Completed Projects

MaRussia Motors

Project: Corporate Project Management System (CPMS) implementation

Brief description. To date, PM Expert’s consultants have completed two stages of the project: developing the standard that lays down major provisions related to project management activities and detailing the project management processes. Stage three involves implementing of the Project Management Information System (PMIS) at the company. Building CPMS at MaRussia Motors will make it possible to ensure system planning and controlling of the implementation of high-tech projects to manufacture and upgrade exclusive deluxe sports cars produced by the company and of production capacities’ development projects.

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

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

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

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

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

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

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)

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

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

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)

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

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

Project: Developing a Program Methodology

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

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

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)

Project: Developing a Corporate Project Management System

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

Project: Managing Externally More Than 17 of the Customer’s 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

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

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

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

Project: Creating the “Virtual Consultant” Technical Support Program on the Customer’s 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

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.

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.