Prince 2 Presentation

2009 International Institute for Learning, Inc.
1-1
Introduction to PRINCE2
By Geert Vermeiren
IIL Trainer and Consultant
1-1
IIL-XXX 2008 International Institute for Learning, Inc.
Participant s Notes:
About IIL
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and to develop synergies between PMI
and senior executives at leading
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PMI Registered Education Provider
Registered Education Providers (REPs) are
organizations approved by PMI to offer
project management training for
Professional Development Units (PDU).
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Completion
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member of the International
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Education and Training.
Letter Grades and Transcripts
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The Kerzner Approach
to Best Practices (APMC )

Completion of this 64-hour advanced live eLearning curriculum
extends beyond what is needed to complete individual projects
on time and within budget. It focuses on providing you with
advanced project management knowledge and integrating project
management process improvement into an organization at every
level from individual projects up through enterprise-wide
portfolio management.
I I L Core Business Areas
Project, Program, and Portfolio Management
Microsoft Project Certification Curriculum
Business Analysis Curriculum
Six Sigma Certification Curriculum
IIL Global Presence
Europe, Middle East,
Africa (EMEA)
North and South
America
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(ASIAPAC)
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EMEA Hub
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Headquarters
New York
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Structure of the Presentation
What is PRINCE2
PRINCE2 Principles
PRINCE2 Themes
PRINCE2 Process
Benefits of PRINCE2
How PRINCE2 can complement PMBOK Guide
Each module builds upon the knowledge,
skills, and techniques learned in the prior
modules, so by the end of the course, you
will have a complete understanding of this
course content.
6
What is PRINCE2
Pr(ojects) in Controlled E(nvironments)
PRINCE2 is a structured method for effective
project management
Principles
Themes
Processes
7
PRINCE2 Principles
Continued business justification
There is a justifiable reason to start the project
The justification should remain valid throughout the life of the project
The justification is documented (Business Case) and approved
Manage by stages
Planning, delegating, monitoring and controlling the project on a stage-by-stage basis
Provide senior management with control points
High-level project plan with detailed Stage plan (for the current stage)
Manage by exception
Delegating authority through the three levels of the project Management team
Tolerances for time, cost, quality, scope, risk and benefits
Escalation to the next management layer if tolerances are forecast to be exceeded
Focus on products
Defined and agreed product descriptions
Defined quality expectations and a Product Breakdown Structure
Tailor to suit the project environment
A universal project management method that can be applied regardless of project type
Requires information (not necessarily documents) and decisions (not necessarily
meetings)
8
PRINCE2 Principles : Manage by stages
Stage 1 Stage 2 Stage 3 Stage 4
Specification
Build
Commission
Overall
Design Design
Periphery
Design
Training
Syllabus
Trained Staff
9
PRINCE2 Themes
Quality
Risk
Progress
Plans
Organisation
Business Case
Change
Directing a Project DP 4
Starting up
a Project
Initiating
a Project
Controlling
a Stage
Managing
A Stage
Boundary
Closing a
Project
Managing
Product
Delivery
DP1 DP2 DP3 DP5
10
PRINCE2 Theme : Organisation
Corporate or Programme Management
Project Board
Senior Supplier Executive Senior User
Project Manager
Team Manager
Project
Support
Project Assurance
11
The PRINCE2 Process Model
Pre-project Initiation stage
Subsequent
delivery stage(s)
Final Delivery Stage
Directing
Managing
Delivering
SU
SU
Directing a Project (DP)
Directing a Project (DP)
Initating a
Project (IP)
Initating a
Project (IP)
Controlling a
Stage (CS)
Controlling a
Stage (CS)
Controlling a
Stage (CS)
Controlling a
Stage (CS)
S
B
S
B
S
B
S
B
C
P
C
P
Managing product
delivery (MP)
Managing product
delivery (MP)
Managing product
delivery (MP
Managing product
delivery (MP
SU = Starting up a Project
SM = Managing a Stage Boundary
12
A PRINCE2 Process : Initiating a project
13
Benefits of PRINCE2
For Senior Management PRINCE2 brings:
Able to spend their time on the right issues using Management by exception
Insight in project progress
Are kept fully informed of the project status without having to attend frequent, time-
consuming meetings
Those directly involved with using the products or outcomes are able to
Participate in all the decision making on a project
If desired, be fully involved in the day-to-day progress
Participate in quality checks throughout the project
Ensure their requirements are being adequately satisfied
Project Managers using PRINCE2 are able to:
Use a defined structure for delegation, authority and communication
Divide the project into manageable stages for more accurate planning
Ensure resource commitment from management is part of any approval to proceed
Provide regular but brief management reports
Keep meetings with management and stakeholders to a minimum but at vital points in the
project
PRINCE2
7 processes with
40 subprocesses (activities)
7 themes
Procurement is not covered
Limited focus on HR
Limited number of techniques
Highly prescriptive; adaptable to
any size project
All processes should be considered;
also need to be scaled
Business case driven
Clear project ownership and
direction by senior management
PMBOK Guide
5 process groups with
44 processes
9 knowledge areas
A number of techniques per process
Largely descriptive; prescriptive on a
high level
Core and facilitating processes; need
to be scaled to needs of project
Customer requirements driven
Sponsor and stakeholders
1-14
How PRINCE2 can complement PMBOK
Guide
Questions?
If you still have questions, now would be a
good time to ask them.
PRINCE2 Workshop 30.10.2009
Forthcoming:
PRI NCE2 Workshop
Date: October 30, 2009
Location: Frankfurt (Hotel tbd)
PDUs: 6
- in collaboration with the PMI Frankfurt Chapter -
IIL Germany Contact Details
For more information please contact:
Martina Matas
International Institute for Learning
Deutschland GmbH
An der Welle 4
D-60322 Frankfurt am Main
Telefon: +49-(0)69 75 93 71 40
Email: martina.matas@iil.com
www.iil.com/germany
We really appreciate your attendance and
participation in this course.
If you found this to be a valuable
experience, please recommend the course
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Please complete the evaluation and place it
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- - UK Government UK Government Best Best Practice Project Practice Project
Management Global Management Global S Standard tandard
EEffective Project ffective Project M Management anagement M Methodology and ethodology and TTools ools
PRINCE2
, which stands for PRoject IN Controlled

Environments, is designed for any size of project for
any industry, and contains a set of integrated
Project Management methodology enabling the
Project to capture and retain a definition of the
Business Benefits that are the driving force behind
the Project.
Prince2 in Hong Kong Prince2 in Hong Kong
PRINCE2
Foundation and Practitioner

Target audience
New and experienced project staffs
Experienced PMP who wants to acquire a structured project control
methodology
People who may go on to Foundation or Practitioner certification training
Consultants/contract staff operating in a PRINCE2
environment
Project Managers considering a career in a PRINCE2
environment
5-day course providing detailed knowledge and practical
examples leading to the Foundation & Practitioner exams.
The course is aimed at people who are, or will be acting
as Project Managers in a PRINCE2
environment.
PRINCE2
Foundation and Practitioner

Project Management certification
Speaker Profile:
Mr. Francis Hung
P. Eng, MBA, PMP, PRINCE2 Practitioner, MSP, P3O, ITIL, is a certified professional
trainer in project management, IT service management and purchasing
management. He has strong experience in R&D, manufacturing and cost reduction.
For the past 30 years he has been the program and project manager for many
large projects in telecom, IT, finance and aerospace from the US, Canada and Asia.
What What the the course course Will Will Help Help You You Achieve Achieve: :
Learn the worlds most popular Project Management best practice
How to start a project right, and do the right project
Produce a project plan to ensure successful delivery with stakeholders
satisfaction
Implement risk management techniques and mitigation strategies
Estimate and schedule task work and duration with confidence
Implement monitoring tools and controls to keep you fully in command of the
project
Ensures that participants focus on the viability of the project in relation to its
Business Case objectives - rather than simply seeing the completion of the
project as an end in itself
The PRINCE2 The PRINCE2 Foundation Foundation qualification is the first of two qualification is the first of two
PRINCE2 qualifications required to become a PRINCE2 PRINCE2 qualifications required to become a PRINCE2
Practitioner. The exam can be taken with both Foundation Practitioner. The exam can be taken with both Foundation
The Qualification you will get after the 5 days course: The Qualification you will get after the 5 days course:
PRINCE2
is a process-based approach for project

management providing an easily tailored and scalable
method for the management of all types of projects. The
method is the de-facto standard for project
management in the UK and is practiced worldwide.
Practitioner. The exam can be taken with both Foundation Practitioner. The exam can be taken with both Foundation
and Practitioner exams right and Practitioner exams right after the course after the course. .
About Apollo Consulting Group
Apollo Consulting Group is a PRINCE2 and PMP ITIL, P3O in
project or program portfolio management training and
consulting provider. The company was founded in 2003 in
custom project solutions. Since then they have trained over
2000 project management professionals and implemented many
international projects from many countries. We operate
through an international network of business partners and
affiliates.
About D&B
D&B is a New York Stock Exchange (NYSE:DNB) listed company
and is part of S&P 500 stock index. We are the worlds leading
source of business information and insight and we enable our
clients to Decide with Confidence for 168 years. D&B
Enterprise Learning provides customized solutions to assist
clients to build strategic capabilities and grow their business.
Our deliverables are in the form of recommendation reports,
management tools, workshops and coaching sessions.
Jointly Organized By:
Program Details
Date : 1) August 13-17, 2012 (9:30 am 5:30 pm)
2) November 12-16, 2012 (9:30 am 5:30 pm)
Medium : English
Course Fee : HK$11,000- per person for Foundation program
HK$9,000- per person for Practitioner program
HK$16,500- per person for Foundation and Practitioner program
(course fee including PRINCE2 training materials, presentation module book,
PRINCE2 exam questions, PRINCE2 Foundation and Practitioner exam)
Venue : Unit 1308-1315 13/F BEA Tower, Millennium City 5, 418 Kwun Tong Road,
Kwun Tong, Hong Kong (MTR Kwun Tong A2 exit)
PDU : 21 PDU for Foundation program; 14 PDU for Practitioner program
35 PDU for Foundation and Practitioner program
Deadline : 1) July 13, 2012; 2) October 12, 2012
PRINCE2 Foundation and Practitioner Project
Management Certification
PRINCE2 Foundation & Practitioner Exam:
Structure and Format of the PRINCE2
practitioner exam
The styles of questions in the exam
PRINCE2 Structure and Overview
Areas of importance in the PRINCE2
manual
Starting Up a Project
Project Organization
Business Case
Directing a Project
Initiating a Project
Quality in a Project Environment
Risk Management
Configuration Management
Communications Planning
Plans
Product Based Planning Techniques
Setting up Controls
Project Management Tailoring
Tolerances
Controlling a Stage
Change Control
Report highlights
Managing Product Delivery
Quality Review Technique
Managing Stage Boundaries
Closing a Project
Effective Project Closing Activities
Practice Exam Questions related to the
topics covered
PRINCE2 Practitioner Exam
Foundation Exam:
Multiple-choice
5 Days Course Outline:
Exam Format:
Through a combination of breakout sessions, group and individual work, interactive
roundtable discussions and role-plays, delegates will understand the total meaning
of Project Management in a Controlled Environment. This includes using their
judgment and experience to act as the project board to manage project around a
business case. Emphasis will be how to avoiding dealing with runaway projects using
the industry proven PRINCE2 principles, themes and processes.
Trainer will use practical examples and case studies to reinforce and expand the
scope to cover applicable concepts for project management, and for a variety of
different industries.
Multiple-choice
One hour duration
75 questions
38 correct answers are required to pass
Closed-book
Practitioner Exam:
9 questions, with a scenario background and appendices
Each of the 9 questions is worth 40 marks
An overall score of 180 out of a possible 360 is required to pass
Three hour duration
Open-book examination (only the PRINCE2 Manual is allowed)
Enrollment Form
(To enroll, please fill in the enrollment form and fax to 852-2235-3881 or email to yaul@dnb.com)
For enquiry, please contact Ms Yau at 852-2516-1382)
COMPANY:
PARTICIPANT NAME: (Mr/Mrs/Ms)
JOB TITLE:
APPROVED BY: (Mr/Mrs/Ms)
JOB TITLE:
CONTACT PERSON NAME: (Mr/Mrs/Ms)
JOB TITLE:
ADDRESS:
PRINCE2 Foundation and Practitioner Project
Management Certification
ADDRESS:
TEL: (OFF) (FAX)
(Mobile) (E-MAIL)
Enrollment confirmation will be sent via E-mail
Above participant name will be used for attendance certificate printing
Course fee has to be paid to D&B 7 days prior to the program commencement. All payment Invoice
will be issued upon request
Registrants fail to attend the program or present written cancellation 14 days before the program
commencement date are liable for the entire fee
Dress code: Business Casual
In the event of unforeseen circumstances, D&B reserves the right to change the speakers or course
content without notice, and otherwise cancel the course if deemed necessary
Cheque enclosed for HK$ payable to Dun & Bradstreet (HK) Ltd. Please mail to
Dun & Bradstreet (HK) Ltd., Unit 1308-1315, 13/F, BEA Tower, Millennium City 5, 418 Kwun Tong
Road, Kwun Tong, Kowloon
Dun & Bradstreet may send you information regarding our products and services. If you do not wish to
receive such information, please advise us by mail, by fax or by phone.
For more information on course, please visit: www.dnb.com/hk
Version1.00
CREATINGVALUE
IN
PROJECTMANAGEMENT
USINGPRINCE2
Aresearchprojectundertakenby
QueenslandUniversityofTechnology(QUT)
Sponsoredby:
APMGroupLtd(APMG)
OfficeofGovernmentCommerce(OGC)
TSO
TABLEOFCONTENTS
Forward....................................................................................................................................................i
EXECUTIVESUMMARY............................................................................................................................ii
CHAPTER1INTRODUCTION.................................................................................................................1
ResearchGoal.....................................................................................................................................1
Structure.............................................................................................................................................1
QUTResearchTeam............................................................................................................................2
CHAPTER2RESEARCHDESIGN.............................................................................................................3
SelectionofaResearchMethodologyConceptMapping................................................................3
Criteria............................................................................................................................................3
ConceptMapping............................................................................................................................3
ResearchGroups.................................................................................................................................4
MajorFocusQuestions.......................................................................................................................4
ResearchSample.................................................................................................................................5
SamplingFrame..............................................................................................................................5
SamplingStrategy...........................................................................................................................5
SampleSize.....................................................................................................................................5
SampleDemographics....................................................................................................................5
Surveys................................................................................................................................................6
BrainstormingandIdeasAnalysis.......................................................................................................7
StructuringandInterpretationPhases...............................................................................................7
Ranking............................................................................................................................................7
Sorting.............................................................................................................................................8
ClusteringandConceptInterpretation...........................................................................................9
DataCollectionandAnalysisTools...................................................................................................10
DataCollection..............................................................................................................................10
DataAnalysis.................................................................................................................................10
MultidimensionalScalingMapAssessment......................................................................................11
Reliability...........................................................................................................................................11
Validity..............................................................................................................................................11
CHAPTER3DISCOVERYANDFINDINGS..............................................................................................14
PRELIMINARIES..........................................................................................................................................14
SurveyStatistics................................................................................................................................14
ConceptMaps...................................................................................................................................14
ConceptThemes...............................................................................................................................15
MultidimensionalScalingStatistics...................................................................................................15
Reliability...........................................................................................................................................15
Validity..............................................................................................................................................16
PresentationofFindings...................................................................................................................16
InterpretationofIdeaRankings........................................................................................................16
AssumedParticipantKnowledge......................................................................................................16
PrudentComparison.........................................................................................................................17
PRINCE2.................................................................................................................................................17
PRINCE2ConceptMaps....................................................................................................................17
RelativeImportanceofPRINCE2IssuesConcepts............................................................................17
Framework/ManualTheme..............................................................................................................18
Issues.............................................................................................................................................18
ExistingFeatures...........................................................................................................................19
ProposedFeatures........................................................................................................................20
ProblemsandIssuesOrganizationalNotMethodological.............................................................21
ProjectBoards/SponsorsTheme......................................................................................................21
Issues.............................................................................................................................................21
ProjectGovernance..........................................................................................................................22
Issues.............................................................................................................................................22
ProjectBoards/SponsorsandProjectGovernanceThemes.............................................................22
Features........................................................................................................................................22
OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................23
IssuesOrganizationalPMCompetencyandProjectTeamCompetencyThemes......................23
IssuesProjectTeamCompetencyTheme..................................................................................24
FeaturesOrganizationalPMCompetencyTheme.....................................................................24
FeaturesProjectTeamCompetencyTheme..............................................................................25
Tailoring/EmbeddingTheme............................................................................................................25
Issues.............................................................................................................................................25
Features........................................................................................................................................26
OTHERPROJECTMANAGEMENTFRAMEWORKS...........................................................................................28
OtherConceptMaps.......................................................................................................................28
RelativeImportanceofOtherIssuesConcepts............................................................................28
ExistingversusRecommendedFeatures..........................................................................................29
Issues.............................................................................................................................................29
Features............................................................................................................................................31
ProjectGovernanceTheme..............................................................................................................33
Issues.............................................................................................................................................33
Features........................................................................................................................................35
OrganizationalPMandProjectTeamCompetencyThemes............................................................36
Issues.............................................................................................................................................36
FeaturesOrganizationalPMCompetencyTheme.....................................................................36
FeaturesProjectTeamCompetencyTheme..............................................................................38
Issues.............................................................................................................................................38
Features........................................................................................................................................39
CHAPTER4CONCLUSIONS.................................................................................................................40
CONCLUSIONS...........................................................................................................................................40
ConceptMapping..............................................................................................................................40
ReliabilityandValidity.......................................................................................................................40
ConceptThemes...............................................................................................................................40
ProblemsandIssuesOrganizationalversusMethodological.........................................................42
ProjectBoards/SponsorsandProjectGovernanceThemes.............................................................42
OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................44
PRINCE2LearningfromtheOtherExperience.............................................................................45
CHAPTER5RECOMMENDATIONSANDFURTHERRESEARCHOPPORTUNITIES.................................46
FURTHERRESEARCHOPPORTUNITIES............................................................................................................47
BIBLIOGRAPHY......................................................................................................................................48
Appendix1:QUTResearchTeam.........................................................................................................50
Appendix2CrossReferencebetweenConceptThemesandConceptMapConcepts..................52
Appendix3ConceptMaps.................................................................................................................53
Appendix4ConceptStatistics............................................................................................................62
Appendix5ConceptMapMultidimensionalScalingandReliabilityStatistics..................................63
Appendix6ConceptMapData..........................................................................................................66
PRINCE2IssuesConceptMapData......................................................................................................67
PRINCE2FeaturesConceptMapData..................................................................................................70
OtherIssuesConceptMapData.........................................................................................................72
OtherFeaturesConceptMapData.....................................................................................................75
ForwardbytheSponsors:
BestManagementPractice
OGC,APMGroupandTSO
ThisimportantresearchispublishedatacriticaltimeinthehistoryofPRINCE2.Theworldsproject
managersareunderincrediblescrutinyandpressuretoensuretheirprojectsdeliverqualityontime
andonbudgetandevenmoresoduringaworldrecession.TheresearchshowsthatPRINCE2goes
alongwaytohelpingthemachievethesegoals.
AlthoughitsoriginsbeganintheUK,PRINCE2nowhasatrulyinternationalreach.Wearedelighted
thattheQueenslandUniversityofTechnology(QUT)hasundertakenthisglobal,thoroughand
informativeresearchproject.Whileithighlightsthestrengthsofthemethodologyitself,thereport
alsolooksatthechallengesorganisationsfacewhenusingaprojectmanagementmethodsuchas
PRINCE2.
Weresurethechallengeswillresonatewithprojectmanagersaroundtheworld.Securingexecutive
supporttochampiontheadoptionofPRINCE2,creatingarobustbusinesscaseandprioritising
projectgovernancearekeyissuesthatallprojectmanagerswillgrapplewithduringtheircareer.
Theresearchalsoshowsthattobethoroughlyeffective,organisationsneedtoproperlyembed
PRINCE2andtailorittosuittheirparticularcircumstances.Manysuccessfulorganisationshave
soughttheeffectivehelpofaccreditedconsultingorganisationstoassistthemindevelopinga
programmetotailorandinculcatethismethodintotheirorganisationalculture.Thelatestversion
incorporatesawholechapterontailoringPRINCE2.
WebelievethatthepublicationofPRINCE2DirectingSuccessfulProjectsusingPRINCE2andthe
developmentoffurthersupportintheformofmaterials,mentoringandtrainingforsenior
executiveswillbeofsignificantbenefittocontemporaryprojectbasedorganisations.TheAPM
GrouphasalreadydevelopedaqualificationforsponsorsinconjunctionwiththeUKsHomeOffice
tohelpwiththis.
Ifyouwouldlikefurtheradviceorifyouhavefeedbackregardingthisresearchpleasecontact
APMG:www.apmginternational.comforfurtherdetails.

