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What is Agile PM2?Agile is an approach described by a set of principles and practices for managing projects. Agile appreciates the inherent uncertainty of project environments and creates organisations that are highly adaptive, use adaptive planning and short feedback loops, evolutionary development, early delivery, continuous improvement and rapid response to change.
What is PM2?PM2 is a Project Management Methodology developed and supported by the European Commission. Its purpose is to enable project teams to manage their projects effectively and deliver solutions and benefits to their organisations and stakeholders.
PM2 is a light and easy to implement methodology suitable for any type of project. PM2 has been custom developed to fit the specific needs, culture and constraints of EU Institutions and Public Administrations, but also incorporates elements from globally accepted best practices, standards and methodologies.
PM2 provides: • A Project Governance Model (i.e. roles & responsibilities)• A Project Lifecycle (i.e. project phases)• A set of Processes (i.e. project management activities)• A set of Project Artefacts (i.e. templates and guidelines).• A set of Mindsets (i.e. effective beliefs and behaviours).
What is PM2?
Quickstart Steps
The PM2 Project Organisation
PM2 Phases, Drivers, Key Artefacts and Activities
Contents 1
2
3
4
MethodologyHighlights and Benefits
V 2.1.4© European Union, 2018
Funded by theISA2 Programme
Agile PM2 both extends and enhances the PM2 Methodology with Agile principles and practices and provides an alignment between these practices and corporate governance, programme management, operations, enterprise architecture.
CoEPM² - Centre of Excellence in PM²The CoEPM2 provides the EU Institutions with a complete and high quality Project Management offering, guidance and support for the purpose of enabling the effective and efficient management of project work, serving the objectives of the institutions and respecting the interests and needs of EU citizens.
» PM2 Guide - Open Edition on EU Bookshophttp://europa.eu/!NG43vU
» PM2 Methodology - Open Edition wiki (EU Login)http://europa.eu/!Gu76mr
» Open PM2 community on Joinuphttp://europa.eu/!vh96rM
WEBLINKS
DIGIT B4 - Management Support Services
European Commission
Centre of Excellence in Project Management (CoEPM2)
CONTACT
CoEPM2European Commission
QUICKSTART STEPSDefine a Project Governance and create a Business Case • Define the Project Steering Committee (PSC)• Provide the justification for the project, capture the business requirements
and establish its budgetary constraints
Identify Stakeholders and create the Project Charter • Define the project scope• Identify those Stakeholders who should contribute to the Project Charter• Capture the high-level requirements, assumptions and constraints• Decide on a project approach, estimate required resources, costs and timing
Setup the Project Logs• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs
will be used to document the management of Risks, Issues, Decisions andproject Changes
Start the Project Planning with a Meeting • Invite all necessary participants to the planning meeting• Go over the Project Charter and ensure a common understanding• Communicate the next steps for the planning phase
Tailor the Project Management approach• Decide which planning documents to use and how they should be tailored• Define rules, assign team responsibilities and define a conflict resolution
process
Develop a Communications Management Plan• Identify all information requirements for the effective management of the
project’s communications• Decide on the strategy, goals, frequency, format and recipients of the
communication activities
Create the Project Work Plan • Break down the work that needs to be done in smaller and more
manageable pieces (Work Breakdown)• Estimate the effort and cost for each piece of work• Establish the detailed budgetary and resource requirements• Create a work schedule (identify dependencies, assign resources and dates)
1
2
3
4
5
6
7
Project Charter
Business Case
Issue Log, Risk Log, Decision Log, Change Log
Planning Kick-off Meeting
Project Handbook
Communication Plan
Project Work Plan
What is Agile PM2?Agile is an approach described by a set of principles and practices for managing projects. Agile appreciates the inherent uncertainty of project environments and creates organisations that are highly adaptive, use adaptive planning and short feedback loops, evolutionary development, early delivery, continuous improvement and rapid response to change.
What is PM2?PM2 is a Project Management Methodology developed and supported by the European Commission. Its purpose is to enable project teams to manage their projects effectively and deliver solutions and benefits to their organisations and stakeholders.
PM2 is a light and easy to implement methodology suitable for any type of project. PM2 has been custom developed to fit the specific needs, culture and constraints of EU Institutions and Public Administrations, but also incorporates elements from globally accepted best practices, standards and methodologies.
PM2 provides: • A Project Governance Model (i.e. roles & responsibilities)• A Project Lifecycle (i.e. project phases)• A set of Processes (i.e. project management activities) • A set of Project Artefacts (i.e. templates and guidelines). • A set of Mindsets (i.e. effective beliefs and behaviours).
What is PM2?
Quickstart Steps
The PM2 Project Organisation
PM2 Phases, Drivers, Key Artefacts and Activities
Contents 1
2
3
4
MethodologyHighlights and Benefits
V 2.1.4© European Union, 2018
Funded by theISA2 Programme
Agile PM2 both extends and enhances the PM2 Methodology with Agile principles and practices and provides an alignment between these practices and corporate governance, programme management, operations, enterprise architecture.
CoEPM² - Centre of Excellence in PM²The CoEPM2 provides the EU Institutions with a complete and high quality Project Management offering, guidance and support for the purpose of enabling the effective and efficient management of project work, serving the objectives of the institutions and respecting the interests and needs of EU citizens.
» PM2 Guide - Open Edition on EU Bookshophttp://europa.eu/!NG43vU
» PM2 Methodology - Open Edition wiki (EU Login)http://europa.eu/!Gu76mr
» Open PM2 community on Joinuphttp://europa.eu/!vh96rM
WEBLINKS
DIGIT B4 - Management Support Services
European Commission
Centre of Excellence in Project Management (CoEPM2)
CONTACT
CoEPM2European Commission
QUICKSTART STEPSDefine a Project Governance and create a Business Case • Define the Project Steering Committee (PSC)• Provide the justification for the project, capture the business requirements
and establish its budgetary constraints
Identify Stakeholders and create the Project Charter • Define the project scope• Identify those Stakeholders who should contribute to the Project Charter• Capture the high-level requirements, assumptions and constraints • Decide on a project approach, estimate required resources, costs and timing
Setup the Project Logs• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs
will be used to document the management of Risks, Issues, Decisions and project Changes
Start the Project Planning with a Meeting • Invite all necessary participants to the planning meeting• Go over the Project Charter and ensure a common understanding• Communicate the next steps for the planning phase
Tailor the Project Management approach• Decide which planning documents to use and how they should be tailored• Define rules, assign team responsibilities and define a conflict resolution
process
Develop a Communications Management Plan• Identify all information requirements for the effective management of the
project’s communications• Decide on the strategy, goals, frequency, format and recipients of the
communication activities
Create the Project Work Plan • Break down the work that needs to be done in smaller and more
manageable pieces (Work Breakdown)• Estimate the effort and cost for each piece of work• Establish the detailed budgetary and resource requirements• Create a work schedule (identify dependencies, assign resources and dates)
1
2
3
4
5
6
7
Project Charter
Business Case
Issue Log, Risk Log, Decision Log, Change Log
Planning Kick-off Meeting
Project Handbook
Communication Plan
Project Work Plan
What is Agile PM2?Agile is an approach described by a set of principles and practices for managing projects. Agile appreciates the inherent uncertainty of project environments and creates organisations that are highly adaptive, use adaptive planning and short feedback loops, evolutionary development, early delivery, continuous improvement and rapid response to change.
