[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-242643-105":53,"doc-detail-242643-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","project-management-substation-guidelines-appendix-3-general-process-flow-template","Project Management Substation Guidelines - Appendix 3 - General Process Flow Template","","The appendix provides a general process flow template for project management substation work, centered on checkpoint methodology and responsibility matrices across initiation, planning, execution, controlling, and closing. It explains how the schedule is issued before the “go” decision and how the plan supports communication, formal authorization, and structured governance. It details critical initiation and planning factors, including vision, goals, budgets, sponsor involvement, and the nine core planning components, then emphasizes execution discipline through linkage of team actions to project strategy and timely administrative controls.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":36,"@type":70,"position":76},"https://docshare.wps.com/template/forms/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/project-management-substation-guidelines-appendix-3-general-process-flow-template/242643/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/project-management-substation-guidelines-appendix-3-general-process-flow-template/242643.png","ImageObject",442,249,{"name":88,"@type":89},"Jiven","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-10","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",8,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"How does the schedule relate to the “go” decision in this guideline?","Question",{"text":109,"@type":110},"The schedule is issued prior to the “go” decision and covers the project duration. It is intended to support communication by the project manager with external stakeholders.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What items are considered essential during project initiation?",{"text":114,"@type":110},"Essential initiation items include a general project charter, project documents such as design and estimates, a preliminary scope statement, and a preliminary work breakdown structure, each with an initial date.",{"name":116,"@type":107,"acceptedAnswer":117},"Which nine components define project planning in this document?",{"text":118,"@type":110},"Project planning consists of objective, program, schedule, budget, forecast, organization, policy, procedure, and standard.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},242643,1790729399,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":35,"category_name":36,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":8,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":79},1099513958607,"https://ap-avatar.wpscdn.com/avatar/100002390cf8733938c?x-image-process=image/resize,m_fixed,w_180,h_180&k=1778829742770036399","365  \nAppendix 3: Project Management Substation Guidelines (General Process Flow Template)  \nCheckpoint Methodology  \nThe schedule is issued prior to the “go” decision. It covers the duration of the project. It is designed asa tool for the project manager to communicate with the external world.w  \nPMM-1 Project Initiation Responsibility Matrix  \nPMM-2 Project Planning Responsibility Matrix  \n366  \nPMM-3 Project Execution Responsibility Matrix  \nPMM-4 Project Controlling Responsibility Matrix  \nPMM-5 Project Closing Responsibility Matrix  \nINITIATION  \nBackground Information  \nProject managers not only must rely heavily upon the traditional on-time, on-budget, and on-quality performance measures, but also with the added on-strategy dimension central to managing project success and to alleviate leadership challenges. A quadruple constraint is created with the insertion of the on-strategy dimension. The main thrust of this point is illustrated in Figure 1.  \n367  \nFigure 1. Project dimensions  \nMany leadership tasks relate to developing a vision of the project outcome that is practical, yet capable of mobilizing and motivating team members to accomplish the project’s goals and objectives. The leadership vision engages stakeholders who are not actively involved in the project; it also inspires them to maintain their support over the project’s timeline. The solution-building negotiation approach to defining the scope of a project, and then clearly communicating this to the project team and other stakeholders defines a strategy for realizing the vision, and translating the strategies into operational plans and results. The core problem is the insufficiency of instability of strategy to properly develop and express project vision connected through measurement to tangible business outcomes. Organizations should link planned outcomes to their corporate strategy using a measurement framework, referred to as performance management, and is common within corporations.  \nDetails  \nThe process is designed to facilitate the formal authorization to start a new project. It is often performed external to the project’s scope of control by the organization, which may blur the project boundaries for the initial project inputs. Clear descriptions of the project objectives are developed, including the reasons why a specific project is the best alternative solution to satisfy the current requirements (Figure 2) .  \nEssential Initiation Items  \nGeneral Project Charter Initial  Date  Project Document (design, estimates) Initial  Date  Preliminary Scope Statement Initial  Date  Preliminary Work Breakdown Structure Initial  Date   \nCritical Factors in the Project Initiation Phase  \n• Clear Project Vision  \n• Clear Goals and Objectives  \n• Formal Budget  \n• Executive/Sponsor Involvement  \n368  \nFigure 2. Project initiation process  \nPLANNING  \nBackground Information  \nThe most important responsibilities of a project manager are planning, integrating, and executing plans. Project planning is described as a predetermined course of action within a forecasted environment. The project requirements set the milestones on the schedule. The planning must be systematic and flexible enough to handle unique activities. The course of action must be disciplined through reviews and controls. Moreover, the process must be capable of accepting multifunctional inputs in order to achieve the desired results. The nine (9) major components of planning are:  \n• Objective: A goal, target, or quota to be achieved over time.  \n• Program: Strategy followed/major actions taken in order to achieve objectives.  \n• Schedule: A plan showing activities/accomplishments started/completed.  \n• Budget: Planned expenditures required to achieve or exceed objectives.  \n• Forecast: A projection of what will happen by a certain time.  \n• Organization: Positions/duties/responsibilities to achieve objectives.  \n369  \n• Policy: Guide for decision-making/individual actions.  \n• Procedure: A detailed ","cbCaii93vHAsJBQL","https://ap.wps.com/l/cbCaii93vHAsJBQL","pdf",1154305,"English","# Checkpoint Methodology\n# Project Initiation\n## Background Information\n## Essential Initiation Items\n## Critical Factors in the Project Initiation Phase\n# Project Planning\n## Background Information\n## Nine Major Components of Planning\n## Essential Planning Items\n## Critical Factors in the Project Planning Phase\n# Project Execution","[{\"question\":\"How does the schedule relate to the “go” decision in this guideline?\",\"answer\":\"The schedule is issued prior to the “go” decision and covers the project duration. It is intended to support communication by the project manager with external stakeholders.\"},{\"question\":\"What items are considered essential during project initiation?\",\"answer\":\"Essential initiation items include a general project charter, project documents such as design and estimates, a preliminary scope statement, and a preliminary work breakdown structure, each with an initial date.\"},{\"question\":\"Which nine components define project planning in this document?\",\"answer\":\"Project planning consists of objective, program, schedule, budget, forecast, organization, policy, procedure, and standard.\"}]","Project Management Substation Guidelines - Appendix 3 - General Process Flow Template | PDF",1789192930]