What is PM2?

QUICKSTART STEPS
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.
1 Define a Project Governance and create a Business Case CONTACT
• Define the Project Steering Committee (PSC) European Commission
•P rovide the justification for the project, capture the business requirements
and establish its budgetary constraints DIGIT B4 - Management Support Services
Business Case Centre of Excellence in Project Management (CoEPM2)
2 Identify Stakeholders and create the Project Charter EC-PM2@ec.europa.eu
• Define the project scope
• Identify
 those Stakeholders who should contribute to the Project Charter
• C apture the high-level requirements, assumptions and constraints
• Decide on a project approach, estimate required resources, costs and timing
WEBLINKS
Project Charter
3 Setup the Project Logs » PM2 Guide - Open Edition on EU Bookshop

M ethodology
• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs http://europa.eu/!NG43vU
PM2 provides: will be used to document the management of Risks, Issues, Decisions and
• A Project Governance Model (i.e. roles & responsibilities) project Changes » PM2 Methodology - Open Edition wiki (EU Login)
Issue Log, Risk Log, Decision Log, Change Log
http://europa.eu/!Gu76mr
• A Project Lifecycle (i.e. project phases)
Highlights and Benefits
• A set of Processes (i.e. project management activities) 4 Start the Project Planning with a Meeting
» Open PM community on Joinup
2

• A set of Project Artefacts (i.e. templates and guidelines). • Invite all necessary participants to the planning meeting
•G o over the Project Charter and ensure a common understanding http://europa.eu/!vh96rM
• A set of Mindsets (i.e. effective beliefs and behaviours). • Communicate the next steps for the planning phase
Planning Kick-off Meeting

What is Agile PM ? 2 5 Tailor the Project Management approach

• Decide which planning documents to use and how they should be tailored
Agile is an approach described by a set of principles and
• D efine rules, assign team responsibilities and define a conflict resolution
practices for managing projects. Agile appreciates the inherent process
Project Handbook
uncertainty of project environments and creates organisations
that are highly adaptive, use adaptive planning and short 6 Develop a Communications Management Plan
feedback loops, evolutionary development, early delivery, • I dentify all information requirements for the effective management of the
project’s communications
continuous improvement and rapid response to change.
• D ecide on the strategy, goals, frequency, format and recipients of the
communication activities
Agile PM2 both extends and Communication Plan
Funded by the
ISA 2 Programme
enhances the PM2 Methodology
7 Create the Project Work Plan Contents What is PM2?
with Agile principles and practices • B reak down the work that needs to be done in smaller and more
1

and provides an alignment manageable pieces (Work Breakdown) 2 Quickstart Steps

between these practices and • Estimate the effort and cost for each piece of work CoEPM 2
• Establish the detailed budgetary and resource requirements European Commission
3 The PM2 Project Organisation
corporate governance, programme • Create a work schedule (identify dependencies, assign resources and dates)
management, operations, Project Work Plan
CoEPM² - Centre of Excellence in PM²
The CoEPM 2 provides the EU Institutions with a complete and high quality Project Management offering,
4 PM2 Phases, Drivers, Key Artefacts and Activities
enterprise architecture. 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.

© European Union, 2018 V 2.1.4

What is PM2? QUICKSTART STEPS
PM2 is a Project Management Methodology developed and 1 Define a Project Governance and create a Business Case CONTACT
supported by the European Commission. Its purpose is to enable • Define the Project Steering Committee (PSC) European Commission
• Provide the justification for the project, capture the business requirements
project teams to manage their projects effectively and deliver and establish its budgetary constraints DIGIT B4 - Management Support Services
solutions and benefits to their organisations and stakeholders. Business Case Centre of Excellence in Project Management (CoEPM2)
2 Identify Stakeholders and create the Project Charter EC-PM2@ec.europa.eu
PM2 is a light and easy to implement methodology suitable for • Define the project scope
any type of project. PM2 has been custom developed to fit the • Identify
 those Stakeholders who should contribute to the Project Charter
• C apture the high-level requirements, assumptions and constraints
specific needs, culture and constraints of EU Institutions and • Decide on a project approach, estimate required resources, costs and timing
Public Administrations, but also incorporates elements from WEBLINKS
Project Charter
globally accepted best practices, standards and methodologies. 3 Setup the Project Logs » PM2 Guide - Open Edition on EU Bookshop

