PM Essentials Open

PM² Essentials
Training Material
Based on PM² v3.0

Copyright
© European Union, 2020
PM² is an open source project management methodology created and supported by the
European Commission.
Reproduction and reuse is authorized provided the source is acknowledged.
The PM² logo is the property of the European Union and may not be registered as a trademark
or otherwise, nor used separately from these documents.
Neither the publication nor the logo can be used in a way which suggests endorsement of an
external organization by the European Union.
Slide 2
Introduction
The European Commission's
Project Management Methodology
Slide 4
Objectives
This course introduces the PM² Methodology of the European
Commission.
It enables participants to:

– obtain the foundation knowledge necessary for using effectively the PM²
Project Management Methodology.
– understand the full PM² project life cycle, organization, roles & responsibilities.
– understand the PM² Mindsets.
– Familiarise themselves with the key PM² Artefacts for initiating, planning,
executing, controlling and closing projects.
Slide 5
Course Content
Introduction
Project (Management) basics
PM² Overview
Project Governance
PM² Mindset
Phases and Artefacts
Slide 6
Suggested Course Schedule
Session 1 Session 2
• 09:00 Kick-off • 13:30 Planning Phase
• 09:15 Project (Management) Basics • 14:00 Executing Phase
• 10:30 Introduction to PM² • 14:30 Monitor & Control
• 11:00 Break • 15:15 Break
• 11:15 Governance of Projects • 15:30 Monitor & Control (cont’d)
• 11:45 PM2 Mindsets • 16:15 Closing Phase
• 12:00 Initiating Phase • 16:45 Wrap-up
• 12:30 Lunch • 17:00 End course
Slide 7
Contact the CoEPM2 Team
Slide 8
Project (management) Basics
What is a Project?
• A project is a temporary organisational structure which is set up to create a unique

product or service (output) within certain constraints (such as time, cost, and
quality).
Slide 10
Constraints of a Project
Schedule
Risk Resources
constraints
Scope Budget
Quality
Slide 11
Project Outputs, Outcomes, Benefits
Project deliverables or outputs are merely a means to an end.

The real purpose of a project is to achieve certain outcomes. The measurable
contribution towards strategic objective are considered the benefits of the project.
Note that project outcomes and benefits are often realized only after the project has
closed
Slide 12
Why do we do Projects?
Outputs
• Projects deliver Outputs (deliverables)
that deliver a change (social,
commercial, operational…)
Changes
• These changes generate outcomes for
the beneficiaries or users.
• On the long term these outcomes
Outcomes
produce benefits or impact.
• These benefits realize or support the
organisation strategy.
Benefits/Impact
Slide 13
Portfolio, Programme, Project Relationship
Main Artefacts
Business Strategy
Strategy Implementation
Strategic Planning Plan
Strategic Objectives
Portfolio
Analysis
&
Operations Reports
Portfolio Management
(Everyday Work)
Business
Case
Project
Programme Management Charter Progress
Project Reports
Project Management Plans
Slide 14
Examples of Projects
• Projects are undertaken at all • Developing a new product or service

levels of the organization and • Effecting a change in structure, staffing,
or style of an organization
they can involve a single person
• Designing a new transportation vehicle
or many thousands.
• Developing, modifying or acquiring a
• Their duration ranges from a new information system
few weeks to several years. • Constructing a building or facility
Projects can involve one or • Building a water system for a
many organizational units. community
• Running a campaign for political office
• Implementing a new business
procedure or process
• Responding to a contract solicitation.
Slide 15
Competences
People Competences Perspective Competences
• Self-reflection and self-management • Strategy
• Personal integrity and reliability • Governance, structures and
• Personal communication processes
• Relationships and engagement • Compliance, standards and
• Leadership regulations
• Teamwork • Power and interest
• Conflict and crisis management • Change and transformation
• Resourcefulness • Culture and values
• Negotiation
• Results orientation
Source: IPMA-ICB (adapted)
Slide 16
Personal and Professional Virtues
Slide 17
PM² Overview
The Purpose of PM²
• The purpose of PM² is to

enable Project Managers to
deliver solutions and benefits
to their organisation and
customers through the
effective management of
project work.
Slide 19
The PM² Methodology
Slide 20
The House of PM²
Slide 21
PM² Mindsets
The PM² Mindsets enable us to apply the Methodology more effectively
and help us navigate through the complexities of project reality.
PM² PM²
Processes Processes & Mindsets
Slide 22
PM² Project Lifecycle
Effort
Initiating PlanninPlanning Executing Closing

g Time
Monitor & Control
Slide 23
PM² Phases
PM² Phases Description

1 Initiating Get the project off to a good start.
2 Planning Define products, verify the Business Case, plan work…
3 Executing Create the project's products.
4 Closing User acceptance, handover to maintenance…
Monitor & Control: The Project Manager (PM) monitors & controls the work, risks,
issues, quality, etc. throughout the whole project lifecycle.
Slide 24
PM² Project Lifecycle - Phases & Drivers
Project Project Project Project
Project
Owner (PO) Manager (PM) Core Team (PCT) Stakeholders
Drivers initiates plans executes evaluate
Project Initiation Request
Phase Business Project Project Project