JonathanShebioba
PrivateSecretarytoCEO
OGC
AlanHarpham
Chairman
APMGroup
DavidHowell
ClientServicesDirector
TSO
Pageii
EXECUTIVESUMMARY
UnderthesponsorshipoftheAPMGroupUKLtdworkinginconjunctionwiththeUKGovernment
OfficeofGovernmentCommerceandTSO,amultidisciplinaryresearchteamfromtheQueensland
UniversityofTechnology(QUT)hasundertakenoneofthefirstempiricalstudiesintotheimpactof
PRINCE2
1
onprojectperformance.TheresearchstudywasentitledCreatingValueinProject
ManagementusingPRINCE2.Forcomparison,thestudyalsoconductedparallelresearchonthe
impactofotherunspecified(nonPRINCE2)contemporaryprojectmanagementframeworkson
projectperformance.
StudyparticipantsinthePRINCE2andOtherresearchgroupswereallexperiencedproject
managerswhohaverecentlyappliedPRINCE2orotherprojectmanagementframeworks
respectively.Thestudyparticipantsweredrawnfromadiverserangeofindustries(including
InformationandCommunicationsTechnology,Construction,andTransport)acrossthreemajor
geographicalregions(UnitedKingdomandEurope,UnitedStates,andAustralia).
ThestudyusedacomprehensivemixedresearchmethodologyknownasConceptMapping.
Conceptmappingcombinesthereceptivenessofqualitativeanalysistotheunstructuredand
nuancedopinionsofparticipants(includingbrainstorming,sortingandranking),withthestatistical
rigourofquantitativeanalysis(includingmultidimensionalscalingandclusteranalysis)toextract
andrankthelatentconceptswhichstructureparticipantssubjectiveperceptions.Theresultsare
convenientlyillustratedinaconceptmap.
Morespecifically,thestudyfocusedontwocriticalquestions:
WhatproblemsorissuesadverselyaffecttheutilityofPRINCE2andotherproject
managementframeworksinsuccessfullydeliveringprojects?
Whatexistingorrecommendedfeaturesdoorwouldmitigate(orresolve)theseproblems
andissues?
1
PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomand
othercountries.
Pageiii
Collectively,theconceptmapssuggestthatparticipantssubjectivelyframetheirperspectivesonthe
tworesearchquestionsaroundsixmajorthemes:
Framework/Manualtheparticularprojectmanagementframeworkincludingitsassociated
documentation
ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency
ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance
OrganizationalPMCompetencyorganizationalcompetencyinsuccessfullyintroducingand
implementingtheparticularprojectmanagementframework
ProjectTeamCompetencyprojectmanagerandprojectteamcompetency
Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext
(tailoring)andtothecorporatecontext(embedding).
TheresearchfoundthatPRINCE2isperceivedasaveryrobust,comprehensiveandpragmatic
projectmanagementframework,whichunderwritesprojectsuccess.Indeed,existingfeaturesof
thePRINCE2frameworkandmanual
2
rankedveryhighinmitigatingperceivedproblemsandissues.
Majorstrengthscitedincluded:
Roleofthebusinesscaseinassuringcontinuingprojectviability
Extensiveguidanceofferedonprojectgovernance
Expansionofthetoleranceconcepttoencompasssixareas
Comprehensivedefinitionofrolesandresponsibilities
Productbasedplanningandproductfocusseddelivery
Delegationofresponsibilitiestotheappropriatelevel
Newchaptersontailoringandembedding.
ThiswasinmarkedcontrasttoresponsesfromthenonPRINCE2participantswhosubmitted
numerousandsignificantissuesaboutprojectmanagementframeworkscurrentlyinuse,inareas
suchas:requirementsmanagement(includingscopeandchangemanagement),businesscase
definitionandmaintenance,riskmanagement,andineffectiveinitiationandcommissioning.
2
ManagingSuccessfulProjectswithPRINCE2&DirectingSuccessfulProjectswithPRINCE2
Pageiv
Primafacie,thePRINCE2frameworkandmanualappearstocovermanyofthecorresponding
problems/issuesandfeaturessubmittedbythenonPRINCE2participants.Howeverfurther
researchisrecommendedtoconfirmthissupposition.
Moreover,thebenefitsofanagreedsetofprojectmanagementconceptsandadefinedproject
managementlexiconwereveryevidentintheconsistencyofthePRINCE2responsescomparedto
theOtherresponses.
Notwithstanding,themajorareaofimprovementsuggestedtoPRINCE2frameworkandmanualis
expandedcoverageofstakeholdermanagement.
ThedominantfactorswhichparticipantsbelieveconstrainthesuccessofPRINCE2projectsare
demonstrablynotmethodologicalbutorganizational.CriticismsrelatenottothePRINCE2
frameworkormanual,butrathertoorganizationalshortcomingsincludingpoorprojectgovernance
andtheinabilityoforganizationstosuccessfullyintroduceandimplementPRINCE2.Ormore
conciselyalackofprojectleadership.
PRINCE2participantswereespeciallytrenchantintheirjudgementofProjectBoardeffectiveness.
ProjectBoardmemberswerecriticisedfor:notunderstandingtheirrolesandresponsibilities,lacking
experience,ornotpossessingthenecessarycompetency.ProjectBoardsmembershipwas
sometimesdelegatedtostaffwhohadnodecisionmakingauthority.ProjectBoardswerenotusing
theBusinessCasetoperiodicallyverifythecontinuingviabilityoftheproject.Seniormanagement
wasalsochidedforitslackofcommitmentandleadership,andatendencytobypasstheProject
Board.Moregenerally,organizationswerenotgivingsufficientprioritytoprojectgovernance.
However,theproblemswithprojectgovernancedonotliewiththePRINCE2frameworkormanual.
Indeed,thePRINCE2participantsrankedprojectgovernancefeaturesamongthegreateststrengths
ofthePRINCE2frameworkandmanual,citedabove.
ThenonPRINCE2participantsechoedsimilarsentimentsaboutthepoorqualityofproject
governanceincludinglackoforunclearaccountabilities,poorleadershipandcommitmentfromthe
seniorexecutive,cultureclashesbetweenstakeholdergroupscoupledwithnomeansofresolving
disputes,andinadequateintegrationbetweentheprojectandotherorganizationallevels.
Pagev
Onamorepositivenote,researchparticipants(andespeciallythePRINCE2participants)emphasis
onorganizationalprojectgovernancemattersreflectsasignificantshiftinmindsetfrom
operationallyfocusedtostrategicallyfocusedprojectmanagement.
PRINCE2participantsreportedthatorganizationseitherdidnotknowordidnotpossessthe
commitmenttoproperlyimplementPRINCE2.Thisappearstobesymptomaticofabroader
quandary.OrganizationsarenotrecognizingandmanagingtheintroductionofPRINCE2asamajor
organizationalchangeinitiative,takingintoaccountboththehardandsoftissuesincludingthe
creationofaprojectmanagementculture.
PRINCE2participantswerealsoconcernedthatmanyRegisteredPRINCE2Practitionershavelimited
projectmanagementexperience.TomaintainandindeedextendthevalueofPRINCE2certification,
participantsproposedthatanawardbedevelopedtorecogniseexperienceintheapplicationof
PRINCE2.SimilarlythenonPRINCE2participantsarguedtheprimacyofexperience(bothdiversity
anddepth)inrecruitingprojectstaff.Theyalsostressedthecriticalimportanceofongoing
educationandtrainingindevelopingprojectmanagementcompetencynotjustintheclassroom,
butthroughworkplacementoringandcoaching.
ThebenefitoftherecentguidanceontailoringandembeddinginthePRINCE22009editionwas
acknowledgedbythePRINCE2group.However,PRINCE2participantswantthatguidance
expandedextendingcurrenttopicsandaddingnewtopics(e.g.forusewithnontraditional
developmentanddeliverymethodologiessuchasagile).Inparticular,guidanceonembedding
wouldassistorganizationsintroducingandimplementingPRINCE2.Currently,adviceonembedding
isexcludedbecauseitfocusesonthecorporateorganizationandnottheindividualprojects
(OfficeofGovernmentCommerce,2009a,p.97).
Recognitionamongpractitionersoftheimperativefortailoringandembeddingissalutary.Itreflects
aclearbreakfromthepastonesizefitsallapproach(Shenhar,2001).Italsoindicatesagrowing
awarenessthatgreaterflexibilityandsensitivitytotheprojectmanagementenvironmentmakesa
crucialcontributiontocompetitiveness.
Tocombattheseproblemsandissues,PRINCE2participantsofferedthefollowingrecommendations
whichlargelyreflectashiftinemphasisfromtheprojecttotheorganizationalcontext:
DevelopnewinitiativestoeducateProjectSponsors,ProjectBoardmembersandother
seniorexecutivesabouttheimportanceofprojectgovernance,theircollectiveandindividual
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responsibilitiesforeffectiveprojectleadership,andmoregenerallyPRINCE2processesand
products.ThismightalsoincludeacertificationprocessforProjectBoardmembers.
DevelopnewanddetailedguidanceonhoworganizationscanintroducePRINCE2,but
treatingtheimplementationasasignificantorganizationalchangeinitiativeencompassing
bothhardandsoftissues.Thiswouldalsoincludedevelopingguidanceonembedding
whichisnotcurrentlyaddressed,becauseittargetsthecorporatelevelratherthanprojects.
ExtendthecurrentPRINCE2certificationtorecognisepractitionerswhobothunderstandthe
frameworkandcanproficientlyapplyitinmanagingactualprojects.
Wherepossible,implementationoftheserecommendationsshouldbuilduponexistingofferings
suchastheProgrammeandProjectSponsorshipandChangeManagementqualifications.
RichardSargeantMBEOAM
FacultyofBusiness
QueenslandUniversityofTechnology
Brisbane,Queensland,AUSTRALIA
Web:www.qut.edu.au
Email:richard.sargeant@qut.edu.au
4August2010
CHAPTER1INTRODUCTION
Inthesecondhalfof2009,theQueenslandUniversityofTechnology(QUT)wasawardedaresearch
contractfromtheAPMGroup(UK)LtdinconjunctionwiththeUKGovernmentOfficeof
GovernmentCommerce(OGC)andTSO(formerlyTheStationeryOffice)toinvestigatetheroleof
thePRINCE2projectmanagementframeworkinsuccessfulprojectdelivery.Theresearchstudywas
entitledCreatingValueinProjectManagementUsingPRINCE2.Thisreportsummarizesthestudys
researchdesign,analysis,findings,conclusions,recommendations,andfutureresearch
opportunities.
ResearchGoal
ThegoaloftheresearchprojectwastoevaluatetheimpactofPRINCE2onprojectperformance.
Toassurethebroadestpossibleapplicabilityoftheprojectoutcomes,researchparticipantswere
drawnfromseveralcontinents/regions:UnitedKingdom,Europe,UnitedStatesandAustralia;and
fromsimilarlydiverseindustrysectorsincluding:InformationandCommunicationsTechnology(ICT),
Construction,andTransport,DefenceandR&D.Furthermore,asabasisforcomparisonparallel
researchwascarriedoutonotherbutunspecifiedprojectmanagementframeworks.
Structure
TheFinalReportcomprisesfivechapters
Introduction
ResearchDesign
DiscoveryandFindings
Conclusions
RecommendationsandFutureResearchOpportunities.
Thescopeoftheresearchisdeliberatelyverybroadtoensurethatthediversityofproblems/issues
andfeaturesiscapturedforanalysis.AlthoughthereportconsidersbothPRINCE2andOther
findings,theprimaryanalyticalfocusisonPRINCE2.Otherfindingsaredescribedbutareonly
analysedtotheextentthattheycontributetotheinvestigationofPRINCE2.Theresearchteammay
undertakefollowonstudieswhichinvestigateselectedPRINCE2topicsortheOtherfindingsin
greaterdepth.
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QUTResearchTeam
TheresearchwasundertakenbyaninterdisciplinaryteamdrawnfromtheQUTFacultyofBusiness
andtheFacultyofBuiltEnvironmentandEngineering(SchoolofUrbanDevelopment).
Theresearchteamconsistedof:
RichardSargeantMBEOAM(ChiefInvestigator),FacultyofBusiness(Staff)andFacultyof
BuiltEnvironmentandEngineering(PhDCandidate)
ProfessorCarolineHatcherPhD,FacultyofBusiness
AssociateProfessorBambangTrigunarsyahPhD,FacultyofBuiltEnvironmentand
Engineering
DrVaughanCoffeyDBA,FacultyofBuiltEnvironmentandEngineering
DrJudyKraatzPhD(ResearchAssociate),FacultyofBusiness
ShortbiographiesoftheresearchmembersaregiveninAppendix1.

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CHAPTER2RESEARCHDESIGN
SelectionofaResearchMethodologyConceptMapping
Criteria
Thestudyssuccessdependedinlargepartupontheselectionofaresearchmethodologywhichis
compatiblewithboththenatureofprojectmanagementandtheopennessoftheresearchgoal.
Projectmanagementoperateswithinacomplexwebofinteractionsbetweenpeople,processesand
technologies.Itspracticeseldomlendsitselftoeitherasimpleormechanisticformulation.Asa
result,itisimpossibletodetermineinadvancewhatfactorsthestudymustexamineinfulfillingthe
researchgoal.Rather,theresearchmustbeginwithanexploratorystagewhichisreceptiveto
multipleandsometimesconflictingparticipantperspectives.Qualitativemethodsarebestusedto
freelyelicittheideasofexperiencedprojectmanagersduringthisstage.
However,theseideaswillneitherstandalonenorhaveequalrelevance.Theywillcontain
duplicationandoverlap.Theywillbeinterrelatedaroundlargerunderlyingorlatentconcepts
whichstructureparticipantssubjectiveperceptionsconceptswhichtheresearchmustdiscover.
Moreover,therelativeimportanceofindividualideastotheresearchgoalwilldiffer.
Therefore,theresearchmethodologymustincorporatemechanismswhichsummarizetheseideas,
rankthemaccordingtotheirrelativeimportancetotheresearchgoal,discerntheinterconnecting
structures,andidentifythecorrespondinglatentconcepts.Herequantitativemethodscanadd
statisticalrigourtothelatterthreeactivitiesandgeneralizetheresults.Atthesametime,
qualitativemethodswillremainimportantinappraisingtheauthenticityandcredibilityofthe
outcomessuggestedbyquantitativemethods.
ConceptMapping
Tosatisfytheserequirements,ConceptMapping(Kane&Trochim,2007)waschosenasthe
researchmethodologyforthisstudy.Conceptmappingbeginswithaqualitativeexploratoryphase.
Participantsareencouragedtobrainstorm(andfollowingtheusualrulesofbrainstorming
withholdingevaluationof)thediversefactorswhichmaypotentiallyaffecttheresearchorfocus
questions.Theseideasaresummarizedtoeliminateduplicationoroverlap.Participantsarethen
invitedtorankandidentifytheinterrelationshipsbetweentheideasthroughsorting.Quantitative
statisticaltechniques,inconjunctionwithexpertjudgement,minethecollectiveresultsofthe
rankingandsortingactivitiestoextractthelatentconceptswhichstructureparticipantssubjective
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perceptions.Importantly,conceptmappingdoesnotmeasureobservablebehaviours,butrather
participantsperceptionsoftheeffectivenessofprojectmanagementframeworkswithintheir
projectandorganizationalexperience.
Morespecifically,conceptmappingentailssixmajorphaseswhicharesummarizedinTable1(Kane
&Trochim,2007,pp.723)below.
Phase Description
Purpose DevelopthefocusquestionstobeinvestigatedusingConceptMapping
ParticipantsSelection Selectanappropriate participant sample
Brainstorming Generateandcollectparticipantsideas
IdeasAnalysis Summarizetheideasintoamanageablenumber
Structuring Participantssortideasintopiles accordingtotheirperceivedsimilarity,
andthenranktheideasbytheirimportancetosuccessfulprojectdelivery
Interpretation Similarities andrankingsidentifiedbyparticipantsareanalysed,using
multidimensionalscalingandclusteranalysis,toextractandprioritisethe
keyconcepts
Table1:ConceptMappingPhases
Thesephasesareconsideredingreaterdetaillaterinthischapter.
ResearchGroups
Forcomparison,tworesearchgroupswerecreated:
PRINCE2groupconsistingofRegisteredPRINCE2Practitionerswithtwoormoreyearsrecent
projectmanagementexperienceusingPRINCE2,and
OtherFrameworksgroupcomprisingprojectmanagerswithtwoormoreyearsrecent
projectmanagementexperienceusinganyotherprojectmanagementframework.
MajorFocusQuestions
TodeterminetheextenttowhichPRINCE2andOtherprojectmanagementframeworkscontribute
toprojectperformance,theteamaskedbothresearchgroupstwomajorquestions:
ProblemsandIssues:Whatproblemsorissuesadverselyaffectedtheutilityoftheparticular
projectmanagementmethodology(PRINCE2orOther)insuccessfullydeliveringproject
outcomes?
ExistingandRecommendedFeatures:Whatexistingorrecommendedfeaturesmitigateor
wouldmitigate(ifnotresolve)theseproblemsorissues?
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ResearchSample
SamplingFrame
ThesamplingframeforthePRINCE2groupcomprisedexperiencedPRINCE2projectmanagers
locatedintheUnitedKingdom,EuropeandAustralia,andworkingacrossadiverserangeofindustry
sectorsincludingICT,Construction,andTransport.ThesamplingframefortheOthergroup
consistedofexperiencedprojectmanagersusingaprojectmanagementframeworkotherthan
PRINCE2,butinsimilarlocations(plustheUnitedStates)andsimilarindustrysectors.Themajor
imperativeindefiningthesamplingframewastoensuregeographicandindustrydiversity.However
tolimittheimpactofculturaldifferences,thegeographicspreadwaslimitedtothreeregions.
SamplingStrategy
Apurposivesamplingstrategywaspursuedwithinthesamplingframesdescribedabove.Morethan
500projectmanagerswereapproachedbytheresearchteamthrough:
personalcontacts,
PRINCE2accreditedconsultantsandtrainers,
professionalorganizations,
snowballing,and
broadcaststhroughglobalwebsites.
SampleSize
Thetargetsamplesizeforeachsurveywas20(R.Rosas,ConceptSystemsIncorporated,personal
communication,13January2010).ThesamplesizewasrecommendedbyConceptSystems
IncorporatedwhoseprincipalsincludeWilliamTrochimandMaryKanepioneersintheapplication
ofConceptMapping(e.g.(Kane&Trochim,2007;Trochim,1985,1989a,1989b,1993;Trochim&
Cabrera,2005;Trochim&Linton,1986).Thesamplesize,however,isnotsufficienttodraw
conclusionsaboutindividualregionsorindustrysectorsthisisoutsidetheresearchscope.
SampleDemographics
Thecompositionofthesamplealongwithademographicsummaryindustryandregionforeach
surveyroundislistedinTable2.

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Table2:ResearchDemographics
Surveys
DatawascollectedinsevenparticipantsurveysadministeredinthreesequentialSurveyRounds
describedinTable3.
Invited Total
Aust
ralia
UK US Europe Global ICT Construction Transport
Other
(R&D,
Defence)
SurveyRound1:ParticipantSelection(Over500initialrequestsmade)
PRINCE2
119
38 19 8 0 8 3 13 3 22 1
Other 53 18 10 17 7 1 7 29 8 9
SurveyRound2ParticipantBrainstorming
PRINCE2 38 24 11 6 0 5 2 7 2 16 0
Other 54 44 14 8 14 8 1 8 22 7 8
SurveyRound3ParticipantStructuring
PRINCE2
Problems/Issues
24 19 9 3 0 4 1 4 1 11 1
PRINCE2
Features
20 19 10 3 0 4 2 4 1 12 2
Other
Problems/Issues
22 21 7 3 5 2 4 4 9 4 4
OtherFeatures
22 19 5 4 7 1 2 4 7 3 5
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Round Survey GroupSurveyed Type Purpose

1
Survey1 All
Participant
Selection
Selectappropriatelyqualifiedparticipants,allocate themto
thePRINCE2orOtherGroups,andcollectrelated
demographicsandexperienceinformation.
2
Survey2A PRINCE2
Brainstorming
Identifyproblemsorissuesexperiencedbyparticipantswith
PRINCE2thatadverselyaffectprojectdelivery.
Survey2B Other Identifyproblemsorissuesexperiencedbyparticipantswith
Otherframeworksthatadverselyaffectprojectdelivery.
3
Survey3A PRINCE2
Structuring
RankPRINCE2problemsorissuesbytheirperceivedimpacton
projectdelivery.SortPRINCE2problemsorissues(derived
fromallparticipants)accordingtotheirperceivedsimilarity.
Survey3B PRINCE2 Rankfeaturesbytheirperceivedimpactonprojectdelivery.
SortPRINCE2existingorproposedfeatures(derivedfromall
participants)accordingtotheirperceivedsimilarity.
Survey3C Other RankPRINCE2problemsorissuesbytheirperceivedimpacton
projectdelivery.SortOtherproblemsorissues(derivedfrom
allparticipants)accordingtotheirperceivedsimilarity.
Survey3D Other Rankfeaturesbytheirperceivedimpactonprojectdelivery.
SortOtherexistingorproposedfeatures(derivedfromall
participants)accordingtotheirperceivedsimilarity.
Table3:SurveyConducted
BrainstormingandIdeasAnalysis
TheBrainstormingphaseelicitedalargenumberanddiverserangeofideasonthetwofocus
questionsfrombothresearchgroups.DuringtheIdeasAnalysisphase,theseideaswererationalized
intoasmallernumberwhichresearchparticipantscouldcomfortablyrankandsortinlessthanone
hour.ThenumberofideassubmittedduringtheBrainstormingphaseandthenumberof
summarizedideascreatedduringtheIdeasAnalysisphasearelistedinTable4below.
ResearchGroup
PRINCE2 Other
FocusQuestions:Problems&Issues
IdeasBrainstormed 96 194
IdeasSummarized 85 68
FocusQuestion:Features
IdeasBrainstormed 75 126
IdeasSummarized 65 85
Table4:NoofProblems&IssuesandFeaturesSubmittedbyPRINCE2andOtherGroups
StructuringandInterpretationPhases
TheStructuringandInterpretationphasesoftheConceptMappingmethodologydeserve
elaborationbecauseoftheircriticalroleinthemethodologyandtheircomplexnature.
Ranking
Anormalizedrankingisdeterminedforeachideaasfollows.Participantsrankeachideaaccording
toitsimportancetoprojectdelivery.Arawrankingisdeterminedbycalculatingthemeanofall
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participantsrankingsforthatidea.Finally,therawrankingsforallideaswithinaparticularconcept
maparenormalizedonascaleof1(low)to5(high).Unlessotherwisespecified,thetermranking
willmeannormalizedrankingthroughoutthisreport.
Sorting
Participantsthensortideas(e.g.problems/issuesorfeatures)intopilesaccordingtotheirperceived
similarity.Ideascontainedwithinthesamepileareassumedtoberelatedorsimilar;ideasin
differentpilesareassumedtobeunrelatedordissimilar.Participantsarefreetosorttheideasin
anywaytheychoose.Thesimilaritiesidentifiedbyaparticipantaresummarisedinaparticipant
similaritymatrix.Forexample,theexposedparticipantsimilaritymatrixontheleftofFigure1,
indicatesthattheparticularparticipantsortedideas1,4and6intothesamepilea1isrecorded
inthecorrespondingcellsoftheparticipantsimilaritymatrix.
Theparticipantsimilaritymatricesaresummedtoformthegroupsimilaritymatrix.Thegroup
similaritymatrixrecordsthenumberofparticipantswhoassessedeachsimilarity,whichisthenused
tomeasuretherelativestrengthofasimilarity.Forexampleinthegroupsimilaritymatrixof
Figure1,nineparticipantsassessedideas9and10assimilar;whereas,onlyoneparticipant
consideredideas3and7assimilar,andallparticipantsregardedideas3and6asdissimilar.
Figure1:ParticipantandGroupSimilarityMatrices
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ClusteringandConceptInterpretation
Thegroupsimilaritymatrixisconvertedintoatwodimensionalmapusingthestatisticaltechnique
multidimensionalscaling.Thedistancebetweenpointsreflectstheirperceivedsimilarity.The
multidimensionalscalingmapfortheFigure1groupsimilaritymatrixisdrawninFigure2.Usingthe
sameexamples,ideas9and10whichhaveahighgroupsimilarityof9areverycloseindistance;
whereasideas3and7whichhavealowgroupsimilarityof1aresomedistanceapart.
Finally,theconceptswhichunderpintheparticipantsperceptionsarecrystallizedasclustersof
proximatepointsonthemap.Clustersareidentifiedusingacombinationofscienceandart(Guyon,
vonLuxburg,&Williamson,2009),ormorespecificallystatisticsandexpertjudgement.Aninitial
clusterconfigurationisdeterminedusingastatisticaltechniqueclusteranalysis.Thecluster
boundariesarethenrefinedandtranslatedintoconcepts,usingexpertjudgementsay,intheform
ofanexpertpanel.Figure2illustratesthefourclustersidentifiedfromthegroupsimilaritymatrix.
Clusters1,2and3wouldbetranslatedintotheircorrespondingconcepts.However,the
interpretationofCluster4wouldlikelybedeferredbecauseofitssingularcontent,untilmore
informationwascollected.Therelativerankingofeachideaisindicatedbythesizeofthe
correspondingpoint.Therelativeimportanceofaconceptismeasuredbytheconceptsranking,
whichiscalculatedasthemeanofitsideasrankings.
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Figure2:MultidimensionalScalingMap&ClusterAnalysis
DataCollectionandAnalysisTools
DataCollection
Alldatawascollectedonlineusing:
Zoomerangonlinesurvey(http://www.zoomerang.com/)forSurvey1
ConceptSystemsIncorporatedGlobalSoftware(http://www.conceptsystems.com/)for
Surveys2A,2B,3A,3B,3Cand3D(seeTable3).
DataAnalysis
Thedatawasanalysedusing:
ConceptSystemsIncorporatedGlobalSoftware(http://www.conceptsystems.com/)to
createsimilaritymatrices,andtocarryoutmultidimensionalscalingandclusteranalyses
Cluster1
Cluster2
Cluster3
Cluster4(?)
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IBMSPSSStatistics18(http://www.spss.com/)formultidimensionalscaling(PROXSCAL),
andclusteranalysisKmeansandhierarchicalclusteranalysis
Rlanguage(http://www.rproject.org/)scriptsfordatamanipulationandTrochims(1993)
conceptmappingreliabilitystatistics
TibcoSpotfireProfessional(http://spotfire.tibco.com/)fordatavisualisation.
MultidimensionalScalingMapAssessment
Inmultidimensionalscaling,stressstatisticsmeasurethefitbetweenthemultidimensionalscaling
mapandthecorrespondingsimilaritymatrix.Ormorespecifically,howcloselythedistances
betweenpointsinthemultidimensionalscalingmapreflecttheperceivedsimilaritybetweenthe
correspondingideas(Borg&Groenen,2005,pp.3842).Inthisresearch,theparticularstress
statisticStressIisusedandassessedintwoways.First,itmustfallwithinthenormativerange
establishedbyTrochim(1993)andRosasandCamphausen(2007).Second,itmustnotexceedthe
1%cutoffthresholddefinedbySturrockandRocha(2000).MultidimensionalmapswithaStressI
statisticfallingbelowthisthreshold,havelessthan1%probabilityofhavingnostructure(thatis
beingmerelyarandomconfiguration).
Reliability
Formally,reliabilityisdefinedastheportionofmeasurementthatisduetopermanenteffectsthat
persistfromsampletosample(Netemeyer&Sharma,2003).Orinotherwords,reliabilityasks
whetherthesameresultwouldbereachediftheresearchwasrepeatedwithotherparticipant
samples.However,reliabilitymeasuresusedinthetraditionalsurveyapproach(whichrequires
respondentstoansweraseriesofclosedtestitems)arenotsufficientfortheconceptmapping
methodology(Trochim,1993).Instead,Trochim(1993)hasdevelopedasuiteofreliabilitystatistics
specificallyforconceptmapping.Normativerangesforthesereliabilitystatisticshavebeenderived
fromalmosttwodecadesofconceptmappingexperience(Rosas&Camphausen,2007).
Validity
Becausethisstudyemploysamixedmethodology(combiningbothqualitativeandquantitative
methods),thetopicofvaliditymustbeapproachedfromtwostandpoints.Thequalitativeresearch
viewofvalidityisdifferenttothatofquantitativeresearch(Creswell,2009,p.190;Gloafshani,2003;
Neuman,2006,pp.196197).Inqualitativeresearch,validityreferstotheauthenticity(Neuman,
2006,p.196)trustworthinessandcredibility(Creswell,2009,p.191)oftheresearchfindings.An
importantstrategyistriangulationwhichdrawsfrommultiplesourcesorappliesmultipledata
Page12
collectionandanalysismethodsstrengtheningthecredibilityoftheresearchfindings(Creswell,
2009,pp.443453;Flick,2008).
Ontheotherhand,inquantitativeresearchvaliditychecksthecorrespondencebetweenwhatis
actuallybeingmeasuredandwhatispurportedtobemeasured(Bryman,2008,p.151).Validityis
generallydividedintothreetypes:content,constructandcriterion(Abell,Springer,&Kamata,2009,
pp.98101;Neuman,2006,pp.192194).
Inassessingthevalidityoftheresearch,bothqualitativeandquantitativedefinitionswereputto
use.
Fromthequalitativestandpoint,thestudymadesubstantialuseoftriangulation.Asignificant
numberofindependentparticipantswithdiverseexperiencewereconsulted,elicitingboth
convergentanddivergentperspectives.Moreoverdatawascollectedusingavarietyofmodes
includingbrainstorming,sortingandranking.
Fromaquantitativestandpoint,theresearchmustshowthatwhatisbeingmeasuredthe
problems/issuesandmitigatingfeaturesisbothrelevantandcomprehensivetotheresearch
questions.Severalstepsareneeded.
First,theresearchmustensurethatthemeasuresencompasstherelevantaspectsoftheresearch
questions.Thisisreferredtoascontentvalidity(Neuman,2006,p.193)Althoughtherecanbeno
guaranteethatallproblems/issuesandfeatureshavebeendiscovered,thebrainstormingactivity
coupledwiththediversityofparticipants(e.g.geographicallyandbyindustrysector)ensuredthata
substantialsetofcontrastingideaswasunearthed.Therelativeimportanceoftheseideas,with
respecttotheresearchquestions,wasestablishedbytheparticipantsintherankingactivity.
Second,theresearchmustdetermineifthemeasuresoperateinaconsistentmannertermed
constructvalidity(Neuman,2006,p.194).Althoughthisismoreeasilyverifiedinpurely
quantitativeratherthanmixedresearch,theintentofconstructvaliditywaspartiallydemonstrated.
Theinterrelationshipbetweentheproblems/issuesorfeatures,againwithrespecttotheresearch
questions,wasspecifiedbytheparticipantsinthesortingactivity.Theunderlyingconceptswhich
structureparticipantsperceptionswerethenextractedfromboththerankingandsortingdatausing
multivariatestatisticaltechniques.Theideaswhichpopulateeachconceptarethosewhichare
believedbytheparticipantstomoveinsympatheticorsynergisticways.
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Contentandconstructvaliditywerealsostrengthenedbytheperiodicinvolvementofresearchteam
memberswhoareexperiencedprojectmanagers,inroundtablesduringtheIdeasAnalysisand
Interpretationphases.
Finally,criterionvaliditydependsonagreementwithotherindependentexternalmeasures,bothin
thepresent(concurrentvalidity)andthefuture(predictivevalidity)(Neuman,2006,pp.193194).
Concurrentreliabilityarisestoalargeextentfromthecommonperspectiveselicitedfromdiverse
butindependentparticipantswhohavesubstantialexperienceinlookingatcurrentproblems/issues
orexistingmitigatingfeatures.Predictivevalidityisalittlehardertodemonstrategiventhelimited
durationoftheresearch.However,againitisexpectedthatparticipantsextensiveexperience
containssubstantialpredictivevalueinidentifyingandassessingtheefficacyofrecommended
features.

