A COMPARISON OF PRINCE2 AGAINST PMBOK

Introduction
This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE method! It can "e
#sed in an$ disc#ssion of the level of compati"ilit$ "etween two approaches% or can "e #sed to identif$ where additional material is re&#ired to
"e added or changed to training in one or the other in order to cover "oth approaches!
The PMBOK is divided into ' sections( the Pro)ect Management framework% the Pro)ect Management knowledge areas% *ppendices and a
glossar$ and inde+! The first two sections are s#",divided into chapters! -ection III has . appendices and section I/ is "roken into glossar$ and
inde+!
-ection I The Pro)ect Management 0ramework
Chapter 1 Introd#ction
Chapter The Pro)ect Management Conte+t
Chapter 2 Pro)ect Management Processes
-ection II The Pro)ect Management Knowledge *reas
Chapter ' Pro)ect Integration Management
Chapter 3 Pro)ect -cope Management
Chapter 4 Pro)ect Time Management
Chapter . Pro)ect Cost Management
Chapter 5 Pro)ect 6#alit$ Management
Chapter 7 Pro)ect 8#man Reso#rce Management
Chapter 19 Pro)ect Comm#nications Management
Chapter 11 Pro)ect Risk Management
Chapter 1 Pro)ect Proc#rement Management
-ection III *ppendices
*ppendi+ * The Pro)ect Management Instit#te -tandards,-etting Process
*ppendi+ B Evol#tion of PMI:s ;* g#ide to the Pro)ect Management Bod$ of Knowledge
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A COMPARISON OF PRINCE2 AGAINST PMBOK
*ppendi+ C Contri"#tors and Reviewers of PMBOK
*ppendi+ = Notes
*ppendi+ E *pplication *rea E+tensions
*ppendi+ 0 *dditional -o#rces of Information on Pro)ect Management
*ppendi+ > -#mmar$ of Pro)ect Management Knowledge *reas!
Each of these will "e s#mmarised and assessed against PRINCE!
Summary
Overall Compatibility.
There is a high level of compati"ilit$ "etween the two standards as one wo#ld e+pect! It is o#r view that the adoption of PRINCE wo#ld
enhance the implementation of the PMBOK standards "$ providing greater depth and str#ct#re to the esta"lishment of pro)ect
environments% and "$ providing a more rigoro#s approach to the setting #p% r#nning and closing down of individ#al pro)ects! *lso the
adoption of the PMBOK to a PRINCE "ased organisation will help to identif$ the additional areas which need to "e addressed in order
to give pro)ects the "est chance of s#ccess% s#ch as the soft skills needed! Below are some specific points regarding PRINCE and
PMBOK!
PRINCE2 spei!i stre"#t$s.
There is no e&#ivalent PMBOK pre,pro)ect process to PRINCE:s ;-tarting #p a Pro)ect: ?-@A% so there is no disc#ssion of what or who sho#ld
"e in place at the "eginning of a pro)ect% nor of how to go a"o#t getting it if it is lacking!
PRINCE offers a complete change control approach% whereas PMBOK )#st talks of the need for it!
PMBOK sa$s little a"o#t config#ration management% and certainl$ offers no link "etween it% the Config#ration Bi"rarian role and change
control!
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A COMPARISON OF PRINCE2 AGAINST PMBOK
The PMBOK onl$ talks a"o#t a Pro)ect Plan% whereas PRINCE offers -tage and Team Plans and disc#sses the advantages of "reaking the
Pro)ect Plan down% e!g! for easier planning and "etter control!
PRINCE offers standard roles for its pro)ect management team!
The PMBOK onl$ covers the creation of a CB-% and does not compare to the PRINCE Prod#ct,"ased Planning techni&#e in terms of the
latter:s Prod#ct =escriptions and Prod#ct 0low =iagram! Nor is there an$ real detail in the PMBOK Planning process to take a plan thro#gh to a
network plan and a >antt or "ar chart!
The Prod#ct =escription is far more positive a"o#t what information sho#ld "e provided to the prod#cer of a prod#ct! The PMBOK offers onl$
vag#e advice!
PMBOK spei!i stre"#t$s.
The PMBOK covers proc#rement!
The PMBOK covers the act#al proc#rement% pre,assignment or negotiation for team mem"ers for a pro)ect in some detail!
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The PMBOK identifies needs to "e covered in h#man reso#rce management% and soft skills in general!
