Organisation XX

Department ZZ

Project Charter

Roll-out of PM within Department ZZ

Date: 01/09/2022
Doc. Version: 1.0
Template version: 3.0.1

This template is based on PM² V3.0.1

For the latest version of this template please visit the PM² Wiki

<The PM² Methodology originated from the European Commission. Open PM² provides many guidelines
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Document Control Information
Settings Value
Document Title: Project Charter
Project Title: Roll-out of PM within Department ZZ
Document Author: Mr X
Project Owner: Head of Department
Project Manager: Not yet Assigned
Doc. Version: 1.0
Sensitivity: <Public, Limited, High>
Date: 01/09/2022

Document Approver(s) and Reviewer(s):

NOTE: All Approvers are required. Records of each approver must be maintained.
All reviewers in the list are considered required unless explicitly listed as Optional.
Name Role Action Date
Mr Y Project Owner Approved 01/09/2022

Document history:
The Document Author is authorized to make the following types of changes to the document
without requiring that the document be re-approved:
• Editorial, formatting, and spelling
• Clarification

To request a change to this document, contact the Document Author or Project Owner.
Changes to this document are summarized in the following table in reverse chronological order
(latest version first).
Revision Date Created by Short Description of Changes
1.0 01/09/2022 Mr Y First approved version.

Configuration Management: Document Location

The latest version of this controlled document is stored in U:\METHODS\PM²@DepartmentZZ

Date: 01/09/2022 2 / 23 Doc. Version: 1.0

TABLE OF CONTENTS
1 EXECUTIVE SUMMARY ........................................................................................................................ 4
2 CONSIDERATIONS ON THE BUSINESS CASE ......................................................................................... 4
3 PROJECT DESCRIPTION ........................................................................................................................ 6
3.1 Scope ................................................................................................................................................ 6
3.1.1 Includes ("IN" Scope) ................................................................................................................. 6
3.1.2 Excludes ("OUT" Scope) ............................................................................................................. 6
3.1.3 Scope Statement ........................................................................................................................ 6
3.2 Success Criteria ................................................................................................................................. 6
3.3 Stakeholder and User Needs ............................................................................................................ 6
3.4 Deliverables ...................................................................................................................................... 7
3.5 Features ............................................................................................................................................ 9
3.6 Constraints ...................................................................................................................................... 10
3.7 Assumptions ................................................................................................................................... 10
3.8 Risks ................................................................................................................................................ 10
4 COST, TIMING AND RESOURCES ........................................................................................................ 13
4.1 Cost ................................................................................................................................................. 13
4.2 Timing and Milestones.................................................................................................................... 17
4.3 Planned Resources .......................................................................................................................... 18
5 APPROACH ........................................................................................................................................ 19
5.1 Methodology .................................................................................................................................. 19
5.2 Change Management ..................................................................................................................... 19
5.2.1 Project Change ......................................................................................................................... 19
5.2.2 Configuration Management ..................................................................................................... 19
5.2.3 Organisational Change ............................................................................................................. 20
6 GOVERNANCE AND STAKEHOLDERS .................................................................................................. 21
6.1 Structure ......................................................................................................................................... 21
6.2 Roles and Responsibilities............................................................................................................... 21
6.3 Other Stakeholders ......................................................................................................................... 21
APPENDIX 1: REFERENCES AND RELATED DOCUMENTS .......................................................................... 23

Date: 01/09/2022 3 / 23 Doc. Version: 1.0

1 EXECUTIVE SUMMARY
The adoption of PM2 in the Department will increase the maturity of project management
within the Department and respond to identified issues such as unsuccessful projects, waste of
resources, lack of control of outsourced projects and poor quality of deliveries. The current
situation has already impacted the image and reputation of the Department by external
entities and the achievement of Organisational objectives for the running program.
A new program is starting in the beginning of 202X + 1 year and it is urgent to change the
current situation, in order to achieve the objectives from 202X+1 to 202Y in our domain.
The chosen solution (adoption of the PM² methodology) is the recommended project
management methodology of many public as well as private sectors aligned with the
rationalisation exercise.
Concluding, the adoption of the PM² methodology is the solution that gives the greater
outcomes with a smaller budget and it is aligned with the corporate Decision for managing
projects Organisational wide.

