EPM implementation
The implementation of Enterprise Project Management Systems (EPMS) using the Microsoft Enterprise Project Management (MS EPM) platform and the ISO 21500 standard (PMBOK® Guide ) is one of the key competence of Project Management Profy.
The professionally organized Enterprise Project Management System (hereinafter referred to as EPMS) allows us to bring the company to a new level of management of its projects, give flexibility and courage, increase the reputation in the eyes of Customers and gain market stability. The table below shows the effect of the EPMS implementation in the "Before" and "After" comparison.
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Before the EPMS implementation |
After the EPMS implementation |
Achieved effect |
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Project Initiation and Planning Approach |
Calculation of the project idea “based on the experience of previously completed projects”, to the level of summary tasks. |
Calculation of the dynamic model of the project to the level of detailed tasks, coordination of the scope of work with experts and future performers, analysis of the availability of resources, the formation of managerial reserves. |
Finding the most successful way to implement the project (minimum terms / minimum budget) in 7 cases out of 10 (instead of 3/20). |
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Faults in budget estimates and terms within 30-80%. |
The error of budget estimates and the terms of the dynamic model of the project is 5-15%. |
The number of projects that were not completed within 5% of deviations from the planned deadlines and budget is no more than 2 out of 10 (instead of 8/10). |
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Use of planning data only for setting target budgets and rough project timelines. |
Full use of planning data at the project execution time. |
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Execution approach |
Assigning of department heads responsible for certain large stages of the project. |
Assigning specific employees to the tasks of the project, introducing the logic of the relationship of tasks and the construction of dynamical work schedules. |
Execution discipline of project tasks allows 2-3 times, in comparison with usual practice, to minimize the overwork rushes and poor-quality obtained as a result of speeding up. |
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Conflict resolution of the ‘problem’ cross-work of various units only by senior management |
Conflict resolution with the help of project managers (“horizontal” chain of project tasks control with no top-level managers involving). |
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The absence or weak "end-to-end" quality control of the project product. |
End-to-end compliance with planned quality at all stages of the project product being created. |
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Weak communication between employees of various departments, lack of the “latest” data. |
A common environment for the exchange of information between all project participants and stakeholders. Design data is up-to-date and located in one place. |
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Approach to change management |
Lack of accurate and up-to-date progress information of the entire project (as result of rough, not detailed planning). The diversity of reports prepared by department heads. |
The status of the project at any time, without the need ща administrative efforts from management to obtain ones. Reports on the Progress, Status and Forecast of each project for the current date. |
Understanding the status of the project allows management to timely react on problem occurred and even terminate the project whose goals comes non-achievable or obsolete. |
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Decentralized planning of project changes, with weak consideration of the influence of projects on each other. Weak analysis of alternatives due to the poor understanding its status. |
Centralized changes planning taking into account the influence of projects on each other. Analysis of project alternatives, taking into account the limited resources in precise way. |
Optimal and timely changes applying to the project at the execution time allows avoiding the failure of the project in 7 cases out of 10 (instead of 2/10). |
Effective implementation of a corporate project management system claims two important components:
- development of a corporate project management methodology (EPM Standard, Policy);
- Design of the Corporate Project Management Information System (hereinafter EPMS) in accordance with the requirements of the Customer and the provisions of the EPM Policy.
Affordable results, both in the EPM Policy development and in the design of EPMS, are achieved by observing details of customer projects and existing corporate culture. The planning of “pilot” (selected by the Customer) projects allows our consultants to understand the Customer’s business deeply. Careful coordination of the pilot project’s planning with the development of the EPM Policy and IT-design of the EPMS allow the Customer obtaining 4 important results:
- EPMS, designed and customized according to the specifics of the Customer’s business and projects.
- Well-planned pilot projects is in EPMS and ready to work with.
- Trained personnel at all levels (senior management; project managers; heads of departments; employees involved in projects; EPMS system administrators).
- Corporate project management Policy created in accordance with the Customer business specific.