Merge pull request #20555 from opf/merge-release/16.5-20251008034048

Merge release/16.5 into dev

Author: myabc

.github/workflows/docs.yaml

@@ -13,7 +13,7 @@ permissions:
   contents: read
 
 jobs:
-  docs-check:
+  docs-links-check:
     name: Check internal links in documentation
     runs-on: [ubuntu-latest]
     steps:
@@ -22,3 +22,18 @@ jobs:
         with:
           bundler-cache: true
       - run: bundle exec ./script/docs/check_links
+  docs-readme-case-check:
+    name: Check README.md case in documentation
+    runs-on: [ubuntu-latest]
+    steps:
+      - uses: actions/checkout@v5
+      - run: script/docs/check_readme_case
+  docs-readme-yaml-header-syntax-check:
+    name: Check README.md YAML header syntax in documentation
+    runs-on: [ubuntu-latest]
+    steps:
+      - uses: actions/checkout@v5
+      - uses: ruby/setup-ruby@v1
+        with:
+          bundler-cache: true
+      - run: script/docs/check_readme_yaml_header_syntax

app/forms/custom_fields/hierarchy/item_form.rb

@@ -41,7 +41,7 @@ class ItemForm < ApplicationForm
             value: @target_item.label,
             visually_hide_label: true,
             required: true,
-            autofocus: true,
+            autofocus: @target_item.errors.empty?,
             placeholder: I18n.t("custom_fields.admin.items.placeholder.label"),
             validation_message: validation_message_for(:label)
           )

app/models/exports/formatters/default.rb

@@ -79,6 +79,14 @@ def format_options
         {}
       end
 
+      def currency_format
+        "#,##0.00 [$#{Setting.costs_currency}]"
+      end
+
+      def number_format
+        "0.00"
+      end
+
       protected
 
       # By default, use try as a non-destructive accessor

app/models/work_package/exports/formatters/work_hours.rb

@@ -0,0 +1,43 @@
+# frozen_string_literal: true
+
+#-- copyright
+# OpenProject is an open source project management software.
+# Copyright (C) the OpenProject GmbH
+#
+# This program is free software; you can redistribute it and/or
+# modify it under the terms of the GNU General Public License version 3.
+#
+# OpenProject is a fork of ChiliProject, which is a fork of Redmine. The copyright follows:
+# Copyright (C) 2006-2013 Jean-Philippe Lang
+# Copyright (C) 2010-2013 the ChiliProject Team
+#
+# This program is free software; you can redistribute it and/or
+# modify it under the terms of the GNU General Public License
+# as published by the Free Software Foundation; either version 2
+# of the License, or (at your option) any later version.
+#
+# This program is distributed in the hope that it will be useful,
+# but WITHOUT ANY WARRANTY; without even the implied warranty of
+# MERCHANTABILITY or FITNESS FOR A PARTICULAR PURPOSE.  See the
+# GNU General Public License for more details.
+#
+# You should have received a copy of the GNU General Public License
+# along with this program; if not, write to the Free Software
+# Foundation, Inc., 51 Franklin Street, Fifth Floor, Boston, MA  02110-1301, USA.
+#
+# See COPYRIGHT and LICENSE files for more details.
+#++
+
+module WorkPackage::Exports
+  module Formatters
+    class WorkHours < ::Exports::Formatters::Default
+      def self.apply?(name, export_format)
+        %i[estimated_hours remaining_hours].include?(name.to_sym) && export_format == :csv
+      end
+
+      def format_options
+        { number_format: }
+      end
+    end
+  end
+end

config/initializers/export_formats.rb

@@ -48,6 +48,7 @@
       formatter WorkPackage, WorkPackage::Exports::Formatters::Hours
       formatter WorkPackage, WorkPackage::Exports::Formatters::ProjectPhase
       formatter WorkPackage, WorkPackage::Exports::Formatters::SpentUnits
+      formatter WorkPackage, WorkPackage::Exports::Formatters::WorkHours
 
       list Project, Projects::Exports::CSV
       list Project, Projects::Exports::PDF

docs/project-management-guide/1-introduction/readme.md renamed to docs/project-management-guide/1-introduction/README.md

@@ -1,18 +1,18 @@
 ---
 sidebar_navigation:
-  title: 1 An Introduction to the PM² Guide - OpenProject
+  title: 1 Introduction
   priority: 999
 description: Explains the purpose and audience of the PM² methodology. It introduces PM² as a light, practical, and adaptable approach suitable for various project types, developed by the European Commission. It outlines the structure of the guide and how to use it.
 keywords: user guide
 ---
 
-# 1 An Introduction to the PM² Guide 
+# 1 An introduction to the PM² guide 
 
 ## 1.1 Objectives
 
 This guide sets out to provide an introduction to the PM² Project Management Methodology. It has been kept as lean as possible, while still providing enough information to allow for an effective understanding of the PM² Methodology as practitioners start to use it.
 
