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APM North East Network: Micro P3 Express – A framework for all small projects
APM event hosted by the North East Network on 9 July 2025. Speakers: Oliver Randall and Peter McDonald Introducing Micro P3 Express, an open source framework giving the smallest change the right pathway to maximise outcomes every time. The Micro P3 Express manual is 34 pages long and gives project professionals the ability to delegate smaller change to non-project professionals to free up capacity to focus on and support more complex change/projects. Micro P3 Express is designed for micro projects with 1 to 7 team members. It is non-proprietary, open, and free for everyone. It could serve as a standard pathway for small change that could be delivered by non-project professionals looking to deliver change/projects with suitable levels of assurance. Micro P3 Express is an output from European funded OMIMO (Open Minimalist Modules). OMIMO is a family of modules for the project ecosystem. All modules are designed to be easy to learn, easy to use, and easy to teach. During this insightful session our speakers will give an introduction to Micro P3 Express. This event aims for you to understand: What Micro P3 Express is and its background What the benefits are of Micro P3 Express The core features of Micro P3 Express Next steps Whether you're looking to drive small but meaningful change or simply explore a structured approach to project delivery, Micro P3 Express is here to support you. Join us to start your journey towards simplified, effective project management and help shape the future of micro projects.
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APM North East Network: Micro P3 Express – A framework for all small projects
- 1. micro.P3.express – Aframework for small projects 9th July 2025 Oliver Randall & Peter McDonald
- 2. Agenda • Team Challenge:Plan a small project • Introduction to micro.p3.express • Team Challenge: Plan a small project with micro.p3.express • Next steps
- 3. Team Challenge: Plana small project © 2024 Association for Project Management 3 Change a lightbulb in this room, what’s the project plan look like? • 15 minutes • Identify roles and responsibilities in your group • Draft a “high-level” flow of what needs to be considered to deliver the best outcomes • Go! • After the 15 minutes we’ll reflect as a group – no need to present anything. It is all about confidence in what you pull together as a team.
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- 5. © 2024 Associationfor Project Management 5 OMIMO – Open Minimalist Modules
- 6. © 2024 Associationfor Project Management 6 OMIMO – Offerings
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- 12. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management The Process micro.P3.express - minimalist project management for micro projects
- 13. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management 27 Management Activities
- 14. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management 6 Activity Groups
- 15. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management 2 Linear Activity Groups
- 16. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management 4 Cyclic Activity Groups
- 17. Planning A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Setting up the team Deciding whether or not to execute the project Creating a common understanding
- 18. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Starting the execution of the project
- 19. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Hand over the output Tie up loose ends Archive documents
- 20. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Starting the execution of the project Project ended
- 21. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management
- 22. Re-planning A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Revising the common understanding Checking the justification
- 23. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management High-level planning Detailed planning
- 24. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Measure performance Evaluate stakeholder satisfaction Plan for improvements
- 25. Post-Project Management A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Manage deliverables Risks Issues Changes Improvement plans Lessons learned Manage follow-up items
- 26. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Project ended
- 27. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Measure benefits Design actions
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- 29. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management
- 30. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management
- 31. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Identify the high-level decision maker(s)
- 32. Micro-Organization Project Larger Organization (More orless the same size as the project; e.g., a startup) Sponsor ● A senior manager ● Provides resources ● Makes important decisions E.g., co-founders A1 - Identify the high-level decision maker(s)
- 33. For decisions, the teamis only in touch with the sponsor. (If more people should to be involved, the sponsor will take care of that.) A1 - Identify the high-level decision maker(s)
- 34. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Identify the high-level decision maker(s) Understand and distribute the hats
- 35. Way of working Coordination Facilitation Problem solving ... Return on investment Opportunity cost Viabilityof the output Applicable standards ... Expectations of users Expectations of the customer Project Manager Hat Investor Hat Creator Hat User Hat A2 - Understand and distribute the hats Concerns
- 36. ✓ A2 - Understandand distribute the hats Expressing concerns (Decision making) authority
- 37. Making sure concernsare addressed Addressing concerns ✓ A2 - Understand and distribute the hats
- 38. Only one person wearsthe hat at any one time. A2 - Understand and distribute the hats
- 39. Only the teammembers wear the hats A2 - Understand and distribute the hats
- 40. Who is capableof and willing to wear each of the hats? Some people don’t want to or can’t wear any hats, and that’s fine. Some people can only wear one hat. Some people can wear multiple hats. A2 - Understand and distribute the hats
- 41. Way of working Coordination Facilitation Problem solving ... Return on investment Opportunity cost Viabilityof the output Applicable standards ... Expectations of users Expectations of the customer Project Manager Hat Investor Hat Creator Hat User Hat A2 - Understand and distribute the hats Concerns
- 42. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Understand and distribute the hats Identify the high-level decision maker(s) Select tools and create a project repository
- 43. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management Select tools and create a project repository Understand and distribute the hats Identify the high-level decision maker(s) Create a common understanding
- 44. A1 A2 A3 A4 A5 A6 A7 C1 C2 C3 C4 D1 D2 E1 E2 E3 E4 F1 F2 F3 F4 F5 F6 F7 G1 G2 G3 ProjectInitiation Weekly Initiation Daily Management Weekly Closure Project Closure Post-Project Management High-level planning Detailed planning A4 - Create a common understanding
- 45. What are thebenefits and disbenefits of the project? What’s the reason for doing this project? Approximately how much money do we need to finish the project? What are the investment risks? Investor Hat A4 - Create a common understanding
- 46. What are thecustomer and end-user needs and expectations? What are the expected results from the project’s output? What are the risks related to users and customers? User Hat A4 - Create a common understanding
- 47. What will theproject’s output look like behind the scenes? Approximately how much time do we need to create the project’s output? What are the production risks? Creator Hat A4 - Create a common understanding
- 48. Who can impact theproject? What are the risks related to how we work? Have all the hat-wearers been involved in creating a common understanding? Project Manager Hat A4 - Create a common understanding
- 49. Team Challenge: Plana small project using micro.p3.express © 2024 Association for Project Management 49 Change a lightbulb in this room, what’s the project plan look like? • 15 minutes • Identify roles and responsibilities in your group • Draft a “high-level” flow of what needs to be considered to deliver the best outcomes • Go! • After the 15 minutes we’ll reflect as a group – no need to present anything. It is all about confidence in what you pull together as a team.
- 50. © 2024 Associationfor Project Management 50 Thank you, next steps and any questions? Oliver Randall & Peter McDonald Consultants oliver.randall@provide-recruitment.co.uk & peter.mcdonald@provide-recruitment.co.uk
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- 52. APM North EastNetwork Information © 2024 Association for Project Management 52 APM North East Network LinkedIn group https://www.linkedin.com/showcase/apm-north-east-network/
- 53. Lead with KillerStories: How narratives drive change, for worse or better! Date: 24th September 2025 Time: 18:00 - 20:00 GMT Venue: Copthorne Hotel, APM North East Network – Next event © 2024 Association for Project Management