Object

  • Particular project.

What we do?

  • We provide an opportunities and applications of control and corrective actions at all stages of projects - from initiation till commissioning, including improvement of a project’s monitoring systems, application of tools to assess the planned and actual indicators of a project’s implementation, and risk management system;
  • We form common principles and approaches of project management, including a unified structure, standards and monitoring tools at all stages of project;
  • We systematize project management model;
  • We restructure project management processes;
  • We help to achieve planned results of the projects implementation;
  • We form an objective assessment of the project implementation process;
  • We improving project planning system.

Why do we do it?

  • Need in accurate information for decisions about investing in the project;
  • Need in assessment of the project’s effectiveness in order to achieve the optimum ratio of the costs for the project implementation and the results achieved during the implementation;
  • Need in obtaining of accurate information about the project implementation process in the required sections and with the required level of detail;
  • Need in systematized and formalized process and procedures of project management, including system of planning and coordination;
  • Need in a comprehensive assessment of the project’s implementation;
  • Absence of regulatory framework for the project management processes.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity;
  • Public authorities;
  • Banks.

Offer’s tasks are the following:

  • Carrying out an analysis of the project management process, including:
    • organizational structure of the project;
    • project monitoring and control systems (from the performance level to the strategic (corporate) level);
    • applied methodology, procedures and tools of the project management.
  • forming a regulatory framework for the project management;
  • development of proposals for the customer on reengineering/improvement of the methods/tools for the project management based on its domain;
  • implementation/restructuring of the project management process.

Stages of the Project management audit:

  • formation of the audit plan;
  • conducting a survey in order to systematize and describe the current project management situation:
    • current model of the project management process;
    • current scheme of responsibility areas;
  • development of a report on the survey findings;
  • identification of bottlenecks in the project management process in order to improve its effectiveness;
  • conducting a comprehensive plan-fact analysis of the project key indicators, identification of deviations and their subsequent analysis to determine the causes;
  • development of proposals (target model) to improve the project management system:
    • target model of the project management process;
    • target scheme of responsibility areas;
    • rationale of changes to implement.
  • development of an implementation plan for target model of the project management.

Object

  • Project management system at the particular company.

What we do?

  • We systemize the company’s project management model;
  • We identify bottlenecks in the company’s processes in order to improve the effectiveness of the company management system;
  • We restructure processes of project management of the company;
  • We monitor performance of the company’s business processes;
  • We establish information base for decision making process and for quality improvement of decisions by identification of causes of deviations and determination of factors that caused deviations.

Why do we do it?

  • Need in timely detection of project management parameters that do not match with their target values ​​and in development of appropriate corrective measures;
  • Need in establishment of an effective system of internal control and improvement of efficiency of companies’ activity;
  • Need in improvement of decision making process;
  • Need in systematized and formalized process and procedures of the company’s project management, including system of planning and coordination of the company’s project activities;
  • Need in a comprehensive assessment of the company's activities in project management;
  • Lack of regulatory framework for management processes at the company.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity;
  • Public authorities;
  • Banks.

Offer’s tasks are the following:

  • Carrying out an analysis of processes of the project managing at the company;
  • Development of proposals for the Customers to improve the system of project management at the company;
  • Formation of a regulatory framework for project management processes at the company;
  • Implementation/restructure of project management processes at the company.

Stages of the Project management audit:

  • formation of the project implementation plan;
  • conducting a survey in order to systematize and describe the current company management model based on the survey findings:
    • current model of an added value calculation for the company's business;
    • current model of the company’s significant business processes;
    • current model of the company management processes;
    • current scheme of responsibility areas.
  • development of a report on the survey findings;
  • identification of the bottlenecks in the company’s processes in order to improve the effectiveness of the company management system;
  • development of a target model of the company management:
    • target model of an added value calculation for the company's business;
    • target model of the company’s significant business processes;
    • target model of the company management processes;
    • target scheme of responsibility areas;
    • rationale of changes to implement.
    • development of an implementation plan for the target model.

Services provided:

  • Launch of PPP projects;
  • Progress tracking of PPP projects;
  • Management of PPP project realization.

Customers:

  • Government bodies (initiators);
  • Companies working on PPP projects, of any ownership and fields of work (investors);
  • Project organizations created in the frameworks of PPP projects.

Object of services:

  • Projects which are being realized according to the principles of Public-Private Partnership (PPP).

Premises:

  • An inadequate competency level of companies managing PPP projects;
  • The absence of a normative and methodological base in PPP project management, including in:
    • Project planning;
    • Uniformity in approaches to project preparation;
    • Tools of project realization management;
    • Project risk management.

Proposition:

  • Provision of services in PPP project management.