M ethodology
• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs http://europa.eu/!NG43vU
PM2 provides: will be used to document the management of Risks, Issues, Decisions and
• A Project Governance Model (i.e. roles & responsibilities) project Changes » PM2 Methodology - Open Edition wiki (EU Login)
Issue Log, Risk Log, Decision Log, Change Log
http://europa.eu/!Gu76mr
• A Project Lifecycle (i.e. project phases)
Highlights and Benefits
• A set of Processes (i.e. project management activities) 4 Start the Project Planning with a Meeting
» Open PM community on Joinup
2

• A set of Project Artefacts (i.e. templates and guidelines). • Invite all necessary participants to the planning meeting
• G o over the Project Charter and ensure a common understanding http://europa.eu/!vh96rM
• A set of Mindsets (i.e. effective beliefs and behaviours). • Communicate the next steps for the planning phase
Planning Kick-off Meeting

What is Agile PM ? 2 5 Tailor the Project Management approach

•D
 ecide which planning documents to use and how they should be tailored
Agile is an approach described by a set of principles and
•D
 efine rules, assign team responsibilities and define a conflict resolution
practices for managing projects. Agile appreciates the inherent process
Project Handbook
uncertainty of project environments and creates organisations
that are highly adaptive, use adaptive planning and short 6 Develop a Communications Management Plan
feedback loops, evolutionary development, early delivery, • I dentify all information requirements for the effective management of the
project’s communications
continuous improvement and rapid response to change.
• D ecide on the strategy, goals, frequency, format and recipients of the
communication activities
Agile PM2 both extends and Communication Plan
Funded by the
ISA 2 Programme
enhances the PM2 Methodology
7 Create the Project Work Plan Contents What is PM2?
with Agile principles and practices •B  reak down the work that needs to be done in smaller and more
1

and provides an alignment manageable pieces (Work Breakdown) 2 Quickstart Steps

between these practices and • Estimate the effort and cost for each piece of work CoEPM 2
• Establish the detailed budgetary and resource requirements European Commission
3 The PM2 Project Organisation
corporate governance, programme • Create a work schedule (identify dependencies, assign resources and dates)
management, operations, Project Work Plan
CoEPM² - Centre of Excellence in PM²
The CoEPM 2 provides the EU Institutions with a complete and high quality Project Management offering,
4 PM2 Phases, Drivers, Key Artefacts and Activities
enterprise architecture. 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.

© European Union, 2018 V 2.1.4

What is PM2? QUICKSTART STEPS
PM2 is a Project Management Methodology developed and 1 Define a Project Governance and create a Business Case CONTACT
supported by the European Commission. Its purpose is to enable • Define the Project Steering Committee (PSC) European Commission
• Provide the justification for the project, capture the business requirements
project teams to manage their projects effectively and deliver and establish its budgetary constraints DIGIT B4 - Management Support Services
solutions and benefits to their organisations and stakeholders. Business Case Centre of Excellence in Project Management (CoEPM2)
2 Identify Stakeholders and create the Project Charter EC-PM2@ec.europa.eu
PM2 is a light and easy to implement methodology suitable for • Define the project scope
any type of project. PM2 has been custom developed to fit the • Identify
 those Stakeholders who should contribute to the Project Charter
• C apture the high-level requirements, assumptions and constraints
specific needs, culture and constraints of EU Institutions and • Decide on a project approach, estimate required resources, costs and timing
Public Administrations, but also incorporates elements from WEBLINKS
Project Charter
globally accepted best practices, standards and methodologies. 3 Setup the Project Logs » PM2 Guide - Open Edition on EU Bookshop

M ethodology
• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs http://europa.eu/!NG43vU
PM2 provides: will be used to document the management of Risks, Issues, Decisions and
• A Project Governance Model (i.e. roles & responsibilities) project Changes » PM2 Methodology - Open Edition wiki (EU Login)
Issue Log, Risk Log, Decision Log, Change Log
http://europa.eu/!Gu76mr
• A Project Lifecycle (i.e. project phases)
Highlights and Benefits
• A set of Processes (i.e. project management activities) 4 Start the Project Planning with a Meeting
» Open PM community on Joinup
2

