Project Management Regulations (corporate project management standard) is an internal regulatory document in an organization that defines the approach to project, program and portfolio management. The main part of the regulation is devoted to the description of the process, roles, responsibilities and results (intermediate and final). Regulations are usually written based on various global or local standards (PMBoK, PRINCE2, ISO 21500, GOST 54, etc.). Any regulation is based on the processes described on the basis of standards, about which it was written earlier and, by and large, differ little from each other. Specificity in areas of activity (IT, Construction, etc.) is achieved by issuing additional applications that clarify the details of a particular area, the specifics of work.
Example of a project management policy
The following describes the structure of a project management policy and provides an example for large IT companies. The legend is as follows - there is a Group of Companies ("PME" Group), which includes a parent company (JSC "HEAD COMPANY") and many subsidiaries. Both parent and subsidiaries have a network of branches throughout the country. One of the subsidiaries (SUBSIDIARY COMPANY LLC) is the contractor (operator) for projects and is responsible for information technology support for the entire Group of Companies (projects for the development and implementation of information systems management).
The regulation is written in sufficient detail and gives a basic understanding (example) of what exactly is written in certain sections, both of the project management regulation itself and of all integral applications (Project Charter, Project Management Plan, Content Description, etc.). When using this project management policy for the needs of your company, you just need to get rid of the excess and adjust the related processes. The regulation serves as a detailed example of writing such documents and is available for free download. You can download the project management regulations at the end of the article at the link.
Description
The purpose of the regulation of project management in the areas of IT in LLC "SUBSIDIARY COMPANY" (hereinafter referred to as the Regulations) is to form a unified approach to project management in the areas of information technology support (hereinafter referred to as projects), the operator for which is LLC SUBSIDIARY COMPANY.
Tasks of the Regulation:
- description of the procedure for conducting basic project management procedures;
- delimitation of functions between participants in the project management process;
- determination of requirements for the composition of documents necessary for the implementation of project management procedures;
- determination of deadlines for the performance of functions in the course of project management procedures.
Structure and description of the project management regulations:
Regulations for the project management process
in the areas of IT in
LLC "SUBSIDIARY COMPANY"
1. General Provisions
1.1. Introduction
This section describes the goals and objectives of the regulations and the approach to project management itself. References are given to the fundamental documents approved within the organization and directly affecting the processes this document(for example, a top-level document - a project management policy).
For example:
The purpose of the Regulations for the Project Management Process is to form a unified approach to project management in the areas of information technology support (hereinafter referred to as projects), the operator for which is SUBSIDIARY COMPANY LLC.
Tasks of the Regulation:
- description of the procedure for conducting basic project management procedures;
- delimitation of functions between participants in the project management process;
- determination of requirements for the composition of documents necessary for the implementation of project management procedures;
- determination of deadlines for the performance of functions in the course of project management procedures.
The purpose of the project management process is to ensure that the goals of projects are achieved under given resource and time constraints.
Tasks for improving the project management process:
- improving the quality of project planning;
- increasing the efficiency and ensuring the completeness of monitoring the status of projects, evaluating and forecasting the progress of their implementation;
- ensuring timely response to possible deviations in terms of tasks, deadlines, budget and quality, prompt identification of "bottlenecks" and the adoption of preventive actions.
1.2. Application area
This section describes the scope of the regulation - to which structural units (internal and external) this document applies.
For example:
These Regulations apply to all structural subdivisions of the management apparatus of LLC "SUBSIDIARY COMPANY" and branches in terms of activities to manage the implementation of ITO projects.
In the branches of LLC "SUBSIDIARY COMPANY" management of projects and project portfolios of branches is carried out in accordance with these Regulations and regulatory documents developed in branches and reflecting the features of management processes in a particular organization.
1.3. Regulations
Here, a list of internal and external regulatory documents is determined, which served as the basis for writing this regulation. In contrast to the "General Provisions" section, where a reference was made to the policy as a primary document, this section lists internal independent documents that influence the writing of this regulation and external world, local practices.
