  воплощение  образа  Абылай  хана  на  казахской  оперной  сцене.  Автор 
рассматривает спектакли разных лет с точки зрения постановочной части и актерского прочтения
Ключевые  слова:  опера,  партия,  образ,  исторический  персонаж,  вокалист,  независимость,  режиссура,  спектакль, 
музыкальный образ. 
Amankeldi MUKAN 
In this article, the author analyzes the embodiment of the image Abylaikhan on the Kazakh opera. The author examines the 
performances of different years in terms of the staging and acting reading. 
Keywords: opera, party, image, historical character, vocalist, independence, direction, performance, musical image 
Автор туралы мəлімет 
Мұқан  Аманкелді  Оразбайұлы – өнертану  кандидаты,  доцент,  М. О. Əуезов  атындағы  Əдебиет  жəне  өнер 


Менеджмент в искусстве
УДК 005.93 
Professor, Doctor of Business Administration, Kurmangazy Kazak National Conservatory, 
Vice-Rector, Head of the Composition and Art Management Department. 
(on example of “Festival of New Music Nauryz-21”) 
The article describes the project management elements for a non-commercial project of Kurmangazy Kazakh 
National Conservatory “International Festival of New Music Nauryz-21”. The complex diagnostics of the project has 
been performed and the project planning and implementation process has been described.  
Keywords: project management, art management, music festival. 
Ключевые слова: управление проектом, арт-менеджмент, музыкальный фестиваль. 
Тірек сөздер: жобаны басқару, арт-менеджмент, музыкалық фестиваль 
Until now the concept of a project has been applied to the project and estimate documents of 
buildings, constructions or technical structures. Professional project management (PM) implies the 
complex target measures for a new product or services within a fixed budget, timeframe and quality. 
The professional project management in Kazakhstan has undergone a profound shift over the last 15 
years: from individual projects to the integrated management system of companies and programmes. 
However, only first steps have been taken in project management in Kazakhstan to date. 
The need to use the project management tools and technologies in social and cultural organizations is 
becoming extremely important. Huge transformations, taking place in the whole system of norms and 
values in the cultural life of the country, have had an impact on the project management. In connection 
with this, we need to refuse the old management system and seek new forms and methods as well as 
management models. The culture management process defines the formal boundaries of creative activity, 
its directions and priorities, determines the level of impact of different social subjects on the cultural 
process as well as on the relationships between the participants of the cultural process. In the end, the state 
and further development of culture will depend on the management.  
It is also important to consider it through the organization of music festivals' projects. Many 
Kazak festival projects are having serious difficulties in non-commercial projects implementation 
under the present market economy.  
According to the world practice, the project management principles and mechanisms can help 
festivals not only survive in a competitive market but also achieve their commercial and non-commercial 
A festival is usually a non-commercial project aimed at providing certain social and cultural services. 
The festival is based on “…a fruitful idea of the use of spiritual values and traditions leading to a specific 
financial and creative result.”  
Phil Baguley highlights the five main characteristics of a project:  
- one-off projects; 
- each project is unique; 
- projects have a timeline; 
- all projects are flexible; 