Tasks in hand:

  • The building of a PPP turnkey project management system;
  • The implementation of means and automation systems of PPP project management processes;
  • The development of methodological recommendations in PPP project management;
  • Personnel consulting and the transfer of experience in PPP project management.

Object:

  • Company’s corporate management system at owners’ (stakeholders’) level;
  • Company’s executive management system at Board level;
  • Project/program management system.

What we do?

  • We establish (reorganize) committees/councils and other advisory management bodies at the company.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity;
  • Public authorities;
  • Banks.

Why do we do it?

  • Current committees do not achieve their targets;
  • There is no committees’ performance dynamics;
  • Tasks are running late.

Effective committee is an expert/professional community limited by the specific subject area (activity), yielding results for project, government, business and society on the whole, depending on the committee’s level.

The objective of the Effective committee is to identify problems and to prepare/make decisions in order to eliminate or minimize risks.

Results of the Effective committee’s performance should be:

  • concrete;
  • measurable;
  • achievable;
  • dynamical;
  • limited in time;
  • carried out by responsible executives.

The Effective committee’s principles:

  • the Committee discusses only topical problems;
  • the Committee works regularly;
  • the Committee works effectively;
  • the Committee’s activities are controlled;
  • the Committee is responsible for its efficiency;

Tools to achieve the Effective Committee’s objectives are the following:

  • typical organizational structure of the Committee;
  • typical methodology;
  • control system of the Committee’s activities;
  • Committee motivation system.

Stages of the Committee’s reengineering are the following:

  • conducting preliminary analysis of the Committee's work;
  • establishment the Effective Committee at pilot area;
  • replication of the developed approach for other committees.

Positive effect:

  • efficiency;
  • organizing and arranging the Committees’ work;
  • the process is made methodologically;
  • use of typical organizational structures and typical methodology reduces time and resources needed to support the Committees’ activity.

Object:

  • The project offices of different types of projects and programs

What we do?

  • We organize the project offices;
  • We develop organizational documents for the project offices:
    • Order on the project office establishment and assignment of the head of the project office;
    • Position of the project office;
    • Draft of organizational structure of the project office;
    • Requirements for the project office’s staff, duty regulations;
    • Procedure, Rules and Regulations of the project office;
    • List of projects controlled by the project office;
    • Requirements to the project office;
    • Requirements to working places in the project office;
    • Information security requirements;
    • The project office’s budget;
    • Methodological recommendations on cost control of the project office;
    • Establishment of the project office’s media portal;
    • Regulations on the project groups in the project office;
    • Resource plan of the project office according to the actual projects;
  • We develop procedural and methodological documents on project management and the project office organization (for particular project):
    • The project management regulations;
    • An album of the model of the project management process;
    • Model Regulations for the project office;
    • The project standard charter;
    • Typical organizational structure of the project;
    • Album of standard reporting forms;
    • Guidelines to conduct a plan-fact analysis (terms, budget, resources, results);
    • Guidelines on the organization of the management levels cooperation in risk management;
    • The project office participants’ responsibility matrix.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity;
  • Public authorities;
  • Banks.

Why do we do it?

  • Need in streamlining and standartization as a part of improvement of companies’ management;
  • Need in efficiency assessment of the functioning project office;
  • Development of communication management (between project participants);
  • Need in infrastructural support of project management process;
  • Project office can become a center of responsibility;
  • Lack of the regulatory framework for the management processes that determine main functions and authorities of the project office.

General objectives of the project office:

  • Centralization and coordination of the project management process;
  • Cooperation of project participants in order to unify communication management rules;
  • Resource management;
  • Knowledge management;
  • Support for the project management methodology, regulatory framework and reporting activities;
  • Carrying out the effective monitoring, time management in order to optimize the project work.

The objectives are achieved with the help of:

  • Development of organizational documents for the project office;
  • Establishing guidelines for the project office organization/reorganization;
  • Development of project management tools in the framework of the project office’s activities;
  • Development of methodological recommendations for knowledge transfer;
  • Optimization of interactions between the project office key participants in the framework of the project management process;
  • Development of procedural and methodological documents in framework of project management;
  • Development of the project management system in the framework of the project office.

Object:

  • Government and commercial large-scale projects and programs.

What we do?

  • We professionally and effectively implement large scale-projects and programs as the general contractor.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity.
  • Public authorities.
  • Banks.

Why do we do it?

  • Stakeholders’/top management’s (companies/public authorities) need in effective and professional management of projects and programs.
  • Significant company’s expenditures associated with restructuring in order to establish specialized subdivisions for implementation of projects and programs.

Proposal:

  • Provision of comprehensive services for organizing and managing of large-scale projects and programs as a general contractor.

The objective:

  • Provide the Customer an implemented project or program within the given time constraints, cost, resources and that meets the Customer’s requirements, ideas and suggestions, legal and regulatory standards.

