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    Copyright
    Figures
    Tables
    Preface
    Tools and Tips
    Affinity Diagram
    Agenda
    Analysis and Analysis Paralysis
    Authority
    Baselining
    Bell-Shaped Curve
    Benchmarking
    Brainstorming
    Breakeven Analysis
    Cause-and-Effect Graph
    Chain of Command
    Change Control Sheet
    Change Management
    Charts and Graphs
    Checklists
    Checkpoint Review Meeting
    Chunking
    Communication Diagram
    Configuration Management
    Conflict Management
    Consultant Selection
    Contingency Plan
    Contract Types
    Controlling
    Cost/Benefit Analysis
    Cost
    Crisis Management
    Critical Issues/Action Items Log
    Critical Success Factors
    Daily Priority Task Listing
    Data versus Information
    Decision-Making
    Decision Table
    Decision Tree
    Delegating
    Deming Wheel
    Design Principles
    Diagramming
    Document Templates
    Earned Value
    Efficiency and Effectiveness
    E-mail
    Entropy
    Equipment Usage Log
    Facilitation (Workshops)
    Fishbone Diagram
    Five Ws
    Flextime
    Flowcharting
    Forms Layout
    Frequency Distribution
    Gantt Chart
    Glossary
    Goals and Objectives
    Grouping
    Heuristics
    History File
    Hypothesis Formulation and Testing
    Imagineering
    Impact Analysis
    Information Center
    Input-Process-Output Analysis Model
    Interruption Reduction
    Interviewing
    Issue-Action Diagram
    Just-in-Time Delivery
    Key Contact Listing
    Leading
    Lessons Learned
    Listening
    Make-Buy Analysis
    Manufacturing Resource Planning (MRP II)
    Matrix
    Matrix versus Task Force Structure
    Mean
    Median
    Meetings
    Memo of Understanding
    Methodology Development
    Metrics
    Mind Mapping
    Minutes
    Mode
    Modeling
    Myers-Briggs Type Indicator
    Negotiations
    Net Present Value
    Network Diagram
    Newsletter
    No!
    Nonmonetary Rewards
    Object versus Process Analysis
    Operations Manual
    Organization Chart
    Organizing
    Outline
    Outsourcing
    Overcoming Bottlenecks
    P2M2 Cycle
    Paradigms
    Pareto Analysis
    Parkinson’s Law
    Participative Decision-Making
    Payback Analysis
    PERT Estimating Technique
    Peter Principle
    Phase Breakdown
    Planning
    POSDCORB
    Presentations
    Priority Setting
    Probability
    Problem Analysis and Solution
    Procedures
    Process Streamlining
    Project Announcement
    Project Life Cycle
    Project Office
    Prototype
    Quality Review
    Quartiles
    Recycle and Resale
    Reengineering
    Replanning
    Reports
    Request for Proposal (Response)
    Resource Leveling
    Responsibility Matrix
    Return on Investment
    Reuse
    Risk Management
    Sampling
    Scattergram
    Scientific Method
    S Curve
    Self-Directed Work Teams
    Single Point of Contact
    Sketch
    Software Selection
    Span of Control
    Speed-Reading
    Staff Meetings
    Standards
    Statement of Work (Understanding)
    Statistical Corruptions and Distortions
    Statistical Process Control Chart
    Status Collection
    Status Review Meetings
    Supply Chain Manufacturing
    SWAT Teams
    Systems Theory
    T Account Decision-Making
    Teamwork
    Telecommuting
    Telephone Tag
    Testing
    Time Log
    Total Quality Management
    Transactional Analysis
    Transportation Consolidation
    Unity of Command
    Validity Threats
    Value Management
    Variability
    Verification
    Videoconferencing
    Viewfoils
    Virtual Teams
    Visibility Wall/Room
    Web Site
    Weighted Selection Criteria Approach
    Work Breakdown Structure
    References
    Appendix
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    Tools and Tips > P2M2 Cycle

    P2M2 Cycle

    The P2M2 (practical project management methodology) cycle is the decision-making model for use in a project environment. It consists of five elements: inputs, tasks, responsibilities, outputs, and measures of success.

    Inputs feed specific tasks. People have specific responsibilities for performing those tasks in order to create specific outputs. The outputs meet specific criteria, called measures of success.


      

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