Corporate project management. Corporate Project Management System (KSUP)

Corporate standards for project management.

Description of the situation. (

The company "Medpribor" (public joint stock company, shares are listed on the stock exchange) is an enterprise for the production of medical equipment. The company was founded 10 years ago by scientists and engineers as a company with limited liability, was transformed into an open joint stock company, and then into a public joint stock company.

Now the company is a major player in the medical equipment market. The company is trying to join the federal import substitution program and initiates the launch of new important projects. The company aims to significantly increase its market share and improve business performance over the next 5 years.
But the company has serious competitors who also develop high-quality medical equipment that have already implemented a number of best management practices, including in the field of project management. Competitors are beginning to develop major projects to further strengthen their market positions.
At present, the Medpribor company intends to carry out a number of organizational changes, including the start of the implementation of a project management system, and is taking the first steps in this direction.

The company's management set a course for the creation of a full-fledged corporate project management system. To this end, the head of the project management office is instructed to study in detail the various standards for project management. Next, he must develop an overall configuration of the project management system, taking into account the level of maturity of the existing system and presenting ways to improve the next five years.

Questions:

Spend comparative analysis features of popular project management standards.
Form the structure of a corporate standard, taking into account the use of the provisions of individual international and national standards in it.
Offer your vision of the corporate project management system in the company.
Develop on a grand scale the main phases of the project for the development and implementation of a corporate project management system and evaluate the time parameters life cycle this project.
Consider the development and implementation of CPMS as the implementation of a change in the company's activities.
What will be, in your opinion, the economic effect of the launch of CPMS in the company?

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Essence and types of corporate projects

Remark 1

V modern world There are many approaches to the definition of the term "corporation". Most often, it is customary to identify it with a special form of business organization and independent legal entity with shared ownership of its capital, distributed in the form of shares among the owners of the capital.

As practice shows, corporations in most cases are represented by large joint-stock companies with an extensive management structure. Managing such organizations is not an easy task. This is influenced by both the complexity of corporate structures and the scale of their activities. Under such conditions effective management projects is of particular importance.

Projects are increasingly being introduced into the activities of corporate structures, however, the unity of approaches to the interpretation of their essence among scientists has not yet developed.

Definition 1

In a general sense, a project is usually understood as a certain set of activities that are combined common goal, resources, team and implementation timeline.

All projects, regardless of their scope, have certain characteristics that make it possible to attribute one or another type of activity to projects. These characteristics are:

uniqueness and/or enhancement character;
time limit;
development sequence.

This means that projects should generate unique achievements, and their implementation should have a clearly defined scope and be carried out in stages.

The projects themselves can take different kinds and forms. V general view their classification is shown in Figure 1.

Figure 1. Classification of projects. Author24 - online exchange of student papers

With regard to corporate forms of management, various types of projects can be applied. Most often they are large-scale and focused on the medium and / or long term. At the same time, they can affect various areas of activity (production, management, marketing, etc.).

Several projects implemented within a corporation can be combined into a project program to ensure the achievement of a single result, or into a portfolio of projects to better manage their implementation. The project portfolio, in turn, may include project programs

Features of corporate project management

Project management in the general sense is usually identified with the management of the process of its implementation.

Definition 2

Corporate project management is a methodology for planning, organizing, directing, coordinating and controlling the material and human resources of the entire set of corporate projects.

Fundamental goal corporate governance projects is to ensure the effective achievement of project goals through the use of a system of modern management techniques, technologies and methods to achieve the results defined in the project. This concerns both the composition and scope of work, as well as time, cost and quality.

The main components of corporate project management are shown in Figure 2.

Figure 2. Basic elements corporate project management. Author24 - online exchange of student papers

The process of project management itself implies the need to consistently go through a number of stages, starting from the initiation (birth) of the project idea and ending with monitoring the progress of its management and evaluating the results achieved.

A special role in corporate project management is given to the use of modern software and technologies. The decisive role is assigned to corporate project management systems (abbreviated as CPMS). Let's consider them in more detail.