2 CONSIDERATIONS ON THE BUSINESS CASE

Ad-hoc approaches for managing several projects within the Department cause
miscommunication, lack of stakeholder engagement, inefficiencies, duplication of work, poor
planning and controlling of project work within the Department, as well as with contractors.
This (often) leads to frustration, cost and schedule overruns, low quality of deliverables,
increased risk of project failure, unsatisfied stakeholders/users and disputes with contractors.
An improved maturity of project management within the Department is urgent because a
significant number of projects failed, are substantially delayed or exceed the planned budgets.
Additionally, a new program is starting in the beginning of 202X + 1 year and will request that
the project management methodology is operational and well understood on the 1st of January
202X + 1 year.
The selected alternative to implement the solution is the adoption of PM2 in the Department,
as it is already a methodology tailored to both public and private sector needs and complying
with specific standards. Moreover, PM2 is a Project Management Methodology developed and
centrally supported by the CoEPM2 with a full training and certification programme available.
Considering this, competences are available in-house and costs will be lower than
implementing other established standard such as PRINCE2 or PMI/PMBOK.
This project is in-line with the CTI decision of January 2011 (PM² is the recommended project
management methodology for all IT projects) and with the Organisation policy that encourages
project improvement in all Department.
The outcomes that can be expected from this project are:
• Increased project productivity (ability to cover more projects in the new program);
• Improved quality of project deliverables, so policy objectives are achieved more
effectively;
• Improved project stakeholder engagement (Business Managers and Project Owners
are deeply involved from the beginning of the project and Senior Management is
regularly monitoring projects performance and benefits);
• Increased successful projects within Department, by improved monitoring, control and
reporting on projects. Projects monitoring and control will be also performed by the
Project support Office and by the Department Project Management Office, so different
entities will perform quality assurance activities (e.g. phase-exit reviews) in order to
increase the probability of projects success;

Date: 01/09/2022 4 / 23 Doc. Version: 1.0

• Maximization of investments value by better visibility of project needs, benefits,
impact, synergies, costs and risks by the Senior Management. PM2 will enable projects
within Department to effectively follow Organisation governance project approval
process, as it makes project management processes standard and mandatory;
• Improved control of outsourcing activities and increased quality of contractors'
deliverables. PM2 provides artefacts to control outsourcing activities and processes to
lead to deliverables acceptance in an effectively way.
• A common project management language that will facilitate the management of
projects within several Department or Organisations.
• Improved image of the Department and Organisation by achieving to greater projects'
results.

It must be noted that most of the benefits are obtained on medium and long term and can be
only correctly validated after project closure. Despite this, the estimation of the benefits
comprises no need of further resources to manage the new program, reduction of the costs on
outsourced contracts and ability to cover more projects within the budget and to achieve more
outcomes.

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3 PROJECT DESCRIPTION
3.1 Scope

3.1.1 Includes ("IN" Scope)

The rolling-out of the project management methodology (PM2) in the Department for all new
and running projects (started from July 202X) includes:
• Tailoring the PM2 methodology to Department needs;
• Executing a pilot project to identify any issues;
• Creating a wiki and a central project repository;
• Creating a Project Support Team;
• Defining and implementing a complete roadmap for organisational change;
• Providing training to all Unit staff.
3.1.2 Excludes ("OUT" Scope)
The envisaged solution WILL NOT COVER the implementation of a Project Management
Information System to support the PM2 methodology. This can be foreseen in a next phase,
but not included in the scope of this project. Also, the support and training on the PM2
methodology to the Organisation Project Management Office and to other Departments are
not covered by this project.
3.1.3 Scope Statement
Rolling-out of the Project Management Methodology (PM2) in the Department for all new and
running projects, including training staff involved in projects and creation of a project
management governance structure and tools (i.e. Project Support Team, project repository
and Department Wiki).
3.2 Success Criteria

• Core set of project management templates are used by 90% of the projects within the
Department (measured at the end of the project).
• All closed projects are archived in the Project Repository.
• The Project support Office is capable of supporting all the staff requests.
• The Department Wiki is available 90% of the time and the templates available are up to
date.
• Project management templates (i.e. Business Case, Project Charter, Project Progress
Report and Project-End Report) are approved by the Organisation Governance Bodies.
• All existing procedures and templates for contractors are reviewed, updated and agreed
with the Procurement Unit.
• 90% of Project Managers and 50% of staff involved in projects are trained in PM².
• 70% of the Project Managers are project management certified in PM².

