PMBOK, overseen by the Project Management Institute (PMI), is the recognized (de facto) standard of project management knowledge in the USA. In the UK and Europe, PRINCE2 is the project management method of choice, and is required by the UK government for all projects it commissions.
This page will provide an overview of the similarities and differences between PMBOK and PRINCE2. Many will argue that comparing PRINCE2 and PMI's PMBOK is like comparing apples and oranges as PRINCE2 is a project management method and PMBOK is a standard. This is to a great extent true, but a comparison is still interesting as it will tell you which one is most suited for your specific needs.
PRINCE2 versus PMI, and PRINCE2 versus PMP
As shown in the table below, it makes no sense to look at PRINCE2 versus PMI or PRINCE2 versus PMP. PMI is the governing body of the PMBOK and PMP is the certification. The correct comparison is between the method versus the standard, PRINCE2 versus PMBOK.
Method or Standard
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Governing Body
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Certification
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PRINCE2
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PRINCE2 Foundation
PRINCE2 Practitioner
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PMBOK
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(and several other
certifications)
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Overall Compatibility.
There is a high level of compatibility between PRINCE2 and PMBOK. PRINCE2 would enhance the implementation of the PMBOK standards by providing greater depth and structure to the establishment of project environments, and by providing a more rigorous approach to the setting up, running and closing down of individual projects.
The adoption of the PMBOK to a PRINCE2 based organization will help to identify the additional areas which need to be addressed in order to give projects the best chance of success, such as the soft skills needed. Below are some specific points regarding PRINCE2 and PMBOK.
PRINCE2 strengths.
PRINCE2 is strong on the business case, process and governance. PRINCE2 offers standard roles for its project management team.
There is no equivalent PMBOK pre-project process to PRINCE2’s ‘Starting up a Project’ (SU), so there is no discussion of what or who should be in place at the beginning of a project, nor of how to go about getting it if it is lacking.
PRINCE2 offers a complete change control approach, whereas PMBOK just talks of the need for it.
PMBOK says little about configuration management, and certainly offers no link between it, the Configuration Librarian role and change control.
The PMBOK only talks about a Project Plan, whereas PRINCE2 offers Stage and Team Plans and discusses the advantages of breaking the Project Plan down, e.g. for easier planning and better control.
The PMBOK only covers the creation of a WBS, and does not compare to the PRINCE2 Product-based Planning technique in terms of the latter’s Product Descriptions and Product Flow Diagram. Nor is there any real detail in the PMBOK Planning process to take a plan through to a network plan and a Gantt or bar chart.
The Product Description is far more positive about what information should be provided to the producer of a product. The PMBOK offers only vague advice.
PMBOK strengths.
The PMBOK covers the actual procurement, pre-assignment or negotiation for team members for a project in some detail.
The PMBOK identifies needs to be covered in human resource management, and soft skills in general.
The PMBOK covers requirement management.
PRINCE2 versus PMBOOK - Chapter by Chapter
This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE2 method. It can be used in any discussion of the level of compatibility between two approaches, or can be used to identify where additional material is required to be added or changed to training in one or the other in order to cover both approaches. Each of these will be summarized and assessed against PRINCE2.
Section I The Project Management Framework
Summary
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PRINCE2
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Comments
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Ch1
Introduction
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No clash with PRINCE2
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PMBOK goes into more detail about its
overlap with other management areas, whereas PRINCE2 simply says ‘we don’t
try to re-invent the wheel’
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Purpose of the Guide
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This says that the purpose is to identify
and describe that subset of the PMBOK that is generally accepted, i.e. has
widespread consensus about their value and usefulness. There is no indication
of what else is in PMBOK outside the subset. It also aims to provide a common
lexicon of project management terms.
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No contention with PRINCE2.
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What is a project?
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A general and familiar description of a
project’s characteristics
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No contention with PRINCE2.
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What is Project Management?
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After a general description there is a
reference to the 12 chapters of the guide in sections I and II.
