2 Minute Overview of PMWay
(Project / Process Management Way)

lateral thinking
Dig around this page
for deeper understanding

Unlike Business As Usual (BAU),
projects are temporary endeavors
designed to add value by creating new;
or improving the organization's existing configuration baseline/s.
(systems, infrastructure, capability maturity processes, even people skill baselines etc.)
I.e. improving the People, Process and Technology triad

Else, don't run the project!

As Capability Maturity Level 2 is all about project management expertise;
ask yourself these 5 questions:
1.  Are you tired of 'Just Do It' & 'Heroic' Project Management Chaos at Capability Maturity Level 1?

Capability Maturity Level 1 is essentially a lack of (or insufficient) project management processes and their monitoring and controls.
This problem can apply to any type of project management method.  I.e. Traditional, Agile, Extreme or etc.

The Capability Maturity Model integrated (CMMi), summarized in the image below, is a process improvement model from the Carnegie Mellon University,
a private research institution in Pittsburgh Pennsylvania, in the USA.

2.  Are your valued clients (both internal and external) frustrated with a consistent lack of delivery against schedule
(or 'post it notes [stickies]' - on your agile board), the complexity of which are confounding your project team, who can't pin TAsks (Time Asks) down to get them done and dusted?
3.  Do you experience high levels of Risk, Rework and Waste?
4.  Do you aspire for higher levels of Productivity and Quality and a Focused and Motivated Workforce?
5.  And finally, if Traditional or Agile projects under your auspices are being run at Capability Maturity Level 1,
would you have difficulty, due to a lack of governance and insufficient 'monitoring and controls,' if your projects needed to be audited?

If you answered YES to the questions above,
and want to know PMWay's solution to achieve stability at Capability Maturity Level 2+,
then the answers you have been looking for are found in the Capability Maturity model below:

These images below are the essence of PMWay Web in 5 seconds.

The Capability Maturity Model to increase Productivity and Quality

Hover your mouse over the image directly above.

Use these 5 questions below to quickly orientate yourself with the CM Model above.
(The PMBOK 6 Dashboard (also a model) expands CM Level 2) 
  1. Can you find and isolate the Requirements Management process in the CM model above?
    It is found in Level 2 (Managed) which level focuses on Project Management.
    Requirements Management (the REQM process) is the 'WHAT' that projects must deliver.

  2. Now find the Project Planning (PP) and Project Monitoring and Control (PMC) processes in the CM model above? 
    Understand that the CM model presented above is highly simplified. 
    Within the PMWay web (and the CMMi texts from Carnegie Mellon University) far more detail on this model is available. 
    However, for our purposes, and to illustrate the larger game that must be played for Quality and Productivity improvements, PMWay believes that the above model is perfect!

  3. Now can you find the PP and PMC processes on the PMBOK 6 Dashboard
    (Hint:  Because of the importance of PP and PMC, each has its own Process Group (with many processes) found at the top of the Dashboard.)
    While PP is summarized as a single entry in the CM Model above, its detailed breakdown (process steps by Knowledge Area) is conveniently made available to us via the PMBOK Dashboard. 
    Do you know, due to the importance of the Planning Process Group, 24 out of the total of 49 PMBOK 6 processes are focused specifically on planning processes!
    This means just under 50% of all PMBOK 6 processes are planning processes!

  4. Can you see that the PP and PMC processes bolster up (support / enable) Project Execution (essentially the Direct and Manage Project Work process # 4.3) on the PMBOK Dashboard?
    Now here is a really cool thing to consider:  From the PMBOK perspective, planning (the Planning Process Group) is actually a GO / No Go check list that you can use to show that you are ready to move your preliminary 'Develop Schedule' planning process into the Execution Process Group as a 'Developed Schedule' ready for baseline.
    The Capability Maturity model (which, per the model above, can install a variety of improvement processes throughout the organization) sees this (PP) and (PMC) on either side of the Do The Work process (# 4.3) as a cyclical or repeatable improvement process called: Plan, Do, Check and then Act.
    Did you know that the essence of W. Edwards Deming's (the father of the Capability Maturity Model) Red Bead Experiment and 14 Observations for Management are based on the Deming cycle or circle: Plan, Do, Check Act.