3.3 Stakeholder and User Needs

ID Need Description Priority

1 Department staff (particularly the Head of Department) Very High
demands an improved maturity of project management
in the Department (quality of project outputs,
effectiveness and efficiency of project work and project
management processes).
2 Senior Management demands improved projects Very High

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 monitoring and reporting in order to make more
informed and rational decisions on investments. Head of
Department find it hard to collect information for
reporting and the current Department 's performance is
below objectives.
3 Business Managers cannot get the expected results Very High
from Outsourcers. An improved management of
contractors will have a substantial positive effect on the
projects' cost and on the quality of contractor’s
deliverables.
Additionally, ad-hoc project management approaches
are not compliant with the processes and requirements
of the Procurement Unit.
4 A new program is starting in the beginning of 202X + 1 Very High
year and the budget is very tight for the expected
number of projects. This new program will oblige the
consolidation and reporting of information to external
entities and to other Organisations so a unique
methodology will reduce the FTEs to perform the
reporting process.
5 Projects that are covering different teams need to share High
the same project management approach.
6 Projects are not following Organisation’s governance High
process.
7 The Internal Audit Services identified non conformities Very High
in the last audit, stating that the use of ad-hoc project
management approaches could lead to situations of
fraud in the granting process.
8 The Project Management Office of the Organisation is High
demanding the use of a standard methodology, in order
to be able to monitor and control projects from
Department.

3.4 Deliverables

ID Deliverable Name Deliverable Description

1 Tailoring of PM² to the This deliverable will include the following sub-
Department's needs deliverables:
• PM2 processes, guidelines, artefacts and
governance model tailored to Organisation
needs;
• Project management artefacts for monitoring
Department’s outsourced projects;
• Project management artefacts for reporting to
external entities;
• Reviewed Department roles and
responsibilities.
2 Department Wiki Creation of a Wiki for to make all PM2 processes,
guidelines, artefacts and governance model

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ID Deliverable Name Deliverable Description
available.
3 Central Project Repository Creation of a Project Repository for all projects
within the Department. This repository will follow
a defined configuration management process,
aligned with the document and configuration
management procedures already in place in the
Organisation. The Project Repository will include a
Lessons Learned repository.
4 Set-up of a Project Support Office The Project Support Office will be managed by an
Official and the tasks will be performed by an
Consultants. The main tasks of this team are:
• Advice staff on PM2 methodology and provide
guidance on administrative services related to
project management;
• Monitoring projects performance and produce
consolidated reporting to the Head of
Department;
• Review the reporting to external entities, in
order to guarantee the quality of the
deliverables;
• Manage the content of the wiki, including
updating the artefacts templates for
continuous improvement;
• Guarantee the correct application of the
configuration management process in the
Project Repository;
• Be the first level support for PM2 methodology
and centralise the contact to CoEPM2 team
(second level support);
• Perform reviews of projects within the
Department, in terms of verifying the
compliance with the project management
methodology and corporate processes.
5 PM² Transition Management This deliverable will include the following sub-
deliverables:
• Definition of the roadmap and procedures for
all running and new projects;
• Execution of a pilot project and follow-up of
the entire lifecycle of the project;
• Follow-up of running projects transition;
• Execution of a Workshop.
6 PM² Business Implementation This deliverable will include the following sub-
deliverables:
• Production of the Communication material;
• Execution of internal awareness sessions;
• Coordination of the training program;
• Communication/interaction with external

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ID Deliverable Name Deliverable Description
entities;
• Project support Office activities.
7 Training This deliverable will be part of the business
implementation plan and includes the following
sub-deliverables:
• Training of all Project Managers, Business
Managers and Project Core Team members
(total of 20 people) to the level of PM2
Certification Level 1 - PM2 Certified;
• Training of 5 Project Managers to the level of
PM2 Practitioner;
• Training of Head of Department and the
Deputy of the Head of Department through
the PM2 for Management path.
3.5 Features

Related Features Deliverable(s)