-## 1.2 Intended Audience
+## 1.2 Intended audience
 
 - Entry-level Project Managers (PMs) and project teams wishing to learn more about project management and the PM² Methodology.
 - Experienced Project Managers (PMs) and team members who wish to learn more about the PM² Methodology.
@@ -23,11 +23,11 @@ This guide sets out to provide an introduction to the PM² Project Management Me
 - a common vocabulary (glossary) which makes it easier for project teams to communicate and apply project management concepts
 - best practices-it is up to the Project Managers (PMs) and project teams to choose the PM² practices that will bring most value to their projects
 - links to PM² resources (online resources, Artefact templates and examples)
-- an introduction to other PM² models, such as PM2-Agile, PM²-PgM (for Programme Management) and PM²-PfM (for Portfolio Management).
+- an introduction to other PM² models, such as PM²-Agile, PM²-PgM (for Programme Management) and PM²-PfM (for Portfolio Management).
 
 This guide can be read from beginning to end, to learn about the methodology, or it can be used as a reference, to help you as you practise PM².
 
-## 1.3 About the PM² Methodology
+## 1.3 About the PM² methodology
 
 PM² is a Project Management Methodology developed by the European Commission. Its purpose is to enable Project Managers (PMs) to deliver solutions and benefits to their organisations by effectively managing the entire lifecycle of their project. PM² has been created with the needs of European Union Institutions and projects in mind, however, the best practices described in PM² are applicable to projects in any organisation.
 PM² is a light and easy-to-implement methodology which project teams can tailor to their specific needs. PM² is fully supported by a comprehensive training programme (including workshops and coaching sessions), online documentation and an active Community of Practice (currently only available within the European Commission and to a number of affiliate European Institutions).
@@ -51,11 +51,11 @@ PM² incorporates elements from a wide range of globally accepted project manage
 - proposing management activities and outputs (plans, meetings, decisions)
 - providing a link to agile practices.
 
-## 1.4 The Centre of Excellence in PM² (CoEPM²) 
+## 1.4 The Centre of excellence in PM² (CoEPM²) 
 
 The purpose of the Centre of Excellence in  PM² (CoEPM² is to provide the European Commission and European Union Institutions with high-quality project management infrastructure, support and consulting services. The CoEPM² supports the PM² Methodology internally, coordinates an inter-institutional Project Support Network, and promotes the wider adoption and use of PM² beyond the European Union Institutions through the Open PM² initiative and the Digital Europe Programme.
 
-## 1.5 The Open PM² Initiative
+## 1.5 The Open PM² initiative
 
 Open PM² is a European Commission initiative, which brings the PM² Methodology and its benefits closer to its broader stakeholders and user community.
 
@@ -79,7 +79,7 @@ Opening PM² does this by:
 - enabling the improved monitor and control of European Union-funded projects and grants
 - applying the European Commission decision of 12 December 2011 (2011/833/EU) on the reuse of Commission documents to promote accessibility and reuse.
 
-### 1.5.1 PM² Publications 
+### 1.5.1 PM² publications 
 
 The Centre of Excellence in PM² (CoEPM²) provides a central online location for all PM² information, and resources.
 

docs/project-management-guide/2-project-management/readme.md renamed to docs/project-management-guide/2-project-management/README.md

@@ -1,6 +1,6 @@
 ---
 sidebar_navigation:
-  title: 1 Project management
+  title: 2 Project management
   priority: 950
 description: Provides the general project management concepts on which PM² is built. It covers the definition of projects, their environment, key success factors, and essential project management competencies (knowledge, skills, and mindsets).
 keywords: user guide
@@ -84,15 +84,15 @@ The table below illustrates this with a simple example:
 | Project Outcomes | - Increased project quality. <br> - Improved visibility of project objectives, status and forecasts. <br> - Capability to have better control over contractor work and deliverables. |
 | Project Benefits | - Project cost overruns decreased by 30\% <br> - Productivity increased by 30\%. |
 
-## 2.2 About Project Management 
+## 2.2 About project management 
 
-### 2.2.1 What is Project Management?
+### 2.2.1 What is project management?
 
-Project Management can be described as the activities of planning, organising, securing, monitoring and managing the resources and work necessary to deliver specific project goals and objectives in an effective and efficient way.
+Project management can be described as the activities of planning, organising, securing, monitoring and managing the resources and work necessary to deliver specific project goals and objectives in an effective and efficient way.
 
 The project management approach used should always be tailored to the needs of the project. When using PM², a Project Manager (PM) should use (and if needed after tailoring) only those parts that contribute to the effective management of their project.
 
