[Ángel Águeda Barrero*] With this interview, we begin a series of experiences showcasing the implementation of the European Commission’s PM² methodology in both public and private organizations.
Today, April 25, 2025, we are at the headquarters of Isdefe in Madrid. Ingeniería de Sistemas para la Defensa de España S.A., S.M.E., M.P. (Isdefe), is a state-owned consulting and engineering company with its own means and technical service, and reference in the field of Defense and Security, of the General State Administration (AGE). Isdefe offers services to national and international public bodies in areas of technological and strategic interest. With a team of more than 1,500 people, it works for civilian and military organizations, including Instituto Cervantes.
Participating in this interview on behalf of Isdefe were:
Mariano Gómez Plaza, Head of Digitization and Technological Analysis Area
Leader of the methodological implementation process
David Díaz Martín, Coordinator
Coordinator of the development and evolution of the methodology
Beatriz Olalla Caballero, Project Engineer
Responsible for project portfolio management scorecard
Alejandro Alcañiz Gurbindo, Project Engineer
In charge of improving the practical adoption of the methodology
Javier González Serrano, Business Development
Isdefe team. From left to right: Mariano Gómez Plaza, David Díaz Martín, Beatriz Olalla Caballero y Alejandro Alcañiz Gurbindo.
and on behalf of EvergreenPM, Ángel Águeda Barrero, CEO of EvergreenPM** and Zoe Riudavets Sáenz, responsible for Marketing.
[Ángel] Thank you very much to all for facilitating this interview and sharing your experience with PM2 at Instituto Cervantes.
We know that Instituto Cervantes, in its permanent goal of technological modernization and digital transformation, commissioned Isdefe to develop a methodology based on PM². Why was Isdefe the company chosen by the Instituto Cervantes to take on this project?
[Javier] Isdefe is an expert company in systems engineering, as its name indicates -Systems Engineering for the Defense of Spain-. Therefore, it works in an orderly and methodological way and this is fundamental for Instituto Cervantes.
Isdefe’s technological capabilities together with its extensive experience with the Administration, as a proprietary medium, is what makes it possible to meet the need for a specific, flexible and scalable approach applied to the unique regulatory framework in which public organizations, such as Instituto Cervantes, are framed.
As a state-owned company, Isdefe understands the procedures, regulatory frameworks and dynamics of the Spanish and European public sector. This allows us to avoid common mistakes in contracting and execution, streamline processes and generate synergies with other public agencies.
The company’s extensive background in engineering and consulting on high-impact projects for the public administration, especially in environments requiring high specialization, regulatory compliance and strategic planning fits perfectly with the structured and formal approach proposed by PM².
Although Instituto Cervantes is very well known, not everyone is clear about what exactly its activities are. Can you tell us briefly what it does and what its main mission is?
[Mariano] Instituto Cervantes is a public institution created by the Spanish Government in 1991. It is attached to the Ministry of Foreign Affairs, European Union and Cooperation, through the Secretariat of State for Ibero-America and the Caribbean and Spanish in the World, and was created with the aim of promoting the teaching, study and use of Spanish, as well as disseminating Hispanic culture throughout the world. With a presence in 103 cities in 52 countries, it has established itself as an international benchmark in the promotion of the Spanish language and the cultures that accompany it. For example, it is responsible for exams to obtain Spanish nationality or certificates of knowledge of the Spanish language, equivalent to the PET (Preliminary English Test), FCE (First Certificate in English) or CAE (Certificate in Advanced English) of the English language.
In recent years, Instituto Cervantes has made significant progress towards a profound digital transformation that has involved a modernization process that goes beyond the simple adoption of new technologies. It has entailed a structural change in its operations, communication with the public and the provision of its services. Thus, efficiency, transparency and accessibility have been improved through the use of digital tools such as online platforms, process automation, artificial intelligence and data analysis.
In addition, we have promoted an organizational culture oriented towards innovation, collaboration and continuous improvement, in order to respond in a more agile and effective way to the needs of society in the digital era.
Who has been involved in the implementation of PM2 at Instituto Cervantes?
[Mariano] On behalf of Instituto Cervantes, the sponsors were Tíscar Lara Padilla, Director of Transformation and Digital Communication, and Salvador Salmerón Lucas, Head of the IT Department.
On Isdefe’s side, people who have played a particularly relevant role in the implementation have been David, Beatriz and Alejandro.
Can you describe what kind of projects are managed through the methodology you have developed?
[David] The methodology we have developed has flexibility as its founding principle, and is currently being successfully applied in a wide variety of projects, both technological and non-technological.