• A set of Project Artefacts (i.e. templates and guidelines). • Invite all necessary participants to the planning meeting
• G o over the Project Charter and ensure a common understanding http://europa.eu/!vh96rM
• A set of Mindsets (i.e. effective beliefs and behaviours). • Communicate the next steps for the planning phase
Planning Kick-off Meeting

What is Agile PM ? 2 5 Tailor the Project Management approach

•D
 ecide which planning documents to use and how they should be tailored
Agile is an approach described by a set of principles and
•D
 efine rules, assign team responsibilities and define a conflict resolution
practices for managing projects. Agile appreciates the inherent process
Project Handbook
uncertainty of project environments and creates organisations
that are highly adaptive, use adaptive planning and short 6 Develop a Communications Management Plan
feedback loops, evolutionary development, early delivery, • I dentify all information requirements for the effective management of the
project’s communications
continuous improvement and rapid response to change.
• D ecide on the strategy, goals, frequency, format and recipients of the
communication activities
Agile PM2 both extends and Communication Plan
Funded by the
ISA 2 Programme
enhances the PM2 Methodology
7 Create the Project Work Plan Contents What is PM2?
with Agile principles and practices •B  reak down the work that needs to be done in smaller and more
1

and provides an alignment manageable pieces (Work Breakdown) 2 Quickstart Steps

between these practices and • Estimate the effort and cost for each piece of work CoEPM 2
• Establish the detailed budgetary and resource requirements European Commission
3 The PM2 Project Organisation
corporate governance, programme • Create a work schedule (identify dependencies, assign resources and dates)
management, operations, Project Work Plan
CoEPM² - Centre of Excellence in PM²
The CoEPM 2 provides the EU Institutions with a complete and high quality Project Management offering,
4 PM2 Phases, Drivers, Key Artefacts and Activities
enterprise architecture. 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.

© European Union, 2018 V 2.1.4

 2

Project Owner (PO)

Business Manager (BM)

The AGB provides top-level
governance for all projects.

PM and coordinates the BIG.

project. Works closely with the
day-to-day management of the
The BM represents the PO in the

integrate the project deliverables

and realise the intended benefits.
for the organisation to effectively
The BIG represents the needs and
role in the functional organisation.

meet the needs of users. They also

The PO represents the business side
of the project, chairs the PSC, and is

The PO typically holds a management

Appropriate Governance Body (AGB)

interests of the users and ensures that

project specifications and deliverables
Business Implementation Group (BIG)

implement the business changes required

The PM2 Project Roles

accountable for the overall project success.

The PM Project Organisation

Project Manager (PM)

Solution Provider (SP)

Project Core Team (PCT)

Project Support Team (PST)

SP typically holds a management
role in the functional organisation.
project work and deliverables. The
Project Steering Committee (PSC)

management work and deliverables.

The SP assumes the accountability for
and drives change in the organisation.

and plays a key role in the planning and

The PSC steers the project and provides

responsibility for the project and project

the successful completion of the project.

The PM manages the project and assumes
high-level monitoring and controlling. The

The PCT produces the project deliverables

The PST consists of those roles and groups

that will support the PM during the project.
PSC signs off all key management artefacts

Project Drivers Phase Inputs and Outputs

The Project Drivers differ from phase to phase within the Project Initiation Formalises the project and captures
PM 2 project lifecycle. The Project Owner (PO) is the main Request the project concept.
driver during the initiation of the project and the Project
Business Case Captures the reasoning for the project,
Manager (PM) drives the planning phase.
provides justification and establishes
The Project Core Team (PCT) drives the execution of the the budgetary constraints.
project plan and the creation of the project deliverables
Project Charter Presents an overview scope statement
while the Project Stakeholders are designated as the main
and the high-level project requirements,
driver of the closing phase.
and management approach.

Project Handbook Presents the project management

Project Phases
objectives, the overall management
Initiating Define initial scope, create the approach and rules, and documents
Business Case and Project Charter. the roles and responsibilities.