Inputs Case Charter Work Plan Deliverables
Monitor & Control
Initiating Planning Executing Closing

Project Define Scope Elaborate Scope Manage Scope Capture Lessons
Phases Assign PM Assign PCT Coordinate Accept Project
Phase Project Handbook &

Project Project Project Project-End
Outputs Charter Work Plan Deliverables Report
Phase Gates RfP RfE RfC

Approvals
Slide 25
Phase Gates / Approvals
• These check points contribute to the overall project

management quality.
• The three PM² (approval) Phase Gates are:
– RfP (Ready for Planning): At the end of the Initiating Phase
– RfE (Ready for Execution): At the end of the Planning Phase
– RfC (Ready for Closing): At the end of the Executing Phase
Initiating Planning Executing Closing Archived
RfP RfE RfC

Slide 26
PM² Phases & Artefacts
- Document the idea/need - Organise a Kick-off Meeting - Organise a Kick-off Meeting - Organise a Project-End Review
- Identify key stakeholders
Activities
- Tailor the PM² process - Coordinate project execution Meeting
(and their needs) - Assign roles & responsibilities - Conduct Meetings - Capture lessons learned and
- Create a business justification - Elaborate project scope - Assure Quality post-project recommendations
for the project - Develop work breakdown & project - Create Project reports - Get final project acceptance
- Define the project scope and schedule - Distribute information - Release project resources
organisation - Develop project plans - Ensure deliverables acceptance - Archive project information
- Distribute plans to stakeholders
Project Initiation Request Planning Kick-off/ MoM Executing Kick-Off/MoM Project-End Review Agenda/ MoM
Business Case Project Handbook Meeting Agendas/MoMs Project-End Report
Project Charter - Roles & responsibilities Project Progress Report - Lessons Learned
- Management plans
Project Logs (setup). Project Status Reports - Best Practices
- Requirements management
Artefacts
Quality Review Report - Post Project Recommendations

Project Stakeholder Matrix
Change Requests Project Acceptance Note
Outsourcing Plan
Project Work Plan Deliverables Acceptance Note
Deliverables Acceptance Plan

Transition Plan
Business Implementation Plan
RfP RfE RfC
Ready for Planning Ready for Executing Ready for Closing
Monitor & Control

Regularly updated Checklists
- Monitor Project Performance Risk Log
- Manage Issues and Decisions Phase-exit Review Checklist
Activities
Artefacts
- Control Schedule
- Manage Stakeholders Issue Log Quality Review Checklist
- Control Cost
- Manage Deliverables Acceptance Decision Log
- Manage Quality Deliverables Acceptance Checklist
- Manage Transition
- Manage Requirements Change Log Transition Checklist
- Manage Business Implementation
- Manage Project Change Project Work Plan Business Implementation Checklist
- Manage Outsourcing
- Manage Risks
Slide 27 Requirements Document Stakeholder Checklist
The PM² Artefacts Landscape
Requirements Project Change Risk
Management Management Management
Plan Plan Plan
Issue Quality Communications

Plan Plan Plan
MANAGEMENT PLANS MEETING DOCS PROJECT REPORTS
Outsourcing Deliverables Meetings Project Progress

Plan Acceptance Agendas Report
Plan
Minutes Quality Review

Project Project Report
Business Case Transition Plan Of Meetings
Work Plan Handbook
Project Status
Business Project-End
Project Initiation Project Change Report
Project Charter Implementation Report
Request Stakeholder Matrix Request Form
Plan

Monitor & Control
PROJECT LOGS Project Work CHECKLISTS

Plan (updates) Phase-exit Quality Stakeholders
Change Log Risk Log Review Checklist Review Checklist Checklist
Deliverables Transition Business

Issue Log Decision Log Implementation
Acceptance Checklist
Checklist Checklist
Slide 28
Tailoring
• First, understand purpose and

value of the methodology
• Don’t cut, but customize
• Balance control gained against
effort required
• Eliminate waste, but respect
the integrity of the method
Slide 29
The purpose of documentation is to…
• Help people think something through

• Provide a clear picture of the project requirements.
• Facilitate communication.
• Facilitate agreement by all project stakeholders.
• Offer a baseline for the monitoring & controlling.
• Document important decisions made (and track
changes).
• Respond to Audit requirements.
• Integrate new-team members.
• Support organizational memory.
• Support maintenance
Slide 30
The Expanding Reach of PM²
Open PM²
v1.0
PM² v2.5
European
Institutions EU Member
States
Europe &
EU Grants the World
EU Agencies Beneficiaries V3.0
PM² v1.0 PM² v2.0 European
DIGIT European EU
(IT Projects) Commission Contractors
European Council
Public
Sector
European Financial
Institutions
Private Sector
Slide 31
The PM² Guide – V3.0
The PM2 Project Management Methodology Guide v3.0

