---
title: "Moving forward with customized process"
subject: "ICT Project Management"
chapter: 14
key: "semester_7/ict_project_management:customized-management-process"
source: https://www.bctengineer.com/q/semester_7/ict_project_management/customized-management-process
site: BCT Engineering
---

# Moving forward with customized process

ICT Project Management · Chapter 14: Developing Custom Processes for IT projects

- Asked in: year not given
- Answer checked by Claude Opus 5.5 (high effort) on 2026-10-14
- Page: https://www.bctengineer.com/q/semester_7/ict_project_management/customized-management-process
- Whole chapter: https://www.bctengineer.com/md/semester_7/ict_project_management/chapter-14

## Question

How to move forward with a customized management process?

## Short answer

To move forward with a customized management process, assess current practices and get management support, define objectives, select and tailor a base framework, design scalable phases and templates, involve stakeholders, pilot on projects, train staff, implement incrementally, and continuously improve based on feedback and audits.

## Answer

A **customised management process** is a project management process adapted from standard frameworks (PMBOK, PRINCE2, agile) to fit an organisation's or project's specific needs. To move forward with it successfully, the organisation takes a planned approach.

#### Steps
1. **Assess the current situation**: review existing practices, maturity level, project types, strengths and weaknesses, lessons learned and customer expectations.
2. **Get management support and a sponsor**: authority, funding and visible commitment are essential.
3. **Define objectives** of the customised process: for example, reduce delays, standardise reporting, improve quality.
4. **Select the base framework** and decide what to keep, drop or add.
5. **Design the process**: phases, gates, roles, deliverables, templates and tools, and scale to project size (light for small, full for large).
6. **Involve stakeholders**: project managers, team and customers, to build ownership.
7. **Develop supporting material**: guidelines, checklists, forms, training.
8. **Pilot** the process on one or two selected projects.
9. **Review the results** with feedback and metrics (schedule, cost, quality, satisfaction); adjust.
10. **Train and communicate** to all staff.
11. **Implement across the organisation** in phases.
12. **Monitor and improve continuously** using audits, lessons learned and maturity assessment.

```text
Assess -> Plan -> Design -> Pilot -> Review
   -> Train -> Roll out -> Improve (repeat)
```

#### Cautions
- Avoid too heavy bureaucracy; keep it practical.
- Manage resistance to change with communication and incentives.
- Keep documentation up to date.
- Align with company strategy and customer needs.

| Risk | Handling |
|---|---|
| Staff resistance | Training, involvement |
| Over-complexity | Tailor to size |
| Lack of support | Sponsor commitment |

**Example:** A small IT outsourcing company customises PMBOK into a lightweight process: a one-page charter, weekly status email, and a change log, then pilots it on two projects before using it everywhere.

## Check yourself

The answer's key points as multiple-choice questions, with the correct option and why.

1. What is the first step in moving forward with a customised process?
   A. Roll out to all staff
   B. Assess the current situation, practices and maturity
   C. Pilot the process
   D. Train all staff
   Answer: B. You first review existing practices, maturity, project types and customer expectations. (Key point: First step)

2. Why is a sponsor and management support needed?
   A. Authority, funding and visible commitment are essential
   B. To reduce training
   C. To avoid pilots
   D. To remove stakeholders
   Answer: A. Without sponsor commitment the change lacks authority and funding. (Key point: Management support)

3. What is done before implementing across the organisation?
   A. Pilot on one or two selected projects and review results
   B. Nothing
   C. Delete templates
   D. Outsource
   Answer: A. A pilot with metrics and feedback allows adjustments before phased rollout. (Key point: Pilot before rollout)

4. Which is a caution when customising?
   A. Make it as heavy as possible
   B. Avoid too heavy bureaucracy; keep it practical
   C. Never update documentation
   D. Ignore resistance
   Answer: B. Keep it practical, manage resistance, update documents and align with strategy. (Key point: Caution)

## Related in ICT Project Management

- [Project management process groups](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Apm-process-groups) — ICT Project Management, chapter 6
- [Procurement management process flow](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aprocurement-process-flow) — ICT Project Management, chapter 13
- [Earned value management](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aevm) — ICT Project Management, chapter 9
- [Overlaps of process groups in a phase](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aprocess-group-overlaps) — ICT Project Management, chapter 6
- [Organizational process assets](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aorganizational-process-assets) — ICT Project Management, chapter 7
- [Close project process](https://www.bctengineer.com/question.md?key=semester_7%2Fict_project_management%3Aclose-project-process) — ICT Project Management, chapter 7

## Related in other subjects

- [Requirement management process](https://www.bctengineer.com/question.md?key=semester_5%2Fsoftware_engineering%3Arequirement-management) — Software Engineering, chapter 1
- [Process management in OS](https://www.bctengineer.com/question.md?key=semester_6%2Fembedded_system%3Aprocess-management) — Embedded System, chapter 6
- [Forecasting by moving average and smoothing](https://www.bctengineer.com/question.md?key=semester_6%2Findustrial_engineering_and_management%3Amoving-average-and-exponential-smoothing) — Industrial Engineering and Management, chapter 6
- [Bed motion check and non-moving gravel size](https://www.bctengineer.com/question.md?key=semester_4%2Fhydraulics%3Asediment-bed-motion-and-minimum-gravel-size) — Hydraulics, chapter 10, asked 2×