PMBOK Guide vs. PRINCE2. A High-level comparative note

Transcription

1 PMBOK Guide vs. PRINCE2 A High-level comparative note

2 PMBOK Guide vs. PRINCE2 Project Management Body of Knowledge (PMBOK ) Guide is the Standard brought out by the PMI, USA, for management of Individual Projects. PRojects IN a Controlled Environment (PRINCE2 ), is a structured method for effective Project Management, which is being continued to be developed by the Office of Government Commerce (OGC), UK. Development of these standards in USA and Europe have few commonalities, but have also depicted different approaches to Project Management. 2

3 PMBOK Guide vs. PRINCE2 PRINCE2 is widely used in UK/ few European Countries, whereas PMBOK based standard is quite popular in USA. Since most of the Projects outsourced are currently from USA, the knowledge of PMBOK framework ( and of PMP Certification) have become desirable for Companies/participants from India. However, as Consulting companies look beyond USA for diversifying their clientbase to Europe, awareness/knowledge of PRINCE2 is gaining popularity. 3

4 PMBOK vs. PRINCE2 At a macro level, PMBOK Guide is a Body of Knowledge and PRINCE2 is a method for successful management of Projects. PMBOK Guide is a highly descriptive compendium of the PM Processes and Tools. PRINCE2 takes a prescriptive approach for Project Management, complete with Templates, Roles and Responsibilities of multiple Stakeholders etc. PMBOK Guide defines the collection of knowledge, generally recognized as Best practices for managing Projects, which a Project Manager ought to know. In contrast to this, PRINCE2 is a process-driven PM method, which describes what the Project Manager and other major Stakeholders ought to know and ought to do in Projects. 4

5 The Structure of PRINCE2 method PROJECT ENVIRONMENT Change Progress Risk Business Case PRINCE2 PROCESSES Plans Organization Quality PRINCE2 THEMES PRINCE2 PRINCIPLES Crown Copyright Reproduced under Licence from OGC. 5

6 The PRINCE2 Processes Pre-project Initiation stage Subsequent delivery stage(s) Final delivery stage Directing SU Directing a Project Managing IP SB Controlling a Stage SB CP Controlling a Stage Delivering Managing Product Delivery Managing Product Delivery Key SU = Starting up a Project IP = Initiating a Project SB = Managing a Stage Boundary CP = Closing a Project Crown Copyright Reproduced under Licence from OGC. Note Starting up a Project is used by both the directing and managing levels There should be at least two management stages, the first of which is the initiation stage. Managing a Stage Boundary is first used at the end of the Initiation stage and repeated at the end of each subsequent stage except the final stage. It is also used to prepare Exception Plans, which can be done at any time including in the final stage. For complex of lengthy initiations, Controlling a Stage and Managing Product Delivery can optionally be used to manage the initiation stage. 6

7 Few Major comparative points Theme Approach to PM Project Initiation Empowerment for the Project Manager (PM) Adaptation/ Tailoring to specific Projects Controls/Checkpoints PMBOK Guide Largely Descriptive Customer centric Project Charter Need to consider Sponsor/Key stakeholders Is left to the PMsome Processes can be left out if needed Are left to the PM to decide PRINCE2 Quite Prescriptive especially for Process interactions, but scaleable Business Case driven Project Ownership and Control by Senior Management above PM (Project Board/Executive) All Processes need to be considered but can be scaled - to meet Project specific requirements Multi level controls clearly laid out for progress reporting and tracking at various levels 7

8 Major inclusions in PMBOK Guide (vis-a-vis PRINCE2 ) The following is an overview of major inclusions in PMBOK Guide for the guidance of the Project Manager- vis a vis PRINCE2 Procurement Management (Contract Management) Team Management Cost Management/ Earned Value Analysis Schedule Management Communications Management Is better for evolving a Organization specific methodology for managing Projects as a guideline reference! 8

9 Major strengths of PRINCE2 ( vis-a-vis PMBOK Guide ) Continuing Alignment to Business Case throughout the Project Lifecycle A clear delineation of Deliverables/Reports through Product Based Planning approach and focus on achieving them Well defined Roles and Responsibilities of multiple stakeholders/robust system of checks and controls Detailed guidelines for Change control / Configuration Management/Project documentation Focus on Principles/ Lessons Learned Offers a framework for facilitating individual Project success! 9

10 Customers Predominantly using PRINCE2 The following sets of customers/projects are known to be using/ interested in PRINCE2. All UK Government initiated/sponsored Projects UK based Companies ( British American Tobacco/ BT/ BOC/ Unilever/ Tesco/ Philip Morris/ Glaxo/ LogicaCMG/ AXA..) Mainland European Clients ( Philips/ Shell/ Nokia/ Cornhill/ HSBC/ Novartis..) Non-European Clients ( Sun/ Hitachi/ Fidelity/ World Bank..) Indian Consulting companies seeking to broadbase into European market 10

11 What is good for the customer? Both the methodologies are not incompatible to each other! A PM can use both of them for Project success PMBOK Guide offers depth and PRINCE2 facilitates definition of PM structure/ processes/ controls in a better way. PRINCE2 is mandated to be used for many UK/ European Projects 11

12 Way forward for Companies and Practitioners At a Program level, PMI have got their own standards for Program/ Portfolio Management/ OPM3 whereas OGC have a corresponding standard Managing Successful Programs MSP TM Current versions of these standards have been facilitating convergence in approach and terminology Some Companies seek to adopt an Hybrid Approach taking the Best of Breed from both these methods 12