PECB Webinar: Aligning ISO 21500 and PRINCE2

Aligning ISO 21500, PMBOK and PRINCE2
(+ P2Agile) for
Effective Project Management
By
Orlando Olumide Odejide
www.pecb.com www.trainingheights.net

Summary
• What does PRINCE2 have to
offer and what is contained in
the extensive body of
knowledge called PRINCE2.
• What is complementary that
ISO 21500 brings to an
organization.

What is PRINCE2 (327 Page Document)
• PRINCE2 is a non-proprietary method used extensively is more than 150
countries around the world, and its take-ups grows daily.
• It is widely considered as the leading method in project management, with
in excess of 20, 000 organizations already benefiting from its pioneering
and trusted approach.
• This is largely due to the fact that PRINCE2 is truly generic: it can be
applied to any progress of project scale, type, organization, geography and
culture.
• PRINCE2 achieves this by isolating the management aspects of project
work from the specialist contributions such as design, construction etc. The
specialist aspects of any type of project are easily integrated with the
PRINCE2 method and, used alongside PRINCE2, provide a secure overall
framework for the project work.
• The number of people taking PRINCE2 qualifications increases by around
20% year on year, and PRINCE2 remain a key contributor to the successful
delivery of projects. It is indispensable method for any organization wishing
to secure efficient and effective operational outcomes.

Importance of Projects
1. To maintain current business operations: profitability,
service quality, customer relationships, brand loyalty,
productivity, market confidence etc. – what is termed
“business as usual”.
2. To transform business operations in order to survive
and compete in the future – looking forward and
deciding how business change can be introduced to
best effect for the organization.
• Organizations need to balance 2 parallel competing imperatives:

PRINCE2 Definition of a Project and Project
Management
A Project is a temporary organization that is
created for the purpose of delivering one or more
business products according to an agreed
Business Case.
Project Management is the planning, delegating,
monitoring and control of all aspects of the project,
and the motivation of those involved, to achieve
the project objectives with the expected
performance targets for time, cost, quality, scope,
benefits and risks.

Things that make a Project Different (5)
1. Change: Projects are the different means by which we
introduce change.
2. Temporary: As the definition above states, projects are
temporary in nature. Projects should have a defined start and
defined end.
3. Cross-Functional: Projects involve a team of people with
different skills working together (on a temporary basis) to
introduce change that will impact others outside the team.
4. Unique: Every project is unique, An organization may
undertake many similar projects and establish a familiar,
proven pattern or project activity.
5. Uncertainty: Clearly, the characteristics already listed will
introduce threats and opportunities over and above those we
typically encounter in the course of business as usual.

What do Project Managers Do? (4)
PM
Responsi
bilities
Plan
Delegate
Monitor
Control

Role of Senior Management (8)
Project Board Duties and Behaviors
1. Be Accountable 2. Provide Unified
Direction
3. Delegate
Effectively
4. Facilitate Cross-
Functional
Integration
5. Commit
Resources
6. Effective
Decision Making
7. Support Project
Manager
8. Ensure
Effective
Communication

Benefits of PRINCE2 (8)
1. Applied to any type of project
2. Common vocabulary and approach
3. Integrates easily with industry specific models
4. Product focused and clarified for all parties what a project will
deliver to agreed quality standards
5. Applies “Management by Exception”, providing efficient use of
senior management time.
6. It ensure a focus on the continuing viability of the project.
7. Provides explicit definition of roles and responsibilities so everyone
understands what is expected of them and what to expect of
others.
8. There are a lot of accredited organizations that provide expert
support and training for it.

PRINCE2 Principles (7)
1. It has continued business justification.
2. The project teams learn from previous experience
3. It has defined and agreed roles and responsibilities with
an organization structure.
4. It employs management by stages to plan, monitor and
control the project.
5. It uses management by exception to manage the
project tolerances for each project objective o establish
limits of delegated authority.
6. Focuses on the definition and delivery of products (in
particular their scope and quality requirements).
7. Tailored to suit the projects environment, size,
complexity, importance, credibility and risk.