Section I The Project Management Framework
Summary PRINCE2 Comments
Ch1 Introduction No clash with PRINCE PMBOK goes into more detail
a"o#t its overlap with other
management areas% whereas
PRINCE simpl$ sa$s ;we don:t
tr$ to re,invent the wheel:
P#rpose of the >#ide This sa$s that the p#rpose is to
identif$ and descri"e that subset
of the PMBOK that is generall$
accepted% i!e! has widespread
consens#s a"o#t their val#e and
#sef#lness! There is no indication
of what else is in PMBOK o#tside
the s#"set! It also aims to provide
a common le+icon of pro)ect
management terms!
No contention with PRINCE!
Chat is a pro)ectD * general and familiar description
of a pro)ect:s characteristics
No contention with PRINCE!
Chat is Pro)ect ManagementD *fter a general description there is No contention with PRINCE!
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Summary PRINCE2 Comments
a reference to the 1 chapters of
the g#ide in sections I and II!
The 1 chapters are disc#ssed in
greater detail later in the
comparison
Relationship to other Management
=isciplines
This to#ches ver$ "riefl$ on areas
where there is overlap "etween
PMBOK and >eneral
Management ?e!g! planning%
staffing law% logisticsA and
*pplication *rea Knowledge ?e!g!
software development%
government contracting%
marketingA
PRINCE specificall$ avoids
most of these overlaps!
Related Endeavo#rs This is mainl$ a disc#ssion of the
relationship of pro)ects to
programs and s#",pro)ects
No contention with PRINCE!
PMBOK s#",pro)ects relate to
Cork Packages and the t$pical
division of work "etween the
Pro)ect Manager and a team!
Ch 2 The Project Management
Context
Pro)ect Phases and the Pro)ect
Bife C$cle
=isc#ssion of phases linked to
decision points to review ke$
delivera"les and pro)ect
performance to date! -everal
e+amples are given of
Representative Pro)ect Bife
C$cles!
PRINCE #ses the word ;stage:
rather than ;phase: "#t same
concept! PMBOK makes the same
distinction "etween pro)ect and
prod#ct life c$cles as PRINCE!
The e+amples of life c$cles are
what PRINCE wo#ld call
;technical stages:% "#t these ma$
well match PRINCE
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Summary PRINCE2 Comments
management stages in the
e+amples given!
Pro)ect -takeholders This defines the term
;stakeholder: and gives e+amples
of who the$ might "e! It makes
the point that stakeholders ma$
have different o")ectives
No ma)or difference to PRINCE%
altho#gh PMBOK incl#des the
Pro)ect Manager and team
mem"ers as stakeholders% whereas
the interpretation in PRINCE
sta$s at a higher level and gives
e+amples of stakeholders o#tside
the pro)ect management team!
OrganiEational Infl#ences This disc#sses the possi"le impact
of the overall organisation within
which the pro)ect operates!
-everal organisational str#ct#res
are descri"ed!
PRINCE has the same approach
"#t doesn:t go into it in the detail
of e+amples that PMBOK does
PMBOK "riefl$ disc#sses two
organisational c#lt#res and how a
pro)ect might "enefit from or
clash with its organisation:s
c#lt#re!
Ke$ >eneral Management -kills This descri"es ke$ general skills
that a Pro)ect Manager needs%
incl#ding Beading%
Comm#nicating% Negotiating%
Pro"lem -olving and Infl#encing
the Organisation
PRINCE does not attempt to
cover these skills!
The PMBOK simpl$ descri"es in
"rief terms what each of the skills
is% witho#t offering an$ approach
to them or relating them to the
PMBOK aspects where the$ will
"e #sef#l!
-ocial,Economic,Environmental
Infl#ences
This simpl$ sa$s that a Pro)ect
Manager m#st "e aware of c#rrent
conditions and trends in -tandards
F Reg#lations%
InternationaliEation% C#lt#ral
Infl#ences and -ocio,Economic,
Environmental -#staina"ilit$
PRINCE does not cover these
topics
PMBOK sa$s nothing a"o#t when
or how to handle the infl#ences%
)#st gives e+amples of what the$
might "e
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Summary PRINCE2 Comments
Ch3 Project Management
Processes
This talks of the interactive
impact of changes and tradeoffs
Pro)ect Processes This is a "rief mention that a
pro)ect is composed of processes%
to "e e+panded in chapters ' G 1!
No contention with PRINCE!