What is PM2?PM2 is a Project Management Methodology developed and supported by the European Commission. Its purpose is to enable project teams to manage their projects effectively and deliver solutions and benefits to their organisations and stakeholders.
PM2 is a light and easy to implement methodology suitable for any type of project. PM2 has been custom developed to fit the specific needs, culture and constraints of EU Institutions and Public Administrations, but also incorporates elements from globally accepted best practices, standards and methodologies.
PM2 provides: • A Project Governance Model (i.e. roles & responsibilities)• A Project Lifecycle (i.e. project phases)• A set of Processes (i.e. project management activities) • A set of Project Artefacts (i.e. templates and guidelines). • A set of Mindsets (i.e. effective beliefs and behaviours).
What is PM2?
Quickstart Steps
The PM2 Project Organisation
PM2 Phases, Drivers, Key Artefacts and Activities
Contents 1
2
3
4
MethodologyHighlights and Benefits
V 2.1.4© European Union, 2018
Funded by theISA2 Programme
Agile PM2 both extends and enhances the PM2 Methodology with Agile principles and practices and provides an alignment between these practices and corporate governance, programme management, operations, enterprise architecture.
CoEPM² - Centre of Excellence in PM²The CoEPM2 provides the EU Institutions with a complete and high quality Project Management offering, guidance and support for the purpose of enabling the effective and efficient management of project work, serving the objectives of the institutions and respecting the interests and needs of EU citizens.
» PM2 Guide - Open Edition on EU Bookshophttp://europa.eu/!NG43vU
» PM2 Methodology - Open Edition wiki (EU Login)http://europa.eu/!Gu76mr
» Open PM2 community on Joinuphttp://europa.eu/!vh96rM
WEBLINKS
DIGIT B4 - Management Support Services
European Commission
Centre of Excellence in Project Management (CoEPM2)
CONTACT
CoEPM2European Commission
QUICKSTART STEPSDefine a Project Governance and create a Business Case • Define the Project Steering Committee (PSC)• Provide the justification for the project, capture the business requirements
and establish its budgetary constraints
Identify Stakeholders and create the Project Charter • Define the project scope• Identify those Stakeholders who should contribute to the Project Charter• Capture the high-level requirements, assumptions and constraints • Decide on a project approach, estimate required resources, costs and timing
Setup the Project Logs• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs
will be used to document the management of Risks, Issues, Decisions and project Changes
Start the Project Planning with a Meeting • Invite all necessary participants to the planning meeting• Go over the Project Charter and ensure a common understanding• Communicate the next steps for the planning phase
Tailor the Project Management approach• Decide which planning documents to use and how they should be tailored• Define rules, assign team responsibilities and define a conflict resolution
process
Develop a Communications Management Plan• Identify all information requirements for the effective management of the
project’s communications• Decide on the strategy, goals, frequency, format and recipients of the
communication activities
Create the Project Work Plan • Break down the work that needs to be done in smaller and more
manageable pieces (Work Breakdown)• Estimate the effort and cost for each piece of work• Establish the detailed budgetary and resource requirements• Create a work schedule (identify dependencies, assign resources and dates)
1
2
3
4
5
6
7
Project Charter
Business Case
Issue Log, Risk Log, Decision Log, Change Log
Planning Kick-off Meeting
Project Handbook
Communication Plan
Project Work Plan
Pro
ject
Init
iati
on
Req
uest
Fo
rmal
ises
th
e p
roje
ct a
nd
cap
ture
s th
e p
roje
ct c
on
cep
t.
Bus
ines
s C
ase
Cap
ture
s th
e re
aso
nin
g f
or
the
pro
ject
, p
rovi
des
just
ifica
tio
n an
d e
stab
lish
es
the
bu
dg
etar
y co
nst
rain
ts.
Pro
ject
Cha
rter
Pre
sent
s an
ove
rvie
w s
cop
e st
atem
ent
and
the
hig
h-le
vel p
roje
ct r
equi
rem
ents
, an
d m
anag
emen
t ap
pro
ach
.
Pro
ject
Han
db
oo
kP
rese
nts
the
pro
ject
man
agem
ent
ob
ject
ives
, th
e o
vera
ll m
anag
emen
t ap
pro
ach
and
ru
les,
an
d d
ocu
men
ts
the
role
s an
d r
esp
on
sib
iliti
es.
Pro
ject
Wo
rk P
lan
Org
anis
es t
he
wo
rk n
eed
ed t
o a
chie
ve
the
pro
ject
sco
pe.
Incl
ud
es t
he
Wo
rk B
reak
do
wn
, th
e E
ffo
rt &
Co
st
Est
imat
es a
nd
th
e P
roje
ct S
ched
ule
.
Pro
ject
Sta
tus
Rep
ort
sP
rese
nt t
he
pro
ject
pro
gre
ss t
o t
he
rele
vant
sta
keh
old
ers,
bas
ed o
n th
e p
erfo
rman
ce o
f ke
y p
roje
ct m
etri
cs.
Pro
ject
D
eliv
erab
les
Th
e co
mp
lete
set
of
pro
ject
d
eliv
erab
les
as d
efin
ed in
th
e p
roje
ct
pla
ns.
Th
ese
are
eval
uat
ed b
efo
re t
hei
r fi
nal
acc
epta
nce
.
Pro
ject
-End
R
epo
rt
Su
mm
ariz
es a
nd
do
cum
ents
th
e p
roje
ct e
xper
ien
ce, t
he
pro
ject
p
erfo
rman
ce, t
he
less
on
s le
arn
ed
(su
cces
sfu
l pra
ctic
es o
r p
itfa
lls)
and
an
y p
ost
-pro
ject
rec
om
men
dat
ion
s.
Pha
se In
put
s an
d O
utp
uts
RfP
Rea
dy
for
Pla
nn
ing
RfE
Rea
dy
for
Exe
cuti
ng
RfC
Rea
dy
for
Clo
sin
g
Pha
se G
ates
/ A
pp
rova
ls
The PM2 Project Roles
The PM2 Project Organisation
Th
e P
roje
ct D
rive
rs d
iffer
fro
m p
has
e to
ph
ase
wit
hin
th
e P
M2
pro
ject
lif
ecyc
le.
Th
e P
roje
ct O
wn
er (
PO
) is
th
e m
ain
dri
ver
du
rin
g t
he
init
iati
on
of
the
pro
ject
an
d t
he
Pro
ject
M
anag
er (
PM
) d
rive
s th
e p
lan
nin
g p
has
e.
Th
e P
roje
ct C
ore
Tea
m (
PC
T)
dri
ves
the
exec
utio
n o
f th
e p
roje
ct p
lan
and
th
e cr
eati
on
of
the
pro
ject
del
iver
able
s w
hile
th
e P
roje
ct S
take
ho
lder
s ar
e d
esig
nat
ed a
s th
e m
ain
dri
ver
of
the
clo
sin
g p
has
e.