For example:
This Regulation has been developed on the basis of the following documents:
- The investment policy of the PME Group, approved by the decision of the Board of JSC "PARENT COMPANY" dated --.--.--;
- Regulations on the management of investment activities in the PME Group, approved by the decision of the Management Board of JSC "HEAD COMPANY" dated --.--.--;
- Methodology for evaluating the effectiveness of projects in the field of information technology support, approved by the decision of the Board of JSC "HEAD COMPANY" dated --.--.--;
- The Budget Regulations of the PME Group, approved by the decision of the Management Board of JSC "HEAD COMPANY" dated --.--.--.
When developing the Regulation, the recommendations contained in the following methodologies and standards were used:
- The Standard for Portfolio Management (PMI 2006);
- ANSI/PMI 99-001-2008. Project Management Body of Knowledge (PMBOK);
- Information Technology Infrastructure Library (ITIL);
- ISO/IEC 20000 Information Technology - Service Management;
- GOST R ISO / IEC 12207. “ Information technology. Software Life Cycle Processes”;
- GOST 34.601-90 " Automated systems. Stages of creation";
- GOST R ISO 9000:2000;
- GOST 54869-2011 “Project management. Requirements for project management;
- GOST 54870-2011 “Project management. Requirements for project portfolio management”;
- ISO/TR 10006:1997 (E). "Quality management. Quality management in project management.
1.4 Terms, definitions and accepted abbreviations
Description of terms and their definitions used in these Regulations, as well as accepted abbreviations.
A list of internal regulatory documents that this regulation may refer to, but do not directly affect the regulation itself.
2. Requirements for control objects
2.1 Definition of control objects
A list of control objects is given (see example below). The regulations do not always describe the processes associated with all the main objects of management, they are often limited to the project and work, and they issue a separate regulation for the Project Portfolio.
For example:
Control objects are:
- portfolio of projects;
- project/investment event;
- subproject;
- Job.
Project categorization is introduced in order to unify the project management system by highlighting categories of projects with similar properties and applying typed management procedures to them. This section defines the categories of projects in terms of cost and duration. For a certain category of projects, their processes are prescribed. For major projects more formal and difficult process, for smaller ones - simple. The conditions for changing the priorities of projects and their categories are also determined (some projects of strategic importance for the organization may not be expensive and short-term, but they are assigned the highest category because they require control over the execution of these projects).
2.3. Project classification
The classification of projects serves to provide the possibility of analyzing the portfolio of projects, generating reports on the implementation of projects in various analytical sections. The project classifier is a structured set of features that allows you to assign a project to a particular group.
For example:
The main classification features for grouping projects are:
- belonging to the Business Segment of the organization - the user / corporate project;
- belonging to the Business segment of the organization - the balance-holder of the results of the ITO project;
- belonging to the direction of ITO activity;
- category of projects;
- the amount of investment in the project;
- the presence of an estimated economic effect;
- user organizations / functional customers of IT projects;
- organizations - balance-holders of the results of the ITO project;
- project curators;
- structural subdivisions of LLC "SUBSIDIARY COMPANY" implementing the project.
2.4. Project life cycle
This section lists the stages of the project life cycle.
For example:
For the purposes of these Regulations, the following stages are distinguished within the project life cycle:
- launch stage;
- planning stage;
- execution stage;
- completion stage.
3. Participants in project management processes
3.1. Participants in project management processes
Enumeration of participants in the project management process. Starting from individual legal entities(for example, subsidiaries) and ending with specific roles (the main ones, there is no need to list everyone and it is necessary not to confuse roles with positions).
For example:
The main participants in the project management process at LLC "SUBSIDIARY COMPANY" are:
- Project Management Council;
- Project Management Organization Department;
- Program and Project Portfolio Management Division;
- Project curator;
- Project curator from the CAU (for the project of the 3rd category, implemented by the branch);
- Head of the Project Office (Project Team);
- Administrator of the Project Office (Project Group);
- Resource owner;
- Project risk manager;
- risk owner.
