When a master takes on a task, the result speaks for itself. Unfortunately, there aren’t many masters out there. Even though the secret of mastery isn’t really a secret — it’s domain knowledge plus 10K hours of focused practice. Basically, it is over five years of work under perfect conditions, where every task fills a gap in your skill set. In the real world, though, we spend a lot of time on repetitive tasks. So those 10,000 hours often stretch into 10 years — or even more.
Since waiting that long isn’t always an option, people found a compromise — processes. And we applied them too. In our case, that’s the Project Management Framework that does the job. So, let’s dive into the details of this document and why it is important to have one.
What Is Project Management Framework?
Project Management Framework is a set of processes, tools, and methodologies that outlines the entire approach to delivering projects. It’s our adaptation of the PMBoK (Project Management Body of Knowledge) tailored for IT projects, shaped by our own experience (and yes, our mistakes too). It outlines the entire lifecycle of project execution, from presale handover to post-project closure, and every Project Manager is expected to follow it.
It’s been over 10 years since we released the first version of our Project Framework, which every PM is expected to follow. In recent years, we’ve made very few edits — the process has stabilized. Today, the Project Framework is a 14-page manual detailing what a PM needs to do at every phase — from presale handover to the end of the collaboration.
Most of the time, just knowing what to do is enough — the how can be found in various other frameworks, methodologies, and project management tools, and in most cases, that’s enough. But when it isn’t, we create add-on documents, detailing how things should be done for a particular case.
One example is our custom implementation of EVM (Earned Value Management) — because off-the-shelf templates didn’t strike the right balance between clarity for the client and the level of detail we needed. Our EVM is transparent and accessible to the client, who can view the project’s progress at any time and initiate a meeting if something seems off. We strongly believe in transparency at all stages of project execution — and that includes explaining the purpose of each document to the client, even if it takes extra time and effort.
Read Also Earned Value Management (EVM): How to Forecast Project Outcome and When Does EVM Help?
How Project Management Framework Helps
With the introduction of the Project Framework, PMs now get up to speed much faster and make fewer mistakes. It’s their cheat sheet — tailored for various project types:
- Full-cycle development projects (frontend + backend, with our PM, BA, and QA team, including product deployment) under the Time & Materials (T&M) model are the most straightforward. You agree with the client on scope and timelines, and work progresses within an Agile framework.
- Partial-cycle projects (often without backend or QA) also run under T&M but require close collaboration with external teams. Everyone’s success is interdependent.
- Fixed-price component customizations follow classic waterfall logic — fixed scope, fixed cost.
- Team augmentation projects mean we join the client’s existing team, led by their PM. Since we can’t predict the client’s project management maturity, we don’t go hands-off. That’s why we invented the XB Officer role: they oversee the project using control points and alert the client only if they spot risks or negative trends. We introduce this role during the kick-off meeting and review activities together using a Responsibility Matrix.
- BFS (Budget with Float Scope) — our unique in-house approach for clients with ambitious goals and tight budgets. These projects start with just an idea and a fixed budget. The product product vision evolves as the project progresses. Each feature could be implemented in multiple ways, at varying costs. So project management in BFS combines aspects of Fixed Price (budget limits), Time & Materials (unknown future feature costs), constant compromise, and Estimate to Complete balancing. Here, we lean heavily on the Disciplined Agile Delivery (DAD) approach. Success depends on the skills of the team and the trust we build with the client.
Each project may also introduce its own internal rules — formed and followed by the team, and reviewed after each milestone. These rules live within the Project Regulation framework, but leave room for flexibility.
Important Notes for Using Project Management Framework
Let’s Talk Human Error
First of all, no matter how good your documentation is, projects are run by people, which means human factors are always in play. One of the most subtle dangers is “drift” — small, unnoticed deviations from the rules that build up over time.
Let’s say, for example, we agree to hold weekly syncs with the client and their team. At first, everyone joins, shares updates, and plans. Then there’s less discussion (“It’s all in Jira anyway”), then someone skips a meeting, then most skip, then they’re canceled. And suddenly every team is rowing in a different direction, with misaligned goals and suboptimal solutions.
To avoid that kind of drift, we run project audits — cross-checks of project documentation, like code reviews for developers. Issues are flagged, logged, and the PM is expected to fix them and report back. It sounds strict, but the process is smooth and friendly. Everyone understands: better to find the issue now than struggle to fix it later. Audits also have a bonus benefit: knowledge sharing. Not every flagged issue is a mistake — sometimes it’s just another valid approach.
Critical Practices to Follow
Second of all, there are certain project management practices that team members shouldn’t forget about. Some of the highlighted ones include the following:
- Feature list item numbering must be consistent.
Numbers should not change throughout the project lifecycle — from planning to reporting. The Project Framework states this clearly. It’s not a “nice-to-have” — it prevents chaos. If for any reason stable numbering isn’t possible, it’s better to not use numbers at all than to change them midstream. - MoM (Minutes of Meeting) after every client call.
If something was agreed on — it must be documented. Think of MoM as a full stop at the end of a sentence: clear, final, and unambiguous. Everyone leaves the call with the same understanding. If new features are discussed during a feature list review, those features must be added to that very list, with proper numbering. The feature list acts as the meeting agenda and, after the call, it either becomes the MoM or is accompanied by a separate MoM document.
Even the best frameworks can’t guarantee success, but they do reduce risk — especially when human error inevitably creeps in. Sticking to critical practices like consistent feature numbering and thorough meeting documentation isn’t bureaucracy — it’s how we keep everyone aligned, avoid misunderstandings, and steer the project safely forward.
Read Also Project Management Life Cycle Explained in Five Easy Steps
In Conclusion: Process Is Protection
Every project is unique. The Project Framework is not exhaustive — it simply outlines the team’s empirical rules. Following it doesn’t guarantee success, it just improves the odds. That’s why the document always ends with a reminder:
“These empirical rules are not a silver bullet. Sometimes they’re unnecessary. Sometimes they can even harm the project. If you choose to skip something listed here, you need a strong reason—and you should be able to explain it. If you see a way to improve the rules, speak up. And be ready to explain your decision at the next project audit.”
At the end of the day, the Project Framework isn’t about rigid control — it’s about giving teams just enough structure to avoid common pitfalls, so they can focus on building great products. And if you’re facing project chaos, growing pains, or just want to talk processes with someone who’s been through it — don’t hesitate to contact us. We’re always here to help, guide, or jump in as your project partner.