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No contention with PRINCE2. The 12
chapters are discussed in greater detail later in the comparison
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Relationship to other Management
Disciplines
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This touches very briefly on areas where
there is overlap between PMBOK and General Management (e.g. planning,
staffing law, logistics) and Application Area Knowledge (e.g. software
development, government contracting, marketing)
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PRINCE2 specifically avoids most of these
overlaps.
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Related Endeavours
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This is mainly a discussion of the
relationship of projects to programs and sub-projects
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No contention with PRINCE2. PMBOK
sub-projects relate to Work Packages and the typical division of work between
the Project Manager and a team.
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Ch
2 The Project Management Context
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Project Phases and the Project Life Cycle
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Discussion of phases linked to decision
points to review key deliverables and project performance to date. Several
examples are given of Representative Project Life Cycles.
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PRINCE2 uses the word ‘stage’ rather than
‘phase’ but same concept. PMBOK makes the same distinction between project
and product life cycles as PRINCE2. The examples of life cycles are what
PRINCE2 would call ‘technical stages’, but these may well match PRINCE2
management stages in the examples given.
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Project Stakeholders
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This defines the term ‘stakeholder’ and
gives examples of who they might be. It makes the point that stakeholders may
have different objectives
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No major difference to PRINCE2, although
PMBOK includes the Project Manager and team members as stakeholders, whereas
the interpretation in PRINCE2 stays at a higher level and gives examples of
stakeholders outside the project management team.
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Organizational Influences
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This discusses the possible impact of the
overall organisation within which the project operates. Several
organisational structures are described.
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PRINCE2 has the same approach but doesn’t
go into it in the detail of examples that PMBOK does
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PMBOK briefly discusses two
organisational cultures and how a project might benefit from or clash with
its organisation’s culture.
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Key General Management Skills
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This describes key general skills that a
Project Manager needs, including Leading, Communicating, Negotiating, Problem
Solving and Influencing the Organisation
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PRINCE2 does not attempt to cover these
skills.
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The PMBOK simply describes in brief terms
what each of the skills is, without offering any approach to them or relating
them to the PMBOK aspects where they will be useful.
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Social-Economic-Environmental Influences
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This simply says
that a Project Manager must be aware of current conditions and trends in
Standards & Regulations, Internationalization, Cultural Influences and
Socio-Economic-Environmental Sustainability
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PRINCE2 does not cover these topics
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PMBOK says nothing about when or how to
handle the influences, just gives examples of what they might be
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Ch3
Project Management Processes
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This talks of the interactive impact of
changes and tradeoffs
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Project Processes
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This is a brief mention that a project is
composed of processes, to be expanded in chapters 4 – 12.
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No contention with PRINCE2. The PMBOK
terms of ‘project management processes’ and ‘product-oriented processes’
relate to PRINCE2’s concept of management and technical stages.
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Process Groups
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PMBOK talks of 5 groups of one or more
processes each; initiating, planning, executing, controlling and closing.
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These relate to the PRINCE2 processes
plus some of the Components, such as Plans and Controls, and the linkages
between them.
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The PRINCE2 processes are more clearly
separated for understanding and the 8 processes provide more detail than the
5 PMBOK groups
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Process Interactions
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This takes the 5 process groups and
describes them in terms of their inputs, outputs tools and techniques.
PMBOK also has a process for Team
Development.
The Controlling process group covers
change control, performance reporting, quality control, risk monitoring and
control. An unusual process in this group is Scope Verification, described as
‘formalizing acceptance of the project scope.’
The Closing process group covers Contract
Closeout and Administrative Closure.
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PRINCE2 provides the inputs and outputs
and also shows where Components and Techniques are used in the processes. The
two Planning processes are very similar, and there are similar links between
Planning and the Management of Risk.
The PMBOK Executing processes contain
several elements that refer to procurement, such as solicitation, source
selection and contract administration
PRINCE2 does not cover Team Development
The Controlling process group’s work is
covered by the CS and MP processes.
