PM2

• Project Management


  The discipline of planning, organising, and managing resources to bring about the successful completion of specific project goals and objectives
• Project characteristics include;

  • Temporary endeavour undertaken to create a unique product, service, or result
  • Have a defined beginning and end
  • Consume resources (money, people, equipment)
  • Are undertaken to meet unique goals and objectives
• Project Documentation


  Documents created as part of the project management process
• Project Support Office (PSO)


  A group or department assigned to provide support, guidance, and documentation to project managers and project teams
• Programme Management


  The application of knowledge, skills, tools, and techniques to a programme to meet the programme requirements and to obtain benefits and control not available by managing projects individually
• Project Portfolio Management


  The centralized management of one or more project portfolios to achieve strategic objectives
• Projects


  Differ from operations in that they are temporary and unique, while operations are permanent and repetitive
• Project Organisation


  • Appropriate Governance Body (AGB)
  • Project Steering Committee (PSC)
  • Project Owner (PO)
  • Solution Provider (SP)
  • Business Manager (BM)
  • Project Manager (PM)
  • Business Implementation Group (BIG)
  • Project Core Team (PCT)
  • Project Support Team (PST)
• Project Management Competences


  Knowledge, skills, and behaviours required to successfully manage projects
• PM² Lifecycle


  • Initiating Phase
  • Planning Phase
  • Executing Phase
  • Closing Phase
  • Monitor & Control
• The PM² Methodology has phase gates and approvals between phases
• PM² Phase Drivers and Key Artefacts


  • Initiating: Project Initiation Request, Business Case, Project Charter
  • Planning: Project Handbook, Project Stakeholder Matrix, Project Work Plan, Outsourcing Plan, Deliverables Acceptance Plan, Transition Plan, Business Implementation Plan
  • Executing: Project Coordination, Quality Assurance, Project Reporting, Information Distribution
  • Closing: Project-End Review, Lessons Learned, Project-End Report, Administrative Closure
• PM² Project


  A project that follows the PM² Methodology
• The PM² Methodology can be tailored and customised to fit the needs of a specific project
• The PM² Methodology can be combined with Agile management practices
• Project Stakeholders


  • Appropriate Governance Body (AGB)
  • Project Steering Committee (PSC)
  • Project Owner (PO)
  • Solution Provider (SP)
  • Business Manager (BM)
  • Project Manager (PM)
  • Business Implementation Group (BIG)
  • Project Core Team (PCT)
  • Project Support Team (PST)
• Responsibility Assignment Matrix (RAM or RASCI)


  A tool used to document responsibility assignments for project activities
• Project


  Temporary endeavour which turns ideas into reality
• Reasons projects are carried out


  • Maintain current business operations
  • Transform business operations
  • Improve the way of working so the organisation can be more efficient in the future
• Reasons projects start


  • In response to a client request for a new product or service
  • In response to a market demand or opportunity for a new product or service
  • In response to a change in legislation or organisational needs
  • In response to an audit which outlines improvements that should be made
  • In response to a new product or service from a competitor
  • To make use of a new technology
  • To integrate processes in the light of the merger of two or more departments
  • To update an existing process
  • To relocate to new premises
  • To raise awareness on a topic
  • To provide a proof-of-concept
  • To migrate information to a new document management system
  • To improve an existing service
• Project outputs (deliverables)


  Products/services which introduce something new (a change)
• Project outcomes


  The change resulting from the project outputs

  
• Project benefits


  The measurable improvements resulting from the project outcomes
• Project outcomes and benefits are often realised only after the project has closed
• The term 'Impact' is also used to describe Benefits in EU funded projects
• Example of outputs, outcomes and benefits


  • Project Output: Adoption of the PM² Methodology within an organisation
  • Project Outcomes: Increased project quality, Improved visibility of project objectives, status and forecasts, Capability to have better control over contractor work and deliverables
  • Project Benefits: Project cost overruns decreased by 30%, Productivity increased by 30%
• Project Management


  The activities of planning, organising, securing, monitoring and managing the resources and work necessary to deliver specific project goals and objectives in an effective and efficient way
• The project management approach used should always be tailored to the needs of the project
• Purposes of project documentation


  • Sharpens thinking by forcing people to put vague thoughts and plans into words
  • Crystallises planning
  • Defines the project scope for approval, ensuring that all project stakeholders and project team members share the same expectations on what is to be delivered and when
  • Provides all stakeholders with a clear picture of the project requirements
  • Facilitates communication with internal and external groups
  • Provides a baseline for monitoring and controlling a project's progress
  • Provides a record of important decisions
  • Provides the information required by official audits
  • Supports organisational memory and acts as a historical reference, which can be used to increase the chances of success of future projects
• Project Support Office (PSO)


  An organisational body (or entity) that provides services, which support project management
• Services a Project Support Office (PSO) can provide


  • Offer administrative support, assistance and training to Project Managers (PMs) and other staff
  • Collect, analyse and report on project progress data and information
  • Assist with project scheduling, resource planning, coordination and Project Management Information System (PMIS) use
  • Maintain a central project repository (of Project Documents, Risks, Lessons Learned)
  • Coordinate configuration management and quality assurance activities
  • Monitor adherence to methodology guidelines and other organisational standards
  • Tailor the project management methodology to new best practices and help project teams implement the updated methodology effectively
• Programme


  A number of related projects grouped together to facilitate a level of management which allows objectives and benefits to be achieved that would have been impossible if the projects were managed individually
• Programme management is different from multi-project management (managing many projects in parallel)
• Project Portfolio


  A collection of projects, programmes and other activities, which are grouped together to allow better control over their financial and other resources and to facilitate their effective management in terms of meeting strategic objectives
• The projects or programmes in a portfolio are not necessarily inter-dependent or inter-related
• From a strategic point of view, portfolios are higher-level components than programmes and projects
• It is at the portfolio level that investment decisions are made, resources allocated, and priorities identified
• Projects


  Temporary and should have a definite start and end
• Operations


  Comprises the ongoing day-to-day activities undertaken by a permanent organisation to deliver services or products
• People often find themselves involved in so-called projects that have been going on for years, working with moving targets or a continuously expanded scope, which sometimes includes activities that should be classified as maintenance or operations