This technique is based on the precept that in many organizations templates exist to facilitate planning and to minimize risk. Templates are essentially nothing more than fully developed plans, forms, or outlines that provide structure for an organization's project managers. These templates often manifest themselves as elements of a much larger project method- ology (discussed in Chapter 5). By properly applying these templates (or merely recognizing their existence), it becomes possible to mitigate additional risk and apply best practices to existing risks.
Technique Description
The technique consists of examining a series of templates covering specific areas that may present technical risk to a project. Each template examines an area that frequently spawns risks and then describes methods (or provides examples) to avoid or control that risk. Many risk descriptions and solutions are rooted in lessons learned from other projects. Some examples of areas that such templates may cover are illustrated in Figure 14.
When Applicable
Project templates should be used for most projects, either independently or in conjunction with another technique. Templates are generally built-in response to past incidents as a means to preclude a risk that has already befallen an organization. Organizational templates specifically contain extremely valuable information because they are based on actual experience.
The information can be pertinent for any size project at any phase of development. Because the technique views project management as a complete process, the solutions presented reflect the interdependency of each part of the cycle. In other words, a conscious effort is made to present a solution that lowers the total risk for the entire project, not just for short- term problems.
Figure 14. Common Project Management Templates, Arranged by Phase
Inputs and Outputs
Each template will require inputs specific to that template. In a perfect world, all the templates necessary to succeed would already exist in an organization, complete with guidance on how to apply them to every type of project. This effort is normally under the purview of senior project managers or a project office.
The application of templates requires discipline. Time must be committed to reading the templates as well as the organizational
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methodologies driving them and then to using that information to examine risk within a given project. Practical outputs of the technique are basic lists of risks built from past experience.
Major Steps in Applying the Technique
Because methodologies and templates cover areas common to nearly every project, each template should be reviewed for applicability. The project manager determines whether the template is appropriate to the project and its specific technical risks. After reviewing the template, the project manager or the team members responsible should evaluate the project in terms of solutions or risk mitigating actions that the template would prescribe. A periodic review of all templates is recommended with updates as the project progresses. In some cases, simply applying the template or reviewing its contents will be sufficient to identify (or in some cases, even mitigate) risks.
Use of Results
Results from templates can be used in a variety of ways:
In presentations to higher levels of authority
To influence the team members' current level of activity in an area For continued monitoring of progress in each project area
However, the second result is the most commonplace. In many instances, templates are used to modify team member behavior by reinforcing what data must be gathered or by encouraging certain documentation practices.
Resource Requirements
Since the inputs are template-specific, most of the inputs are also specific to the individuals responsible for the given template. For example, if procurement templates (such as Supplier Payment Certification) are applied, then some procurement staff support may be required. Although inputs may be required from a variety of functions, using templates should not necessitate substantial special skills or extra resources.
1, Reliability
I
Two cautions apply when using this technique:Project participants should not assume that templates contain all possible technical risks within a given area. Although common problems are frequently identified, this technique does not generate an exhaustive list of risks.
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w Templates may not contain information regarding several programmatic risk areas that should also be examined.
Selection Criteria
As with each chapter on techniques, the project template technique is assessed using selection criteria relating to resource requirements,
applications, and outputs for the technique. To compare project templates with other techniques, review Table 6.
Resource Requirements
w The additional cost associated with project templates is small. This technique requires little additional resourcing beyond what is normally necessary to manage a project properly. The time consumed is nominal as long as the work is done continuously and incrementally.
There are n o special equipment needs for this technique because it is primarily a small administrative burden. For proper facilities and equipment, the only requirement is to find the files, databases, or shelves housing the information.
w The time needed to implement project templates is actually a function of the level of discipline of the project manager coupled with the nature of the templates themselves. Project templates must be reviewed (and comparative project progress analyzed) regularly against each of the template areas.
Project templates have extremely good ease of use. They do not require special skills beyond being able to comprehend the information requested for each
articular
template. In fact, they are designed to prevent organizations from regenerating established protocols each time a new project arises.w The project manager's time commitment to the templates is moderate because the project manager invariably will spend some time selecting the appropriate templates for the project and will also be responsible for reviewing the templates as they are completed. The time investment is well worth the return, however, because the project team develops information that virtually anyone in the organization's project support structure can understand.
Applications
Project templates can be used in most application categories in Table 6.
The technique is only indirectly useful in the budget category because it
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deals with preventive technical aspects rather than cost issues. It can, however, provide insight into the impetus behind both cost and subcontractor actions in situations involving vendors.
w For project status reporting, project managers often find it helpful to build their status reports in the formats that others have designed. This convention of building on past efforts within the organization becomes more time- and cost-effective as the organization develops. As a project template, project status reports will inherently highlight some issues that have arisen in the past.
w Major planning decisions require a sense of organizational history, which project templates offer as well. If an organization has project templates in place either on an ad hoc basis or as part of a methodology, the templates can expose issues that have driven major decisions in the past.
In most cases, contract strategy selection has some type of existing templates. Project templates encourage consistency in contract development and organization from project to project.
w Milestone preparation often requires the use of project templates.
Templates are often structured around milestones in order to specifically meet internal or external reporting needs. Templates for these events are commonplace and thus become critical tools for the project manager. By using templates (such as closeout checklists, annual budget review formats, or decision point analysis grids), the project manager can ensure that all reports, components, or completion criteria for a particular milestone are prepared in a timely fashion.
In terms of design guidance, project templates have clear utility. But there is a caveat: Project templates rely on history and the latest developments in technology design often drive design. As such, the information that the template requires may not fit within current desired designs. In most cases, however, project templates are a good fit for design guidance because even as technology changes, many of the same questions or issues continue to apply.
w Source selection requires rigorous procedures if vendors are to be assessed fairly and consistently. Project templates may include those procedures.
w Budget submittal is not a clear use for project templates. Although the templates facilitate formatting, they do not generally include relevant historic cost data. That information can be obtained only through rigorous analysis.
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Outputs
If the user properly documents results from a review of project templates, the outputs will provide a set of traceable management data that can be used to make sound decisions on a variety of customer, personnel, and technical issues.
w Accuracy of the project templates technique is a direct function of the project manager's adherence to the approach. There is often a temp- tation to skip templates that do not seem to address the project at hand, but if that is done, it may result in missing some key problem areas.
m The level of detail obtained through project templates can potentially be exhaustive. If there is a complete methodology, the project templates will provide the project manager with a sense of all the risks in the organization's past that most of the project managers have faced. It can also provide a detailed examination of virtually all aspects of the organization. If a single template is used or only one area is covered, the level of detail can diminish significantly.
The utility of project templates is in their capacity to save the project manager from rediscovering organizational issues that may have a negative effect on the project. Because such templates are normally based on the experience of an organization's more talented project managers, they save the current project manager from constantly evaluating and reevaluating the project and the organization to ensure that every potential risk area has been addressed.
Summary
When using project templates, the key is the discipline required to go through the process in small, manageable steps. If a project manager or team attempts to complete all project templates at one time, the task will invariably be overwhelming and enormously time-consuming. If, instead, the effort is conducted incrementally over time, the administrative burden is reduced and the technique becomes far less onerous for long-term utility and application.
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