Corporate project management system as the main element of project management

KSUP is a specialized set of methodological, software, technical and information tools aimed at optimizing the planning and project management processes.

The constituent elements of the corporate management system are:

local regulations that regulate the management of project activities (for example, corporate standards);
organizational structures through which the company's project activities are managed and coordinated;
project management information system directly used for centralized collection, storage and analysis of project data;
system of training and certification of project participants.

CPMS users are a wide range of stakeholders (interested parties) of the corporation. These are shareholders, financial services, and top management and even contracting organizations. At the same time, it has a clearly defined object and subject of influence.

The objects of the corporate project management system are directly the projects themselves, their elements and characteristics. The subjects are active participants in projects that interact with each other in the process of developing and making managerial decisions.

The use of KSPU in the process of corporate project management contributes to the organization of interaction between the subjects and objects of management mentioned above by building management processes in accordance with the role features of the project and its organizational structure, which are determined by the relevant regulations. Usage this instrument plays a huge role in the management process and carries a lot of advantages.

The use of CPMS ensures the implementation of projects in terms of scope and scope of work, timing, resources, quality and budget. It increases the efficiency of interaction between employees and divisions of the corporation, minimizes the likelihood of conflicts between project participants and ensures the unity of the management format. Moreover, it allows you to manage a portfolio of projects, evaluate the contribution of each employee to the implementation of the project, save and transfer the experience gained during the implementation of the project for the following projects.

In the conditions of instability, economic and political crisis that our country is currently experiencing, business methods are becoming more and more rigid. Any modern company, in order to be competitive or even just to survive in the market, must be ready for constant growth, development and adaptation to the existing market realities. Adaptability and adaptability are the key to the survival of companies these days.

Project management is no longer a fashionable innovation, but a truly effective approach to doing business. The use of project management methods allows managers to carry out effective control achieve better results, save resources and reduce costs, and this, you see, is already important for successful work companies in the current environment.

If we turn to history, it is worth noting that in the mid-2000s, project management was in demand mainly by large corporations that entered international capital markets or attracted foreign investors, while by the end of the first decade of the new century, this management approach began to generate interest. in medium and small companies. Managers have realized that the application of project management methodology can significantly improve the performance of an organization, regardless of the industry in which it operates.

Meanwhile, the tasks of a modern company are no longer limited to the management of individual projects. Projects can be short-term and long-term, innovative and standard, involve the use of both internal resources and interaction with external performers. As the number of projects increases and their complexity increases, it becomes more and more difficult to make an informed decision about the need to carry out a particular project, monitor the implementation of projects, track staff labor costs, monitor changes in project results, etc.

The solution to this problem is the organization of project management processes in the company through the introduction of a corporate project management system, or CPMS.

Corporate Project Management System (CPMS) - a set of organizational, methodological and information tools that support project management processes in an organization. This system allows:

To increase the manageability of the company's projects by introducing a set of organizational, methodological and information tools that formalize and support project management processes;

Strengthen control over the quality of execution, deadlines and budget of projects.

Use up-to-date, constantly updated information on the status of projects to monitor project activities and to make decisions on the need for changes based on data for all projects;

Apply a unified approach and project management tools with a clear separation of powers and responsibilities of roles in project management;

Create and store an archive of projects - to use the available information in the implementation of future projects;

To increase the efficiency of using the company's resources, including simplifying the procedure for “getting on board” with a new project manager.

When implemented correctly, an enterprise project management system significantly saves managers time to control ongoing projects due to its transparency. It should be noted that the natural desire of any CEO- to make sure that the instructions are carried out and urgent tasks are implemented with his minimum participation. The desire of the owner is to make sure that investments give the maximum return with minimal involvement. In this regard, such a system should be a well-established organizational mechanism that will be completely transparent for both the manager and owners, work clearly and according to certain rules, not depend on the human factor and inform about emerging problems in a timely manner. In this case, the corporate project management system, among other things, can become effective tool to improve return on investment.

Building a corporate project management system is not an easy task. Each such system is unique and should be developed taking into account the specifics of a particular organization.

