diff --git a/docs/project-management-guide/9-monitor-and-control/README.md b/docs/project-management-guide/9-monitor-and-control/README.md index 3d12bfe9e36..ab7e77a9435 100644 --- a/docs/project-management-guide/9-monitor-and-control/README.md +++ b/docs/project-management-guide/9-monitor-and-control/README.md @@ -477,8 +477,6 @@ The Project Manager (PM) must ensure that the objectives, approach, requirements ![Fig. 9.10 Manage Quality inputs/outputs and main roles](09.10.png) -### - | Related Artefacts | Initiating | Planning | Executing | Monitor \& Control | Closing | | :--: | :--: | :--: | :--: | :--: | :--: | | Quality Management | Project
Charter | Quality
Management
Plan | Quality Review
Reports
Audit Reports | Quality Review Checklist
Phase-exit Review
Checklist
Project Logs | Project-End Report
Project Acceptance
Note | diff --git a/docs/project-management-guide/appendices/README.md b/docs/project-management-guide/appendices/README.md index 5347ed761b4..1f606b00eb7 100644 --- a/docs/project-management-guide/appendices/README.md +++ b/docs/project-management-guide/appendices/README.md @@ -6,7 +6,9 @@ description: Appendices to the PM² project management guide keywords: Contributions and acknowledgements, project management plans and logs, --- -# Appendix A: contributions and acknowledgements +# Appendices + +## Appendix A: contributions and acknowledgements The European Commission is grateful to all those who have contributed in the development of the PM² Project Management Methodology and wishes to acknowledge their contribution and support. In alphabetical order: @@ -116,9 +118,9 @@ Former CoEPM² members who recently moved on to other assignments: 3. Elias MICHOTTE Alexandra 4. VAN GAEVER Alain -# Appendix B: project management plans and logs +## Appendix B: project management plans and logs -## B. 1 Requirements management plan +### B. 1 Requirements management plan The Requirements Management Plan defines and documents the requirements management approach, process steps and responsibilities, as well as tools, techniques and artefacts that will be used. Note that requirements themselves are documented and managed in separate artefact(s) (e.g. requirements matrix). @@ -165,7 +167,7 @@ The Requirements Management Plan can be tailored and customised to the project's - Requirements Management Plan -## B. 2 Project change management plan +### B. 2 Project change management plan The Project Change Management Plan defines and documents the change process for a project. It defines the activities, roles and responsibilities related to identifying, documenting, assessing, approving, prioritising, implementing, controlling, and communicating requested project changes. @@ -209,7 +211,7 @@ Project change management brings transparency, accountability and traceability t - Project Change Management Plan - Change Log (setup) -## B. 3 Risk management plan +### B. 3 Risk management plan The Risk Management Plan defines and documents the Risk Management Process for a project. It describes how risks will be identified and assessed, what tools and techniques can be used, what the evaluation scales and tolerances are, the relevant roles and responsibilities, how often risks need to be revisited, etc. The Risk Management Plan also defines the risk monitoring and escalation process as well as the structure of the Risk Log, which is used to document and communicate the risks and their response actions. @@ -255,7 +257,7 @@ Risk management brings visibility to risks and accountability as to how they are - Risk Management Plan - Risk Log -## B. 4 Issue management plan +### B. 4 Issue management plan The Issue Management Plan defines and documents the activities, roles and responsibilities related to identifying, assessing, assigning, resolving and controlling project issues. Issues are defined as unplanned project-related events that require a project management action. @@ -305,7 +307,7 @@ An Issue Log is used to document the identification, evaluation and assignment o - Decision Log -## B. 5 Quality management plan +### B. 5 Quality management plan The Quality Management Plan defines and documents the project's quality requirements, the quality management approach, process and responsibilities. It also outlines the quality assurance and control activities undertaken throughout the project. @@ -372,7 +374,7 @@ A configuration management procedure is also documented in the Quality Managemen - Phase-exit Review Checklist -## B. 6 Communications management plan +### B. 6 Communications management plan The Communications Management Plan helps to ensure that all project stakeholders have the information they need to perform their roles throughout the project. Planning and executing project communication activities is essential for project success. @@ -416,7 +418,7 @@ The Communications Management