The Closing process is very similar to
the CP process.
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PMBOK talks of initiating a project or a
phase. This equates to PRINCE2’s initiation stage/process and Managing Stage
Boundaries.
Whilst procurement may be part of many
projects, not all projects will want a method so specifically linked to
procurement.
‘Scope Verification’ in PRINCE2 would be
part of the initiation process, which correctly places it at the outset of a
project, less confusing than the PMBOK’s placement of it.
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Customizing Process Interactions
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A simple explanation that the standard
processes should be tailored for a project’s needs.
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No contention with PRINCE2.
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Mapping of Project Management Processes
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A matrix is given, mapping the 39 project
management processes of the 5 process groups to the 9 project management
knowledge areas
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This is similar to mapping PRINCE2 processes
to the components and techniques
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No major difference, although here again
we see Solicitation, Source Selection and Contract Administration coming in.
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Section II The Project Management Knowledge Areas
Summary
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PRINCE2
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Comments
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Ch
4 Project Integration Management
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This covers the processes required to
ensure coordination of the various project elements, specifically plan
development and execution plus change control
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Project Plan Development
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There is a general discussion on creating
a Project Plan and using Earned Value Management, although no detail is given
here about it.
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This is very similar to the Planning
process, although PMBOK mentions a WBS, rather than Product Breakdown
Structure.
There is no mention in PMBOK at this time
of Stage or Team Plans, nor any detail of how to create the plan, just what
it should contain
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PMBOK talks of many subsidiary management
plans, such as scope management plan, quality management plan, communications
management plan, risk response plan. Many of these are covered in other
sections of the PID
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Project Plan Execution
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This takes the approach that a project is
managed against the Project Plan on a day-to-day basis. Work authorisation
and status review meetings are mentioned.
There is only a brief mention of change
requests and gathering information on work results
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PRINCE2 goes down to Stage and Team Plan
level for day-to-day execution. Work Packages match work authorisation, but
far more detail is given of the content of the WP and the interface with Team
Managers. PRINCE2 has Checkpoint meetings but specifically suggests that the
Project Board manage by exception and receive Highlight Reports instead of
holding review meetings, except for end stage assessments.
The PRINCE2 CS2/3/4 processes give far
more detail about gathering progress information, capturing and examining
change requests.
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PMBOK is vague here, stays at a high
level of plan for day-to-day control, and still has regular progress meetings
without separating Project Board from these.
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Integrated Change Control
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This provides an overview to change
control and configuration management. No detail, no method of how to do it is
offered.
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PRINCE2 offers a detailed change control
approach and far more detail on configuration management
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Ch
5 Project Scope Management
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This covers the scoping of a project or
phase and controlling any changes to that scope.
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PRINCE2 covers scoping in both the PID
and Work Package
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The PMBOK states that this chapter will
cover the tools and techniques required, but the only one covered in any
detail is the WBS, and there is no effort to continue from that planning
point into the other techniques needed to actually produce a plan
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Initiation
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Initiation is taken as the initiation of
a project or the authorisation to continue into the next phase. It mentions
tools and techniques, such as project selection methods, benefit measurement
methods mathematical methods and expert judgement – no specific method is
offered, just a list of possible sources.
The output is a Project Charter.
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PRINCE2 tackles this in three areas,
project initiation, Managing Stage Boundaries and Directing a Project.
Project selection methods equate to the PRINCE2 Project Approach, benefit
measurement would be found in the PRINCE2 Business Case and the list of those
offering expert judgement would be available to any pm method. The PID
equates to the Project Charter, but is wider in scope, e.g. identifying the
whole project management team, not just the Project Manager, including the
Project Plan, Business Case, risk evaluation and controls.
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PMBOK talks of a Product Description as
input to initiation, but this is not the same as a PRINCE2 Product
Description. It covers the product characteristics, the relationship between
the product and the business need, and the ‘form and substance’ of the
product description may vary.