PRINCE2 Themes (7)
Theme Answers
1. Business Case: Establish Mechanisms to judge whether the project is and remains
desirable, viable and achievable as a means to support decision making in its continued
investment. (Develop, Verify, Maintain and Confirm).
Why
2. Organization: To define and establish the projects structure of accountability and
responsibility. (the who).
Who
3. Quality: To define and implement the means by which the project will create and
verify products that are fit for purpose.
What
4. Plans: To facilitate communication and control by defining the means of delivering the
products (the where and how, by whom, and estimating the when and how much).
How? How much?
When?
5. Risk: To identify, assess and control uncertainty and, as a result, improve the ability of
the project to succeed. It can be a Threat or Opportunity.
What If?
6. Change: Identify, Assess and control any potential and approved changes to baselines.
PRINCE2 provides a common approach to issue and change control.
What is the
impact?
7. Progress: To establish mechanisms to monitor and compare actual achievements
against those planned, provide a forecast for the objectives of the project and its
continued viability, and control any acceptable deviations. It is the measure of the
achievement of the objectives of a plan.
Where are we
now? Where are
we going? Should
we carry on?

PRINCE2 Processes (7)
1. Starting up a Project
2. Directing a Project
3. Initiating a Project
4. Managing a Stage Boundary
5. Controlling a Stage
6. Managing Product Delivery
7. Closing a Project

PRINCE2 Management Stages (4) and
Technical (Subsequent Delivery) Stages (X)
• Management Stage: This is the section of a project that the Project Manager is managing
on behalf of the Project Board at any one time, at the end of which the project Board will
wish to review progress to date, the state of the project plan, the business case and risks,
and the next stage Plan in order to decide whether to continue with the project.
• Pre-Project (1): Project Mandate is a key part of this stage. It also helps to decide on
whether the project is viable.
• Initiation Stage (2): The period from where the Project Board authorizes initiation to when
they authorize the project (or decide not to go ahead with the project.
• Subsequent Delivery Stages (Technical Stages) – (X): A method of grouping work
together by the set of techniques used. Or the products created. This results in stages
covering elements such as design, build and implementation. Such stages are technical
stages and are a separate concept from management stages.
• Final Delivery Stage/Closing Stage – (3): this involves decommissioning the project. The
project board needs to be satisfied that the recipients of the projects products and are in a
position to own and use them on an ongoing basis and project documentation needs to be
tidied up. Others include closure activities and benefits review.
• Post Project Stage (4): Benefits Confirmation.
• 4 Management Stages and X number of Technical Stages.

PRINCE Levels of Management (4)
1. Corporate/Programme Management: While not part of the project
management team, this higher management level is an important
influence as it sets the business and strategic context for projects.
2. Direction (Project Board): This is the most senior level within the
project management team. The Project Board represents 3 key
interests (executive, users and suppliers).
3. Management (Project Manager): The Project Manager acts as the
single focus for the day-to-day management of the project. The
Project Manager has authority to run the project within constraints
approved by the Project Board.
4. Delivery (Team Manager): The Team Manager’s prime
responsibility is to supervise the creation of the products allocated
to the team by the Project Manager.

PRINCE2 Project Team Structure
Corporate or Programme Management
Project Board
Team
Manager
Team
Members
Project Manager
Executive
Project Support
Business, User and
Supplier Project
Assurance
Senior Supplier
Senior User
Change
Authority

PRINCE2 Project Management Roles (8)
1. Corporate or Programme Management
2. Executive
3. Senior User
4. Senior Supplier
5. Project Manager
6. Team Manager
7. Project Assurance
8. Project Support

PRINCE2 Activities (40) under 7 Processes.
Starting Up a
Project (6)
Directing a Project
(5)
Initiating a Project
(8)
Managing a Stage
Boundary (5)
Controlling a
Stage (8)
Managing Product
Delivery (3)
Closing a Project
(5)
1. Appoint the
Executive and
the Project
Manager
1. Authorize
initiation
1. Prepare Risk
Management
Strategy
1. Plan the next
Stage.`
1. Authorize a
Work Package
1. Accept a Work
Package.
1. Prepare
planned closure.
2. Capture
Previous Lessons
2. Authorize the
project
2. Configuration
Management
Strategy
2. Update the
Project Plan
2. Review Work
Package Status
2. Execute a
Work Package.
2. Prepare
premature
closure.
3. Design and
Appoint the
Project
Management
Team
3. Authorize a
Stage or
Exception Plan
3. Quality
Management
Strategy
3. Update the
Business Case.
3. Receive
Completed Work
Package
3. Deliver a Work
Package.
3. Hand over
products.
4. Prepare the
outline Business
Case
4. Give ad hoc
direction
4.
Communication
Management
Strategy
4. Report Stage
End
4. Review the
Stage Status
4. Evaluate the
project.
5. Select the
Project approach
and assemble
the Project Brief
5. Authorize
project closure.
5. Set up Project
controls
5. Produce an
Exception Plan.
5. Report
Highlights
5. Recommend
project closure.
6. Plan the
initiation Stage
6. Create the
Project Plan
6. Capture and
Examine Issues
and Risks
7. Refine
Business Case
7. Escalate Issues
and Risks
8. Assemble the
Project Initiation
8. Take
Corrective
Action.

