Ordinance on Project and Project Portfolio Management (VPPM) - Subject Matter and Scope (VPPM)

1. This regulation governs the procedure for the execution of programs and projects, as well as project portfolio management within the cantonal administration.

2. ...

1. In this regulation, the following terms are used in the respective meaning described

a. "Project": a self-contained, temporary, and non-recurring endeavor with defined objectives, the implementation of which requires a project organization and project management due to the associated complexity or novelty;

b. "Program": a superior temporary organizational structure in which several projects are coordinated and managed uniformly based on a common program mandate;

c. "Project Portfolio": a uniform, evaluable, and up-to-date compilation of the planned and ongoing programs and projects within a specific area of responsibility;

d. "Project Portfolio Management": encompasses all tasks and processes necessary for the overarching prioritization, coordination, control, and support of planned and ongoing projects;

e. "Project Assessment": a targeted examination of a project by experts who are independent of the project, assessing the status of a project and its integration into the line organization, providing a well-founded judgment on the chances of success, and recommending corrective measures if necessary;

f. "Total Expenditures": the sum of all one-time expenses (third-party costs) related to a project over the entire project duration, as well as subsequent expenses for utilizing the project results over a four-year operational period;

g. "Information Technology or Digitalization Project": a project whose main objective is to digitize business processes, build or utilize data collections, introduce or adapt a specialized application, or build or improve IT infrastructures;

h. "Key Project": projects that are presented in the task and financial plan and in the annual report;

i. "Digital Project Portfolio": a uniform, evaluable, and up-to-date compilation of the planned and ongoing information technology or digitalization projects.

1. Depending on the total expenditures, the following categories of projects are distinguished

a. Small project: up to CHF 300,000;

b. Medium project: CHF 300,000-CHF 1 million;

c. Large project: over CHF 1 million.

2. The categorization according to paragraph 1 and the subsequent regulations for projects also apply to programs.

3. For construction and planning projects, the following categories are distinguished

a. Small and medium projects: up to CHF 15 million;

b. Large projects: over CHF 15 million.

1. Medium and large projects, with the exception of construction and planning projects, shall be executed according to the HERMES project management method.

2. Construction and planning projects shall be executed according to the standards of the Swiss Society of Engineers and Architects (SIA).

3. Exceptions to paragraphs 1 and 2 shall be granted by the General Secretariat of the respective pertinent directorate. At the State Chancellery, exceptions shall be granted by the Chancellor or the Deputy Chancellor.

4. Small projects may be executed without the application of a specific project management method. However, the principles of general project management must be applied. In particular, it is essential that

a. the role of the client and the project manager is not assigned to the same person;

b. a written project mandate is formulated;

c. project planning is developed;

d. a legal basis analysis is conducted;

e. a protection needs analysis and, depending on that, a risk assessment is carried out;

f. provisions are made for the written documentation of project decisions;

g. the project status in terms of outcomes, deadlines, and costs is regularly reviewed;

h. a project closure evaluation is submitted.

1. The overall responsibility for a project lies with the leading General Secretariat, the leading department, or the State Chancellery. They appoint a person as the client.

2. The client can only be a single person employed within the directorate responsible for the project or the State Chancellery, or a member of the government council.

3. For major projects, the client must be a member of the management board or the upper management level of the leading General Secretariat, the leading department, or the State Chancellery.

4. If the implementation of a project is based on a decision by the government council or a committee (e.g., General Secretaries' Conference), it is determined which General Secretariat or department will take the lead for the project. This responsibility can also be assumed by the State Chancellery.

1. Managers of Information Technology or Digitalization Projects must meet the following requirements depending on the project category

a. Small Project: Basic project management training;

b. Medium Project: Basic project management training, HERMES Advanced Certification;

c. Large Project: Basic project management training, HERMES Advanced Certification, demonstrable experience in managing medium or large projects.

2. Managers of Other Projects must meet the following requirements depending on the project category

a. Small Project: Basic project management training;

b. Medium Project: Basic project management training, HERMES Foundation Certification;

c. Large Project: Basic project management training, HERMES Foundation Certification, demonstrable experience in managing medium or large projects.

1. The client assigns a person to the HERMES role of Quality and Risk Manager for large-scale projects. This person must not originate from the same general secretariat or the same office as the client.

2. The Quality and Risk Manager for large-scale projects must hold a HERMES Foundation level certification and have demonstrable experience in managing large-scale projects.

1. Each directorate and the State Chancellery maintain a project portfolio that includes all planned and ongoing medium-sized, major, and key projects within their area of responsibility.

1a. For construction and planning projects, only major projects and key projects are included in the project portfolio.

2. Small projects can be included in the project portfolio either individually or as part of a collective project.

3. The Finance and Church Directorate provides the tools and target processes for maintaining the project portfolio in a standardized form.

4. The directorates and the State Chancellery establish the necessary project portfolio management processes within their area of responsibility and appoint a project portfolio manager.

1. Project managers report the status of the projects recorded in the portfolio to the project portfolio manager of their directorate or, as applicable, the state chancellery on a quarterly basis.

2. The project portfolio manager evaluates the status of the projects and submits a report to the respective general secretariat or the state chancellery.

3. The general secretariats or the state chancellery, as applicable, may order necessary measures for projects within their area of responsibility, such as project assessments.

1. The projects specified in the task and financial plan and annual report are considered key projects.

2. The classification of a project as a key project is the responsibility of the competent directorate and the state chancellery, taking into account the guidelines for the task and financial plan and the annual report.

3. ...

1. Planned and ongoing IT or digitalization projects of all categories are maintained in a joint digital project portfolio.

2. The management of the digital project portfolio is carried out in accordance with the technical directive of the Office for Digital Transformation (DiDiT).

3. The process responsibility for digital project portfolio management lies with DiDiT.

4. DiDiT periodically prepares management-relevant evaluations from the digital project portfolio.

1. The DiDiT

a. addresses methodological, educational, and practical questions related to the application of HERMES;

b. supports the directorates and the state chancellery as required;

c. monitors developments in the field of project management and HERMES.

1. The DiDiT provides resources and training for the HERMES project management method. In doing so, the specific conditions of the canton and the needs of the target groups are taken into account.

2. The directorates and the state chancery ensure that the clients and project managers operating within their jurisdiction possess the necessary training and competencies in the field of project management and the applicable project management method.