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CHAPTER3DISCOVERYANDFINDINGS
PRELIMINARIES
SurveyStatistics
Thenumberofparticipantswhotookpartintherankingandsortingactivitiesofeachsurveyare
listedinAppendix5,Table30.InboththePRINCE2IssuesandtheOtherIssuesconceptmaps,the
numberofparticipantsintherankingandsortingactivitieswasdifferent.Ineachcase,oneofthe
sortswasnotcompletedandwasthereforeexcluded.
ConceptMaps
Fourconceptmaps,listedinTable5,weredevelopedcoveringresponsestothetwofocusquestions
ineachofthePRINCE2andOthergroups.
ConceptMap Description Reference
PRINCE2Issues Problemsorissueswhichadverselyaffectedtheutilityof
PRINCE2insuccessfullydeliveringprojectoutcomes.
Appendix3,Figure5
PRINCE2Features Existingorrecommendedfeatureswhichdoorwouldat
leastmitigate,ifnotresolve,thePRINCE2problemsor
issues.
Appendix3,Figure7
OtherIssues Problemsorissueswhichadverselyaffectedtheutilityof
otherprojectmanagementframeworksinsuccessfully
deliveringprojectoutcomes.
Appendix3,Figure10
OtherFeatures Existingorrecommendedfeatureswhichdoorwould
mitigate,ifnotresolve,theseotherprojectmanagement
frameworksproblemsorissues.
Appendix3,Figure12
Table5ConceptMapsDeveloped
ThefourconceptmapsshowingallideasaredepictedinAppendix3,Figure5,Figure7,Figure10,
andFigure12.Thesignificantproblems/issues(withrankingsequaltoorgreaterthan3)forthe
PRINCE2IssuesandOtherIssuesconceptmapsareseparatelybrokenoutinAppendix3,Figure6
andFigure11respectively.ThePRINCE2Issuesconceptmapisdecomposedintotwosubordinate
conceptscoveringexistingfeatures(Appendix3,Figure8)andrecommendedfeatures(Appendix3,
Figure9).
Thenumbermarkedagainsteachpointinaconceptmapistheideanumberthatlinkstothe
correspondingdatatablesinAppendix6.Theconceptstructuresvaryamongsttheconceptmaps
becauseofdifferencesinthefocusquestion(Problems/IssuesorFeatures)andtheproject
managementframework(PRINCE2orOther).
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Conceptstatisticsforeachconceptmapincludingnumberofideasencompassedbytheconceptand
theconceptrankingaredescribedinAppendix4,Table29.
ConceptThemes
Collectively,theseconceptmapssuggestthatparticipantssubjectivelyframetheirperspectiveson
thetworesearchquestionsaroundsixmajorthemes:
Framework/Manualtheprojectmanagementframeworkincludingitsassociated
documentation
ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency
ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance
OrganizationalPMCompetencyorganizationalcompetencyinimplementingtheparticular
projectmanagementframework
ProjectTeamCompetencyprojectmanagerandprojectteamcompetency.
Tailoring/EmbeddingusingthedefinitionsinDirectingSuccessfulProjectsusingPRINCE2
(OfficeofGovernmentCommerce,2009a,pp.97103),tailoringisadaptingtheproject
managementframeworktotheprojectcontext;whereasembeddingisadaptingthe
projectmanagementframeworktothecorporatecontext.
TherelationshipsbetweentheseconceptsandtheconceptsthemesaremappedinAppendix2,
Table28.Occasionallyaconceptrelatestomorethanonetheme.
Althoughtheidentificationoftheseconceptthemesisonlyapreliminaryresult,itprovidesan
intuitive,convenientandpervasivestructuretoanalysethespecificfindings.
MultidimensionalScalingStatistics
Thestressstatisticsforthemultidimensionalscalingmapsforeachoftheconceptmapsareshown
inAppendix5,Table30.Inallcases,thestressstatisticStressIusedinthisstudysatisfiesthetwo
conditionsdefinedundertheheadingResearchDesign.TheStressIstatistic:fallswithinthe
normativerangeestablishedbyTrochim(1993)andRosasandCamphausen(2007),andislessthan
the1%cutoffthreshold(Sturrock&Rocha,2000)alsolistedinAppendix5,Table30.
Reliability
ThereliabilitystatisticsdefinedbyTrochim(1993)forallconceptmapsandaretabulatedin
Appendix5,Table31.Inallcases,thesefallwithinthenormativerangesestablishedbyTrochim
Page16
(1993)andRosasandCamphausen(2007).Inotherwords,iftheresearchwererepeatedunder
similarcircumstances,thereisahighprobabilitythattheresultswouldbesimilar.
Validity
Becauseconceptmappingisamixedmethodology,theresearchsvaliditywasexaminedfrom
qualitativeandquantitativeperspectives.Theapproachesadoptedinthisstudytopreserve
qualitativeandquantitativevalidityaredescribedindetailundertheheadingResearchDesign
above.
OnesourcewhichweakenstheresearchvalidityistheapparentlackofawarenessofsomePRINCE2
participantsofthesignificantchangesmadetoPRINCE2inthe2009release.However,theresultis
mostlikelytobeamoreconservativeevaluationintheareasaffected.Theresearchteam
recommendsthattheproblems/issuesandfeaturessuggestedbythePRINCE2participantsbe
reviewedbyanexpertpaneltoidentifythosethathavebeenresolvedinthelatestrelease.
Notwithstanding,theresearchdesignisdeemedtoexhibitanacceptabledegreeofvalidity.
PresentationofFindings
Thefindingspresentedbelowaregroupedhierarchicallyinthreelevels:
Firstlevel:ProjectmanagementframeworkPRINCE2orOther
Secondlevel:ConceptTheme
Thirdlevel:ResearchquestionsProblems/IssuesorFeatures
InterpretationofIdeaRankings
Informulatingfindings,onlyproblems/issuesorfeatureswhicharerankedequaltoorgreaterthan3
areconsideredsignificant.ThePRINCE2IssuesandOtherIssuesconceptsmapsarealsoredrawn
inAppendix3,Figure6andFigure11respectivelytoshowonlysignificantideas.
AssumedParticipantKnowledge
Inanalysingthesurveyresponses,participantsareassumedtobeknowledgeableaboutthelatest
versionoftheirchosenprojectmanagementframework.Thisassumptioncouldnotbetestedinthe
Othergroupbecauseoftherangeofframeworksencompassed.However,severalresponses
receivedfromthePRINCE2implythatsomePRINCE2practitionersareunawareofupdatedornew
topicsinthePRINCE22009release(e.g.expandedguidanceontailoring).Theimpactonthe
researchvalidityisdiscussedabove.
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PrudentComparison
TheresearchdoesnotattempttocomparetheperformanceofPRINCE2againstthatofanyother
specificprojectmanagementframework.Moreover,suchcomparisonswouldbeinvalidbecausethe
Othergroupdoesnotrepresentusersofaparticularframework,butratherabroadclassof
unspecifiedframeworks.
RathertheOtherdataoffersanexcellentcomparativesampleoftheproblems/issuesbeing
experienced,andthefeaturessought,bypractitionersingeneralprojectmanagementpracticeusing
nonPRINCE2frameworks.
PRINCE2
PRINCE2ConceptMaps
ThePRINCE2IssuesandPRINCE2FeaturesconceptmapsareillustratedinAppendix3,Figure5and
Figure7.
RelativeImportanceofPRINCE2IssuesConcepts
TherelativerankingoftheconceptswithinthePRINCE2IssuesconceptmapisillustratedinFigure
3below.Thehighertheranking,themoreseriousistheperceivedconcernofthePRINCE2
participants.AttheextremesofthisscaleofperceivedconcernsaretheProjectBoard/Sponsor
issuesatthehighendandthePRINCE2FrameworkandManualissuesatthelowend.
NotethatinthePRINCE2Issuesconceptmap,theProjectTeamCompetencythemeisencapsulated
intheOrganizationalPMCompetencyconcept,andtheFramework/Manualthemeiscollectively
coveredbytheFrameworkandManualconcepts.
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1
1.5
2
2.5
3
3.5
4
4.5
5
ProjectBoard/Sponsor ProjectGovernance
Competency
OrganizationalPM
Competency
Tailoring Framework Manual
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Concept
Figure3:PRINCE2IssuesConceptRankings
Framework/ManualTheme
Issues
AlthoughthePRINCE2participantsraisedmanyanddistinctissuesaboutthePRINCE2Framework
andManual,therelativeimportanceofthesewasverylowwithaveragerankingsof1.9and1.1
respectively(onascaleof1to5).UnlikeotherconceptswithinthePRINCE2Issuesconceptmap,
theFrameworkandManualconceptscontainnoissuesrankedabove3and2respectively.Thisisa
verysignificantfinding,whichpersuasivelyexemplifiesthegeneralsatisfactionofparticipantswith
thePRINCE2frameworkandmanual.
TheperceivedintegrityofthePRINCE2frameworkissimilarlydemonstratedpictoriallyinthe
contrastbetweenthetwovariantsofthePRINCE2IssuesconceptmapinAppendix3,Figure5and
Figure6.ThefirstmapwhichincludesallissuesdepictswellpopulatedFrameworkandManual
concepts(combinedforconvenience).Yetinthesecondmap,whichonlyincludessignificantissues
(withrankingsequaltoorgreaterthan3),thecombinedFrameworkandManualconceptsare
almostemptyexceptfortwoissues,insharpcomparisontoallotherconcepts.Theonlytwoissues
inthecombinedFrameworkandManualconceptwiththemaximumrankingof3arelistedinTable
6.
PRINCEFramework/ManualIssues Ranking
Doesnotincludeaqualitymeasurementframeworke.g.KPIs 3
PRINCE2lackssufficientemphasisonthepeopleissues 3
Table6:PRINCE2Framework/ManualIssues
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EquallyimportantarethePRINCE2Framework/ManualissuesraisedbyindividualPRINCE2
participantsbuttheneffectivelyrejectedbythePRINCE2groupasawholebyassigningarankingof
1.ThesearedescribedinTable7below.
RejectedIssues Ranking
PRINCE2is'builtinmidair'lacksfoundationdisciplinese.g.constructingschedulesandmotivating
people 1
PRINCE2examfocusesonruleoverprinciple 1
PRINCE2methodologytootheoretical 1
PRINCE2manualoffersnaiveandshallowguidanceespeciallyinriskandchangemanagement 1
VolumeofPRINCE2manualcandistractprojectteamfromdeliveringpractical/realoutcomes 1
PRINCE2manualdifficulttoread 1
PRINCE2doesn'tprovidetemplatesformanagementproducts(withguidelines),soorganizations
mustcreatetheirown 1
Toomanydetailedacronymstomemorise,makingitdifficulttoengagetheorganization 1
PRINCE2manualmutatesratherthanevolvesevery3to4yearscreatingdisruptiontoprojectteams
requiringexpensiveupdatestointernaldocumentation 1
PRINCE2manualrepetitiousandfragmented 1
ExamplesprovidedarelargelylimitedtoInformationandCommunicationsTechnology 1
PRINCE2manualhasmanygapse.g.nodirectiononfinancialaccountingforprojects 1
PRINCE2manualcontainstoomany'seeotherOGCdocument'references 1
PRINCE22005and2009guidancecreatestwosetsofadvice 1
PRINCE22009madesomedumbchangeslikeremovalofsubprocessid'stobepopulist 1
PRINCE2manualtoodetailed 1
Table7:RejectedCriticismsofthePRINCE2FrameworkandManual
ExistingFeatures
Table8showstheexistingPRINCE2featureswhichparticipantsrankedhighly(witharankingof3,4
or5asdiscussedearlier).ThePRINCE2participantsweregenerallyoftheopinionthattheexisting
featuresofthePRINCE2frameworkandmanualnotonlyresolvemanyoflowlevelFrameworkand
Manualissues,butalsocontributetowardresolvingothermorehighlyrankedPRINCE2Issues
themes.
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ExistingPRINCE2Framework/ManualFeature Concept Ranking

EmphasizescriticalroleoftheBusinessCaseinassuringthecontinuing
projectviability FrameworkGovernance 5
ExtensiveguidanceonprojectgovernanceinP209 FrameworkGovernance 5
Comprehensivelydefinesrolesandresponsibilitiesatalllevels FrameworkPRINCE2 5
Avoids'topheavy'managementbydelegatingresponsibilitiestothe
appropriatelevel FrameworkGovernance 4
Expansionoftolerancesconcepttosixareastime,cost,scope,risk,quality
andbenefitsinP209 FrameworkPRINCE2 4
Emphasizesproductbasedandproductfocusedplanninganddelivery FrameworkPRINCE2 4
Stageplanningensuringthatworkisnotdone withoutthenecessary
approvals FrameworkPRINCE2 4
Includesaprojectandqualityassuranceapproach FrameworkGovernance 4
Offersaprescribedandwelldefinedprojectmanagementmethodology FrameworkPRINCE2 4
Newchapteron''tailoringandembedding'inP209 Tailoring 4
Stages'assistbudgeting FrameworkPRINCE2 3
P2establishesarobustplanningframework FrameworkPRINCE2 3
Newcompanionvolume'DirectingSuccessfulProjectswithPRINCE2'forP2
09 FrameworkGovernance 3
Replacementofcomplexsubprocesseswithsimpler,morepractical
activitiesinP209 Manual 3
GreaterfocusondeliverysupportedbycoredocumentsinP209 FrameworkPRINCE2 3
BroaderrangeofexamplesinP209 Manual 3
Standardtemplatesformanagementproducts Tailoring 3
Isstructuredandcontrolled FrameworkPRINCE2 3
Table8:ExistingPRINCE2Framework/ManualFeaturesWhichResolveorMitigateSignificantIssues
ProposedFeatures
Nevertheless,thePRINCE2groupdidproposeseveralareasofimprovementinthePRINCE2
frameworkanddocumentation.ThesearelistedinTable9.Themajorsuggestionistoexpandthe
treatmentofstakeholdermanagement.
ProposedPRINCE2Framework/ManualFeature Concept Ranking
Expandcoverageofstakeholdermanagement Manual 5
Putgreaterfocusonbenefitstrackingandbenefitsmanagement FrameworkGovernance 4
Updatesupplementaryguide''PeopleIssuesandPRINCE2' Manual 4
Redefinehowprojectassuranceaddsvalue FrameworkGovernance 4
AddressPMOandProjectSupportresponsibilitiesandinterfacesinP2
manual Manual
3
Table9:ProposedPRINCE2Framework/ManualFeatures
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ProblemsandIssuesOrganizationalNotMethodological
ThemajorproblemsandissuesconstrainingsuccessinprojectsusingPRINCE2arelargelyunrelated
tothePRINCE2frameworkormanual.Thecriticalproblemsandissuesarenotmethodological,but
ratherpredominantlyorganizationalinnature.DespitetheperceivedbenefitsofthePRINCE2
frameworkandmanual,poorprojectleadershipandlackadaisicalimplementationofPRINCE2in
organizationsreceivedtrenchantcriticismfromthePRINCE2group.
ProjectBoards/SponsorsTheme
Issues
Inparticular,thePRINCE2groupwasexceptionallycriticalofthecompetenceandeffectivenessof
ProjectBoardsandProjectSponsors.InthePRINCE2Issuesconceptmap,theProject
Boards/Sponsorsthemewasthehighestrankedwithascoreof4.6.Moreover,morethanhalfof
thetop30PRINCE2issues(withrankingsof4and5)targetthecompetenceorbehaviourofProject
BoardsandSponsors.TheProjectBoards/SponsorsissuessubmittedbythePRINCE2groupare
listedinTable10andareselfexplanatory.
PRINCE2ProjectSponsor/Board Issues Ranking
ProjectBoardsdonotunderstandtheirrolesandresponsibilities 5
ProjectBoardmembersnotalwayscompetenttofulfiltheirrole 5
BusinessCaseisnotusedtoperiodicallytestandconfirmprojectviability 5
Lackofcommitmentandleadershipfromseniormanagement 5
ProjectBoardsarenotusedeffectively 5
CorporatemanagementbypassestheProjectBoard 5
ProjectBoardsconstitutedbydelegateswholackauthoritytomakedecisions 5
ProjectBoardsdonotunderstandorapplymanagementbyexception 5
Project'startingup'and'initiation'arerushedormissedbecauseofpressure'togetgoing' 5
ProjectBoardsareinexperienced 5
Escalatedissues(ExceptionReports)arenotresolved 5
ProjectBoardsdonotdefinethetoleranceswithinwhichthePMmustwork 4
Projectshavelimitedinvolvementorrepresentationfromthecustomer 4
ProjectBoardsdonotdelegatesufficientauthoritytothePM 4
ProjectBoardsaredifficulttoconvene 4
ProjectSponsordoesnotcontroltheprojectfunds 4
Table10:PRINCE2ProjectBoards/SponsorsIssues
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ProjectGovernance
Issues
Nearlyathirdofthetop30PRINCE2issues(rankingsof4or5)relatetogovernancemattersother
thanProjectBoardsandSponsors.TheissuesexpressedbythePRINCE2groupinTable11below
emphasizetheorganizationsignoranceof,oritsinabilitytoexercise,goodprojectgovernance.
PRINCE2ProjectGovernanceIssues Ranking
Organizationdoesnotunderstandtheroleoftheprojectgovernanceprocessindecision
making 5
Organizationhaslowrespectforprojectgovernance 5
Organizationfocusesonprojectcostratherthanbenefits 4
Loworganizationalprojectmanagementmaturity 4
Benefitsrealisationisnotmanagedbeyondprojectclose 4
Althoughrequirementsremainvagueorunapproved,theprojectproceedsbecauseoftime
pressures 4
Projectaccountabilitiesnotenforced 4
Insufficienttimeallocatedforplanningandprojectapprovals 4
Budgetorresourcesnotsufficienttosatisfyprojectneeds 4
Table11:PRINCE2ProjectGovernanceIssues
ProjectBoards/SponsorsandProjectGovernanceThemes
Features
SeveralexistingfeaturesofthePRINCE2FrameworkandManualidentifiedbyPRINCE2participants
inTable8alreadysupportimprovedperformanceofProjectBoards/SponsorsandProject
Governance,includingthefollowing.ThePRINCE2manualsvolumeDirectingSuccessfulProjects
withPRINCE2(OfficeofGovernmentCommerce,2009a)andManagingSuccessfulProjectswith
PRINCE2(OfficeofGovernmentCommerce,2009b)giveextensiveguidanceonprojectgovernance
(includingProjectBoardmembershipandconduct)andcomprehensivelydefineallrelevantroles
andresponsibilities.TheBusinessCaseplaysacriticalroleinassuringthecontinuingviabilityofthe
project.Stageplanningensuresthatworkisnotdonewithoutthenecessarygovernanceapprovals.
Thetoleranceconcepthasalsobeenexpandedtoencompasssixareastoimprovethepotencyof
exceptionreporting.
ToimprovetheeffectivenessofProjectBoards/SponsorsandProjectGovernance,thePRINCE2
grouprecommendedseveralspecificactionsdescribedinTable12below.
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RecommendedProjectBoards/SponsorsandProjectGovernanceFeatures Ranking
Educatingprojectboardmembersontheircollectiveandindividualresponsibilities 5
IncreasingseniormanagementawarenessofPRINCE2 processesandmanagementproducts 5
ExplainhowtoachievetheseniorleadershipcommitmentneededtoembedPRINCE2,in
thePRINCE2Manual 5
Preparepublicationtargetingtheroles&responsibilitiesofProjectBoardsandexecutives 4
DevelopcourseforProjectSponsorsandProjectBoardMembers 4
Introducecertificationforprojectboardmembers 3
Table12:ProposedPRINCE2FeaturestoMitigateProjectBoards/SponsorsandProjectGovernanceIssues
ThePRINCE2participantsperceivedaneedforsignificantinitiativestoeducateProjectSponsors,
ProjectBoardmembersandotherseniorexecutivesabouttheimportanceofprojectgovernance,
theircollectiveandindividualresponsibilitiesforeffectiveprojectleadership,andmoregenerally
PRINCE2processesandproducts.ThePRINCE2groupsuggestedthatthismightincludea
certificationschemeforProjectBoardmembers.Furthermore,thePRINCE2groupsought
comprehensiveguidanceonhowtosolicitseniorleadershipcommitmenttoimplementPRINCE2
organizationally.ThePRINCE2participantsdidnotappearawareoftheexistingProgrammeand
ProjectSponsorshipqualification.
OrganizationalPMCompetencyandProjectTeamCompetencyThemes
IssuesOrganizationalPMCompetencyandProjectTeamCompetencyThemes
Interestingly,thePRINCE2groupprimarilyfocussedonissuesrelatedtoOrganizationalPMrather
thanProjectTeamCompetency.Thisagainmaybeareflectionoftheperceivedintegrityand
maturityofthePRINCE2frameworkandmanual.ThatthedominantProjectTeamCompetency
issueistheinexperienceofsomeRegisteredPRINCE2Practitionerssupportsthiscontention.
ThethreemajorOrganizationalPMCompetencyissuesidentifiedbyPRINCE2participantsare:
OrganizationswhicheitherdonotunderstandPRINCE2ordontknowhowtoimplement
andsustainPRINCE2structuresandprocesses.Thisisexemplifiedinthecharacterization
PRINCE2innameonly
OrganizationswhichdonothavesufficientPRINCE2trainedandexperiencedproject
managers
OrganizationswhichdontprovideadequatesupportforPRINCE2projectmanagers.
MoredetailontheOrganizationalPMCompetencyissuesiscontainedinTable13below.
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IssuesProjectTeamCompetencyTheme
Asalreadymentioned,themajorProjectTeamCompetencyissuesubmittedbythePRINCE2groupis
theperceivedinexperienceofmanyRegisteredPRINCE2Practitioners.Thetermpractitioneris
obviouslyinterpretedinthemarketplaceasaprojectmanagerwhocanproficientlyapplyPRINCE2
inactualprojects.
OrganizationalPMCompetencyIssues Ranking
OrganizationdoesnotknowhowtoapplyPRINCE2processes 4
Organizationdoesnotknowhowtomanagequalityusingproductdescriptionsandcustomer
qualityexpectations 4
ManysocalledPRINCE2Practitionershaveneverrunaproject,andsotimeandeffortiswasted 4
PRINCE2exceptionprocessesnotfollowedinmanagingescalatedissues 4
PRINCE2usedinnameonlytheProjectBoardandProjectManager thinktheyareusing
PRINCE2,butnotreally. 4
Someteammembersstruggletoapplyproductbasedplanningandtounderstandits
relationshiptoscopeandquality 3
ProjectmanagersdonotreceiveadequatesupportintheirinitialuseofPRINCE2 3
Projectmanagersaretreatedasprojectcoordinators 3
LackofcriticalmassofthoseunderstandingPRINCE2methodologyintheorganisation 3
NotenoughpeoplehavebeentrainedinPRINCE2 3
Issuemanagementpileuplackofclarity,worry,fearetccanbeenteredasanissue.Filtering
thesequiteatask. 3
Stageprocessesarenotstrictlyfollowed 3
Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives 3
Table13:OrganizationalPMCompetencyIssues
FeaturesOrganizationalPMCompetencyTheme
Earliersectionshavealreadycanvassedfurtherfeaturesincluding:
educationinitiativesforseniormanagement,
certificationforProjectBoardmembers.
whichwouldalsoimproveOrganizationalPMCompetency.However,thesearereallypartofa
muchbroaderstrategicfeaturewhichdrawssupportfromotherthemesincludingProject
GovernanceandTailoring/Embedding.Organizationsmustrecogniseandmanagetheintroduction
andimplementationofPRINCE2asasignificantorganizationalchangeinitiative.Thereisacollective
sensewhichpermeatesseveralthemesthatPRINCE2isoftenseenasapanaceaormagicfixwhich
isimposedmorebydecreethanpersuasionanddeliberateintroductionandimplementation.
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FeaturesProjectTeamCompetencyTheme
ThescopeofthecurrentPRINCE2certificationisseenastoolimited.ThePRINCE2group
recommendedthatcertificationbemademorepracticallyorientedorcompetencybased.Several
suggestionswereadvanced.ThePRINCE2certificationstructureshouldbeextendedtorecognize
experienceintheapplicationofthePRINCE2frameworktoactualprojects.Thiscouldbeofferedas
anadditionalaccreditation,preservingthevalueoftheexistingcertification.Althoughranked
slightlylower,thePRINCE2groupalsoproposedthatPRINCE2bealignedwithacompetencymodel
whichpromotesteamwork,andthatanaccreditationschemebeintroducedforPRINCE2coaches.
NewfeaturesproposedbythePRINCE2groupaboutframeworkcertificationtrainingarelistedin
Table14below.
ProposedPRINCE2FrameworkCertificationandTrainingFeatures Ranking
ModifythepractitionerexamtotestcompetenceinmanagingaprojectusingPRINCE2rather
thanjustthePRINCE2methodology 5
Runinternalproductbasedplanningworkshopstodemonstratethetechnique'seffectiveness 4
MakePRINCE2certificationmorepracticallyorcompetencybased 4
UpdatePRINCE2trainingtoreflect'realities' 3
MapPRINCE2toacompetencemodeltohelpdevelopteamcapabilities 3
ImplementaccreditationschemeforP2coaching 3
Table14:ProposedPRINCE2FrameworkCertificationandTrainingFeatures
Tailoring/EmbeddingTheme
Issues
ThedistinctiondrawnbetweentailoringandembeddinginthenewcompanionpublicationDirecting
SuccessfulProjectsusingPRINCE2(OfficeofGovernmentCommerce,2009a,pp.97103)hasbeen
adoptedinthisstudy.TailoringisadaptingthePRINCE2frameworktomatchtheparticular
circumstancesoftheproject;whereasembeddingisadaptingtheframeworktotherequirements
ofthecorporateorganization.
DespitetheexpandedguidanceontailoringinthePRINCE22009release,tailoringisstillseenasa
significanttopicastheissuesidentifiedbythePRINCE2groupinTable15verify.
AccordingtothePRINCE2participants,someorganizationsarestilladoptingaonesizefitsall
(Shenhar,2001)intheirapproachtoPRINCE2.Interestingly,oneofthechiefconcernsisthe
problemscausedbyinexperiencedprojectmanagerstailoringPRINCE2.This,coupledwiththe
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recognitionofthedifficultiesinvolvedintailoring,emphasisestheneedforcomprehensiveandeasy
tofollowguidance.
PRINCE2TailoringIssues Ranking
TailoringbyinexperiencedPMsreducesthepowerofPRINCE2bytakingawayessentialstuff 5
PRINCE2processesneedtobetailoredtosizeofprojects,tosuitorganisationalcontext 4
Changemanagementprocessiseffectivebuttimeconsumingandverydifficulttospeedup 3
Structuredprocessesareimportantbutcansometimesleadtoinflexibilityindealingwith
uncertainty 3
TailoringPRINCE2tomatchprojectsizeisdifficult 3
Table15:PRINCE2Tailoring/EmbeddingIssues
AlthoughmanyissuesinTable15centreontailoring,embeddingissuesarenolessimportant.They
arereferredto,bothexplicitlyandimplicitly,inissuescoveredbyotherthemessuchasthose
expressedinTable16below.
Issues Concept Ranking
Organizationhaslowrespectforprojectgovernance ProjectGovernance 5
CorporatemanagementbypassestheProjectBoard ProjectBoard/Sponsor 5
OrganizationdoesnotknowhowtoapplyPRINCE2
processes
OrganizationalPM
Competency
4
Benefitsrealisationisnotmanagedbeyondprojectclose ProjectGovernance 4
Projectshavelimitedinvolvementorrepresentationfrom
thecustomer
Sponsor/Board 4
PMsdonotreceiveadequatesupportintheirinitialuse
ofPRINCE2
OrganizationalPM
Competency
3
PRINCE2processespoorlyintegratedwithother
enterpriselevelprocessese.g.businessplanning
ProjectGovernance 3
PRINCE2lackssufficientemphasisonthepeopleissues Framework 3
Runningtheproject'byPRINCE2'canbecomemore
importantthanachievingprojectobjectives
OrganizationalPM
Competency
3
Table16:ExamplesofEmbeddingReferencedinOtherThemes
TogethertheseandotherreferencestothetopicofembeddingbythePRINCE2groupreinforcethe
earlierfindingthatorganizationsarefailingtorecogniseandmanagetheintroductionand
implementationofPRINCE2asasignificantorganizationalchangeinitiative.Atthemoment,though,
thetopicofembeddingisdeemedoutofscopeforPRINCE2becauseitfocusesonthecorporate
organizationandnottheindividualprojectsinDirectingSuccessfulProjectsusingPRINCE2(Office
ofGovernmentCommerce,2009a,p.97).
Features
Theimportantcontributiontotailoringandembeddingof:
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thenewchapterentitledTailoringPRINCE2totheprojectenvironmentinthePRINCE2
Manual2009edition(OfficeofGovernmentCommerce,2009b,pp.213231),and
thenewcompanionvolumeDirectingSuccessfulProjectsusingPRINCE2(Officeof
GovernmentCommerce,2009a,pp.98103)
wasacknowledgedbythePRINCE2participantsamongtheexistingFramework/Manualfeatures
listedinTable8.
TailoringfeaturesrecommendedbythePRINCE2participantsarelistedinTable17.Insomecases
thetailoringguidanceoncurrenttopicsmustbeexpanded;inothercasestailoringadviceissought
onnewtopicssuchasnontraditionaldevelopmentanddeliverymethodologies(e.g.agile).
RecommendedPRINCE2TailoringFeatures Ranking
Producea'lite'versionforsimpleapplications 4
Explicitlyaddressthelinkagestoprogrammeandportfoliomanagement 4
Defineprojectsizingandclassificationmodeltoguidetailoring 4
PMsmustbewillingtodeviatefromthemethodologytoresolveissues 4
Demonstrate(withexamples)howPRINCE2 canbeusedwithnontraditionaldevelopmentand
deliverymethodologies(e.g.agile) 4
ImproveandexpandguidanceontailoringPRINCE2todifferentcontexts 4
Showhowtobettermanagetolerances(e.g.withearnedvalueanalysis) 3
Specifypredefinedprocessesforsmall,mediumandlargeprojects 3
Includemorechecklists 3
Identifyshortcutsandnonessentialsteps 3
Includemoreandbroaderrangeofcasestudies 3
IncorporateastandardsetoftemplatesforallPRINCE2 productsratherthaneachorganization
developingtheirown 3
DemonstratehowtointegratePRINCE2andenterpriselevelprocesses 3
CreateaPRINCE2tooltocapturelessonslearned 3
Table17:RecommendedPRINCE2TailoringFeatures
ManyfeaturessuggestedinTable17focusontailoring.However,featuresproposedunderother
themesareintendedtoimproveembedding.SeveralexamplesareshowninTable18.
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Issues Concept Ranking

