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Completed Projects

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Completed Projects


Severstal  

Severstal

Project: Formalization and ensuring of the project management processes related to of construction and timely commissioning of the facilities


Brief description. With a preliminary audit of one of the projects and having proved the importance of introducing management innovations, PM Experts team conducted the support of the two projects, including the definition of the projects boundaries, detailed calendar-network planning and cost planning. Also the monitoring and reporting system was formed, which was supposed to form regular reports of different levels and reports on the local Customers requests automatically.

PM Experts specialists also supported the topicality of the risk registry (and project archives on the whole), formed the requests for changes and prepared the projects of solutions on them for the Customer.


Suzun (TNK-BP)  

Suzun (TNK-BP)

Project: Development of the Oil Projects Program Management System


Brief description. JSC "Suzun"s leadership faced the task to form the basic Program plans, elaborate the management methodological basis and train the employees for the future Customers Program management service before the company proceeds to the next investment stage. Within four months PM Experts team successfully accomplished the task with the assistance of the Customers experts. Together they created the integrated calendar-network models, management documentation, trained (also in practice) the Customers employees. The updated calendar-network model contained over 12 000 operations.


RusHydro (former HydroOGK)  

RusHydro (former HydroOGK)

Project: Implementing 5 IT Infrastructural Projects on an Outsourcing Basis at HydroOGK (Currently RusHydro) Operating within RAO UES of Russia and at 7 Hydroelectric Power Stations.


Toyota Motor  

Toyota Motor

Project: Managing Externally More Than 17 of the Customers Projects Since 2005


PM Expert provided Toyota Motor with an external Project Manager and Project Administrator to implement a portfolio of 10 IT projects (planned for 2005-2006) aimed at automating business processes.

ROSNO  

ROSNO

Project: Managing Externally the Project for Implementing Oracle E-Business Suite (an ERP System)


Summary: Acting on an outsourcing basis, PM Expert managed and coordinated the Customer’s specialists and the Contractor’s resources within the project carried out by an IT Integrator that implemented Oracle E-Business Suite.
TNK-BP  

TNK-BP

Project: Administering Externally 3 IT Infrastructural Projects


Summary: PM Expert coordinated the implementation of 3 projects, which allowed Microsoft to complete phase two of its “Standard Operating Environment” (SOE) project, “PC Management Dashboard” project, and “Microsoft® Windows® Rights Management” solution implementation project at TNK-BP.
Renaissance Life  

Renaissance Life

Project: Managing Externally the Project for Implementing a Life Insurance Information System


Summary: Acting on an outsourcing basis, PM Expert managed the project for implementing an automated life insurance system in Renaissance Life, which allowed linking together all the companies’ business units (over 30 regional branches and agencies throughout Russia – from Vladivostok to Kaliningrad – with over 1,200 employees) within the common information space.

Yota  

Yota

Project: Creating the Virtual Consultant Technical Support Program on the Customers Website


Summary:The project managed by PM Expert resulted in incorporating the “Virtual Consultant” system on Yota’s (internet provider’s) website. The project was implemented in order to release some of the load from the customer company’s call center by providing its clients with on-line consulting on the most common issues without involving the call center’s employees.

Volga-Dnepr group of companies  

Volga-Dnepr group of companies

Project: moving the Customer Company to a New Office


Summary: The project involved reconstructing a new office building and enabling the move and full-scale functioning of the group of companies in the new premises.
Severstal  

Severstal

Project: Formalization and ensuring of the project management processes related to of construction and timely commissioning of the facilities


Brief description. With a preliminary audit of one of the projects and having proved the importance of introducing management innovations, PM Experts team conducted the support of the two projects, including the definition of the projects boundaries, detailed calendar-network planning and cost planning. Also the monitoring and reporting system was formed, which was supposed to form regular reports of different levels and reports on the local Customers requests automatically.

PM Experts specialists also supported the topicality of the risk registry (and project archives on the whole), formed the requests for changes and prepared the projects of solutions on them for the Customer.