3.2. Project management functions
In a tabular form, all roles (starting with collegiate bodies and ending with the executor) and their functions are listed. Thus, certain roles are also assigned areas of responsibility in terms of the project management process.
For example:
Project management advice:
- Formation of proposals for the appointment of Project Curators, the definition of project categories;
- Coordination of the launch of related projects, the formation of proposals for adjusting the launch dates of projects;
- Consideration of reports, analytical materials on the state of the project portfolio;
- Consideration of Requests for Changes for individual projects, configuration management of changes in the whole portfolio of projects;
- Preparation of decisions on the redistribution of investments between individual projects and on adjusting the investment limit for the Company as a whole;
- Preparation of decisions regarding the resource provision of the project portfolio;
- Initiation of early completion of projects.
Department of Project Management Organization:
- Development of draft Orders of LLC "SUBSIDIARY COMPANY" on the implementation of the Investment Program in the planned year;
- Checking the correctness of the project data entered into the IAS;
- Entering data into the Register of Heads of Project Offices (Project Groups);
- Analysis of reporting data on projects;
- Formation of summary reports on the status and progress of projects, analytical reports according to the state of the project portfolio and its availability of resources;
- Formation of proposals for solutions to requests for changes in project parameters;
- Development of forecasts for the implementation of projects;
- Distribution of analytical materials for consideration by the members of the Project Management Board;
- Monitoring the execution of decisions on changes in the portfolio of projects.
Resource owner:
- Resource plan approval;
- Making decisions on involving specific employees in the Project Office (Project Team);
- Consideration of the information provided by the Head of the Project Office (Project Team) on the effectiveness of the work of employees for the certification of project personnel.
3.3. Requirements for the organizational structure of projects
This section defines typical organizational charts for projects with differentiation depending on the category of the project. Those. Each category has its own organizational structure. This is necessary to simplify the project management process in terms of medium and small projects in order to determine a simpler passage of this process.
4. Description of project management processes
The main section of the project management regulation, in text form or in a tabular (more easily readable version) of which is given step by step description the entire process, roles, deadlines for passing the stages, intermediate results are determined. Depending on the category of the project, these Regulations provide for various project management procedures and the procedure for their implementation.
The project management processes are:
- launch (corresponds to the launch stage in life cycle project);
- appointment of Project Curators, categorization and scheduling of project launches;
- preparation and publication of orders for the launch and implementation of the project;
- development and approval of the Charter of the project;
- entering data about the project into the Register of IAS projects.
- planning (corresponds to the planning stage in the project life cycle);
- Formation of the Project Plan (after the launch of the project) in the first annual cycle;
- Formation Detailed calendar plan, the Resource Plan, the Project Budget and the Expenditure Plan for the ITO investment project for the planned annual periods following the year of the project launch;
- Formation of the Project Budget and the Expenses Plan for the ITO investment project for the planned quarter/month;
- Conclusion of contracts.
- monitoring and control (corresponds to the execution stage in the project life cycle);
- monitoring project parameters;
- managing changes to project parameters;
- project risk monitoring;
- monitoring the elimination of deficiencies based on the results of pilot operation;
- workforce management.
- change management (corresponds to any stage of the project life cycle);
- termination of the contract;
- stage completion;
- completion of the project.
- completion (corresponding to the stages of execution and completion in the life cycle of the project).
For example:
5. Description of project portfolio management processes
In the case when the project portfolio management methodology has not been implemented, it can be additionally and top-level prescribed in this regulation. the project management system itself ultimately implies some kind of consolidation of data into a project portfolio, and it is on the basis of analytics and reporting on the project portfolio that management decisions tactical level. While on projects decisions are made at the operational level.
Mainly limited to the following portfolio management processes:
- reporting on the status of the project portfolio;
- formation of consolidated reporting on the portfolio of projects;
- reporting on the dynamics of project implementation;
- formation of forecasts for the execution of a portfolio of projects;
- generation of reports on indicators of a portfolio of projects;
- generation of reports on the structure of the portfolio of projects.
