4. Project templates should be readily accessible to project managers through one of the following channels: On the company network residing on a common directory. On a company intranet site. In stand-alone CD-ROM format.

5. When working on a project, it is not necessary to use every project template available. Instead, identify with the key stakeholders which templates are necessary for the type and size of project. Smaller projects require fewer templates than larger projects.

6. When deciding on project templates, it is necessary that the project manager identify which templates are needed. After compiling a list of templates needed, the list should be reviewed with the project sponsor. The sponsor provides the necessary input, which should formalize the minimum number of templates to use. By following this approach, the project sponsor is involved.

Although each project can be approached differently, I would employ an SDLC methodology because more coordination is needed between all the various parties (i.e., designers, technicians, inspectors, marketing managers), who may reside globally. My choice of templates for this size project is:

Project brief. Project feasibility report. Business case. Statement of work. Technical specification. Quality assurance plan. Communications plan. Contact list.

Team LiB

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Chapter 8: Project Processes and Trends

Process Considerations

Looking beyond your companys portfolio of projects products and services that it works so hard on reflect on those core processes needed to support overall objectives. Beyond being passionate and committed in your work, there must be a fundamental focus on having the right processes in place. There will always be opportunities for you as project or development manager to tailor processes; therefore, you must understand how and when processes come into play. Someone once said, We dont use standard business processes; we have unconventional ways of recharging our entire business, which totally support our project and development methodologies.

On any project you undertake, you may encounter situations from which you need to remove certain processes because they are not in your project scope. For example, you dont need to do financials on your project (on many projects, project managers dont touch finances). In this case, you would drop the financial process and use the rest. Or, you are using a Waterfall methodology on a project and your client insists on document management (i.e., version control, distribution). In this case, you need to add this process to the project scope. Project methodologies:

Demonstrate the ability to get the job done.

Meet certain criteria set by auditing or certification groups monitoring the company. Allow the company to prioritize resources accordingly, based on the projects progress.

What Is a Process?

A process is best defined as who (is doing what), where, when, and how to reach a certain goal (see Figure 8.1). Because processes are the foundation of successful projects, it is important to develop those processes that reflect the organizations unique strengths and work patterns. In project-oriented organizations, project management serves as the core process, which integrates the development/deployment practices to complete projects successfully. The use of project methodologies is the most significant factor in project management today.