Planning Elaborate scope, create the PM Plans and Project Work Plan Organises the work needed to achieve
assign the Project Core Team. the project scope. Includes the
Work Breakdown, the Effort & Cost
Executing Execute the plan, manage communications Estimates and the Project Schedule.
and create the project deliverables.
Project Status Present the project progress to the
Closing Transfer product ownership and report on the Reports relevant stakeholders, based on the
project’s performance (Project-End Report). performance of key project metrics.
Monitor & Monitor project variables, measure progress, Project The complete set of project
Control manage changes and identify actions to Deliverables deliverables as defined in the project
address risks and issues. plans. These are evaluated before their
final acceptance.
Phase Gates / Approvals Project-End Summarizes and documents the
RfP Ready for Planning Report project experience, the project
performance, the lessons learned
RfE Ready for Executing (successful practices or pitfalls) and
Phases, Drivers, Key Artefacts and Activities

RfC Ready for Closing any post-project recommendations.

INITIATING PLANNING EXECUTING CLOSING

ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES

• Document the idea/need • Organise a Kick-off Meeting • Organise a Kick-off Meeting • Organise a Project-End Review
• Identify key stakeholders • 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 & • Create project reports • Get final project acceptance
• Define the project scope and project schedule
• Distribute information • Release project resources
organisation • Develop Project Plans • Ensure deliverables acceptance • Archive project information
• Distribute plans to stakeholders • Close the project

ARTEFACTS ARTEFACTS ARTEFACTS ARTEFACTS

Project Initiation Request Planning Kick-off/MoM Executing Kick-off Agenda/MoM Project-End Review Agenda/MoM
Business Case Project Stakeholder Matrix Meeting Agendas/MoMs Project-End Report
Project Charter Project Handbook Change Requests » Lessons Learned
Project Logs (setup) » Roles & responsabilities Quality Review Report » Best Practices
» Management plans Project Status Report » Post Project Recommendations
» Team Charter Project Progress Report Project Acceptance Note
Project Work Plan Deliverables Acceptance Note
Outsourcing Plan
Deliverables Acceptance Plan
Transition Plan
Business Implementation Plan

MONITOR & CONTROL

• Monitor Project Performance Regularly updated Checklists

• Manage Issues and Decisions
• Control Schedule • Manage Quality Risk Log Phase-exit Review checklist
• Control Cost • Manage Deliverables Acceptance Issue Log Quality Review checklist
• Manage Stakeholders • Manage Transition Decision Log Deliverable Acceptance checklist
• Manage Requirements • Manage Business Implementation Change Log Transition checklist
• Manage Project Change • Manage Outsourcing Project Work Plan Business Implementation checklist
ACTIVITIES
ARTEFACTS

• Manage Risks Requirements Document Stakeholder checklist

 2

Project Owner (PO)

Business Manager (BM)

The AGB provides top-level
governance for all projects.

PM and coordinates the BIG.

project. Works closely with the
day-to-day management of the
The BM represents the PO in the

integrate the project deliverables

and realise the intended benefits.
for the organisation to effectively
The BIG represents the needs and
role in the functional organisation.

meet the needs of users. They also

The PO represents the business side
of the project, chairs the PSC, and is

The PO typically holds a management

Appropriate Governance Body (AGB)

interests of the users and ensures that

project specifications and deliverables
Business Implementation Group (BIG)

implement the business changes required

The PM2 Project Roles

accountable for the overall project success.

The PM Project Organisation

Project Manager (PM)

Solution Provider (SP)

Project Core Team (PCT)

Project Support Team (PST)

SP typically holds a management
role in the functional organisation.
project work and deliverables. The
Project Steering Committee (PSC)

management work and deliverables.

The SP assumes the accountability for
and drives change in the organisation.

and plays a key role in the planning and

The PSC steers the project and provides

responsibility for the project and project

the successful completion of the project.

The PM manages the project and assumes
high-level monitoring and controlling. The

The PCT produces the project deliverables

The PST consists of those roles and groups

that will support the PM during the project.
PSC signs off all key management artefacts

Project Drivers Phase Inputs and Outputs

The Project Drivers differ from phase to phase within the Project Initiation Formalises the project and captures
PM 2 project lifecycle. The Project Owner (PO) is the main Request the project concept.
driver during the initiation of the project and the Project
Business Case Captures the reasoning for the project,
Manager (PM) drives the planning phase.
provides justification and establishes
The Project Core Team (PCT) drives the execution of the the budgetary constraints.
project plan and the creation of the project deliverables
Project Charter Presents an overview scope statement
while the Project Stakeholders are designated as the main
and the high-level project requirements,
driver of the closing phase.
and management approach.