  5. Finally, can you see that Agile, with limited planning and documentation is 'Risky Business,' and as such exists at the lower level of CM 2 (or at CM 1 if projects are badly executed) and, as such, Agile Projects need to be managed with tight Risk and Issue management and extra special care for safety to ensure success.

Only if interested
Click here for a more detailed version (CMMi Dev. 3.1) of the simplified CMMi Dashboard above.
(Ctrl + or - buttons [ or Ctrl and moving the mouse wheel ] zooms this compressed poster so you can see it better.

Use this key to understand how the CMMi Dev. 3.1 dashboard above works.
Category: Logical grouping of Process Areas I.e. Project Management, Engineering, Support etc.
Process Area or PA:
A Process: is a set of activities, methods, practices, and transformations that people use to develop and maintain systems and associated products. A Process Area (there are 22 in CMMi Dev 1.3) is a cluster of related practices in an area that, when performed collectively, satisfy a set of goals considered important for making significant improvement in that area. All CMMI process areas are common to both continuous and staged representations. In the staged representation, process areas are organized by maturity levels.
ML or Maturity level:
Degree of process improvement across a predefined set of process areas in which all goals within the set are attained.
SG or Specific Goal:
SG's apply to a process area and address the unique characteristics that describe what must be implemented to satisfy the process area. Specific goals are required model components and are used in appraisals to help determine whether a process area is satisfied.
SP or Specific Practice:
SP's are an activity that is considered important in achieving the associated specific goal. The specific practices describe the activities expected to result in achievement of the specific goals of a process area. Specific practices are expected model components.

The CMMi Constellations
(Development, Acquisition, Services)
CMM People is a CMM focus area that may soon have its own CMMi constellation.

A constellation is a particular collection of process areas specifically chosen to help improve
a given business need within the CMMI framework.

cmmi constellations

Looking for more detail on the above?

The People, Process and Technology Triad
Improved processes, defined and knitted into your systems (technology), will enable your people
to better service your valued clients.

Hover your mouse over the image below.

Everyone realizes the importance of having a motivated, quality workforce but even our finest people cannot perform at their best when the process is not understood or operating at its best.

Assess your status by answering these CM Level 3 questions below:
Using the V Model, PMBOK 6 Dashboard, the CM and ITIL best practice model;
can you say that these processes are in place where you work?
  1. Note bidirectional traceability of requirements in the V Model.
    You can also find it in the more detailed version (CMMi Dev. 3.1) of the simplified CMMi Dashboard above.
    (Ctrl + or - buttons [or Ctrl + moving the mouse wheel] zooms this compressed poster so you can see it better)
    Look for it in the Engineering section, Process Area: REQM.  Note that bidirectional traceability of requirements is a Sub Process of the Process REQM which is at CM Level 2. 
    Find bidirectional traceability of requirements at Specific Goal (SG) - Manage Requirements and Specific Practice (SP) 1.4.
    On the more detailed version (CMMi Dev. 3.1) can you see the other CM processes that exist spanning Level 2 up to Level 5? 
    Look for the levels under ML (Maturity Level) on CMMi Dev 3.1.
    (In fact CMMi Dev 3.1 is one of 4 core dashboards in the CMMi family.  I.e. the others are focused on People, Services and Acquisition (or) Procurement)
    On the more detailed version (CMMi Dev. 3.1) can you see that a bigger game exists above CM Level 2 in the areas (Categories) of PROCESS, PROJECT, ENGINEERING and SUPPORT MANAGEMENT?
    While Project Management Process (essentially the PMBOK processes) is at CM Level 2, these other processes are the game that we play to achieve higher levels of Quality and Productivity (lowering Risk, Rework and Waste) at CM Level 3 and above!  CM Level 2 is the firm base needed for Levels 3, 4 and 5!  This, CM improvement, is a rejection of CM Level ZERO and 1 towards a change in mindset as you journey towards excellence.