KSUP consists of a specific set of components that can be implemented in various ways:

Project management methodology. It is a standard for all project participants, regulates the roles in the project, project management processes, project management document templates.

The project office is a unit that collects data on the progress of projects and coordinates the activities of project managers to meet the requirements formed by the company's management.

Project Management Information System (PMIS) is a tool designed to automate project activities. Provides effective planning and control of the execution of project work, consolidates data on the implementation of projects at all levels.

Trained personnel, including all participants in project activities (project managers, administrators, project office employees, project team).

The implementation of large corporate project management systems is often carried out by consultants. But what if you have a small company or a department of a large company and you need to implement such a system on your own? What is the best way to approach this task?

Before you start developing CPMS, you need to determine what will be a project in your company. Which types of work will be subject to design approaches and which will not. Oddly enough, many companies experience difficulties at this stage, because they interpret the concept of the project too broadly or, conversely, narrowly, which further causes difficulties in using CPMS.

Let's look at how you can define what a project is for your organization. To date, there are a considerable number of definitions of this concept. For example, the Project Management Institute (PMI), USA, defines a project as a temporary endeavor designed to create unique products, services, or results. According to the International Project Management Association (IPMA), a project is a purposeful temporary activity designed to create a unique product or service. The English Association of Project Managers, Great Britain gives the following interpretation: a project is a separate enterprise with specific goals, often including requirements for time, cost and quality of the results achieved.

In addition to defining a project as work that creates a unique product (or a generic product created in a unique way) and has time, budget, and resource constraints, it should be understood that a project is a complex business process. Its complexity can be due to a number of factors, such as, for example, employees of different departments are involved in the performance of work, the same resources are used by different departments, employees are subordinate to several managers, etc. Let's take the following example: an employee did not have time to complete a project task in deadline by Friday. And since Monday, he has already scheduled work in a new project, the head of which works in another department. Naturally, this leader will not want to give up the resource, because then his project will suffer. It is more profitable for the company that the employee first completes what he started, and then moves on to the next task. Thus, the more project participants, the larger the volume of projects, the greater the need for delegation of authority to the level of project managers and the need for a project-based project management method.

In addition, it should be noted that in different companies, project management is understood as completely different activities. This is absolutely natural and is dictated by the specifics of the business, projects and the existing management system in the organization. The project approach should be based on clear rules that are described in the corporate project management methodology. These rules can range from simple to complex, depending on the complexity of the projects and the training of the staff. It is important to consider that project management is a cost to the project manager and project team members, so efficiency must be considered when determining what each person working on a project will do and be responsible for in your company. In this regard, companies often develop two versions of project management procedures: for complex projects, a more complex (and more expensive) procedure is used, and for simple ones, a simplified one, with a smaller package of documents, minimal reporting, etc. In some cases, companies do not develop criteria for defining a project, but simply form a closed list of activities that will be managed on a project basis.

So, by defining what your organization will understand as a project, you have laid the foundation for a project management system. Now it is necessary to designate what will be meant by "corporate project management system".

On the one hand, the task of KSUP is to increase the efficiency of the enterprise, its profitability. But on the other hand, the introduction of new management procedures increases the cost of management. Given this, the question arises: “How to make sure that management costs pay off, and do not become an additional expense item?” First, it is necessary to realize that not every job should be managed according to project principles. Therefore, it is necessary to form a fairly rigid system of criteria that will determine which activities can be recognized as project activities. This system should be regularly reviewed and updated in accordance with the current state of affairs in the organization and external factors. Second, one of the major inhibitors to successful project management can be a mismatch between the types of projects a company needs to manage and its organizational structure. The organizational structure of the enterprise, as a rule, is stable, inert and may not change. long time. The traditional functional organizational structure is created to serve the operational side of the business and, therefore, does not allow for effective project management.

The introduction of CPMS involves a revision of the existing system of relations between employees in the company and the adaptation of the organizational structure in order to increase efficiency in project management. At the same time, the degree of adaptation depends on the complexity of projects, their volume, staff qualifications and a number of other factors. Consequently, there is a need to develop a unified project management methodology - the "rules of the game", a set of regulatory and regulatory documentation that would describe all aspects of project activities in your company.