Educatingprojectboardmembersontheircollectiveand
individualresponsibilities
ProjectGovernance 5
IncreasingseniormanagementawarenessofP2
processesandmanagementproducts
ProjectGovernance 5
Explainhowtoachievetheseniorleadership
commitmentneededtoembedP2inmanual(R)
ProjectGovernance 5
UpdatesupplementaryguidePeopleIssues&PRINCE2 Framework 4
Placegreateremphasison'peopleissues' ProjectGovernance 3
Table18:ExampleFeaturesSupportingEmbedding
OTHERPROJECTMANAGEMENTFRAMEWORKS
OtherConceptMaps
TheOtherIssuesandOtherFeaturesconceptmapsareillustratedinAppendix3,Figure10and
Figure12.AvariationoftheOtherIssuesconceptmapshowingonlysignificantissues(ranked3or
more)isshowninAppendix3,Figure11.
RelativeImportanceofOtherIssuesConcepts
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
RelationshipManagement RequirementsManagement Governance Financial/CostManagement Framework Tailoring
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Figure4:OtherIssuesConceptRankings
TherelativerankingoftheconceptswithintheOtherIssuesconceptmapisillustratedinFigure4.
AttheextremesofthisscaleofperceivedconcernsareRelationshipManagementconceptatthe
highendandTailoringatthelowend.
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TherelationshipsbetweenconceptsandthemesfortheOthergrouparenotassimpleasthe
PRINCE2group.AsAppendix2,Table28demonstrates,severalconceptsintheOtherIssuesand
OtherFeaturesconceptmapsrelatetotwooreventhreethemes.Thisisnotsurprising.Unlikethe
PRINCE2group,theOthergroupembracesmultipleprojectmanagementframeworksanda
correspondinglygreaterdivergenceofissuesandfeatures.Forconvenience,theissuesorfeatures
containedwithintheseconceptsarereviewedunderasinglethemedesignatedinAppendix2,Table
28.Forexample,theRequirementsManagementconceptoverlapstheFramework/Manual,
OrganizationalPMCompetencyandProjectTeamCompetencythemes.Anissuewhichformsofthe
RequirementsManagementconceptcouldresultfromeitherashortcomingintheproject
managementframeworkortheabsenceofthecorrespondingcompetencyattheorganizationalor
projectlevel.Itisdifficultinmanycasestodeterminetheparticularcause;consequentlythe
RequirementsManagementconceptiscoveredundertheFramework/Manualtheme.
Althoughtheanalysisismorecomplex,theOtherfindingsofferanextraordinarilyrichcomparative
sampleofsignificantissuesandfeaturesexperiencedingeneralprojectmanagementpractice
outsidePRINCE2.
ExistingversusRecommendedFeatures
Thedistinctionbetweenexistingandrecommendedfeaturesisnotinvestigatedinthediscussionof
OtherfindingsbelowbecausethedistinctionisnotrelevanttotheassessmentofPRINCE2.
Whetherexistingorrecommended,anyfeaturerankedassignificantbytheOthergroup,is
germanetotheevaluationofPRINCE2.Moreover,thedistinctionbetweenexistingand
recommendedfeaturesblursintheOtherfindingsbecauseofthemultipleframeworks.Anexisting
featureinoneframeworkmightbearecommendedfeatureinanother.
Issues
TheFramework/ManualissuesidentifiedbyOtherparticipantsarecoveredbytheFrameworkand
RequirementsManagementconcepts,andarelistedinTable19below.
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OtherFrameworkIssues Concept Ranking

Poorchangecontrolandscopecreepduetocustomers/userdemands(cost
ofvariationsnotproperlyconsidered) RequirementsManagement 5
Noformalriskplanningrisksnotproperlymanagedorquantifiedthus
unforseenissuesduringprojectexecution Framework 5
Poorbusinesscase,projectdefinition,illdefinedscope,uncleargoals,
prioritiesandobjectiveschangewithleadership RequirementsManagement 5
Notenoughimportancegiventogoodstartup/commissioningonly
execution Framework 5
Designinformationinsufficienti.e.poorprojectbrief RequirementsManagement 4
Difficultyaligningprojectgoalswithgoalsofkeystakeholders RequirementsManagement 4
Lackofprojectboundariesandtoomanyactivities/tasks RequirementsManagement 4
Conflictingorunbalanceddepartmental/projectinterests(lackof
understandingofrequirements) RequirementsManagement 4
Lackofattentiontodefiningandmonitoringriskssono'earlywarning
system', RequirementsManagement 4
Highlyprocessratherthanstrategicallydriven PMnotstrategically
engaged Framework 4
Plentyof'how'and'what'butnounderstandingof'why' rootcausesof
problemsnottackled RequirementsManagement 4
Inadequatecontrolandtimelyreportingmechanisms. Framework 3
Difficultyinunderstandingintangibleclientrequirementsforcommissioning
andhandover RequirementsManagement 3
Inadequatefocusoncommissioningandhandovertoownerissues RequirementsManagement 3
Proposaltimeframetooshortforallstakeholderstoinput RequirementsManagement 3
Pooractionregisterwithinsufficientimportanceplacedon'lessonslearned' Framework 3
Norealrecognitionofsitespecificrequirementsforsafety,qualityand
othertemporaryactivities RequirementsManagement 3
Projectsuccessdefinition/criteriabaseduponprojectobjectives,doesnot
considereffectsoftheprojectsonothers(internal/external)oron
culture/processes RequirementsManagement 3
No'lessonslearned'fromoperatingprojectmanagementframework Framework 3
Planningtoodetailed,morefocusonmilestonesandlogics Framework 3
Table19:OtherFrameworkandRequirementsManagementIssues
ThekeyareascriticisedbyOtherparticipantsinclude:
Poorscopeandchangemanagement
Ambiguousprojectboundaries
Misalignmentbetweenprojectandstakeholdergoals
Inadequatebusinesscase
Lackofformalriskmanagement(bothplanningandmonitoring)
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Ineffectiveinitiationandtransition(orcommissioning)
Preeminentfocusonprocessratherthanstrategicengagement.
Features
ThefeaturessuggestedbytheOthergrouptomitigatetheseissuesarecapturedbythe
RequirementsManagementandProjectSystemsandControlsconcepts.Thesefeaturesareoutlined
inTable20below.
Page32
OtherFrameworkFeatures Concept Ranking

Formalchangemanagementsystemintroduced ProjectSystemsandControls 5
Implementingbettercommunication&projectreportsforchangecontrol ProjectSystemsandControls 5
Ensuringstakeholderagreementtoprojectobjectivesandresultingallocationof
responsibilities RequirementsManagement 5
Establishedformalprocessforprojectdefinitionincorporatingsitespecificrequirement
inscopingtheproject RequirementsManagement 5
Definedprocessforownersinvolvementindecisionmakingandchangemanagement RequirementsManagement 5
Betterunderstanding,clarificationanddocumentationofownerrequirementsand
specificgoalsandobjectivespriortostartofprojects RequirementsManagement 5
Providesufficientcontingencyforunexpectedevents ProjectSystemsandControls 4
Intensifyestimatingprocess;introducebasiccostreportsforestimating;unifycost
controlsystemandincorporatevaluemetrics ProjectSystemsandControls 4
Processfortrackingintroduced ProjectSystemsandControls 4
Establishedformalprocessforimplementingperformanceacceptancecriteria ProjectSystemsandControls 4
Definedprocesswithownerforcommissioningandhandover ProjectSystemsandControls 4
Betterlogicalstructurerequiredforcontrolmechanismsforstartupanddocumented
changecontrols ProjectSystemsandControls 4
Provisionofsufficienttime/budgettoassesschanges;cleardecisionfromclienton
acceptance/rejection;andassociatedtimeproblemsalleviatedbyuseofheuristic
estimatesandaccuratereporting RequirementsManagement 4
Usinglaunchworkshopsandvalueengineeringwithdesign/contractorstakeholdersto
understandrequirementsandunderstandthatPMvalueaddmetricsaredifferentto
engineeringmetrics RequirementsManagement 4
Greateremphasisplacedonoutcomes(effectiveness)ratherthanjustefficiency(time,
cost,performance) RequirementsManagement 4
Betteroutcomedefinitionrequiredtoimprovedecisionmaking RequirementsManagement 4
Acceptanceoflifecycleapproachforallprojectinvestmentdecisions RequirementsManagement 4
BetterdeterminationofWorkBreakdownStructuredecomposition;and
standardisationofWBSsoftwaretoolsrequiredacrossprojects ProjectSystemsandControls 3
Considerationofcommercialaswellasfinancialmanagementandtailoredguidelines
required ProjectSystemsandControls 3
Usingdetailedstagemodellinginprogrammetopreventresourceconflicts ProjectSystemsandControls 3
Betterreviewsbaseduponkeydocuments ProjectSystemsandControls 3
UsingcentralisedwebbasedElectronicDocumentControlsystemforgreater
traceability,efficiencyandeaseofuse ProjectSystemsandControls 3
Newprojectpricingformtobereviewedandsignedoffbeforesendingtocustomer ProjectSystemsandControls 3
Fullyelectroniccontractdocumentationprocessintroduced ProjectSystemsandControls 3
ITapplicationforPMFramework/processoperating ProjectSystemsandControls 3
Furtheruseofenhancedrisktoolstoquantifyriskandmanagecontingencyandbetter
'readingbetweenthelines'tofullycaptureallpossiblerisks RequirementsManagement 3
Commissioningarrangementsimprovedwithgreaterpolicymakinginvolvement RequirementsManagement 3
Explicitstepstakentoselectactivitiesupfront RequirementsManagement 3
Riskaversionandthenonsharingofriskswiththosethatbenefitfromnewapproaches RequirementsManagement 3
Table20:OtherFrameworkandRequirementsManagementFeatures
Page33
Inbroadterms,thekeyfeaturesproposedare:
Developingformalprocessesfor
o scopedefinitionandmanagement
o changemanagementandchangecontrol
o customer/stakeholder/ownerinvolvementespeciallyinscopedefinition
o costestimation
o productacceptance
o initiation,commissioningandhandover
Includingadequatecontingencyforunknownunknowns
Allocatingsufficienttimeandbudgettoassessandapprovechanges
Launchandvalueengineeringworkshops
Improvingcostestimationandvaluemetrics
Greateremphasisonoutcomes(effectiveness)ratherthanjustefficiency(time,costand
performance)
Adoptingalifecycleapproachtoprojectinvestmentdecisions.
ProjectGovernanceTheme
Issues
BecauseofthecloserelationshipbetweentheProjectGovernanceandRelationshipManagement
concepts(reflectedintheproximityofthecorrespondingclusters)intheOtherIssuesconcept
map,theyaretreatedcollectivelyundertheProjectGovernancetheme.Theissuesidentifiedbythe
OthergrouparecataloguedinTable21.
Page34
OtherProjectGovernanceIssues Concept Ranking

Unclearlinesofauthorityandnorealteamcommitment ProjectGovernance 5
Lackofgovernance,poorstagegates,lackofaccountability; ProjectGovernance 5
Nodefinedchainofcommandandcomplacency. ProjectGovernance 5
Cultureclashesbetweendifferentstakeholdersandpoordisputeresolution RelationshipManagement 5
Inadequatecommunication RelationshipManagement 5
Lackofleadershipandtopmanagementsupportandbuyintostandardised
PMprocessesandmethodologyinconsistentprojectpractices ProjectGovernance 4
PMnotresponsibleforschedule ProjectGovernance 4
Excessivetimeconsumingeffortrequiredtomonitor/control
suppliers/contractorsnopowertoenforce3rdpartiestodeliver ProjectGovernance 4
Poorprojectexecution ProjectGovernance 4
LackofPMtrainingtostaff,clientsandworkpackageownersandpoor
understandingofprojectmanagementframework RelationshipManagement 4
Lackofownershipandsystemintegrationamongstalllevelsofproject ProjectGovernance 4
Poorstakeholdermanagementandconflictingobjectives RelationshipManagement 4
ToomuchfaithinIT,notenoughsupportfor'managementskills'(people
sideunderplayed) ProjectGovernance 3
LackofcommitmenttoproviderelevantexpertiseandHRresourcesto
projectrecruitmentbasedonavailability ProjectGovernance 3
ClientandprojectteammembersunfamiliarwithPM
framework/methodology RelationshipManagement 3
Meddlingbysponsorswithtime/costcausing'churn' ProjectGovernance 3
LackofPMprocessmaturitynonconstructionskilledconsultantsdriving
PMforhighfeeslowservicequality ProjectGovernance 3
Killingprojectsi.e.'no/go'solutionsnotanoption ProjectGovernance 3
Managementfocusontime/cost,hencelowquality/highcostdelivery ProjectGovernance 3
UntimelyPMappointment ProjectGovernance 3
LowPMresources ProjectGovernance 3
Projectmanagementframeworkproblemsunresolveddespitereviews ProjectGovernance 3
Table21:OtherProjectGovernanceIssues
Inanutshell,thedominantprojectgovernanceissuesare:
Absenceofdefinedprojectgovernancestructures,processesand
roles/responsibilities/accountabilities
Cultureclashesbetweenstakeholdergroups
Poorcommunication
Nomechanismstoresolvestakeholderdisputes
Lackofleadershipandseniorexecutivesupport
Poorcommitmentandevencomplacency
Littleawarenessoftheprojectmanagementframeworkamongkeystakeholders
Page35
Inadequateintegrationbetweentheprojectandotherorganizationallevels.
So,theresponsesnotonlycriticisethelackofstructureandprocess,butalsoequallyassailthe
neglectofsoftissuescreatedbypoorprojectleadership,andunresolvedfractiousrelationships
betweenstakeholdergroups.
Features
FeatureswhichtheOthergroupidentifiedasmitigatingProjectGovernanceissuesarerecordedin
Table22.
OtherProjectGovernanceFeatures Concept Ranking
Educatingclientoftherisksofproceedingwithunresolvedissues ProjectGovernance 5
Properformalised,comprehensiveandmandatoryriskidentificationand
managementprocessinplace ProjectGovernance 5
Weeklyprogressreportingonmilestonesatteammeetings ProjectGovernance 5
Keepingexecutivesfullyinformedofgoals,processandissuestoreceive
direction ProjectGovernance 5
LeadershiprecognizesPMvalue ProjectGovernance 5
Moretimelydecisionmakingobserved ProjectGovernance 4
Agreedandexecutednewgovernanceincludingeffectivegatewayprocess ProjectGovernance 4
LeadershipprioritisingPMinvestment ProjectGovernance 4
Periodicreviewofbusinesscasetoensureongoingviabilityrelativeto
alternateinvestments ProjectGovernance 3
Safetycultureprograminstigated ProjectGovernance 3
Leadershipbehaviourchangingforbetter ProjectGovernance 3
Involvingsoftdisciplines(e.g.Systemsthinkers,psychologists)toimprove
PMculture ProjectGovernance 3
Table22:OtherProjectGovernanceFeatures
Inbrief,crucialfeaturessuggestedbyOtherparticipantstomitigateProjectGovernanceissues
include:
Activeleadershipwhichrecognisestheorganizationalvalueofprojectmanagement
Portfoliomanagementwhichprioritisesprojectmanagementinvestment
Periodicreviewofthebusinesscase
Formalizedprojectgovernancestructuresandprocessesincludinganeffectivegateway
process
Formalriskmanagementprocesses
Changingleadershipbehaviour
Greateremphasisonsofterdisciplinestoimproveprojectmanagementculture.
Page36
Again,thedualneedforbothbetterstructureandprocess,andimprovedprojectleadershipwas
recognisedalthoughthelatter,interestingly,wasrankedthelowerofthetwo.
OrganizationalPMandProjectTeamCompetencyThemes
Issues
Althoughcontainingonlyafewissues,theFinancial/CostManagementconceptdemandedseparate
recognitionbecauseofitslocationontheconceptmap.Theseissues,listedinTable23reflecta
generalfailuretomanagecostsattheprojectlevelincludingestimation,budgetingandexpenditure
tracking.
OtherFinancial/CostManagementIssues Concept Ranking
Poorbudgeting,costcontrolsystemandprojectestimates(lackofformal
'modelling') Financial/CostManagement 4
Notabletophysicallycontrolbudget Financial/CostManagement 3
Unsuitablefinancepolicydesignedforlargeprojectsbutnotsmallprojects
withinalargeportfolio Financial/CostManagement 3
Nocostonlytimemonitoringconsideredimportantfortrackingand
analysisprogressmeasurementnotmeasuringtherealprogress Financial/CostManagement 3
Table23:OtherFinancial/CostManagementIssues
FeaturesOrganizationalPMCompetencyTheme
FeatureswhichtheOthergroupjudgedimportantinmitigatingOrganizationalPMCompetency
issuesarelistedinTable24below.
Page37
OtherOrganizationalPMCompetencyFeatures Concept Ranking

Developingknowledgemanagementdatabaseoflessonslearned OrganizationalPMCompetency 4
Partneringanddevelopingsupplierrelationshipsratherthan
dependingsolelyuponcontractprovisions OrganizationalPMCompetency 4
ConductpostprojectreviewonPMmethodology OrganizationalPMCompetency 4
Sharingofbestpracticecontractualrequirementscommunicated
betweencontractors OrganizationalPMCompetency 4
Managingcommunicationofkeylivingdocumentstobegivenaccurate
factsonprogramrollouts OrganizationalPMCompetency 4
Managingcommunicationofkeylivingdocumentstoshowrealproject
statusamongkeystakeholders(projectparticipantsandpolitical) OrganizationalPMCompetency 4
Specificprogrammeintroducedtoimproveprojectmanagement
maturityacrossorganization OrganizationalPMCompetency 4
Trainingandtailoredguidelinesintroducedtoimproveorganizational
awarenessandrespectforschedulesasacontrolmechanism OrganizationalPMCompetency 4
EducationandprovisionofnewmanualofPMmethodology(process)
forkeystakeholders(includingusers,projectleaders&project
administrators OrganizationalPMCompetency 3
AlignPMframeworktemplateswithnewfinancialpolicies;provide
adequateresources&trainingtointroduce&supportthis;&adopt
realoptionsapproachtomakeitasystemsellingpoint OrganizationalPMCompetency 3
Usingbestpracticeframeworkagreementswithcontractorsand
supplierstogetherwithprocurementschedulesincludingriskregister
andvisitfactories OrganizationalPMCompetency 3
DevelopingpostimplementationreviewtoolsforPMs OrganizationalPMCompetency 3
UsingmethodsandtoolsthathelphighlightingPM(andteam's)roles
andresponsibilities OrganizationalPMCompetency 3
Table24:OtherOrganizationalPMCompetencyFeatures
Thechieffeaturesinclude:
Applicationofknowledgemanagementtolessonslearned
Greateremphasisonrelationshipbasedratherthanblacklettercontractingwithsuppliers
Sharingofbestpracticecontractmanagementpractices
Postprojectreviewsoftheeffectivenessoftheprojectmanagementframework
Responsiveperformancemanagementsystemswhichgiveallstakeholdersuptodate
projectinformation
Specificprogramtoimproveorganizationalprojectmanagementmaturity
Trainingtoimproveawarenessofprojectmanagement.
Page38
FeaturesProjectTeamCompetencyTheme
Othergroupparticipantsadvancednumerousfeatures,showninTable25,whichtheybelieve
wouldenhancetheProjectTeamCompetencytheme.
OtherProjectTeamCompetencyFeatures Concept Ranking
RecruitingreliableteammembersandmakingPMexperiencea'must'
requirement ProjectTeamCompetency 5
Organizationprovidingeffectivedevelopment,trainingand
managementofsuitableresources ProjectTeamCompetency 5
DevelopingPMasaprofessionwithpropertrainingandformalised
performancestandards ProjectTeamCompetency 5
Coachingandmentoringtoovercomeculturalresistanceto
introductionofprojectmanagementframework ProjectTeamCompetency 4
Incorporationofachievementofprojectgoalsinemployeeappraisals ProjectTeamCompetency 4
Implementprojectmentoring;workplacetrainingandtrainingof
clientsandstakeholdersinprojectmanagementframework ProjectTeamCompetency 4
Organisationnowseekingmatureandexperiencedprojectmanagers
withasenseofperspective ProjectTeamCompetency 4
Improveexperiencediversityinteamsandmanagement ProjectTeamCompetency 4
Emphasisbeingplacedon'management'education ProjectTeamCompetency 3
Introducetrainingworkshopswithcasestudiesfocusingonproject
deliveryratherthanmanagementasacorecompetency ProjectTeamCompetency 3
Table25:OtherProjectTeamCompetencyFeatures
Themajorfeaturesinclude:
Primacyofprojectmanagementexperience(bothdepthanddiversity)inrecruitingproject
managersandprojectteamstaff
Criticalroleofeducationbothacademicandintheworkplaceincludingcoachingand
mentoring.Thefocusofthiseducationshouldincludenotonlyprojectmanagement
disciplinesbutleadershipmorebroadly
Recognisingprojectmanagementasaprofession.
TailoringreceivedthelowestconceptrankinginboththeOtherIssuesandOtherFeatures
conceptmaps.
Issues
SeveralsignificanttailoringissuesweretargetedbytheOthergroup.ThesearedescribedinTable
26.
Page39
OtherTailoringIssues Concept Ranking