Pro
ject
Dri
vers
Init
iati
ngD
efin
e in
itia
l sco
pe,
cre
ate
the
Bu
sin
ess
Cas
e an
d P
roje
ct C
har
ter.
Pla
nnin
gE
lab
ora
te s
cop
e, c
reat
e th
e P
M P
lan
s an
d
assi
gn
the
Pro
ject
Co
re T
eam
.
Exe
cuti
ngE
xecu
te t
he
pla
n, m
anag
e co
mm
un
icat
ion
s an
d c
reat
e th
e p
roje
ct d
eliv
erab
les.
Clo
sing
Tran
sfer
pro
du
ct o
wn
ersh
ip a
nd
rep
ort
on
the
pro
ject
’s p
erfo
rman
ce (
Pro
ject
-En
d R
epo
rt).
Mo
nito
r &
C
ont
rol
Mo
nit
or
pro
ject
var
iab
les,
mea
sure
pro
gre
ss,
man
age
chan
ges
an
d id
enti
fy a
ctio
ns
to
add
ress
ris
ks a
nd
issu
es.
Pro
ject
Pha
ses
Appropriate Governance Body (AGB)The AGB provides top-level governance for all projects.
Project Owner (PO)The PO represents the business side of the project, chairs the PSC, and is accountable for the overall project success. The PO typically holds a management role in the functional organisation.
Business Manager (BM)The BM represents the PO in the day-to-day management of the project. Works closely with the PM and coordinates the BIG.
Business Implementation Group (BIG)The BIG represents the needs and interests of the users and ensures that project specifications and deliverables meet the needs of users. They also implement the business changes required for the organisation to effectively integrate the project deliverables and realise the intended benefits.
Project Steering Committee (PSC)The PSC steers the project and provides high-level monitoring and controlling. The PSC signs off all key management artefacts and drives change in the organisation.
Solution Provider (SP)The SP assumes the accountability for project work and deliverables. The SP typically holds a management role in the functional organisation.
Project Manager (PM)The PM manages the project and assumes responsibility for the project and project management work and deliverables.
Project Core Team (PCT) The PCT produces the project deliverables and plays a key role in the planning and the successful completion of the project.
Project Support Team (PST)The PST consists of those roles and groups that will support the PM during the project.
INIT
IATI
NG
AC
TIV
ITIE
S•
Do
cum
ent
the
idea
/nee
d
• Id
enti
fy k
ey s
take
ho
lder
s
(an
d t
hei
r n
eed
s)
• C
reat
e a
bu
sin
ess
just
ifica
tio
n
for
the
pro
ject
• D
efin
e th
e p
roje
ct s
cop
e an
d
org
anis
atio
n
AR
TEFA
CTS
P
roje
ct In
itia
tio
n R
equ
est
B
usi
nes
s C
ase
P
roje
ct C
har
ter
P
roje
ct L
og
s (s
etu
p)
PLA
NN
ING
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Tailo
r th
e P
M2 p
roce
ss
• A
ssig
n R
ole
s &
Res
po
nsib
iliti
es•
Ela
bo
rate
pro
ject
sco
pe
• D
evel
op
wo
rk b
reak
do
wn
&
pro
ject
sch
edul
e
• D
evel
op
Pro
ject
Pla
ns•
Dis
trib
ute
pla
ns t
o st
akeh
old
ers
AC
TIV
ITIE
S
P
lann
ing
Kic
k-o
ff/M
oM
Pro
ject
Sta
keho
lder
Mat
rix
P
roje
ct H
and
bo
ok
» R
ole
s &
res
po
nsab
iliti
es
»
Man
agem
ent
pla
ns
»
Team
Cha
rter
AR
TEFA
CTS
P
roje
ct W
ork
Pla
n
Out
sour
cing
Pla
n
Del
iver
able
s A
ccep
tanc
e P
lan
T
rans
itio
n P
lan
B
usin
ess
Imp
lem
enta
tio
n P
lan
EXEC
UTI
NG
AC
TIV
ITIE
S
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Co
ord
inat
e p
roje
ct e
xecu
tio
n•
Co
nduc
t M
eeti
ngs
• A
ssur
e q
ualit
y •
Cre
ate
pro
ject
rep
ort
s
• D
istr
ibut
e in
form
atio
n
• E
nsur
e d
eliv
erab
les
acce
pta
nce
E
xecu
ting
Kic
k-off
Age
nda/
MoM
M
eeti
ng A
gen
das
/Mo
Ms
C
hang
e R
eque
sts
Q
ualit
y R
evie
w R
epo
rt
Pro
ject
Sta
tus
Rep
ort
P
roje
ct P
rog
ress
Rep
ort
Del
iver
able
s A
ccep
tanc
e N
ote
AR
TEFA
CTS
CLO
SIN
G A
CTI
VIT
IES
• O
rgan
ise
a P
roje
ct-E
nd
Rev
iew
M
eeti
ng
• C
aptu
re le
sso
ns le
arne
d an
d
p
ost-
pro
ject
rec
om
men
dat
ions
• G
et fi
nal
pro
ject
acc
epta
nce
• R
elea
se p
roje
ct r
eso
urc
es•
Arc
hiv
e p
roje
ct in
form
atio
n•
Clo
se t
he
pro
ject
P
roje
ct-E
nd R
evie
w A
gend
a/M
oM
Pro
ject
-En
d R
epo
rt
» L
esso
ns
Lear
ned
» B
est
Pra
ctic
es
»
Pos
t Pro
ject
Rec
omm
enda
tions
P
roje
ct A
ccep
tan
ce N
ote
AR
TEFA
CTS
MO
NIT
OR
& C
ON
TR
OL
ACTIVITIES
• M
oni
tor
Pro
ject
Per
form
ance
• C
ont
rol S
ched
ule
• C
ont
rol C
ost
• M
anag
e St
akeh
old
ers
• M
anag
e R
equi
rem
ents
• M
anag
e P
roje
ct C
hang
e•
Man
age
Ris
ks
• M
anag
e Is
sues
and
Dec
isio
ns•
Man
age
Qua
lity
• M
anag
e D
eliv
erab
les
Acc
epta
nce
• M
anag
e Tr
ansi
tio
n•
Man
age
Bus
ines
s Im
ple
men
tati
on
• M
anag
e O
utso
urci
ng
ARTEFACTS
R
isk
Log
Issu
e Lo
g
Dec
isio
n Lo
g
C
hang
e Lo
g
Pro
ject
Wo
rk P
lan
Req
uire
men
ts D
ocu
men
t
Reg
ular
ly u
pdat
edC
heck
lists
P
hase
-exi
t R
evie
w c
heck
list
Q
ualit
y R
evie
w c
heck
list
D
eliv
erab
le A
ccep
tanc
e ch
eckl
ist
T
rans
itio
n ch
eckl
ist
B
usin
ess
Imp
lem
enta
tio
n ch
eckl
ist
S
take
hold
er c
heck
list
Phases, Drivers, Key Artefacts and Activities
Pro
ject
Init
iati
on
Req
uest
Fo
rmal
ises
th
e p
roje
ct a
nd
cap
ture
s th
e p
roje
ct c
on
cep
t.