Need
1 PM2 processes, guidelines, artefacts and governance • Tailoring of PM² to
model tailored to Organisation needs for managing Department's needs
the entire projects lifecycle.
• Department Wiki
Wiki for making available all PM2 processes,
• Central Project
guidelines, artefacts and governance model to
Repository
Department staff.
Project and Lessons Learned Repository for all • Set-up of a Project
projects within the Department. Support Team

PM2 first level support. • PM² Business

Implementation
Implementation of the Department organisational
change through: awareness sessions, training, • Training
communication to external entities and production of
communication material.
2 PM2 artefacts and processes for monitoring, control • Tailoring of PM² to
and report on project performance. Department's needs
Tailored PM2 artefacts and processes for reporting to • Set-up of a Project
external entities. Support Team
Project Support Team: consolidated reporting to the • PM² Business
Head of Department, perform reviews of projects Implementation
within the Department and review the reporting to
external entities. • Training

Awareness sessions.
PM2 training courses for Management.
3 PM2 artefacts for monitoring Department's • Tailoring of PM² to
outsourced projects. Department's needs
Awareness session for Contractors. • PM² Business
Implementation
4 PM2 processes, guidelines, artefacts and governance • Tailoring of PM² to
model tailored to Organisation needs for managing

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 the entire projects lifecycle. Department's needs
Tailored PM2 artefacts and processes for reporting to
external entities.
Project Support Team: consolidated reporting to the
Head of Department, performs reviews of projects
within the Department and reviews the reporting to
external entities.
5, 6, 7 PM2 processes, guidelines, artefacts and governance • Tailoring of PM² to
and 8 model tailored to Organisation specificities for Department's needs
managing the entire projects lifecycle.

3.6 Constraints

• Limited support available from PM2 experienced Organisation experts.

• Limited availability of the Department staff and Senior Management for trainings,
awareness sessions and workshops, due to a busy agenda.
• The methodology must be delivered by the end of the year (31st December 202X).
• Projects within Department should not be impacted more than 2% on project schedule, in
result of the new methodology.
• Availability of the Management of the Organisation Procurement Unit for the alignment of
project controls while working with contractors.
• Large tailoring of the chosen project management methodology is only foreseen for
exceptional situations.
3.7 Assumptions

• No major changes on the chosen project management methodology during project

duration.
• Coaching and support will be available from the Organisation to Department's staff
throughout the duration of the PM2 Adoption.
• Sufficient training options available within the Organisation PM2 training calendar.
• Buy-in from Department and Organisation Senior Management (recognition of the need
for a project management methodology).
• Willingness and availability of Senior Management for a high-level awareness and training
session.
• Training room and training material availability for the selected project management
method.
• The project will receive appropriate resources (financial and Human Resources).
3.8 Risks
ID Risk Status Risk Action
Risk Owner
Likelihood 1

Risk Level 3

Description & Respons Details

Impact 2

Details e
Strategy
4

1 Resistance to Approved 2 4 8 PO Reduce The project is planning 3 actions

change that related to this risk:
will result on 1. One awareness session at the
Project beginning of the executing
Managers not phase and one workshop before

1
A numeric value denoting the relative probability that the risk should occur.
2 A numeric value denoting the relative severity of the impact of the risk if it should occur.
3 The risk level is the product of the likelihood and impact (RL=L*I).
4 The possible risk response strategies are: Avoid/ Transfer or Share/ Reduce / Accept.

Date: 01/09/2022 10 / 23 Doc. Version: 1.0

 ID Risk Status Risk Action

Risk Owner
Likelihood 1

Risk Level 3
Description & Respons Details

Impact 2
Details e
Strategy
4

following the PM2 becomes officially

methodology. operational, for collecting issues
and recommendations from the
transition experience.
2. Training sessions for PMs that
will enable them to follow the
methodology.
3. Project Support Team: will
support PMs in the use of the
methodology and act as a
facilitator to the change
process.
2 The chosen Approved 2 5 10 PO Reduce Performance of a Pilot project to
methodology verify adequacy of the methodology
is not fitting to the Department's projects. This
Department pilot will be an internal project that
needs and will start in March until May 201X.
major Regular follow-up will guarantee
tailoring is that issues are timely identified and
needed, acted-upon.
impacting the
delivery date.
3 A new release Waiting for 4 4 16 PO Reduce Meeting with Organisation PM2
of the chosen Approval team to identify the planning for
project next releases or updates and only
management high level tailoring is allowed.
methodology
is delivered
during project
lifecycle,
resulting into
two
situations:
adapting to
the new
release or use
an outdated
version.
4 Significant Approved 3 4 12 PO Reduce Project Support Office: will support
delays on PMs in the use of the methodology
schedule for and act as a facilitator to the change
some projects process. Additionally, this Office will
within monitor projects and recommend
Department, actions to the PSC.
during
implementati
on.
5 Decrease in Approved 3 3 6 PO Accept This impact is expected and a delay
productivity is already foreseen (less than 2% on
due to schedule).
learning curve
effects that
will impact
projects'
schedules.