Plan defines and documents communication activitie - Communications Management Plan -## B. 7 Change log +### B. 7 Change log | Change Identification and Description | | | :--: | :--: | @@ -441,7 +443,7 @@ The Communications Management Plan defines and documents communication activitie | Actual Delivery Date | The date on which the change was actually delivered. | | Traceability and Comments | The ID(s) of the tasks (in the Project Work Plan) that implement the change, and/or the IDs of related issues, risks or decisions. Also include any additional information/comments related to the change. | -## B. 8 Risk log +### B. 8 Risk log | Risk Identification and Description | | | :--: | :--: | @@ -464,7 +466,7 @@ The Communications Management Plan defines and documents communication activitie | Target date | The date on which the action is expected to be implemented. | | Traceability/Comments | The ID(s) of the tasks (in the Project Work Plan) that implement the risk response actions, and/or the IDs of related changes, issues, or decisions (log entries). Also include any additional information/comments related to the risk. | -## B. 9 Issue log +### B. 9 Issue log | Issue Identification and Description | | | :--: | :--: | @@ -485,7 +487,7 @@ The Communications Management Plan defines and documents communication activitie | Escalation | Whether or not the issue is to be escalated to the Directing or Steering Layers (Yes or No). | | Traceability/Comments | The ID(s) of the tasks (in the Project Work Plan) that implement the issue actions, and/or the IDs of related changes, risks or decisions (Log entries). Also include any additional information/comments related to the issue. | -## B. 10 Decision log +### B. 10 Decision log | Decision Identification and Description | | | :-- | :-- | @@ -504,19 +506,19 @@ The Communications Management Plan defines and documents communication activitie | Date of Application | The date on which the decision is applicable. | | Decision communicated
to: | The group, teams, and other audiences to whom the decision should be
communicated. | -# Appendix C: Project management tools \& techniques +## Appendix C: Project management tools \& techniques This section introduces a number of commonly used Project Management Tools \& Techniques useful for dealing with various project management challenges. Each Tool \& Technique is summarised in a few paragraphs providing a simple and high-level overview of that tool or technique. Note that the set of tools presented is not an exhaustive list of Project Management Tools \& Techniques available. Relevant sources for further reading and exploration are also presented at the end of this section. -## C. 1 PESTEL Analysis +### C. 1 PESTEL Analysis The PESTEL Analysis is used to understand how the environment might impact a project or an objective. PESTEL stands for: Political, Economic, Social, Technological, Environmental and Legal. A PESTEL analysis helps identify the external factors that influence an organisation, and therefore, could have an impact on the objectives, planning or execution of projects. This type of analysis is particularly important in the context of business justification and risk management and will feed the process of designing a plan comprehensive enough to identify and tackle potential risk scenarios (threats/opportunities) arising from outside the organisation or project. -## C. 2 Make or Buy Analysis +### C. 2 Make or Buy Analysis A Make or Buy Analysis helps the organisation to take an informed decision about what to outsource and what not to outsource. Portfolio managers and project sponsors are often faced with the dilemma to make or buy, considering the availability and skills of resources at hand. @@ -524,7 +526,7 @@ The various factors to be considered for a Make or Buy Analysis include cost com Potential reasons for a make decision include cost effectiveness, intellectual property concerns, quality control issues or supplier unreliability issues. Potential reasons for buy decision include cost considerations, lack of technical expertise, suppliers' technical experience and/or insufficient in-house resources. -## C. 3 Stakeholder Interest/Influence Matrix (SIIM) +### C. 3 Stakeholder Interest/Influence Matrix (SIIM) This technique is used to facilitate and document the analysis of the interest and influence of each stakeholder in the project. It is of utmost importance to know the stakeholders and their relevance for the project in order to identify project champions and possible detractors. As the document makes reference to people within your organisation, care should be used to keep the information confidential. @@ -532,7 +534,7 @@ Interest indicates the level of interest a stakeholder has for the project. Inte Influence indicates the power the stakeholder has over the planning