Projectmanagementframeworkusedasnonflexibleprescriptive
processtoomuchfocusontemplatesasan'end'notasa'means'
Tailoring 3
Newprojectmanagementframeworkhas discardedprovenexisting
toolsandtechniqueswithoutconsideringworthi.e.repackageof
oldversionslackingadaptationandflexibilitytochangeculture
Tailoring 3
PMtoolsnotintegratedintostandardprocesses Tailoring 3
Standardratherthantailoredsolutionsapplied Tailoring 3
Table26:OtherTailoringIssues
Organizationsarestilladoptingtheonesizefitsallapproachtoprojectmanagement(Shenhar,
2001),withoutallowingsufficientflexibilitytoaccommodatetheprojectsrealcharacter.Moreover,
projectmanagementframeworksareoperatinginisolationfromotherorganizationalorenterprise
processes.Presumablyasaresultofprojectmanagementfailures,newprojectmanagement
frameworksarebeingintroducedwithlittleattentionbeinggiventodecisiveorganizationalchange
issuessuchasculture.
Features
FeatureswhichOtherparticipantsproposedtoengagetheseissuesareoutlinedinTable27.
OtherTailoringFeatures Concept Ranking
Tailoringguidelines/methodologytosuitindividualprojectsrather
than'onesizefitsall' Tailoring 4
ProjectownershipnowpartofPMframework Tailoring 4
ApplysimpleandconcisePMmethodology Tailoring 4
Ensureadequateflexibilityinprojectmanagementframework Tailoring 3
Workerinputintoprocesseswhicharebeingmorestandardized/
refined/definedi.e.projectstartups Tailoring 3
Table27:OtherTailoringFeatures
Participantsrejecttheprescriptiveordoctrinaireapproachtoprojectmanagement.Rather,theyare
seekingmethodologies(orguidelinestoexistingmethodologies)whichenablethemtotailorthe
approachistomatchtheuniquecharacteristicsoftheprojectanditscontext.Consequently
participantswantprojectmanagementframeworkswhichareconciseandstraightforward,andso
provideopportunityforflexibleresponsestochangingcircumstances.Buttoassurethesuccessful
introductionandimplementationofaprojectmanagementframework,organizationsmustaddress
thesofterpeopleissues,accordingtoparticipants.Projectownership(andpresumablyproject
governance)isalsoincreasinglyseenasacoreelementofaprojectmanagementframework.
Page40
CHAPTER4CONCLUSIONS
CONCLUSIONS
AsdiscussedearlierundertheheadingPrudentComparison,thecomparisonbetweenthePRINCE2
andOtherfindingsshouldbeinterpretedasanevaluationoftheperformanceofPRINCE2against
generalprojectmanagementpracticerepresentedbyOtherfindings.Itshouldnotbeseenasa
comparativeevaluationofPRINCE2againstanyotherparticularprojectmanagementframework.
ConceptMapping
Theconceptmappingapproachprovedhighlysuccessfulinelicitingandanalysingalargenumber
andadiverserangeofissuescovering:
theproblemsandissuesaffectingtheutilityofPRINCE2andtheotherprojectmanagement
frameworks,
existingandrecommendedfeaturestoresolveoratleastmitigatetheseproblemsand
issues.
ReliabilityandValidity
Theresearchresultsaredeemedtoexhibitanacceptablelevelofreliabilityandvalidity.
ConceptThemes
Collectively,theconceptswhichemergedfromtheanalysissuggestthatparticipantsframe
problems/issuesandfeaturesaroundsixbroadbutinevitablyoverlappingthemes:
Framework/Manualtheprojectmanagementframeworkincludingitsassociated
documentation(e.g.thePRINCE2manual),
ProjectSponsors/BoardsCompetencyprojectsponsorandprojectboardcompetency,
ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance,
OrganizationalPMCompetencyorganizationalcompetencyinimplementingtheparticular
projectmanagementframework,
ProjectTeamCompetencyprojectmanagerandprojectteamcompetency,and
Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext
(tailoring)andtothecorporatecontext(embedding).
Page41
InremarkablecontrasttotheOtherprojectmanagementframeworks,thePRINCE2frameworkand
manualsareperceivedtohavealmostnosignificantproblemsorissues.Thisisacrucialfinding.
PRINCE2(frameworkandmanual)isperceivedasaveryrobust,comprehensiveandpragmatic
projectmanagementframeworkwhichunderwritesprojectsuccess.Althoughnumerousproblems
andissuesweresuggested,overallPRINCE2participantsrankedtheseverylow.Conversely,
participantsrankedmanyexistingPRINCE2featuresasveryeffectiveinmitigatingseriousproblems
inotherthemes.
Someofthehighestrankedexistingfeaturesincluded:
Roleofthebusinesscaseinassuringcontinuingprojectviability
Theextensiveguidanceofferedonprojectgovernance
Expansionofthetoleranceconcepttoencompasssixareas
Thecomprehensivedefinitionofrolesandresponsibilities
Productbasedplanningandproductfocusseddelivery
Delegationofresponsibilitiestotheappropriatelevel
Newchaptersontailoringandembedding.
Thefewareaswherechangewasproposedwere:expandedcoverageofstakeholdermanagement,
greaterfocusonbenefitsmanagement,broaderdefinitionoftheroleplayedbyprojectassurance
andupdatingthesupplementaryguidePeopleIssuesandPRINCE2.
TheOtherfindings,ontheotherhand,demonstratedsignificantdissatisfactioninthebroader
projectmanagementcommunitystemmingfromanextensiverangeofshortcomings,especiallyin
theareassuchas:
Poorscopeandchangemanagement
Inadequatebusinesscasemanagement
Ineffectiveinitiationandcommissioning(transition)
Lackofformalriskmanagementprocesses
Preeminentfocusonprocessratherthanstrategicengagement.
ThebenefitofstandardprojectmanagementconceptsandlanguagewasexemplifiedinthePRINCE2
surveyresponses.IssuesandfeaturessubmittedbyPRINCE2participantswerealmostalways
Page42
understandable,accessibletointerpretation,andrequiredlittletranslationduringtheIdeas
Analysisphase.ThiswasnotthecasewithOtherframeworks.Thecomparativemeaningofsurvey
responsesfromOtherparticipantswasoftenconfoundedbyinconsistencyinbothconceptsand
language.
ThenatureofthesurveyresponsescollectedfromthePRINCE2andOthergroupsalsodiffered
substantiallyindiversity.IncomparisontotheOthergroup,significantPRINCE2responseswere
qualitativelymorefocussed.Thismaybeareflectionofthebreadthandcohesiveorganizationof
thePRINCE2framework.Becausethefundamentalprojectmanagementprocessesare
comprehensivelydefined,usersmaybeabletofocusonspecificissueswithoutbeingdistractedby
routineconcerns.
ProblemsandIssuesOrganizationalversusMethodological
ThemajorproblemsandissueswhichPRINCE2participantsbelieveimpedethesuccessofprojects
usingPRINCE2aredemonstrablynotmethodological,butratherorganizational.TheOther
participantsechoedthesimilarorganizationalconcerns,buttheimportanceofthesewasoffsetby
thebroadrangeofframeworkrelatedissuesidentifiedbythem.
ProjectBoards/SponsorsandProjectGovernanceThemes
ThePRINCE2groupdirectedtrenchantcriticismtowardtheProjectSponsorandProjectBoard
competency.InstrikingcontrasttothePRINCE2frameworkandmanualissueswithanaverage
rankingof1.46,problemsandissueswithProjectSponsor/ProjectBoardCompetencythemescored
anaveragerankingof4.6.ProjectBoardswerecriticisedfornumerousreasonsincluding:
ProjectBoardmembersnotunderstandingtheirrolesandresponsibilities,lacking
experienceorotherwisenotpossessingthenecessarycompetencetofulfiltheirroles
Minimalcommitmentfromseniormanagementandlackofauthority
CorporatemanagementthatbypassestheProjectBoard
Failingtoperiodicallyrevalidatethebusinesscase
Rushinginitiationbecauseofpressuretoshowimmediateprogress.
ProblemsandissuesrelatedtotherelatedProjectGovernancethemeweresignificant,butranked
somewhatlowerwithanaverageof3.2.ThecruxofthePRINCE2participantconcernswasthelow
prioritywhichorganizationsgivetoprojectgovernancewhetherthroughlackofunderstandingor
anabsenceofcommitment.
Page43
Veryimportantly,thesourceofprojectgovernanceproblemsinorganizationsusingPRINCE2is
organizationalandnottheframework.Infact,manyofthehighestrankedstrengthsofthePRINCE2
framework(citedabove)directlyaddressprojectgovernance,including:
EmphasisingthecriticalroleplayedbytheBusinessinassuringcontinuingprojectviability
ExtensiveguidanceonprojectgovernanceinthePRINCE22009editions
Comprehensivedefinitionofroleandresponsibilitiesatalllevels.
ThenonPRINCE2participantsechoedsimilarsentimentsabout:thepoorqualityofproject
governanceincludinglackoforunclearaccountabilities,poorleadershipandcommitmentfromthe
seniorexecutive,cultureclashesbetweenstakeholdergroupscoupledwithnomeansofresolving
disputes,andinadequateintegrationbetweentheprojectandotherorganizationallevels.
Overall,thesentimentsexpressedbyboththePRINCE2andOtherparticipantsarenotjustabout
lackofgovernanceandstructureandprocesswithinorganizations,butperhapsmoresignificantly
aboutlackofprojectleadership.ThebusinessenvironmentsdescribedbybothPRINCE2andOther
participantswhereseniorexecutivesupportissometimestepidandprojectgovernanceisweak,
confirmotherresearch(Shenhar,2007;Stefanovic&Shenhar,2007)thatprojectsarenotbeing
managedstrategically.
Althoughtheliteratureonstrategicalignmentorfitbetweenstrategyandprojectshasbeen
characterisedasvague(Shenhar,Milosevic,Dvir,&Thamhain,2007,p.6),scant(Milosevic&
Srivannaboon,2006)andlimited(Srivannaboon,2005,p.37),thelimitedresearchsuggeststhat
strategicalignmentisanecessaryifnotsufficientconditionforbusinesssuccess(Stefanovic&
Shenhar,2007).Persistentandsubstantialstrategicmisalignment,particularlyinvolatile
environments,willdiminishanorganizationsabilitytobothinfluenceandadaptto,itschanging
environment.
Notwithstanding,researchparticipantsandespeciallyPRINCE2participantsemphasison
organizationalprojectgovernancemattersreflectsanemergingshiftinmindsetfromoperationally
focusedtostrategicallyfocusedprojectmanagement(Shenhar,2007).Indeed,thedistinct
differenceintheratiooforganizationaltoframeworkissuesbetweenthePRINCE2andOther
groupsisinteresting.ItsuggeststhataprojectmanagementframeworksuchasPRINCE2whichis
perceivedasbothcomprehensiveandflexiblemaybeasignificantfactorifnotaprerequisitein
developingthisstrategicfocus.
Page44
OrganizationalPMCompetencyandProjectTeamCompetencyThemes
OrganizationalPMCompetencyandProjectTeamCompetencyproblemsandissueswereranked
onlyslightlybehindthoseofProjectGovernance.ThePRINCE2participantscritiquehighlightedtwo
areas.
First,organizationseitherdonotknowhow,ordonotpossessthecommitment,toproperly
implementPRINCE2.Thisissymptomaticofapervasivestrategicissuewhichpermeatesnotjustthis
themebutotherthemesincludingProjectGovernanceandTailoringandEmbedding.
TheintroductionandimplementationofPRINCE2inanorganizationdemandsmuchmorethan
managementmerelydesignatingPRINCE2asthestandardprojectmanagementframework,and
runningtrainingcourses.TheintroductionandimplementationofPRINCE2inanorganizationmust
berecognisedandmanagedasasignificantorganizationalchangewhichaddressesbothhardand
softissuesincludingthedevelopmentofasupportingprojectmanagementculture.
Second,thePRINCE2groupwasconcernedthatmanyRegisteredPRINCE2Practitionershavelimited
projectmanagementexperience.ThevalueofthecurrentPRINCE2certificationindevelopinga
soundunderstandingofthePRINCE2frameworkincludingacommonprojectmanagementlanguage
wasuncontested.ButtomaintainandextendthevalueofPRINCE2certification,thePRINCE2
participantswantthecertificationprocessextendedtorecogniseproficiencyinapplyingPRINCE2to
actualprojects.Thiscouldbeofferedasanadditionalaccreditation,preservingthevalueofcurrent
certification.
LiketheirPRINCE2counterparts,theOtherGrouparguedtheprimacyofexperience(bothdiversity
anddepth)inrecruitingprojectstaff.Theyalsoemphasisedthecriticalroleofeducationand
trainingindevelopingOrganizationalandProjectTeamCompetency.Bothgroupssawcoachingand
mentoringintheworkplaceplayinganimportantroleintheeducationofprojectmanagers.The
PRINCE2groupfurtherproposedthataccreditationbeintroducedforPRINCE2coaches.
Organizationswerealsoencouragedtorecogniseandpromoteprojectmanagementasaprofession.
AlthoughPRINCE2participantsacknowledgedtheimportanceofthenewguidanceontailoringand
embeddinginthePRINCE22009edition,theirfeedbacksuggeststhisguidanceneedstobe
expanded,especiallyforembedding.However,recognizingtheimportanceofanorganizational
approachtotheintroductionofPRINCE2,embeddingshouldnolongerbedeemedoutofscope
Page45
becauseitfocusesonthecorporateorganizationandnottheindividualprojects(Officeof
GovernmentCommerce,2009a,p.97).
TheOtherparticipantsalsorejectedtheonesizefitsallapproach(Shenhar,2001).Theyvalue
projectmanagementmethodologieswhich:aresimpleandconcise,embodyflexibility,coverthe
projectownershipandprovidetailoringguidelines.
Callsforexpandedguidanceontailoringandembeddingaresalutary.Itreflectsthetrendawayfrom
historiconesizefitsall(Shenhar,2001)approachtoprojectmanagement.Italsosuggeststhat
projectswillbepressuredtoprogressivelyexhibitgreaterflexibilityandsensitivitytoenvironmental
changeswhetherinternalorexternaltotheorganization.Bothpressureswillcontributeto
strategicalignmentparticularlyinfastmovingbusinesssectors.
PRINCE2LearningfromtheOtherExperience
IncomparingPRINCE2withtheOtherprojectmanagementframeworks,primafaciePRINCE2
appearstoeithercoveroffmanyreportedproblemsandissues,orincorporatemanyproposed
features.AsOtherproblems/issuesandfeaturescharacterisesabroadcrosssectionofgeneral
projectmanagementpracticenotusingPRINCE2,furtherinvestigationofthissuggestedfinding
wouldaddsubstantiallybothtothescopeandvalidityofthisresearch.Theresearchteamhas
alreadydevelopedadraftsurveyinstrument.Desirablythiswouldbeundertakenbyanexpertpanel
ofapproximately1020PRINCE2consultants/trainerswhohavenotbeeninvolvedinthisresearch
tominimiseanybias.ThesameexpertpanelcouldalsojudgetheextenttowhichPRINCE2
problems/issuesandfeatureswereaddressedbythePRINCE22009release.

Page46
CHAPTER5RECOMMENDATIONSANDFURTHERRESEARCH
OPPORTUNITIES
Therecommendationsresultingfromthisstudyarelargelybasedonanalysisoffeatures
recommendedbyPRINCE2participantstomitigateproblemsandissuespreviouslyidentified.For
themostpart,recommendationshavebeenrestrictedtofeaturesrankedgreaterthan3ona
normalizedscaleof1(low)to5(high).
ThegreatestpriorityshouldbegiventoresolvingproblemsandissueswithProjectBoards/Sponsors.
SubstantialinitiativesareneededtoeducateProjectSponsors,ProjectBoardmembersandother
seniorexecutivesabouttheimportanceofprojectgovernance,theircollectiveandindividual
responsibilitiesforeffectiveprojectleadership,andmoregenerallyPRINCE2processesandproducts.
TheseinitiativescouldbesupportedbyaformalcertificationprogramforProjectBoardmembers,
similartothatcurrentlyoperatingforPRINCE2practitioners.Thesesamerecommendationswould
contributemarkedlytoestablishingeffectiveprojectgovernance.Theeducationinitiativesfor
seniorexecutiveandprojectboardmemberscouldalsobuildupontheexistingProgrammeand
ProjectSponsorqualification.
ToimproveOrganizationalPMCompetency,organizationsneeddetailedguidanceonhowto
introduce,implementandsustainPRINCE2fromanorganizationalperspective.
Thisguidanceshould:
emphasisetreatingtheintroductionofPRINCE2asasignificantorganizationalchange
initiative,
outlinethestepstosolicitseniorleadershipsupport,
addressthegamutofimplementationissuesincludingthesofterissuessuchasthecreation
oftheprojectgovernance/managementculture,and
provideanimplementationplanoutline.
ThisguidancecouldpotentiallyextendthecurrentChangeManagementqualification.
Relatedtothisrecommendation,theguidanceontailoringandembeddingshouldbeexpanded.
Moreover,itisclearthatembeddingcannolongerbeconsideredoutofscope(Officeof
GovernmentCommerce,2009a,p.97).Nevertheless,theadditionaltopicstobecoveredin
tailoring,andthetopicstobeaddressedinanewembeddingsectionrequirefurtherresearch.
Page47
ThewholesubjectoforganizationalimplementationofPRINCE2,includingembedding,could
becomeanothersignificantofferingwithintheOGCproductportfolio.
TofurtherincreasethevalueofPRINCE2certificationinthemarketplace,additionalaccreditation
shouldbeintroducedwhichindicatesthatthepractitionerbothunderstandsthemethodology,and
canapplyitproficientlyinmanagingprojects.Furtherguidanceshouldalsobeofferedonhowto
implementPRINCE2mentoringandcoachingintheworkplace.
AlthoughthequalityandserviceabilityofthePRINCE2frameworkandmanualhasbeen
demonstrated,otherpotentialareasofimprovementsuggestedare:expandedcoverageof
stakeholdermanagement,greaterfocusonbenefitsmanagement,broaderdefinitionoftherole
playedbyprojectassuranceandupdatingthesupplementaryguidePeopleIssuesandPRINCE2.
Anexpertpanelconsistingofapproximately10PRINCE2consultants/trainersshouldbeconvenedto
determinetheextenttowhichthePRINCE22009release:
accommodatestheissuesandfeaturesidentifiedbytheOthergroup,and
satisfiestheproblems/issuesandfeaturesraisedbythePRINCE2group.
Tosupportthisactivity,theresearchteamhasalreadypreparedadraftsurveyinstrument.
FURTHERRESEARCHOPPORTUNITIES
Insummary,theconclusionsandrecommendationsabovesuggestseveralavenuesofprofitable
researchtargetingareassuchas:
DeterminingthemajorfactorsaffectingtheintroductionofPRINCE2intoorganizationsand
thendevelopingflexibleandinclusiveguidanceontheorganizationalimplementationof
PRINCE2
Identifyingthecompetencieswhichprojectboardmembersandsponsorsmustpossessto
satisfactorilyfulfiltheirprojectgovernanceroleswithinPRINCE2
ExtendingthisstudytoassesstheimpactoftheOGCsPortfolioguidance/MSP/PRINCE2
productportfolioonstrategicalignmentwithinanorganization.
Page48
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theClustering:ScienceorArt?TowardsPrincipledApproachesANeuralInformation
ProcessingSystemsConferenceWorkshop.
Kane,M.,&Trochim,W.M.K.(2007).Conceptmappingforplanningandevaluation.Thousand
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Publications.
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OfficeofGovernmentCommerce.(2009a).DirectingSuccessfulProjectswithPrince2.London:The
StationeryOffice.
OfficeofGovernmentCommerce.(2009b).ManagingSuccessfulProjectswithPrince2.London:The
StationeryOffice.
Rosas,S.R.,&Camphausen,L.C.(2007).Theuseofconceptmappingforscaledevelopmentand
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ManagementScience,47(3),394.
Shenhar,A.J.(2007).StrategicProjectLeadership:TowardaStrategicApproachtoProject
Management.InA.J.Shenhar,D.Milosevic,D.Dvir&H.Thamhaim(Eds.),Linkingproject
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ManagementInstitute.
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businessstrategy.NewtownSquare,Pennsylvania:ProjectManagementInstitute.
Srivannaboon,S.(2005).Linkingprojectmanagementwithbusinessstrategy.UnpublishedPh.D.,
PortlandStateUniversity,UnitedStatesOregon.
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businessstrategy.NewtownSquare,Pennsylvannia:ProjectManagementInstitute.
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AnnualConferenceoftheAmericanEvaluationAssociation,Dallas,Texas.
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Page50
Appendix1:QUTResearchTeam
MrRichardSargeant(ChiefInvestigator):RichardhelpeddevelopandnowteachesinQUTs
ExecutiveMastersinComplexProjectManagement.RichardisalsopursuingPhDresearchstudying
thecriticalfactorsaffectingstrategicalignmentbetweenorganizationalstrategyandprojects.
RichardhasalmostthirtyyearsexperienceinDefenceacquisition,portfolio/programme/project
management,ICT,andaerospaceengineering.HehasreceivedanMBEandanOAMforservicesto
Defence.RichardisalsoaCharteredProfessionalEngineer,aCertifiedPractisingAccountant,a
FellowoftheRoyalStatisticalSocietyandaFellowoftheAustralianInstituteofProject
Management.
ProfessorCarolineHatcher:ProfessorHatcherisaProfessorintheFacultyofBusinessandCourse
CoordinatoroftheQUTExecutiveMastersinComplexProjectManagement.ProfessorHatcheris
anactiveresearcherintheareaoforganizationalandleadershipcommunicationwithaspecialfocus
oncommunicationinprojectandcomplexenvironments.Inparticular,ProfessorHatcherisamajor
contributortooneofAustraliaslargestfundedresearchprojectsinvestigatingthecontributionof
projectleaderbehaviourstoprocessesandoutcomesinlargescaleprojects.ProfessorHatcheris
alsoPresidentoftheWorldCommunicationAssociation.ProfessorHatcherhaspublishedvery
widelyincludingseveralbooksand20refereedjournalarticlesinthelastdecade.
AssociateProfessor(A/Prof)BambangTrigunarsyah:A/ProfTrigunarsyahisAssociateProfessorof
ProjectManagementintheFacultyofBuiltEnvironmentandEngineering.BeforejoiningQUT,
A/ProfTrigunarsyahwasHeadoftheDepartmentofCivilEngineeringandAssociateProfessorin
ConstructionProjectManagementattheUniversityofIndonesia.A/ProfTrigunarsyahhadmany
yearsexperienceintheconstructionandoildevelopmentindustries.A/ProfTrigunarsyahhas
publishedwidelyinconstructionmanagementandroadconstruction,coauthoringtwobooksand
oversixtytechnicalpapers.
DrVaughanCoffey:DrCoffeyisaLecturerinConstructionandProjectManagement.DrCoffeyis
alsoamajorpresenteronprojectmanagementtoseverallargecompaniesandorganizationsboth
internationallyanddomesticallyincludingShellPetroleum,theAustralianUrbanDevelopment
InstituteandAUSENCO(oneofAustraliaslargestprovidersofengineeringandprojectmanagement
servicesintheresourcesandenergysectors).DrCoffeyhasmorethan30yearsexperienceinthe
constructionindustryespeciallyinAsia.DrCoffeysmajorresearchinterestsareorganizational
Page51
culture,projectmanagement,strategicfitlinkingorganizationalstrategytoprojects,andproject
qualitymanagement.DrCoffeyhasrecentlypublishedanewbookwithTaylorandFrancisintheUK
(distributedbyPalgraveMacmillaninAustralia)entitledUnderstandingOrganisationalCultureinthe
ConstructionIndustry.
DrJudyKraatz:DrJudyKraatzsrecentdoctoralstudiesinvestigatedhowprojectobjectivescanbe
betteralignedwithanorganisationscorporateobjectivesandresponsibilities.Theoutcomeofthis
researchisavaluemappingframeworkwhichtracksprojectperformancebacktoexisting
organisationalobjectives,outcomesandvalues.Thisresearchbuildsupontwentyyearsof
professionalactivityasapracticingarchitectandacademicinthebuiltenvironment.Thisincludes
experienceasGroupManager(Architecture)withBrisbaneCityCouncilandvariousrolesinthe
CommonwealthGovernmentsbuildingprocurementgroups,asdesignarchitect,changeagent,and
seniormanager.JudysacademicexperienceincludesappointmentastheProgramDirectorfor
buildingcoursesatCentralQueenslandUniversity.AkeyfocusofJudysprofessionalandresearch
activityforthepastdecadehasbeenembeddingsustainabilityineducation,businessandproject
deliveryandresearch.
Page52
Appendix2CrossReferencebetweenConceptThemesandConceptMapConcepts
Table28:RelationshipsbetweenConceptsandConceptThemesineachConceptMap
*indicatestheparticularthemeunderwhichtheconceptissuesorfeaturesarediscussed
ConceptTheme ConceptMap
PRINCE2IssuesConcepts PRINCE2FeaturesConcepts OtherIssuesConcepts OtherFeaturesConcepts
Framework/Manual FrameworkandManual FrameworkPRINCE2
FrameworkGovernance
Manual
Framework
RequirementsManagement*
RequirementsManagement*
ProjectSystemsandControls*
ProjectGovernance
Competency
ProjectGovernance Certification&TrainingProject
Governance
ProjectGovernance
RelationshipManagement
ProjectGovernance*
ProjectBoards/Sponsors
Competency
Sponsor/Board Certification&TrainingProject
Governance*
ProjectGovernance ProjectGovernance
OrganizationalPM
Competency
OrganizationalPMCompetency* Certification&TrainingProject
Governance
Financial/CostManagement*
RequirementsManagement
OrganizationalPMCompetency
ProjectSystemsandControls
ProjectTeamCompetency OrganizationalPMCompetency Certification&TrainingPRINCE2
Framework
Financial/CostManagement
ProjectTeamCompetency
Tailoring/Embedding Tailoring Tailoring
Tailoring Tailoring
Page53
Appendix3ConceptMaps
Page54
Figure5:PRINCE2IssuesConceptMapAllIdeas
Sponsor/Board
ProjectGovernance
Framework&Manual
Tailoring
OrgPMCompetency
Page55
Figure6:PRINCE2IssuesConceptMapSignificantIdeas(Ranking>=3)
Sponsor/Board
ProjectGovernance
Framework&Manual
Tailoring
OrgPMCompetence
Page56
Figure7:PRINCE2FeaturesConceptMapAllIdeas
Certification&TrainingPRINCE2
Tailoring
Manual
FrameworkPRINCE2 FrameworkGovernance
Certification&Training
ProjectGovernance
Page57
Figure8:PRINCE2FeaturesConceptMapExistingFeatures
Tailoring
Manual
FrameworkPRINCE2
FrameworkGovernance
ProjectGovernance
Page58
Figure9:PRINCE2FeaturesConceptMapRecommendedFeatures
Tailoring
Manual
FrameworkPRINCE2 FrameworkGovernance
ProjectGovernance
Page59
Figure10:OtherIssuesConceptMapAllIdeas
Framework
Tailoring
ProjectGovernance
Relationship
Management
Page60
Figure11:OtherIssuesConceptMapSignificantIdeas(Ranking>=3)
Framework
Tailoring
ProjectGovernance
Relationship
Management
Page61
Figure12:OtherFeaturesConceptMapAllIdeas
ProjectSystemsandControls
OrgPMCompetency
ProjectTeam
Competency
ProjectGovernance
Tailoring
Page62
Appendix4ConceptStatistics
ConceptMap ConceptName NoofIdeas ConceptRanking
PRINCE2Isses
Sponsor/Board 16 4.67
ProjectGovernance 18 3.17
OrganizationalPMCompetency 16 3.06
Tailoring 9 2.78
Framework 11 1.91
Manual 15 1.13

