PM² Alliance Articles Library

Each of the four pillars of the PgM² Methodology encapsulates a set of best practices which help programme teams manage the tangible dimensions of programmes better. On the other hand, as the fifth element of the methodology the PgM² Mindsets become the glue that holds the PgM² pillars together. They provide a common set of beliefs and values for all PgM² practitioners.

PgM² presents an effective standalone programme management methodology. PgM² encapsulates globally accepted best practices from other methods and standards from PMI, AXELOS, IPMA, and the European Commission, as well as the contributions of a large number of experts, practitioners, and the broader open community over many years.

Programme Orientation is the degree to which an organisation is oriented towards effectively harnessing the value of Programme Management for the implementation of its strategic objectives. It reflects the organisation’s commitment to attending to the Critical Success Factors (CSFs) of programme management, as well as to developing the Programme Managers’ competence in the domain.

The PgM² Programme Canvas addresses the needs of those who are looking for an effective and efficient way to organise brainstorming sessions and document their results around programme definition and planning for further analysis and discussion.

The path to implementing organisational strategy is very often seen as straightforward: you define what the strategic objectives are, then draw a path to that outcome by setting up an implementation plan and wait for the plan to deliver.

Portfolio governance, processes, artefacts, and techniques help those involved in portfolio management optimise their management efforts and portfolio results.

PfM² presents an effective standalone portfolio management methodology. PfM² encapsulates globally accepted best practices from other methods and standards from PMI, AXELOS, IPMA, and the European Commission, as well as the contributions of a large number of experts, practitioners, and the broader open community over many years.

Advancing on an evolution journey towards higher levels of portfolio management performance involves being able to define as-is and to-be states of performance and implementing continual improvements of the organisation’s capability and capacity in portfolio management.

While governance, plans and processes help us with what we could refer to as the administrative side of portfolio management, the right Mindsets help us develop a portfolio orientation and navigate the complex reality of portfolio management within organisations.

Projects and Politics are inextricably linked which means that there is not a single organisational project in which there is not a need to actively manage Politics.

Most projects run within organisations, so they inherit existing politics (organizational and office politics) and often become a natural arena of political activities.