Navegation

1 Introduction
2 EU-funding Programs and Projects
3 Overview
4 Governance and Project Organisation
5 Initiating Phase – Activities and Artefacts
6 Planning Phase – Activities and Artefacts
7 Executing Phase – Activities and Artefacts
8 Closing Phase – Activities and Artefacts
Post-closing obligations
9 Monitoring and Control – Activities and Artefacts
Appendixes

Appendix B: Practices and standards in Project Design and Management

The design of EU projects refers to the process of structuring, and organizing initiatives or projects that are funded by the European Union. EU project design is the systematic and strategic process of conceptualizing and creating a project proposal or plan that aligns with the objectives, priorities, and guidelines set by the European Union. The design is a critical step in the lifecycle of an EU project, as it sets the foundation for the project's successful implementation, management, and evaluation. A well-designed project proposal is more likely to secure EU funding and effectively contribute to the EU's objectives and priorities. From a methodological perspective, several project design methodologies have been developed to better serve this goal. Among the most known:

The Logical Framework Approach (LFA) is a de facto standard for project design in many fields of activity since the 1960s. It is very frequently used in conjunction with the Project Cycle Management (PCM). The purpose of the LFA is to gain a deep understanding of the context and initial conditions and systematize and structure the information in a standardize way (the Logical Framework Matrix - LFM). Indeed, the European Commission generally requires the development of a Logical Framework Matrix (LFM) as part of its project formulation procedures especially for external assistance projects. (See details in Appendix D)
The Goal Oriented Project Planning (GOPP) is a project design methodology that is often used in the context of international development projects, particularly by organizations such as the United Nations and other development agencies. It is a structured approach to project planning that emphasizes the achievement of specific goals and objectives.
The Value Chain methodology. While the Value Chain framework was originally developed for business analysis, it can be adapted to various contexts, including project design. In the context of design projects, the "value chain" can be thought of as the sequence of activities that lead to the creation of a successful design. Start by identifying the key components of your design project's value chain. These might include research, ideation, concept development, prototyping, testing, and finalization.

There are numerous definitions for Project Management, but it is generally acknowledged that it refers at the same time to two different concepts:

The wide array of activities that are used to support and accompany the planning, configuring, organizing, leading, monitoring, and deciding over the resources and work that are necessary to set in motion to generate deliverables and achieve project objectives in an effective and efficient manner.
The professional discipline that is derived from the practice and mastering of those activities, derived from the different methods, approaches, standards, and internationally recognised practises that co-exist.

The concept of Project Management emerged in the 1950s linked to the increasing complexity and diversity of projects. New solutions were necessary to face new problems, requirements, and challenges derived from the increased complexity and diversity. In parallel with the development of those new solutions, the first Project Management associations were created to develop standards, certification schemes, and professional education and training programmes to systematize this professional practice.

Project Management is nowadays a professional field on its own account that is continuously growing and evolving because of the increased role of projects in all areas of human activity. Appendix E provides further insight on the way Project Management has evolved and it is currently conformed.

The growth and evolution of Project Management practice has been gathered and reflected in “bodies of knowledge” by Project Management Associations to guide the professionalization of Project Management. These bodies of knowledge focus on methodological approaches that facilitate the definition, design, planning, organizing, and implementation of a project to its completion. The main internationally recognised practices are the following:

International Project Management Association (IPMA): It emerged in Europe in 1965 and provides a Project Management standard based on competencies, the IPMA Individual Competence Baseline (IPMA-ICB®), which is currently in its 4th edition.
Project Management Institute (PMI): It was established in the United States of America in 1969 and initially provided for a process-oriented model for its own standard, that has recently evolved (2022) into a principle-based standard in its 7th edition.
Projects in Controlled Environments (PRINCE2®): It was initially sponsored in the United Kingdom by the British Association of Project Management (APM) and released in 1996, following a method-oriented approach.
International Standards Organisation: In 2012 the ISO released its Guidance on Project Management (ISO21500:2012) with a process-oriented model. In 2020, ISO released a new technical norm on Project Management (ISO21502:2020) that replaced the old one, based on project management practices.
PM² Project Management Methodology (PM²): Developed and released by the European Commission in 2016 as an Open Edition, it incorporates elements from all the above-mentioned practices, together with the operational experience from EU institutions.

The PM² Methodology Guide v3.1 mentions explicitly the importance for Project Managers and other key project roles, to develop Project Management Competencies in line with the IPMA-ICB® standard. These competencies are, essentially, the application of combined knowledge, skills, and abilities across three key areas: Perspective, Practice, and People, to contribute to project success.

Although project design and project management appear to be two different disciplines, these are two separate but complementary crucial aspects of any project. Project design is essential to define the project´s goals, deliverables and tasks that are logically intertwined to achieve project success. On the other hand, project management is essential to define the resources and plans that will keep the project on track throughout the whole project lifecycle. These two disciplines must work together and must make use of complementary methodologies. EUPM2 Guide integrates the Logical Framework Approach with the PM² Project Management Methodology, providing a comprehensive approach to managing EU-funded projects, from a robust design by means of the LFA to a solid methodological approach to project management by means of PM². This ensures that the projects are not only well-designed but also well-managed, based on European Commission´s own methods, increasing the likelihood of their success.

Appendix A: Contributions and Acknowledgements

Appendix C: Tailoring rationale and guidelines