- project efficiency.  
A festival meets all these requirements set in a project. At the same time, a festival is a specific 
project to be implemented in the field of culture and art. Мilena Dragichevich-Sheshich believes that all 
cultural projects, regardless of their concept, have the following main characteristics: focus on a specific 
goal, a systematic approach, specific timeline, uniqueness and specificity, equal importance of both the 
process and result, as well as the cost effectiveness and efficiency of a project.  
The main difference of a cultural project from other projects, in our opinion, is that in cultural projects 
the process itself is a result. A festival is a result, despite the fact that it pursues certain goals which were 
previously set and fixed in the festival concept.  
Consequently, it can be said that every festival is a project and thus, laws, principles and other 
elements of management and marketing shall be applied to it.  
However, it is to be noted that a festival is a cultural and art project which requires specific and 
ambiguous management. And another peculiarity of a festival project is that the results of the festival 
activity are services not the facilities.  
Now we will look at implementation of non-commercial projects of Kazak National Conservatory 
named after Kurmangazy in accordance with the general management theory. As a research subject we 
will choose a non-commercial project of Kazak National Conservatory named after Kurmangazy 
“International Festival of New Music “Nauryz-21” (IFNM “Nauryz-21”.) The idea of the project is 
covered by different aspects of the Cultural Development Programme of the Republic of Kazakhstan: 
young talents support, master classes by overseas specialists, implementation of advanced music 
technologies, promotion of classical and contemporary art in the country.  
The purpose of the festival is to comprehend the ancient traditions and identify the new trends by 
developing composition and performance art of the XXI century. This non-commercial project of best 
samples of symphonic, chamber and instrumental music, vocal and folk music, arts, design, theatre is also 
a unique opportunity for our citizens to know the best pieces of contemporary music performed by highly 
professional musicians.  
The name of the project “Nauryz-21” has been chosen for the reason that many Central Asian 
countries celebrate a new year on 21 March - the equinox. The Nauryz holiday is considered to be a 
rebirth of nature and is celebrated the whole month. The organizers of the festival “Nauryz” tried to make 
it a holiday of high hopes and renewal which we expect in the twenty first century; so that we could hear 
the sounds of peace and agreement on Earth in the music of composers and the works of artists, designers, 
theatre actors from different countries and continents.  
In preparation for the project and during the festival, the project has contributed to the image of 
Kazakhstan abroad as the country with the great ancient culture and the rapidly developing art today. The 
festival was conducted in Almaty to confirm it as a cultural centre and demonstrate again its achievements 
in the contemporary art. Such events can only be held in a peaceful and stable country with sustainable 
economy. The festivals held in 2004, 2006 and 2008 show that it is worth conducting, and that there is a 
big interest in them.  
The project accordingly has its history of building relations with participants, sponsors and partners. 
The partners of the project have become the organizations and companies who had shared the goals: 
official representatives and embassies of the participating countries: USA, Russia, India, Israel, Czech 
Republic as well as the Union of Composers of the Republic of Kazakhstan and Almaty city Akimat 
(mayoralty) who have provided tremendous support.  
The participants of the International Project of New Music “Nauryz-21” were the National Academy 
of Arts named after Zhurgenev and Kazak State Academy of Architecture and Construction. The project 
has been a great example of the tandem of creative high schools where most talented young people are 
studying, who are going to be the future of Kazak and the world art. This creative collaboration of the 
students of the Conservatory and the Academy of Architecture and Construction within the framework of 
the cultural projects has become a good tradition. A creative group of students of the faculty of design at 
Kazak State Academy of Architecture and Construction has developed a set of image and printing 
products and the space design of the main concert halls for the festival “Nauryz-21”. The creative findings 
and ideas of the students have been displayed to the general public in the Festival concert halls. The joint 
projects of the Conservatory and the Academy of Arts named after Zhurgenev have once again proved that 
the cooperation between the two creative universities were effective.  

A special participant of the festival was the International Academy of Business (IAB). The reality is 
that creative people need knowledge and interaction with business, therefore, it was decided to involve the 
International Academy of Business in this project. The IAB took part in the Festival “Nauryz-21” under 
the joint education programme of the Academy of Business and the Conservatory “Arts management”. 
The problems of Cultural and Arts Management were successfully discussed at a round table meeting and 
the training which were worthwhile and timely. A new joint program demonstrated a fascinating 
illustration of the IAB mission: “We are training a new generation of managers for Kazakhstan’s 
democracy based on the international cooperation, interrelation with business and the creative and 
initiative professional team’s energy. We are not only teaching them but are also aiming for personal 
success of our clients, partners and the staff.”  
The project participants, who contributed a lot to the organization of the festival, were the State 
Academic Symphonic Orchestra lead by T. Abdrashev, the State Ensemble of Classical Music “Camerata 
of Kazakhstan” lead by G. Murzabekova.  
The First Festival in 2004 was financed from non-budgetary, very limited resources of Kazak 
National Conservatory named after Kurmangazy. In 2006 the Second Festival was financed by the 
National Oil Company “KazMunaiGaz”, the technical sponsors were the hotel “Almaty”, the restaurants 
“Aventinus” and “Govindas”, the media sponsors were Kazakhstan Press-Club, the journals “Guide” and 
“Kamerton”. The US Embassy, the Embassies of Israel and France bore a small part of the transportation 
and living costs of the foreign musicians at the First Festival in Almaty. Almaty City Akimat (Mayoralty) 
helped with printing some of the promotional materials of the festival.  
Technically, the organization of any project begins with preparations. We have to rely on the general 
legitimacy of a project life cycle in order to plan it correctly. Dr. Joe Goldblatt suggests one of the most 
logical schemes for cultural projects: idea, creative design, planning, implementation and coordination, 
research findings and analysis. According to this scheme, project organization begins with research, then 
search for new ideas, planning, implementation and evaluation. The evaluation of an outcome will be a 
point of the study of the next event. The cycle is repeated. A cultural project is a business project like any 
other one and the same methods can be applied to it. Firstly, a complex diagnosis of a project is carried out 
which has the following main tasks: project feasibility study; a new project marketing; budget evaluation 
and project implementation timeline; team building and formation of project participants.  
A larger study needs to be carried out to analyze the feasibility of a project. An internal study 
includes: classical SWOT analysis, development of a project charter, description of the content, 
interpretation of a company data, a responsibility matrix, a Gantt chart. An external study involves 
external environment analysis – event marketing, competitive environment analysis.  
The project charter is an instrument which authorizes a project and is extremely important to develop 
a project in the right direction. The IFNM “Nauryz-21” is a strategic project for the Conservatory aimed at 
improving a professional level of students and motivating them; securing international links, fostering 
development of the image of the Conservatory as a cultural and innovation centre of the republic.  
The description of the content is the next tool for initiating a project, the content of the main part of a 
project, i.e. writing the project goals, stages and products.  
For marketing analysis of a new project, a target market segment and an opportunity to meet the 
demands by organization and subcontractors have been identified, and thus, the unfulfilled tasks have been 
removed from the agenda. As a result of the marketing analysis, a future project concept has been formed 
which presents:  