AVAILABLE via THE EU BOOKSHOP!
https://europa.eu/pm2/
https://ec.europa.eu/isa2/solutions/open-pm2_en
Slide 32
Project Governance
A PM² Project
Business
Business Development
IT Project
Aspect Project Aspect
• Is (above all) a project (i.e. not operations, • includes transition and business
not a work activity, not a programme etc.). implementation activities.
• has a duration of more than 4–5 weeks • requires a certain level of documentation,
and involves more than 2–3 people. transparency and reporting.
• runs within an organisation and can be • requires a certain level of control and
subject to internal or external audits. traceability.
• requires a clearly defined governance • has a broad base of internal (and external)
structure and clearly assigned roles and stakeholders
responsibilities. • may require the collaboration of several
• requires approval of its budget and scope. organisations or organisational units.
• includes more than just • Contributes to raising the organisation’s
construction/delivery activities. project management maturity.
Slide 34
A Shift in Perspective
Pure Project Perspective Holistic View
(work-centric) (value centric)
PM²
Business Manager
Business
Business
aspect
aspect
Delivery Delivery
aspect aspect
Project Manager PM²
Project Manager
Slide 35
…a Network of Stakeholders
Slide 36
36
The PM² Governance Model
Slide 37
The Project Owner (PO) Role
• Acts as the project sponsor

• Chairs the Project Steering Committee (PSC)
• Accepts the business objectives
• Owns project business risks
• Monitors project progress regularly (high level)
• Mobilises resources (a.k.a. budget)
• Provides leadership and strategic direction
• Assures that project outcomes are in line with the
business objectives
• Approves all key management Artefacts
Slide 38
The Solution Provider (SP) Role
• Assumes the overall accountability for project

deliverables/services requested by the Project Owner (PO)
• May help the Project Owner (PO) to establish the Business
Case and objectives for the project
• Represents the interests of those designing, developing,
facilitating, procuring, implementing,
and possibly operating and maintaining the project output
(e.g. IT System)
• Agrees on objectives for the provider activities and
approves the Contractors‘
deliverables for the project
• Mobilises the needed resources from the provider side and
appoints the PM
Slide 39
The Business Manager (BM) Role
• Acts on a daily basis on behalf of the Project Owner (PO)

• Drives the definition of business and project objectives
• Manages the business activities of the project and
coordinates the User Representatives
• Leads the implementation of the business changes as
defined by the project
• Ensures that the client organisation is ready to
accommodate and use the final project outputs
• Ensures that the Project outputs produce the expected
results (outcomes and benefits)
Slide 40
The Project Manager (PM) Role
• Assumes responsibility for project deliverables
• Proposes and executes the project plans as approved
by Project Steering Committee (PSC)
• Daily manages and coordinates the Project Core Team
(PCT) activities and resources
• Ensures that project objectives are achieved within
the quality, time, and cost objectives
• Manages stakeholder's expectations
• Ensures that all key management artefacts are delivered
and approved by the Project Owner (PO)
• Communicates and reports project progress to the Project Steering Committee (PSC)
• Performs risk management for project related risks (non-business)
• Ensures the interoperability and integration of the different project related
deliverables, systems, services and applications
Slide 41
Project Steering Committee (PSC)
Slide 42
PM² Artefacts & Activities
Overview RAM (RASCI)
Steering Committee:
RASCI accountable
Description for the Work Plan?
They do the work while others can
Responsible
Project owner:
support (also do work).
They delegate and approve work. There
almost full accountability
Accountable
is just one accountable person.
As part of a team they are working with
Supports
the person
Project responsible.
Manager:
These roles are consulted for this
Consulted
doesactivity.
the work but is NOT accountable
These roles will be informed (kept up to
Informed
date).
AGB (Appropriate Governance Body)

PSC (Project Steering Committee)
PO (Project Owner)
BM (Business Manager)
SP (Solution Provider)
PM (Project Manager)
PCT (Project Core team)
Slide 43
Summary – Roles & Responsibilities
• The PM² Governance – Roles &

Responsibilities
• The Project Steering Committee
(PSC)
• The Project Core Team (PCT)
• Differences between Project
Mode and Service Mode
• The Responsibility Assignment
Matrix - RAM (RASCI)
Slide 44
PM2 Mindsets
The PM2 Mindsets
The PM2 Mindsets are reminders of effective behaviors and attitudes.
Apply PM² best practices
to manage their projects. They provide a common set of beliefs and values for all PM2 teams,
helping them navigate through the complexities of project reality.
Remain mindful that PM methodologies are Balance in the most productive way the often-conflicting
there to serve projects and not the other project management “Ps” of:
product, purpose, process, plan, people, pleasure/pain, participation,
way around. perception and politics.
Maintain an outcomes orientation in relation

Invest in developing technical and behavioural
to all projects and project management
competences to become better project contributors.
activities.
Are committed to delivering project results

Involve project stakeholders in the organisational
with maximum value rather than just
change needed to maximise project benefits.
following plans.
Share knowledge, actively manage Lessons Learned,