  2. What about IT Infrastructure Library (ITIL) best practice? 
    Do you incorporate Continual Service Improvement as a strategic driver in projects targeting change?
    Do you have system focused CSI registers and do they feed into each defined and managed system service catalogue?
    This key activity, instead of just moving deckchairs around the deck of the Titanic,
    ensures that core IT systems are improved to follow the best processes,
    focusing on exactly what is needed for your people to best serve your valued clients.

  3. Do you undertake these ITIL processes (and other processes [project management / other CM processes etc.])
    understanding how the People, Process and Technology triad above works?

    I.e. knowing that process is the glue that ties the triad together!

If you have a sound understanding of (handle on) the above concepts,
and are implementing them successfully in your organization,
you (your organization) are exhibiting Capability Maturity Level 3 competencies.

Below are some visual examples of what Capability Maturity Level 1 behavior could look like.

Hover your mouse over the image below.
Take special note of the Dunning Kruger effect in the image underneath this top one!

What about this as a cool strategy for CM L2+ excellence?


PMWay asserts that it is behavior at Capability Maturity Level 1 (or lower),
and not Traditional Project Management process,
that is the reason behind the chaos reports findings.
I.e. if you think that Agile,
badly run at Capability Maturity Level 1 is your panacea,
then it is time to think again!


PMWay suggests using PRINCE2 Agile as the recipe,
with PMBOK version 6 for the ingredients.

Also use the Project Management Information Server (PMIS) to achieve quality 'TAsking' (Time Asking)
on a 'Developed Schedule' (the team's 'jointly owned playing field') at Capability Maturity Level 2+.

Let's explain how this works with an example:

We will use SCRUM on the PMIS.
However, any project method including the PMBOK can be used.
Agile resources can Develop their schedules via TAsking (to work on agreed products) on the fly using system based collaboration on the PMIS.
The TAsk is essentially WHO, WHAT and by WHEN on a Gantt Chart in the PMIS.
(Collaboration is empowered when the Gantt Chart - project schedule -
is booked into (parked in) the PMIS)


I.e. team member (developer) agrees to build software module product (from the Product backlog / SCRUM backlog) and books an estimated five hours of work on the PMIS.  This TAsking is sent electronically to the SCRUM Master (PM) for approval and for a baseline.  On completion the TAsk is updated as completed within five hours (on the task within the PMIS) and is then sent electronically to Quality Assurance by the developer.  After TAsk is approved by Quality Assurance (and approval by the Product Owner) the TAsk is finally approved on the PMIS by SCRUM Master.   I.e. this is the basis for collaboration on the PMIS.  And guess what:  resources can operate virtually within a TEAM (Together Everyone Achieves More) from anywhere on our planet and beyond, connected to the internet as they work the Developed Schedule (team's jointly owned and visible via the PMIS - playing field.

Risk and Issue Management, essential for project success (and crucial for agile project health) is also undertaken by the team using PMIS collaboration.  TEAM project progress (burn down chart etc.) is available on PMIS system either direct or summarized on overhead TV monitors.

burn down chart

Lord Kelvin
Take another look at the Capability Maturity model above.
Can you now appreciate that the CM Level 2 processes around Project Monitoring and Control, Measurement and Analysis, Configuration Management, Product and Process Quality Assurance etc., are all about producing and then improving production statistics!

Production of these, are a breeze, from collaborative TAsking on the PMIS!

And for even more detail...

click the   button
and take the presentation that will appear below!

  • Depending on your ability to rapidly grasp these concepts,
    this presentation can take between 5 to 10 minutes (or more).

  • And, only if interested,
    at the very bottom of this page (using the 'tech' explained here),
    PMWay has compiled an 'how to' implementation strategy
    (with the necessary monitoring and control mechanisms built in)
    for the National Development Plan
    for the current or the next, SA Government. 
    The argument below states that there is actually no other way to successfully implement any strategic, business or project plan; especially (due to the unique socio-economic and political environment in which South Africa finds itself)
    the National Development Plan!

