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

EC-PM2@ec.europa.eu

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

EC-PM2@ec.europa.eu

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

EC-PM2@ec.europa.eu

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

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sent

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ove

rvie

w s

cop

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atem

ent

and

the

hig

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vel p

roje

ct r

equi

rem

ents

, an

d m

anag

emen

t ap

pro

ach

.

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ject

Han

db

oo

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rese

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pro

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man

agem

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ives

, th

e o

vera

ll m

anag

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t ap

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ach

and

ru

les,

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d d

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the

role

s an

d r

esp

on

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iliti

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Wo

rk P

lan

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es t

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wo

rk n

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ve

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pro

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pe.

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ud

es t

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rk B

reak

do

wn

, th

e E

ffo

rt &

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st

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imat

es a

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e P

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ched

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.

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tus

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ject

pro

gre

ss t

o t

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rele

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sta

keh

old

ers,

bas

ed o

n th

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erfo

rman

ce o

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y p

roje

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etri

cs.

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ject

D

eliv

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les

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e co

mp

lete

set

of

pro

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d

eliv

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les

as d

efin

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th

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pla

ns.

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ese

are

eval

uat

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re t

hei

r fi

nal

acc

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nce

.

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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

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init

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on

of

the

pro

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an

d t

he

Pro

ject

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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

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lan

and

th

e cr

eati

on

of

the

pro

ject

del

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able

s w

hile

th

e P

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take

ho

lder

s ar

e d

esig

nat

ed a

s th

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ain

dri

ver

of

the

clo

sin

g p

has

e.

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ject

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vers

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iati

ngD

efin

e in

itia

l sco

pe,

cre

ate

the

Bu

sin

ess

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e an

d P

roje

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har

ter.

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nnin

gE

lab

ora

te s

cop

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reat

e th

e P

M P

lan

s an

d

assi

gn

the

Pro

ject

Co

re T

eam

.

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cuti

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xecu

te t

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pla

n, m

anag

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mm

un

icat

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s an

d c

reat

e th

e p

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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

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cum

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idea

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list

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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

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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

EC-PM2@ec.europa.eu

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