2. Regulation for Project Management

During this implementation phase, we focus on developing the Regulation for Project Management, which serves as procedural documentation for organizing work processes within the Project Management System (PMS).

For the Regulation, we can base it on the ISO 21500 series standards, including:

1. ISO 21500:2021 “Context and Concepts”
2. ISO 21502:2020 “Guidelines on Project Management”
3. ISO 21503:2022 “Guidelines on Programme Management”
4. ISO 21504:2022 “Guidelines on Portfolio Management”
5. ISO 21505:2017 “Guidelines on Governance”
6. ISO/TR 21506:2018 “Vocabulary”
7. ISO 21508:2018 “Earned Value Management”
8. ISO 21511:2018 ” Work Breakdown Structures”

By leveraging ISO standards, we offer several advantages:

• Alignment of project management terminology on a national and international level.
• Harmonization of the Customer’s regulatory framework with state and international standards.
• Increased conformity of products, processes, and services for project management.
• Elimination of trade obstacles, particularly for government orders.
• Promotion of scientific and technical cooperation.

However, we are flexible to accommodate other project management standards or frameworks as per the Customer’s requirements.

The Regulation for Project Management undergoes verification through real projects, ensuring project management aligns with the developed processes and tools. Adjustments are made as necessary to optimize its effectiveness.

The Regulation is designed as Microsoft Power Automate (or another chosen system) and seamlessly integrated into the PMS. With business processes directly within the PMS, users can perform tasks in a prescribed sequence, receive process instructions within the interface, access document templates easily, and identify opportunities for process improvement.

As an additional component, we provide short project management training to key employees, allowing them to effectively utilize the created Regulations and enhance their project management skills.

Results achieved in this stage encompass a range of crucial aspects:

• We establish clear definitions and frameworks for tasks, projects, project programs, and project portfolios. This includes the development and adjustment of a classification mechanism.
• We create a comprehensive project initiation procedure that outlines the roles of project initiators and customers. Additionally, we develop a mechanism for accurate budget calculation, clarification, and changes.
• The responsibilities and authority of project managers are clearly defined, and a rigorous selection process for project managers is established.
• We formalize the roles and responsibilities of other project participants, ensuring efficient distribution of functions and workload. Incentive rewards are tied to project results, fostering teamwork and motivation.
• Project management and implementation processes are precisely defined. These processes and roles are visualized through a diagram, illustrating the workflow within the PMS. Refer to the figure below for an example.
• A comprehensive package of project templates is created, including project classifiers, statutes, basic plans, change and issue logs, risk registers, and change request forms. These documents provide the necessary framework for effective project management.
• We develop a procedure for change management, encompassing the identification, agreement, tracking, and analysis of necessary changes throughout the project lifecycle.
• Stakeholder information points are configured, ensuring effective communication and engagement with key stakeholders.
• The project management business process is seamlessly integrated into the Project Online system, facilitating streamlined project management activities.

Through the Regulation, we break down the PMS into elementary blocks, ensuring that each role performs specific processes using designated tools at each stage of project management. This approach allows for continuous improvement of both the PMS and the Regulation itself. For instance, if there are recurring issues with notifying project participants after making changes, we can address them by configuring a specific tool, adjusting a process, or providing targeted training to enhance the overall system quality.

An example of a diagram of working with PMS