-### 2.2.2 Project Documentation
+### 2.2.2 Project documentation
 
 Project documentation is a key activity in project management. It carries through from the start of a project to its completion. Project documentation:
 
@@ -121,13 +121,13 @@ A Project Support Office (PSO) is an organisational body (or entity) that provid
 - tailor the project management methodology to new best practices and help project teams implement the updated methodology effectively.
 
 
-### 2.2.4 Programme Management
+### 2.2.4 Programme management
 
 A programme is a set of related projects and activities managed in a coordinated way to achieve strategic objectives and benefits that could not be obtained if they were managed individually. The projects within a programme all contribute to the common programme goals and are interdependent. In addition to projects, a programme often includes elements of related work (programme-level activities) outside the scope of its projects.
 
 Programme management is different from multi-project management (managing many projects in parallel). Thus, while a Programme Manager ( PgM ) coordinates efforts between projects, s/he does not directly manage the individual projects.
 
-### 2.2.5 Project Portfolio Management
+### 2.2.5 Project portfolio management
 
 A project portfolio is a collection of projects, programmes and other activities, which are grouped together to allow better control over their financial and other resources and to facilitate their effective management
 
@@ -136,7 +136,7 @@ in terms of meeting strategic objectives. The projects or programmes in a portfo
 It is very important for people involved in project definition and management to understand the differences between-and specific management requirements of-projects, programmes and portfolios. They should also be able to define or position their work at the right level (i.e. know if their work would be better managed as a programme or a network of projects), while always being aware of the management and organisational context of their work (see Appendix D).
 ![Fig 2.4 Relationships between strategy, project, programme, portfolio and operations](02.04.png)
 
-### 2.2.6 Projects vs Operations 
+### 2.2.6 Projects vs operations 
 
 Projects are temporary and should therefore have a definite start and end. A project should be considered complete when it is determined that its goals and objectives have been accomplished. Once this happens, the project team should be disbanded.
 
@@ -154,27 +154,27 @@ How do you recognise that a project has slipped into operations mode?
 - Maintenance activities are undertaken.
 - Minor updates (improvements) are planned and implemented over time.
 
-## 2.3 Project Environment 
+## 2.3 Project environment 
 
-### 2.3.1 Project Organisation
+### 2.3.1 Project organisation
 
 It would be convenient to assume that all PM² Project Managers (PMs) operate within their organisations in a homogenous environment and with consistent levels of authority and responsibility. This is generally not the case, however.
 
 There are typically several ways of organising projects within an organisation, which utilise one of the following structures or a combination of them.
 
-**The Functional Structure**
+**The functional structure**
 
 In a functional organisational structure, project work is integrated into the work performed by the permanent organisation. Project members and other resources are borrowed from multiple sections of the functional organisation. The Project Manager (PM) tends to have limited authority and needs to involve senior management in the management of important project issues. Project work is often viewed as having lower priority than everyday work.
 
-**The Projectized Structure**
+**The projectized structure**
 
 On the other end of the spectrum, in a projectized organisation, there is only a basic permanent (functional) hierarchy, and all work is organised and performed within temporary project organisations. Project resources are brought together specifically for the purpose of a project and work more or less exclusively for the project. At the end of the project, resources are either reassigned to another project or returned to a resource pool.
 
-**The Matrix Structure**
+**The matrix structure**
 
 A matrix organisation is a blended organisational structure. Additional temporary project organisations are created alongside the functional hierarchy to achieve specific project goals and work. The role of the Project Manager (PM) is recognised as central and key to the project's success, and the Project Steering Committee (PSC) typically delegates enough authority and responsibility to the Project Manager (PM) and the Business Manager (BM) for them to manage the project and its resources. Matrix organisations can be further categorised as weak, balanced and strong matrix organisations, the difference being the level of authority and autonomy given to the project organisation.
 
-### 2.3.2 Developing Project Management Competences
+### 2.3.2 Developing project management competences
 
 Project management involves much more than creating schedules and budgets, and Project Managers (PMs) must have a wide range of technical and behavioural skills at their disposal.
 
@@ -193,7 +193,7 @@ It is up to the Project Manager (PM) to acquire these skills and invest in their
 
 
 
-### 2.3.3 Project Management Competences 
+### 2.3.3 Project management competences 
 
 Project Managers (PMs) need to:
 

docs/project-management-guide/3-overview-pm2/readme.md renamed to docs/project-management-guide/3-overview-pm2/README.md

@@ -1,13 +1,13 @@
 ---
 sidebar_navigation:
-  title: 3 Overview of the PM² Methodology
+  title: 3 PM² methodology overview
   priority: 850
-description: Presents the House of PM² framework and explains its four pillars: Governance, Lifecycle, Processes, and Artefacts, all supported by PM² Mindsets. It introduces the four project lifecycle phases (Initiating, Planning, Executing, Closing) and explains tailoring to different project contexts.
+description: "Presents the House of PM² framework and explains its four pillars: Governance, Lifecycle, Processes, and Artefacts, all supported by PM² Mindsets. It introduces the four project lifecycle phases (Initiating, Planning, Executing, Closing) and explains tailoring to different project contexts."
 ---
 
