PRINCE2® vs PMBOK: Friend or Foe? - APMG-International Webinar


Published on

Tuesday 18 June 2013 / 10:00 EDT (New York, US)
Presented by Julie Grabb, J.A.G Associates & Advantage Learning

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

PRINCE2® vs PMBOK: Friend or Foe? - APMG-International Webinar

  1. 1. APMG-International Webinar PRINCE2® vs PMBOK: Friend or Foe? Tuesday 18 June 2013 / 10:00 EDT (New York, US) Presented by Julie Grabb, J.A.G Associates & Advantage Learning
  2. 2. Agenda • Welcome & introduction – David Smyth, Marketing Manager - Canada APMG-International • PRINCE2 vs PM BOK: Friend or Foe? – Julie Grabb (J.A.G Associates in association with Advantage Learning) • Q&A • More Information • Close
  3. 3. About APMG-International • Global Examination & Accreditation Institute • Official accreditation/qualification body for Best Management Practice PPM portfolio • Extensive portfolio of professional management qualifications • 350+ Accredit training (ATO) and consulting (ACO) organizations with 1800+ approved trainers and consultants • Certify examination candidates; 18000+ exams per month • HQ in UK; operational offices or formal representation in 12 countries • Full details at
  4. 4. Your presenter… • Julie Grabb • Experienced Project Management consultant and trainer with over 20 years of experience in both public and private sectors • Veteran of over 400 classroom deliveries on variety of project management topics • First PRINCE2 Approved Trainer (APMG) in Canada (certified 2009) • PMI PMP (2001) • On the faculty of the Schulich School of Business Masters Certificate in Project Management • / •
  5. 5. WOULDN’T IT BE NICE: • Let the Project Manager Manage. • Specific definition of what the Executives & other key stakeholders are responsible for. • No weekly team status meetings. • No monthly steering committee meetings. • Give me some wiggle room in the plan. • Periodic review of the continued viability of the project. • A detailed definition of how to document and build QUALITY into my project plan. • A list of document templates and definitions of what should be in them & where the information comes from.
  6. 6. BASICS • PRINCE2 is generic: – Developed by OGC in UK – Applicable to any type of project / scalable • International situation: – In 59 countries – In Canada: since 2007 – over 3300 examinations
  7. 7. What is PRINCE2? • PRINCE2 = PRojects IN Controlled Environments – Is a structured method for effective project management. • Key Principles: – Regular review of progress against the Business Case. – “Management by Exception”. – Controlled start, middle & end. – Manage one stage at a time. • ref: Managing Successful Projects with PRINCE2
  8. 8. Why PRINCE2 when there is PMBOK® ? • Section 1.1 (ref: PMBOK® 5th Edition) – This standard is a guide rather than a methodology. One can use different methodologies and tools (e.g. Agile, waterfall, PRINCE2) to implement the project management framework. • “the PMBOK ® Guide is neither a textbook, nor a step-by-step, or “how to” type of reference” PMI Today, Feb 2006 • Section 1.4.4 Project Management Office (ref: PMBOK ® 5th Edition) – A primary function of a PMO… Identifying and developing project management methodology, best practices and standards.
  9. 9. BUSINESS CASE • PMBOK – Section (5th Edition) – Acknowledges the existence of a business case as input to developing the project charter – Expanded definition of the sources of a business case – Initiation starts after the business case has been accepted. – “In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case.” • PRINCE2 – Starts with a project “mandate” and creates the outline business case as part of the project brief. – Business case approved by the Project Board as part of the P.I.D. in Approving the Project. – Business Case is a key project control document at the end of each stage.
  10. 10. • PMBOK® 5th Edition: – Section 2.4 – Project life cycle overview • “The project life cycle is a series of phases that a project passes through from its initiation to its closure…… A life cycle can be documented within a methodology.” – Section 2.4.2 Project Phases • “Are a collection of logically related project activities that culminates in the completion of one or more deliverables.“ – End of a Phase • Transfer or hand-off of the work product produced as the phase deliverable. • Reassess the activities underway and to change or terminate the project if necessary. PHASES / STAGES
