1. Over the past 10 years we have been involved in a whole host
of CMS/DAM/web implementation projects of many different
kinds (clients of different types and sizes, as a prime contractor, a
vendor integration partner or onsite with the client’s teams), and
throughout that time we have always stuck to a single mantra:
deliver with efficiency & quality to guarantee maximum customer
satisfaction. No matter what constraints we have faced in terms
of managing the different projects, we have had to adapt and
adopt. It has never been our goal to simply turn up and impose
our rules, and it goes without saying that project management
is deeply intertwined with corporate governance and enterprise
policies.
THE TBSCG PROJECT
MANAGEMENT APPROACHIn that sense, our project
managers have their own
cultural backgrounds that
constantly enrich our internal
Project Management Practices.
Their principal goal is to
deliver “good work, on-time
and on-budget”.
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2. OUR OBSERVATIONS
OUR VALUES
Æ A good working relationship with
a client is based on a constructive
company-2-company relationship,
structured team-2-team cooperation
and a fair individual-2-individual
relationship.
Æ Think about which gear is actually
needed to make your journey. Having
a big suitcase doesn’t automatically
mean you have to travel with your
entire wardrobe.
Æ Remember that you will learn from
your initial choices.
Æ Share the same goals and support
one other.
Æ Resolve situations that sap your
time and energy.
Æ Choose the right tool for the right
job.
Æ Don’t use all the colours just
Æ A software development process should be undertaken
within the framework of a broader business commitment.
That is why it is vital we understand exactly where the
needs are coming from.
Æ More easily accessible knowledge, a Do-It-Yourself
attitude and product-oriented marketing have led everyone
to think solution before needs, and unfortunately the vital
phase of defining the real needs is sometime skipped
altogether.
Æ Methodologies and organizations are intrinsically linked
by culture, people and processes.
Æ Agile methods demand mature relationships between
business and IT, something which is often underestimated.
Æ Corporate governance policies demand structured and
uniform reporting procedures in projects that influence the
choice of methodology.
because you have them on your
palette.
Æ Make sure you are on the right
track.
Æ Guarantee a common
understanding
Æ Demonstrate agility with the
product, the method, the organization.
Æ There’s always somebody that will
use your product, and somebody that
will maintain your software.
Æ When you are playing the software
development game your secondary
goal is to setup to play the next game
(Alistair Cockburn, Agile’s father).
Æ Listen carefully and respect other
people’s constraints.
Æ Understand the expectations, think
about the benefits.
Æ Remember that you are involved
in a collaborative game with a shared
objective.
Æ There’s no bad methodology,
there’s no best methodology, there’s
no point confronting waterfall and
agile. Choose whatever solution works
best for the situation in-hand.
Æ Profound shifts don’t happen overnight in big
organizations.
Æ It is important to remember what the initial idea was: why
are you doing the task in hand?
Æ Don’t expect an all-encompassing model from the start.
Æ The same tool in a different context can generate
different results.
Æ The requester has a good reason for making his request.
Respect that.
Æ Academic project management methodologies offer a
starting point, but sticking to them reduces the scope of
possibility.
A rationalized position
We have nonetheless had the latitude to come up with
our own PM approach, notably for fix-time projects.
We made the decision to rationalize our position

3. Our project management
approach has been
broadened to encompass
two dimensions
THE COOPERATION FRAMEWORK
Focusing on controlled planning and on broad and transparent communication, this approach is used to build a
relationship with the client during first-time projects, one-shot projects or when handling program management issues.
Based on waterfall methodologies, the phases are clearly defined and sequential :
Æ Initiation to guarantee a shared understanding of the needs , expectations and perspectives;
Æ Planning to reach an agreement on scope and timing,
organization and risks;
Æ Controlled & Monitored Execution with open
communication & fast feedback, with close
cooperation during the testing phase.
The aim of this framework is to identify the best
way of working together in conjunction with
the client. The approach is consequently a
circular one, paving the way for the next
project by means of an extensive closure
phase to assess lessons learned and
review the next steps.
The method focuses on control and
communication, which means that
numerous deliverables are required:
Æ Engagement framework
Æ Project Statement Of Work
Æ Functional Contract, Solution design &
Detailed planning
Æ Monitoring reviews
Æ Issue tracking with JIRA
Æ Product evaluation & acceptance report
Æ Project closure record
1
3
24
Initiation
Post
Implementation
Review
Monitoring
& Control
Project
Definition
Detailed
Planning
Planning
Project
Communication
Closure
Execution
Driven by our enlightened understanding and
inspired by the values of objectivity, efficiency,
openness and honesty, our project management
approach has been broadened to encompass two
dimensions:

4. THE FAST-DELIVERY FRAMEWORK
Usually adopted when a mature working relationship has already been established with the client over the course
of previous projects, this light and agile method demands a clear commitment in terms of roles and responsibilities.
Guided by iterative development and agile methodologies, this approach is based on iterative cycles backed by delivery
contracts:
Æ Inception to define high-level requirements & engagement
Æ Elaboration using the iteration plan
Æ Execution involving strong collaboration
Æ Transition to review delivery and acceptance
Æ On-going assessment for strategy assurance
and scope refinement
The method is suitable for product
enhancements (change management)
or large roll-out projects that involve
adding new features to a central
environment based on new needs
highlighted by a country/division
assessment. These iterative
cycles can also be run in parallel
within the framework of a larger
program. That is why the method
is based on a light and versatile
organization:
Æ One project master,
responsible for scope,
communication and planning;
Æ One product owner, usually
a client representative or a
commission agent, who can
make quick & firm decisions,
ensure that the functional strategy
remains consistent and accept the
deliverables;
Æ One technical owner who plans
and takes action in order to deliver on-
time (this is usually a lead developer who is
directly involved in the build).
All kinds of additional players may get involved at specific times or for specific reasons. The initial statement of work is put
together when the project first kicks off, and then all subsequent communication is handled through our JIRA environment
until the project is formally closed and the evaluation reviews are completed.
Ince
ption Elabo
ration
Trans
ition Execu
tion
Assess

5. Our years of rich experience have shown us that these
2 frameworks can cover most situations, as long as the
client doesn’t ask us to follow their own policies. Project
management is not a science, it is simply good sense driven
by experience, basic techniques and positive collaboration.
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+48 71 71 70 200
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+34 935 514 538
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