PRINCE2Features
Certification&TrainingProjectGovernance 7 4.29
FrameworkGovernance 7 4.14
Certification&TrainingPRINCE2Framework 8 3.50
FrameworkPRINCE2 11 3.36
Tailoring 19 3.16
Manual 13 2.46

OtherIssues
RelationshipManagement 6 3.83
RequirementsManagement 15 3.53
Governance 20 3.40
Financial/CostManagement 4 3.25
Framework 11 3.09
Tailoring 11 2.36

OtherFeatures
RequirementsManagement 14 3.79
ProjectTeamCompetency 12 3.75
ProjectGovernance 15 3.40
ProjectSystemsandControls 20 3.38
OrganizationalPMCompetency 15 3.33
Tailoring 8 2.88
Table29:ConceptStatistics
Page63
Appendix5ConceptMapMultidimensionalScalingand
ReliabilityStatistics
Page64
SurveyStatistics MultidimensionalScalingStatistics
ConceptMap
Noof
cases
Noofparticipants
Sorting
NoofParticipants
Ranking
MDSStress1%LeftTailCutoff
(Sturrock&Rocha,2000)
3
Normalized
RawStress StressI StressII
PRINCE2Issues 85 18 19 0.390 0.086 0.292 0.688
PRINCE2Features 65 19 19 0.380 0.097 0.311 0.751
Other'Issues 68 20 21 0.382 0.114 0.337 0.819
Other'Features 85 19 19 0.390 0.099 0.315 0.749
Table30:MultidimensionalScalingStatistics