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Scope planning
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This covers the ‘progressive elaboration’
of project scope. The inputs are the Product Description, the Project Charter
and the initial definition of constraints and assumptions. The outputs are
the Scope Statement and Scope Management Plan. The latter describes how scope
change will be managed and includes an assessment of the expected stability
of the project (how likely to change, how frequently and how much)
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PRINCE2 has this as part of the PID,
being Problem Definition. The management of scope change is dealt with in
PRINCE2 by change control, whose method is described as part of the Project
Quality Plan in the PID. In PRINCE2 an assessment during initiation of the
volume of change expected leads to consideration of a Change Authority and
Change Budget.
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It seems odd that this comes after the
Project Charter, whereas PRINCE2 makes it part of the information needed
before authorising the project. One of the tools mentioned by the PMBOK is
benefit/cost analysis, although there is no specific output of a Business
Case. PMBOK does not enlarge upon the scope management plan to discuss what
to do if the assessment shows a large volume of expected changes.
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Scope definition
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This is the subdivision of the major
project deliverables into smaller, more manageable components. The outputs
are work breakdown structures. PMBOK offers three example templates covering
an aircraft system, a software product release and a wastewater treatment
plan. The process stops at ‘decide if adequate cost and duration estimates
can be developed at this level of detail for each deliverable.’
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This equates to part of the PRINCE2
Product-based Planning technique, the Product Breakdown Structure, without
the quality aspect of writing Product Descriptions or the transfer of the
products into a Product Flow Diagram. The Planning process contains much more
detail in taking the Product Breakdown Structure through the Product Flow
Diagram, estimating, scheduling, risk assessment and writing a narrative.
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When describing other types of WBS, PMBOK
refers to a PBS, meaning a Project Breakdown Structure, as being
‘fundamentally the same as a properly done WBS’.
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Scope verification
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This is described as ‘the process of
obtaining formal acceptance of the project scope by the stakeholders’. It
refers to the acceptance of the work results, i.e. occurs at the end of a
project, rather than agreement at the end of initiation on what is to be done
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This is dealt with in more depth by the
CP and DP5 processes. PMBOK only has formal acceptance as an output.
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There is no mention in the PMBOK process
of an End Project Report or a Post Project Review Plan.
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Scope change control
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This is a very high level view of the
need for change control, agreeing and managing scope change.
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PRINCE2 has both a change control
component, a change control technique, processes (CS3 and CS4) to capture and
analyse change requests and a series of processes to obtain decisions on
changes and manage their implementation (CS5, CS8, Exception Report, DP4,
SB6, Exception Plan and DP3 – Project Board decision on a revised plan)
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Both methods include noting lessons
learned from changes and setting a new baseline.
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Ch
6 Project Time Management
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This covers the development of the
project time schedule
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PL2 (drawing a Product Flow Diagram), PL3
(Activities and Dependencies), PL4 (Estimating) and PL5 (Scheduling) cover
this.
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Activity Definition
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Identifying and documenting the specific
activities required to produce the deliverables shown in the WBS. Part of the
activity list should be descriptions of each activity to ensure that the
project team members will understand how the work is to be done.
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Covered by the second step of PL2 and the
first part of process PL3. The activity description equates to a Product
Description without offering a disciplined structure for it.
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Activity Sequencing
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The identification and documentation of
interactivity logical relationships. This suggests network planning as a
tool.
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Covered by the last step of PL2 (drawing a
Product Flow Diagram) and the second half of process PL3. PRINCE2 also
suggests network planning software tools.
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Activity Duration Estimating
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Estimating both the work periods required
to complete an activity and the elapsed time.
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This is covered by PL4
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PMBOK gives an overview of four methods
of estimating, but not enough to be able to use them.