Bus
ines
s C
ase
Cap
ture
s th
e re
aso
nin
g f
or
the
pro
ject
, p
rovi
des
just
ifica
tio
n an
d e
stab
lish
es
the
bu
dg
etar
y co
nst
rain
ts.
Pro
ject
Cha
rter
Pre
sent
s an
ove
rvie
w s
cop
e st
atem
ent
and
the
hig
h-le
vel p
roje
ct r
equi
rem
ents
, an
d m
anag
emen
t ap
pro
ach
.
Pro
ject
Han
db
oo
kP
rese
nts
the
pro
ject
man
agem
ent
ob
ject
ives
, th
e o
vera
ll m
anag
emen
t ap
pro
ach
and
ru
les,
an
d d
ocu
men
ts
the
role
s an
d r
esp
on
sib
iliti
es.
Pro
ject
Wo
rk P
lan
Org
anis
es t
he
wo
rk n
eed
ed t
o a
chie
ve
the
pro
ject
sco
pe.
Incl
ud
es t
he
Wo
rk B
reak
do
wn
, th
e E
ffo
rt &
Co
st
Est
imat
es a
nd
th
e P
roje
ct S
ched
ule
.
Pro
ject
Sta
tus
Rep
ort
sP
rese
nt t
he
pro
ject
pro
gre
ss t
o t
he
rele
vant
sta
keh
old
ers,
bas
ed o
n th
e p
erfo
rman
ce o
f ke
y p
roje
ct m
etri
cs.
Pro
ject
D
eliv
erab
les
Th
e co
mp
lete
set
of
pro
ject
d
eliv
erab
les
as d
efin
ed in
th
e p
roje
ct
pla
ns.
Th
ese
are
eval
uat
ed b
efo
re t
hei
r fi
nal
acc
epta
nce
.
Pro
ject
-End
R
epo
rt
Su
mm
ariz
es a
nd
do
cum
ents
th
e p
roje
ct e
xper
ien
ce, t
he
pro
ject
p
erfo
rman
ce, t
he
less
on
s le
arn
ed
(su
cces
sfu
l pra
ctic
es o
r p
itfa
lls)
and
an
y p
ost
-pro
ject
rec
om
men
dat
ion
s.
Pha
se In
put
s an
d O
utp
uts
RfP
Rea
dy
for
Pla
nn
ing
RfE
Rea
dy
for
Exe
cuti
ng
RfC
Rea
dy
for
Clo
sin
g
Pha
se G
ates
/ A
pp
rova
ls
The PM2 Project Roles
The PM2 Project Organisation
Th
e P
roje
ct D
rive
rs d
iffer
fro
m p
has
e to
ph
ase
wit
hin
th
e P
M2
pro
ject
lif
ecyc
le.
Th
e P
roje
ct O
wn
er (
PO
) is
th
e m
ain
dri
ver
du
rin
g t
he
init
iati
on
of
the
pro
ject
an
d t
he
Pro
ject
M
anag
er (
PM
) d
rive
s th
e p
lan
nin
g p
has
e.
Th
e P
roje
ct C
ore
Tea
m (
PC
T)
dri
ves
the
exec
utio
n o
f th
e p
roje
ct p
lan
and
th
e cr
eati
on
of
the
pro
ject
del
iver
able
s w
hile
th
e P
roje
ct S
take
ho
lder
s ar
e d
esig
nat
ed a
s th
e m
ain
dri
ver
of
the
clo
sin
g p
has
e.
Pro
ject
Dri
vers
Init
iati
ngD
efin
e in
itia
l sco
pe,
cre
ate
the
Bu
sin
ess
Cas
e an
d P
roje
ct C
har
ter.
Pla
nnin
gE
lab
ora
te s
cop
e, c
reat
e th
e P
M P
lan
s an
d
assi
gn
the
Pro
ject
Co
re T
eam
.
Exe
cuti
ngE
xecu
te t
he
pla
n, m
anag
e co
mm
un
icat
ion
s an
d c
reat
e th
e p
roje
ct d
eliv
erab
les.
Clo
sing
Tran
sfer
pro
du
ct o
wn
ersh
ip a
nd
rep
ort
on
the
pro
ject
’s p
erfo
rman
ce (
Pro
ject
-En
d R
epo
rt).
Mo
nito
r &
C
ont
rol
Mo
nit
or
pro
ject
var
iab
les,
mea
sure
pro
gre
ss,
man
age
chan
ges
an
d id
enti
fy a
ctio
ns
to
add
ress
ris
ks a
nd
issu
es.
Pro
ject
Pha
ses
Appropriate Governance Body (AGB)The AGB provides top-level governance for all projects.
Project Owner (PO)The PO represents the business side of the project, chairs the PSC, and is accountable for the overall project success. The PO typically holds a management role in the functional organisation.
Business Manager (BM)The BM represents the PO in the day-to-day management of the project. Works closely with the PM and coordinates the BIG.
Business Implementation Group (BIG)The BIG represents the needs and interests of the users and ensures that project specifications and deliverables meet the needs of users. They also implement the business changes required for the organisation to effectively integrate the project deliverables and realise the intended benefits.
Project Steering Committee (PSC)The PSC steers the project and provides high-level monitoring and controlling. The PSC signs off all key management artefacts and drives change in the organisation.
Solution Provider (SP)The SP assumes the accountability for project work and deliverables. The SP typically holds a management role in the functional organisation.
Project Manager (PM)The PM manages the project and assumes responsibility for the project and project management work and deliverables.
Project Core Team (PCT) The PCT produces the project deliverables and plays a key role in the planning and the successful completion of the project.
Project Support Team (PST)The PST consists of those roles and groups that will support the PM during the project.