    You are welcome to investigate and check my logic below.
    Please send me your comments, criticisms and recommendations
    I.e. per Linus's Law aka "Many Eyes Make All Bugs Shallow

picture worth a thousand words

The Capability Maturity Model
(from Carnegie Mellon University's Capability Maturity Model integrated - CMMi)
is all about working smarter together
and at higher levels of productivity and quality.

Level 2 of this model is all about Project Management Process.

Hover your mouse over this slide for more detail!

What is the status of your valued customers?

Here is a truth

Improving Capability Maturity processes (a step at a time)
will move the organization away from RISK, REWORK and WASTE
for the benefit of your loyal, valued and paying clients.

Hover your mouse over this slide for more detail!

Can you see that CM Level 2 is all about project management process?
With this firm base in place you will be able to implement focused projects
to install CM L3, 4, and 5 processes with ease.

PMWay asserts that it is Capability Maturity Level 1 behavior (or lower)
and not Traditional Project Management
that is the reason behind the chaos reports findings.

I.e. if you think that Agile, badly run at Capability Maturity Level 1 is your panacea, think again!

Capability Maturity Level 1

Here are a number of images showing you what Capability Maturity Level 1
(the lowest level of Capability and Maturity in the model)
could look like.

Hover your mouse over this slide for more detail!

Move your mouse over this image for more detail.

Are you really running a project?
At CM L1, often, due to the lack of processes conformity, this simple fact is not clear.
While the definition of a project in the PMBOK ver 6 runs into a number of pages essentially:
"A project is a temporary endeavor undertaken to create a unique product, service, or result".
I.e. from page 6 of the PMBOK

Hover your mouse over this slide for more detail!

From the basis of Project Management (101)
the Developed Schedule for the current project, phase (or sprint)
is where resources are applied and locked down to a project schedule.
I.e. Human Resources (using resources) are TAsked (Time Asked)
to commit to an estimated for delivery deadline for completed products,
thus agreeing and thereby creating the Developed Schedule.
This activity (Plan, Do, Check, Act) MUST BE Monitored and Controlled for Good Governance.

If you don't believe you should be doing this then please respect the PMBOK
and do not go about calling your CM Level 1 heroic, haphazard, chaotic and unscheduled activities a project!

Can you see the Program Termination Zone in the image below?

Sadly, Capability Maturity Level 1 behavior
(and Level ZERO, which is all about a lack of ethics and corruption)
have a lot in common with the findings from the Dunning Kruger Effect!

dunning kruger effect

Hover your mouse over this slide for more detail!

Often Agile, in response to the Chaos reports, believes it has the magic bullet to deliver
where they assert Traditional Project Management has failed.
Unfortunately Agile, as with any project type run at Capability Maturity Level 1 (or lower),
by not following process the method will always be "Just Doing It"
and will most often simply end up a badly run and failed project effort.
I.e. even Agile, with its prioritized product list before work starts,
must follow process in order to be successful.

The table below contains the SCRUM phases and processes from the SCRUM BOK Guide.
Can you say, when you run SCRUM projects,
that you tightly follow and apply these phases and processes,
running SCRUM as a process driven method "by the numbers"?
On a continuum with Traditional Project Management on the Left this method is towards the Right.

scrum processes

Click here for the DSDM (Agile PM) Phases and Processes. 
Can you see the processes and phases / could you apply them? 
Could you (would you be allowed to)  install quality gates between phases?
On a continuum with Traditional Project Management on the Left this method is in the middle.
Click here for the PRINCE2 method overview. This is PMWay's preferred method. Note that PRINCE2 Agile efforts are focused in the Managed Product Delivery phase.
On a continuum with Traditional Project Management on the Left this method (and PRINCE2 Agile in general) lies towards the Left.

Screw the project plan: Let's Just Do It; whatever comes next.

screw the plan

I.e. like this...

no planning

Do you see the shark attack?!