The PMBOK terms of ;pro)ect
management processes: and
;prod#ct,oriented processes: relate
to PRINCE:s concept of
management and technical stages!
Process >ro#ps PMBOK talks of 3 gro#ps of one
or more processes each( initiating%
planning% e+ec#ting% controlling
and closing!
These relate to the PRINCE
processes pl#s some of the
Components% s#ch as Plans and
Controls% and the linkages
"etween them!
The PRINCE processes are more
clearl$ separated for
#nderstanding and the 5 processes
provide more detail than the 3
PMBOK gro#ps
Process Interactions This takes the 3 process gro#ps
and descri"es them in terms of
their inp#ts% o#tp#ts tools and
techni&#es!
PMBOK also has a process for
Team =evelopment!
The Controlling process gro#p
covers change control%
performance reporting% &#alit$
control% risk monitoring and
control! *n #n#s#al process in this
gro#p is -cope /erification%
descri"ed as ;formaliEing
acceptance of the pro)ect scope!:
The Closing process gro#p covers
PRINCE provides the inp#ts and
o#tp#ts and also shows where
Components and Techni&#es are
#sed in the processes! The two
Planning processes are ver$
similar% and there are similar links
"etween Planning and the
Management of Risk!
The PMBOK E+ec#ting processes
contain several elements that refer
to proc#rement% s#ch as
solicitation% so#rce selection and
contract administration
PRINCE does not cover Team
=evelopment
PMBOK talks of initiating a
pro)ect or a phase! This e&#ates to
PRINCE:s initiation
stageHprocess and Managing -tage
Bo#ndaries!
Chilst proc#rement ma$ "e part
of man$ pro)ects% not all pro)ects
will want a method so specificall$
linked to proc#rement!
;-cope /erification: in PRINCE
wo#ld "e part of the initiation
process% which correctl$ places it
at the o#tset of a pro)ect% less
conf#sing than the PMBOK:s
placement of it!
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Summary PRINCE2 Comments
Contract Closeo#t and
*dministrative Clos#re!
The Controlling process gro#p:s
work is covered "$ the C- and
MP processes!
The Closing process is ver$
similar to the CP process!
C#stomiEing Process Interactions * simple e+planation that the
standard processes sho#ld "e
tailored for a pro)ect:s needs!
No contention with PRINCE!
Mapping of Pro)ect Management
Processes
* matri+ is given% mapping the 27
pro)ect management processes of
the 3 process gro#ps to the 7
pro)ect management knowledge
areas
This is similar to mapping
PRINCE processes to the
components and techni&#es
No ma)or difference% altho#gh
here again we see -olicitation%
-o#rce -election and Contract
*dministration coming in!
Section II The Project Management Knowledge Areas
Summary PRINCE2 Comments
Ch 4 Project Integration
Management
This covers the processes re&#ired
to ens#re coordination of the
vario#s pro)ect elements%
specificall$ plan development and
e+ec#tion pl#s change control
Pro)ect Plan =evelopment There is a general disc#ssion on
creating a Pro)ect Plan and #sing
Earned /al#e Management%
altho#gh no detail is given here
a"o#t it!
This is ver$ similar to the
Planning process% altho#gh
PMBOK mentions a CB-% rather
than Prod#ct Breakdown
-tr#ct#re!
PMBOK talks of man$ s#"sidiar$
management plans% s#ch as scope
management plan% &#alit$
management plan%
comm#nications management
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Summary PRINCE2 Comments
There is no mention in PMBOK at
this time of -tage or Team Plans%
nor an$ detail of how to create the
plan% )#st what it sho#ld contain
plan% risk response plan! Man$ of
these are covered in other sections
of the PI=
Pro)ect Plan E+ec#tion This takes the approach that a
pro)ect is managed against the
Pro)ect Plan on a da$,to,da$
"asis! Cork a#thorisation and
stat#s review meetings are
mentioned!
There is onl$ a "rief mention of
change re&#ests and gathering
information on work res#lts
PRINCE goes down to -tage and
Team Plan level for da$,to,da$
e+ec#tion! Cork Packages match
work a#thorisation% "#t far more
detail is given of the content of
the CP and the interface with
Team Managers! PRINCE has
Checkpoint meetings "#t
specificall$ s#ggests that the
Pro)ect Board manage "$
e+ception and receive 8ighlight
Reports instead of holding review
meetings% e+cept for end stage
assessments!
The PRINCE C-H2H' processes
give far more detail a"o#t
gathering progress information%
capt#ring and e+amining change
re&#ests!