Project Handbook Presents the project management

Project Phases
objectives, the overall management
Initiating Define initial scope, create the approach and rules, and documents
Business Case and Project Charter. the roles and responsibilities.

Planning Elaborate scope, create the PM Plans and Project Work Plan Organises the work needed to achieve
assign the Project Core Team. the project scope. Includes the
Work Breakdown, the Effort & Cost
Executing Execute the plan, manage communications Estimates and the Project Schedule.
and create the project deliverables.
Project Status Present the project progress to the
Closing Transfer product ownership and report on the Reports relevant stakeholders, based on the
project’s performance (Project-End Report). performance of key project metrics.
Monitor & Monitor project variables, measure progress, Project The complete set of project
Control manage changes and identify actions to Deliverables deliverables as defined in the project
address risks and issues. plans. These are evaluated before their
final acceptance.
Phase Gates / Approvals Project-End Summarizes and documents the
RfP Ready for Planning Report project experience, the project
performance, the lessons learned
RfE Ready for Executing (successful practices or pitfalls) and
Phases, Drivers, Key Artefacts and Activities

RfC Ready for Closing any post-project recommendations.

INITIATING PLANNING EXECUTING CLOSING

ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES

• Document the idea/need • Organise a Kick-off Meeting • Organise a Kick-off Meeting • Organise a Project-End Review
• Identify key stakeholders • 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 & • Create project reports • Get final project acceptance
• Define the project scope and project schedule
• Distribute information • Release project resources
organisation • Develop Project Plans • Ensure deliverables acceptance • Archive project information
• Distribute plans to stakeholders • Close the project

ARTEFACTS ARTEFACTS ARTEFACTS ARTEFACTS

Project Initiation Request Planning Kick-off/MoM Executing Kick-off Agenda/MoM Project-End Review Agenda/MoM
Business Case Project Stakeholder Matrix Meeting Agendas/MoMs Project-End Report
Project Charter Project Handbook Change Requests » Lessons Learned
Project Logs (setup) » Roles & responsabilities Quality Review Report » Best Practices
» Management plans Project Status Report » Post Project Recommendations
» Team Charter Project Progress Report Project Acceptance Note
Project Work Plan Deliverables Acceptance Note
Outsourcing Plan
Deliverables Acceptance Plan
Transition Plan
Business Implementation Plan

MONITOR & CONTROL

• Monitor Project Performance Regularly updated Checklists

• Manage Issues and Decisions
• Control Schedule • Manage Quality Risk Log Phase-exit Review checklist
• Control Cost • Manage Deliverables Acceptance Issue Log Quality Review checklist
• Manage Stakeholders • Manage Transition Decision Log Deliverable Acceptance checklist
• Manage Requirements • Manage Business Implementation Change Log Transition checklist
• Manage Project Change • Manage Outsourcing Project Work Plan Business Implementation checklist
ACTIVITIES
ARTEFACTS

• Manage Risks Requirements Document Stakeholder checklist

 2

Project Owner (PO)

Business Manager (BM)

The AGB provides top-level
governance for all projects.

PM and coordinates the BIG.

project. Works closely with the
day-to-day management of the
The BM represents the PO in the

integrate the project deliverables

and realise the intended benefits.
for the organisation to effectively
The BIG represents the needs and
role in the functional organisation.

meet the needs of users. They also

The PO represents the business side
of the project, chairs the PSC, and is

The PO typically holds a management

Appropriate Governance Body (AGB)

interests of the users and ensures that

project specifications and deliverables
Business Implementation Group (BIG)

implement the business changes required

The PM2 Project Roles

accountable for the overall project success.

The PM Project Organisation

Project Manager (PM)

Solution Provider (SP)

Project Core Team (PCT)

Project Support Team (PST)

SP typically holds a management
role in the functional organisation.
project work and deliverables. The
Project Steering Committee (PSC)

management work and deliverables.