Foster a project culture of collaboration,
and contribute to the improvement of project
clear communication and accountability.
management within their organisations.
Assign project roles to the most appropriate Draw inspiration from the PM² Guidelines on Ethics
people for the benefit of the project. and Professional Virtues.
Slide 46
PM² Mindsets: IAQs (Questions for the Brave!)
Project Managers and Project Teams who practice PM² also ask the important questions:
• Do we know what we are doing?
– Tip: Develop a clear and shared project vision. Manage the project using a holistic approach and optimise the whole
project, not just parts of it. Follow a process but stay Agile and try to regularly remind yourself why you are doing
something.
• Do we know why we are doing it? Does anyone really care?
– Tip: Make sure your project matters. Understand its goals, value and impact, and how it relates to the organisational
strategy. Define upfront what project success is and deliver maximum value and real benefits, not just outputs.
• Are the right people involved?
– Tip: People make projects work. The primary criterion for involving people and assigning project roles should be to
serve the needs and objectives of the project, and not politics, friendship, functional hierarchy, proximity or
convenience.
• Do we know who is doing what?
– Tip: Know what you should be doing, and make sure others know what they should be doing. Is it clear to everyone?
Clearly define and understand roles, responsibilities and accountabilities.
• Deliver at any cost or risk?
– Tip: Show respect for people’s work and organisational funds and avoid high-risk behavior and tactics. Always keep in
mind that it is not just about the end result – how you get there also matters. Manage your projects based on positive
values and principles
Slide 47
PM² Mindsets: IAQs (Questions for the Brave!)
… and then ask some more important questions:
• Is this important?
– Tip: Everything is NOT equally important. Identify, and agree on, the project’s Critical Success Criteria (CSC), Minimum Viable
Product and Critical Success Factors (CSFs), and allocate effort and attention both tactically and strategically for the benefit of
both the project and project management goals.
• Is this a task for “them” or for “us”?
– Tip: Make sure that client and provider groups work as one team towards a common goal. Real teamwork really
works; so foster clear, effective and frequent communication.
• Should I be involved?
– Tip: Contribute from any position. Be proud of the skills, value and positive attitude you bring to the project. Help
everyone who needs to be involved get involved. Promote and facilitate the contributions of all stakeholders.
• Have we improved?
– Tip: Commit to ongoing self- and organisational improvement by gathering and sharing knowledge. Project teams
should reflect on how they can become more effective and adjust their behavior accordingly.
• Is there life after the project?
– Tip: The product (or service) lifecycle has just begun!
Make sure you have contributed to its success.
Slide 48
Bringing it all Together: Processes + Mindsets
help us make decisions on
trade-offs between project PM2
dimensions of time, cost, Methodology
scope and quality
Together
They help us navigate
the complexities of
managing projects in
organisations
and make
are the attitudes and PM² both more
behaviours which help us effective and complete
focus on what is really PM2
important in achieving our Mindsets
project goals.
Slide 49
Phases and Artefacts
Initiating Phase
Initiating

Artefacts
Business Case
Project Charter
Project Logs (setup)
RfP
Ready for Planning
Monitor & Control
Slide 51
What happens in the Initiating Phase?
Initiating
Idea / Need
• Objectives
Document the Project Initiation
• Preliminary planning
idea/need Request
• Documentation,
Identify key stakeholders
Approvals & phase gate
(and their needs)
Create a business justification Business Case

for the project
Define the project scope Project Charter

& organisation
RfP (Ready for Planning)
Slide 52
Requirements Project Change Risk Initiating
Plan Plan Plan

Plan Plan Plan

Plan

Work Plan Handbook
Project Status
Plan

Monitor & Control


Checklist Checklist
Slide 53
Purpose
Initiating
• Ensure that the problem/need/opportunity as well as project concept is

captured in writing.
A: PO
Problem, need Project Initiation

or opportunity Request
R: BM S: PO, UR
RASCI
RAM (RASCI) AGB PSC PO BM BIG SP PM PCT
Project Initiation Request I N/A A/S R S/C I N/A N/A
Slide 54
Initiating
Slide 55
Business Case
Purpose
Initiating
• Capture the reasoning for the project.

• Provide the justification for the project and establishes its budgetary constraints.
• Provides information to determine whether the project should move ahead or not.
A: PO
Project Initiation
Request Business Case
R: BM S: SP, PM
RASCI
Business Case I C A R C S S N/A
Slide 56
Business Case
Initiating
Slide 57
Project Charter
Purpose
Initiating
• The charter is a key element of the project approval process (along with the
Business Case). It includes the what, how and when fundamentals of the project
Project Initiation
Request
A: PO
Business Case Project Charter
RASCI R: PM S: SP, BM
Project Charter I A C S C S R C
Slide 58
Project Charter
Initiating
Slide 59
Initiating Documents Strategy
Initiating Initiating
Project Business Case

Initiation
Request
Project Charter
Planning
All PM² Projects

Domain Specific
Information
Slide 60
Phase Gate: RfP (Ready for Planning)?
Initiating
RfP RfE RfC
Slide 61
Planning Phase
Planning

Planning Kick-off/ MoM
Project Handbook
- Roles & responsibilities
- Management plans
- Requirements management
Artefacts
Project Work Plan

Transition Plan
Business Implementation
Plan
RfE
Ready for Executing
Monitor& &
Monitor Control
Control
Slide 62
What happens in the Planning Phase?
Planning
RfP (Ready for Planning)
Kick-Off meeting
Kick-Off • Develop the project scope statement
Agenda & MoM
• Determine the appropriate methods for the
Project Handbook
Tailor the PM² process &
Management
project.
Plans
• Develop the schedule for the various tasks
Project
Assign roles & Stakeholder and estimate the necessary resources.
responsibilities Matrix
• Develop the various project plans for the
Elaborate project scope Project Handbook project.
Develop work breakdown Project

and project schedule Work Plan
Develop the project plans All Project Plans
Distribute plans
to stakeholders
RfE (Ready for Executing)
Slide 63
Requirements Project Change Risk Planning
Plan Plan Plan

Plan Plan Plan

Plan

Work Plan Handbook
Project Status
Plan

Monitor & Control


Checklist Checklist
Slide 64
Project Handbook
Purpose
Planning
• Summarizes the project objectives.

