PRINCE2 and the PMBoK guide

If You Could Only Choose One . . . Which Would You Want? Service Manual Owner’s Manual Driver’s Manual 1 Service Manual 2 Owner’s Manual 3 Driver’s Manual 4 None of the above 5 All of the above

Banishing Some Misconceptions Fact  Fiction  PRINCE2, PMBoK, and Agile only apply to large or complex IT projects. Comparing PRINCE2, PMBoK, and Agile is like comparing apples, oranges, and pears. One can not or should not mix PMBoK, PRINCE2, and Agile.

Banishing Some Misconceptions Fact  Fiction   PRINCE2, PMBoK, and Agile only apply to large or complex IT projects. Comparing PRINCE2, PMBoK, and Agile is like comparing apples, oranges, and pears. One can not or should not mix PMBoK, PRINCE2, and Agile.

PMBoK: What a Project Manager Should KNOW PRINCE2: What the Various Roles Should DO DO An encyclopaedia of information on all things project management ‘Generally accepted’ project management knowledge and principles A common vocabulary of project management terms

Monitoring & Controlling   Initiating Planning Executing Monitoring & Controlling Closing Integration 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct And Manage Project Work 4.4 Monitor And Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase Scope 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope Time 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6. Develop Schedule 6.7 Control Schedule Cost 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs Quality 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality HR 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Mange Project Team Comms 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications Risk 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Qualitative Risk Analysis 11.4 Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks Table 3-1 PMBoK Page 61 Procure-ment 12.1 Plan Procurement Mangement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurem’t Stake-holder (SH) 13.1 ID SH 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control SH Engagement Project Management Process Group and Knowledge Area Map

Inputs Tools and Techniques Outputs

Project Management Process Interactions Figure 3-3 PMBOK 5th Edition, p 53 Project statement of work Business case Agreement Project initiator or Sponsor Initiating Process Group Procurement documents Stakeholder register management strategy Organizational process assets Enterprise environmental factors Project charter Planning Process Group Project management plan Monitoring and Controlling Process Group Enterprise/ organization Project Documents Teaming agreement Make or buy decisions Source selection criteria Resource calendar Customer Requirements Executing Process Group Final product, service or result Seller proposal Procurement contract award Approved change request Quality control measurements Performance reports Sellers Note: Deliverables Change requests Work performance information Select Seller External to process groups Closing Process Group Between process groups Accepted Deliverables Procurement documentation

PMBoK: What a Project Manager Should KNOW PRINCE2: What the Various Roles Should DO KNOW A pragmatic approach to project management Can be used for any type of project, industry, or location Product-focused (output) and Business Case-justified (outcomes) Prescriptive (Process-based) but tailored

The Method 7 THEMES 7 PRINCIPLES 7 PROCESSES

The Processes

Banishing Some Misconceptions Fact  Fiction   PRINCE2, PMBoK, and Agile only apply to large or complex IT projects. Comparing PRINCE2, PMBoK, and Agile is like comparing apples, oranges, and pears. One can not or should not mix PMBoK, PRINCE2, and Agile. 

Some terminology differences

1. PRINCE2 adds value by focusing: on products Management Products Baseline Management Products Define aspects of the project and, once approved, are subject to Change Control, e.g. Business Case Records Dynamic management products that document project progress, e.g. Risk Register Reports Management products that provide a snapshot of the status of certain aspects of the project, e.g. Highlight Report Specialist products Vary, determined by type of project

2. PRINCE2 adds value by focusing: on benefits Every PRINCE2 project will always have these three requirements: There is a justifiable reason to start it The justification remains valid throughout the life of the project The justification is documented and approved

3. PRINCE2 adds value by focusing: on quality

4. PRINCE2 adds value by providing: a systematic approach to change control

5. PRINCE2 adds value by providing: clear roles and responsibilities

In Conclusion: PRINCE2 The aim is to make: Is NOT the right information available at the right time for the right people to make the right decisions” Specific Technique Leadership capability

PMBoK and PRINCE2 Complete each other Approach Various roles should do PM should know Style Leaves the ‘how’ more open according to varying circumstances Variety of tools & techniques; little guidance for ‘what’ ‘when’ or how’ Business Case Basis for continuation and judging how well the project did Expect that following the plan will produce the outcomes Project structure Very clear on reporting line and reducing project risk No formal project structure description Deliverables Focus on process and product deliverables Focus on product and people deliverables Success Hinges on successful project execution Hinges on the skills of the project manager as they determine the parameters of the project

Banishing Some Misconceptions Fact   Fiction   PRINCE2, PMBoK, and Agile only apply to large or complex IT projects. Comparing PRINCE2, PMBoK, and Agile is like comparing apples, oranges, and pears. One can not or should not mix PMBoK, PRINCE2, and Agile.

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