PMBOK is vag#e here% sta$s at a
high level of plan for da$,to,da$
control% and still has reg#lar
progress meetings witho#t
separating Pro)ect Board from
these!
Integrated Change Control This provides an overview to
change control and config#ration
management! No detail% no
method of how to do it is offered!
PRINCE offers a detailed change
control approach and far more
detail on config#ration
management
Ch Project Sco!e This covers the scoping of a PRINCE covers scoping in "oth The PMBOK states that this
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Summary PRINCE2 Comments
Management pro)ect or phase and controlling
an$ changes to that scope!
the PI= and Cork Package chapter will cover the tools and
techni&#es re&#ired% "#t the onl$
one covered in an$ detail is the
CB-% and there is no effort to
contin#e from that planning point
into the other techni&#es needed
to act#all$ prod#ce a plan
Initiation Initiation is taken as the initiation
of a pro)ect or the a#thorisation to
contin#e into the ne+t phase! It
mentions tools and techni&#es%
s#ch as pro)ect selection methods%
"enefit meas#rement methods
mathematical methods and e+pert
)#dgement G no specific method is
offered% )#st a list of possi"le
so#rces!
The o#tp#t is a Pro)ect Charter!
PRINCE tackles this in three
areas% pro)ect initiation% Managing
-tage Bo#ndaries and =irecting a
Pro)ect! Pro)ect selection methods
e&#ate to the PRINCE Pro)ect
*pproach% "enefit meas#rement
wo#ld "e fo#nd in the PRINCE
B#siness Case and the list of those
offering e+pert )#dgement wo#ld
"e availa"le to an$ pm method!
The PI= e&#ates to the Pro)ect
Charter% "#t is wider in scope% e!g!
identif$ing the whole pro)ect
management team% not )#st the
Pro)ect Manager% incl#ding the
Pro)ect Plan% B#siness Case% risk
eval#ation and controls!
PMBOK talks of a Prod#ct
=escription as inp#t to initiation%
"#t this is not the same as a
PRINCE Prod#ct =escription! It
covers the prod#ct characteristics%
the relationship "etween the
prod#ct and the "#siness need%
and the ;form and s#"stance: of
the prod#ct description ma$ var$!
-cope planning This covers the ;progressive
ela"oration: of pro)ect scope! The
inp#ts are the Prod#ct
=escription% the Pro)ect Charter
PRINCE has this as part of the
PI=% "eing Pro"lem =efinition!
The management of scope change
is dealt with in PRINCE "$
It seems odd that this comes after
the Pro)ect Charter% whereas
PRINCE makes it part of the
information needed "efore
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Summary PRINCE2 Comments
and the initial definition of
constraints and ass#mptions! The
o#tp#ts are the -cope -tatement
and -cope Management Plan! The
latter descri"es how scope change
will "e managed and incl#des an
assessment of the e+pected
sta"ilit$ of the pro)ect ?how likel$
to change% how fre&#entl$ and
how m#chA
change control% whose method is
descri"ed as part of the Pro)ect
6#alit$ Plan in the PI=! In
PRINCE an assessment d#ring
initiation of the vol#me of change
e+pected leads to consideration of
a Change *#thorit$ and Change
B#dget!
a#thorising the pro)ect! One of the
tools mentioned "$ the PMBOK is
"enefitHcost anal$sis% altho#gh
there is no specific o#tp#t of a
B#siness Case! PMBOK does not
enlarge #pon the scope
management plan to disc#ss what
to do if the assessment shows a
large vol#me of e+pected changes!
-cope definition This is the s#"division of the
ma)or pro)ect delivera"les into
smaller% more managea"le
components! The o#tp#ts are work
"reakdown str#ct#res! PMBOK
offers three e+ample templates
covering an aircraft s$stem% a
software prod#ct release and a
wastewater treatment plan! The
process stops at ;decide if
ade&#ate cost and d#ration
estimates can "e developed at this
level of detail for each
delivera"le!:
This e&#ates to part of the
PRINCE Prod#ct,"ased Planning
techni&#e% the Prod#ct Breakdown
-tr#ct#re% witho#t the &#alit$
aspect of writing Prod#ct
=escriptions or the transfer of the
prod#cts into a Prod#ct 0low
=iagram! The Planning process
contains m#ch more detail in
taking the Prod#ct Breakdown
-tr#ct#re thro#gh the Prod#ct
0low =iagram% estimating%
sched#ling% risk assessment and
writing a narrative!
