Project management - Powerhouse

Project management

DIAGNOSTICS AND DESIGN OF A PROJECT MANAGEMENT SYSTEM

Most companies sense there is a problem with project management — but cannot pinpoint where. The methodology exists but doesn’t work. The PMO exists but adds no value. Projects get delivered, but more slowly and at greater cost than they could. Before introducing changes, you need to know exactly what to change and which model to move toward.

You get: an objective assessment of the current project management system; an understanding of the gaps between the current state and the company’s needs; a target management model fit to the scale and complexity of the business; a concrete implementation roadmap from the current state to the target.

The service is aimed at industrial and energy companies that recognize the need for systemic change in project management but need a clear diagnosis and a substantiated plan — before investing in a transformation.

Andrii Okhotnikov
  • Design and implementation of project management offices (PMOs) and portfolio management of capital investment
  • Strategic and operational management of large production systems in the oil and gas sector
  • Organizational transformation and crisis management of industrial enterprises
  • Management of complex industrial projects amid high uncertainty and limited resources
  • Stakeholder management; engagement with communities, regulators, and international financial institutions
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Yevhen Baranov
  • Management of complex, high-risk investment projects
  • Crisis management and the recovery of troubled projects
  • Financial planning and investment analysis of projects
  • Stakeholder management and complex negotiation processes
  • Leadership and management of cross-functional teams
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Anatolii Savin
  • Implementing project-portfolio management systems
  • Managing complex cross-industry projects
  • Re-engineering project management processes
  • Developing people, building project teams and project-management ecosystems
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Key challenges addressed:

  • a methodology that doesn't work
  • projects beyond budget and schedule
  • change without understanding the causes

Key areas of work:

  • Assessing the current state of project management — we diagnose the methodology, processes, tools, and team competencies against a structured maturity model.
  • Analyzing the project portfolio and business needs — we assess the complexity and specifics of the company's projects and identify what strategy and operational reality require of the management system.
  • Defining the target management model — we design a system that fits the real needs of the business.
  • Building the organizational model — we define the structure, roles, and areas of responsibility within the project management system.
  • Developing an implementation roadmap — we build a step-by-step plan for moving to the target model, with priorities, timelines, and resources.
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