The work began with the development of a comprehensive methodological foundation. A set of regulatory documentation was created to establish standards and unified rules for all participants involved in project activities. This package included planning procedures, control mechanisms, communication rules, and templates for key project documents. Based on these materials, a project management methodology for residential and retail‑entertainment construction was developed—adapted to the company’s specifics and focused on high‑quality execution.
In parallel, work was carried out to structure the project portfolio. We created a unified catalog of projects, including initiatives at different stages—from concept to construction. This made it possible to ensure data comparability, improve the quality of analysis, and establish a foundation for prioritization and managerial decision‑making.
An important part of the project was the creation of a corporate resource pool. Together with the implementation team, we collected and systematized information about internal performers and external contractors, enabling accurate workload planning and improving resource utilization efficiency.
Another key step was the development of a set of templates—standardized schedules and project sites for various types of projects. This helped streamline the launch of new initiatives, accelerate the preparation stage, and ensure uniform data structure within the system.
The technological core of the corporate project management system (CPMS) became the Microsoft EPM 2013 platform. My team completed the configuration and adaptation of the solution according to the company’s processes. The system was integrated with the methodology, project portfolio structure, user roles, and the corporate resource model. This ensured a unified environment for planning, monitoring, and reporting.
The final stage of the project involved employee training. A series of training courses was conducted to develop practical skills in using the system and understanding the methodology. As a result, the transition to the new CPMS was not just formal but was actively supported by internal users.
The project resulted in the creation of a fully functional project management information system that unified the company’s processes, data, and tools into a single environment. This improved transparency, reduced risks, enhanced control over timelines and quality, and elevated the company's project management maturity to a new level.