The objective is achieved with the help of:

  • recruited employees and experts of the CPMI who was involved in large-scale projects on the automation of the companies in the fuel and energy complex, the processing industry and in other large construction projects;
  • application of best practices (foreign and national) adapted to the current macroeconomic and microeconomic circumstances in Russian Federation;
  • regular monitoring of the implementation progress of project/program and rapid identification of possible risks that enables timely decision-making for risk management.

The CPMI’s tasks within the proposal:

  • planning of the implementation of project;
  • formation of team and its management;
  • establishment of project office;
  • communication management;
  • creating a full-featured system for monitoring of the implementation progress;
  • risk management;
  • contract and procurement management;
  • time management;
  • budget management;
  • quality management;
  • cost control.

Results for the Customer:

  • successfully implemented project;
  • embodiment of all ideas and suggestions;
  • minimal risks;
  • compliance with the budget;
  • quality guarantee.

Object:

  • The control system of the company on the whole or its separate structural subdivisions.

What we do?

  • We investigate the implementation progress of investment projects/programs.
  • We create (or improve) a full-featured company’s operating system for monitoring of the implementation progress of investment projects/programs.

Who is interested?

  • Companies of any form of ownership and with different spheres of activity.
  • Public authorities.
  • Banks.

Why do we do it?

  • Usually there are no effective monitoring systems to control the implementation progress of investment projects/programs at companies.
  • Stakeholders’/top management’s need in getting timely and reliable information on the implementation progress of the priority projects/programs.

The objectives of monitoring are:

  • Formation of an objective assessment of the project implementation progress
  • Opportunity to make informed decisions to adjust the project implementation plan
  • Increase of the quality of project planning

In order to achieve mentioned objectives the following tasks have to be solved:

  • Conducting of regular monitoring of the deviations of project’s actual (forecast) parameters: time, cost, resources (human resources, material and technical resources (MTR))
  • Determination of the reasons(factors) that have caused deviations from the projects’ plans
  • Analysis of the project possible risks and challenges
  • Development of measures to respond to risks and to solve problems
  • Formation of statistics for decision-making to improve the quality of the project planning

The main principles of the monitoring are:

  • Regularity
  • Comprehensiveness. Monitoring should be carried out in a complex with project key indicators for all unfinished project phases/stages/tasks/milestones (depending on required monitoring level)
  • Objectivity of the results. During the monitoring deviations are calculated on all parameters of the project and the Integral deviation is calculated
  • Every deviation has its quantitative and qualitative measures
  • Effectiveness. Monitoring allows you to identify deviations, to identify reasons (factors) that have caused deviations, as well as to create a list of measures to eliminate them

Stages of the monitoring system making:

  • Conducting of a rapid analysis of the current situation in terms of monitoring and preparation of proposals to solve problems
  • Development of target model of the monitoring process
  • Preparation a methodological framework for the monitoring process
  • Automation of the monitoring processes

Positive effect:

  • Obtaining of topical, consolidated information on investment project/program on a real-time basis
  • Timely response to the risks and problematic situations
  • Compliance with planned targets of investment projects/programs

 

For business services the Institut uses own solutions and the experience of its practical knowledge on general management, large-scale projects and programs management including on the subject areas and certain sectors. The main area of commercial services is the projects workflow management and work at the companies that are actively investing and project activities.

Main services:

Additional services:

  • “Effective Committee” means foundation/reorganization committees, councils and other advisory bodies on the executive and strategic levels at the company, the main principle of which is EFFECTIVENESS.
  • “PPP projects management”. It is creating the PPP projects management system (project financing, lease financing).
  • “Project management audit” is carrying out of an analysis of the project management processes and elaboration of proposals for customers to improve the project management system in the company.
  • “Audit of the project management” is the analysis of the processes of the project management (from the organizational structure to the methodology and tools of project management) and elaboration of proposals for customers on reengineering/improvement of the methods/tools to manage the project according to the project subject areas.

Our clients:

  • large companies with any form of ownership with different spheres of activity;
  • federal and regional public authorities;
  • banks;
  • other project investors.

The things enabling us to ensure the result:

  • large experience in the large-scale projects/programs implementation, both as a general contractor and as a customer;
  • we use our own completed project management methodology that has proven its effectiveness in many completed projects;
  • the team of highly skilled professionals, managers (experienced more  than 10 years in the managing of projects and programs), experts in the subject areas of management (investments, budgeting, scheduling, resource provision, legislation, etc.), and experts with many years experience in implementing of the large-scale projects/programs in different sectors (energy, oil and gas, road and railway construction, information technology and high-tech solutions, telecommunications, ecology and environmental safety etc.).

 

We believe that the project’s success depend
on organization of its implementation.