The basis of the project management methodology is the regulation (or standard) of project management. The regulation describes the roles of participants in project activities, their powers and responsibilities in the process of project implementation, the rules for their interaction, in particular, regulates the interaction of the project manager and functional managers. In addition, the regulations should describe the signs by which the activity is considered a project, and the principles for classifying projects. On the basis of the regulations are developed additional documents- Role instructions and document templates. Role instructions contain specific recommendations on the implementation of the provisions of the regulations by a representative of each of the roles, taking into account the tools used in the organization. However, taking into account the foregoing, it must be remembered that reasonable regulation has a significant effect, while excessive regulation bureaucratizes the process and makes it difficult to obtain results.

In order to determine which provisions should be included in the project management regulations, you will need to assess which of the activities necessary for the implementation of the project are performed in your company and their level of maturity. Subsequently, based on this analysis, you will be able to determine what actions should be included in the project management regulations. The following is short description the main phases that any project includes.

Project initiation - the actions required to make a decision to start project planning.

Project planning - the activities necessary to clarify the goals of the project and draw up a plan to achieve them, and then approve it with the project customer.

Execution of project work - how the execution of work according to the approved project plan is managed. The project management regulations describe the rules for setting tasks and reporting on them common to all projects.

Monitoring and tracking the project - how is the control over the implementation of the plan, the identification of deviations in the project and their subsequent adjustment.

Closing a project - how is the procedure for recognizing a project closed.

For the first stage of implementing a project management system, it is enough to develop extremely simple “rules of the game” and create the most understandable and effective methodology that will “work” for the benefit of your company. As you develop design method you will be able to adjust and develop the existing CPMS system.

Thus, as a result of the introduction unified system project management in the company must create the following basic elements:

unified classification and structure of project descriptions;
unified procedures for initiating, planning, organizing, monitoring the execution and completion of projects;
typical organizational structure of project management, integrated into organizational structure companies;
unified documentation, reporting forms and standard procedures regulating the actions of project participants in accordance with their roles and phases of the project;
a unified information system that provides support for project management procedures, included in the enterprise information system;
qualified personnel who understand their role and responsibility, motivated and effectively interacting in the project management system.

Today, project management is not just following Western trends and learning from foreign companies, but an effective tool for integration activities aimed at achieving specific results and goals in the organization. Each successfully implemented project in any area of the enterprise, from the construction of buildings and structures to the implementation of a new ERP system, is mainly a contribution to the growth and development of the company.

Of course, the process of implementing CPMS is quite difficult and costly, however, with the successful implementation of the system, the results will not be long in coming. In a company with a developed CPMS, the mechanisms of interaction between employees are being improved, the deadlines for completing projects are being reduced, resources are being optimized, and costs are being reduced. Ultimately, all departments of the organization work as an integral harmonious organism, allowing the company not to lose its competitiveness and successfully operate in the market.

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Sooner or later, the manager thinks about looking at what he manages from the point of view of the system. A systematic approach to management allows you to understand what elements the system consists of, how they are interconnected, and how changes in one part of the system affect the entire system.

If the terms “project” and “project management” have already been introduced into use in the company, it makes sense to start measuring the share successful projects and think about how to bring this share closer to 100%. In addition, it is worth considering whether all our projects are in line with the strategy. Are we spending resources on results that have little impact on the achievement of strategic goals?

Regarding the criteria for the success of a project, there is a more or less stable opinion: a project is recognized as successful if it has achieved its goals and implemented on time and on budget. And if the share of successful projects in the company is small (for example, less than 50%), there is a natural desire to increase this figure.