Date: 01/09/2022 11 / 23 Doc. Version: 1.0

 ID Risk Status Risk Action

Risk Owner
Likelihood 1

Risk Level 3
Description & Respons Details

Impact 2
Details e
Strategy
4

6 Lack of Approved 2 4 8 PO Reduce The project is planning awareness

support from sessions, workshops and training
key- sessions to involve all the
stakeholders stakeholders. Additionally,
that will result communication material will be
on limited delivered to support the change.
adherence to Moreover, a Project support Office
the new will follow the adherence to the
methodology. methodology and identify any issue
if occurs.
Other Departments, organisations,
contractors and external entities will
be involved in working groups,
awareness sessions and tailored
communications.
7 Unavailability Investigati PO
of courses for ng
the selected
project
management
method (fully
booked) that
will delay
training
activity.
8 Delays on Approved 3 4 12 PO Reduce For the running projects, meetings
contractors' with Contractors will be planned to
projects present the methodology and agree
caused by the on the expected outputs.
mismatch of
the For all projects, each Contractor will
methodology be able to attend an awareness
with the session.
project
management
approach of
contractors.
9 Lack of Approved 1 4 4 PO Accept The likelihood for this risk is very
support from low. Additionally, the project plans
other the creation of a Working Group to
organisation align objectives and requirements.
Departments, Awareness sessions will be also
such as delivered.
Procurement
Unit.
10 Lack of Approved 2 5 10 PO Reduce As the Project Core Team is already
available working in the Department with an
budget caused allocated budget line, this risk is
by delays in unlikely to happen.
yearly budget
approval.
11 Unavailability Approved 1 5 5 PO Accept This risk is unlikely to happen, as the
of resources project will be supported by the
with the Organisation PM2 Team and a
necessary training program is foreseen for the
skills. Project Core Team (PM2 Practitioner

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 ID Risk Status Risk Action

Risk Owner
Likelihood 1

Risk Level 3
Description & Respons Details

Impact 2
Details e
Strategy
4

certified).

4 COST, TIMING AND RESOURCES

4.1 Cost
This project will be mainly executed by 2 Staff (0.5 FTE) and 2 Consultants in the first year and
maintained by 1 Consultant and 0.2 FTEs of an Staff, from the Department. Support/coaching
will be performed by Organisation during the project. The cost of the PM2 courses is supported
by HR, if delivered by DTS. So, the estimated training cost is only including the cost of the
certification exams (6K€). The PM2 Team will perform the 2 awareness sessions and give
coaching throughout the project.
The budget lines that will be used for this project are XX 01 02 11 04 and XX 01 02 11 06. The
project will have an estimated total cost of 39 K€ + 0.7 FTE for 202X and a TCO of 105 K€ + 1.5
FTE.

Date: 01/09/2022 13 / 23 Doc. Version: 1.0

 Roll-out of PM within Department ZZ Project Charter

Date: 01/09/2022 14 / 23 Doc. Version: 1.0

 Roll-out of PM within Department ZZ Project Charter

202X 202(X+1) 202(X+2) 202(X+3) 202(X+4) Total cost of ownership

Expenditure Budget Amount 5 Budget Amount Budget Amount Budget Amount Budget Amount € FTE
Line Line Line Line Line
XX 01 33 K€
Solution
02 11 33 K€ 0.3 FTE
Development 6 (k€) 0.3 FTE
04
XX 01 16.5 K€ XX 01 16.5 K€ 16.5 K€ 16.5 K€
Solution XX 01 02 XX 01 02
02 11 02 11 66 K€ 0.8 FTE
Maintenance 7 (k€) 0.2 FTE 0.2 FTE 11 04 0.2 FTE 11 04 0.2 FTE
04 04
XX 01
Support (k€)
8
02 11 0.2 FTE 0.2 FTE
04
XX 01
Training 9 (k€) 02 11 6 K€ 6 K€
06
XX 01
Business
02 11 0.2 FTE 0.2 FTE
implementation(k€)
04
Total per year (k€) 39 K€ 16.5 K€ 16.5 K€ 16.5 K€ 16.5 K€ 105 K€