Chen descri"ing other t$pes of
CB-% PMBOK refers to a PB-%
meaning a Pro)ect Breakdown
-tr#ct#re% as "eing ;f#ndamentall$
the same as a properl$ done
CB-:!
-cope verification This is descri"ed as ;the process
of o"taining formal acceptance of
the pro)ect scope "$ the
stakeholders:! It refers to the
This is dealt with in more depth
"$ the CP and =P3 processes!
PMBOK onl$ has formal
acceptance as an o#tp#t!
There is no mention in the
PMBOK process of an End
Pro)ect Report or a Post Pro)ect
Review Plan!
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Summary PRINCE2 Comments
acceptance of the work res#lts% i!e!
occ#rs at the end of a pro)ect%
rather than agreement at the end
of initiation on what is to "e done
-cope change control This is a ver$ high level view of
the need for change control%
agreeing and managing scope
change!
PRINCE has "oth a change
control component% a change
control techni&#e% processes ?C-2
and C-'A to capt#re and anal$se
change re&#ests and a series of
processes to o"tain decisions on
changes and manage their
implementation ?C-3% C-5%
E+ception Report% =P'% -B4%
E+ception Plan and =P2 G Pro)ect
Board decision on a revised planA
Both methods incl#de noting
lessons learned from changes and
setting a new "aseline!
Ch " Project Time Management This covers the development of
the pro)ect time sched#le
PB ?drawing a Prod#ct 0low
=iagramA% PB2 ?*ctivities and
=ependenciesA% PB' ?EstimatingA
and PB3 ?-ched#lingA cover this!
*ctivit$ =efinition Identif$ing and doc#menting the
specific activities re&#ired to
prod#ce the delivera"les shown in
the CB-! Part of the activit$ list
sho#ld "e descriptions of each
activit$ to ens#re that the pro)ect
team mem"ers will #nderstand
how the work is to "e done!
Covered "$ the second step of
PB and the first part of process
PB2! The activit$ description
e&#ates to a Prod#ct =escription
witho#t offering a disciplined
str#ct#re for it!
*ctivit$ -e&#encing The identification and Covered "$ the last step of PB
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doc#mentation of interactivit$
logical relationships! This
s#ggests network planning as a
tool!
?drawing a Prod#ct 0low
=iagramA and the second half of
process PB2! PRINCE also
s#ggests network planning
software tools!
*ctivit$ =#ration Estimating Estimating "oth the work periods
re&#ired to complete an activit$
and the elapsed time!
This is covered "$ PB' PMBOK gives an overview of
fo#r methods of estimating% "#t
not eno#gh to "e a"le to #se them!
-ched#le =evelopment The iterative process of
determining start and finish dates
Covered "$ PB3 PMBOK has the risk management
plan as inp#t% "#t does not
consider #pdating risks as a res#lt
of planning
-ched#le Control aA Infl#encing the factors that
create sched#le changes to ens#re
that changes are agreed #pon ?"A
determining that the sched#le has
changed and ?cA managing the
act#al changes when and as the$
occ#r! It incl#des performance
meas#rement% i!e! tracking plan
changes that occ#r for other
reasons than change re&#ests!
Covered in greater detail in the
change control approach%
processes s#ch as C-H2H'H3H. and
5% and prod#cts s#ch as Pro)ect
Iss#es and E+ception Reports and
Plans!
Both methods incl#de #pdating
Bessons Bearned!
Ch # Project Cost Management This incl#des the processes
re&#ired to ens#re that the pro)ect
is completed within the approved
"#dget! The first three steps are
part of the planning process! The
last process covers controlling
PRINCE sees the first three as a
minor part of PB3% -ched#ling!
The final part% Cost Control% is
handled "$ the PRINCE
approach to change control and
the C- processes% as descri"ed
PMBOK goes into more detail
than PRINCE in most of this
area with the e+ception of
handling tolerances% a topic that
PRINCE covers in m#ch more
detail in the Controls component%
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Summary PRINCE2 Comments
changes to the pro)ect "#dget and
is almost a mirror image of 4!3
-ched#le Control% looking at cost
instead of time!
against -ched#le Control! -BH=P2 ?agreement with the
Pro)ect Board on stage tolerancesA
and C-3H. and 5!
Reso#rce Planning This covers determining what
ph$sical reso#rces sho#ld "e #sed!