- analysis of reporting on a portfolio of projects;
- project portfolio change management;
- completion of individual projects;
- temporary suspension of individual projects;
- initiation of new projects.
6. Documentation and storage of the Regulations
This section defines the structural unit responsible for maintaining this regulation and the storage location for the project management regulation.
For example:
A control copy of these Regulations shall be kept by the PDMO. Electronic version of this Regulation is on the internal corporate portal and is readable by all users.
7. Amendments to the Regulations
This section describes the roles of those who can make changes to this policy or through whom these changes can be made. In fact, only the Project Office (PMO) has the right to physically correct the corporate methodology, because he is responsible for the development of project management within the company. The Project Office is also responsible for timely notification of all interested parties about changes. The regulation is approved by order of the General Director.
8. Distribution of the Regulations
Responsible for the procedure for bringing the requirements of this Regulation to the Heads structural divisions is a PMO (Project Office).
9. Organization of the study of the Regulations
The Heads of the company's structural divisions are responsible for bringing the requirements of this Regulation to the employees of structural divisions.
Annexes to the regulation
- Annex 1. Order of execution of procedures for launching projects
- Appendix 2
- Appendix 3. Order of JSC "PARENT COMPANY"
- Appendix 4
- Annex 5. Order on the implementation of the project
- Appendix 6
- Annex 7. Register of ITO projects LLC "SUBSIDIARY"
- Appendix 8. Order of JSC "PARENT COMPANY"
- Appendix 9 Model Charter project
- Appendix 10. Sample Project Charter (simplified)
- Appendix 11. Procedure for performing project planning procedures
- Appendix 12
- Annex 13. Milestone plan
- Appendix 14. Enlarged calendar plan
- Annex 15. Detailed schedule
- Annex 16. Project budget
- Annex 17. Resource plan (form UP-13-1)
- Annex 17. Resource plan (form UP-13-2)
- Annex 17. Resource plan (form UP-13-3)
- Annex 17. Requirements for determining the employee's rate
- Appendix 18 Communication Plan
- Annex 19. Risk Management Plan
- Annex 20. Guidelines By scheduling and accounting for the actual execution of calendar plans
- Annex 21. Register of risks
- Annex 22. Guidelines for risk management
- Annex 23. Matrix of appointments for project roles
- Appendix 24. Role profiles
- Annex 25. Order of execution of monitoring and control processes
- Appendix 26. Change Request
- Annex 27. Register of Change Requests
- Annex 28. Final report
- Appendix 29. Project Completion Order
- Appendix 30. Register of Heads of Project Offices / Project Groups (Project Managers)
- Annex 31. Analytical note
- Appendix 32. Procedure for completing project completion procedures
- Annex 33. Contents of the section " Technical support» IC user manuals
Each enterprise has local documents regulating its activities. One of the most significant is regulation of interaction between departments (sample document will be described later). For the head of the organization, he is effective tool management. Let's consider in detail about sample regulation of interaction between departments.
Requirements
What should be regulations? Interaction between accounting and economic departments services, personnel officers and the settlement and planning unit, other structural units of the enterprise is inevitable in the process of activity. At the same time, the contact of employees should ensure the implementation of the tasks set to the maximum short term.Sample regulation of interaction between departments, first of all, should be accessible to performers. If the person responsible for its development writes down all the provisions, but subordinates cannot understand anything, there will be no meaning in the document. In this regard, when forming, three key principles should be taken into account:
- The document is compiled on the basis of a business process model. The quality of the regulation will directly depend on the thoroughness of the scheme.
- The structure of the document is determined by the process model. All points of the scheme must be present in the regulations.
- The presentation of information is carried out in an official, dry language. It is recommended to use short simple sentences in the text of the document. Provisions should be formulated unambiguously. All abbreviations and terms must be deciphered.
