The PM² Project Lifecycle: Four Phases, Three Gates and Continuous Control

Eighth article in the “Learning PM² Through a Project” series

A project does not move from an idea to release through one single plan. It needs distinct moments in which the questions, decisions, artefacts and level of detail change.

PM² organises this journey into:

1. Initiating;
2. Planning;
3. Executing;
4. Closing.

The four phases are sequential and non-overlapping. The Monitor & Control process spans all of them: it observes reality, compares it with approved objectives and triggers corrections where necessary.

Phases answer “where are we in the project?”. Monitor & Control answers “are we progressing as agreed?”.

The Overall Map

In Annotatio’s Smart Bookings project, the journey is clear:

• first, confirm that the problem is real and the investment makes sense;
• then, define how to build and introduce the feature in detail;
• next, develop, test, release and support adoption;
• finally, close the project, assess results and capture lessons learned.

Initiating: From Idea to Justified Proposal

The Initiating Phase turns an idea or need into a high-level, justified project definition.

There is no need yet to plan every activity. Instead, the project must clarify:

• which problem, need or opportunity it addresses;
• which outcomes and benefits are expected;
• its high-level objectives, scope and deliverables;
• the value the investment may create;
• its main constraints, risks and assumptions;
• a reasonable preliminary roadmap and budget;
• the governance and management approach that will be required.

Key Artefacts

Typical artefacts include:

• Project Initiation Request: captures the idea and context;
• Business Case: justifies the investment and clarifies objectives and benefits;
• Project Charter: defines the project at high level, including deliverables, budget, roadmap and initial governance.

In the Smart Bookings Project

Annotatio finds that gyms manage bookings and waiting lists through messages and manual spreadsheets. The Business Case compares costs, expected value, risks and alternatives. The Project Charter defines the objective: reduce manual work and empty places through bookings, waiting lists and notifications.

The RfP Gate – Ready for Planning

At the end of Initiating, the Ready for Planning Gate checks that sufficient justification, understandable objectives, sponsorship, initial resources and a mandate to invest in detailed planning exist.

RfP does not automatically approve full execution. It authorises better planning.

Planning: From Intent to a Controllable Plan

The Planning Phase defines how the project will be organised, delivered, monitored and introduced into the business.

Here the project moves from plausibility to concrete readiness. Main activities include:

• developing the Project Handbook, the management approach and operational governance;
• defining scope, work packages, activities, dependencies and deliverables;
• preparing the Project Work Plan with schedule, resources, budget and baselines;
• detailing risks, potential issues, communications and reporting;
• planning deliverables acceptance, transition and Business Implementation;
• confirming responsibilities, decision thresholds and Monitor & Control arrangements.

Key Artefacts

• Project Handbook;
• Project Work Plan;
• initial Project Logs, such as Risk, Issue, Change, Decision, Stakeholder and Lessons Logs;
• Transition Plan and Business Implementation Plan, where required;
• acceptance and quality plans and checklists.

In the Smart Bookings Project

The team details the work for web, mobile app, backend, notifications, testing and the pilot. It defines acceptance criteria, plans gym training and establishes how adoption will be measured. It is no longer enough to say “we will release bookings”: the project needs to know who does what, when, with which dependencies, and how deviations will be addressed.

The RfE Gate – Ready for Executing

The Ready for Executing Gate checks that the plans are sufficiently mature and approved, baselines are established, and the resources and conditions for delivery are available.

RfE answers this question:

Are we ready to commit resources to delivery, knowing how we will control the project?

Executing: Producing the Solution and Making It Usable

The Executing Phase is when the project produces deliverables and carries out the activities needed for transition and adoption.

Depending on the project, it includes:

• coordinating the PCT’s work;
• development, configuration, testing and integration;
• supplier or procurement management;
• deliverables management and acceptance;
• transition and Business Implementation;
• training, communications and pilots;
• updating plans and logs in response to events and decisions.

In the Smart Bookings Project

The PCT builds the feature and verifies it works on web and mobile. The BIG prepares gyms, updates procedures and supports the pilot. User Representatives provide feedback. The PM coordinates risks, issues, changes and reporting; the BM verifies that the solution can actually be adopted.