PRINCE sees this as part of PB3%
-ched#ling
Cost Estimating This covers the estimate of the
costs of the reso#rces needed to
complete pro)ect activities! One
o#tp#t is a cost management plan%
stating how cost variances will "e
managed!
PRINCE covers this ver$ "riefl$%
"#t does not separate this from the
other aspects of -ched#ling!
Cost variances are dealt with as
part of tolerances and their
control% and this area is dealt with
more thoro#ghl$ "$ PRINCE!
Cost B#dgeting This covers the allocation of the
overall cost estimates to
individ#al work packages
*gain this is part of PB3%
-ched#ling!
Cost Control Catching for the impact on cost of
proposed change re&#ests and
other reasons for plan slippage!
The process refers to Earned
/al#e Management as a tool for
meas#ring pro)ect performance!
Covered "$ C-% *ssessing
Progress% C-'% E+amining Pro)ect
Iss#es and the escalation process!
PRINCE does not incl#de E/M
or an$ other tool for performance
management% "#t works happil$
with an$ s#ch tools #sed! Both
methods mention #pdating
Bessons Bearned!
The process mentions that
processes sho#ld "e developed for
the closing or cancelling of
pro)ects! PRINCE provides s#ch
proced#res!
Ch $ Project %ua&ity This incl#des the processes Both methods recognise c#stomer
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Summary PRINCE2 Comments
Management re&#ired to ens#re that the pro)ect
will satisf$ the needs for which it
was #ndertaken! This covers the
&#alit$ polic$% o")ectives%
responsi"ilities% &#alit$ ass#rance%
&#alit$ control and &#alit$
improvement within the &#alit$
s$stem! The chapter is intended to
"e compati"le with I-O 7999%
T6M and Contin#o#s
Improvement
e+pectations% prevention over
inspection and management
responsi"ilit$!
6#alit$ Planning This involves identif$ing what
&#alit$ standards are relevant to
the pro)ect and determining how
to satisf$ them! The main o#tp#t
is a &#alit$ management plan!
This is f#ll$ covered in PB1%
Planning 6#alit$! PRINCE also
offers a process% -@'% where the
c#stomer:s &#alit$ e+pectations
are so#ght and recorded! The
Pro)ect 6#alit$ Plan is the
e&#ivalent of the &#alit$
management plan!
PMBOK does not formalise the
c#stomer:s &#alit$ e+pectations
6#alit$ *ss#rance PMBOK #ses the phrase to cover
;all the planned and s$stematic
activities implemented within the
&#alit$ s$stem to provide
confidence that the pro)ect will
satisf$ the relevant &#alit$
standards!: It covers reviews of
&#alit$ res#lts and a#dits of the
other &#alit$ management
PRINCE separates the
organisation,wide &#alit$
ass#rance role G setting and
monitoring the #se of standards G
from aspects of the Pro)ect
*ss#rance role% the planning of
reso#rces for &#alit$ work and
monitoring the res#lts for a single
pro)ect! PRINCE offers a &#alit$
PRINCE accepts that there ma$
"e a#dits from an organisation,
wide &#alit$ ass#rance gro#p%
independent of the pro)ect% "#t
also offers a role for this gro#p as
part of Pro)ect *ss#rance!
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A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
activities! file for all &#alit$ doc#ments%
which can "e #sed for &#alit$
a#dits!
6#alit$ Control This involves monitoring specific
pro)ect res#lts to determine if the$
compl$ with relevant &#alit$
standards!
PRINCE covers the need in
prod#cts and techni&#es s#ch as
the 6#alit$ Bog and &#alit$
reviews
Both cover the &#alit$ of prod#cts
and pro)ect management! PMBOK
does incl#de a description of
Pareto diagrams
Ch ' Project (uman Resources
Management
PMBOK makes reference to s#ch
h#man factor skills as leading%
delegating% team "#ilding and
performance appraisal witho#t
going into detail or
recommending an$ specific
methods!
PRINCE does not cover this
aspect!
OrganiEational Planning This covers identif$ing%
doc#menting and assigning
pro)ect roles% responsi"ilities and
reporting relationships
PRINCE covers this in -@ and
-@2% designing and appointing the
pro)ect management team!
PRINCE also offers a pro)ect
management organisation
str#ct#re with standard
descriptions for each role to "e
tailored for each specific pro)ect%
compared to PMBOK:s disc#ssion
of an organisation chart
PRINCE covers the area in far
more detail and is more specific
a"o#t the roles that sho#ld "e
considered! PMBOK sa$s that
roles ma$ "e assigned to
individ#als or gro#ps!