Goals
ABOUT sample regulation of interaction between departments provides:
Structure
What is the regulation of interaction between departments can be considered correct? The document usually includes the following sections:
- General provisions.
- Definitions, terms and abbreviations.
- Process descriptions.
- Responsibility.
- Control.
Legislative acts, GOSTs and other documents can serve as sources of definitions. The latter, in particular, include Orders of ministries, departments, government decrees. At the same time, links to regulations, the provisions of which have been used, should be included in regulation of interaction between departments. Sample for health care facilities, in particular, contains indications of the Orders of the Ministry of Health and Social Development, the Ministry of Health of the region.
Application
It usually provides a graphical model of the business process. It is depicted as a diagram consisting of several blocks. A graphic image can be created using software products PC. Schemes reflect a specific procedure for the implementation of certain tasks. Visualization is more convenient than text. The diagram clearly shows the beginning of the process and each stage, the relationship between them and the final result. This model is often used by developers regulation of interaction between departments of the company according to 223-FZ. The scheme highlights such key parameters as outputs and inputs, participants and clients. If a beginner gets acquainted with such a model, he will immediately understand the specifics of the process and will be ready to implement a specific task.
Instruction
At the first stage, it is necessary to determine the subject of the document and responsible persons, that is, who draws up and what regulations. Interaction between accounting departments, in particular, is carried out according to a clear scheme, enshrined in legislation. In this structural unit, there is always the most important person responsible for compliance with reporting requirements. He can become the person responsible for compiling rules of interaction between departments. Sample document should be discussed by all employees. For this, a general meeting is organized. If the document regulates a process in which the interests of more than two departments collide, then it is important to involve key employees in the discussion. The person responsible for the development should explain to colleagues the importance of implementing the rules.
Description of processes
Its volume will depend on the complexity of the interaction. If the process is simple, and the person responsible for it understands all the stages of implementation well, then he himself can draw up a scheme of work with other structural units. After that, he should discuss the document with the rest of the participants. If the business process is complex, then each employee develops his own part of the model. After that, all projects are compiled and discussed. In the course of familiarization with the basic document, all interested employees can propose certain corrections and additions. After that, it is transferred to the leader.
Statement
It can be done directly. In this case, the head himself signs regulation of interaction between departments of the company. Sample document can be asserted indirectly. In this case, the leader issues an order. The registration data of the administrative act are entered into the approval stamp.
The specifics of the work of the responsible person
In some organizations, the position of a quality manager is provided for in the state. In practice, certain stages of document preparation have been developed. They must be observed by the manager who makes up the main stages:
- Definition of processes.
- Building a chart.
- Detailed description.
- Composition of the text.
The responsible specialist studies the schedule of employees in different departments. This is necessary to compile a description of standard situations included in regulation of interaction between departments. Example: "The gas station is inspected using such technical means like... At the end of the survey, a report is drawn up.
Definition of the final goal
The person responsible for drawing up the regulations must have an idea of all processes, know the duties of employees, and have the appropriate qualifications and level of professionalism. The purpose of the document should be clear to employees. Otherwise, the implementation of the regulations will be an additional burden on employees.
Optimization and design
A comprehensive study of the processes taking place in the enterprise allows you to identify weaknesses. Analysis of situations, results, operations makes it possible to optimize activities. This, in turn, allows you to create several scenarios. further development. So, the enterprise can leave everything as it is, create a new model of work or correct the old one.
Nuances
It is important that each employee clearly understands what he needs to do and how results achieved affect his earnings. That is why it is necessary to discuss the regulation before its approval. The key role in is assigned, of course, to the head of the working group (project). The task of this specialist is to raise critical questions. He must be able to present a clear process model. Each participant sees the picture with his own eyes. There needs to be a common understanding. Each participant needs to explain the responsibility in creating the regulations. In most cases, teams are skeptical about the implementation of such a document. Depending on the complexity of the process, the introduction of regulations takes 4-12 months.
Implementation features
To introduce a new regulation, it is necessary:
- Recognize previous documents as invalid.