The following are symptoms that typically cause a company manager to be concerned that something is wrong with projects in the company:

The share of successful projects in the company is small
The number of projects is growing, and it becomes difficult for the head of the company to understand whether the project is on time and on budget, what are the forecasts for the successful completion of each project
It is becoming more and more difficult to plan the workload of employees in projects, some employees complain about constant overloads in projects
The company has examples of successful projects, but knowledge is not extracted from the experience gained. The success of a project is highly dependent on the personality of the project leader.
A lot of time is spent on collecting and processing data on the progress of the project
Cases of customer dissatisfaction with the results of projects are becoming more frequent, the company's reputation is deteriorating

Ultimately, the head of the company can think about two key questions:

How not to waste resources on projects that will not lead to the implementation of the strategy (Are we doing the right projects)?
How to increase the share of successful projects in the company (Do we know how to do projects correctly)?

It seems to me that the evolution of project management in a company usually begins with the goal of increasing the percentage of successful projects. But in the course of this goal, it turns out that projects “do not have enough resources” to achieve it. The understanding comes that these two goals influence each other and the company's management sets a second goal: to learn how to select projects for implementation and distribute resources between them according to a certain methodology.

In the book of V. Bogdanov "Project management. Corporate system - step by step» a classification of projects is given based on two criteria: what technological process is used in the project (typical or unique) and what result we should get (typical or unique). Based on this, we have four quadrants in the matrix and three types of projects: “procedure”, “gray hair” and “brains”.

If we think about the sequence of development of CPMS, it seems to me that the sequence will depend on the degree of maturity of the company in project management.

If the company does not yet have a single formalized approach to managing a separate project, then it is necessary to decide what type of projects it currently has more, and start developing the Standard for this particular type of project. A management approach different types projects will be different. For example, "brain" projects do not require the same degree of regulation as "procedure" projects. Moreover, according to V. Bogdanov, for projects of the "brains" type, automation of project management does not give the same effect as for projects of the "procedure" type. This is also worth thinking about.

That is, we determine what type of projects we have more, create a Standard for this type of projects and learn how to work according to it. And after we learn how to do projects “correctly”, we can begin to complicate the project management system and set a second goal for it - to facilitate the selection and implementation of “correct” projects and begin to implement “project portfolio management”.

A good illustration of the management system for individual projects is given in the same book by V. Bogdanov. Imagine that you have a project management system built in such a way that you formulate the project goal, calculate the project time and budget for it, and the system guarantees the achievement of the project goal on time and budget:

Let's say that you understand the need for a CPMS and decide to invest in it. Before starting a project to create a CPMS, I recommend collecting the expectations of the key stakeholders of this project and formulating business requirements for the CPMS.

This is not easy to do if you do not have a requirements collector. You can hire a professional business analyst to do this job.

I want to show you one of the approaches to identifying business requirements for a project management system. When formulating requirements, I will start from the risks that exist in the field of project management.

Suppose today the success of a project in your company depends almost entirely on the personality of the project manager. What are the risks for the company as a result? The first risk is that a strong project manager, in the absence of a resource management system, will “rake up” the necessary resources for his project, which will lead to a lack of resources on other projects. Hence the requirement for the project management system: "the rules for allocating company resources to projects must be implemented in the CPMS." The second risk is related to the fact that the project manager, having gained experience from completed projects, in no way formalizes knowledge, and with his departure, the knowledge of how to properly implement projects will also disappear. This means that the requirement “to extract knowledge from completed projects, analyze them and use them in subsequent projects” appears.

Thus, we can formulate business requirements for CPMS based on an analysis of the problems and risks that exist today in the company's project activities. However, this is not the only approach to collecting requirements, nor is it the most common. Therefore, I recommend to invite a business analyst to collect requirements for CPMS, who owns a wide range of tools and methods for collecting and analyzing business requirements, identifying contradictions in requirements and finding solutions to contradictions.

After collecting business requirements and coming up with solutions for the found contradictions, you need to think about how to implement the requirements described above.

Most of the business requirements for CPMS must be implemented using a set of project work processes and document templates for project management, which are usually described in the form of a Project Management Standard.

Another part of the requirements will be implemented using the Project Management Information System (PMIS). Since, in order to increase the effectiveness of the processes described in the Project Management Standard, and to manage large quantity project data, the company will want to automate this.

And in order to constantly improve the Project Management Standard based on the experience gained in projects and make changes to the PMIS, a special division of the company is usually created - the Project Office.