PRINCE2 Management Products (26) = 26
PRINCE2 Templates
Baseline (12) Records (6) Reports (8)
1. Business Review Plan 13. Configuration Items Records 19. Checkpoint
2. Business Case 14. Daily Log 20. End Project
3. Communication Management
Strategy
15. Issue Register 21. End Stage
4. Configuration Management
Strategy
16. Lessons Log 22. Exception
5. Plan (Project, Stage and Team) 17. Quality Register 23. Highlight
6. Product Description 18. Risk Register 24. Issue
7. Project Brief 25. Lessons
8. Project Initiation Document
(PID)
26. Product Status
Account
9. Project Product Description
10. Quality Management Strategy
11. Risk Management Strategy
12. Work Package

Click to edit Master title style
PRINCE2 Project Interests (3)
The
Project
Business
SupplierUser
• Business: Business view of
point of meeting a business
need and justifying investment
in the project.
• User: the requirements of
those that will use the project’s
outputs. They specify the
desired outputs and ensure the
project delivers them.
• Supplier: These are the
people who provide the
necessary skills and produce
the project product.
These Interests and the core of it (Project) all make up the 4 assurance roles.

Business Case Theme: Investment Appraisal
Techniques (7)
Technique Description
Through-life Costs Analysing the total costs of implementation and any incremental
operations and maintenance costs.
Net Benefits Analysing the total value of the benefits less the cost of
implementation and ongoing operation calculated over a defined
period.
Return on Investment
(ROI)
Profits or savings resulting investments (this is the same as net
benefits if the benefits were only financial).
Payback Period Calculating the period of time required for the ROI to “repay” the
sum of the original investment.
Discounted Cash
Flow
A means of expressing future benefits based on the current value of
money.
Net Present Value The total value of discounted future cash inflows less the initial
investment.
Sensitivity Analysis Business Cases are based on uncertain forecast. In order to identify
how robust the Business Case is, it is useful to understand the
relationship between input and output factors.

Plans Theme: Estimating Techniques (8)
Techniques Description
Top-down Estimating Once a good overall estimate has been arrived at for the plan (by whatever means), it
can be subdivided through the levels of the product breakdown structure.
Bottom-up Estimating Each individual piece of work is estimated on its own merit. These are then summed
together to find the estimated efforts for the various summary level activities and
overall plan.
Top-down and bottom-
up approach
An overall estimates is calculated for the plan. Individual estimates are then
calculated or drawn from previous plans, to represent the relative weighs of the tasks.
Comparative Estimating Much data exist about the effort required and the duration of particular items of
work.
Parametric Estimating Basing estimates on measure/empirical data where possible (for example, estimating
models exist that predict materials, efforts and specification for buildings in the
construction industry).
Single-point Estimating The use of sample data to calculate a single value which is to serve as “best guess” for
the duration of an activity.
Three-point Estimating Ask appropriately skilled resource (s) for their best-case, most likely and worst-case
estimates.
Delphi Technique This relies on obtaining group input for ideas and problem solving without requiring
face to face participation.

Risk Theme: Techniques
Risk Identification
Techniques
Risk Estimation Techniques Risk Evaluation Techniques
1. Review Lessons 1. Probability Trees 1. Risk Models
2. Risk Checklists 2. Expected Value
3. Risk Prompt Lists 3. Pareto Analysis 2. Expected Monetary
Value
4. Brainstorming 4. Probability Impact Grid
5. Risk Breakdown
Structure
Risk
Cause
An
Objective
Risk
Event
May result in Which may affect

Progress Theme: PRINCE2 Tolerances (6)
Tolerance Area Description
1. Time +/- Amounts of time on target completion dates.
2. Cost +/- Amounts of Planned Budget
3. Scope +/- Permitted variation of a scope of project solution (e.g.
MOSCOW prioritization of requirements).
4. Risk Limited on the aggregated value of threats (e.g. expected
monetary value to remain less that 10% of the plan’s budget and
limit on any individual threat (e.g. any threat to operational
service).
5. Quality Defining quality targets in terms of ranges e.g. product that
weighs 300g +/- 10g.
6. Benefits Defining target benefits in terms of ranges e.g. achieve minimum
cost savings of 5% per branch, with an average of 7% across all
branches.