-taff *c&#isition This covers negotiation% pre,
assignment and proc#rement of
reso#rces!
PRINCE does not cover this!
Team =evelopment This considers team "#ilding% PRINCE does not cover this PMBOK mentions the importance
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A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
personal training% reward and
recognition s$stems!
of these things and then points the
reader to ;a s#"stantial "od$ of
literat#re: on the topic as opposed
to detailing how the$ are to "e
achieved!
Ch 1) Project Communications
Management
This covers the timel$ and
appropriate generation% collection%
dissemination% storage and
#ltimate disposition of pro)ect
information!
PRINCE descri"es the prod#cts%
offers Prod#ct =escriptions of
them and the processes where
each t$pe of comm#nication is
generated and #sed!
Comm#nications Planning This involves determining the
information and comm#nications
needs of the stakeholders!
This is covered "$ the
Comm#nication Plan% part of the
PI=!
Both methods link
comm#nications to the
organisational str#ct#re!
Information =istri"#tion This covers the implementation of
the comm#nications management
plan as well s responding to
#ne+pected re&#ests for
information!
The implementation is em"edded
in the relevant processes% s#ch as
reporting highlights% preparing
end stage reports! The Pro)ect
Iss#e proced#re covers an$
#ne+pected re&#ests for
information!
Performance Reporting This involves the collection and
dissemination of performance
information% pl#s the maintenance
of the data in an organised
fashion!
This is covered in s#ch processes
as C-% *ssessing Progress% and
C-4 Reporting 8ighlights!
PRINCE offers a filing str#ct#re
in which to keep the information!
PMBOK descri"es the Earned
/al#e *nal$sis techni&#e!
*dministrative Clos#re This covers the doc#mentation of
res#lts to formalise acceptance of
the prod#ct and the archiving of
This is f#ll$ covered in the CP
process% Closing a Pro)ect!
PRINCE is more specific a"o#t
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A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
pro)ect records! what the doc#ments sho#ld "e and
what the$ sho#ld contain!
Ch 11 Project Ris*
Management
The s$stematic process of
identif$ing% anal$sing and
responding to pro)ect risk!
The Management of Risk
component f#ll$ covers this!
PRINCE can work e&#all$ well
with the risk approach that it
descri"es or an$ other risk
management method
Risk Management Planning This covers deciding how to
approach and plan the risk
management activities for a
pro)ect!
PRINCE ass#mes that the same
approach to the management of
risk will "e #sed on all pro)ects!
One thing covered in the PMBOK
is risk "#dgeting! The new version
of PRINCE will incl#de this and
the #se of risk tolerance% also
mentioned "riefl$ in the PMBOK!
Risk Identification =etermining which risks might
affect the pro)ect and
doc#menting their characteristics!
It disc#sses techni&#es s#ch as
"rainstorming and =elphi!
Covered "$ the Management of
Risk component!
6#alitative Risk *nal$sis *ssessing the impact and
likelihood of identified risks
Covered as a"ove! PRINCE
offers the Risk Bog to assist in
monitoring risks!
6#antitative Risk *nal$sis The n#merical anal$sis of the
pro"a"ilit$ and impact of a risk!
-ensitivit$ and decision tree
anal$sis are "riefl$ descri"ed
PRINCE s#ggests high% medi#m
and low scoring% "#t is e&#all$ at
home with a scoring s$stem! No
anal$sis techni&#es are disc#ssed!
PMBOK goes into more detail in
identif$ing realistic cost% sched#le
or scope targets!
Risk Response Planning This covers the development of
options to co#nteract risks%
incl#ding the assignment to
individ#als to take responsi"ilit$
for each agreed risk response!
The consideration of options is
covered in Eval#ation! PRINCE
disc#sses the "alance of the
impact of the risk occ#rring
against the impact of taking the
Both methods offer the same t$pes
of risk action and mention the
appointment of risk owners! There
is a description of resid#al risks
and secondar$ risks in the
' <an 99
A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
possi"le risk actions! PRINCE
covers the assignment of risk
actions as part of risk
management! PMBOK talks of a
Risk Register% PRINCE #ses the
term Risk Bog!
PMBOK% not covered in
PRINCE!
Risk Monitoring F Control Keeping track of identified risks
and identif$ing new ones%
ens#ring the e+ec#tion of plans
and eval#ating their effectiveness
in red#cing risk!