and implementation of activities. The higher a stakeholder's power of decision, the higher their influence. Most often the person(s) who can make decisions on project funding and/or resources has a high influence. -## C. 4 Risk Likelihood/Impact Matrix +### C. 4 Risk Likelihood/Impact Matrix The Risk Likelihood/Impact Matrix (sometimes called the Likelihood-Impact Matrix or Risk Matrix) is used in the qualitative assessment of risks, after the project risks have been identified. The matrix is designed as a tool to supplement the risk log or risk register. @@ -540,17 +542,17 @@ The Risk Likelihood/Impact Matrix is based on two criteria: the likelihood that The two factors are then combined by multiplying their values, resulting in the Risk Level. Measured on a relative scale from 1 to 25 , the Risk Level will trigger different risk response strategies. -The cells of the matrix are painted in different colours to indicate the criticality of the risk, typically Green for low-level risks (risk level <=2), Yellow for medium-level risks (risk level between 3 and 16), and Red for high-level risks (risk level >=20). +The cells of the matrix are painted in different colours to indicate the criticality of the risk, typically Green for low-level risks (risk level \<=2), Yellow for medium-level risks (risk level between 3 and 16), and Red for high-level risks (risk level >=20). Based on the risk appetite of the organisation, adequate risk-response strategies can be developed for each identified risk. -## C. 5 Work Breakdown Structure (WBS) +### C. 5 Work Breakdown Structure (WBS) A Work Breakdown Structure (WBS) is a hierarchical division of the project into smaller work components that can be used to assign work or to estimate effort and cost. A well-made Work Breakdown Structure (WBS) should be easy to understand, be complete, and should facilitate progress monitoring during execution. Commonly used techniques include breaking down the project by phases or stages, deliverables or outputs, by work packages, or based on the organisation, its departments and business units. The Work Breakdown Structure (WBS) constitutes a good basis for the Project Manager (PM) in assigning different responsibilities to team members. Each task in the structure can then be further defined: work can be estimated, risks and dependencies can be identified, and resources can be mobilised. -## C. 6 Deliverables Breakdown Structure (DBS) +### C. 6 Deliverables Breakdown Structure (DBS) A Deliverables Breakdown Structure (DBS) is an essential part of Product Based Planning. It can be used to identify and document the deliverables of a project (both project deliverables and project management deliverables) and their interdependencies. This results in a hierarchical tree of deliverables and subdeliverables (physical, functional or conceptual) that make up the entire project, which helps the project team to identify the full set of deliverables that comprise the project. @@ -558,13 +560,13 @@ A Deliverables Breakdown Structure (DBS) is similar to a Work Breakdown Structur You could say that the Deliverables Breakdown Structure (DBS) defines what the project will produce (as a whole and as parts), and the Work Breakdown Structure (WBS) defines the work needed to produce them. -## C. 7 Effort and Cost Estimates +### C. 7 Effort and Cost Estimates The Effort and Cost Estimates technique derives from the Work Breakdown Structure (WBS): each work item (task) is estimated in terms of effort and cost. Effort is typically measured in person days or person months. This work is done in close cooperation with the task owners or other experts within the Project Core Team (PCT), to ensure more precise estimates and buy-in from the team members in charge of executing the work. A high-quality Work Breakdown Structure (WBS) forms the basis for high-quality estimates. -## C. 8 Three-Point Estimates +### C. 8 Three-Point Estimates The Three-Point Estimate is commonly used, in conjunctions with Network Diagrams, to provide a weighted average of activity duration or cost. It is primarily a quantitative risk assessment technique that makes use of a stochastic approach rather than a deterministic one (e.g. single point estimates). The expected duration/cost and standard deviation of a project's duration or cost is calculated based on three data points, namely an optimistic estimate of duration or cost, a most likely estimate and a pessimistic estimate. These estimates are then weighed to provide a weighted average of the effort, cost or duration. @@ -572,7 +574,7 @@ In addition, these estimates can be used to calculate a standard deviation, to e Involving experts increases the accuracy of the three-point estimates and reduces the degree of uncertainty of the project. -## C. 9 Decision Trees +### C. 9 Decision Trees The decision tree is