INIT
IATI
NG
AC
TIV
ITIE
S•
Do
cum
ent
the
idea
/nee
d
• Id
enti
fy k
ey s
take
ho
lder
s
(an
d t
hei
r n
eed
s)
• C
reat
e a
bu
sin
ess
just
ifica
tio
n
for
the
pro
ject
• D
efin
e th
e p
roje
ct s
cop
e an
d
org
anis
atio
n
AR
TEFA
CTS
P
roje
ct In
itia
tio
n R
equ
est
B
usi
nes
s C
ase
P
roje
ct C
har
ter
P
roje
ct L
og
s (s
etu
p)
PLA
NN
ING
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Tailo
r th
e P
M2 p
roce
ss
• A
ssig
n R
ole
s &
Res
po
nsib
iliti
es•
Ela
bo
rate
pro
ject
sco
pe
• D
evel
op
wo
rk b
reak
do
wn
&
pro
ject
sch
edul
e
• D
evel
op
Pro
ject
Pla
ns•
Dis
trib
ute
pla
ns t
o st
akeh
old
ers
AC
TIV
ITIE
S
P
lann
ing
Kic
k-o
ff/M
oM
Pro
ject
Sta
keho
lder
Mat
rix
P
roje
ct H
and
bo
ok
» R
ole
s &
res
po
nsab
iliti
es
»
Man
agem
ent
pla
ns
»
Team
Cha
rter
AR
TEFA
CTS
P
roje
ct W
ork
Pla
n
Out
sour
cing
Pla
n
Del
iver
able
s A
ccep
tanc
e P
lan
T
rans
itio
n P
lan
B
usin
ess
Imp
lem
enta
tio
n P
lan
EXEC
UTI
NG
AC
TIV
ITIE
S
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Co
ord
inat
e p
roje
ct e
xecu
tio
n•
Co
nduc
t M
eeti
ngs
• A
ssur
e q
ualit
y •
Cre
ate
pro
ject
rep
ort
s
• D
istr
ibut
e in
form
atio
n
• E
nsur
e d
eliv
erab
les
acce
pta
nce
E
xecu
ting
Kic
k-off
Age
nda/
MoM
M
eeti
ng A
gen
das
/Mo
Ms
C
hang
e R
eque
sts
Q
ualit
y R
evie
w R
epo
rt
Pro
ject
Sta
tus
Rep
ort
P
roje
ct P
rog
ress
Rep
ort
Del
iver
able
s A
ccep
tanc
e N
ote
AR
TEFA
CTS
CLO
SIN
G A
CTI
VIT
IES
• O
rgan
ise
a P
roje
ct-E
nd
Rev
iew
M
eeti
ng
• C
aptu
re le
sso
ns le
arne
d an
d
p
ost-
pro
ject
rec
om
men
dat
ions
• G
et fi
nal
pro
ject
acc
epta
nce
• R
elea
se p
roje
ct r
eso
urc
es•
Arc
hiv
e p
roje
ct in
form
atio
n•
Clo
se t
he
pro
ject
P
roje
ct-E
nd R
evie
w A
gend
a/M
oM
Pro
ject
-En
d R
epo
rt
» L
esso
ns
Lear
ned
» B
est
Pra
ctic
es
»
Pos
t Pro
ject
Rec
omm
enda
tions
P
roje
ct A
ccep
tan
ce N
ote
AR
TEFA
CTS
MO
NIT
OR
& C
ON
TR
OL
ACTIVITIES
• M
oni
tor
Pro
ject
Per
form
ance
• C
ont
rol S
ched
ule
• C
ont
rol C
ost
• M
anag
e St
akeh
old
ers
• M
anag
e R
equi
rem
ents
• M
anag
e P
roje
ct C
hang
e•
Man
age
Ris
ks
• M
anag
e Is
sues
and
Dec
isio
ns•
Man
age
Qua
lity
• M
anag
e D
eliv
erab
les
Acc
epta
nce
• M
anag
e Tr
ansi
tio
n•
Man
age
Bus
ines
s Im
ple
men
tati
on
• M
anag
e O
utso
urci
ng
ARTEFACTS
R
isk
Log
Issu
e Lo
g
Dec
isio
n Lo
g
C
hang
e Lo
g
Pro
ject
Wo
rk P
lan
Req
uire
men
ts D
ocu
men
t
Reg
ular
ly u
pdat
edC
heck
lists
P
hase
-exi
t R
evie
w c
heck
list
Q
ualit
y R
evie
w c
heck
list
D
eliv
erab
le A
ccep
tanc
e ch
eckl
ist
T
rans
itio
n ch
eckl
ist
B
usin
ess
Imp
lem
enta
tio
n ch
eckl
ist
S
take
hold
er c
heck
list
Phases, Drivers, Key Artefacts and Activities
Pro
ject
Init
iati
on
Req
uest
Fo
rmal
ises
th
e p
roje
ct a
nd
cap
ture
s th
e p
roje
ct c
on
cep
t.
Bus
ines
s C
ase
Cap
ture
s th
e re
aso
nin
g f
or
the
pro
ject
, p
rovi
des
just
ifica
tio
n an
d e
stab
lish
es
the
bu
dg
etar
y co
nst
rain
ts.
Pro
ject
Cha
rter
Pre
sent
s an
ove
rvie
w s
cop
e st
atem
ent
and
the
hig
h-le
vel p
roje
ct r
equi
rem
ents
, an
d m
anag
emen
t ap
pro
ach
.
Pro
ject
Han
db
oo
kP
rese
nts
the
pro
ject
man
agem
ent
ob
ject
ives
, th
e o
vera
ll m
anag
emen
t ap
pro
ach
and
ru
les,
an
d d
ocu
men
ts
the
role
s an
d r
esp
on
sib
iliti
es.
Pro
ject
Wo
rk P
lan
Org
anis
es t
he
wo
rk n
eed
ed t
o a
chie
ve
the
pro
ject
sco
pe.
Incl
ud
es t
he
Wo
rk B
reak
do
wn
, th
e E
ffo
rt &
Co
st
Est
imat
es a
nd
th
e P
roje
ct S
ched
ule
.
Pro
ject
Sta
tus
Rep
ort
sP
rese
nt t
he
pro
ject
pro
gre
ss t
o t
he
rele
vant
sta
keh
old
ers,
bas
ed o
n th
e p
erfo
rman
ce o
f ke
y p
roje
ct m
etri
cs.
Pro
ject
D
eliv
erab
les
Th
e co
mp
lete
set
of
pro
ject
d
eliv
erab
les
as d
efin
ed in
th
e p
roje
ct
pla
ns.
Th
ese
are
eval
uat
ed b
efo
re t
hei
r fi
nal
acc
epta
nce
.
Pro
ject
-End
R
epo
rt
Su
mm
ariz
es a
nd
do
cum
ents
th
e p
roje
ct e
xper
ien
ce, t
he
pro
ject
p
erfo
rman
ce, t
he
less
on
s le
arn
ed
(su
cces
sfu
l pra
ctic
es o
r p
itfa
lls)
and
an
y p
ost
-pro
ject
rec
om
men
dat
ion
s.
Pha
se In
put
s an
d O
utp
uts
RfP
Rea
dy
for
Pla
nn
ing
RfE
Rea
dy
for
Exe
cuti
ng
RfC
Rea
dy
for
Clo
sin
g
Pha
se G
ates
/ A
pp
rova
ls
The PM2 Project Roles
The PM2 Project OrganisationT
he
Pro
ject
Dri
vers
diff
er f
rom
ph
ase
to p
has
e w
ith
in t
he
PM
2 p
roje
ct l
ifec
ycle
. T
he
Pro
ject
Ow
ner
(P
O)
is t
he
mai
n d
rive
r d
uri
ng
th
e in
itia
tio
n o
f th
e p
roje
ct a
nd
th
e P
roje
ct
Man
ager
(P
M)
dri
ves
the
pla
nn
ing
ph
ase.
Th
e P
roje
ct C
ore
Tea
m (
PC
T)
dri
ves
the
exec
utio
n o
f th
e p
roje
ct p
lan
and
th
e cr
eati
on
of
the
pro
ject
del
iver
able
s w
hile
th
e P
roje
ct S
take
ho
lder
s ar
e d
esig
nat
ed a
s th
e m
ain
dri
ver
of
the
clo
sin
g p
has
e.