Business Case Theme
• Output: any of the projects specialist products(tangible or
intangible)
• Outcome: the result of the change derived from using the project’s
outputs
• Benefit: measurable improvement resulting from an outcome that is
perceived as an advantage by one or more stakeholders.
4 Steps for Developing a Business in PRINCE2
1. Develop means getting the right information upon which decisions
can be made.
2. Verify means assessing whether the project is (still) worthwhile.
3. Maintain means to update the business case with actual costs,
benefits and current forecast for cost and benefit.
4. Confirm means assessing whether the intended benefits have
been (or will be) realized. Confirming benefits will take place mostly
post project.
Output, Outcome and Benefit.

Organization Theme – Stakeholder
Management
• Identifying Stakeholders (Who?)
• Creating and analyzing Stakeholder Profiles (What?)
• Defining the Stakeholder Engagement Strategy (How?)
• Planning the engagements (When?)
• Engagement Stakeholders (Do?)
• Measuring Effectiveness (Results?)
Types of Stakeholders
1. Support or Oppose the Project. 2. Gain or lose as a result of project
delivery.
3. See the project as a threat or
enhancement to their solution.
4. Become active supporters or
blockers of the project and its progress.
Stakeholder Categories
1. Locus of Pain 2. Locus of Interest
3. Locus of Power 4. Locus of Influence

Risk Theme – Threat and Opportunity Responses
and the Risk Management Procedure.
Threat Responses Opportunity Responses
1. Avoid 1. Exploit
2. Reduce (probability and /or impact) 2. Enhance
3. Fallback (reduces impact only)
4. Transfer (reduces impact only, and
often only the financial impact)
5. Share 3. Share
6. Accept 4. Reject
The Risk Management Procedure
1. Identify
1. Context
2. Risk
2. Assess
1. Estimate
2. Evaluate
3. Plan 4. Implement 5. Communicate

Change Theme: 5 Step Procedure for
Managing Issues and Changes
5 Step Procedure Explanation
1. Capture Identify and register the issue.
2. Examine Undertake impact assessments.
3. Propose Evaluate options to address the issue.
4. Decide Ensure the right level of management approves
the option.
5. Implement Incorporate the option into the appropriate level
of plan.

Quality Theme – Quality Audit Trail
From Customer Project
Response
Quality
components
Quality Review
Team Roles
Quality Planning Customers Quality
Expectation
1. Chair
Acceptance Criteria 2. Presenter
Project Product
Description
Quality
Management
Strategy
3. Reviewer
PRINCE2 product-
based planning
technique.
Product Description Quality criteria and
tolerances
4. Administrator
Quality methods
Quality
responsibilities
Quality Register Quality Control.
PRINCE2 quality
review technique.
Product
Quality and
approval records
Acceptance records

Plans Theme – 5 Types of Plans, PRINCE2 Approach to
Plans and Product Based Planning Technique
5 Types of Plans PRINCE2 Approach to Plans Product-based planning
technique (4 Steps).
1. Corporate of
Programme Plan
1. Design the plan. This is a
perquisite.
1. Write the Project Product
Description
2. Project Plan 2. Define and analyze the
products.
You have to
analyze the
risks for steps 2
to step 5.
Steps 2 to step
6 have to be
repeated for
Project and
stage plans.
They are
optional for
Team Plans.
2. Create the product
breakdown structure
3. Stage Plans 3. Identify activities and
dependencies. 3. Write the Product
Descriptions
4. Team Plans 4. Prepare estimates. 4. Create the product flow
diagram.
5. Exception (when
necessary)
5. Prepare the schedule.
6. Document the Plan

Product Based Planning, 3 Types of Issues
and other Key words in PRINCE2
PRINCE2 Key Words
Exception Concession Product Programme Project
Mandate
Risk actionee Risk appetite Reviewer Release RFC
Risk owner Risk profile Risk register Risk response schedule
Specialist
product
Tolerance Checkpoint Highlight Work Package
• Product Based Planning: A technique leading to a comprehensive
plan based on the creation and delivery of required outputs. The
technique considers prerequisite products, quality requirements and
the dependencies between products.
3 Types of Issues
Request for Change Off – Specification. Problem/Concern.