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Schedule Development
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The iterative process of determining
start and finish dates
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Covered by PL5
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PMBOK has the risk management plan as
input, but does not consider updating risks as a result of planning
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Schedule Control
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a) Influencing the factors that create
schedule changes to ensure that changes are agreed upon (b) determining that
the schedule has changed and (c) managing the actual changes when and as they
occur. It includes performance measurement, i.e. tracking plan changes that
occur for other reasons than change requests.
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Covered in greater detail in the change
control approach, processes such as CS2/3/4/5/7 and 8, and products such as
Project Issues and Exception Reports and Plans.
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Both methods include updating Lessons
Learned.
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Ch
7 Project Cost Management
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This includes the processes required to
ensure that the project is completed within the approved budget. The first
three steps are part of the planning process. The last process covers
controlling changes to the project budget and is almost a mirror image of 6.5
Schedule Control, looking at cost instead of time.
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PRINCE2 sees the first three as a minor
part of PL5, Scheduling. The final part, Cost Control, is handled by the
PRINCE2 approach to change control and the CS processes, as described against
Schedule Control.
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PMBOK goes into more detail than PRINCE2
in most of this area with the exception of handling tolerances, a topic that
PRINCE2 covers in much more detail in the Controls component, SB/DP3
(agreement with the Project Board on stage tolerances) and CS5/7 and 8.
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Resource Planning
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This covers determining what physical
resources should be used.
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PRINCE2 sees this as part of PL5,
Scheduling
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Cost Estimating
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This covers the estimate of the costs of
the resources needed to complete project activities. One output is a cost
management plan, stating how cost variances will be managed.
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PRINCE2 covers this very briefly, but
does not separate this from the other aspects of Scheduling.
Cost variances are dealt with as part of
tolerances and their control, and this area is dealt with more thoroughly by
PRINCE2.
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Cost Budgeting
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This covers the allocation of the overall
cost estimates to individual work packages
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Again this is part of PL5, Scheduling.
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Cost Control
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Watching for the impact on cost of
proposed change requests and other reasons for plan slippage. The process
refers to Earned Value Management as a tool for measuring project
performance.
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Covered by CS2, Assessing Progress, CS4,
Examining Project Issues and the escalation process.
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PRINCE2 does not include EVM or any other
tool for performance management, but works happily with any such tools used.
Both methods mention updating Lessons Learned.
The process mentions that processes
should be developed for the closing or cancelling of projects. PRINCE2
provides such procedures.
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Ch
8 Project Quality Management
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This includes the processes required to
ensure that the project will satisfy the needs for which it was undertaken.
This covers the quality policy, objectives, responsibilities, quality
assurance, quality control and quality improvement within the quality system.
The chapter is intended to be compatible with ISO 9000, TQM and Continuous
Improvement
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Both methods recognise customer
expectations, prevention over inspection and management responsibility.
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Quality Planning
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This involves identifying what quality
standards are relevant to the project and determining how to satisfy them.
The main output is a quality management plan.
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This is fully covered in PL1, Planning
Quality. PRINCE2 also offers a process, SU4, where the customer’s quality
expectations are sought and recorded. The Project Quality Plan is the
equivalent of the quality management plan.
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PMBOK does not formalise the customer’s
quality expectations
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Quality Assurance
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PMBOK uses the phrase to cover ‘all the
planned and systematic activities implemented within the quality system to
provide confidence that the project will satisfy the relevant quality
standards.’ It covers reviews of quality results and audits of the other
quality management activities.
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PRINCE2 separates the organisation-wide
quality assurance role – setting and monitoring the use of standards – from
aspects of the Project Assurance role, the planning of resources for quality
work and monitoring the results for a single project. PRINCE2 offers a
quality file for all quality documents, which can be used for quality audits.
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PRINCE2 accepts that there may be audits
from an organisation-wide quality assurance group, independent of the
project, but also offers a role for this group as part of Project Assurance.
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Quality Control
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This involves monitoring specific project
results to determine if they comply with relevant quality standards.