The SP assumes the accountability for
and drives change in the organisation.

and plays a key role in the planning and

The PSC steers the project and provides

responsibility for the project and project

the successful completion of the project.

The PM manages the project and assumes
high-level monitoring and controlling. The

The PCT produces the project deliverables

The PST consists of those roles and groups

that will support the PM during the project.
PSC signs off all key management artefacts

Project Drivers Phase Inputs and Outputs

The Project Drivers differ from phase to phase within the Project Initiation Formalises the project and captures
PM 2 project lifecycle. The Project Owner (PO) is the main Request the project concept.
driver during the initiation of the project and the Project
Business Case Captures the reasoning for the project,
Manager (PM) drives the planning phase.
provides justification and establishes
The Project Core Team (PCT) drives the execution of the the budgetary constraints.
project plan and the creation of the project deliverables
Project Charter Presents an overview scope statement
while the Project Stakeholders are designated as the main
and the high-level project requirements,
driver of the closing phase.
and management approach.

Project Handbook Presents the project management

Project Phases
objectives, the overall management
Initiating Define initial scope, create the approach and rules, and documents
Business Case and Project Charter. the roles and responsibilities.

Planning Elaborate scope, create the PM Plans and Project Work Plan Organises the work needed to achieve
assign the Project Core Team. the project scope. Includes the
Work Breakdown, the Effort & Cost
Executing Execute the plan, manage communications Estimates and the Project Schedule.
and create the project deliverables.
Project Status Present the project progress to the
Closing Transfer product ownership and report on the Reports relevant stakeholders, based on the
project’s performance (Project-End Report). performance of key project metrics.
Monitor & Monitor project variables, measure progress, Project The complete set of project
Control manage changes and identify actions to Deliverables deliverables as defined in the project
address risks and issues. plans. These are evaluated before their
final acceptance.
Phase Gates / Approvals Project-End Summarizes and documents the
RfP Ready for Planning Report project experience, the project
performance, the lessons learned
RfE Ready for Executing (successful practices or pitfalls) and
Phases, Drivers, Key Artefacts and Activities

RfC Ready for Closing any post-project recommendations.

INITIATING PLANNING EXECUTING CLOSING

ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES

• Document the idea/need • Organise a Kick-off Meeting • Organise a Kick-off Meeting • Organise a Project-End Review
• Identify key stakeholders • 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 & • Create project reports • Get final project acceptance
• Define the project scope and project schedule
• Distribute information • Release project resources
organisation • Develop Project Plans • Ensure deliverables acceptance • Archive project information
• Distribute plans to stakeholders • Close the project

ARTEFACTS ARTEFACTS ARTEFACTS ARTEFACTS

Project Initiation Request Planning Kick-off/MoM Executing Kick-off Agenda/MoM Project-End Review Agenda/MoM
Business Case Project Stakeholder Matrix Meeting Agendas/MoMs Project-End Report
Project Charter Project Handbook Change Requests » Lessons Learned
Project Logs (setup) » Roles & responsabilities Quality Review Report » Best Practices
» Management plans Project Status Report » Post Project Recommendations
» Team Charter Project Progress Report Project Acceptance Note
Project Work Plan Deliverables Acceptance Note
Outsourcing Plan
Deliverables Acceptance Plan
Transition Plan
Business Implementation Plan

MONITOR & CONTROL

• Monitor Project Performance Regularly updated Checklists

• Manage Issues and Decisions
• Control Schedule • Manage Quality Risk Log Phase-exit Review checklist
• Control Cost • Manage Deliverables Acceptance Issue Log Quality Review checklist
• Manage Stakeholders • Manage Transition Decision Log Deliverable Acceptance checklist
• Manage Requirements • Manage Business Implementation Change Log Transition checklist
• Manage Project Change • Manage Outsourcing Project Work Plan Business Implementation checklist
ACTIVITIES
ARTEFACTS

• Manage Risks Requirements Document Stakeholder checklist

 2

Project Owner (PO)

Business Manager (BM)

The AGB provides top-level
governance for all projects.

