PM2 - Overview of the Methodology (What is a PM² Project (is (above all) a…
PM2 - Overview of the Methodology
The House of PM² - The PM² Methodology is built on Project Management best practices and is supported by four pillars:
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)
The PM² Lifecycle - Every project has a beginning and an end: their lifecycle has identifiable start and end points, which can be associated with a time scale.
Initiating - Define the desired outcomes, create a Business Case, define the project scope, and get the project off to a good start.
Creation of the Project Initiation Request
Creation of the Business Case
Creation of the Project Charter
At the end of the Initiating Phase, the Project Steering Committee (PSC) or other Appropriate Governance Body (AGB) reviews the above documents and decides whether to allow the project to move forward.
Planning - Assign the Project Core Team, elaborate the project scope, and plan the work.
Running the Planning Kick-off Meeting to officially starts the Planning Phase
Creating the Project Handbook, which defines the management approach for the project
Finalising the Project Stakeholder Matrix, which identifies all project stakeholders
Creating the Project Work Plan (Work Breakdown, Schedule and Costs)
Creating other important plans such as the Communications Management Plan, the Transition Plan,
and the Business Implementation Plan
The Project Manager (PM) uses the outputs of the Planning Phase to request approval to move on to the
Executing Phase. This decision to move on is taken by the Project Steering Committee.
Executing - Coordinate the execution of the project plans. The team produces the project’s deliverables.
Running the Executing Kick-off Meeting
Distribution of information based on the Communications Management Plan
Performing Quality Assurance (QA) activities as defined in the Quality Management Plan to ensure
that the project adheres to the agreed quality standards
Coordinating project work, people and resources, and resolving conflicts and issues
Producing the project deliverables in accordance with the project plans
Handing over the deliverables as described in the Deliverables Acceptance Plan
Closing - Coordinate the project’s formal acceptance, report on the project’s performance, capture lessons learned and post project recommendations, and administratively close the project.
Finalising all activities related to all deliverables, to formally close the project
Discussing the overall project experience and Lessons Learned with the project team
Documenting the Lessons Learned and the Best Practices for future projects
Administratively closing the project and archiving all project documents
Monitor & Control - Throughout the project’s duration, monitor and control all project work and management activities. Monitor project variables, measure progress, manage changes, address risks and issues and identify corrective actions as per the project’s needs.
Phase Gates and Approvals - At the end of each phase, the project passes through an approval gate. This is to ensure that the Project Steering Committee (PSC) reviews the project before it moves on to the next phase.
RfP (Ready for Planning): At the end of the Initiating Phase
RfE (Ready for Executing): At the end of the Planning Phase
RfC (Ready for Closing): At the end of the Executing Phase
PM² Phase Drivers and Key Artefacts
Project Initiation Request - Formalises the commitment to explore further a problem, need or opportunity and captures the context
Business Case - Captures the reasoning behind the project, provides justification and establishes the budgetary constraints
Project Charter - Builds on the Business Case and defines the project scope and the high-level requirements and deliverables
Project Handbook - Presents the project management objectives and the overall management approach, and documents the roles and responsibilities
Project Work Plan - Includes a breakdown of the work to be carried out, estimates of the effort and costs involved, and the project schedule
Project Deliverables - The complete set of project's deliverables as defined in the Project Charter and the Project Work Plan
Summarises the project experience, project performance, lessons learned and both successful project practices and pitfalls
What is a PM² Project
is (above all) a project (i.e. not operations, not a work activity, not a programme, etc.)
has a duration of more than 4-5 weeks, with more than 2-3 people involved
runs within an organisation and can subject to internal or external audits
requires a clearly defined governance structure and clearly assigned roles and responsibilities
requires approval of its budget and scope
includes more than just construction/delivery activities
includes transition and business implementation activities
requires a certain level of documentation, transparency and reporting
requires a certain level of control and traceability
has a broad base of internal (and external) stakeholders
may require the collaboration of several organisations, or several organisational units
contributes to raising the organisation’s Project Management maturity
Apply PM² best practices to manage their projects
Remain mindful that the methodologies are there to serve projects and not the other way around
Are committed to delivering project results with maximum value rather than just following plans
Foster a project culture of collaboration, clear communication and accountability
Ensure the support and involvement of the project’s sponsor and stakeholders throughout the project’s duration, including in the planning and implementation of the organisational changes needed to achieve the intended project benefits
Invest in developing their technical and behavioural competences to become better project leaders
Share knowledge, actively manage lessons learned, and contribute to the improvement of project management within their Organisations
Are inspired by the PM² Guidelines on Ethics and Professional Conduct
Infrequently Asked Questions (IAQs) - Project Managers (PMs) and project teams who practice PM² should ask the following important Infrequently Asked Questions (IAQs)
Do we know what we are doing?
Do we know why we are doing it? Does anyone really care?
Do we know who is doing what?
Deliver at any cost or risk?
Is this a task for the requestor or the supplier team?
Should I be involved?
Have we improved?
Is there life after the project?
help project teams navigate through the complexities of project reality
help project teams (re)position project management goals in a wider organisational context
remind project teams what is important for project success
are useful reminders of effective attitudes and behaviours
Tailoring and Customisation - In order to ensure that the Methodology effectively serves the project’s needs, some level of tailoring or/and customisation may be required
Significant deviations from the methodology should be avoided, as the methodology was designed as an integrated whole
There should be a balance between the levels of control a project needs and the extra effort such control requires
The tailored and customised approach should remain aligned with the spirit of the PM² Methodology as reflected in the processes, templates, guidelines and mindsets
refers to changes to specific parts of the methodology (e.g. process steps)
is done in order to adapt the methodology to the needs of specific types of project (e.g. IT, promotional, events, etc.)
while taking into account organisational processes, policies, and culture
makes more sense at the organisation level (e.g. at unit level), but minor tailoring can also take place at the project level
all tailoring should be documented in the Project Handbook
PM² and Agile Management - Agile is an approach to managing projects based on a specific set of principles and practices which promote adaptive planning, evolutionary development, early delivery, and continuous improvement. It encourages rapid and flexible response to change.
focus on delivering value early on and frequently throughout the project’s duration
decisions made based on what is known
close cooperation among all parties involved
continuous stakeholder involvement at all levels
plans created with the involvement of team members
incremental development with short cycles
scope management through the continuous (re)prioritisation of tasks
embracing change and continuous learning and improvement
just enough documentation and control