  11. 11. • PRINCE2: – Project life cycle (technical stages) • Technical stages can coincide with the management stages of P2 • Can overlap – Management Stages • Are partitions of the project with management decision points. • Cannot overlap • Contains specific products to be produced – End of a Stage • Reflect back on the status of the current stage. • Plan in detail the next management stage. • Specifically reviews risks & issues. • Specifically reviews & updates the business case & viability. PHASES / STAGES
  12. 12. PMBOK® SAYS: VS PRINCE2 DOES: • “Tolerances (specified range of acceptable results) and control limits (that identify the boundaries of common variation in a statistically stable process or process performance).” ref: PMBOK ® 5th Edition Section 8.3 – Control Quality • The quantified description of acceptable variation from a quality requirement. ref: PMBOK ® 5th Edition Glossary • “the permissible deviation above and below a plan’s estimate of time & cost without escalating the deviation to the next level of management. Separate tolerance figures should be given for time and cost. There may also be tolerance levels for quality, scope, benefit and risk. Tolerance is applied at project, stage and team levels.” ref: Managing Successful Projects with PRINCE2 - Glossary
  13. 13. • Project Org Charts – part of HR plan – A graphic display of project team members and their reporting relationships • Project Stakeholders & Governance (Section 2.2) • Roles & Responsibilities – the following should be addressed when listing the roles & responsibilities needed to complete a project. (Section • Project Board specifically defined roles and responsibilities includes business, User & Supplier interests ref: Managing Successful Projects with PRINCE2 PMBOK® SAYS: VS PRINCE2 DOES:
  14. 14. • “Acceptance Criteria – A set of conditions that is required to be met before deliverables are accepted.” • Quality Metrics – A description of a project or product attribute and how to measure it. ref: PMBOK ® 5th Edition Glossary • “Acceptance Criteria - A prioritized list of criteria that the project product must meet before the customer will accept it.” • Quality Criteria- “A description of the quality specification that the product must meet and the quality measurements that will be applied by those inspecting the finished product.” ref: Managing Successful Projects with PRINCE2 PMBOK® SAYS: VS PRINCE2 DOES:
  15. 15. PRINCE2 enhances “Quality”• Description of the Quality Management Strategy. • Provides a roadmap to building quality into your project. • Definition of what to include in: – Customer quality expectations – Acceptance criteria • Definition of info to include in each product description: – Quality criteria – Quality method – Quality skills/responsibilities • Inclusion of quality definitions at all plan levels and in the authorization of work packages to a team manager. So that all can be included in the plans at the
  16. 16. PRINCE2PRINCE2 Project Tools Techniques People Expectations Programmes Mission Strategy Operations Benefits Business ©Crown Copyright 2005 Reproduced under licence from OGC Configuration Management Scope & Context of PRINCE2
  17. 17. ©Crown Copyright 2009 Reproduced under licence from OGC PRINCE2 Processes
  18. 18. PROJECT ENVIRONMENT PRINCE2® PROCESSES PRINCE2® PRINCIPLES Progress Business Case Organization Quality Risks Change Plans PRINCE2® THEMES ©Crown Copyright 2009 Reproduced under licence from OGC PRINCE2 Themes
  19. 19. Influences on the tailoring environment PRINCE2® principles Environmental factors Project factors Tailor ©Crown Copyright 2009 Reproduced under licence from OGC • Multi-organization • External customer/supplier • Corporate standards • Within a programme • Organization maturity (e.g. centre of excellence • Terms and language • Geography • Organization culture • Project priority • etc. • Scale • Solution complexity • Team maturity • Project type and lifecycle model • etc. • Adapt the themes (through the strategies and controls) • Revise terms and language • Revise Product Descriptions for the management products • Revise role descriptions • Adjust processes to match the above • Record in the Project Initiation Documentation
  20. 20. Structure of the PRINCE2 Training • Pre-course reading & questions • FOUNDATION: (1 hr – 75 questions) – 3 days + Wed afternoon EXAM – pass = 50% – Tests knowledge of Prince2 • PRACTITIONER: (2 ½ hr – 80 marks) – Thu – Practitioner Practice – Fri – Practitioner exam – pass = 55% • Evenings: homework! • 59 PDUs for the full Practitioner course
  22. 22. More Information • APMG-International website: – • PRINCE2 Official Website – • Best Management Practice portfolio – • Advantage Learning – – @APMG_Inter • J.A.G Associates –
  23. 23. International International Find out more about us at our website: Thank you for attending.