Pro
ject
Dri
vers
Init
iati
ngD
efin
e in
itia
l sco
pe,
cre
ate
the
Bu
sin
ess
Cas
e an
d P
roje
ct C
har
ter.
Pla
nnin
gE
lab
ora
te s
cop
e, c
reat
e th
e P
M P
lan
s an
d
assi
gn
the
Pro
ject
Co
re T
eam
.
Exe
cuti
ngE
xecu
te t
he
pla
n, m
anag
e co
mm
un
icat
ion
s an
d c
reat
e th
e p
roje
ct d
eliv
erab
les.
Clo
sing
Tran
sfer
pro
du
ct o
wn
ersh
ip a
nd
rep
ort
on
the
pro
ject
’s p
erfo
rman
ce (
Pro
ject
-En
d R
epo
rt).
Mo
nito
r &
C
ont
rol
Mo
nit
or
pro
ject
var
iab
les,
mea
sure
pro
gre
ss,
man
age
chan
ges
an
d id
enti
fy a
ctio
ns
to
add
ress
ris
ks a
nd
issu
es.
Pro
ject
Pha
ses
Appropriate Governance Body (AGB)The AGB provides top-level governance for all projects.
Project Owner (PO)The PO represents the business side of the project, chairs the PSC, and is accountable for the overall project success. The PO typically holds a management role in the functional organisation.
Business Manager (BM)The BM represents the PO in the day-to-day management of the project. Works closely with the PM and coordinates the BIG.
Business Implementation Group (BIG)The BIG represents the needs and interests of the users and ensures that project specifications and deliverables meet the needs of users. They also implement the business changes required for the organisation to effectively integrate the project deliverables and realise the intended benefits.
Project Steering Committee (PSC)The PSC steers the project and provides high-level monitoring and controlling. The PSC signs off all key management artefacts and drives change in the organisation.
Solution Provider (SP)The SP assumes the accountability for project work and deliverables. The SP typically holds a management role in the functional organisation.
Project Manager (PM)The PM manages the project and assumes responsibility for the project and project management work and deliverables.
Project Core Team (PCT) The PCT produces the project deliverables and plays a key role in the planning and the successful completion of the project.
Project Support Team (PST)The PST consists of those roles and groups that will support the PM during the project.
INIT
IATI
NG
AC
TIV
ITIE
S•
Do
cum
ent
the
idea
/nee
d
• Id
enti
fy k
ey s
take
ho
lder
s
(an
d t
hei
r n
eed
s)
• C
reat
e a
bu
sin
ess
just
ifica
tio
n
for
the
pro
ject
• D
efin
e th
e p
roje
ct s
cop
e an
d
org
anis
atio
n
AR
TEFA
CTS
P
roje
ct In
itia
tio
n R
equ
est
B
usi
nes
s C
ase
P
roje
ct C
har
ter
P
roje
ct L
og
s (s
etu
p)
PLA
NN
ING
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Tailo
r th
e P
M2 p
roce
ss
• A
ssig
n R
ole
s &
Res
po
nsib
iliti
es•
Ela
bo
rate
pro
ject
sco
pe
• D
evel
op
wo
rk b
reak
do
wn
&
pro
ject
sch
edul
e
• D
evel
op
Pro
ject
Pla
ns•
Dis
trib
ute
pla
ns t
o st
akeh
old
ers
AC
TIV
ITIE
S
P
lann
ing
Kic
k-o
ff/M
oM
Pro
ject
Sta
keho
lder
Mat
rix
P
roje
ct H
and
bo
ok
» R
ole
s &
res
po
nsab
iliti
es
»
Man
agem
ent
pla
ns
»
Team
Cha
rter
AR
TEFA
CTS
P
roje
ct W
ork
Pla
n
Out
sour
cing
Pla
n
Del
iver
able
s A
ccep
tanc
e P
lan
T
rans
itio
n P
lan
B
usin
ess
Imp
lem
enta
tio
n P
lan
EXEC
UTI
NG
AC
TIV
ITIE
S
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Co
ord
inat
e p
roje
ct e
xecu
tio
n•
Co
nduc
t M
eeti
ngs
• A
ssur
e q
ualit
y •
Cre
ate
pro
ject
rep
ort
s
• D
istr
ibut
e in
form
atio
n
• E
nsur
e d
eliv
erab
les
acce
pta
nce
E
xecu
ting
Kic
k-off
Age
nda/
MoM
M
eeti
ng A
gen
das
/Mo
Ms
C
hang
e R
eque
sts
Q
ualit
y R
evie
w R
epo
rt
Pro
ject
Sta
tus
Rep
ort
P
roje
ct P
rog
ress
Rep
ort
Del
iver
able
s A
ccep
tanc
e N
ote
AR
TEFA
CTS
CLO
SIN
G A
CTI
VIT
IES
• O
rgan
ise
a P
roje
ct-E
nd
Rev
iew
M
eeti
ng
• C
aptu
re le
sso
ns le
arne
d an
d
p
ost-
pro
ject
rec
om
men
dat
ions
• G
et fi
nal
pro
ject
acc
epta
nce
• R
elea
se p
roje
ct r
eso
urc
es•
Arc
hiv
e p
roje
ct in
form
atio
n•
Clo
se t
he
pro
ject
P
roje
ct-E
nd R
evie
w A
gend
a/M
oM
Pro
ject
-En
d R
epo
rt
» L
esso
ns
Lear
ned
» B
est
Pra
ctic
es
»
Pos
t Pro
ject
Rec
omm
enda
tions
P
roje
ct A
ccep
tan
ce N
ote
AR
TEFA
CTS
MO
NIT
OR
& C
ON
TR
OL
ACTIVITIES
• M
oni
tor
Pro
ject
Per
form
ance
• C
ont
rol S
ched
ule
• C
ont
rol C
ost
• M
anag
e St
akeh
old
ers
• M
anag
e R
equi
rem
ents
• M
anag
e P
roje
ct C
hang
e•
Man
age
Ris
ks
• M
anag
e Is
sues
and
Dec
isio
ns•
Man
age
Qua
lity
• M
anag
e D
eliv
erab
les
Acc
epta
nce
• M
anag
e Tr
ansi
tio
n•
Man
age
Bus
ines
s Im
ple
men
tati
on
• M
anag
e O
utso
urci
ng
ARTEFACTS
R
isk
Log
Issu
e Lo
g
Dec
isio
n Lo
g
C
hang
e Lo
g
Pro
ject
Wo
rk P
lan
Req
uire
men
ts D
ocu
men
t
Reg
ular
ly u
pdat
edC
heck
lists
P
hase
-exi
t R
evie
w c
heck
list
Q
ualit
y R
evie
w c
heck
list
D
eliv
erab
le A
ccep
tanc
e ch
eckl
ist
T
rans
itio
n ch
eckl
ist
B
usin
ess
Imp
lem
enta
tio
n ch
eckl
ist
S
take
hold
er c
heck
list
Phases, Drivers, Key Artefacts and Activities
Pro
ject
Init
iati
on
Req
uest
Fo
rmal
ises
th
e p
roje
ct a
nd
cap
ture
s th
e p
roje
ct c
on
cep
t.