• Documents the overall management approach.
• Defines the key controlling processes, the project policies and rules.
• The Project Handbook defines the outputs of the planning.
• The Project Handbook becomes the basis for managing the project throughout its lifecycle and is
an important point of reference.
Business Case
A: PO
Planning Kick-Off Project
RASCI
Meeting Minutes Project Charter Handbook
R: PM S: BM
Project Handbook I I A S C I R C
Slide 65
Project Handbook
Planning
Slide 66
Purpose
Planning
• List all the people (or groups) involved in (or influential to) the project during the
Project Mode (all known people from the requestor or provider side of the project)
and their role.
Business Case
A: PO
Planning Kick-Off Project

Meeting Minutes Project Charter Stakeholder Matrix
R: PM S: BM
RASCI
Project Stakeholder Matrix I I A S C I R C
Slide 67
Planning
2
1. PM -P02: Project Stakeholder Matrix Planning Phase
TABLE OF CONTENTS
1. STAKEHOLDER MATRIX ........................................................................................................................ 4
1.1. Stakeholder List .............................................................................................................................. 4
1.2. Steakeholder Role .......................................................................................................................... 4
1.3. Stakeholder Management and Actions .......................................................................................... 4
Slide 68
Project Work Plan
Purpose
Planning
• Identifies and organises the project into activities, sub-tasks, and work packages.
• Establishes a base to estimate the duration of the project.
• Determine the required resources and schedule the work.
• Used as the basis to monitor the progress and control the project.
Project Work Plan
Business Case Work

Breakdown
A: PSC
Effort & Costs

Estimates Project Schedule
RASCI
Project Charter
R: PM S: BM, PCT
Project Work Plan I A C S/C C C R S/C
Slide 69
Project Work Plan
Planning
Slide 70
Planning: The PM² Management Plans
Planning
• Requirements Management Plan

• Project Change Management Plan
• Risk Management Plan Can be standalone OR can be
• Quality Management Plan part of the Project Handbook
• Issue Management Plan
• Communications Management Plan
Slide 71
Communication Management Plan
Purpose
Planning
• Ensure that the Project Core Team and all the Project Stakeholders will have the
information they need to do their jobs.
• Define the frequency, format, and results of all the communication with both the
performing and the participating organisation.
Project Charter
A: PO
Project
Project Charter
Handbook Project Communications
Project &&
Handbook Stakeholder Management
Business
Project WorkCase
Plan Matrix
RASCI
Plan
S: BM R: PM
Communication Management Plan I I A S C I R C
Slide 72
Transition vs Business Implementation
Planning
Original State Desired State Desired

Project Benefits
(Project Outcome)
Output(s)
Project
Activities
New
Old
Transition deals with continuity,

Business Implementation with change
Slide 73
Transition Plan
Purpose
Planning
• Define the pre-requisites of rolling out the new solution, system, project
deliverables. This is useful to ensure the smooth transition from the "project" to the
"going live" mode.
Project Change Project Charter

Business Case Transition
Management && Checklist
Plan Business Case
Project Charter (setup)
A: PSC
Business
Implementation Project Work Transition Plan
Plan Plan
R: PM
RASCI
Transition Plan I A C C C C R C
Slide 74
Business Implementation Plan
Purpose
Planning
• Outlines the impact of the project on the organisation

• Define the change management activities that need to take place.
• The organisation must assure project outputs are effectively integrated into the organization.
• Integrate business implementation activities in the Project Work Plan
• Define post-project change activities.
Business
Quality Implementation
Management Plan Business Case
Checklist (setup)
A: PO
Project
Project Charter
Handbook Business
RASCI
Project &&
Handbook Project Charter Implementation
Business
Project WorkCase
Plan Plan
R: BM S: PM
Project Work Plan I I A R C I S I
Slide 75
Outsourcing Plan
Purpose
Planning
• Ensures that outsourced products and/or services outside the EC fulfils the project needs.
• Identifies the contracting strategies that will be used,
• Outlines the scope of products and/or services to be contracted,
• Identifies responsibilities for the full contract lifecycle.
Organisational BusinessCase
Business Case
Procurement &&
Procedures ProjectCharter
Project Charter
A: AGB
Project Work Plan Outsourcing
Project Work
& Plan
RASCI
Project Handbook Plan
Resource Plan
R: PM S: SP
Outsourcing Plan A C C C I S R I
Slide 76
RfE (Ready for Executing)?
Planning
RfP RfC
RfE
Slide 77
Executing Phase
Executing