Total per year FTE

0.7 FTE 0.2 FTE 0.2 FTE 0.2 FTE 0.2 FTE 1.5 FTE
officials 10

Note: in this project, the total FTE per year represents the time spent by Staff or other Resources that are not directly a euro cost to the project. In 202X, there is also
the effort of the PM² Team (Support) represented on the budget.

5 If you cannot provide an amount, provide at least a qualitative statement (e.g. 20 days of training, 2 laptops, etc.)
6 Development: provide the total (anticipated) cost (human resources) for the development of the solution
7 Maintenance: provide the total (anticipated) cost (human resources) in K€ per year to maintain the solution
8 Support: provide the total (anticipated) cost (human resources) in K€ per year to support the solution (e.g. website, helpdesk, operations, etc.)
9 Training: provide the total (anticipated) cost (human resources) to ensure the training of the users, the support and operations staff, etc.
10 Total FTE officials: provide the total (anticipated) effort that will be spent by Commission officials on the project (in man-weeks, man-months or man-years).

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Date: 01/09/2022 16 / 23 Doc. Version: 1.0
4.2 Timing and Milestones

Target Delivery
ID Milestone Description
Date

Initiating Phase 22 February 202X

Definition of the context, impact and outcomes of the envisaged

1 18 January 202X
solution

2 Business Case approved 01 February 202X

3 Project Charter approved 22 February 202X

Planning Phase 15 March 202X

4 Project planning artefacts approved 15 March 202X

Executing Phase 5 July 202X

Identification of the gap between "As is" and "To be" and creation
5 15 March 202X
of a working group for interaction with other Units

6 Executing Kick-off Awareness Session 15 March 202X

7 Communication material delivered 15 April 202X

Approval of the tailored PM² Methodology by the Organisation

8 16 April 202X
Project Management Board

9 Approval of the Transition Roadmap and Procedures 16 April 202X

10 Creation of the Department's PM2 Wiki and project repository 23 April 202X

11 Project support Office officially operational 29 April 202X

12 Training completed 07 May 202X

13 Awareness Sessions completed 10 May 202X

14 Execution of the pilot completed 26 June 202X

15 Follow-up of running projects transition completed 02 July 202X

16 Workshop performed 05 July 202X

17 Formal deliverables acceptance 05 July 202X

Closing Phase 12 July 202X

18 Project Final Acceptance 11 July 202X

19 Project closed 12 July 202X

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4.3 Planned Resources

ID Resource Requirement Description

This resource will act as the Project Manager of

this project. The effort for this project will be 0.3
1 1 Project Manager from Department ZZ
FTE. Ideally, the Project Manager will be a Head
of Sector.

This resource will manage the business

implementation, including awareness sessions,
training, communication material, and the
2 1 Business Manager from Department ZZ relation with contractors, external entities and
other Department / Organisations. Ideally, the
Business Manager will be a Head of Sector. The
effort for this project will be 0.2 FTE

2 Consultant that are currently working as

2 Resources with Project Manager profile from Project Managers and have the necessary skills
3
Department ZZ to execute the project (already familiar with the
PM2 methodology).

The requested training sessions are available

through Syslog and training is managed by DTS.
4 1 PM2 Trainer
So, this resource is available via the training
services.

Two PM2 Experts to follow the project and give

5 2 PM Experts
2
support when requested (number of hours
agreed for each activity).

