Desde que tomei conhecimento da Metodologia PM², há dois anos, percebi o seu valor e utilidade para todos nós, envolvidos na gestão de projetos. A metodologia de gestão de projetos PM² ajuda as equipas de projeto a resolver problemas que os utilizadores, partes
All projects have a beginning, a middle and an end. Since they can last for a long time, it is more convenient to divide their total time-span into smaller periods of time. In the context of PM², these periods of time are called
Debt: the result of borrowing from the future to overcome the challenges of the present. As your organisation grows and evolves, you might observe that adding new services, integrating new staff, and implementing organisational changes and improvements becomes difficult and slow to implement.
As soon as I was introduced to the PM² Methodology two years ago, I realized its value and usefulness for all of us involved in project management. The PM² Project Management Methodology helps project teams solve problems that users, stakeholders, or organization face
Note: An updated version of the PfM² Methodology Guidelines and this article can be found at http://www.PfM².website. An updated Overview of the PfM² Methodology (read more here). On July 11th, 2019, the PfM² Portfolio Management Methodology guidelines were completed and delivered to the
Portfolio governance, processes, artefacts, and techniques help those involved in portfolio management optimise their management efforts and portfolio results. However, as “culture eats procedures for breakfast”, managing organisational culture and influencing people’s perspective, attitudes and perception should be of high priority when implementing
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. We (assume that we)
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. Portfolio mindsets are an
Project Governance Project governance is one of the pillars of good project management and a Critical Success Factor (CSF) for all projects, particularly for complex projects which involve multiple organisations, with different procedures and culture – which often pursue and defend their own
Projects are a means of creating value for stakeholders by producing outputs and outcomes which result in benefits of higher value than the cost of their production. To manage more effectively this value-creation process, project management best practices are applied, often packaged in
On February 1st & 2nd 2018, the European Commission and the Center of Excellence in Project Management (CoEPM²) ran their inaugural PM² Conference. The conference brought together representatives from EU Institutions, Public Administration from Member States, PM² Practitioners, Service Providers and PM² Methodology Experts to learn from