At CM L1 the Hero's,
like the immature and incapable companies that keep them,
often die young and painfully!
cm level 2

With the above in mind
what is the state of your production stats?
Are they low, going nowhere?

up your statssteps to nowhere

Capability Maturity process improvements are all about combining
People, Process and Technology
in order to work together towards a SMART and process orientated approach
with the goal of quality outputs to keep valued customers!

And higher levels of Capability and Maturity (Level 2 +) are essential enablers
(implemented via your best people, empowered through your clear and appropriate processes)
for the ultimate success of strategic business or project plans!

Hover your mouse over this slide for more detail!

Capability Maturity process improvements will empower your people
to deliver against your strategy.
The import of W. Edwards Deming's Red Bead Experiment,
 and his 14 Observations for Management is synthesized in the image below.

The lesson comes direct from DEMING'S RED BEAD EXPERIMENT.
I.e. the lesson is the very opposite of a HERO DRIVEN CULTURE!

Hover your mouse over this slide for more detail!

Hover your mouse over this slide for more detail!

With the theoretical overview above handled, let's define the bottom line:

Use the images and argument below (with the understanding you have gained from the images above)
to focus on pinning down Capability Maturity (CMMi) processes PP (Project Planning) (+ REQM (Requirement Management))
and PMC (Project Monitoring and Control) first to stabilize L2 delivery against the plan!
RSKM (Risk Management, a L3 process) is the next area to focus on if you cannot do this concurrently!
Doing just these will create the correct environment and mindset (at resource pool and work unit / TAsk [Time Ask] level) ready to implement the rest of CMMi!
PDCA and the weekly 'Sliding Window' (Plan, Do, Check, Act week by week) is how you do this!
As Capability Maturity Level 2 is all about 'Project Management Process'
then the Project Server is an essential Tool for TEAM Collaboration and TAsk Productivity.

 It is suggested to use PRINCE2® AGILE as the 'recipe' to follow (Step by Step and by the numbers reporting into a PRINCE2 Board).
while being mindful of the PMBOK® version 6 Dashboard for the correct project 'ingredients'.
Remember, for Agile, which is risky, you need mature people and teams at People CMM level 4+!

Here is the secret!

This playing field is where collaborating project teams play and win!

Can you see it?

This playing field (the Developed Project Schedule),
on the Project Management Information Server,
is the best shot you have at achieving stability
at Capability Maturity Level 2 and above!
Note:  Developed Project Schedule is different from a Preliminary Project Schedule.
Can you see why this is so critically important for a CM L2+ attainment perspective?
You can email me if you are not sure about this crucial point.

Here is a 'Developed Schedule,'  in Execution being 'Monitored & Controlled' (PMBOK process #6.6) on the Project Server.

Can you see the playing field below
and how TAsking's
(Time Asking's or the game plays)

"Mind the Gap" is managing a project off a baseline.

Can you see the vision for the game at CM L2+?

Can you see that Level 2+ productivity (touchdown scoring capability) can only really be achieved on the Project Server.

Hover your mouse over this slide for more detail!

The Project Management Body of Knowledge Dashboard below
explains exactly how to achieve Capability Maturity Level 2!

Can you see where the Develop Schedule process is found on the PMBOK ver 6 Dashboard?
Do you understand that Develop Schedule is a preliminary schedule in the Plan Process Group?
Developed Schedules (resources allocated) are moved from Planning into Execution.

Hover your mouse over this slide for more detail!

Hover your mouse over this slide for more PMBOK (Inputs, Tools and Techniques and Outputs [ITTO's]) by this process.
PMWay has mapped each of the PMBOK processes showing the ITTO detail underneath all 49 processes.

Hover your mouse over this slide for more detail!

And yes, you will need to transform the culture!
Can you see how and why?

You do this most effectively through the jointly understood and agreed playing field
of the defined (by the TEAM) schedule on the Project Server.

The Project Server (with Schedule as Playing Field) facilitates TEAM collaboration and success.
TEAM - Together Everyone Achieves More!