Project Environment (2) – Embedding and
Tailoring
Embedding Tailor
Done by the organization to adopt
PRINCE2.
Done by the Project Management Team
to adapt the method to the context of a
specific project.
Focus on:
• Process responsibilities
• Scaling rules/guidance (e.g. scorecard)
• Standards (templates and definitions)
• Training and development
• Integration with business processes
• Tools
• Process assurance
Focus on:
• Adapting the themes (through the
strategies and controls)
• Incorporating specific terms/language
• Revising the Product Descriptions for
the management products
• Revising the role descriptions for the
PRINCE2 project roles
• Adjusting the processes to match the
above.
Done by the organization to adopt
PRINCE2.
Done by the Project Management Team
to adapt the method to the context of a
specific project.

PRINCE2 Agile = PRINCE2 + Scrum
1. Definition of Scrum
2. Scrum Theory
3. The Scrum Team (Product Owner + Development Team
+ Scrum Master)
4. Scrum Events (Sprint + Sprint Planning + Daily Scrum +
Sprint Review + Sprint Retrospective)
5. Scrum Artifacts (Product Backlog + Sprint Backlog +
Increment)
6. Artifacts Transparency (Definition of “Done”).
Scrum Guide – Ken Schwaber + Jeff Sutherland

Purpose of the Scrum Guide
• Scrum is a framework for developing and sustaining
complex products. This Guide contains the definition of
Scrum.
• This definition consists of Scrum’s roles, events,
artifacts, and the rules that bind them together.
• Ken Schwaber and Jeff Sutherland developed Scrum;
the Scrum Guide is written and provided by them.
Together, they stand behind the Scrum Guide.
Definition of Scrum
• Scrum (n): A framework within which people can address
complex adaptive problems, while productively and
creatively delivering products of the highest possible
value.

• Scrum is a process framework that has been used to manage
complex product development since the early 1990s.
• Scrum is not a process or a technique for building products;
rather, it is a framework within which you can employ various
processes and techniques.
• Scrum makes clear the relative efficacy of your product
management and development practices so that you can
improve.
• The Scrum framework consists of Scrum Teams and their
associated roles, events, artifacts, and rules. Each component
within the framework serves a specific purpose and is
essential to Scrum’s success and usage.
• The rules of Scrum bind together the events, roles, and
artifacts, governing the relationships and interaction between
them. The rules of Scrum are described throughout the body
of this document.

• Scrum Theory Scrum is founded on empirical process control theory,
or empiricism.
• Empiricism asserts that knowledge comes from experience and
making decisions based on what is known.
• Scrum employs an iterative, incremental approach to optimize
predictability and control risk.
• Definition of “Done” When a Product Backlog item or an Increment is
described as “Done”, everyone must understand what “Done”
means.
• Although this varies significantly per Scrum Team, members must
have a shared understanding of what it means for work to be
complete, to ensure transparency.
• This is the definition of “Done” for the Scrum Team and is used to
assess when work is complete on the product Increment.
• End Note: Scrum is free and offered in this Guide. Scrum’s roles,
artifacts, events, and rules are immutable and although
implementing only parts of Scrum is possible, the result is not
Scrum. Scrum exists only in its entirety and functions well as a
container for other techniques, methodologies, and practices.

COMPARISONS
ISO 21500 and PMI PMBoK

Project Definition
21500 Definition
Section 3.2
• Unique set of processes
consisting of coordinated
and controlled activities
with start and finish dates
undertaken to achieve an
objective.
PMBoK Definition
• A project a temporary
endeavor undertaken to
create a unique product,
service or result.
• The temporary nature of
projects indicates that a
project has a definite
beginning and end.