Executing Kick-Off/MoM
Artefacts
Meeting Agendas/MoMs
Project reports
Change Requests
Deliverables Acceptance Note
RfC
Ready for Closing
Monitor & Control
Slide 78
What happens in the Executing Phase
Executing
RfE (Ready for Executing)
Kick-Off meeting
Kick-off
Agenda & MoM • Coordinating project work
• Coordinating people and
Conduct meetings
Meetings Agendas
Meetings
and MOMs
Agendas/MoMs
resources,
• Execute various project plans.
Assure quality Audit reports
• Reporting on the project
Coordinate project
Create project reports Project reports

progress Producing the
project deliverables.
Distribute information
Ensure deliverables Deliverables

acceptance Acceptance Note
RfC (Ready for Closing)
Slide 79
Requirements Project Change Risk Executing
Plan Plan Plan

Plan Plan Plan

Plan

Work Plan Handbook
Project Status
Plan

Monitor & Control


Checklist Checklist
Slide 80
Project Coordination
Purpose
Executing
• Facilitate the project’s progress by continuously providing information to the Project Core Team
(PCT) and supporting the completion of assigned work.
Project Handbook
A: PO
Signed-off work
Project Work Plan assignments
R: PM S: BM
RASCI
Project Coordination I I A S I I R I
Slide 81
Project Reporting
Purpose
Executing
• document and summarize the status of various dimensions of the project progress
for the purpose of communicating it with relevant project Stakeholders.
Communications Transition Plan &

Management Plan Business
Project Handbook
Implementation
Plan
A: PO
Project
ProjectCharter
Logs
&& Project Work Plan Project Reports
Business Case
Project Checklists
R: PM S: BM
RASCI
Project Reporting I I A S/C I/C I/C R C
Slide 82
PM² Project Reports
Executing
1. Project Progress Report Executing Phase

TABLE OF CONTENTS
1. PROJECT STAKEHOLDERS ..................................................................................................................... 4
2. MILESTONES AND DELIVERABLES ......................................................................................................... 5
3. PROJECT PLAN PER WORK PACKAGE (ONLY FOR THOSE HAVING A COST GREATER THAN 10 M.D.) ..... 5
4. RISK LIST .............................................................................................................................................. 6
5. ACHIEVEMENTS .................................................................................................................................... 6
6. ONGOING AND PLANNED ACTIONS ...................................................................................................... 6
7. MAJOR ISSUES & ACTIONS TAKEN ........................................................................................................ 7
8. ANNEX ................................................................................................................................................. 8
Slide 83
Information Distribution
Purpose
Executing
• Information distribution is based on the Communications Management Plan and

aims to regularly communicate key information to Project Stakeholders.
ProjectReports
Project Charter
Communications
&& Management
Business Case
Project Logs Plan
A: PO
Minutes of
Meeting Project Work
(MoM) Plan Information Distribution
R: PM
RASCI
Project Reporting I I A C I I R C
Slide 84
Quality Assurance
Purpose
Executing
• Quality Assurance activities as described in the Quality Management Plan are executed.
Quality Assurance (QA) in projects refers to the systematic activities implemented to
ensure that quality requirements are fulfilled. All QA activities are planned in order to
provide enough confidence that the product will satisfy the given requirements for quality.
Quality
Management Audit
ProjectReports
Outline
Plan
A: PM
Project Work Project Logs

Plan (updated)
RASCI
R: PCT S: BM
Quality Assurance I I I S C I A R
Slide 85
The PM² Quality Management Process
Executing
Slide 86
RfC (Ready for Closing)?
Executing
RfP RfE
RfC
Slide 87
Monitor & Control
Monitor &
Control
Slide 88
What happens During Monitor & Control
Monitor &
Control
During Monitor & Control all work is observed from the point of view of the Project
Manager. The key activities in Monitor & Control are listed below:
– Tracking and controlling of project variables (time, cost, resource use, risk…).
– Managing of issues, risk and changes.
– Quality controlling performed as described in the quality plan.
– Controlling of project deliverables so that they meet the predefined objectives.
– Ensuring that the transitions of the project to production will be done in a smooth way.
Slide 89
Monitor & Control Activities
Monitor &
Control
– Monitor Project Performance

– Control Schedule
– Control Cost
– Manage Requirements
– Manage Quality
– Manage Project Change
– Manage Risks
– Manage Issues and Decisions
– Manage Deliverables Acceptance
– Manage Stakeholders
– Manage Transition
– Manage Business Implementation
Slide 90
Monitor Project Performance
Monitor &
Purpose
Control
• Monitor the project performance in order to be in a position to know whether the project
is advancing satisfactorily.
• Tracks project variables (i.e. cost, schedule, scope and quality), monitor's risks, project
change and overall project performance, as to be in a position to report and forecast
project evolution to the project Stakeholders.
Quality Checklist Project Handbook
A: PO
Project
ProjectCharter
Logs Project Work Plan Project Work Plan
&&
RASCI
Project Work Plan
(baselined) (tracked)
Business
MoMsCase
R: PM
Monitor Project Performance I I A C C I R C
Slide 91
Control Schedule
Monitor &
Purpose
Control
• Ensure that tasks are executed as scheduled and the deadline for the project can be achieved.
• Inform stakeholders about (foreseen) delays.
• Obtain task status information from the Project Core Team (PCT)
• Update Project Work Plan.
Transition Plan & Project Work Plan

