Based on an interview with Nicos Kourounakis, the Co-Author of the PM² Methodology, by Julián Gómez (fjuliangomez.com) Within the PM² Project Management Methodology, a very special point that can make your project successful are the PM² Mindsets. Let’s look at them from the point
At any given moment, we find ourselves operating in one of four zones. These zones are differentiated based on how comfortable we feel operating in them and on the potential benefits and risks associate with the pursuit of goals found in these spaces.
PM²-Agile Essentials Module Now on the Interoperable Europe Academy This post is based on a news item published on the EC website here. This is an introduction to the essentials of PM²-Agile, is now available as an eLearning module on the Interoperable Europe
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.
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.
In October of 2018, the PM² Guide v3 was released by DiGIT, European Commission and published on the EU Bookshop with an open-source license. This release includes an Appendix with PM² Extensions which feature a new section D2 (page A-106 to 108) with a
What is the PM² Alliance Project Canvas and how to use it? Research shows (and experience confirms) that one of the top causes of project failure is related to inadequate project definition. It is therefore essential to initiate projects properly, bringing together key
In June of 2014, Agile PM² was released by DiGIT within the European Commission and then the basic model made available through the Open PM² Guide v1 in 2016. The Agile PM² Extension was developed to help Functional and Matrix Organisations establish a
Λάζαρος Ριζόπουλος, μετάφραση από το πρωτότυπο Ήταν περίπου πριν δύο χρόνια όταν πρωτο-αντιλήφθηκα την ύπαρξη της Μεθοδολογίας PM² και συνειδητοποίησα της αξία και τη χρηστικότητά της για κάποιον ο οποίος καταπιάνεται με το αντικείμενο της διαχείρισης έργων. Η Μεθοδολογία Διαχείρισης Έργων PM² βοηθά
Regardless of the origin of a formal definition, a project is undeniably temporary, defined with the objective of creating a unique product or service (product) within certain restrictions, such as time, cost and quality. As a result, the teams involved in a project,
Non appena presentata la Metodologia PM² due anni fa, è stato facile capire il valore e l’utilità per tutti noi coinvolti nella gestione dei progetti. La metodologia PM² aiuta i team di progetto a risolvere i conflitti con gli utenti, gli stakeholder e