a visual decision support tool, consisting of nodes and branches that helps us describe possible alternatives (paths) by representing choices, and events with different likelihood of occurrence. It uses three types of nodes: (a) Decision nodes (represented by squares) (b) Chance nodes (represented by circles) and (c) End nodes (represented by triangles). @@ -580,7 +582,7 @@ In decision tree analysis (primarily being performed during project risk managem each alternative (branch) and thus select the most favourable one. The decision tree analysis can also be performed by creating a stochastically determined structure and then simulate the outcomes (e.g. through Monte Carlo simulation), in order to derive to probability-based decisions. -## C. 10 Project Scheduling +### C. 10 Project Scheduling Project Scheduling aims to identify dependencies between tasks, to assign resources for each task, to identify task start and end dates, and to work out the overall project duration. @@ -588,25 +590,25 @@ Scheduling can be done for the entire project upfront or for portions thereof, s Once approved, the project schedule is baselined and any further change to the schedule needs to follow the change management process and the corresponding governance arrangements. -## C. 11 Resource Levelling +### C. 11 Resource Levelling Resource Levelling is a technique used to analyse the unbalanced use of project resources and to resolve conflicts related to resource allocation (i.e. human resources, material or equipment). Resource Levelling focuses on an efficient/optimal resource allocation in order for the project to be completed within the defined timeline. Project Managers (PMs) analyse dependencies between projects or activities to ensure that activities can be executed in a timely manner. Considering the identified constraints, Resource Levelling can be performed. Resource Levelling can for example require the delay of specific tasks until resources are available, via resource reallocation. -## C. 12 Gantt Charts +### C. 12 Gantt Charts A Gantt Chart is a common project management tool used to represent the schedule, phases and activities of a project in a single visual (generally a type of horizontal bar chart). It focuses on project sequence, duration, dependencies and status in a manner that is easy to understand. A Gantt Chart represents the order in which activities need to be carried out and provides an overview of the progress that has been achieved at any point in time. A Gantt Chart is used to communicate a project schedule in a visual way but is also used to show progress made and current schedule status by adding percent-complete shadings and a vertical "today" line. The main strength of this technique is the ability to clearly display the status of each activity at a glance. -## C. 13 Critical Path Method (CPM) +### C. 13 Critical Path Method (CPM) The Critical Path Method (CPM) is a modelling technique that uses a mathematically based algorithm to calculate the total duration of a project. It calculates the longest necessary path (i.e. the longest unavoidable duration) of planned activities from beginning to the end of the project, otherwise known as the critical path of the project. This technique helps to understand which activities have a critical influence on the overall duration of the project. Since the critical path represents the longest necessary path of activities, it also represents the shortest possible duration of the project to completion. Based on this information, activities can be prioritised in order to shorten the duration of the critical path by pruning the critical path activities, performing more activities in parallel or adding more resources. -## C. 14 Critical Chain Method (CCM) +### C. 14 Critical Chain Method (CCM) The Critical Chain Method (CCM) is a modelling technique used to plan and schedule a set of activities or projects. It is similar to the Critical Path Method (CPM), but takes into account resources and their levelling, as well as the behaviour of the Project Manager (PM) when estimating the duration of project activities. @@ -614,18 +616,18 @@ The technique is based on the observation that activity time estimates for proje The Critical Chain Method (CCM) assumes that a Project Manager's (PM) estimates of duration for activities are padded, and immediately proceeds to reduce them. Additional buffers (project buffer, feeding buffer, resource buffer) are then added to account for the reduction in project estimates. -## C. 15 Earned Value Management (EVM) +### C. 15 Earned Value Management (EVM) Earned Value Management (EVM) is a technique used to monitor and control the performance of projects, providing an objective view of performance based on the project financials. Both cost and value are measured in terms of cost units (e.g. person days