Bus
ines
s C
ase
Cap
ture
s th
e re
aso
nin
g f
or
the
pro
ject
, p
rovi
des
just
ifica
tio
n an
d e
stab
lish
es
the
bu
dg
etar
y co
nst
rain
ts.
Pro
ject
Cha
rter
Pre
sent
s an
ove
rvie
w s
cop
e st
atem
ent
and
the
hig
h-le
vel p
roje
ct r
equi
rem
ents
, an
d m
anag
emen
t ap
pro
ach
.
Pro
ject
Han
db
oo
kP
rese
nts
the
pro
ject
man
agem
ent
ob
ject
ives
, th
e o
vera
ll m
anag
emen
t ap
pro
ach
and
ru
les,
an
d d
ocu
men
ts
the
role
s an
d r
esp
on
sib
iliti
es.
Pro
ject
Wo
rk P
lan
Org
anis
es t
he
wo
rk n
eed
ed t
o a
chie
ve
the
pro
ject
sco
pe.
Incl
ud
es t
he
Wo
rk B
reak
do
wn
, th
e E
ffo
rt &
Co
st
Est
imat
es a
nd
th
e P
roje
ct S
ched
ule
.
Pro
ject
Sta
tus
Rep
ort
sP
rese
nt t
he
pro
ject
pro
gre
ss t
o t
he
rele
vant
sta
keh
old
ers,
bas
ed o
n th
e p
erfo
rman
ce o
f ke
y p
roje
ct m
etri
cs.
Pro
ject
D
eliv
erab
les
Th
e co
mp
lete
set
of
pro
ject
d
eliv
erab
les
as d
efin
ed in
th
e p
roje
ct
pla
ns.
Th
ese
are
eval
uat
ed b
efo
re t
hei
r fi
nal
acc
epta
nce
.
Pro
ject
-End
R
epo
rt
Su
mm
ariz
es a
nd
do
cum
ents
th
e p
roje
ct e
xper
ien
ce, t
he
pro
ject
p
erfo
rman
ce, t
he
less
on
s le
arn
ed
(su
cces
sfu
l pra
ctic
es o
r p
itfa
lls)
and
an
y p
ost
-pro
ject
rec
om
men
dat
ion
s.
Pha
se In
put
s an
d O
utp
uts
RfP
Rea
dy
for
Pla
nn
ing
RfE
Rea
dy
for
Exe
cuti
ng
RfC
Rea
dy
for
Clo
sin
g
Pha
se G
ates
/ A
pp
rova
ls
The PM2 Project Roles
The PM2 Project Organisation
Th
e P
roje
ct D
rive
rs d
iffer
fro
m p
has
e to
ph
ase
wit
hin
th
e P
M2
pro
ject
lif
ecyc
le.
Th
e P
roje
ct O
wn
er (
PO
) is
th
e m
ain
dri
ver
du
rin
g t
he
init
iati
on
of
the
pro
ject
an
d t
he
Pro
ject
M
anag
er (
PM
) d
rive
s th
e p
lan
nin
g p
has
e.
Th
e P
roje
ct C
ore
Tea
m (
PC
T)
dri
ves
the
exec
utio
n o
f th
e p
roje
ct p
lan
and
th
e cr
eati
on
of
the
pro
ject
del
iver
able
s w
hile
th
e P
roje
ct S
take
ho
lder
s ar
e d
esig
nat
ed a
s th
e m
ain
dri
ver
of
the
clo
sin
g p
has
e.
Pro
ject
Dri
vers
Init
iati
ngD
efin
e in
itia
l sco
pe,
cre
ate
the
Bu
sin
ess
Cas
e an
d P
roje
ct C
har
ter.
Pla
nnin
gE
lab
ora
te s
cop
e, c
reat
e th
e P
M P
lan
s an
d
assi
gn
the
Pro
ject
Co
re T
eam
.
Exe
cuti
ngE
xecu
te t
he
pla
n, m
anag
e co
mm
un
icat
ion
s an
d c
reat
e th
e p
roje
ct d
eliv
erab
les.
Clo
sing
Tran
sfer
pro
du
ct o
wn
ersh
ip a
nd
rep
ort
on
the
pro
ject
’s p
erfo
rman
ce (
Pro
ject
-En
d R
epo
rt).
Mo
nito
r &
C
ont
rol
Mo
nit
or
pro
ject
var
iab
les,
mea
sure
pro
gre
ss,
man
age
chan
ges
an
d id
enti
fy a
ctio
ns
to
add
ress
ris
ks a
nd
issu
es.
Pro
ject
Pha
ses
Appropriate Governance Body (AGB)The AGB provides top-level governance for all projects.
Project Owner (PO)The PO represents the business side of the project, chairs the PSC, and is accountable for the overall project success. The PO typically holds a management role in the functional organisation.
Business Manager (BM)The BM represents the PO in the day-to-day management of the project. Works closely with the PM and coordinates the BIG.
Business Implementation Group (BIG)The BIG represents the needs and interests of the users and ensures that project specifications and deliverables meet the needs of users. They also implement the business changes required for the organisation to effectively integrate the project deliverables and realise the intended benefits.
Project Steering Committee (PSC)The PSC steers the project and provides high-level monitoring and controlling. The PSC signs off all key management artefacts and drives change in the organisation.
Solution Provider (SP)The SP assumes the accountability for project work and deliverables. The SP typically holds a management role in the functional organisation.
Project Manager (PM)The PM manages the project and assumes responsibility for the project and project management work and deliverables.
Project Core Team (PCT) The PCT produces the project deliverables and plays a key role in the planning and the successful completion of the project.
Project Support Team (PST)The PST consists of those roles and groups that will support the PM during the project.