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5 APPROACH
5.1 Methodology
This project will follow the PM2 Methodology for all project activities.
5.2 Change Management
The change management, configuration management and organisational change for this
process will follow the PM2 Methodology.
5.2.1 Project Change
The change management process for this project is a five-step process and falls under the
responsibilities of the Project Manager who should execute the process when required
throughout the project lifecycle:
• Change Identification:
A request for a change can be submitted formally via a Change Request Form, or can
be identified and raised during meetings as a result of decisions, issues or risks. All
changes are registered in the Change Log.
• Change Assessment and Action Recommendation:
The evaluation of a project change will be documented by the Project Manager in the
Change Log, which is then used as an input to the formal change approval by the
appropriate decision makers (via a Change Request Form).
• Change Approval:
The approval of a project change will follow the escalation process for this project,
detailed in the Project Handbook.
For changes which do not have significant impact on delivery time and budget, the
changes can be approved during the Project Follow-up Meetings. Other changes (with
High and very High Size) must be approved by the Project Steering Committee (PSC).
• Change Implementation:
The activities related to the implementation of changes and their status will be
documented in the Project Work Plan.
• Change Control:
New or open changes will be identified/reassessed weekly during the Project Follow-
up Meetings and the Project Manager will then update the Change Log with the results
of the analysis/review. For the Medium, High and very High Size changes, the Project
Manager will report on a monthly basis their status to the Project Steering Committee
(PSC) and, when adequate, to other project stakeholders
5.2.2 Configuration Management
The project configuration management procedure will be used to manage deliverables
effectively and to provide a single reliable reference to them, ensuring that the correct
versions are delivered to the Project Owner.
This project will use the following file naming convention:
Files: (XX).(DocumentName).(ProjectName).(dd-mm-yyyy).v(x.x)
Project email subject tag: (ProjectName), (Topic), (type of communication, e.g. for approval,
for information, for review, for action), (FreeText – if needed).
The location of the approved versions of project artefacts and deliverables is in:
U:\METHODS\PM²@DepartmentZZ\Deliverables

Date: 01/09/2022 19 / 23 Doc. Version: 1.0

U:\METHODS\PM²@DepartmentZZ\Project Artefacts
For this project, the Project Manager (PM) will structure the project management artefacts per
PM2 phase, following the below folder convention:
• 01 Initiating
• 02 Planning
• 03 Executing
• 04 Monitor & Control
• 05 Closing
5.2.3 Organisational Change
The organisational change process will be documented in the Business Implementation Plan,
by the Business Manager. This artefact will identify the approach and planning related to the
following activities: awareness sessions, training, workshop, communication material, and the
interactions with vendors, external entities and other Department/Organisation.

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6 GOVERNANCE AND STAKEHOLDERS
6.1 Structure
This project will follow the Standard PM2 project structure.

6.2 Roles and Responsibilities

This project will follow the Standard PM2 Roles and Responsibilities and there are no
deviations from the Standard Roles, except for the Project Support Team, which will be
created as an output of this project. The main roles of this Team will be:
• Advice Department staff on PM2 methodology and provide guidance on administrative
services related to project management;
• Monitoring projects performance and produce consolidated reporting to the Head of
Department;
• Review the reporting to external entities, in order to guarantee the quality of the
deliverables;
• Manage the content of the wiki, including updating the artefacts templates for
continuous improvement;
• Guarantee the correct application of the configuration management process in the
Project Repository;
• Be the first level support for PM2 methodology and centralise the contact to
Organisation PM2 team (second level support);
• Perform reviews of projects within the Department, in terms of verifying the
compliance with the project management methodology and corporate processes.
6.3 Other Stakeholders
The other relevant stakeholders identified for this project are:
• Contractors: they will have to apply the PM2 artefacts;

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 • External entities: these entities will receive an improved report format for the
monthly reporting;
• Procurement Unit: PM2 artefacts have to be aligned with the procurement process
already in place in the Organisation;
• Organisation Project Management Office: this Office will receive regular reporting on
projects' performance;
• Organisation Governance Bodies: these Bodies will have to approve the Business
Case, Project Charter, Project Progress Report and Project-End Report templates.

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APPENDIX 1: REFERENCES AND RELATED DOCUMENTS
<Use this section to reference (or append if needed in a separate annex) any relevant or additional
information. Specify each reference or related document by title, version (if applicable), date, and source
(e.g. the location of the document or the publishing organisation).>

ID Reference or Related Document Source or Link/Location

1 <Example of a related document> <Example of a location>
<02.Business_Case.[Link]-mm- < U:\ PROJECTS\ProjectX \Documents\>
[Link]>

2 Project folder <Insert project folder location.>

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