PM and coordinates the BIG.

project. Works closely with the
day-to-day management of the
The BM represents the PO in the

integrate the project deliverables

and realise the intended benefits.
for the organisation to effectively
The BIG represents the needs and
role in the functional organisation.

meet the needs of users. They also

The PO represents the business side
of the project, chairs the PSC, and is

The PO typically holds a management

Appropriate Governance Body (AGB)

interests of the users and ensures that

project specifications and deliverables
Business Implementation Group (BIG)

implement the business changes required

The PM2 Project Roles

accountable for the overall project success.

The PM Project Organisation

Project Manager (PM)

Solution Provider (SP)

Project Core Team (PCT)

Project Support Team (PST)

SP typically holds a management
role in the functional organisation.
project work and deliverables. The
Project Steering Committee (PSC)

management work and deliverables.

The SP assumes the accountability for
and drives change in the organisation.

and plays a key role in the planning and

The PSC steers the project and provides

responsibility for the project and project

the successful completion of the project.

The PM manages the project and assumes
high-level monitoring and controlling. The

The PCT produces the project deliverables

The PST consists of those roles and groups

that will support the PM during the project.
PSC signs off all key management artefacts

Project Drivers Phase Inputs and Outputs

The Project Drivers differ from phase to phase within the Project Initiation Formalises the project and captures
PM 2 project lifecycle. The Project Owner (PO) is the main Request the project concept.
driver during the initiation of the project and the Project
Business Case Captures the reasoning for the project,
Manager (PM) drives the planning phase.
provides justification and establishes
The Project Core Team (PCT) drives the execution of the the budgetary constraints.
project plan and the creation of the project deliverables
Project Charter Presents an overview scope statement
while the Project Stakeholders are designated as the main
and the high-level project requirements,
driver of the closing phase.
and management approach.

Project Handbook Presents the project management

Project Phases
objectives, the overall management
Initiating Define initial scope, create the approach and rules, and documents
Business Case and Project Charter. the roles and responsibilities.

Planning Elaborate scope, create the PM Plans and Project Work Plan Organises the work needed to achieve
assign the Project Core Team. the project scope. Includes the
Work Breakdown, the Effort & Cost
Executing Execute the plan, manage communications Estimates and the Project Schedule.
and create the project deliverables.
Project Status Present the project progress to the
Closing Transfer product ownership and report on the Reports relevant stakeholders, based on the
project’s performance (Project-End Report). performance of key project metrics.
Monitor & Monitor project variables, measure progress, Project The complete set of project
Control manage changes and identify actions to Deliverables deliverables as defined in the project
address risks and issues. plans. These are evaluated before their
final acceptance.
Phase Gates / Approvals Project-End Summarizes and documents the
RfP Ready for Planning Report project experience, the project
performance, the lessons learned
RfE Ready for Executing (successful practices or pitfalls) and
Phases, Drivers, Key Artefacts and Activities

RfC Ready for Closing any post-project recommendations.

INITIATING PLANNING EXECUTING CLOSING

ACTIVITIES ACTIVITIES ACTIVITIES ACTIVITIES

• Document the idea/need • Organise a Kick-off Meeting • Organise a Kick-off Meeting • Organise a Project-End Review
• Identify key stakeholders • 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 & • Create project reports • Get final project acceptance
• Define the project scope and project schedule
• Distribute information • Release project resources
organisation • Develop Project Plans • Ensure deliverables acceptance • Archive project information
• Distribute plans to stakeholders • Close the project

ARTEFACTS ARTEFACTS ARTEFACTS ARTEFACTS

Project Initiation Request Planning Kick-off/MoM Executing Kick-off Agenda/MoM Project-End Review Agenda/MoM
Business Case Project Stakeholder Matrix Meeting Agendas/MoMs Project-End Report
Project Charter Project Handbook Change Requests » Lessons Learned
Project Logs (setup) » Roles & responsabilities Quality Review Report » Best Practices
» Management plans Project Status Report » Post Project Recommendations
» Team Charter Project Progress Report Project Acceptance Note
Project Work Plan Deliverables Acceptance Note
Outsourcing Plan
Deliverables Acceptance Plan
Transition Plan
Business Implementation Plan