Eurotek  

Eurotek

Project: Support to the project on mastering the gas field


Brief description. At the first stage of the project PM Expert team conducted a survey which resulted in elaborating documents on planning procedures, project implementing, as well as the documents specifying the ways of interacting in the project team and with the customers external functional services. After finishing the survey and approval of the project management and implementation plans, requirements for calendar-network model and reporting system, PM Experts specialists elaborated a detailed integrated schedule of the two phases of the gas fields development project.At the stage of the project support PM Experts specialists together with the customers team updated the calendar-network model on a daily basis and formed sets of project reports.

The collaboration resulted in working out an effective project management system which enabled to extract gas with a deviation of less than 5% of the target date and finish all the planned works in compliance with the established terms.


Suzun (TNK-BP)  

Suzun (TNK-BP)

Project: Development of the Oil Projects Program Management System


Brief description. JSC "Suzun"s leadership faced the task to form the basic Program plans, elaborate the management methodological basis and train the employees for the future Customers Program management service before the company proceeds to the next investment stage. Within four months PM Experts team successfully accomplished the task with the assistance of the Customers experts. Together they created the integrated calendar-network models, management documentation, trained (also in practice) the Customers employees. The updated calendar-network model contained over 12 000 operations.


ROSPAN INTERNATIONAL (TNK-BP)  

ROSPAN INTERNATIONAL (TNK-BP)

Project: Development and support of the Gas Project Program Management System


Brief description. The "GAS" Program aims at a full-scale development of the East Urengoy and Novy Urengoy gas condensate license areas. PM Expert Company was invited to support the implementation of the major projects of the Program. PM Experts employees performed as project managers, methodologists, planners, projects administrators, while the Customer was responsible for searching, selection, recruitment and training of the staff. During this period, PM Experts specialists developed the plan for managing Program "GAS"; developed the plans for managing and executing the six incorporated capital construction projects, including the calendar-network models for isolated projects and the entire Program; built the change management process. The employees, hired by the Customer, joined the Program management under the conditions of the already formed management system and received the prepared project documentation.

Professional solutions offered by PM Expert aimed to provide effective project management and enabled to predict the Program closure within the specified limits.


EVRAZ Group S.A.  

EVRAZ Group S.A.

Project: Consulting services for managing "Rail platform Evraz ZSMK Reconstruction" project.


Brief description. PM Expert specialists have carried out a complex analysis of the current situation with management of the "Rail platform Evraz ZSMK Reconstruction" project, construction works execution, project documentation development, imported equipment supply and procurement activities. Current snapshot report has been created based upon the analysis of the situation. Later the project schedule has been developed using MS Project. Also project execution possible scenarios analytics have been prepared in case of various deviations from the baseline schedule. PM Expert also involved the technical experts who provided independent expert assessment of the project execution timeline.


MTS  

MTS

Project: Developing 7 Successful Training Programs for MTS from Late 2005 through August 2006


Summary: During 2 months – November and December 2005 – the company’s trainers taught in the course of classroom-based sessions 300 specialists from various areas (technical, IT, marketing, software & hardware, etc.) in MTS both in Moscow and in the regions.
Severstal-Resurs  

Severstal-Resurs

Project: Delivering More Than 20 Corporate Training Programs for the Companys Project Managers, Project Team Specialists, and the Companys Top Management


Summary: The programs were attended by some 250 managers and specialists of Severstal-Resurs.
IBS  

IBS

Project: Delivering Corporate Training


Summary: PM Expert has close cooperation with one of leading Russian system integrators – IBS – in the field of training. The trainings carried out for this company’s specialists are characterized by a high level of adaptation of the material to the needs and specific features of the Customer’s operations, which is due to high professionalism of PM Expert’s trainers.
Svyaznoy group of companies  

Svyaznoy group of companies

Project: Implementing a Project Management Information System


The Project Management Information System implemented in the Real-Estate Directorate of “Svyaznoy” group of companies, which is one of the fastest growing mobile retail chains, allowed increasing the transparency of projects underway, the effectiveness of communications among project stakeholders, and the manageability of projects to open new and re-brand the existing outlets. The information system was customized to the company’s needs and the specific features of the current projects.
MGTS  

MGTS

Project: Building a Corporate Project Management System (CPMS)


