{"id":17302,"date":"2014-10-27T20:45:46","date_gmt":"2014-10-27T18:45:46","guid":{"rendered":"https:\/\/pmdoc.ua\/services-on-development-of-project-management-regulations\/"},"modified":"2025-10-12T10:57:05","modified_gmt":"2025-10-12T08:57:05","slug":"pm_regulations_development","status":"publish","type":"page","link":"https:\/\/pmdoc.ua\/en\/pm_regulations_development\/","title":{"rendered":"Services on the Development of Project and Portfolio Management Regulations"},"content":{"rendered":"

Departments, divisions, services, and individual employees engaged in project work and portfolio realization have their actions, authorities, and responsibilities defined in regulatory documents. These are commonly referred to as the Corporate Project Portfolio Management Standard<\/strong> or Project Portfolio Management Regulations<\/strong>.<\/p>\n

Effective Regulations should consider the unique business aspects, culture, and traditions of an organization. They should also align with global best practices in project and portfolio management, notably PMI<\/a> and ISO<\/a> recommendations. Implementing these Regulations often signifies a shift in established project and portfolio management traditions.<\/p>\n

\"Services<\/p>\n

The PMDoc team offers expertise in developing and refining project portfolio management regulations, fostering a culture of improved project and portfolio management<\/h3>\n

Why Is It Important?<\/h2>\n

Think of Project Portfolio Management (PPM) Regulations as the Traffic Code. In low traffic or rural settings, the rules might seem superfluous. However, in dense traffic, the absence of regulations can lead to chaos or standstill. Similarly, PPM Regulations ensure that all projects within portfolios progress towards their goals, helping your company evolve efficiently within its constraints. These Regulations form the cornerstone of your company\u2019s PPM system. A standardized system curtails dependencies on individual employees, reduces costs and risks, and accelerates projects.<\/p>\n

Composition of Documents<\/h2>\n

The Regulations encompass several sections, with most being mandatory and others tailored to the client’s specific needs:<\/p>\n

    \n
  1. Provisions for Organizational Structures Supporting PPM:<\/strong>
    \n– Project Portfolio Management Office
    \n– Managers and Project Teams
    \n– Managers and Portfolio Teams
    \n– Development Department
    \n– Employee Project Involvement
    \n– Management of subcontractors and external entities<\/li>\n
  2. Regulations for Primary PPM Processes, Roles, Authority, and Procedures:<\/strong>
    \n– Budget initiation, funding, and management
    \n– Planning
    \n– Execution, Monitoring, and Control
    \n– Change Management
    \n– Portfolio Optimization and Resource Balancing
    \n– Project closure, lesson analysis, and employee motivation<\/li>\n
  3. Guidelines for the Corporate PPM Information System.<\/strong><\/li>\n
  4. Project and Portfolio Structures.<\/strong><\/li>\n
  5. Additional Provisions<\/strong><\/li>\n<\/ol>\n

    Organization of Work<\/h2>\n

    The Regulations’ development occurs alongside the planning of pilot projects and at least one client-selected portfolio. This process allows our consultants to deeply understand the client’s business and offer feasible regulatory instructions. Final adjustments occur during the pilot operation of the Regulations.<\/p>\n

    Stages in the Development of the Current PPM Regulation:<\/p>\n

      \n
    1. Collaborative Project and Portfolio Planning:<\/strong>\u00a0This stage supersedes the traditional “AS IS” business process consulting research. The advantage here is that findings can be directly applied to the execution and control of projects and portfolios, making it more dynamic than mere “research.”<\/li>\n
    2. Description of Unit Interactions<\/strong>:\u00a0By monitoring portfolio roadmaps and project schedules, the interplay between company departments and their interactions with customers is delineated and organized. It’s crucial to precisely define, document, and set timelines for the responsibilities of all project and portfolio leaders.<\/li>\n
    3. Development of Project Portfolio Management Regulations<\/strong>:\u00a0This involves drafting procedural documentation to structure PPM processes. It also includes the creation of related PPM document templates, portfolio roadmap layouts, and project schedule formats.<\/li>\n
    4. Implementation of PPM Regulations<\/strong>:\u00a0The regulations are tested against ongoing processes. This means several pilot projects and at least one portfolio are executed strictly following the new regulations. The effectiveness and adequacy of the processes and tools described are then evaluated. Necessary adjustments are made to the regulatory procedures, and the PPM information system is fine-tuned accordingly.<\/li>\n
    5. Employee Training<\/strong>: Regulations, in essence, materialize as a collection of documents. However, if these are not understood or utilized, the efforts and resources expended become futile. Hence, the concluding phase encompasses varied training tiers\u2014from introductory briefings for pivotal staff members to comprehensive project and portfolio management training sessions. The latter is facilitated using the newly established regulations, targeting both project\/portfolio managers and their respective teams.<\/span><\/li>\n<\/ol>\n

      Structure and Design<\/h2>\n

      \"Structure<\/a>Regulatory documents are organized in a matrix manner for user convenience. This ensures that each project and portfolio participant receives concise instructions tailored to their role, eliminating the need to sift through extensive documentation. The Regulations’ documents are structured by both PPM process groups and the client’s organizational hierarchy:<\/span><\/p>\n