MONITOR & CONTROL

• Monitor Project Performance Regularly updated Checklists

• Manage Issues and Decisions
• Control Schedule • Manage Quality Risk Log Phase-exit Review checklist
• Control Cost • Manage Deliverables Acceptance Issue Log Quality Review checklist
• Manage Stakeholders • Manage Transition Decision Log Deliverable Acceptance checklist
• Manage Requirements • Manage Business Implementation Change Log Transition checklist
• Manage Project Change • Manage Outsourcing Project Work Plan Business Implementation checklist
ACTIVITIES
ARTEFACTS

• Manage Risks Requirements Document Stakeholder checklist

What is PM2? QUICKSTART STEPS
PM2 is a Project Management Methodology developed and 1 Define a Project Governance and create a Business Case CONTACT
supported by the European Commission. Its purpose is to enable • Define the Project Steering Committee (PSC) European Commission
• Provide the justification for the project, capture the business requirements
project teams to manage their projects effectively and deliver and establish its budgetary constraints DIGIT B4 - Management Support Services
solutions and benefits to their organisations and stakeholders. Business Case Centre of Excellence in Project Management (CoEPM2)
2 Identify Stakeholders and create the Project Charter EC-PM2@ec.europa.eu
PM2 is a light and easy to implement methodology suitable for • Define the project scope
any type of project. PM2 has been custom developed to fit the • Identify
 those Stakeholders who should contribute to the Project Charter
• C apture the high-level requirements, assumptions and constraints
specific needs, culture and constraints of EU Institutions and • Decide on a project approach, estimate required resources, costs and timing
Public Administrations, but also incorporates elements from WEBLINKS
Project Charter
globally accepted best practices, standards and methodologies. 3 Setup the Project Logs » PM2 Guide - Open Edition on EU Bookshop

M ethodology
• Setup the Risk Log, Issue Log, Decision Log and the Change Log. These logs http://europa.eu/!NG43vU
PM2 provides: will be used to document the management of Risks, Issues, Decisions and
• A Project Governance Model (i.e. roles & responsibilities) project Changes » PM2 Methodology - Open Edition wiki (EU Login)
Issue Log, Risk Log, Decision Log, Change Log
http://europa.eu/!Gu76mr
• A Project Lifecycle (i.e. project phases)
Highlights and Benefits
• A set of Processes (i.e. project management activities) 4 Start the Project Planning with a Meeting
» Open PM community on Joinup
2

• A set of Project Artefacts (i.e. templates and guidelines). • Invite all necessary participants to the planning meeting
• G o over the Project Charter and ensure a common understanding http://europa.eu/!vh96rM
• A set of Mindsets (i.e. effective beliefs and behaviours). • Communicate the next steps for the planning phase
Planning Kick-off Meeting

What is Agile PM ? 2 5 Tailor the Project Management approach

•D
 ecide which planning documents to use and how they should be tailored
Agile is an approach described by a set of principles and
•D
 efine rules, assign team responsibilities and define a conflict resolution
practices for managing projects. Agile appreciates the inherent process
Project Handbook
uncertainty of project environments and creates organisations
that are highly adaptive, use adaptive planning and short 6 Develop a Communications Management Plan
feedback loops, evolutionary development, early delivery, • I dentify all information requirements for the effective management of the
project’s communications
continuous improvement and rapid response to change.
• D ecide on the strategy, goals, frequency, format and recipients of the
communication activities
Agile PM2 both extends and Communication Plan
Funded by the
ISA 2 Programme
enhances the PM2 Methodology
7 Create the Project Work Plan Contents What is PM2?
with Agile principles and practices •B  reak down the work that needs to be done in smaller and more
1

and provides an alignment manageable pieces (Work Breakdown) 2 Quickstart Steps

between these practices and • Estimate the effort and cost for each piece of work CoEPM 2
• Establish the detailed budgetary and resource requirements European Commission
3 The PM2 Project Organisation
corporate governance, programme • Create a work schedule (identify dependencies, assign resources and dates)
management, operations, Project Work Plan
CoEPM² - Centre of Excellence in PM²
The CoEPM 2 provides the EU Institutions with a complete and high quality Project Management offering,
4 PM2 Phases, Drivers, Key Artefacts and Activities
enterprise architecture. 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.

© European Union, 2018 V 2.1.4