INIT
IATI
NG
AC
TIV
ITIE
S•
Do
cum
ent
the
idea
/nee
d
• Id
enti
fy k
ey s
take
ho
lder
s
(an
d t
hei
r n
eed
s)
• C
reat
e a
bu
sin
ess
just
ifica
tio
n
for
the
pro
ject
• D
efin
e th
e p
roje
ct s
cop
e an
d
org
anis
atio
n
AR
TEFA
CTS
P
roje
ct In
itia
tio
n R
equ
est
B
usi
nes
s C
ase
P
roje
ct C
har
ter
P
roje
ct L
og
s (s
etu
p)
PLA
NN
ING
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Tailo
r th
e P
M2 p
roce
ss
• A
ssig
n R
ole
s &
Res
po
nsib
iliti
es•
Ela
bo
rate
pro
ject
sco
pe
• D
evel
op
wo
rk b
reak
do
wn
&
pro
ject
sch
edul
e
• D
evel
op
Pro
ject
Pla
ns•
Dis
trib
ute
pla
ns t
o st
akeh
old
ers
AC
TIV
ITIE
S
P
lann
ing
Kic
k-o
ff/M
oM
Pro
ject
Sta
keho
lder
Mat
rix
P
roje
ct H
and
bo
ok
» R
ole
s &
res
po
nsab
iliti
es
»
Man
agem
ent
pla
ns
»
Team
Cha
rter
AR
TEFA
CTS
P
roje
ct W
ork
Pla
n
Out
sour
cing
Pla
n
Del
iver
able
s A
ccep
tanc
e P
lan
T
rans
itio
n P
lan
B
usin
ess
Imp
lem
enta
tio
n P
lan
EXEC
UTI
NG
AC
TIV
ITIE
S
• O
rgan
ise
a K
ick-
off
Mee
ting
•
Co
ord
inat
e p
roje
ct e
xecu
tio
n•
Co
nduc
t M
eeti
ngs
• A
ssur
e q
ualit
y •
Cre
ate
pro
ject
rep
ort
s
• D
istr
ibut
e in
form
atio
n
• E
nsur
e d
eliv
erab
les
acce
pta
nce
E
xecu
ting
Kic
k-off
Age
nda/
MoM
M
eeti
ng A
gen
das
/Mo
Ms
C
hang
e R
eque
sts
Q
ualit
y R
evie
w R
epo
rt
Pro
ject
Sta
tus
Rep
ort
P
roje
ct P
rog
ress
Rep
ort
Del
iver
able
s A
ccep
tanc
e N
ote
AR
TEFA
CTS
CLO
SIN
G A
CTI
VIT
IES
• O
rgan
ise
a P
roje
ct-E
nd
Rev
iew
M
eeti
ng
• C
aptu
re le
sso
ns le
arne
d an
d
p
ost-
pro
ject
rec
om
men
dat
ions
• G
et fi
nal
pro
ject
acc
epta
nce
• R
elea
se p
roje
ct r
eso
urc
es•
Arc
hiv
e p
roje
ct in
form
atio
n•
Clo
se t
he
pro
ject
P
roje
ct-E
nd R
evie
w A
gend
a/M
oM
Pro
ject
-En
d R
epo
rt
» L
esso
ns
Lear
ned
» B
est
Pra
ctic
es
»
Pos
t Pro
ject
Rec
omm
enda
tions
P
roje
ct A
ccep
tan
ce N
ote
AR
TEFA
CTS
MO
NIT
OR
& C
ON
TR
OL
ACTIVITIES
• M
oni
tor
Pro
ject
Per
form
ance
• C
ont
rol S
ched
ule
• C
ont
rol C
ost
• M
anag
e St
akeh
old
ers
• M
anag
e R
equi
rem
ents
• M
anag
e P
roje
ct C
hang
e•
Man
age
Ris
ks
• M
anag
e Is
sues
and
Dec
isio
ns•
Man
age
Qua
lity
• M
anag
e D
eliv
erab
les
Acc
epta
nce
• M
anag
e Tr
ansi
tio
n•
Man
age
Bus
ines
s Im
ple
men
tati
on
• M
anag
e O
utso
urci
ng
ARTEFACTS
R
isk
Log
Issu
e Lo
g
Dec
isio
n Lo
g
C
hang
e Lo
g
Pro
ject
Wo
rk P
lan
Req
uire
men
ts D
ocu
men
t
Reg
ular
ly u
pdat
edC
heck
lists
P
hase
-exi
t R
evie
w c
heck
list
Q
ualit
y R
evie
w c
heck
list
D
eliv
erab
le A
ccep
tanc
e ch
eckl
ist
T
rans
itio
n ch
eckl
ist
B
usin
ess
Imp
lem
enta
tio
n ch
eckl
ist
S
take
hold
er c
heck
list
Phases, Drivers, Key Artefacts and Activities
What is Agile PM2?Agile is an approach described by a set of principles and practices for managing projects. Agile appreciates the inherent uncertainty of project environments and creates organisations that are highly adaptive, use adaptive planning and short feedback loops, evolutionary development, early delivery, continuous improvement and rapid response to change.
What is PM2?PM2 is a Project Management Methodology developed and supported by the European Commission. Its purpose is to enable project teams to manage their projects effectively and deliver solutions and benefits to their organisations and stakeholders.
PM2 is a light and easy to implement methodology suitable for any type of project. PM2 has been custom developed to fit the specific needs, culture and constraints of EU Institutions and Public Administrations, but also incorporates elements from globally accepted best practices, standards and methodologies.
PM2 provides: • A Project Governance Model (i.e. roles & responsibilities)• A Project Lifecycle (i.e. project phases)• A set of Processes (i.e. project management activities) • A set of Project Artefacts (i.e. templates and guidelines). • A set of Mindsets (i.e. effective beliefs and behaviours).
What is PM2?
Quickstart Steps
The PM2 Project Organisation
PM2 Phases, Drivers, Key Artefacts and Activities
Contents 1
2
3
4
MethodologyHighlights and Benefits
V 2.1.4© European Union, 2018
Funded by theISA2 Programme
Agile PM2 both extends and enhances the PM2 Methodology with Agile principles and practices and provides an alignment between these practices and corporate governance, programme management, operations, enterprise architecture.
CoEPM² - Centre of Excellence in PM²The CoEPM2 provides the EU Institutions with a complete and high quality Project Management offering, guidance and support for the purpose of enabling the effective and efficient management of project work, serving the objectives of the institutions and respecting the interests and needs of EU citizens.
» PM2 Guide - Open Edition on EU Bookshophttp://europa.eu/!NG43vU
» PM2 Methodology - Open Edition wiki (EU Login)http://europa.eu/!Gu76mr
» Open PM2 community on Joinuphttp://europa.eu/!vh96rM
WEBLINKS
DIGIT B4 - Management Support Services
European Commission
Centre of Excellence in Project Management (CoEPM2)
CONTACT
CoEPM2European Commission
QUICKSTART STEPSDefine a Project Governance and create a Business Case • Define the Project Steering Committee (PSC)• Provide the justification for the project, capture the business requirements
and establish its budgetary constraints
Identify Stakeholders and create the Project Charter • Define the project scope• Identify those Stakeholders who should contribute to the Project Charter• Capture the high-level requirements, assumptions and constraints • Decide on a project approach, estimate required resources, costs and timing
Setup the Project Logs• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs
will be used to document the management of Risks, Issues, Decisions and project Changes
Start the Project Planning with a Meeting • Invite all necessary participants to the planning meeting• Go over the Project Charter and ensure a common understanding• Communicate the next steps for the planning phase
Tailor the Project Management approach• Decide which planning documents to use and how they should be tailored• Define rules, assign team responsibilities and define a conflict resolution
process
Develop a Communications Management Plan• Identify all information requirements for the effective management of the
project’s communications• Decide on the strategy, goals, frequency, format and recipients of the
communication activities
Create the Project Work Plan • Break down the work that needs to be done in smaller and more
manageable pieces (Work Breakdown)• Estimate the effort and cost for each piece of work• Establish the detailed budgetary and resource requirements• Create a work schedule (identify dependencies, assign resources and dates)
1
2
3
4
5
6
7
Project Charter
Business Case
Issue Log, Risk Log, Decision Log, Change Log
Planning Kick-off Meeting
Project Handbook
Communication Plan
Project Work Plan