As a rule, in the literature on PMMS it is argued that these three elements are sufficient for systemic project management:

Project Management Company Standard
Project Management Information System (PMIS)
The unit responsible for the development of the Project Management Standard and PMIS (Project Office)

Recently, I heard the opinion that one more element is needed for CPMS - a system of motivation for project activities. Perhaps I agree with the need for this element of the system.

Typically, the implementation of CPMS begins with the development of a Project Management Standard. The implementation of the requirements for the project management standard can be carried out by the company's full-time employees or by attracting consultants from outside. Sometimes companies take the path of hiring a professional with experience in creating CPMS to the staff as the head of the project office, and make him the project manager for the implementation of CPMS. But sometimes a Project Management Standard is developed first, from which it becomes clear what the Project Office will do, and after that they begin to form the staff of the Project Office.

I met situations when the head of the Project Office first appeared in the company, he began to participate in “pilot” projects as a consultant or project administrator, introducing some methods and project management tools into them. Upon completion of the "pilot" projects, the results of the effectiveness of the use of project management tools were summed up, and after that the standardization of approaches began.

As you understand, both the “Standard first - then pilot projects” approach and the “pilots first - then Standard” approach have their pluses and minuses. For example, if you first develop the Standard, then there is a risk that you may not take into account some of the good project management practices that the company already has.

Intuitive sensations are sometimes not enough for management to make a decision on the start of a project for the implementation of the EMS. How can a company calculate the effectiveness of investments in the implementation of a project management system? I know that many people think that it is extremely difficult to calculate the effectiveness of investments in such a project. I am in favor of using assumptions when calculating the benefits and costs of a project, and refine these assumptions as the project progresses, as well as project performance indicators.

For a CPMS implementation project, the calculation of benefits can be started based on possible losses.

What will happen if nothing is changed and problems with the implementation of projects are left without solutions? How much money will the company lose due to delayed implementation of projects, budget overruns, declining customer satisfaction, and deteriorating image? The time horizon of calculations is determined, say, the next 5 years, and the hypothetical amount of losses is calculated.

The second part of the benefits is related to the possibility of increasing the number of projects in the company by creating a positive image of the company that completes projects on time and on budget. Again, the calculation is based on assumptions.

After calculating the benefits, to calculate economic efficiency costs need to be calculated. What costs will the company incur? Obviously, you can not do without the cost of:

Development of a project management standard. The amount of these costs depends on whether the company will do it on its own or invite professional consultants.
Implementation of a project management information system. You need to remember what will be like the cost of buying software product(or the right to use it), and the cost of adapting it to the needs of the company.

Establishment of the Project Office. In this division, you need to recruit employees and pay them a salary, as well as train them.

Of course, what we get as a result of the calculations is a forecast, and its reliability is not 100%. Therefore, during the implementation of the project for the implementation of CPMS, investment performance indicators must be periodically recalculated.

Having received the first results on improving the share of successful projects, the company should set a new goal - to right projects. Now the project management system should ensure not only the implementation of projects on time and budget, but also the achievement of the company's strategic goals through project portfolio management. But a separate article needs to be written about project portfolio management.

Do you have any questions about KSUP? Write, I will be happy to take part in the discussion of this topic.

A corporate project management system is a set of methodological, organizational and information tools that allow organizing and maintaining project management processes in a company.

Why do companies create an enterprise project management system?

Introduction of a unified project management methodology. Every organization gathers people from time to time. personal experience including experience in project management. The introduction of a unified regulation (methodology), templates, and a glossary makes it possible to summarize common denominator under this experience, to introduce a single conceptual and information space, which significantly increases the interaction and mutual understanding in projects. For those who did not have such experience, the corporate regulations (methodology) of project management can serve good leadership, a concentration of experience gained in other projects.