- Introduce new local acts to activate the regulation.
- Develop documents necessary for the application of the approved rules.
- Refine or introduce new modules of automated information bases.
- Prepare forms of non-standardized documents.
- Change or supplement staffing.
- Find candidates for new positions, appoint or transfer employees.
- Teach performers the new rules.
- Conduct outreach to employees.
- Carry out a pilot implementation of the regulation.
- Correct the text according to the results of experimental execution.
- Implement the final version of the document.
- Define procedures for quality control of the regulation.
After the measures for the implementation of the document are determined, the manager issues an order. It should be noted that due to the duration of the events, the date of approval and direct entry into force of the regulation will differ. Let us consider further the main mistakes that employees make when compiling a document.
Inconsistency with practice
It is important to entrust the creation of regulations to an employee who is directly related to the work activities at the enterprise. Suppose the organization has become very large. The leadership can well afford to form a special service, whose tasks will include solving development issues. Accordingly, the department will set the task to describe all the processes of the enterprise. But the purpose of this event is unimportant to them. If the regulations are made by people who are not involved in real activity, then the employee who manages it will not execute the scheme. Accordingly, the document does not make sense to work.
Lack of flexibility
Many responsible persons strive for maximum detail. This situation is caused by ignorance of the differences between the preparation of regulations and the description of real production processes. If the task is to automate operations, their detailing is intended to help employees. The need for regulations arises when many people are involved in the production. Their actions are often duplicated, but each person interprets this or that operation in his own way. The regulation aims to resolve disputes. It should be borne in mind that the employees of the organization must have a certain freedom in action, allowing them to make one or another decision depending on the situation. For example, the client can be answered immediately, and not after some time.
Large volume and complexity of the text
A regulation consisting of 5-7 pages is considered optimal. At the same time, its content should be capacious, but brief. It is not recommended to use complex, multi-part sentences. The text must be understandable. In addition, you should pay attention to the terms. You should not replace concepts with synonyms, use abbreviations without decoding.
Interaction between IS and IT departments
At present, contacts between these services are very difficult at many enterprises. Difficulties are associated with internal conflicts of IT and information security departments. There are several options for ensuring their effective cooperation. The first and simplest is the presence of employees (one or more) who specialize in information security within the information technology service. Regulations for interaction between IT and information security departments in this case reflects typical approaches to cooperation. The organization of work is carried out on the basis of the prevailing stereotype that Information Security is part of the provision of information technology. If there are no conflicts between these services at the enterprise, then the manager may think about arranging the information security service as a separate structure of the IT department. Accordingly, it will be necessary to allocate more resources, including financial ones, to ensure such activities.
Type sample
IN General Provisions are indicated:
- The purpose of the document. As a rule, there is such a phrase: "The present regulation determines the procedure ...".
- Scope. The regulation may apply to workers or facilities.
- Regulatory documents in accordance with which the act was developed.
- Rules for approval, correction, cancellation of regulations.
In the section "Terms, abbreviations, definitions" the concepts used in the document are given. All abbreviations must be spelled out. Terms should be given in alphabetical order. Each concept is indicated on a new line in units. h. The definition of the term is given without the word "this", through a dash. In the "Process Description" section, a step-by-step description is given. It is advisable to introduce subparagraphs. Each of them will correspond to a specific stage. The same section indicates the employees involved in the performance of certain operations. Not only actions are described, but also their result.
Responsibility and control
The regulation should contain an indication of the possibility of applying sanctions to persons who do not comply with the provisions. Liability is allowed under the law. It can be criminal, administrative or disciplinary. IN without fail the full name and position of the employee exercising control over the implementation of the regulations are indicated.
Regulations are a set of rules that determine how an organization works. The existing regulations of the organization are divided according to their characteristics into system-wide (charter, agreement of founders, rules internal regulations etc.) and elemental (personnel, information, equipment, processes, etc.) and represent a set of regulatory documents for the regulation of individual areas of activity.