Change Log Business
Project Handbook (updated)
Implementation
Plan
A: PO
Project
MoMs Charter
Project Logs
&&
RASCI
Project Work Plan (updated)
Business
Project Case
Reports
R: PM
Control Schedule I I A C C I R C
Slide 92
Cost Control
Monitor &
Purpose
Control
• Ensure that actual project cost remain aligned with project budget.
• Monitor the budget and track the difference between budgeted, actual and forecast costs.
• Report important variances through the status report
• Obtain approval from the Project Owner (PO) for deviations
Transition Plan & Project Work Plan
Outsourcing Plan
Business
Project Handbook (updated)
& Change Log Implementation
Plan
A: PO
Project
MoMs Charter
Project Logs
&& Project Work Plan (updated)
RASCI
Business
Project Case
Reports
R: PM
Control Cost I I A C C I R C
Slide 93
Manage Requirements
Monitor &
Purpose
Control
• Gather, document, validate requirements and control their implementation and change.
Requirements Project Charter

Business Case & Requirements
Management Project&Charter Document
Plan Project Handbook
A: PO
Project Project Work Plan Project Logs

Stakeholder Project Work Plan (updated) (updated)
Matrix
R: PM S: PCT
RASCI
Manage Requirements I I A C C I R S
Slide 94
Manage Requirements
Monitor &
Control
5.
Slide 95
Manage Project Changes
Monitor &
Purpose
Control
• Identify, document, assess, approve, prioritise, planning and controlling project

changes, and communicating them to all relevant stakeholders.
Changes can be requested (or identified and raised) throughout the project lifecycle by any project stakeholder
and can be related to a change in the project scope, requirements, deliverables and features, or quality
characteristics of the project.
Project Change Project Charter

Business Case
&& Change Log
Management
ProjectHandbook
Project Charter (updated)
Plan
A: PO
Communications Change Request Project Work
RASCI
Management Project Work Plan Form Plan (updated)
Plan
R: PM S: BM
Manage Project Changes I C A S I I R C
Slide 96
Manage Project Changes
Monitor &
Control
Slide 97
Manage Issues & Decisions
Monitor &
Purpose
Control
• Identify, evaluate and manage issues for resolution by Project Stakeholders.

An issue is an immediate problem requiring resolution. Anyone can raise issues and issues can be raised in team
meetings or via communication towards the Project Manager (PM). Issues must be resolved as soon as possible.
It is always important to solve the root cause, not the symptom. This will ensure that the problem will not re-
occur.
Issue Decision Log
Management (updated)
Plan
A: PO
Issue Issue Log

MoMs Project Logs
Management (updated)
Plan
RASCI
R: PM S: BM
Manage Issues & Decisions I I A S C I R C
Slide 98
Manage Issue & Decisions
Monitor &
Control
Slide 99
Manage Risk
Monitor &
Purpose
Control
• identify, assess and manage risks so that they conform to the organisation’s accepted risk
attitude.
• improve the project team’s confidence by proactively managing any potential event that might
have a positive or negative impact on project objectives.
A risk is an uncertain event or set of events (positive or negative) that, should it occur, will have an effect on the achievement of
project objectives.
Project Charter
Business Case
&&
ProjectHandbook
Project Charter
A: PO
Risk Risk Log
RASCI
Risk Log Management (updated)
Plan
R: PM S: BM
Manage Risk I C A S/C C I R C
Slide 100
Manage Risk
Monitor &
Control
Slide 101
Manage Stakeholders
Monitor &
Purpose
Control
• Identifying project stakeholders

• Capture stakeholder’s project expectations and requirements
• Communicating with projects stakeholders throughout project lifecycle
• Capturing stakeholders' overall project experience and satisfaction
Deliverable
Deliverable ProjectHandbook
Project Handbook Stakeholder Matrix
Acceptance & && Stakeholder
Stakeholder (updated)
Acceptance &
Transitions Plans Matrix
Matrix
Transitions Plans
A: PO
Issue and Decision Stakeholder
Communications Business Implementation Issue and Decision
Logs Checklist
Management Plan Plan Logs
RASCI R: PM S: BM
Manage Stakeholders I I A S/C I C R I
Slide 102
Manage Deliverable Acceptance
Monitor &
Purpose
Control
• To ensure formal accept of project deliverables based on predefined objectives and

set of criteria as defined in the Deliverables Acceptance Plan
Quality Deliverables Deliverables

Management Plan Acceptance Acceptance
Management Plan Checklist
A: PO
Outsourcing Plan Decision Log Deliverables

(if applicable) Project Work Plan (updated) Acceptance Note
R: PM S: BM
RASCI
Manage Deliverable Acceptance I I A S C C R C
Slide 103
Manage Transition
Monitor &
Purpose
Control
• To ensures a controlled and smooth transition from the old state to the new state in
which the new product/service developed by the project is put in place.
• Management of any relevant communication activities
• Ensure close cooperation between the Project Manager (PM) and the Business
Manager (BM) Communications Deliverables
Management Plan Acceptance
Management Plan
A: PSC
Business Project
Project Charter
Work Plan Transition
Implementation && Checklist
RASCI
Business Case
Transition Plan
Plan
R: PM
Manage Transition I A C C C C R C
Slide 104
Manage Business Implementation
Monitor &
Purpose
Control
• The effective execution of all business implementation activities, critical for smooth
operations, even after the project’s outputs have been delivered to the
stakeholder/user community.
• It's a good practice to also define some post-project change activities, however,
their implementation falls outside the domain of responsibilities of the project
Business Business
Implementation Project Handbook Implementation
Plan Checklist
A: PO
RASCI
Project Work Plan
Transition Plan Project Work Plan (updated)
R: BM S: PM
Manage Business Implementation I I A R C I S I
Slide 105
Manage Outsourcing
Monitor &
Purpose
Control
• To ensure with the Contractor's Project Manager (CPM) that the Contractor delivers
acceptable quality of work as defined in the Outsourcing Plan.
Note that the EC procurement process supersedes this guideline.

