LEARN. PRACTICE. GROW.Concept and mechanism
An IT project should connect a need to outcomes that someone can recognize and accept. Start by identifying sponsor, users, service owners, and who decides changes to scope, budget, and schedule. Distinguish the delivered product from the expected benefit: installing a platform does not demonstrate faster closing or more autonomous support. Define boundaries, exclusions, assumptions, and dependencies. Acceptance criteria should specify outcome, evidence, and ownership, including relevant nonfunctional requirements. PM² is a public reference for organizing these decisions; its structure should be tailored to context and does not represent any bank internal rules.
Guided application
In a fictional reporting migration, the initial request is to move the application to cloud. Ask which problem this solves, which flows and consumers are included, and how correctness, performance, and recovery will be demonstrated. Include runbook updates and support training in scope instead of leaving them implicit. A business case explains the investment rationale; the mandate and plans make the commitment executable. Combine formal reviews with incremental delivery when this enables earlier learning. Adopting agile practices does not remove acceptance ownership, funding decisions, or conditions for moving to the next phase.
Deliverable: installed platform. Acceptance: reconciled flow. Benefit: measured reduction in closing time.
Common pitfalls
Cloud as a sufficient objective; implicit scope; acceptance without evidence; agility as absence of governance.
Related topics: Capacity, dependencies, and forecasting · Risk, change, and architecture decisions · Governance, suppliers, and communication
Connect objective, deliverable, acceptance criterion, and benefit owner.
Reference: PM² Project Management · PM² reference practices and cloud operational governance; primary guidance reviewed 2026-09-30