Project Initiation Monthly Initiation Weekly Management Daily Management Monthly Closure Project Closure Post-Project Management Appointthe sponsor A01 Appoint theproject manager A02 Appoint thekey team members A03 Describethe project A04 Identify and planthe deliverables A05 Identify risksand plan responses A06 Have project initiationpeer-reviewed A07 Make ago/no-go decision A08 Kick offthe project A09 Conduct afocused communication A10 Revise and refinethe plans B01 Have the monthlycycle peer-reviewed B02 Make ago/no-go decision B03 Kick off themonthly cycle B04 Conduct afocused communication B05 Measure andreport performance C01 Plan responsesfor deviations C02 Kick off theweekly cycle C03 Conduct afocused communication C04 Manage risks, issues,and change requests D01 Acceptcompleted deliverables D02 Evaluatestakeholder satisfaction E01 Capture lessons andplan for improvements E02 Conduct afocused communication E03 Hand overthe product F01 Evaluatestakeholder satisfaction F02 Have the closing activitygroup peer-reviewed F03 Archive theproject documents F04 Celebrate! F05 Conduct afocused communication F06 Evaluatethe benefits G01 Generatenew ideas G02 Conduct afocused communication G03

Introduction uses a simple process, as shown in the diagram above. This process consists of 33 management activities in 7 groups. Click on any of the activities in the diagram to open its description, or simply start with the first activity, A01.


Work done in a project should follow the Nearly Universal Principles of Projects (NUPP). has itself also been designed to comply with NUPP.


There’s a management team responsible for the project management activities, with one or more team members, depending on the size and complexity of the project. The project manager leads this team and is accountable for the project management activities. This person reports to the external customer project manager (if any) as well as the internal sponsor, who is a senior manager responsible for the final outcome of the project, for funding and resourcing it, etc.

There are one or more production teams in the project. Each internal production team (one with team members from your own organization) is led by a team leader, who reports to their functional manager (if any) as well as project manager. Each external production team (suppliers) is led by a supplier project manager who reports to their internal managers as well as the project manager.


The following are the documents defined in

The templates can be used as they are, or used as a guide to creating a customized setup.

It’s important to have a central place for your project documents, with scheduled backups, remote access, and authentication and authorization. If your organization doesn’t have such platform, you can use one of the following open-source, privacy-aware solutions:

If the team is not co-located, you will also need a team chat platform. The following are a few open-source, privacy-aware options:

It’s important to capture risks, issues, and change requests in the Follow-Up Register immediately. With this in mind, you need to set up the system in a way that makes access to the register as easy as possible, including access from your mobile phone. If it’s not possible, use a personal journal to record them, and then transfer them to your register as soon as possible. The following are a few open-source, privacy-friendly note taking applications you can use as a proxy:


You can make changes to to better match it to your environment. However, be careful not to harm the internal consistency of your system when doing so, and keep your system simple. It’s usually better to start with the original form of, and adjust it gradually in response to your needs, refining those choices by inspection and adaptation.

We have plans to prepare various themes for, each of which will tailor the general system for a certain type of project. The following are planned so far:

Each theme will be developed by at least 3 experts from the domain, and one or more facilitators from the core development team of If you’re interested in joining one of the working groups, or have an idea for additional themes, feel free to contact us at


If you have no external customer and no external suppliers, there will be only one perspective to the project; otherwise, each organization involved in the project will have its own perspective. Everything in should be seen from your perspective on the project; e.g., when you’re describing the justification of the project in the project description document, describe your own justification, and not that of the external customer. is not a single system to be used by every party involved in the project, but a system you use for managing the project within your own boundaries.

In addition to the documents, the perspective should also be considered when thinking about the roles. You may be the “project manager” from your own perspective, but you will be considered a “supplier project manager” from the customer’s perspective and a “customer project manager” from your suppliers' perspective.


The first version of was published in June 2016, followed by two minor revisions in 2018 and 2020. The draft of the second version of was published in March 2021 to garner comments from the public, and the final version was released in May 2021.

In December 2022, the first draft of was published, which is a flavor of customized for micro-projects with 1 to 7 team members.

⊚ Download the manual in PDF

⊚ Download the diagram

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It's best to use instead of the regular if you have micro-projects with approximately 1 to 7 team members.