-# 3 Overview of the PM² Methodology 
+# 3 Overview of the PM² methodology
 
-## 3.1 The House of PM²
+## 3.1 The house of PM²
 
 The PM² Methodology is built on Project Management best practices and is supported by four pillars:
 
@@ -22,7 +22,7 @@ The PM² Methodology is built on Project Management best practices and is suppor
 
 The spirit of the PM² Methodology is further defined by the PM² Mindsets, which provide the glue that holds together the PM² practices and provide a common set of beliefs and values for PM² project teams.
 
-## 3.2 The PM² Lifecycle
+## 3.2 The PM² lifecycle
 
 The PM² project lifecycle has four sequential and non-overlapping phases with a different type of activity predominant in each phase (i.e. initiating activities are predominant in the Initiating Phase, etc.). However, while phase-related activities peak in terms of effort during a specific phase, activities of this type can also be executed during neighbouring phase(s) (e.g. planning activities are also repeated in the Executing Phase).
 
@@ -59,7 +59,7 @@ The Business Case and Project Charter define the project's scope and direction.
 
 At the end of the Initiating Phase, the Project Steering Committee (PSC) or other Appropriate Governance Body (AGB) reviews the above documents and decides whether to allow the project to move forward.
 
-### 3.2.2 Planning Phase 
+### 3.2.2 Planning Phase
 
 ![Planning Phase](03.02.02.png)
 
@@ -100,7 +100,7 @@ The following activities are part of the Executing Phase:
 
 Once the project deliverables have been accepted by the Project Owner (PO), the Project Manager (PM) can request approval to move on to the Closing Phase. This decision to move on is taken by the Project Steering Committee (PSC).
 
-### 3.2.4 Closing Phase 
+### 3.2.4 Closing Phase
 
 ![Closing Phase](03.02.04.png)
 
@@ -128,7 +128,7 @@ Monitor \& Control activities run throughout the project's lifecycle. During Mon
 
 
 
-### 3.2.6 Phase Gates and Approvals 
+### 3.2.6 Phase Gates and Approvals
 
 At the end of each phase, the project passes through a review and approval gate. This ensures that the project is reviewed by the appropriate people (i.e. the Project Manager (PM), Project Owner (PO), the Project Steering Committee (PSC) or other delegated role) before it moves on to the next phase. These checkpoints contribute to the overall project management quality and allow the project to proceed in a more controlled way.
 
@@ -162,7 +162,7 @@ Finally, the Closing Phase is driven by the stakeholders who evaluate the projec
 | Project Deliverables | Lists the complete set of project deliverables as defined in the Project <br> Charter and Project Work Plan. |
 | Project-End Report | Summarises the project experience, project performance and Lessons <br> Learned (successful project practices and potential pitfalls). |
 
-## 3.4 What is a PM² Project 
+## 3.4 What is a PM² Project
 
 Many PM² best practices can be applied to any type of project or work activity. However, to be able to apply the whole PM² Methodology, a project must have certain characteristics.
 
@@ -183,7 +183,7 @@ Thus, a PM² project:
 
 The number of the above characteristics, apparent in a project, drive the tailoring and customization that will have to be applied to the PM² methodology.
 
-## 3.5 PM² Mindsets 
+## 3.5 PM² Mindsets
 
 The PM² processes, artefacts, tools and techniques help project teams make decisions on trade-offs between a project's time, cost, scope and quality dimensions.
 
@@ -227,7 +227,7 @@ The PM² Mindsets:
 - are useful reminders of effective attitudes and behaviours.
 
 
-## 3.6 Tailoring and Customisation 
+## 3.6 Tailoring and Customisation
 
 To ensure that the PM² Methodology effectively serves an organisation's and a project's needs, some level of tailoring or/and customisation may be required.
 

docs/project-management-guide/4-project-organisation-and-roles/readme.md renamed to docs/project-management-guide/4-project-organisation-and-roles/README.md

@@ -1,6 +1,6 @@
 ---
 sidebar_navigation:
-  title: 4 Project Organisation and Roles 
+  title: 4 Project organisation and roles 
   priority: 800
 description: Describes the PM² governance model in detail, including the main project roles and responsibilities for example the Project Steering Committee, Project Owner, Business Manager, Project Manager, and Project Core Team. It explains reporting lines, decision-making, and escalation mechanisms.
 keywords: project stakeholders, project organisations, appropriate governance body, project steering committee, PSC, project owner, business manager, project manager, business implementation group, project core team, project support team, ram