---
esco_uri: http://data.europa.eu/esco/skill/802e6973-3270-4cf0-86e4-a6835caf1ba6
esco_label: "project management methodology (PM\u00b2)"
relation: essential
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# project management methodology (PM²) — Project Manager

As a Project Manager familiar with PM², think of it less as *another* rigid methodology and more as a highly adaptable framework built on best practices – essentially, a 'methodology of methodologies'. Daily, this means you're not forced to choose between PRINCE2, Agile, or Waterfall; instead, PM² provides building blocks (deliverables, templates, checklists) that you tailor *to* the project’s needs. You'll be using its core principles – like a focus on benefits realization and stakeholder engagement – to guide your decisions about which techniques from other frameworks make sense. Typical tasks involve selecting appropriate deliverables from the PM² library, customizing them for your context, and integrating them into your existing tools (MS Project, Jira, etc.).

PM² shines in environments where standardization *and* flexibility are both important – common in public sector or large organizations with complex governance requirements. You'll spend time mapping project phases to PM²’s lifecycle stages (Initiation, Planning, Execution, Monitoring & Control, Closure), ensuring deliverables align with expected benefits, and documenting decisions using PM² terminology for consistent reporting across the organization. Tools aren’t dictated by PM², but leveraging its templates within your preferred software streamlines documentation and communication. A key task is demonstrating *why* you chose a particular approach – justifying deviations from 'pure' PM² based on project specifics.

The biggest pitfall? Treating PM² as another checklist exercise. It’s not about ticking boxes; it’s about applying sound project management principles thoughtfully. Another common issue is overcomplicating things - the framework is designed to be scaled, so avoid unnecessary bureaucracy. Good looks like a clearly defined benefits realization plan linked directly to deliverables, proactive stakeholder communication using PM²'s engagement guidelines, and a demonstrable ability to adapt the methodology to suit different project types and organizational cultures.

Ultimately, being competent in PM² as a Project Manager means you can confidently navigate complex projects within a structured yet flexible framework. It’s about demonstrating *informed* choice – knowing when to leverage its standardized elements and when to deviate based on practical experience and the specific needs of your project and organization. You're not just 'doing' PM², you're using it as a foundation for effective, benefit-driven project delivery.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