The RfC Gate – Ready for Closing

The Ready for Closing Gate checks that deliverables have been accepted, transition and Business Implementation have been performed to the agreed level, and no material items remain that prevent closure.

It does not simply mean “the software is in production”. A project may be technically released but not ready to close if acceptance, handover, documentation, training or important decisions are still incomplete.

Closing: Formally Closing and Making Experience Reusable

The Closing Phase is not intended to “turn off the project” as soon as the last deliverable is released. It closes the project in an orderly way and ensures the organisation can use what has been produced.

Typical activities include:

• confirming completion and administrative closure;
• summarising performance against scope, time, cost and quality;
• checking transition, Business Implementation and post-project actions;
• capturing and consolidating Lessons Learned;
• making post-project recommendations;
• archiving artefacts and logs;
• producing the Project-End Report.

In the Smart Bookings Project

The team assesses whether initial objectives were achieved, records what worked and what slowed the project, hands residual responsibilities to operations and identifies actions to improve adoption over subsequent months.

Closing the project is not the end of the product lifecycle. Operational use and full benefits realisation continue beyond the project.

Monitor & Control: The Overarching Process

Monitor & Control is not a fifth phase after Executing. It is a continuous process that observes the project against baselines, objectives and agreed thresholds.

Its cycle is:

1. collect status and performance data;
2. compare them with approved plans and objectives;
3. identify deviations, risks, issues and opportunities;
4. decide corrective, preventive or adaptive actions;
5. update plans, logs and communications according to governance.

Recurring activities include managing objectives, reporting, changes, risks, issues, quality, stakeholders, acceptance, transition, business implementation and lessons learned.

A Concrete Example

During Planning, the PM discovers that notification integration requires more time than expected. Monitor & Control is already active: the estimate is compared with roadmap and budget, the risk is logged, options are assessed, and the PSC is involved if a decision beyond the PM’s authority is required.

Waiting for Executing to “control” would be too late.

Phases, Gates and Artefacts: How Not to Confuse Them

A phase contains activities and artefacts; a Gate verifies that phase objectives have been achieved; Monitor & Control operates across several phases.

Gate Discipline

A Gate should not be an automatic signature or a retrospective bureaucratic check. It is a point at which governance asks:

• have the phase objectives been achieved?
• are the assumptions still valid?
• are risks and constraints acceptable?
• do we have resources and authority to proceed?
• should we proceed, correct, postpone or stop the project?

In a small project, a Gate may be lightweight. The decision to move forward should still be visible.

Do Not Confuse

Test What You Remember

1. What are the four PM² phases?
2. Which Gate authorises the start of Executing?
3. Why is Monitor & Control not a fifth phase?
4. What is the main purpose of Closing?
5. What does RfC check?

Answers

1. Initiating, Planning, Executing and Closing.
2. RfE – Ready for Executing.
3. Because it is an overarching process that accompanies the lifecycle.
4. To formally close, assess performance, consolidate lessons and transfer residual responsibilities correctly.
5. That deliverables and required activities are complete enough for the project to enter Closing.

Flashcards

Q: Which Gate concludes Initiating?
A: RfP – Ready for Planning.

Q: Which Gate concludes Planning?
A: RfE – Ready for Executing.

Q: Which Gate concludes Executing?
A: RfC – Ready for Closing.

Q: Which phase produces the Project Work Plan?
A: Planning.

Q: Which process spans the full lifecycle?
A: Monitor & Control.

Exam-Style Question

Which statement is correct?

A. Monitor & Control is the fifth PM² phase and begins after Executing.
B. RfE authorises the transition from Initiating to Planning.
C. RfC verifies that the project can enter the Closing Phase.
D. Closing ends as soon as the final deliverable is released.

Correct answer: C. RfC means Ready for Closing. Monitor & Control is overarching; RfE follows Planning; closure requires more than releasing the final deliverable.

In the Next Article

In the next article, we will explore Initiating in depth: the Project Initiation Request, Business Case, Project Charter and the RfP decision.

Essential Sources

• European Commission, PM² Project Management Methodology Guide v3.1.
• European Commission, PM² Project Management Methodology – Highlights, 2025 Edition.