Existing regulations can be classified depending on the elements of the management system. The classification scheme of regulations is shown in fig. 1 (from the textbook A.P. Egorshin "Fundamentals of Management").
The main types of regulations:
regulations governing the activities of the enterprise as a whole. As a single legal entity (charter, philosophy, founders' agreement, internal regulations, etc.);
regulations governing the work of personnel (regulations on departments, models of workplaces, job descriptions, contracts, etc.);
regulations for information support(paperwork, documents, classifiers, standard data banks, etc.);
regulations governing the procedure for working with control equipment (accommodation, passport, operating instructions, etc.);
regulations that normalize the management process (matrix of functions, graphic processes, technological maps and etc.).
Rice. 5 - Scheme of classification of management regulations
Regulations play important role in ensuring clarity, stability, continuity of management. For example, the Charter of Krasnaya Etna Plant OJSC clearly articulates the competences of the general meeting of shareholders, the competences of the Board of Directors and the General Director, the competences audit commission, the rights and obligations of the shareholders of the company are defined (Appendix 3).
The Charter states that the supreme governing body of the company is the general meeting of shareholders. The right to convene a general annual meeting shareholders, the submission to the decision of the general meeting of shareholders of the issues provided for by the Charter belongs to the Board of Directors of the company. Management of the current activities of the company is carried out by the sole executive body of the company - the general director. The sole executive body is accountable to the Board of Directors of the company and the general meeting of shareholders. The sole executive body organizes the implementation of decisions of the general meeting of shareholders and the board of directors of the company. CEO acts on behalf of the company without a power of attorney, including: exercises operational management of the company's activities; has the right of first signature under financial documents; performs actions on behalf of the company without a power of attorney; represents the interests of society both in the Russian Federation and abroad; disposes of the company's property; approves the management structure, approves the states, concludes employment contracts with employees of the company, applies incentive measures to these employees and imposes a penalty on them; establishes the sizes and forms of payment and stimulation of work; makes transactions on behalf of the company, with the exception of cases provided for by this Charter; issues powers of attorney on behalf of the company; opens company accounts in banks; issues orders and gives instructions that are binding on all employees of the company; approves estimates for the accumulation fund, consumption fund and social development taking into account current and long-term plans development of society; performs other functions necessary to achieve the goals of the company and ensure its normal operation, in accordance with applicable law and this Charter.
Financial control - economic activity company is carried out by the audit commission. The procedure for the activities of the audit commission is determined by the internal document of the company, approved general meeting shareholders. The Audit Commission has the right to: demand explanations from the company's employees on issues within the competence of the Audit Commission; to raise before the management bodies the question of the responsibility of the employees of the company in case of violation by them of the charter, regulations, rules and instructions adopted by the company.
Functioning of the organization
Mandatory for each participant in the process. This set of rules is a closed system, which is designed to regulate legal or other relations between participants in certain procedures.
The regulation is necessary to streamline the work state structures. Within one institution, there may be several types of regulations. For example, the internal regulations of a state body (includes internal regulations), the regulations for holding meetings (a description of this procedure), the regulations for the nomination, consideration and signing of a particular type of document.
We need regulations in business. All financial transactions (conclusion of transactions, termination, merger of firms) are carried out according to certain. Moreover, the regulation in this area, as a rule, has the format of a document. This circumstance allows entrepreneurs in case of controversial situations defend their rights and recognize the agreement as illegal, based on a violation of the established regulations.
Regulation is no less important in the manufacturing sector. From compliance technical regulations depends on the quality of products and the safety of the work process.
IN social activities There are also different regulations. First of all, they include the regulations of events, which contain clear instructions for their implementation. Such a set of rules can include any information up to the smallest details such as the color of the presenter's costume, types of stage decorations, etc.
Scientific events are also strictly regulated. This helps to allocate in advance the time of each participant's speech, the order of discussion and voting.