a project idea, mission, goal, strategy (core provisions); 

a project facility or a product (main characteristics); 

an attractive marketing project (supply and demand, main competitors, price increase perspectives 
and etc.), possible sources of capital raising, subcontractors, suppliers and other project participants (basic 
information, as well as the estimated products and services prices). 
After the analysis of all key aspects of the project (organization feasibility and efficiency) and when a 
decision on initiating the project is made we will proceed with the development and planning. When 
planning a project it is important to maintain a record of the resources. Otherwise, the resources we are 
using in the work will no longer belong to us. Let us name the main resources the IFNM “Nauryz-21” 
team is working with:  


Time is the most important, irretrievable and inflexible resource and it can be developed by 
planning. Job allocation, delegating problem solving and authorities, active use of computer, Internet, 
email and etc. allow us to increase our opportunities to tackle the issues using the time resource as much 
as possible.  

Finance – the Conservatory resource (planned budget funds) and sponsor contributions. Thereafter 
this resource can be used to solve the issues which will benefit and meet the Conservatory mission as a 
creative school.  

Project partners and participants are the main resource for budget and non-profit organizations as 
well as their projects. The resource can be developed by mutual and beneficial cooperation, assuming 
responsibilities and common objectives.  

Personnel – The Conservatory concert department (2 people), the Conservatory staff participating 
in project organization and implementation by virtue of their responsibilities in the main organization. 
Temporary staff: the Conservatory teachers and students, translators, suppliers and partners.  

Technical base – computers, software including audio and video playback and etc. The resource 
can be developed by maintaining and upgrading technical equipment.  

Facilities – The Conservatory concert halls and classrooms where the project activities are held.  

Experience – IFNM “Nauryz” is not the first project the Team has organized. There are statistics 
and the understanding of the difficulties and the process as a whole. 

Connections – every team member and the team on the whole have good contacts who can offer 
practical tips on how to plan and carry out a project.  

Data base – knowledge of potential project participants who are selected during our work. We 
need to increase and broaden this information. 

Approach to work – the project is not aimed at making a profit, they are based on the 
Conservatory’s mission. 

Popularity. A positive image can allow the Team to easily achieve the goals. The whole activity of 
the Conservatory and past projects are resources.  

Staff training. The project participants are musicians including performers who are also resources 
which can help to successfully solve the issues related to the professional development.  
The ability to identify and increase the resources allows us to correctly share our efforts and 
knowledge in this project.  
Several temporary plans of different sizes are required to develop during the project preparation. We 
use temporary time periods at our convenience: months, weeks, days. Since the preparation for the festival 
begins before it is held, the following plans need to be developed:  
A general work plan - weekly and monthly; 
A final stage plan: last weeks and days prior to a project start as the deadline approaches, the 
combination of all time components must be precise;  
A project scenario. Specification of events must be extremely accurate (every minute, movement 
and action etc.)  
Then the following project management tools are adapted to non-commercial social projects: specific 
budget for social non-commercial projects, selection of a team and communications which are the main 
element in the project management of similar projects.  
Thereby, the IFNM “Nauryz-21” is part of the program of cultural education of the population, 
support of talents, introduction of music technology, exchange of best practices, promotion of classical 
and contemporary art in Kazakhstan carried out by the Conservatory Administration. We justify the 
project management at the Conservatory based on the university development strategy as the cultural and 
educational, scientific centre, on its goals and development plans, efforts, ways and means of the goals to 
be achieved. The project management at the Conservatory will allow us to minimize the risks, to solve the 
project issues, to achieve the objectives and meet the expectations of participants of the university cultural 

Principles of Production. /Edited by G.P.Ivanov, P.К.Ogurchikov, V.I.Sidorenko. - М.:Business literature, 2003.- 719 p. 
Baguley P. Project Management. - М.:FAIT-PRESS, 2004. – 208 p. 
Dragichevich-Sheshich М., Stoikovich B. Culture Promotion and Cultural Projects Management. - Novosibirsk: Tigra, 
2000.-156 p.  
Shumovich A. Wonderful events/technologies and event management practice. - М., 2006. – 98 p. 
Tovb A.S., Tsipes G.L. Projects Management: standards, methods, experience. М.: Olimp-Business, 2003. – 240 p. 
(на примере Фестиваля новой музыки «Наурыз-21»
В  статье  описывается  применение  элементов  управления  проектами  для  некоммерческого  проекта  Казахской 
национальной  консерватории  имени  Курмангазы  «Международный  фестиваль  Новой  музыки  «Наурыз-21».  Дана 
комплексная диагностика проекта, описан процесс планирования и реализации проекта. 
Ключевые слова: управление проектом, арт-менеджмент, музыкальный фестиваль. 

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