Project Management Process Groups
ISO 21500 PM BoK Guide
Initiating Initiating
Planning Planning
Implementing Executing
Controlling Monitoring and Controlling
Closing Closing

ISO 21500 Subjects and PMBoK Knowledge
Areas
ISO 21500 PMI PMBoK PRINCE2 Themes
Integration Integration Plans Theme
Stakeholder Stakeholder Organization Theme
Scope Scope Plans Theme
Resource ** Human Resources Organization Theme
Cost Cost Business Case
Time Time Plans Theme
Risk Risk Risk Theme
Quality Quality Quality Theme
Communication Communication Progress Theme
Procurement Procurement Plan and Change Theme

Time
ISO 21500 PMBok Guide
6.1 Plan Schedule Management
Moved to Scope Subject 6.2 Definite Activities
4.3.21 Sequence Activities 6.3 Sequence Activities
Moved to Resource Subject 6.4 Estimate Activity Resources
4.3.22 Estimate Activity Durations 6.5 Estimate Activity Duration
4.3.23 Develop Schedule 6.6 Develop Schedule
4.3.24 Control Schedule 6.7 Control Schedule

Cost
ISO 21500 PMBok Guide
7.1 Plan Cost Management
4.3.25 Estimate Costs 7.2 Estimate Costs
4.3.26 Develop Budget 7.3 Determine Budget
4.3 27 Control Costs 7.4 Control Costs

Risk
ISO 21500 PMBoK Guide
11.1 Plan Risk Management
4.3.28 Identify Risks 11.2 Identify Risks
4.3.29 Assess Risks 11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
4.3.30 Treat Risks 11.5 Plan Risk Responses
4.3.31 Control Risks 11.6 Monitor and Control Risks

Quality
4.3.32 Plan Quality 8.1 Plan Quality Management
4.3 33 Perform Quality Assurance 8.2 Perform Quality Assurance
4.3.34 Perform Quality Control 8.3 Quality Control

Procurement
4.3.35 Plan Procurement 12.1 Plan Procurement Management
4.3.36 Select Suppliers 12.2 Conduct Procurements
4.3.37 Administer Contracts 12.3 Control Procurements
12.4 Close Procurements

Communication
4.3.38 Plan Communications 10.1 Plan Communication Management
4.3.39 Distribute Information 10.2 Management Communications
4.3. 40 Manage Communication 10.3 Control Communications

Conclusion
• We have explored PRINCE2, ISO 21500 and PMBoK.
• It reality it does not matter what methodology is being
used to manage and deliver a Project, the most
important thing is to be able to deliver a project:
– 1. To Objective
– 2. To Time
– 3. To Quality
– 4. To Scope
– 5. To Budget/Cost
– 6. To surpass stakeholders expectation/satisfaction.
– 7. To deliver measurable and sustainable business
benefits,

Top 11 Qualities of a Project Manager
1. Excellent People Management Skills (Understanding
Personality types and being able to adapt accordingly).
2. Great ability to understand Business Strategy and
Objectives using tools like Balanced Scorecard, Blue
Ocean Strategy, SWOT, PESTLE Analysis etc.
3. Excellent Communication Skills (Speaking, Writing and
Presentation).
4. Excellent Negotiation Skills (To negotiate scope,
change, time, resources and everything else on a
project).
5. Excellent ability to use tools like Microsoft Office and a
tool like Project Professional including developing and
reworking templates.

Top 11 Qualities of a Project Manager Cont.
6. Excellent Business Analysis Skills (Requirements
Management, Prototyping and Agile – SCRUM Skills).
7. Clear understanding of Organizational Change
imperatives and Benefits Realization essentials.
8. Leadership and Team Management/Development Skills
with excellent ability to coach and manage people.
9. A combination of System + Critical + Creative Thinking.
10.Domain Mastery/Expertise: IT, Construction,
Procurement, Human Resources or Industry Expertise
like Media, Financial Services etc.
11.Excellent understanding and ability to use a certain
Project Management methodology like PRINCE2 and
PMBoK.

Thank You and Questions
orlando@trainingheights.net
N.B: Some Content, Diagrams and Trademarks belong to
Axelos PRINCE2, PMI and ISO Organization.
Also references to the work of Stanislaw Gasik on ISO
21500 and PMBoK.

PECB Webinar: Aligning ISO 21500 and PRINCE2

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie PECB Webinar: Aligning ISO 21500 and PRINCE2

Ähnlich wie PECB Webinar: Aligning ISO 21500 and PRINCE2 (20)

Mehr von PECB

Mehr von PECB (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

PECB Webinar: Aligning ISO 21500 and PRINCE2

Hinweis der Redaktion