or euro). Earned Value Management (EVM) provides relatively objective metrics-or key performance indicators (KPIs)-to proactively manage project performance. Some indicators reflect on progress made so far, or deviations from the plan from a cost or work value point of view, while other indicators focus on forecasting total budget deviation, or on the productivity levels required to complete the project on schedule. The principal metrics being used are the Planned Value (PV), also known as Budgeted Cost of Work Scheduled (BCWS), the Actual Cost (AC), also known as Actual Cost of Work Performed (AVWP) and the Earned Value, also known as Budgeted Cost of Work Performed (BCWP). Through the combination of the above metrics we can have various KPIs, e.g. Schedule Variance (SV) and Schedule performance Index (SPI), Cost Variance (CV) and Cost Performance Index (CPI) or even more advanced ones for forecasting future project performance, like the Estimate at Completion (EAC), the Estimate to Complete (ETC) and the To Complete Performance Index (TCPI). -## C. 16 Pareto Analysis +### C. 16 Pareto Analysis The Pareto Analysis is a formal technique to identify those issues that cause the majority of problems in a project. The Pareto principle states that generally 80% of the effects come from 20% of the causes (e.g. 80% of costs may be attributed to 20% of activities or 80% of risk effects may arise from just 20% of identified risks). By focusing on these top issues (the 20%), the Pareto Analysis can be useful for risk or quality management as it helps to focus on those risks or quality issues with the highest impact on a project, therefore facilitating the prioritisation of necessary mitigation or contingency actions. -## C. 17 Lessons Learned +### C. 17 Lessons Learned Capturing Lessons Learned is a way of identifying areas for development/improvement within a project for the purpose of helping similar projects avoid certain pitfalls in the future. Information that can be captured includes Lessons Learned from the management of risks, quality issues, outsourcing or contractor issues, change requests, etc. @@ -633,11 +635,11 @@ The project team can capture ideas through brainstorming sessions, reviewing pro To avoid making the same mistakes twice, Lessons Learned should be shared with other project managers. In some cases, Lessons Learned can lead to process improvements, enhanced checklists and templates, or more effective training courses. -# Appendix D: PM² Extensions \& Considerations +## Appendix D: PM² Extensions \& Considerations -## D. 1 Agile, Programme, and Portfolio Management +### D. 1 Agile, Programme, and Portfolio Management -### D.1.1 PM² and Agile Management +#### D.1.1 PM² and Agile Management PM² recognises the complex and uncertain nature of many types of projects and the positive contribution of the Agile way of thinking to their effective management. @@ -662,7 +664,7 @@ A set of artefacts supports the use of Agile PM². These artefacts capture and d -### D.1.2 PM² Programme Management (PgM²) +#### D.1.2 PM² Programme Management (PgM²) A programme is a collection of projects aimed towards a common goal which are managed in a coordinated way to obtain benefits and control that could not be obtained from managing them individually. @@ -697,7 +699,7 @@ The Programme Steering Committee (PgSC) comprises the Programme Owner (PgO), Pro A programme can also have a temporary Programme Support Team (PgST) to provide administrative assistance to the programme and its component projects. -### D.1.3 PM² and Portfolio Management +#### D.1.3 PM² and Portfolio Management A Project Portfolio is a collection of projects, programmes and other activities which are grouped together to facilitate better control over their financial resources and to support their effective management in terms of meeting strategic objectives. The projects or programmes in the portfolio are not necessarily related or inter-dependent. From a strategic point of view, portfolios are higher-level structures than programmes and projects. It is at the portfolio level that investment decisions are made, priorities are identified, and resources are allocated. @@ -705,15 +707,15 @@ It is very important for people involved in project definition and management to The PM² Portfolio management process encompasses a range of activities, which are organised in four groups. -#### 1. Portfolio Framework Definition +##### 1. Portfolio Framework Definition Defines the way the organisation will address portfolio management by delineating the portfolio structure, the governance bodies and their responsibilities, together with the necessary processes. -#### 2. Portfolio Composition +##### 2. Portfolio Composition Is the process containing the activities to evaluate portfolio candidates, make investment decisions and allocate