Status & Signed
Outsourcing Business Case Project Outline
Progress Purchase
Project Outline
Plan Report(s) Order(s)
A: AGB
Signed Signed
Project Work Project Charter Project Outline Project Outline
Timesheet(s)
Contract(s)
Plan
RASCI
R: PM S: SP
Manage Outsourcing A C C C I S R I
Slide 106
Monitor & Control Tools
Monitor &
Requirements Project Change Risk Control
Plan Plan Plan

Plan Plan Plan

Plan

Work Plan Handbook
Project Status
Plan

Monitor & Control


Checklist Checklist
Slide 107
Logs
Monitor &
Control
Slide 108
Summary – Monitor & Control
Monitor &
Control
• Monitor project performance

• Control Project variables
(compared to plans)
• Use Project Logs to control the
project
• Execute all Project Management
Plans (Processes)
• Take corrective action -> update
plans
Slide 109
Closing Phase
Closing

Artefacts
Project-End Review Agenda/ MoM

Project-End Report
- Lessons Learned
- Best Practices
- Post Project Recommendations
Project Acceptance Note
Monitor & Control
Slide 110
What happens in the Closing Phase
Closing
RfC (Ready for Closing)
Project-End Review Project-End Review • Transfer deliverables to Project

Agenda/MoM
Meeting
Owner
Capture lessons Learned
& Post-Project
Project-End • Finalises all activities
Report
Recommendations
• Formally close the project.
Final project acceptance
Project Acceptance
Note (if required)
• Discuss to evaluate project
performance
Release resources • Capture Lessons Learned and
Best Practices in the Project-
Archive project End Report
Projects Archive
End of Project
Slide 111
Requirements Project Change Risk Closing
Plan Plan Plan

Plan Plan Plan

Plan

Work Plan Handbook
Project Status
Plan

Monitor & Control


Checklist Checklist
Slide 112
Wrap-up
Course End: Lessons Learned (& Shared)
• What are you top 3 learnings?

• Which aspects of this course were delivered effectively?
• How can this course be improved?
Slide 114
You are using PM² for your project? We would like to hear about it!
Contact Us or use the #madewithPM2 tag on your socials
Slide 115

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PM² Essentials

Based on PM² v3.0

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It enables participants to:

Project (Management) basics

Phases and Artefacts

• A project is a temporary organisational structure which is set up to create a unique

Project deliverables or outputs are merely a means to an end.

• Projects are undertaken at all • Developing a new product or service

• The purpose of PM² is to

Initiating PlanninPlanning Executing Closing

PM² Phases Description

Phase Business Project Project Project

Monitor & Control

Initiating Planning Executing Closing

Phase Project Handbook &

Phase Gates RfP RfE RfC

• These check points contribute to the overall project

Initiating Planning Executing Closing Archived

RfP RfE RfC

Business Case Project Handbook Meeting Agendas/MoMs Project-End Report

Quality Review Report - Post Project Recommendations

Deliverables Acceptance Plan

Monitor & Control

Issue Quality Communications

MANAGEMENT PLANS MEETING DOCS PROJECT REPORTS

Outsourcing Deliverables Meetings Project Progress

Minutes Quality Review

Initiating Planning Executing Closing

PROJECT LOGS Project Work CHECKLISTS

Deliverables Transition Business

• First, understand purpose and

• Help people think something through

The PM2 Project Management Methodology Guide v3.0

• Acts as the project sponsor

• Assumes the overall accountability for project

• Acts on a daily basis on behalf of the Project Owner (PO)

AGB (Appropriate Governance Body)

• The PM² Governance – Roles &

Maintain an outcomes orientation in relation

Are committed to delivering project results

Share knowledge, actively manage Lessons Learned,

Initiating Planning Executing Closing

Project Logs (setup)

Monitor & Control

Create a business justification Business Case

Define the project scope Project Charter

RfP (Ready for Planning)

Issue Quality Communications

MANAGEMENT PLANS MEETING DOCS PROJECT REPORTS

Outsourcing Deliverables Meetings Project Progress

Minutes Quality Review

Initiating Planning Executing Closing

PROJECT LOGS Project Work CHECKLISTS

Deliverables Transition Business

• Ensure that the problem/need/opportunity as well as project concept is

Problem, need Project Initiation

Project Initiation Request I N/A A/S R S/C I N/A N/A

• Capture the reasoning for the project.

Business Case I C A R C S S N/A

Business Case Project Charter

RAM (RASCI) AGB PSC PO BM BIG SP PM PCT