Empowered with the Project Server
TEAMS can start to become SMARTer

  • TEAM collaboration (TAsking etc.) on the Project Server is available to the TEAM via a dedicated network or virtually from the internet!
  • And for Agile and Traditional Project Management the best way to TAsk is for the resource to fill their own estimate onto the Project Server schedule which is then approved or not by their Project Manager / Scrum Master.  I.e. they, the TEAM create the schedule and work it Week by Week towards the clearly defined goal.
  • Risk and Issue Management on the Project Server is a collaborative TEAM effort keeping the schedule safe and on track!
  • Documentation on the project server, crucial for audit, is available to the TEAM via SharePoint.
  • The Project Management Information Server also facilitates Earned Value Management to create that magical number:  The 'To Complete Performance Index' (TCPI)

PMWay suggests that you really cannot do EVM without TAsking on the Project Server!

The To Complete Performance Index (TCPI)
is one number to tell you where you project is at (AS AT NOW) from a Time, Cost and Schedule (Scope) perspective.
I.e. While many formula's are available, TCPI is the one formula to rule them all!
TAsking on the Project Server (even in agile mode) can produce the TCPI (and much more) directly from the Project Server database (working in Business Intelligence mode) that is the Developed Schedule #6.5!
PRINCE2 Boards (the Executive of this Board especially) will love this!
This can only be done effectively off TEAM TAsks created and them completed on the Project Server.

The New One Minute Manager is an excellent way to build high productivity teams

I.e. putting the monkey's - also called The "NEXT STEPS"
- onto the backs of the people who are being paid to manage them.

This is called TAsking (Time Asking) and is an essential part of the PMBOK process management
 towards stabilizing process # 6.5 (or create 6.5 via TAsk based collaboration in an agile environment) and beyond.

If you think about an American Football Franchise.
Only the best and most productive teams (with professional team members who are able to handle their "Next Steps" very well, play by play, will ever be on the top teams, will ever be true champions, will ever get to the Super Bowl!)

In Conclusion

Remember that projects must be carefully considered
before they change the company culture / system configuration baseline.
I.e. the starting point for any change IS NOT TO CHANGE
unless there is quantifiable business benefit in doing so.

If there is agreement to change then use the PMBOK dashboard
focusing on the Developed Schedule (6.5) on the Project Server
for TAsking (Time Asking) and scheduling success,
to improve project productivity statistics and team 'touchdown' capability.

PMWay recommends PRINCE2 Agile for the recipe,
using PMBOK for the ingredients.

And while the Project Server ensures TAsking (Time Asking),
and CMMi is the improvement path you must travel,
DevOps, ITIL and Cobit align your efforts from a DevOps TEAM,
Governance / Transparency and Strategy perspective.
Register now and log on to use the PMBOK Dashboard
or dig deeper into PMWay's ("Main") site where the PMWay junction box (below)
can be used to focus in on solutions you can use.

South African Government: From the perspective of PMWay
and this page
you really do need to up your game stats!

Warning of Capability Maturity Level ZERO ignored!

Destruction and damage to the people of South Africa caused by incapable and immature in power squandering (stealing) scarce resources!

While this lesson is already learned elsewhere, this is what the ANC have taught the 'New South Africa."

In case you don't want to read the links directly above
here are some images to explain the problem facing all South African's.

Our neighbor Zimbabwe is an tarnished example of what lies in store for South Africa,
being at the tail end of their communist revolution to nowhere.
Sadly, Nelson Mandela's vision of a Rainbow Nation,
thanks to the current immaturity and lack of capability of those in power,
is a memory of how good things could have been for all South African's.
The image of the American Football team scoring a touchdown at the bottom of this page
is an example (strategic vision) of process, people and technology excellence (towards improved game stats),
regardless of race, creed etc., winning the day.

Move your mouse over the image directly below.

The allegorical work of Animal Farm by George Orwell
explains succinctly how the 'confidence trick' of Communist Ideology
(Capability Maturity at level ZERO)
always plays out.

The new (oldest) game in town
Trust in me...

PMWay suggests that ignorance of the above, compounded by misuse or abuse of project resources are the main reasons
 for all strategic plan / business plan / project plan failures after formulation / during implementation.