resources. These are activities that are regularly performed depending on the needs of the organisation. -#### 3. Portfolio Realisation +##### 3. Portfolio Realisation Is the continuous process in which the authorised programmes and projects are managed towards realising their objectives. Although programmes and projects are temporary endeavours, the portfolio activities are performed continuously until the portfolio is closed. @@ -731,11 +733,11 @@ An overarching view of the organisational management of portfolios, programmes a The Governance Structure of the PM² Portfolio Management is shown below. ![Fig D. 9 PM² Project Portfolio Governance](d.09.png) -## D. 2 Considerations in PM²: Sustainability, Data Protection, IT Security, UX +### D. 2 Considerations in PM²: Sustainability, Data Protection, IT Security, UX The following sections present project management considerations which are more pertinent to specific domains. For instance, considerations for Data Protection, IT Security, and UX are more critical in the context of IT projects delivering digital solutions, while sustainability considerations are much more central to engineering or construction projects. Still all those aspects remain relevant across diverse project domains. -## D.2.1 Sustainability Considerations in Project Management +#### D.2.1 Sustainability Considerations in Project Management The concept of sustainability has evolved from a noble aspiration to an imperative for organisations and projects. In recognition of its profound global significance, the European Commission has been at the forefront of initiatives to foster a sustainable economy. The European Green Deal underscores the need for an economic system that nurtures growth while safeguarding our planet and improving the lives of citizens and future generations. @@ -745,7 +747,7 @@ As organisations and projects seek to incorporate sustainability into their core As a result, project management practices should inspire and empower organisations, project managers, and project teams, to understand what sustainability in the context of projects is, but also to equip them with the practical and actionable guidelines and tools that will enable them to seamlessly integrate sustainability into their project management, fostering a more sustainable, prosperous future for all. -### D.2.2 Data Protection Considerations in Project Management +#### D.2.2 Data Protection Considerations in Project Management The European Union's General Data Protection Regulation (GDPR) stands as a significant framework for safeguarding personal data and the privacy rights of individuals. It establishes principles of data protection, emphasizing fairness, transparency, and accountability in data processing. @@ -755,7 +757,7 @@ In essence, these principles mandate that all personal data be processed in a ma As project teams grapple with the intricacies of data protection and privacy regulations, they require practical, actionable guidelines and tools so that they can ensure that data protection becomes an inherent consideration of projects, aligning with legal requirements and ethical standards regarding the handling of personal data. -### D.2.3 IT Security Considerations in Project Management +#### D.2.3 IT Security Considerations in Project Management The European Commission's IT Security Policy, coupled with its IT Security Risk Management Methodology (ITSRM²), forms a robust framework that can help organisations safeguard digital assets and preserve their integrity. @@ -767,7 +769,7 @@ A security-oriented risk management approach starts in the conceptualisation of However, most organisations, project managers and project teams struggle with the complexities of managing IT security and therefore should be educated on the processes, tools and artefacts that will help seamlessly integrate IT security management into project initiation, planning, and execution, fostering a resilient, secure digital environment. -### D.2.4 UX Considerations in Project Management +#### D.2.4 UX Considerations in Project Management The role of user experience (UX) in increasing the value of digital solutions is increasingly appreciated. UX, which concentrates on user interactions with products, services, and processes, plays a pivotal part in shaping user experiences that resonate with their requirements and desires. @@ -775,9 +777,9 @@ UX is not merely about interface design; it extends to optimising the complete u The inclusion of UX considerations (e.g. design thinking) for the Digital solution, in the project priorities and workplan makes the project outputs user-focused. It empowers project teams to bridge the gap between assumptions and experimentation. -# Appendix E: Additional Resources +## Appendix E: Additional Resources -## E. 1 PM² Artefacts \& Activities Summary Tables and Diagrams +### E. 1 PM² Artefacts \& Activities Summary Tables and Diagrams RAM (RASCI)—Responsible, Accountable, Supports, Consulted, Informed @@ -839,17 +841,17 @@ RAM (RASCI)—Responsible, Accountable, Supports, Consulted, Informed ![Overview of PM² Activities & Artefacts](e.01.02.png) -## E. 2 Getting Started with PM² - Quick Start Tips +### E. 2 Getting Started with PM² - Quick Start Tips The purpose of this quick start guide is to help you get started with applying PM². Naturally, you will want to start by learning more about the PM² Methodology and review the available PM² material. Keep in mind, however, that you don't have to become an expert before you can start applying the basics of PM² in your projects. All you need is a brief introduction to the PM² Methodology and then you can continue by following the six Quick Start steps: -### 1. Define the Project Governance and Create a Business Case -> Business Case +#### 1. Define the Project Governance and Create a Business Case -> Business Case - Set up the Project Steering Committee (PSC). - Provide the justification for the project, capture the business requirements and establish its budgetary constraints. -### 2. Identify stakeholders and create the Project Charter -> Project Charter +#### 2. Identify stakeholders and create the Project Charter -> Project Charter - Define the project scope. - Identify the stakeholders who should contribute to the Project Charter. @@ -857,33 +859,33 @@ The purpose of this quick start guide is to help you get started with applying P - Decide on a project approach and estimate required resources, costs and timing. -### 3. Set up the Project Logs -> Issue Log, Risk Log, Change Log, Decision Log +#### 3. Set up the Project Logs -> Issue Log, Risk Log, Change Log, Decision Log - Set up the Risk Log, Issue Log, Decision Log and Change Log. These will be used to document the management of risks, issues and changes to project scope. -### 4. Kick-off the Project Planning with a Meeting -> Planning Kick off, Meeting/MoMs +#### 4. Kick-off the Project Planning with a Meeting -> Planning Kick off, Meeting/MoMs - 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 of the project. -### 5. Tailor the Project Management approach -> Project Handbook +#### 5. Tailor the Project Management approach -> Project Handbook - Decide which planning documents to use and how they should be tailored. - Define rules, assign team responsibilities and define a conflict-resolution process. - Identify all stakeholders who require information during the project. -### 6. Create the Project Work Plan -> Project Work Plan +#### 6. Create the Project Work Plan -> Project Work Plan - Break down the work that needs to be done into smaller and more manageable pieces (create the 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). -## E. 3 Useful Online Resources +### E. 3 Useful Online Resources The Centre of Excellence in PM² (CoEPM²) provides a central location for downloading all PM² information, publications, translations, etc. To study PM² in more detail you can download and review the free PM² Methodology Guide and artefact templates, and explore the online resources: @@ -900,11 +902,11 @@ Join the Open PM² Community on Join-up: https://joinup.ec.europa.eu/collection/open-pm2-project-management-methodology Sign-up to our newsletter: https://ec.europa.eu/newsroom/login?univers=informatics -# Appendix E: Additional Resources +## Appendix E: Additional Resources -# Appendix F: Ethics and Conduct +## Appendix F: Ethics and Conduct -## F. PM² Code of Professional Conduct +### F. 1 PM² Code of Professional Conduct Many organisations provide a code of ethics and conduct that members are required to respect. The purpose is to help people navigate through the complexities of professional reality and remind them which attitudes and behaviours are aligned with a commonly accepted set of professional values. @@ -933,7 +935,7 @@ In addition to the aforementioned code of ethics, every practitioner of the PM² - TEAMWORK and CONFLICT RESOLUTON: work together to achieve common goals by finding solutions through better mutual understanding. - POLITENESS and CLEAR COMMUNICATION: engage colleagues by showing respect and encouraging efficiency through clarity of instructions. -## F. 2 Personal and Professional Virtues +### F. 2 Personal and Professional Virtues Virtues are strengths (or excellence) of the person who possesses them and refer to the ideal management of our attitude, behaviour and actions that drive personal and professional performance. Virtues are expressed in a specific context as the healthy mean between the extremes of excess and deficiency, which, however, is not universal, but subjective, and as such will vary between individuals and their respective circumstances. This healthy mean should be determined by good judgment.