In the technological field, this methodology has been used in projects for the development and implementation of new information systems, such as: a project management and ticketing platform, a data analytics platform, a certification exam management system, an e-learning platform, an academic, cultural and evaluation management system, as well as a system for the management, preservation and dissemination of knowledge and information of Instituto Cervantes.
It has also been used in projects for the supply of technological equipment -including communications equipment, servers, audiovisual systems and library self-service checkout systems-, as well as in the acquisition and implementation of software licenses of various types.
In terms of non-technological projects, its application in the definition and development of the new brand identity of Instituto Cervantes stands out, a clear example of the versatility and adaptability of this methodology to different contexts.
What motivated you to define your own project management methodology?
[Mariano] The main motivation was to have a project management methodology that was fully adapted to the context, needs and particular characteristics of public institutions, as is the case of Instituto Cervantes. Unlike the private sector, public institutions operate under stricter regulatory frameworks, with more complex organizational structures and decision-making processes that, in many cases, involve multiple stakeholders.
These particularities entail that traditional project management methodologies, designed primarily for business environments, are not always effective or sustainable in the public sector. Therefore, we identified the need to develop a specific, flexible and scalable approach that would respond to the operational realities of the public sector.
This methodology not only seeks to improve the management of the entire project life cycle, but also to foster a culture of collaboration among all project stakeholders.
I really liked the fact that you made a differentiation of project typologies. How did you come to this conclusion? How did this differentiation take shape?
[Mariano] We are managing multiple projects, both complex and simple. The complex ones require not only a greater elaboration of the associated technical documentation during the execution, but also more detailed and precise management. We understand that the same cannot be applied to a complex project as to a simple project, such as one for the supply of licenses. On this basis, we have defined three categories that imply different management requirements
[David] It is important to point out that a tender is a project in itself and is so complex on a day-to-day basis in the public sector that we decided to differentiate it from other projects. We are expanding the project typologies, but we are being cautious to avoid excessive typologies that could lead to ad hoc typologies for each particular case.
Why PM2 and not another methodology?
[Beatriz] The choice of PM2 as the basis for developing a methodology adapted to public institutions, such as Instituto Cervantes, was not accidental, but the result of a detailed analysis of the different options available and the specific needs of the public sector.
PM2, as a methodology promoted by the European Commission, already starts from an orientation aligned to some extent with the public sector context. It is a well-documented open methodology with a clear structure and a very practical approach, which facilitates its progressive adoption by teams with different levels of maturity in terms of project management knowledge.
Compared to other methodologies more oriented to the corporate environment, such as PRINCE2 or even pure agile frameworks such as Scrum, PM² offers a very appropriate balance between formalism and flexibility. It allows incorporating collaborative practices and adapting them to the pace, resources and regulatory constraints of public administration.
The adaptation we have carried out starts from this solid base of PM2, but introduces numerous specific elements to adapt it to the context, needs and particular characteristics of public institutions.
What are the characteristics of the methodology you have developed? Number of pages, processes, techniques, templates, etc.
[David] The methodology we have developed is built around four mains, specifically designed components: a governance model, different project typologies, documentation templates and management processes. Some of these components have been adapted from PM2 while others have been developed from scratch. Among the typologies defined, tendering projects stand out, the management of which is particularly complex in the public sector. In addition, with respect to the documentation templates, a particular selection and adaptation of PM2 templates was carried out, complementing them with new specific templates in line with the needs that have been identified.
In what year did you develop the methodology?
[Alejandro] The development of the methodology took place in the second half of 2022, and its implementation was carried out at the beginning of 2023.
In addition, at the beginning of 2024, a survey was conducted among Instituto Cervantes project managers belonging to the Transformation and Digital Communication Department. The results of this survey allowed, during 2024, to update and emphasize certain aspects defined in this methodology.
How many projects have you managed with it?
[Alejandro] Since its implementation to date, more than 30 projects have been managed with it.
What difficulties have you encountered in using the methodology?
[David] As is usually the case with the adoption of any change, the main difficulty has been cultural. Implementing this methodology implied changing the way projects were traditionally managed, and that generated some resistance, especially at the beginning. Not because the users did not want to improve, but because it implied an added effort to their workload for the adoption of new roles, responsibilities and more structured ways of working. However, they soon recognized that this initial investment paid off in the short term and resulted in more efficient management.
In addition, adapting the language and components of the methodology to fit the structural and procedural framework of the public institution, in this case Instituto Cervantes, also required a significant effort.
What actions have been and are being taken to ensure that the methodology is used?