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PRINCE2 covers the need in products and
techniques such as the Quality Log and quality reviews
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Both cover the quality of products and
project management. PMBOK does include a description of Pareto diagrams
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Ch
9 Project Human Resources Management
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PMBOK makes reference to such human
factor skills as leading, delegating, team building and performance appraisal
without going into detail or recommending any specific methods.
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PRINCE2 does not cover this aspect.
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Organizational Planning
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This covers identifying, documenting and
assigning project roles, responsibilities and reporting relationships
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PRINCE2 covers this in SU2 and SU3,
designing and appointing the project management team. PRINCE2 also offers a
project management organisation structure with standard descriptions for each
role to be tailored for each specific project, compared to PMBOK’s discussion
of an organisation chart
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PRINCE2 covers the area in far more
detail and is more specific about the roles that should be considered. PMBOK
says that roles may be assigned to individuals or groups.
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Staff Acquisition
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This covers negotiation, pre-assignment
and procurement of resources.
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PRINCE2 does not cover this.
|
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Team Development
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This considers team building, personal
training, reward and recognition systems.
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PRINCE2 does not cover this
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PMBOK mentions the importance of these
things and then points the reader to ‘a substantial body of literature’ on
the topic as opposed to detailing how they are to be achieved.
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Ch
10 Project Communications Management
|
This covers the timely and appropriate
generation, collection, dissemination, storage and ultimate disposition of
project information.
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PRINCE2 describes the products, offers
Product Descriptions of them and the processes where each type of
communication is generated and used.
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Communications Planning
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This involves determining the information
and communications needs of the stakeholders.
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This is covered by the Communication
Plan, part of the PID.
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Both methods link communications to the
organisational structure.
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Information Distribution
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This covers the implementation of the
communications management plan as well s responding to unexpected requests
for information.
|
The implementation is embedded in the
relevant processes, such as reporting highlights, preparing end stage
reports. The Project Issue procedure covers any unexpected requests for
information.
|
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Performance Reporting
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This involves the collection and
dissemination of performance information, plus the maintenance of the data in
an organised fashion.
|
This is covered in such processes as CS2,
Assessing Progress, and CS6 Reporting Highlights. PRINCE2 offers a filing
structure in which to keep the information.
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PMBOK describes the Earned Value Analysis
technique.
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Administrative Closure
|
This covers the documentation of results
to formalise acceptance of the product and the archiving of project records.
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This is fully covered in the CP process,
Closing a Project. PRINCE2 is more specific about what the documents should
be and what they should contain.
|
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Ch
11 Project Risk Management
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The systematic process of identifying,
analysing and responding to project risk.
|
The Management of Risk component fully
covers this.
|
PRINCE2 can work equally well with the
risk approach that it describes or any other risk management method
|
Risk Management Planning
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This covers deciding how to approach and
plan the risk management activities for a project.
|
PRINCE2 assumes that the same approach to
the management of risk will be used on all projects.
|
One thing covered in the PMBOK is risk
budgeting. The new version of PRINCE2 will include this and the use of risk
tolerance, also mentioned briefly in the PMBOK.
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Risk Identification
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Determining which risks might affect the
project and documenting their characteristics. It discusses techniques such
as brainstorming and Delphi.
|
Covered by the Management of Risk
component.
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Qualitative Risk Analysis
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Assessing the impact and likelihood of
identified risks
|
Covered as above. PRINCE2 offers the Risk
Log to assist in monitoring risks.
|
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Quantitative Risk Analysis
|
The numerical analysis of the probability
and impact of a risk. Sensitivity and decision tree analysis are briefly
described
|
PRINCE2 suggests high, medium and low
scoring, but is equally at home with a scoring system. No analysis techniques
are discussed.
|
PMBOK goes into more detail in
identifying realistic cost, schedule or scope targets.
|
Risk Response Planning
|
This covers the development of options to
counteract risks, including the assignment to individuals to take
responsibility for each agreed risk response.