Covered in the fo#r steps of risk
management( planning%
reso#rcing% monitoring and
control! PRINCE also links these
to the points in the vario#s
processes where the$ occ#r!
Ch 12 Project Procurement
Management
This covers the processes to
ac&#ire goods from o#tside the
c#stomer organisation!
Most of this is not covered!
PRINCE regards this as a
specialist activit$% rather than a
generic part of pro)ect
management!
Proc#rement Planning This is the process of identif$ing
which pro)ect needs can "e "est
met "$ proc#ring prod#cts or
services o#tside the pro)ect
organisation! It incl#des an
overview of make,or,"#$ anal$sis
and contract t$pe selection
This wo#ld "e part of defining the
Pro)ect *pproach in ;-tarting #p a
Pro)ect:% altho#gh PRINCE
keeps this at a high level!
-olicitation Planning This covers the preparation of
doc#ments needed in order to
approach prospective s#ppliers%
incl#ding eval#ation criteria!
Not covered
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A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
-olicitation This covers the o"taining of "ids
and other responses from
prospective s#ppliers% incl#ding
an$ &#alified seller lists% "idder
conferences and advertising
Not covered!
-o#rce -election This covers from the receipt of
"ids and the application of the
eval#ation criteria to the selection
of a provider% incl#ding contract
negotiation
Not covered
Contract *dministration This is the process of ens#ring
that the seller:s performance
meets contract#al re&#irements
PRINCE covers all aspects of
this( the planning interfaces
"etween Pro)ect Manager and
Team Manager of Cork Packages
and Team Plans% performance
reporting ?Checkpoint ReportsA%
&#alit$ control ?the 6#alit$ BogA
and change control% e+cept for the
pa$ment s$stem% altho#gh
pa$ments can "e linked to prod#ct
approval or end stage
assessments!
Contract Closeo#t This is similar to administrative
clos#re% descri"ed earlier! It
involves "oth prod#ct verification
and the #pdating of records and
their archiving
*s PRINCE considers
proc#rement is a specialist
activit$% it does not cover this as
s#ch! B#t all its re&#irements are
covered "$ the CP% Closing a
Pro)ect% and =P3% Confirming
' <an 99
A COMPARISON OF PRINCE2 AGAINST PMBOK
Summary PRINCE2 Comments
Pro)ect Clos#re% processes!
Section III Appendices
*! The Pro)ect management
Instit#te -tandards -etting Process
This defines what the PMI
standard doc#ments are% the
handling of the development of
original works and adoption of
non,original work as standards!
These are PMBOK,specific and
do not concern PRINCE!
B! Evol#tion of PMI:s ;* >#ide to
the Pro)ect Management Bod$ of
Knowledge:
* histor$ of the evol#tion of the
PMBOK pl#s lists of the
standards committee% contri"#tors%
reviewers and prod#ction staff!
C! Contri"#tors and Reviewers of
PMBOK >#ide 999 Edition
This lists the contri"#tors and
reviewers of the c#rrent edition!
=! Notes Chere applica"le this lists the
so#rces of information #sed in the
vario#s chapters% s#ch as The
*merican 8eritage =ictionar$ of
the English Bang#age!
E! *pplication *rea E+tensions *n *pplication E+tension *rea is
where there are generall$
accepted knowledge and practices
for a categor$ of pro)ects in one
application area that are not
generall$ accepted across the f#ll
range of pro)ect t$pes! The
*ppendi+ covers the need for
' <an 99
A COMPARISON OF PRINCE2 AGAINST PMBOK
these% criteria for their
development% the p#"lication and
format of them and the process for
development and maintenance of
them! No e+amples are given!
0! *dditional -o#rces of
Information on Pro)ect
Management
This lists a n#m"er of professional
and technical organisations% some
commercial p#"lishers% a
reference pointer to a we"site for
The PMI Registered Ed#cation
Provider Program and a ver$
vag#e mention that man$
ed#cational instit#tions offer
pro)ect management ed#cation!
>! -#mmar$ of Pro)ect
Management Knowledge *reas
This is a s#mmar$ of the topics of
sections I and II!
Glossary
This holdsI
* description of the glossar$
incl#sions and e+cl#sions(
* list of common acron$ms(
=efinitions of pro)ect
management terms
PRINCE terminolog$ is not
incl#ded% e+cept where "oth #se a
common term!
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