PMBOK Vs PRINCE2: A presentation by QAI http://www.qaiglobal.com

1. PMBOK® GUIDE vs.
PRINCE2®
A presentation by QAI
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2. PMBOK® Guide vs. PRINCE2®
A High-level comparative note

3. 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.
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4. 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.
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5. 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.
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6. The Structure of PRINCE2
method
PROJECT ENVIRONMENT
Business
Progress Case
Organization
Change PRINCE2 PROCESSES
Quality
Risk Plans
PRINCE2 THEMES
PRINCE2 PRINCIPLES
© Crown Copyright 2009. Reproduced under Licence from OGC.
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7. The PRINCE2 Processes
Initiation Subsequent Final delivery
Pre-project
stage delivery stage(s) stage
Directing a Project
Directing
SU
SB SB CP
Managing
IP Controlling a Stage Controlling a Stage
Managing Product
Delivering Managing Product Delivery
Delivery
Key Note
SU = Starting up a Project • Starting up a Project is used by both the directing and
IP = Initiating a Project managing levels
SB = Managing a Stage Boundary • There should be at least two management stages, the first
CP = Closing a Project 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.
© Crown Copyright 2009. Reproduced under Licence from OGC.
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8. Few Major comparative points
Theme PMBOK® PRINCE2®
Guide
Approach to PM Largely Descriptive Quite Prescriptive - especially
for Process interactions, but
scaleable
Project Initiation Customer centric - Business Case driven
Project Charter
Empowerment for the Need to consider Project Ownership and Control
Project Manager (PM) Sponsor/Key by Senior Management above
stakeholders PM (Project Board/Executive)
Adaptation/ Tailoring Is left to the PM- All Processes need to be
to specific Projects some Processes can considered - but can be scaled
be left out if needed - to meet Project specific
requirements
Controls/Checkpoints Are left to the PM to Multi level controls clearly laid
decide out for progress reporting and
tracking at various levels
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9. 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!
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10. 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!
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11. 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
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