It is now on its sixth edition, published in , and is available in 12 languages. Guide overview 1. Project Management Basics 2. Project Management Methodologies 3. Project Lifecycle 4. Project Management Software 5. Team Collaboration Tips 6. Agile Methodology Basics 7. Popular Agile PM Frameworks 9. These management products contain useful project management information that is used when taking decisions on the project.
PRINCE2 makes recommendations and gives guidance about what information is useful to include in these management products. This guidance is also closely integrated with the process descriptions in that it is clearly described which member of the project management team is responsible and when for creating, updating, reviewing or approving such management products.
If desired, the descriptions of the 26 management products can be used as templates for creating these products on projects. However, as one of the 4 integrated elements of PRINCE2 is to tailor the method to suit the needs of the project, care must be taken to ensure that these templates do not get used robotically and thought must be given as to how they can be tailored to suit the needs of a project.
When the most recent version of PRINCE2 was released in , it contained much more practical guidance about tailoring the method to suit the needs of the project. A lot of the guidance was in relation to managing agile projects. This further strengthened PRINCE2 as the project management methodology of choice since it reflected changes which have happened in project management over recent years.
This is vaguely defined as those members of the project team who are directly involved in project management activities [14]. We have already seen how in PRINCE2, 9 different project management team roles are defined, each one with a clearly defined list of responsibilities. A second weakness is the overly-complex and overly-detailed descriptions of some of the elements. In my view this is overly detailed and not important in the grand scheme of things.
The reference to the Tuckman ladder which refers to a model used to describe how teams develop through 5 stages is another example. It certainly doesn't transpose itself to modern agile approaches to team self-organization. In fact, PRINCE2 describes 2 techniques in a lot of detail: the quality review technique and the product-based planning technique.
On the other hand, PRINCE2 states clearly in its introduction chapter that there are many proven planning and control techniques such as critical path analysis and earned value analysis which are well documented elsewhere and so do not need repeating in the PRINCE2 manual [15].
A worker doing any skilled trade always requires a range of tools in their tool kit. Project management is no different. I would summarize these as follows. The 26 management products in PRINCE2 are closely integrated into the process model, providing guidance on what project management information is required to support the decision-making throughout the project. This helps to ensure that projects do indeed realize the benefits they set out to deliver, so ensuring a return on investment.
Applying the PRINCE2 process model will assist projects by ensuring that major decisions are driven by having a robust business case.
They cover much of the same areas. Furthermore, because PRINCE2 is principles-based, it can be condensed down essentially to the 7 core principles, which again is an aid to understanding for people new to project management.
By defining these responsibilities for a broad range of project management roles, it is more likely that the right decisions are taken by the right people throughout the project. It forms a comprehensive methodology which can easily be applied on any project, of any scale and type.
Finally, the challenges involved in managing modern projects are many. One can use different methodologies and tools e. On that point I would wholeheartedly agree. Sixth Edition. Pennsylvania: Project Management Institute, Inc. Last accessed 10 Dec Last accessed: 10 Dec Agile Practice Guide. Contact us with questions about the courses on this page, or about which project management certification or training is best for you.
Registered in UK: Choose from a full range of virtual classroom project management courses , a PRINCE2 course , or an agile project management course to boost your career.
Alternatively, if you prefer to self-study, choose from a range of project management online courses , including a PRINCE2 online course or an agile project management online course. All rights reserved. Background Project management today is an ever-growing profession.
Download ebook. Knowledge Areas The same processes are also grouped into Knowledge Areas. Tools and techniques Embedded within the descriptions of the processes are references to, or detailed descriptions of, the tools and techniques which the project manager might find useful during the process. Themes There are 7 themes in PRINCE2, which are aspects of project management which must be continuously addressed throughout the lifetime of the project.
Processes The themes are applied throughout the 7 processes, which describe who is responsible and accountable for what, and when. Tailoring The PRINCE2 manual provides some guidance on how to tailor the method to different projects, depending on their size, level of risk, complexity and other factors.
Checklist The PRINCE2 manual also contains an appendix providing a checklist which can be used to assess the health of your project, although this is not a part of the method itself. Project management team roles A second major strength of PRINCE2 is its detailed and wide-ranging description of multiple project management team roles. Other roles Other roles to complete the project management team include project support, change authority and project assurance roles.
Today, we are learning how to use new tools all the time, with competing applications and devices always jockeying to implement a more efficient function or make a common task easier to complete. This accelerating rate of change has a direct correlation and impact on how and why software is being built. Often, companies find out several months into a development project that they need to make a change to scope in order to stay competitive in a key area. Much of the work is done in the first two phases Initiating and Planning where a number of documents are built and created that will be utilized as the rather rigid framework for the duration of the project.
And for many, they have experienced good results using the PMBOK approach when project requirements and scope were well thought-out and documented in advance, and the way the tool would be used and the value it would produce was well-established and documented.
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