3
AnyStressIvaluelessthanthecutoffparameterdefinedbySturrockandRocha(2000)hasaprobabilityoflessthan1%ofresultingfromarandomconfiguration
Page65
ConceptMapReliabilityStatistics
4
ConceptMap
Internal
Consistency
Cronbach'sAlpha
()
Average
Individualto
TotalReliability
(r
IT
)
Average
IndividualtoMap
Reliability(r
IM
)
Average
Individualto
Individual
Reliability(r
II
)
InterRater
Correlation
Coefficient(ICC)
2WayRandom
(r
RR
)
SplitHalfTotal
MatrixReliability
(r
SHT
)
SplitHalfMap
Reliability(r
SHM
)
PRINCE2Issues 0.947 0.938 0.907 0.776 0.911 0.791 0.673
PRINCE2Features 0.798 0.931 0.887 0.735 0.528 0.804 0.535
Other'Issues 0.955 0.930 0.872 0.726 0.742 0.786 0.364
Other'Features 0.928 0.927 0.876 0.710 0.781 0.774 0.538
Table31:ConceptMapReliabilityStatistics
4
ConceptMapreliabilitystatisticsdefinedbyTrochim(1993)
Page66
Appendix6ConceptMapData
IdeaNo
Normalized
Ranking Issue Concept
1 2 PRINCE2manualcontainsinternalcontradictionsknownforseveralversionbutnotcorrected Manual
2 2 PRINCE2definesmanydetailedactivitieswhichorganizationsdonotuse Tailoring
3 5 Organizationdoesnotunderstandtheroleoftheprojectgovernanceprocessindecisionmaking ProjectGovernance
4 5 TailoringbyinexperiencedPMsreducesthepowerofPRINCE2bytakingawayessentialstuff Tailoring
5 5 Project'startingup'and'initiation'arerushedormissedbecauseofpressure'togetgoing' Sponsor/Board
6 4 LoworganizationalPMmaturity ProjectGovernance
7 4 PRINCE2exceptionprocessesnotfollowedinmanagingescalatedissues OrganizationalPMCompetency
8 3 Difficultrequirementsdeferredandretrofittedlater ProjectGovernance
9 4 Insufficienttimeallocatedforplanningandprojectapprovals ProjectGovernance
10 3 PMsdonotreceiveadequatesupportintheirinitialuseofPRINCE2 OrganizationalPMCompetency
11 5 ProjectBoardmembersnotalwayscompetenttofulfiltheirrole Sponsor/Board
12 4 PRINCE2processesneedtobetailoredtosizeofprojects,tosuitorganisationalcontext Tailoring
13 3 Changemanagementprocessiseffectivebuttimeconsumingandverydifficulttospeedup Tailoring
14 2 Assumesalinearorwaterfallapproachtodeliverythisdoesnotcopewellwithprojectchange Framework
15 5 Organizationhaslowrespectforprojectgovernance ProjectGovernance
16 4 ProjectBoardsdonotdefinethetoleranceswithinwhichthePMmustwork Sponsor/Board
17 1 Approvalstoinstallnewequipmentdelayedduetolackoftechnicalunderstandingofchangesrequiredbyproject ProjectGovernance
18 1 PRINCE2manualtoodetailed Manual
19 3 Projectlessonslearnedarenotadequatelycapturedoractioned ProjectGovernance
20 2 Littleguidanceofferedonprocessestomanagesuppliers Framework
21 4 ProjectSponsordoesnotcontroltheprojectfunds Sponsor/Board
22 1 PRINCE2manualcontainstoomany'seeotherOGCdocument'references Manual
23 1 PRINCE2manualrepetitiousandfragmented Manual
24 4 Organizationfocusesonprojectcostratherthanbenefits ProjectGovernance
25 5 BusinessCaseisnotusedtoperiodicallytestandconfirmprojectviability Sponsor/Board
26 2 HowcrossorganisationalactivityoccursisnotclearlydefinedinPRINCE2processes Framework
27 5 ProjectBoardsconstitutedbydelegateswholackauthoritytomakedecisions Sponsor/Board
28 1 Financialsystemisnotabletodeliveractualfiscalinformationforreports ProjectGovernance
29 4 ProjectBoardsaredifficulttoconvene Sponsor/Board
30 1 DemandsforextrareportsoutsideofthePrince2frameworkmethodology ProjectGovernance
31 3 Structuredprocessesareimportantbutcansometimesleadtoinflexibiltyindealingwithuncertainty Tailoring
32 3 Someteammembersstruggletoapplyproductbasedplanningandtounderstanditsrelationshiptoscopeandquality OrganizationalPMCompetency
33 4 ProjectBoardsdonotdelegatesufficientauthoritytothePM Sponsor/Board
34 1 Toomanydetailedacronymstomemorise,makingitdifficulttoengagetheorganization Manual
PRINCE2IssuesConceptMap
Page67
IdeaNo
Normalized
35 4 Althoughrequirementsremainvagueorunapproved,theprojectproceedsbecauseoftimepressures ProjectGovernance
36 5 Escalatedissues(ExceptionReports)arenotresolved Sponsor/Board
37 1 PRINCE2methodologytootheoretical Framework
38 3 TailoringPRINCE2tomatchprojectsizeisdifficult Tailoring
39 4 Benefitsrealisationisnotmanagedbeyondprojectclose ProjectGovernance
40 1 PRINCE2manualoffersnaiveandshallowguidanceespeciallyinriskandchangemanagement Manual
41 2 FinancialandHRdelegationsgetchangedcausingprojectdelays ProjectGovernance
42 4 OrganizationdoesnotknowhowtoapplyPRINCE2processes OrganizationalPMCompetency
43 2 DoesnotdefineaninterfacetoProcurementactivities Framework
44 1 ExamplesprovidedarelargelylimitedtoInformationandCommunicationsTechnology Manual
45 1 PRINCE22009madesomedumbchangeslikeremovalofsubprocessid'stobepopularist Manual
46 2 PRINCE2sayslittleaboutthelinkagebetweenprojectsandprogrammes Framework
47 2 DifferinginterpretationsacrosstheorganizationaboutexactcontentrequiredinPRINCE2managementproducts OrganizationalPMCompetency
48 5 ProjectBoardsarenotusedeffectively Sponsor/Board
49 5 CorporatemanagementbypassestheProjectBoard Sponsor/Board
50 2 Rulesbasedlacksunderlyingprinciples Framework
51 4 Projectshavelimitedinvolvementorrepresentationfromthecustomer Sponsor/Board
52 5 ProjectBoardsdonotunderstandtheirrolesandresponsibilities Sponsor/Board
53 4 PRINCE2usedinnameonlytheProjectBoardandPMthinktheyareusingPRINCE2,butnotreally. OrganizationalPMCompetency
54 1 PRINCE2zealotry Tailoring
55 3 PRINCE2processespoorlyintegratedwithotherenterpriselevelprocessese.g.businessplanning ProjectGovernance
56 2 TendencytothinkthatbecausePRINCE2sayssomethingmustoccur,itdoesoccur OrganizationalPMCompetency
57 1
PRINCE2manualmutatesratherthanevolvesevery3to4yearscreatingdisruptiontoprojectteamsrequiring
expensiveupdatestointernaldocumentation Manual
58 2 Toolabourandtimeintensiveifimplemented'bythebook' Tailoring
59 5 Lackofcommitmentandleadershipfromseniormanagement Sponsor/Board
60 3 PRINCE2lackssufficientemphasisonthepeopleissues Framework
61 2 PRINCE2methodologytoocomprehensive,leadingto'bureaucratic'behaviour Tailoring
62 3 Issuemanagementpileuplackofclarity,worry,fearetccanbeenteredasanissue.Filteringthesequiteatask. OrganizationalPMCompetency
63 4 Projectaccountabilitiesnotenforced ProjectGovernance
64 3 LackofcriticalmassofthoseunderstandingPRINCE2methodologyintheorganisation OrganizationalPMCompetency
65 1
PRINCE2doesn'tprovidetemplatesformanagementproducts(withguidelines),soorganizationsmustcreatetheir
own Manual
66 3 Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives OrganizationalPMCompetency
Page68
IdeaNo
Normalized
67 2 Projectsclosedprematurelyandpoorly ProjectGovernance
68 1 VolumeofPRINCE2manualcandistractprojectteamfromdeliveringpractical/realoutcomes Manual
69 3 NotenoughpeoplehavebeentrainedinPRINCE2 OrganizationalPMCompetency
70 3 Stageprocessesarenotstrictlyfollowed OrganizationalPMCompetency
71 4 ManysocalledPRINCE2Practitionershaveneverrunaproject,andsotimeandeffortiswasted OrganizationalPMCompetency
72 5 ProjectBoardsdonotunderstandorapplymanagementbyexception Sponsor/Board
73 4 Organizationdoesnotknowhowtomanagequalityusingproductdescriptionsandcustomerqualityexpectations OrganizationalPMCompetency
74 3 Budgetis'lockedin'whenlittleisknownabouttheproject ProjectGovernance
75 1 Seniormanagementdemandsdocumentationbesuppliedintheirformatsandtemplates OrganizationalPMCompetency
76 5 ProjectBoardsareinexperienced Sponsor/Board
77 3 PMsaretreatedasprojectcoordinators OrganizationalPMCompetency
78 1 PRINCE2manualhasmanygapse.g.nodirectiononfinancialaccountingforprojects Manual
79 1 PRINCE22005and2009guidancecreatestwosetsofadvice Manual
80 2 PRINCE2methodologyhastoorigidastructurecanstifleinnovationandcreativity Manual
81 1 PRINCE2is'builtinmidair'lacksfoundationdisciplinese.g.constructingschedulesandmotivatingpeople Framework
82 1 PRINCE2examfocusesonruleoverprinciple Framework
83 1 PRINCE2manualdifficulttoread Manual
84 4 Budgetorresourcesnotsufficienttosatisfyprojectneeds ProjectGovernance
85 3 Doesnotincludeaqualitymeasurementframeworke.g.KPIs Framework
Page69
IdeaNo
Normalized
Ranking Feature
Existingor
Recommended Concept
1 3 Showhowtobettermanagetolerances(e.g.withearnedvalueanalysis) R Tailoring
2 4 Defineprojectsizingandclassificationmodeltoguidetailoring R Tailoring
3 4 ImproveandexpandguidanceontailoringP2todifferentcontexts R Tailoring
4 3 P2establishesarobustplanningframework E FrameworkPRINCE2
5 5 IncreasingseniormanagementawarenessofP2processesandmanagementproducts R Certification&TrainingProjectGovernance
6 3 Includemorechecklists R Tailoring
7 2 WelldefinedprojectlifecycleinP2 E FrameworkPRINCE2
8 2 LessdocumentationinP209 E Manual
9 3 Newcompanionvolume'DirectingSuccessfulProjectswithPRINCE2'forP209 E FrameworkGovernance
10 2 PrinciplesbasedprojectmanagementintroducedinP209 E FrameworkPRINCE2
11 3 Replacementofcomplexsubprocesseswithsimpler,morepracticalactivitiesinP209 E Manual
12 3 Stages'assistbudgeting E FrameworkPRINCE2
13 4 Producea'lite'versionforsimpleapplications R Tailoring
14 3 IncorporateastandardsetoftemplatesforallP2productsratherthaneachorganizationdevelopingtheirown R Tailoring
15 3 Specifypredefinedprocessesforsmall,mediumandlargeprojects R Tailoring
16 4 Putgreaterfocusonbenefitstrackingandbenefitsmanagement R FrameworkGovernance
17 3 Identifyshortcutsandnonessentialsteps R Tailoring
18 3 Standardtemplatesformanagementproducts E Tailoring
19 3 GreaterfocusondeliverysupportedbycoredocumentsinP209 E FrameworkPRINCE2
20 4 Redefinehowprojectassuranceaddsvalue R FrameworkGovernance
21 3 AddressPMOandProjectSupportresponsibilitiesandinterfacesinP2manual R Manual
22 1 RewriteP209manual R Manual
23 4 Stageplanningensuringthatworkisnotdonewithoutthenecessaryapprovals E FrameworkPRINCE2
24 2 MakenosignificantchangestoP2methodology E Manual
25 4 Runinternalproductbasedplanningworkshopstodemonstratethetechnique'seffectiveness R Certification&TrainingP2Framework
26 4 MakeP2certificationmorepracticallyorcompetencybased R Certification&TrainingP2Framework
27 2 ImplementationanddeploymentsupportedbytheP3M3 E Tailoring
28 3 MapP2toacompetencemodeltohelpdevelopteamcapabilities R Certification&TrainingP2Framework
29 4 PMsmustbewillingtodeviatefromthemethodologytoresolveissues R Tailoring
30 3 Introducecertificationforprojectboardmembers R Certification&TrainingP2Framework
31 3 AvailabilityofP2CertifiedTraining E Certification&TrainingP2Framework
32 4 Explicitlyaddressthelinkagestoprogrammeandportfoliomanagement R Tailoring
33 4 Expansionoftolerancesconcepttosixareastime,cost,scope,risk,qualityandbenefitsinP209 E FrameworkPRINCE2
34 5 ModifypractitionerexamtotestcompetenceinmanagingaprojectusingP2ratherthanjustP2methodology R Certification&TrainingP2Framework
35 4 Offersaprescribedandwelldefinedprojectmanagementmethodology E FrameworkPRINCE2
36 3 BroaderrangeofexamplesinP209 E Manual
37 4 SuccessofP2criticallydependentupontheextentofthePMsexperience R Certification&TrainingProjectGovernance
38 4 Updatesupplementaryguide''PeopleIssues&P2' R Manual
39 4 Newchapteron''tailoringandembedding'inP209 E Tailoring
40 4 Emphasizesproductbasedandproductfocusedplanninganddelivery E FrameworkPRINCE2
41 5 ExplainhowtoachievetheseniorleadershipcommitmentneededtoembedP2inmanual R Certification&TrainingProjectGovernance
42 5 Expandcoverageofstakeholdermanagement R Manual
43 4 Includesaprojectandqualityassuranceapproach E FrameworkGovernance
44 5 Comprehensivelydefinesrolesandresponsibilitiesatalllevels E FrameworkPRINCE2
PRINCE2FeaturesConceptMap
Page70
IdeaNo
Normalized
Ranking Feature
Existingor
Recommended Concept
PRINCE2FeaturesConceptMap
45 3 Includemoreandbroaderrangeofcasestudies R Tailoring
46 2 Makegreateruseofprojectmanagementmaturitymodels(e.g.P3M3) R Tailoring
47 2 ExplainhowtointroduceP2intoanorganizationinthemanual R Manual
48 3 DemonstratehowtointegrateP2andenterpriselevelprocesses R Tailoring
49 2 Incorporatesuppliermanagementprocessesinmanual R Manual
50 2 RemoveextensiveactivitydetailfromtheP209 R Manual
51 4 Developcourseforprojectsponsorsandprojectboardmembers R Certification&TrainingProjectGovernance
52 2 P209ismorereadable E Manual
53 3 UpdateP2trainingtoreflect'realities' R Certification&TrainingP2Framework
54 5 Educatingprojectboardmembersontheircollectiveandindividualresponsibilities R Certification&TrainingProjectGovernance
55 3 Isstructuredandcontrolled E FrameworkPRINCE2
56 4 Demonstrate(withexamples)howP2canbeusedwithnontraditionaldevelopmentanddeliverymethodologies(e.g.agile) R Tailoring
57 1 Splitfoundationandpractitionerknowledgeintoseparatepublications R Tailoring
58 3 ImplementaccreditationschemeforP2coaching R Certification&TrainingP2Framework
59 4 Preparepublicationtargetingtheroles&responsibilitiesofprojectboardsandexecutives R Certification&TrainingProjectGovernance
60 5 EmphasizescriticalroleoftheBusinessCaseinassuringthecontinuingprojectviability E FrameworkGovernance
61 4 Avoids'topheavy'managementbydelegatingresponsibilitiestotheappropriatelevel E FrameworkGovernance
62 3 Placegreateremphasison'peopleissues' R Certification&TrainingProjectGovernance
63 5 ExtensiveguidanceonprojectgovernanceinP209 E FrameworkGovernance
64 1 Removequalityreviewandchangecontroltopics(organizationsoftenhaveequivalentprocesses) R Manual
65 3 CreateP2tooltocapturelessonslearned R Tailoring
Page71
Idea
Number
Normalized
1 3 Unsuitablefinancepolicydesignedforlargeprojectsbutnotsmallprojectswithinalargeportfolio Financial/CostManagement
2 3 Norealrecognitionofsitespecificrequirementsforsafety,qualityandothertemporaryactivities RequirementsManagement
3 5 Nodefinedchainofcommandandcomplacency. ProjectGovernance
4 3 ToomuchfaithinIT,notenoughsupportfor'managementskills'(peoplesideunderplayed) ProjectGovernance
5 2 Workbreakdownstructuremethodologynotstandardised Framework
6 3
NewPMFhasdiscardedprovenexistingtoolsandtechniqueswithoutconsideringworthi.e.repackageof
oldversionslackingadaptationandflexibilitytochangeculture Tailoring
7 5
Noformalriskplanningrisksnotproperlymanagedorquantifiedthusunforseenissuesduringproject
execution Framework
8 3 Pooractionregisterwithinsufficientimportanceplacedon'lessonslearned' Framework
9 4
LackofleadershipandtopmanagementsupportandbuyintostandardisedPMprocessesandmethodology
inconsistentprojectpractices ProjectGovernance
10 5 Unclearlinesofauthorityandnorealteamcommitment ProjectGovernance
11 3 Standardratherthantailoredsolutionsapplied Tailoring
12 3 Managementfocusontime/cost,hencelowquality/highcostdelivery ProjectGovernance
13 4 HighlyprocessratherthanstrategicallydrivenPMnotstrategicallyengaged Framework
14 5 Cultureclashesbetweendifferentstakeholdersandpoordisputeresolution RelationshipManagement
15 3 Difficultyinunderstandingintangibleclientrequirementsforcommissioningandhandover RequirementsManagement
16 5
Poorbusinesscase,projectdefinition,illdefinedscope,uncleargoals,prioritiesandobjectiveschangewith
leadership RequirementsManagement
17 4
Excessivetimeconsumingeffortrequiredtomonitor/controlsuppliers/contractorsnopowertoenforce3rd
partiestodeliver ProjectGovernance
18 4 Lackofprojectboundariesandtoomanyactivities/tasks RequirementsManagement
19 4 LackofPMtrainingtostaff,clientsandworkpackageownersandpoorunderstandingofPMF RelationshipManagement
20 4 Difficultyaligningprojectgoalswithgoalsofkeystakeholders RequirementsManagement
21 2 Nostandardprocess Framework
22 2 Timedominatesprobabalisticsandnorealoptioninclusion RequirementsManagement
23 2 Qualityexpectationtoohigh RequirementsManagement
24 3 Inadequatecontrolandtimelyreportingmechanisms. Framework
25 2 TechnicalandITinterfacecontrolneedsintegratingwithexistingframework(userinterfacenotuserfriendly) Tailoring
26 4 Conflictingorunbalanceddepartmental/projectinterests(lackofunderstandingofrequirements) RequirementsManagement
27 5 Lackofgovernance,poorstagegates,lackofaccountability; ProjectGovernance
28 2 Policiesandproceduresdesignedforexternalcustomerratherthanowninternalorganisationalprojects Tailoring
'Other'IssuesConceptMap
Page72
Idea
Number
Normalized
29 3 Inadequatefocusoncommissioningandhandovertoownerissues RequirementsManagement
30 1 Currentlegalframework(US)isconstraininginnovationinPM Outlier
31 3 Notabletophysicallycontrolbudget Financial/CostManagement
32 2 Difficultyingivingclientbadnews RelationshipManagement
33 3 No'lessonslearned'fromoperatingPMF Framework
34 2 Poordocumentcontrolandfiling Framework
35 2 Safetyperformancebasedonstakeholdercorporateculturesandnotcompliancebased ProjectGovernance
36 3
Nocostonlytimemonitoringconsideredimportantfortrackingandanalysisprogressmeasurementnot
measuringtherealprogress Financial/CostManagement
37 3 LackofPMprocessmaturitynonconstructionskilledconsultantsdrivingPMforhighfeeslowservicequality ProjectGovernance
38 3 ClientandprojectteammembersunfamiliarwithPMframework/methodology RelationshipManagement
39 4 PMnotresponsibleforschedule ProjectGovernance
40 4 Designinformationinsufficienti.e.poorprojectbrief RequirementsManagement
41 3 LackofcommitmenttoproviderelevantexpertiseandHRresourcestoprojectrecruitmentbasedonavailability ProjectGovernance
42 4 Lackofownershipandsystemintegrationamongstalllevelsofproject ProjectGovernance
43 2 Nosupportprovidedtohelpmanagedaytodayfocus ProjectGovernance
44 3 Killingprojectsi.e.'no/go'solutionsnotanoption ProjectGovernance
45 3 Proposaltimeframetooshortforallstakeholderstoinput RequirementsManagement
46 4 Poorprojectexecution ProjectGovernance
47 5
Poorchangecontrolandscopecreepduetocustomers/userdemands(costofvariationsnotproperly
considered) RequirementsManagement
48 3
Projectsuccessdefinition/criteriabaseduponprojectobjectives,doesnotconsidereffectsoftheprojectson
others(internal/external)oronculture/processes RequirementsManagement
49 2 PMFtooadvancedforcurrentorganizationalcapability Tailoring
50 3 LowPMresources ProjectGovernance
51 3 Planningtoodetailed,morefocusonmilestonesandlogics Framework
52 4 Plentyof'how'and'what'butnounderstandingof'why'rootcausesofproblemsnottackled RequirementsManagement
53 2 PMFandmethodologiestooprescriptivewithnotenoughtailoredstrategiessilverbulletsonlysought Tailoring
54 2
Cumbersomelinearprocesse.g.lengthyprojectinitiationreliedona5stageapprovalsystembeforeproject
commencement(preventsproperhandlingofdynamicissues) Tailoring
55 3 UntimelyPMappointment ProjectGovernance
56 3 PMFproblemsunresolveddespitereviews ProjectGovernance
Page73
Idea
Number
Normalized
57 2
PMFnotusedconsistently/universallyacrossorganisation(e.g.PMstendencytoreuseownbestpractice
materialsratherthan'standard'materials Tailoring
58 4 Lackofattentiontodefiningandmonitoringriskssono'earlywarningsystem', RequirementsManagement
59 4 Poorstakeholdermanagementandconflictingobjectives RelationshipManagement
60 3 Meddlingbysponsorswithtime/costcausing'churn' ProjectGovernance
61 3 PMFusedasnonflexibleprescriptiveprocesstoomuchfocusontemplatesasan'end'notasa'means' Tailoring
62 2 PMFpredominatelypaperbasedcausingdelaysinobtainingsignaturesandthusdelaysincommencingprojects Tailoring
63 2 Difficulttoimproveprocesseswhileorganizationalchangeongoing ProjectGovernance
64 4 Poorbudgeting,costcontrolsystemandprojectestimates(lackofformal'modelling') Financial/CostManagement
65 2 FreeformPMmethodsusedinappropriately Framework
66 5 Inadequatecommunication RelationshipManagement
67 5 Notenoughimportancegiventogoodstartup/commissioningonlyexecution Framework
68 3 PMtoolsnotintegratedintostandardprocesses Tailoring
Page74
StatementNo
Normalized
Ranking Feature Concept
1 2 Enhancedmanagementdirectionforwhencontractcompletionisreallyagreed ProjectGovernance
2 4 Greateremphasisplacedonoutcomes(effectiveness)ratherthanjustefficiency(time,cost,performance) RequirementsManagement
3 2 Personnelbeingrotatedthroughbusinessto'shakeupculturalnorms' ProjectTeamCompetency
4 3 Fullyelectroniccontractdocumentationprocessintroduced ProjectSystemsandControls
5 2 Mechanisminplacetogetmoreenvironmentalcontrolsinplaceonprojects ProjectSystemsandControls
6 4
Usinglaunchworkshopsandvalueengineeringwithdesign/contractorstakeholderstounderstand
requirementsandunderstandthatPMvalueaddmetricsaredifferenttoengineeringmetrics RequirementsManagement
7 5 DevelopingPMasaprofessionwithpropertrainingandformalisedperformancestandards ProjectTeamCompetency
8 4 ConductpostprojectreviewonPMmethodology OrganizationalPMCompetency
9 4 Acceptanceoflifecycleapproachforallprojectinvestmentdecisions RequirementsManagement
10 4 Sharingofbestpracticecontractualrequirementscommunicatedbetweencontractors OrganizationalPMCompetency
11 3 Riskaversionandthenonsharingofriskswiththosethatbenefitfromnewapproaches RequirementsManagement
12 3 Newprojectpricingformtobereviewedandsignedoffbeforesendingtocustomer ProjectSystemsandControls
13 4 Incorporationofachievementofprojectgoalsinemployeeappraisals ProjectTeamCompetency
14 5
Establishedformalprocessforprojectdefinitionincorporatingsitespecificrequirementinscopingthe
project RequirementsManagement
15 3 Considerationofcommercialaswellasfinancialmanagementandtailoredguidelinesrequired ProjectSystemsandControls
16 4 DevelopingknowledgemanagementdatabaseoflessonslearnedE) OrganizationalPMCompetency
17 4 Tailoringguidelines/methodologytosuitindividualprojectsratherthan'onesizefitsall' Tailoring
18 3 EnsureadequateflexibilityinPMF Tailoring
19 4 Betteroutcomedefinitionrequiredtoimprovedecisionmaking RequirementsManagement
20 2 Minimizepropensityforblamefrommanagementbyimprovingprojectdocumentation OrganizationalPMCompetency
21 5 Definedprocessforownersinvolvementindecisionmakingandchangemanagement RequirementsManagement
22 4
Trainingandtailoredguidelinesintroducedtoimproveorganizationalawarenessandrespectforschedules
asacontrolmechanism OrganizationalPMCompetency
23 3 Workerinputintoprocesseswhicharebeingmorestandardized/refined/definedi.e.projectstartups Tailoring
24 3 Betterreviewsbaseduponkeydocuments ProjectSystemsandControls
25 4 LeadershipprioritisingPMinvestment ProjectGovernance
26 5 RecruitingreliableteammembersandmakingPMexperiencea'must'requirement ProjectTeamCompetency
27 5 Implementingbettercommunication&projectreportsforchangecontrol ProjectSystemsandControls
28 5 LeadershiprecognizesPMvalue ProjectGovernance
'Other'FeaturesConceptMap
Page75
StatementNo
Normalized
29 3 Involvingsoftdisciplines(e.g.Systemsthinkers,psychologists)toimprovePMculture ProjectGovernance
30 4 Implementprojectmentoring;workplacetrainingandtrainingofclientsandstakeholdersinPMF ProjectTeamCompetency
31 4
Intensifyestimatingprocess;introducebasiccostreportsforestimating;unifycostcontrolsystemand
incorporatevaluemetrics ProjectSystemsandControls
32 3
BetterdeterminationofWorkBreakdownStructuredecomposition;andstandardisationofWBSsoftware
toolsrequiredacrossprojects ProjectSystemsandControls
33 2
Developsimpleprojectapproachalignedtoindustrypracticestoenablebetteronboardingandimprove
maturity Tailoring
34 3 Explicitstepstakentoselectactivitiesupfront RequirementsManagement
35 4
Provisionofsufficienttime/budgettoassesschanges;cleardecisionfromclientonacceptance/rejection;
andassociatedtimeproblemsalleviatedbyuseofheuristicestimatesandaccuratereporting RequirementsManagement
36 1 Providingbonusfornotamendingdesigns OrganizationalPMCompetency
37 1 MoreR&Dintroduced Tailoring
38 4 Processfortrackingintroduced ProjectSystemsandControls
39 3 Periodicreviewofbusinesscasetoensureongoingviabilityrelativetoalternateinvestments ProjectGovernance
40 4 Managingcommunicationofkeylivingdocumentstobegivenaccuratefactsonprogramrollouts OrganizationalPMCompetency
41 3 ITapplicationforPMFramework/processoperating ProjectSystemsandControls
42 4
Managingcommunicationofkeylivingdocumentstoshowrealprojectstatusamongkeystakeholders
(projectparticipantsandpolitical) OrganizationalPMCompetency
43 5 Ensuringstakeholderagreementtoprojectobjectivesandresultingallocationofresponsibilities RequirementsManagement
44 2 IndustryreactingandadaptingtoourPMframework ProjectGovernance
45 5 Educatingclientoftherisksofproceedingwithunresolvedissues ProjectGovernance
46 2 Financialpenaltyfordelayincontractcompletionintroduced ProjectSystemsandControls
47 5 Properformalised,comprehensiveandmandatoryriskidentificationandmanagementprocessinplace ProjectSystemsandControls
48 3 UsingmethodsandtoolsthathelphighlightingPM(andteam's)rolesandresponsibilities OrganizationalPMCompetency
49 4 Agreedandexecutednewgovernanceincludingeffectivegatewayprocess ProjectGovernance
50 4 Providesufficientcontingencyforunexpectedevents ProjectSystemsandControls
51 2 Improvingqualityassurancesystemlinkintootherhighlevelcompanysystems ProjectSystemsandControls
52 4 Establishedformalprocessforimplementingperformanceacceptancecriteria ProjectSystemsandControls
Page76
StatementNo
Normalized
53 3
Usingbestpracticeframeworkagreementswithcontractorsandsupplierstogetherwithprocurement
schedulesincludingriskregisterandvisitfactories OrganizationalPMCompetency
54 4 Betterlogicalstructurerequiredforcontrolmechanismsforstartupanddocumentedchangecontrols ProjectSystemsandControls
55 3 DevelopingpostimplementationreviewtoolsforPMs OrganizationalPMCompetency
56 4 Specificprogrammeintroducedtoimproveprojectmanagementmaturityacrossorganization OrganizationalPMCompetency
57 1 Holisticplanningintroducedbut'blame'culturestillapparentforanyprojectfailures(E/R) ProjectGovernance
58 5
Betterunderstanding,clarificationanddocumentationofownerrequirementsandspecificgoalsand
objectivespriortostartofprojects RequirementsManagement
59 4 Moretimelydecisionmakingobserved ProjectGovernance
60 3 Commissioningarrangementsimprovedwithgreaterpolicymakinginvolvement RequirementsManagement
61 2 Highlevelvaluebasedbehavioursbeingobservedreplacingpuremissionstatements ProjectGovernance
62 3 Safetycultureprograminstigated ProjectGovernance
63 2
Mockuptesting;constructioninterfacingmaterials;incrementalfieldtestingfieldspecificrequirements
introduced ProjectSystemsandControls
64 4 Improveexperiencediversityinteamsandmanagement ProjectTeamCompetency
65 4 ProjectownershipnowpartofPMframework Tailoring
66 5 Formalchangemanagementsystemintroduced ProjectSystemsandControls
67 3
Introducetrainingworkshopswithcasestudiesfocusingonprojectdeliveryratherthanmanagementasa
corecompetency ProjectTeamCompetency
68 3 Usingdetailedstagemodellinginprogrammetopreventresourceconflicts ProjectSystemsandControls
69 4 Organisationnowseekingmatureandexperiencedprojectmanagerswithasenseofperspective ProjectTeamCompetency
70 3 Emphasisbeingplacedon'management'education ProjectTeamCompetency
71 4 Definedprocesswithownerforcommissioningandhandover ProjectSystemsandControls
72 1 PoorriskmanagementpartiallymitigatedbyPMescalationtoclient(E/R) RequirementsManagement
73 3
UsingcentralisedwebbasedElectronicDocumentControlsystemforgreatertraceability,efficiencyand
easeofuse ProjectSystemsandControls
74 3 Leadershipbehaviourchangingforbetter ProjectGovernance
75 4 ApplysimpleandconcisePMmethodology Tailoring
76 4 CoachingandmentoringtoovercomeculturalresistancetointroductionofPMF ProjectTeamCompetency
77 4 Partneringanddevelopingsupplierrelationshipsratherthandependingsolelyuponcontractprovisions OrganizationalPMCompetency
Page77
StatementNo
Normalized
78 3
AlignPMframeworktemplateswithnewfinancialpolicies;provideadequateresources&trainingto
introduce&supportthis;&adoptrealoptionsapproachtomakeitasystemsellingpoint OrganizationalPMCompetency
79 2 Trainingonhowtosay'no'andretaincustomerrelationshipbeinginstigated ProjectTeamCompetency
80 5 Weeklyprogressreportingonmilestonesatteammeetings ProjectGovernance
81 3
EducationandprovisionofnewmanualofPMmethodology(process)forkeystakeholders(includingusers,
projectleaders&projectadministrators) OrganizationalPMCompetency
82 2 MoreagilePMframework/methodologybeingapplied Tailoring
83 3
Furtheruseofenhancedrisktoolstoquantifyriskandmanagecontingencyandbetter'readingbetweenthe
lines'tofullycaptureallpossiblerisks RequirementsManagement
84 5 Keepingexecutivesfullyinformedofgoals,processandissuestoreceivedirection ProjectGovernance
85 5 Organizationprovidingeffectivedevelopment,trainingandmanagementofsuitableresources ProjectTeamCompetency
Page78
1 OICT June 2010
PRINCE2
Presentation to EO
Office: OICT / PMO
Author: Mei Wah Yung
Date: J une 2010
Version: 1.1
2 OICT June 2010
Objectives
High-level overview of PRINCE2
Why use PRINCE2?
What are the benefits?
PRINCE2 adoption at the UN
3 OICT June 2010
What is PRINCE 2?
PRINCE2 (PRojects IN Controlled Environments)
Structured Project Management Methodology
process-based method project management
Non-proprietary
The key features of PRINCE2 are:
Focus on business justification
A defined organisation structure for the project
management team
Product-based planning approach
Divide the project into manageable and controllable
stages
4 OICT June 2010
Focuses on what a project is to deliver, why, when
and for whom.
PRINCE2 provides projects with:
A controlled and organised start, middle and end
Regular reviews of progress against plan and against
the Business Case
Management control of any deviations from the plan
Involvement of management and stakeholders during
the project
Good communication channels
Why use PRINCE2?
5 OICT June 2010
What are the Benefits?
Greater control of resources, and the ability to manage
business and project risk more effectively.
New initiative follows a formalized process for review
and approval using standardized documentation.
Allows you to track the progress of a project by
comparing the planned against actual such as
comparing its project plan against actual progress,
actual deliverables against the planned deliverables,
etc.
Formal documentation allows greater transparency
and enhance communication within the project team
and other interested parties.
6 OICT June 2010
PRINCE2 Adoption at the UN
The following table highlights UN adoptions of PRINCE2
Project Board, Project Manager A defined organisation structure for
the project management team
Business Case
Review & approval by senior mgt
(e.g local ICT committee, CITO, Exe
Committee)
Focus on business Justification and
using standardized documentation
Project Board Regular reviews of progress against
plan and against the Business Case
Deliverables need to be identified in
the business case
Product-based planning approach
ICT Project Management Framework A formalized process for review and
approval
UN PRINCE2
7 OICT June 2010
Topics covered:
Business Case Contents
Justification & Business Need
Project Description
High Level Project Timeline
Roles & Responsibilities
Assumptions & Dependencies
Information Security Requirements
Options Evaluation
$
Benefits Forecast
Costs Forecast & Project Funding
Risks
Return on Investment (ROI)
8 OICT June 2010
Business Case Template consists of:
a) Word Template
b) Excel Template
Business Case Template
Justification & Business Need
Project Description
Information Security Requirements
Options Evaluation
$
Benefits Forecast
Costs Forecast & Project Funding
Risks
Return on Investment (ROI)
9 OICT June 2010
PMO will be launching a Business Case website
Purpose of the website:
Provide a One Stop Shop
Locate the business case template
Reference materials
Submission workflow
Workshops (schedule and booking)
Business Case Website
10 OICT June 2010
Business Case Workflow Process based on ICT Project Mgt
Framework
A Summary Overview of the Business Case Workflow Process
The following diagram shows the workflow for BC > $250K and BC <= $250K.
Approve Conform to Standard BC > $2M
Approve BC
Inform PMO of approved BC below $250K
Prepare Business
Case
PM/Business
Sponsor
Review Business
Case
Local ICT
Committee
Review Business
Case
PMO
Review & Approve
Business Case <=
$2M
Office of CITO &
Programme
Working Groups
Review & Approve
Business Case >
$2M
ICT Executive
Committee & CITO
Approve/Reject decision.
Notify PM/Business Sponsor and
PMO
PM/Business Sponsor submit
approved BC in order to secure
funding
Proposed
Projects
with TCO >
$250K
Local ICT
Committee
Review & Approve
Business Case
PMO
Record Projects
on Project
Register
PM/Business
Sponsor
Prepare Business
Case
Proposed
Projects
with TCO
<= $250K
11 OICT June 2010
Regular Budget Submission Workflow for ICT Projects
Dept OICT
Business Case(BC) Preparation
and submission
Submisison of BC open from June 2010 BC to PMO
Deadline submisison date: 1st Sept 2010 5
1
Instruction issues to depts on IT
projects that need Business Case
6b
2 submit for review/approval 6a
Exe Office submits BC to OSS/PMO
4
7a 7b
3 Approve BC
9
Exe Office submits budget to OPPBA 8
OSS inform Dept's Executive office of approved ICT
components of budget including approved Business Cases
31st Oct 2010
Dept prepares
Business Case
Local ICT committee
Executive Office
OSS
CITO office &
Programme Working
Group for
review/approval
Executive
Committee (EC)
review/approval
OSS
OPPBA
CITO memo to
Departments PMO for review
AG provides
advise to EC on
BC
12 OICT June 2010
Appendices
Appendices
13 OICT June 2010
Appendix A: Project Should Have:
An organised and controlled
start, ie. organise and plan things properly before
leaping in
middle, ie. when the project has started, make sure it
continues to be organised and controlled;
end, ie. when you've got what you want and the project
has finished, tidy up the loose ends.
In order to describe what a project should do when,
PRINCE2 has a series of processes which cover all
the activities needed on a project from starting up to
closing down.
14 OICT June 2010
Appendix B: Who are the key players?
PRINCE2 Project Management Roles
Project Manager: Organising and controlling a
project
Customer, User and Supplier: The person who is
paying for the project is called the customer or
executive.
Project Board: Project Board made up of the
customer (or executive), someone who can
represent the user side (Senior User) and someone
to represent the supplier or specialist input (senior
Supplier).
15 OICT June 2010
Appendix C: OICT New Business Case Contents
- Project board
- Project team structure
- Assumptions & dependencies for the
planning and execution of the project
Project Description
- Objectives
- Scope
- Deliverables
- Functionality
- Systems' Dependencies
- Alignment to Strategic Business & ICT Mgt
Justification & Business Needs
- Reasons for change
- Explanation on how the proposed solution
will address the business need
Executive Summary
- General Project Information
- Financial Impact
- Risks
Instruction
- How to complete the BC
Return on Investment (ROI) (Excel)
- ROI on proposed project
Option Evaluation
- Recommended Option
- Alternative Option
- Do Nothing Option
Risks
- Non Financial Risk
- Financial Risk (Excel)
Costs Forecast & Project Funding (Excel)
- TCO
- Funding from different accounts
Benefits Forecast
- Financial (Excel)
- Non Financial
- Gantt Chart showing from initiation to
implementation
Information Security Requirement
- Confidentiality etc.
16 OICT June 2010
Financial benefits calculation:
It starts accruing after the system goes Live. For a modular
system or system that has a phased goes Live approach,
benefits will start accruing when the first phase is Live
Benefit accrued is based on 5 yrs so as to coincide with the 5
yrs operational timeline
What happened if a system has less than 5 yrs or more than 5
yrs lifespan?
Both the benefits and costs will be adjusted accordingly
Must have the same number of yrs for both benefits & costs
Discount Rate (NPV)
3%
Appendix D: Business Case: Financial Benefits
17 OICT June 2010
Appendix E: Business Case: Costs Project Costs & Funding
Project Costs:
5 Yrs Variable Implementation & 5 Yrs Fixed Operational costs
Project costs consist of:
A set of Personnel & Non Personnel costs
Cost types are classified as recurring & non recurring
TCO
TCO = total implementation costs + total operational costs
NPV of TCO will be calculated based on the agreed discount rate
Project funding:
Funding from:
Regular Budget, Extra-budgetary, Peacekeeping Account
Funding cost consists of:
Personnel and non-personnel costs
Discount Rate (NPV)
3%
18 OICT June 2010
Appendix F: Business Case: Risk Adjusted Values (Benefits &
Costs)
Key features of the risk impact model:
PM defines the risks
PM defines the High/Med/Low Probability of Occurrence
and Magnitude of Impact
Risk impact = Probability of Occurrence * Magnitude of
Impact
Base on the above, a predefined % (30%/15%/5%)
increase/decrease will be used to calculate the impact
The final risk impact score will be the weighted average
of the above
Apply to project with TCO > $2M
19 OICT June 2010
Appendix G: Return on Investment (ROI)
ROI calculation is based on input from benefits, costs
and risk worksheets.
Cash Flow = Net Benefits Net Costs
ROI = Cash Flow/Net Costs
Non-Risk Adjusted Value Risk Adjusted Value
Net Costs
$2,039,645 $2,459,480
Net Benefits
$3,764,485 $3,199,812
Cash Flow (NPV)
$1,724,840 $740,332
ROI(% over 5 years)
85% 30%
(All costs and benefits are stated in present value which assumes a 3% future
discount rate)
Based on the numbers added in previous worksheets the return on investment
for the proposed project is shown below:
AEW Services, Vancouver, BC 2002 Email: max_wideman@sfu.ca
Comparing PRINCE2 with PMBoK
R. Max Wideman
AEW Services, Vancouver, BC, Canada, 2002
Introduction
From time to time we are asked to recommend project management systems and methodologies, or to
compare them as part of some selection process. This month we have been taking an in-depth look at
PRINCE2, a widely recognized de facto standard used extensively by the UK government and in the
private sector.
1
As a basis for comparison, and because we are located in North America, we will refer
to the Project Management Institute's so-called "PMBOK" which actually refers to their publication "A
Guide to the Project Management Body of Knowledge" (2000 Edition).
"PRINCE" stands for PRojects IN Controlled Environments and is described as a structured method for
effective project management for all types of project, not just for information systems, although the
influence of that industry is very clear in the methodology. The 2002 version has been through a number
of incarnations in the past and is now the result of the "experience of scores of projects, project
managers and project teams." The 408-page document, like the Guide (216 pages) is copyright, but the
content is clearly generic common sense. The PRINCE2 Introduction lists a significant set of reasons
why projects fail, and the methodology sets out to remove these causes.
Figure 1
Comparing PRINCE2 with PMBoK Page 2 of 11
Figure 1 above shows the knowledge areas and processes of the Project Management Institute's Guide to
PMBOK and Figure 2 below shows the comparable PRINCE2 content and usage.
Figure 2
It must be born in mind that both sets of documentation must be tailored to suit the occasion. For
example, PMBOK is not intended to tell people how to do any of the techniques or use any of the tools
described. It only lays out the processes, how they link together and the tools and techniques that can be
invoked. Somewhat similarly, the application of PRINCE2 must be scaled for the size and needs of the
project. Indeed, scalability is a topic specifically included in the description of each process.
Project Life Cycle and Major Processes
The first difference to notice is that PRINCE2 is clearly project life cycle based with six out of eight
major processes running from "Starting up a project" to "Closing a project". The remaining two,
"Planning" and "Directing a project" are continuous processes supporting the other six. Each of these
have their respective sub-process totaling 45 in all. Then, feeding into the system, are six "Components"
some of which are documents and others that are themselves processes. Finally, PRINCE2 describes
three techniques namely: "Product Based Planning", "Quality Review" and "Change Control".
2
The
whole document is presented as an easy-to-follow narrative, bulleted checklists, process diagrams and
timely "Hints and Tips". By comparison, the Guide consists of twelve chapters describing function-
based knowledge areas
3
with illustrations of their respective project management processes and
narrative descriptions in the form of inputs, tools-and-techniques, and outputs.
There are a number of interesting differences between the Guide and PRINCE2 philosophies. PRINCE2
speaks of "stages" rather than "phases" and states that while the use of stages is mandatory, their number
is flexible according to the management requirements of the project.
4
PRINCE2 also differentiates
between technical stages and management stages.
5
Technical stages are typified by a particular set of
specialist skills, while management stages equate to commitment of resources and authority to spend.
The two may or may not coincide. The Guide defines a project phase as: "A collection of logically
related project activities, usually culminating in the completion of a major deliverable."
6
It does not
distinguish between phases and stages and in the text uses either indiscriminately.
The PRINCE2 project life cycle does not start with original need, solution generating and feasibility
studies these are considered as inputs to the project life cycle, perhaps as separate projects in their own
right. For example, PRINCE2 describes a product's life span as having five phases: Conception,
Feasibility, Implementation (or realization), Operation and Termination but, of these, only
Implementation is covered by PRINCE2. Indeed, the manual states "Most of what in PRINCE2 terms
will be stages will be divisions of 'implementation' in the product life span."
7
Thus, PRINCE2 is an
implementation methodology, somewhat akin to construction management, rather than a whole project
management methodology.
Indeed, PRINCE2 assumes that the project is run within the context of a contract and does not include
this activity within the method itself.
8
However, it suggests that since contracting and procurement are
specialist activities these can be managed separately using the method. The Guide, on the other hand,
recognizes that the project needs assessment or feasibility study may be the first phase of the project,
9
although it also defers to other life cycles used in various industries. The presumption in the Guide is
that Project Procurement Management, where required, is part of the overall project management
process and is viewed from the perspective of the buyer in the buyer-seller relationship.
10
Management Levels and Responsibilities
PRINCE2 recognizes four parallel levels of management:
11
"Corporate or Programme Management",
"Directing a Project" (i.e. the Project Board, chaired by the "Executive", more often called "Project
Director" in North America), "Managing a Project" (i.e. the project manager's level) and "Managing
Product Delivery" (i.e. team-level technology management.) In this way, the corporate business or
program management interests are closely integrated with both project management at the project level
as well as with the management of the project's technology at the team level.
Another interesting feature is the responsibility of the project manager. The Guide defines project
manager simply as "An individual responsible for managing a project."
12
The Software Engineering
Institute goes further and calls it "The role with total business responsibility for an entire project; the
individual who directs, controls, administers, and regulates a project . . . [and] is the individual
ultimately responsible to the end user."
13
In sharp contrast, under PRINCE2 the project manager is "The person given the authority and
responsibility to manage the project on a day-to-day basis to deliver the required products within the
constraints agreed with the Project Board."
14
These constraints are referred to as "tolerances" and
prescribe the ranges of acceptability of each of scope, quality, time and cost within which the project
manager must manage. Any trend beyond these limits becomes an "issue" and must be brought to the
attention of the project board.
The project board is chaired by a person referred to as "executive" and it is this person who has the real
responsibility for the project. This individual ensures that the project or programme maintains its
business focus, that it has clear authority and that the work, including risks, is actively managed. The
chairperson of the project board, represent[s] the customer and [is] owner of the business case."
15
To us, this sounds very much like a project director, who provides the leadership on the project, while
the project manager provides the managership. By comparison, the Guide does not recognize either
"executive" or "project director" but uses the term "sponsor". The sponsor is one of the project's
stakeholders and is defined as "The individual or group within or external to the performing organization
that provides the financial resources, in cash or in kind for the project."
16
So, one can conclude that
under the Guide, it is the project manager who is firmly in charge.
Authority Documentation
PRINCE2 tends to be heavy on documentation. A project has a set of progressive governing documents
in its series of processes, a sequence that we had a little difficulty in following. The very first document
is the "Project Mandate".
17
As PRINCE2 states, this document may come from anywhere, but should at
least come from some level of management that can authorize the cost and resource usage
18
commensurate with the size and type of project. It must contain sufficient information to trigger the first
"Starting up a Project" (SU) process and in that process is converted into a "project brief". The Guide
recognizes neither business case nor project brief.
The SU process is intended to be of short duration and is designed to ensure that all the necessary
players, and pieces, are in place prior to the real start of the project. It assumes that a provisional
"Business Case" exists, although if it does not, it is created during the SU process. The business case
justifies the undertaking of the project in terms of reasons, benefits, cost, time and risk and the source of
this information is the project mandate or the project brief, the project plan and information from the
customer.
19
The business case is a dynamic document that is updated throughout the project to reflect
changing conditions, although it is "baselined" during the subsequent "Initiating a project" process.
The output of the SU process is an "Initiation Stage Plan" that ensures the required people are identified,
and that the information they will need is contained in a project brief. The project brief is a relatively
simple document providing background, project definition (i.e. what the project needs to achieve), the
outline business case, the customer's quality expectations, acceptance criteria and any known risks.
This documentation feeds into the "Initiating a project" (IP) process, the output of which is a "Project
Initiation Document" (PID).
20
Unlike the business case, which is updated, the PID is a substantial and
stable document, except for the background attachments such as the business case. The PID is intended
to define all of the questions what, why, who, when, and the how of the project. It is the base document
against which the project board will assess progress, the change management issues, and the ongoing
viability of the project.
21
Concurrently with the preparation of the PID, the first project stage is planned
leading to the authorization by the project board of the project's first stage.
The Guide's equivalent of the PID is the "Project Charter" which is an output from the Initiation process
under the knowledge area of Project Scope Management. The Guide defines project charter as "A
document issued by senior management that formally authorizes the existence of a project. And it
provides the project manager with the authority to apply organizational resources to project activities."
22
Special Project Management Roles
PRINCE2 does not define management jobs, instead preferring to define roles, that may be allocated,
shared, divided or combined according to the project's needs.
23
In addition to the usual roles of project
board, project manager, team manager and so on, and executive as described earlier, PRINCE2
introduces a number of other distinctive roles to facilitate its methodology. For example:
Project Support Office (PSO) is conceived as a central pool of skilled resources, such as clerical,
configuration librarians and even PRINCE2 consultants serving a number of projects.
24
The manual
states that a PSO is not essential, but it can be useful to support managers with their administrative tasks
and ensure proper use of PRINCE2 across all projects. To the above list we would add other expertise
such as planning and scheduling, estimating, forecasting and project accounting. In fact a number of
other special responsibilities are suggested in the role description.
Executive, as noted earlier, is the person who chairs the project board. Supported by the senior user and
the senior supplier, executive is the single individual with ultimate responsibility for the project. He or
she ensures that a project or programme meets its objectives and delivers the projected benefits.
25
Senior User, a member of the project board, is responsible for the specification of the needs of all those
who will use the product(s), for user liaison with the project team and for monitoring that the solution
will meet those needs within the constraints of the Business Case in terms of quality, functionality and
ease of use.
26
Senior Supplier, also a member of the project board, represents the interests of those designing,
developing, facilitating, procuring, implementing and possibly operating and maintaining the project
products.
27
The senior supplier is accountable for the quality of products delivered by the supplier(s)
and must have the authority to commit or acquire supplier resources required.
Note that both these roles may each be represented by more than on person, and that they liaise directly
with the team members who are responsible for producing the project's products. Therefore, great care
must obviously be taken to ensure that the project manager's authority on the project is not circumvented
and that his or her ability to manage the project is not thereby undermined.
Project Assurance covers all interests of a project, including business, user and supplier.
28
PRINCE2
requires that this service is independent of the project manager and therefore cannot be delegated there.
Project assurance is a responsibility shared between the executive, senior user and senior supplier.
Configuration Librarian is a role responsible as custodian and guardian of all master copies of the
project's products. It also maintains the project's issue log.
29
Although this refers primarily to
management documents and product documentation, rather than physical objects, nonetheless it is not a
trivial task on most projects. It includes controlling the receipt, identification, storage and retrieval of all
such documents, providing information on the status of all projects, as well as numbering, recording,
distributing and maintaining the project's issues records. The role is part of project support.
PRINCE2 does not discuss the ever-popular-in-North-America subject of people management, as does
the Guide in its chapter "Project Human Resources Management".
30
However, PRINCE2 does describes
in detail the responsibilities of ten project management team roles that are included in its
methodology.
31
Document Description Outlines
PRINCE2 includes descriptions of thirty-three standard management "products" that are invoked
through the PRINCE2 methodology.
32
Many of these documents are standard fare, such as various plans
and reports, for which it is most useful to have detailed listings of required contents. However, in
addition to those mentioned earlier, certain unique documents are worthy of special mention in the
context of managing projects successfully. For example:
Acceptance Criteria, defines in measurable terms what must be done for the final product to be
acceptable to the customer and staff who will be affected.
33
This is either provided by program
management, or is developed during the starting-up-a-project process. It seems to us that this is essential
information often overlooked in many projects.
Configuration Item Record: Configuration management is defined as the discipline that gives
management precise control over its assets (including the products of a project), covering planning,
identification, control, [etc].
34
The configuration item record provides the required information about
the status of each and every item and makes reference to the product breakdown structure, stage and
team plans, relevant work packages, the quality log and change control.
35
The Issue Log is the repository of a summary of all issues raised on the project that need to be brought to
the attention of the project and that require an answer. Issues may range from a question or statement of
concern, to an off-specification (e.g. a deficiency) to a request for scope change. Such issues may be
raised by anyone associated by the project at any time.
36
In PRINCE2 the issue log is an essential part of
controlling project stages by capturing all queries, problems and similar events in a consistent way
before their proper disposition has been determined. Each item can then be followed up until the
required action has been taken and the item cleared
Similar to the issue log, the Risk Log provides a repository for the identification of all project risks, their
analysis, countermeasures and status.
37
PRINCE2 recognizes risk as a major component to be
considered during the management of a project and is factored into all of the major processes. Project
management must control and contain risks if it is to stand a chance of being successful.
38
The Lessons Learned Log is a repository of any lessons learned, both good and bad, that cover
management experiences or use of specialist products and tools, and so on that can be usefully applied to
other projects. Captured during the project, these items provide the basis for writing up a formal lessons
learned report at the end of the project.
39
We recognize this as an essential feature of the "Learning
Organization".
With the exception of lessons learned, these documents are not discussed in the Guide.
Planning and Scheduling
Product-based planning is a key feature of PRINCE2, providing a focus on the products to be delivered
and their quality. It forms an integral part of the Planning (PL) process and leads into the use of other
generic techniques such as network planning and Gantt charts.
40
It provides a product-based framework
that can be applied to any project, at any level, to give a logical sequence to the project's work. A
"product" may be a tangible one, such as a machine, a document or a piece of software, or it may be
intangible, such as a culture change or a different organizational structure.
41
PRINCE2 describes three steps to the PL technique: (1) Producing a Product Breakdown Structure
(PBS); (2) Writing Product Descriptions; and (3) Producing a Product Flow Diagram. Each step is
described in detail and excellent examples are provided as illustration. In step 2, writing a clear,
complete and unambiguous description of products is a tremendous aid to their successful creation. The
corollary is, of course, that if it is not possible to write the description, then more work, or another
iteration, is necessary to ferret out the necessary information. In step 3, the products are re-ordered into
their logical sequence to form a product flow diagram.
The original PBS can become very detailed because the links between the products in the product flow
diagram represent the activities required to create them, and every product must be included to capture
every activity. The converse is that no activity is necessary unless it contributes to the final outcome. A
correctly formed product flow diagram, therefore, not only identifies the activities involved but also
leads to a network dependency-based schedule or Gantt chart.
42
PRINCE2 provides a good explanation
of the technique and specifies the associated documentation to go with it.
In the Guide, planning generally is seen as part of key general management skills,
43
is one of the five
process groups applied to each phase
44
and is therefore recognized as an ongoing effort throughout the
life of the project. Planning is discussed in the chapter Project Integration Management, and the essence
of which is to create a consistent, coherent document that can be used to guide both project execution
45
and a baseline against which changes will be controlled.
46
However, planning also appears in each
knowledge area and must be integrated across all of them.
47
Because of this fragmentation, an attempt
is made for ease of reference to map the Guide's various content to the planning process.
48
Control
In PRINCE2, control of the technical work is exercised through the authorization of work packages.
According to the manual, control is all about decision making and is central to project management. Its
purpose is to: Produce the required products, meeting the defined quality criteria; Carry out the work
according to schedule, resource and cost plans; and Maintain viability against the business case.
49
We
have some concern over this last item because the business case is a "dynamic" document, updated from
time to time. There could, therefore be a tendency to match the business case to the current reality rather
than controlling the current reality to the business case justification.
The work package control is used to allocate work to individuals or teams. It includes controls on
quality, time and cost and identifies reporting and hand-over requirements. The individuals or teams
report back to the project manager via checkpoint reports or other identified means such as triggers, and
by updating the quality log.
50
In the context of control, PRINCE2 establishes a good distinction between "tolerance", "contingency"
and "change control". Tolerance is the permissible deviation from plan allowed to the project manager
without having to bring the deviation to the attention of the project board.
51
Contingency, in PRINCE2
terms, is a plan including the time and money set aside to carry out the plan, which will only be invoked
if a linked risk actually occurs.
52
Change control is a procedure designed to ensure that the processing of
all project issues is controlled, including submission, analysis and decision making.
53
The process is
described in detail starting with project issue management.
54
In the Guide, like planning, Change Control is discussed as part of Project Integration Management
55
,
and, also like planning, is to be found referenced in many of the other Guide chapters.
56
Summary
PRINCE2 and the Guide take very different approaches to the presentation of their material. Indeed,
they really serve different purposes and are therefore not directly comparable. We believe that the Guide
takes the best approach for purposes of teaching the subject content of each knowledge area, but is not
so affective when it comes to providing guidance for running a particular project. Of course the
corollary is also true. In a life-cycle-based presentation like PRINCE2, it is difficult to do justice to each
knowledge area.
For example, as we discussed under planning and scheduling, PRINCE2's approach is a single unified
methodology starting from developing the initial product breakdown structure through to identifying the
corresponding network schedule. In our view, this straight forward and well-explained proposition
should clearly lay to rest the controversies that we have seen in North America. That is, over whether a
work breakdown structure should be product or activity based, which comes first, and how they are
related.
While PRINCE2 is designed for a variety of customer/supplier situations, the manual has been written
on the assumption that the project will be run for a customer with a single (prime) supplier involved
throughout. This has a bearing on both the organization and the details of control.
57
The implication is
that PRINCE2 is in the hands of the supplier rather than the sponsoring organization. The manual as
such does not cover the situation of multiple prime contracts (i.e. trade contracts) directly under the
control of an owner as is the case, for example, with a developer using construction management
techniques. In such cases, the issues of work coordination responsibility is much more complex.
In describing a project, the Guide explains that "Projects are often implemented as a means of achieving
an organization's strategic plan" and "Projects are undertaken at all levels of the organization."
58
The
Guide is generally written from this perspective throughout, that is to say, from the project owner's
perspective rather than from that of a supplier or seller. Consequently, the Guide covers more ground
than does PRINCE2.
Nevertheless, within its self-prescribed limitations, PRINCE2 provides a robust easy-to-follow
methodology for running most projects, that is, where the objectives are clear and the deliverables are
either well described, or capable of being so.
It seems to us that both PRINCE2 and the Guide have chicken-and-egg problems in the area of
documentation for project initiation. Our strong preference is for the generic project example to start
with a "conception" phase. This phase, short or long, is the opportunity to assemble the owning
organization's needs that could be potential projects, and analyze and select the best opportunity for
serious study. This is the time to articulate that best opportunity in terms of big picture, vision and
benefit. It should result in a viable business case as the stage-gate measure.
Following approval of the business case, the project then moves into its second major phase. In this
phase the project's concept is developed by studying and testing alternatives and conducting feasibility
studies. At the same time, the intended products are defined as far as possible through the necessary
customer/user input. With the products defined, an implementation plan can be formulated that covers
the project's scope and quality grade, and time and cost tolerances.
The whole can then be assembled into a formal project brief or project charter and presented to
management for approval of a major commitment of cash and resources. Such a life cycle design
represents a simple straight forward progression with only two major project documents as stage-gate
controls. Considering that it is in the conception and definition phases that the most critical project
decisions are made, it is surprising that more focus is not given to this part of the project life cycle by
both the Guide and PRINCE2. Indeed, as PRINCE2 observes, "A lot of time can be wasted in producing
a very good plan to achieve the wrong objective"
59
and "Finding out that a product doesn't meet
requirements during its acceptance trials is expensively late."
60
While on the subject of project life cycle, there is room for improvement in both documents for dealing
with the final phase of a project in which the product(s) are transferred into the care, custody and control
of the customer or user. The product resulting from the project may be excellent and fully up to
specification, but if the final transfer is not handled with appropriate delicacy, the reaction to it may still
be negative and the project seen as a failure. We use the term "delicacy" advisedly, because this part of
the project is often fraught with political overtones. After all, who wants to change the way they do
things anyway?
Clearly, both the front and back ends of the project are fruitful territories for academic research and
improved best practices: the front end for better project identification and selection, and the back end for
better communication and training in the use of the project's product. If these aspects were properly
recognized and documented in standard methodologies, perhaps sponsors would be more willing to set
aside the necessary funding to ensure higher chances of project success.
Footnotes