The guru behind the Capability Maturity Model (W. Edwards Deming) asks us to PLAN, DO, CHECK and then ACT at CML2.
I.e. as opposed to JUST DOING IT at CML1.
CML Zero is highly unethical and evil and with no focus on Governance, is the height of stupidity.

Check out the full strategy planning wall in PMWay.
These 5 bricks (from that wall) point to the 'Strategic Drivers for Success' of any plan.

Sadly... as we see in South Africa under the ANC Government:

The National Development Plan
and other SA Government Projects

Dear Government Department:  If you want more budget from the South African Government (Treasury) for any project you plan to run, then, to qualify, this is what we need you to conform to / put into place.
All projects must be run on the Project Management Information System (PMIS) provided virtually by the Treasury.
I.e. you will need to register your project and team details on the Project Management Information System (PMIS) that we host virtually.
No Government Department will be allowed to run a project if it is not registered on and run on the PMIS.

Tight monitoring and control, by the PRINCE2 Boards of authorized projects (next project stages),
 with Board (and President of SA [and key stakeholders - the Treasury Department, the South African Public etc.]) having access to the Developed Schedule (drillable down to TAsk Level detail) on the PMIS. 
This (using the PMIS for projects), will be done to achieve transparency, stability, productivity and quality via TAsking (Time Asking) on a Developed Schedule (the team's 'jointly owned playing field') at Capability Maturity Level 2+.
This (Project TAsking on the PMIS), is the only sure way to start to sort out the mess (chaos) that exists currently in the Public Sector in South Africa.
The PRINCE2 Agile method must be used as the recipe with PMBOK version 6 for the ingredients.
The Project Manager will use PMBOK tailoring to decide what ingredients are needed and what can be left out.

Note:  While PRINCE2 can be run as Traditional or Agile project types, if agile, these teams can Develop their own schedules via TAsking using PMIS collaboration on the fly.
A weekly PRINCE2 'Highlight' report, exception report etc., must be sent regularly to the PRINCE2 Agile Board appointed by the Treasury to oversee your project.  All project documentation will be stored securely on the PMIS SharePoint document server which uses next version approval and control.  Many reports will be produced automatically off the PMIS using the slice and dice reporting engine.  These documents, and your project overall, can be audited at any time by the Treasury for Good Governance.
Per the PRINCE2 Agile method, a next PRINC2 Agile project phase can be terminated, or put on hold etc., by the PRINCE2 Agile Board if it deems that the project is not making adequate progress, or for any other reason.

Risk and Issue Management, essential for project success (crucial for agile projects) must be undertaken by the team using PMIS collaboration.
I.e. as Issues are Risks happening, as soon as an Issue is raised a TAsk must be created to resolve it.
If the team is unable to resolve a particular Issue then this, if serious, will need to be escalated immediately to the PRINCE2 Agile Board.  As this is done by the system it will be a seamless and system based escalation visible to all on the project working on (logged onto) the PMIS.

Obviously the best and most qualified people (regardless of colour, creed, race, sexual orientation etc.) must be selected for these projects.
(The practice of BBBEE and cadre deployment, which is economic idiocy in the form of reverse Apartheid (flying as it does in the face of the New South Africa for all, envisioned by Nelson Mandela and all of us who voted for a new beginning), is damaging the morale of the South African population and the economy and must be stopped immediately!)
The goal should be to get all our competent, qualified, capable and mature people in the project team operating at People Capability Maturity Model level 4 and 5.  Training to build these skills will be provided.

Project Selection Matrix
 The small cost of the PMIS infrastructure, PRINCE2 Boards, training etc. will be pocket change to create good governance for increased production and quality capabilities, when compared to the billions of Rands that have been stolen, for zero value created for South Africa, thus far.

PMWay believes that a lot can be learned from the NFL (American National Football League) approach towards creating 'best of the best' professionals with their touchdown scoring culture.  How about a Super bowl for the best project!
Core and Facilitating functions
lateral thinking