Summary: The project resulted in building a corporate project management system (CPMS) in the IT Department of MGTS, which is one of Europe’s largest operators of local wire communications. CPMS allowed formalizing and automating the Department’s project activities, in particular improving the manageability of projects and control over project quality, time, and budget. The implemented CPMS is customized to the specific features of IT projects carried out by the IT Department, which implements over 50 projects (involving various software or software & hardware implementations) per year, and can later be rolled out to other business units of MGTS.
Sukhoi Civil Aircraft (SCA)  

Sukhoi Civil Aircraft (SCA)

Project: Implementing a Basic Project Management Methodology (within Stage One of Building a Project Management System)


Summary: When analyzing the current status in the development of SCA’s Customer Service (CS), the leadership teams at CS and SCA levels identified issues primarily related to organizing and controlling the projects underway as well as coordinating them with the Design Directorate and foreign suppliers of systems and equipment. In order to resolve the issues, the company’s leadership team made a decision to formalize project management in CS. The tender for building a corporate project management system was won by PM Expert.
VTB24  

VTB24

Project: Implementing Microsoft Office Project 2007


Summary: During the first stages of implementing a project management information system (PMIS) at VTB24, PM Expert’s employees developed the requirements, which reflected the bank’s needs in project management, and the terms of references for PMIS, which defined the scope of work needed to implement the required functionality. A significant risk of implementing Microsoft Office Project 2007 at VTB24 was the product’s innovative nature and no information to be found in open sources about the implementation of this system in Russia’s banking industry.
 LAND Development  

LAND Development

Project: Building a Corporate Project Management System (CPMS)


Summary: PM Expert completed the project for building a Corporate Project Management System (CPMS) at OOO “LAND Development” operating within “VILS” group of companies. The project accomplished the key implementation objectives: 1) improved the manageability of the customer’s projects, 2) provided higher transparency of project activities, and 3) optimized HR utilization.
SITRONICS Telecom Solutions (former MEDIATEL)  

SITRONICS Telecom Solutions (former MEDIATEL)

Project: Building a Corporate Project Management System (CPMS)


Summary: In the period from March through September 2006, PM Expert’s specialists implemented 4 stages of the project for building a Corporate Project Management System (CPMS) at ZAO “SITRONICS Telecom Solutions.” The key deliverables included establishing and implementing the internal corporate project management standards that allowed the company to reach a new project management maturity level.
Tatneft  

Tatneft

Project: Project Activities Review


Summary: PM Expert and “Abak Center” (city of Kazan) reviewed the organizations within OAO “Tatneft” group of companies. Based on this work, the companies prepared the list of the customer’s typical projects, analyzed the information gathered, and suggested approaches to the strategy of implementing a Corporate Project Management System at OAO “Tatneft.”
DHV-S  

DHV-S

Project: Developing a Program Methodology


Summary: PM Expert developed a Program Methodology for DHV-S (“Rollton” trademark).
UES of Russia  

UES of Russia

Project: Adjusting the Project Management Methodology


Summary: PM Expert was selected as an external consultant for carrying out comprehensive analysis of the Methodological Recommendations on Project Management, which had been developed by the Project Management Office operating within the IT Department of RAO UES of Russia to improve the effectiveness of IT project implementation. During stage one, PM Expert carried out preliminary analysis of the Root Document. Based on its results, a joint decision was made together with the Customer that the Root Document should be adjusted (rather than reviewed) and any weaknesses be eliminated.
Nestle Russia  

Nestle Russia

Project: Building a Project Management Methodology


Summary:A Project Management Office was established in Nestle group of companies in Russia in 2005 to implement projects successfully and control their status. PM Expert’s consultants were engaged to develop a project management methodology. The cooperation of two teams – the customer’s and PM Expert’s ones – resulted in a fully operating project management methodology, which is currently applied to Nestle’s projects.
RusHydro (former HydroOGK)  

RusHydro (former HydroOGK)

Project: Developing a Corporate Project Management System


IQ Property Management (IQ PM)  

IQ Property Management (IQ PM)

Project: Developing and Implementing a Project Management Methodology


Summary: IQ PM, which manages commercial real estate, engaged PM Expert’s consultants in order to optimize project management process and improve the quality of project activities. The project team carried out the audit, which revealed strengths and weaknesses of IQ PM’s project activities, and adjusted the current procedures and business processes. The project management methodology, which was developed, allowed formalizing the work of the construction managers who manage interior furnishing projects on behalf of the customer.

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