1
PRINCE2 p1
2
PRINCE2 p19
3
Guide p8
4
PRINCE2 p234
5
PRINCE2 p235
6
Guide p205
7
PRINCE2 p234
8
PRINCE2 p8
9
Guide p12
10
Guide p147
11
PRINCE2 p21
12
Guide p205
13
The Software Acquisition Capability Maturity
Model Glossary, Carnegie Mellon Software
Engineering Institute, Pittsburgh, PA, 1999
14
PRINCE2 p315
15
PRINCE2 p311
16
Guide p16
17
PRINCE2 p26
18
PRINCE2 p352
19
PRINCE2 p321
20
PRINCE2 p46
21
PRINCE2 p348
22
Guide p204
23
PRINCE2 p197
24
PRINCE2 p378
25
PRINCE2 p367

26
PRINCE2 p369
27
PRINCE2 p371
28
PRINCE2 p375
29
PRINCE2 p377
30
Guide p107
31
PRINCE2 p365
32
PRINCE2 p319
33
PRINCE2 p319
34
PRINCE2 p310
35
PRINCE2 p324
36
PRINCE2 p334
37
PRINCE2 p359
38
PRINCE2 p239
39
PRINCE2 p335
40
PRINCE2 p277
41
PRINCE2 p279
42
PRINCE2 p173
43
Guide p21
44
Guide p30
45
Guide p42
46
Guide p48
47
Guide p32
48
Guide p38
49
PRINCE2 p217
50
PRINCE2 p219
51
PRINCE2 p222

52
PRINCE2 p224
53
PRINCE2 p310
54
PRINCE2 p271
55
Guide p41
56
Guide p38
57
PRINCE2 p219
58
Guide p4
59
PRINCE2 p169
60
PRINCE2 p259
Note: PRINCE is a registered trademark owned by
OGC (Office of Government Commerce). PRINCE2
is an unregistered trademark owned by OGC (Office
of Government Commerce).
How PRINCE2
How PRINCE2
Can
Can
Complement PMBOK
Complement PMBOK
and Your PMP
and Your PMP
JAY M. SIEGELAUB
JAY M. SIEGELAUB
PMI/ Westchester Chapter PMI/ Westchester Chapter
January 8, 2004 January 8, 2004
! Registered trademark
! UK Government recognized
best practice project
management methodology
! Open method - no license
fee
(only cost is books and training)
! Business Case driven
PROJECTS
IN
CONTROLLED
ENVIRONMENTS
What is PRINCE2
What is PRINCE2
?
?
PRINCE2
PRINCE2
Overview
Overview
CHANGE
CONTROL
ORGANIZATION
PLANS
CONTROLS
BUSINESS
CASE
MANAGEMENT
OF RISK
QUALITY IN A
PROJECT
ENVIRONMENT
CONFIGURATION
MANAGEMENT
Directing a Project
Starting
up a
Project
Initiating
a Project
Closing
a Project
Managing
Stage
Boundaries
Controlling
a Stage
Managing
Product
Delivery
Planning
PRINCE2
PRINCE2
: Components
: Components
Organization
Plans
Controls
Business Case
Risk
Quality
Configuration
Management
Change Control
Comparable to PMBOK Knowledge Areas
Corporate or Program Management
Initiating a
Project
Controlling
a Stage
Managing
Stage
Boundaries
Closing a
Project
Planning
Managing
Product
Delivery
Starting
up a
Project
Directing a Project
Comparable to PMBOK Processes
The PRINCE2
The PRINCE2
: Process Model
: Process Model
PRINCE2
PRINCE2
: Key Techniques
: Key Techniques
Product-Based Planning (identify what
youre producing before defining activities;
includes Product Descriptions)
Quality Review(quality control technique
for documentation)
Change Control (how to do it)
Configuration Management (managing
the projects assets)
PMBOK and PRINCE2
PMBOK and PRINCE2
A Basic Contrast
A Basic Contrast
UK Standard US/International Standard
Clear project ownership and
direction by senior management
Sponsor and stakeholders
Business case driven Customer requirements driven
PRINCE2
PMBOK
Highly prescriptive, especially on
Process Structure, but adaptable
to any size project
Largely descriptive,
prescriptive on a high level
All processes should be
considered; also need to be
scaled
Core and facilitating
processes; need to be scaled
to needs of project
Focuses on key risk areas only;
does not claim to be complete
Comprehensive
PMBOK & PRINCE2
PMBOK & PRINCE2
Components
Components
How they match up...
Not covered Procurement
Organization (limited) HR
Controls Communications
Risk Risk
Quality, Configuration Management Quality
Plans, Business Case Scope, Time, Cost
Combined Processes and
Components, Change Control
Integration
PRINCE2
Components
PMBOK
Knowledge Areas
PMBOK & PRINCE2
PMBOK & PRINCE2
Processes
Processes
Managing Stage
Boundaries
Controlling a Stage;
Managing Product
Delivery; Directing
Managing Stage
Boundaries; Planning
Managing Stage
Boundaries; Directing
P2: Stage Level
(phase-by-phase)
Closing A Project Closing
[managed on a stage-
by-stage basis]
Executing/
Controlling
Initiating, Planning Planning
Starting Up; Directing Initiating
P2: Project Level PMBOK
PRINCE2
PRINCE2
Strengths
Strengths
Organization (Project Boards; defined roles
and responsibilities; ownership & accountability)
Business casebased; ongoing assessment
of project viability by project owners (Board)
Product-Based Planning (strictly deliverable-
oriented); Product Flow; Product Descriptions
Integrated process structure:
clear statement of how to manage the project
(How do I get started? What do I do first?)
PRINCE2
PRINCE2
Strengths
Strengths
(continued) (continued)
Clear quality management points (esp. Quality
Control), and Quality Assurance roles and
responsibilities
Defined and orderly handling of Work Packages
(Managing Product Delivery)
Fits into ISO 9000 Quality Management System
Consistent with CMM Level 5
Organization
Organization
Senior
Management
Project Board
Project
Manager
Team
Leader(s)
Team(s)/
Supplier(s)
Project
Support
Project
Assurance
User
Committee
senior; accountable; with the
authority to control resources
quality assurance role; acts
for Project Board
Project Board represents interests of Business, User & Supplier; decision-makers
not involved in day-to-day management (no micro-management)
Senior Management oversight, accountability & resources
day-to-day management of
project; reports to Project
Board
Business Case
Business Case
-
-
Based
Based
Initiating a
Project
Stage 1
Closing a
Project
Starting
up a
Project
Directing a Project
Stage 2 Stage n

Driving force behind the project and decisions
Directing a Project = accountable management re-
assesses viability (ie, the Business Case), and regularly
authorizes continuity
Products are all the deliverables
The object of the project is to produce deliverables
therefore lets look at the products first
Products identified before Activities defined
Establishes the project scope
Related to WBS
Supports: Planning, Change Control, Scope
Management,
Quality Management, and Earned Value Management
Product Based Planning
Product Based Planning
(recommended by PRINCE2
)
Title
Purpose
Composition
Derivation
Format & Presentation
Allocated Resource
Quality Criteria
Type of Quality Check Required & Quality Checkers
Clear basis for creating and checking deliverables
Product Description Elements
Product Description Elements
(part of Product Based Planning; recommended by PRINCE2
)
Work Packages
Work Packages
! Orderly hand-off of Work Packages from
Project Manager to teams and/or
contractors, and back to Project Manager
! Well-defined content
(built around Product Description)
! Clear responsibilities, including risk
management, communication,
reporting, and quality control
! One type of Quality Control
! Used for documentation, websites, and
other text-oriented deliverables
! Rarely identified as a
quality control tool
! Consensus on completion
and scope verification
! Clear guidance on how-to
Change Control
Change Control
! Component (why its being done) and
Technique (how to do it)
! Structured process, incl. impact analysis
! Highlights decision-making authorities
! Ties directly to Business Case
! Overlay to Integrated Change Control
and Scope Control
! Explains why its needed, what its for, how
to do it
! Includes suggested
configuration records
! Shows link between
Change Control (assessing and authorizing
a change) and Configuration Management
(managing the change)
! Assigns a Configuration Librarian
Capability Maturity Model
Capability Maturity Model
1- Initial: Ad hoc
2- Repeatable: disciplined process; stability; core
project management methodology
3- Defined: standard, consistent process; integrated
Project Management Methodology and System
Development Methodology; training program
4- Managed: Quality Management
5- Optimizing: Lessons learned;
collecting metrics;
prevent defects;
process change management
PMBOK and PRINCE2
PMBOK and PRINCE2
How to get the best out of both

How to get the best out of both
together !
together !
After you know your PMBOK (and have your PMP)
use PRINCE2
to get you started, to structure

your methodology
Use key components & techniques
fromPRINCE2
: Organization (Project Board),

Product-Based Planning, Product Descriptions,
Quality Review, Configuration Management, Change
Control, Work Packages
Use PMBOK for depth, techniques,
plus HR and Procurement as needed
UK Government Website:
(they own PRINCE2
: general
information, books and materials)
http://www.ogc.gov.uk/prince/
The APM Group
(they manage PRINCE2
: sell manuals, control

accreditation of trainers and practitioners, etc)
http://www.apmgroup.co.uk/
If you work in the UK, youll need to know PRINCE2
!
For further information on
For further information on
PRINCE2
PRINCE2
Any
questions?
Jay M. Siegelaub PMP, MBA
Impact Strategies LLC
jay.siegelaub@impstrat.com
(914) 548-0320

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2009 International Institute for Learning, Inc.

to Best Practices (APMC )

, which stands for PRoject IN Controlled

Foundation and Practitioner

Foundation and Practitioner

is a process-based approach for project

Round Survey GroupSurveyed Type Purpose

ExistingPRINCE2Framework/ManualFeature Concept Ranking

Issues Concept Ranking

OtherFrameworkIssues Concept Ranking

OtherFrameworkFeatures Concept Ranking

OtherProjectGovernanceIssues Concept Ranking

OtherOrganizationalPMCompetencyFeatures Concept Ranking

OtherTailoringIssues Concept Ranking

How to get the best out of both

to get you started, to structure

: Organization (Project Board),

: sell manuals, control

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