1. PRINCE2 and the PMBoK guide

2. 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

3. 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.

4. 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.

5. 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

6. 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

7. Inputs Tools and Techniques Outputs

8. 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

9. 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

10. The Method
7 THEMES
7 PRINCIPLES
7 PROCESSES

11. The Processes

12. 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. 

13. Some terminology differences

14. 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

15. 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

16. 3. PRINCE2 adds value by focusing: on quality

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

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

19. 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

20. 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

21. 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.

22. Your thoughts or questions …