|
The consideration of options is covered
in Evaluation. PRINCE2 discusses the balance of the impact of the risk
occurring against the impact of taking the possible risk actions. PRINCE2
covers the assignment of risk actions as part of risk management. PMBOK talks
of a Risk Register, PRINCE2 uses the term Risk Log.
|
Both methods offer the same types of risk
action and mention the appointment of risk owners. There is a description of
residual risks and secondary risks in the PMBOK, not covered in PRINCE2.
|
Risk Monitoring & Control
|
Keeping track of identified risks and
identifying new ones, ensuring the execution of plans and evaluating their
effectiveness in reducing risk.
|
Covered in the four steps of risk
management; planning, resourcing, monitoring and control. PRINCE2 also links
these to the points in the various processes where they occur.
|
|
Ch
12 Project Procurement Management
|
This covers the processes to acquire
goods from outside the customer organisation.
|
Most of this is not covered. PRINCE2
regards this as a specialist activity, rather than a generic part of project
management.
|
|
Procurement Planning
|
This is the process of identifying which
project needs can be best met by procuring products or services outside the
project organisation. It includes an overview of make-or-buy analysis and
contract type selection
|
This would be part of defining the
Project Approach in ‘Starting up a Project’, although PRINCE2 keeps this at a
high level.
|
|
Solicitation Planning
|
This covers the preparation of documents
needed in order to approach prospective suppliers, including evaluation
criteria.
|
Not covered
|
|
Solicitation
|
This covers the obtaining of bids and
other responses from prospective suppliers, including any qualified seller
lists, bidder conferences and advertising
|
Not covered.
|
|
Source Selection
|
This covers from the receipt of bids and
the application of the evaluation criteria to the selection of a provider,
including contract negotiation
|
Not covered
|
|
Contract Administration
|
This is the process of ensuring that the
seller’s performance meets contractual requirements
|
PRINCE2 covers all aspects of this; the
planning interfaces between Project Manager and Team Manager of Work Packages
and Team Plans, performance reporting (Checkpoint Reports), quality control
(the Quality Log) and change control, except for the payment system,
although payments can be linked to
product approval or end stage assessments.
|
|
Contract Closeout
|
This is similar to administrative
closure, described earlier. It involves both product verification and the
updating of records and their archiving
|
As PRINCE2 considers procurement is a
specialist activity, it does not cover this as such. But all its requirements
are covered by the CP, Closing a Project, and DP5, Confirming Project Closure,
processes.
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Section III Appendices
A. The Project management Institute
Standards Setting Process
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This defines what the PMI standard
documents are, the handling of the development of original works and adoption
of non-original work as standards.
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These are PMBOK-specific and do not
concern PRINCE2.
|
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B. Evolution of PMI’s ‘A Guide to the
Project Management Body of Knowledge’
|
A history of the evolution of the PMBOK
plus lists of the standards committee, contributors, reviewers and production
staff.
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C. Contributors and Reviewers of PMBOK
Guide 2000 Edition
|
This lists the contributors and reviewers
of the current edition.
|
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D. Notes
|
Where applicable this lists the sources
of information used in the various chapters, such as The American Heritage
Dictionary of the English Language.
|
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E. Application Area Extensions
|
An Application Extension Area is where
there are generally accepted knowledge and practices for a category of
projects in one application area that are not generally accepted across the
full range of project types. The Appendix covers the need for these, criteria
for their development, the publication and format of them and the process for
development and maintenance of them. No examples are given.
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F. Additional Sources of Information on Project
Management
|
This lists a number of professional and
technical organisations, some commercial publishers, a reference pointer to a
website for The PMI Registered Education Provider Program and a very vague
mention that many educational institutions offer project management
education.
|
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G. Summary of Project Management
Knowledge Areas
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This is a summary of the topics of
sections I and II.
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Glossary
This holds:
A description of the glossary inclusions
and exclusions;
A list of common acronyms;
Definitions of project management terms
|
PRINCE2 terminology is not included,
except where both use a common term.
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