[David] From the beginning we were fully aware that it was not enough to design a technically sound methodology; the real challenge was to achieve its real adoption by the teams that were to apply it in their day-to-day work. Therefore, an implementation strategy was defined and executed based on three fundamental pillars: top management leadership, communication and progressive training, and continuous support.
In the first place, the sponsorship of the top management was key to legitimise the methodology at the institutional level as a commitment to improve project management, aligned with its strategic objectives.
Secondly, a communication and training plan was designed and executed, adapted to the different profiles involved in the projects, both belonging to Instituto Cervantes and to external providers. The training combined theoretical sessions with practical activities, aimed at facilitating the understanding and real application of the methodology.
Finally, a model of close and continuous accompaniment was established, in which a reference team provides direct support to the projects in which the methodology is applied, resolving doubts and ensuring the correct application of the principles and methodological components.
[Beatriz] These three pillars are still in full force today. Top management maintains its firm support for the methodology, actively promoting its expansion to all types of projects, regardless of their nature or complexity.
In addition, specific training actions are carried out for all new users, both belonging to Instituto Cervantes and external suppliers, which guarantees a progressive and homogeneous incorporation of the methodological approach to project management. These training actions are complemented by periodic communication actions aimed at all users.
Finally, close and continuous support is provided to the project teams in projects which this methodology is applied in.
What impact has the use of the methodology had? What have been the positive impacts? Have there been any negative impacts? Are you using any metrics to measure impact?
[Mariano] The use of the developed methodology has had a very positive impact, fulfilling the expected benefits since its implementation. It has contributed to improve efficiency in project management, to favor a greater involvement of stakeholders in its execution, and to facilitate the communication of the progress and status of projects in a clear and structured way.
So far, the main metric used to evaluate its impact has been the direct perception of the teams that apply it in their daily work. In this regard, a year after its implementation, a survey was conducted among the project managers of the Transformation and Digital Communication Department.
The results of this survey confirmed not only that the methodology was providing the expected benefits, but also that the efforts made in terms of information, training and ongoing support had been well appreciated and considered adequate by the users.
[Alejandro] In addition, by working according to the methodology developed, the document management of the projects is highly structured and homogenised and a series of documents related to the objectives and progress are generated, which provide a very concrete vision of the scope and status of compliance. This has greatly facilitated the response to the audits carried out on Instituto Cervantes by the European Union in relation to the use and publicity of the PRTR funds that finance many of its projects.
Is the methodology being used in combination with any project management tool? If so, which one, why that tool?
[Beatriz] This methodology has been accompanied almost from its origins by a project management tool (this is the case of JIRA software), aligned with the methodology and its workflows, which allows to streamline the operation of the projects and serves as support for their management.
Also, for some time now, a scorecard has been implemented to visualize the evolution of the project portfolio, showing, among other things, the progress of each project, a quantification of its risks and the progress of milestones and deliverables of the projects, in the form of a scorecard. This tool makes it possible to visualize the progress of projects and make the appropriate decisions at all times.
The information that feeds this visualization is obtained, to a large extent, from the different monitoring and control elements that have been implemented with this methodology.
What are your plans for the future, how will you move forward with the deployment and evolution of the methodology?
[Beatriz] What we are doing now is a continuous evolution and improvement, that is to say, on what we have already implemented we are seeing how it is used, and we are improving the templates or certain communication flows.
[David] Two years have passed since the implementation of the methodology and we are now applying some simplifications, deepening certain aspects and, in short, adapting it to the day-to-day reality of its use.
We are also introducing some flexibility, allowing project managers to apply some particularisations that were not allowed before. If you are very flexible at the beginning, you will not achieve a common form of management, but once you do, it is possible.
[Alejandro] Furthermore, we have reached a point where they themselves have consolidated their use in an autonomous manner. For example, JIRA has been implemented and they use this platform for the approval of deliverables and prototypes that are generated, following the processes defined in the methodology. They already tend to use the methodology and adapt it to their different contexts. When you talk to them, they recognize the value it brings them.
Another curiosity that evidences the maturity in terms of its use is that project participants refer to themselves using the roles they occupy according to the methodology in the different conversations held in the context of the projects.
What a great experience! I hope it will inspire other companies to create their own methodologies based on PM2. We have already done this in both public and private companies and share many of your experiences.
Thank you very much for this interview, thank you for your time and for the generosity of sharing your experience.
We keep in touch to know how PM2 is evolving at Instituto Cervantes.
*Angel Agueda Barrero is CEO of EvergreenPM.com You can learn more about him through his LinkedIn profile.
**EvergreenPM.com is a company specialising in Project Management located in Spain and providing services anywhere in the world. Training, consultancy, interim project management, head hunting, etc.