"Big picture" of all projects. Very often in a company there is no overall picture of the progress of projects at the corporate level. individual pieces project and department managers have such a picture, but top management does not general idea on the execution and interaction of all projects of the company, which leads to a loss of control, inefficient interaction various projects, missed deadlines. A unified corporate methodology, a project office and a project management information system allow you to quickly get a "big picture" of all the organization's projects.
Efficient allocation and management of resources. The corporate project management system allows you to plan, control and dynamically allocate company resources involved in projects. This is of great help" big picture"projects and maintaining all the company's projects as one common multi-project. Such resource management in projects allows you to answer the question of where the company's resources are spent and how to effectively distribute them among critical projects.
Accumulation of company experience. In many companies, the experience gained by project managers remains their personal experience. When such a leader leaves, this experience is irretrievably lost for the company, and new project you have to start from scratch. A well-designed project management system leads, with active participation project office, to the preservation and enhancement of experience and knowledge in the company.

Basic mistake implementation of a corporate project management system lies in the fact that the implementation begins with the installation of a project management information system. First, you need to create a project office, project management regulations (methodology), and only then (it is possible at the same time) select and install ISUP, as aid. ISUP is not the main and not the primary component. The PMIS helps the project office and the steering committee to implement the project management methodology.

Components of KSUP.

When they talk about the implementation of the Corporate Project Management System, they mean the introduction of three main components:

Corporate regulations (methodology) of project management, which must be approved by the management and its implementation must be controlled by the Project Office.
Organization of the project office in the company.
Project management information system.

The first figure shows the relationship between these three components.

The regulation (methodology) should contain (at least) requirements for initiation, planning, execution control and completion of projects. The regulation (methodology) should describe the procedures for controlling changes in projects. Minimum set of templates: Project Charter, Description of Scope, Project Management Plan, Request for Name, Project Closing Template (Phases).

Practical Tips:

From simple to complex. The regulation (methodology) should develop in small steps - it is impossible to implement a project management system for a short time. You should start with the simplest, really necessary forms and reports and gradually, step by step, introduce new elements.
Each organization has its own regulations (methodology). You should not directly implement someone else's regulations (methodology) - each organization has its own experience, corporate culture and structure. Here you can only "spy" and learn from someone else's experience.
Only what is needed. In the regulation (methodology), each line of the template or requirement must be justified. It must be remembered that each new report is the cost of resources and time of the manager and project participants.
The regulation (methodology) must be agreed upon. Bring the methodology to the discussion of project managers and heads of interested departments - you can check it from all points of view and get approval.
Constant update. Periodically, it is necessary to revise the regulations (methodology) to reflect the current state of project management and issue new editions. Get rid of the excess, bring in what will work!
Consulting. Invite a consultant on the principles of educational (guiding) consulting: the company allocates a specialist who will further develop PM in the company, and he, under the guidance of a consultant, creates a project management system.

Project office

In the organization, someone has to develop the corporate project management system. This role is performed by the Project Office Project Director. As a rule, the project office reports directly to the top management, as shown in the second figure.

Project office functions:

Creation, development and control over the execution of corporate regulations (methodologies) for project management.
Analytical and methodological assistance to project managers.
Organization of training for staff and managers.
Maintaining project archives, accumulating the company's experience.
Administration and support of ISUP.
Preparing project reports for management.
Resource management in projects.

Project Committee

For internal projects, it can be difficult to identify the Customer. In this case, the Project Committee, which is created by the company's management to make management decisions in projects, can play its role. The committee usually includes representatives from all functional units. For the committee, the lower and upper limits of decision-making are set, and its activities are determined by the methodology.

The main functions of the Project Committee:

Consideration and resolution of issues that are beyond the authority of project managers.
Project initiation, closing, review and approval of change requests in projects.
Resolving resource conflicts between projects, setting priorities.
Control over the execution of projects.
Linking projects with the company's strategy.

Project Management Information System (PMIS)

The choice and implementation of PMIS should be preceded by the creation of a PM methodology and a Project Office. ISUP must comply with:

The needs of the organization.
The level of qualification of the participants and the project manager.

The third figure shows the Gartner square, in which all Information Systems project management for niche groups.

Critical Success Factors

Top management support
Massive learning
Timely learning
Timely creation of the Project Office
Carefully overcome resistance
Use of consultants