General order, approach and uniformity of requirements, both in activities government agencies, and in the activities of legal and individuals, which make up the state itself, is preserved and maintained thanks to the norms and rules established by normative and regulatory documents. Compliance with these norms and rules is a civil and legal obligation of any person and any enterprise residing and operating on the territory of the Russian Federation.
Instruction
The main regulatory document Russian Federation The Constitution is the fundamental law. Of course, it does not spell out all legal situations, but its main provisions set a general approach to rule-making. Any other document - from presidential decrees and government resolutions to the norms and regulations established by the constituent entities of the Russian Federation and even individual enterprises, is tested for compliance with the Constitution. Those norms that establish other legal acts should not violate the rights of citizens and their interests, which are protected constitutionally.
After the Constitution, the Civil and Labor codes relating to all legal entities and regulating their relationship, regardless of the type of activity and form of ownership. The rest of the regulatory normative documents are also developed in order to provide for all possible situations that arise in the course of civil law relations, and to establish order, eliminating discrepancies and contradictions.
To make it easier to navigate in these documents, they are divided into areas and branches of application. Such regulations establish regulations - rules, requirements and restrictions related to any one type of activity. For example, they regulate urban planning activities or shared construction with the participation of investors-depositors, establish rules for lending or other financial activities.
Most consultants are consultants, i.e. give advice and teach, but do not do it themselves (often they cannot do it themselves).
And we can take on any amount of responsibility in implementation, up to the direct management of your project team, as well as the performance of any particular tasks during implementation.
Many people think that it is enough to familiarize employees with a new document against signature - and everything will work. Alas, it is not. Here are a few things you will encounter during implementation that we can help you with.
Teaching and testing knowledge and understanding
First of all, you need to teach people new rules, test their knowledge, and most importantly, their understanding of what they should do now. In order to do this well, you need to keep the whole process in mind, and not just the interests of one unit. That's why we can do it better than department heads. (Or we can educate leaders on how to do it right.)
Control system
Then, if you do not check whether people comply with the new rules, then they quickly cease to comply with them. When such a task is first faced by a company, mistakes are usually made, ranging from "control every step" to the conniving "I told them and forgot" style. It is also easy to spoil the case if you simply punish failures without understanding the causes and not eliminating them.
In our experience, we have already developed a system for monitoring the implementation of regulations. It's complete set of documents describing how regulations should be controlled, how to detect violations and respond to them - where many real cases are taken into account. The system provides various tools and methods of control. We are ready to train your employees to do all this.
Management support, project management
A common situation is when working group(for example, a group of department heads, project participants) low discipline, not all planned activities are implemented, but selectively, and participants say that "they do not have time", or another resistance.
To reduce resistance, we can participate in the implementation or manage the implementation of any activities and plans.
simplest form- our manager can be assigned to the project to keep records and track progress, remind, control the result in terms of quality and deadlines, respond to deviations, seek solutions to "hanging" issues, maintain a complete archive-base of knowledge and documents on the project. In general, to do everything that the manager usually "does not get his hands on."
A third-party independent person (our employee) will "collect" all the negativity, leaving you with a well-functioning group, accustomed to doing what they decide on time.
Supportive audits, inspections, independent control
And finally, if you want to see in a year that the changes have "taken root", there are benefit, will not interfere with third-party audits.
Important: this is not a formal event, as with ISO, but a substantive check that everything works as expected. Often, over time, the rules lose their meaning and usefulness (the situation changes) and instead of helping the cause, they begin to harm. We will notice this in time and propose changes.
When ordering regular audits, we will develop the necessary checklists, reporting forms, etc. for free - in order to notice the deviation in time. During inspections, photo fixation, audio recording, analysis of violations, explanation and training of how to act are carried out.
The result that you will get
The regulation is actually implemented in your company
A report on the execution of the process is generated
All violations are recorded
A decision was made for each violation.
Important: The regulation is implemented and controlled Your employees. They also make decisions on failures (we actively offer solutions on failures). We organize the process so that all this happens, and happens on time. When we leave, all this remains with you and continues to work.
