^ [[3 PM2-Agile – Overview]]
# 3.4 The PM2-Agile Mindsets
PM2 promotes a set of mindsets that **aim to integrate and complement the four pillars of PM2 (Governance, Lifecycle, Processes, and Artefacts)**. These Mindsets present useful reminders of **effective attitudes & behaviours**. They help project teams to define and focus on what is (really) important for project success, and help project teams (re)position project goals in the wider organisational context.
The purpose of the Mindsets is to help project teams navigate through the complexities of managing projects and provide a common set of beliefs and values for all project teams.
The eleven PM2 Mindsets are presented below as a list of eleven statements for Project Managers and project teams who practice PM2:
![[3.5 PM2 Mindsets#^f80792]]
To remain mindful of the PM2 Mindsets, Project Managers (PMs) and project teams that practise PM2 should ask themselves the following **important Infrequently Asked Questions (IAQs)**:
- Do we know what we are doing?
- Do we know why we are doing it? Does anyone really care?
- Are the right people involved?
- Do we know who is doing what?
- Deliver at any cost or risk?
- Is this important?
- Is this a task for “them” or for “us”?
- Should I be involved?
- Have we improved?
- Is there life after the project?
Notice that the **PM2 Mindsets are 100 % aligned with the spirit of Agile** as presented in PM2-Agile and this guide. Moreover, these **PM2 Mindsets are further extended by the PM2-Agile** set out below.
**PM2-Agile Mindsets**
The main mindsets of an Agile delivery approach are derived from an interpretation of the Agile Manifesto and can be summarised with the following three points.
- Focus on **solution delivery** (whereas the original manifesto focused on software development, a term that too many people have understood to mean only software development or construction- focused).
- Focus on **all project stakeholders** (whereas the original manifesto focused on ‘customers’, a word that for too many people appears to imply only the ‘paying’ business stakeholders).
- Focus on the **overall organisational ecosystem and its improvement** (whereas the original manifesto focused on development teams).
***Drivers***.
- There is no such thing as an Agile project. There are only **PM2-Agile projects**.
- **Agile team members are members of the PM2 Project Core Team (PCT)**.
- Agile roles are not people. The **roles are fulfilled by people**.
- **There are clients and users**.
- Have a **User centricity attitude**.
- **Making** over analysis.
- Be serial in the large, and **iterative in the small**.
- Speak Agile, but **also speak ‘organisation’.**
- Organise work around **timeboxes**, not the other way around.
- Get out of the “deliverables business” and **focus on “user experience design”**
- Be as Agile as needed and as Agile as possible **within the constraints of the organisation**.
- ‘**Celebrate failure**’ as a way to openly discuss mistakes and **accelerate learning**.
***Ongoing Goals.***
- **Fulfil** the project **mission**.
- **Grow** team members’ **skills**.
- **Enhance** existing **infrastructure**.
- **Improve** team’s **processes** and environment.
- **Leverage** existing **infrastructure**.
- Address **risk**.
- Concentrate on the Flow of **value**, where the customer defines value.
- Focus on the continual **reduction of waste** that is impeding flow.
- **Transparency**, enabling team members to continuously improve the two previous goals.
***Rights of everyone**.*
- To be treated with **respect**.
- To be provided with **suitable working conditions**/environment necessary to perform the job.
- To be informed about the **business context**.
- To have **decisions taken in a timely manner**.
- To obtain the identified **required resources**
- To **respect commitments**, both within the team and at the overall project and organisational scope.
- To actively **participate in planning and estimation activities**, commit to deliver within the **quality** and organisational standards.
- To have a continuous **learning environment**, where **skills development** is perceived as bringing benefits to the individual, the team, and the overall organisation. **Mistakes are seen as opportunities to learn and improve**.
Next: [[3.5 PM2-Agile Artefacts and Documentation]]