Questions

1. Why do we talk about support for a project methodology? Is support really necessary?

2. Who owns a project methodology in an organization? Is it the project office, the program office, an external vendor, or the users? Explain.

3. Name at least three areas of support that likely would be needed when supporting a project framework in an organization?

4. Do you agree that different levels of support are needed in an organization to tend to the overall methodology? (Is it a fixed dedicated team or managed ad hoc?)

5. Who maintains the methodology after implementation?

6. Describe how you, as the newly appointed manager, would begin to address the support of an enterprisewide project management methodology. You have to present a plan of action to ensure that the company project managers have a reliable framework. Looking at the files, you notice that two vendors who currently provide limited online support deployed the project methodology. Various people in your company review project templates intermittently, and users have stated that the templates don't always work.

Answers

After a project management methodology has been established in a company, it needs to receive proper support and maintenance. This involves ensuring constant monitoring of the entire framework ecosystem, which includes the project methodology, templates, processes, information systems, resources, and facilities.

The project management office must own the project methodology. A centralized body in the company must be accountable for managing the methodology. Any problems encountered can be efficiently resolved and communicated to project managers. There are then also those organizations that dislike PMOs and consider them as a non-billable function and therefore considered overhead.

Level 2 support: Intermediate support that must be resolved within one day.

Level 3 support: Advanced support that has to be resolved within one week.

4. First, you would need to assess the situation and solicit valuable input from project managers, executives, and project staff as to the shortcomings of the enterprise project methodology. You should concurrently assess the current project tools, techniques, training, and processes being used and then formulate a recommendation with an action plan. This is to be presented to the company executives, recommending the support needed, including the support agreements that need to be put in place to get the methodology back on track.

5. Either the QA or the PMO department can maintain the methodology, depending where it is located. It really depends on the organization.

6. To support any methodology, you need to understand the size and complexity of the methodology (i.e., complex waterfall or open source methodology), the number of users, and which components of the methodology were being used at which times. This could imply that you may need to support project templates or processes, provide continuous training to the users, and upgrade existing methodology software tools. It is wise to establish a service-level agreement with the organization or project teams to provide a support model for them.

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Chapter 7: Project Templates and Techniques

Establishing a Template Road Map

Templates also referred to as artifacts or boilerplate templates are essential to the success of any project. Templates are seldom found bundled together nicely in a box, ready for use. Project or development managers do not want to spend the time to create new project templates for their projects. Instead, they benefit greatly from using a wide variety of tried and tested methodology templates, which gives them time to concentrate on the actual project.

This chapter provides a reliable source of useful methodology templates that might be required by project or development managers during specific project phases. Whether managing projects or actually developing the technical detail (i.e., design or build phase), you will face constant change. Methodology templates support the user in creating and maintaining project data/information in a formalized and structured manner. Templates also focus on guiding users to specifically define key deliverables, addressing issues such as quality, scope, resources, risk, and cost. These templates help project team members gain a better understanding of the project and its associated tasks. Table 7.1 lists advantages and disadvantages of project templates.

Table 7.1: Advantages and disadvantages of project temp ates

Table 7.1: Advantages and disadvantages of project temp ates

Advantages

Disadvantages

Reusable no need to start from scratch

Needs custom tailoring

Saves time

May contain difficult style and ineffective format

Pick and mix

Ease of use simply edit, copy, and paste

Format already exists

Although the lightweight methodology family discussed in previous chapters does not encourage large amounts of project documentation, it requires some methodology templates.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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