CREATINGVALUE

IN

PROJECTMANAGEMENT

USINGPRINCE2

Aresearchprojectundertakenby

QueenslandUniversityofTechnology(QUT)

Sponsoredby:

APMGroupLtd(APMG)

OfficeofGovernmentCommerce(OGC)

TSO

Version1.00

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

Framework/ManualTheme..............................................................................................................29

Issues.............................................................................................................................................29

Features............................................................................................................................................31

ProjectGovernanceTheme..............................................................................................................33

Issues.............................................................................................................................................33

Features........................................................................................................................................35

OrganizationalPMandProjectTeamCompetencyThemes............................................................36

Issues.............................................................................................................................................36

FeaturesOrganizationalPMCompetencyTheme.....................................................................36

FeaturesProjectTeamCompetencyTheme..............................................................................38

Tailoring/EmbeddingTheme............................................................................................................38

Issues.............................................................................................................................................38

Features........................................................................................................................................39

CHAPTER4CONCLUSIONS.................................................................................................................40

CONCLUSIONS...........................................................................................................................................40

ConceptMapping..............................................................................................................................40

ReliabilityandValidity.......................................................................................................................40

ConceptThemes...............................................................................................................................40

Framework/ManualTheme..............................................................................................................41

ProblemsandIssuesOrganizationalversusMethodological.........................................................42

ProjectBoards/SponsorsandProjectGovernanceThemes.............................................................42

OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................44

Tailoring/EmbeddingTheme............................................................................................................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 AlanHarpham DavidHowell

PrivateSecretarytoCEO Chairman ClientServicesDirector
OGC APMGroup TSO

EXECUTIVESUMMARY
UnderthesponsorshipoftheAPMGroupUKLtdworkinginconjunctionwiththeUKGovernment
OfficeofGovernmentCommerceandTSO,amultidisciplinaryresearchteamfromtheQueensland
UniversityofTechnology(QUT)hasundertakenoneofthefirstempiricalstudiesintotheimpactof
PRINCE21onprojectperformance.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.

Pageii

Collectively,theconceptmapssuggestthatparticipantssubjectivelyframetheirperspectivesonthe
tworesearchquestionsaroundsixmajorthemes:

Framework/Manualtheparticularprojectmanagementframeworkincludingitsassociated
documentation
ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency
ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance
OrganizationalPMCompetencyorganizationalcompetencyinsuccessfullyintroducingand
implementingtheparticularprojectmanagementframework
ProjectTeamCompetencyprojectmanagerandprojectteamcompetency
Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext
(tailoring)andtothecorporatecontext(embedding).

TheresearchfoundthatPRINCE2isperceivedasaveryrobust,comprehensiveandpragmatic
projectmanagementframework,whichunderwritesprojectsuccess.Indeed,existingfeaturesof
thePRINCE2frameworkandmanual2rankedveryhighinmitigatingperceivedproblemsandissues.

Majorstrengthscitedincluded:

Roleofthebusinesscaseinassuringcontinuingprojectviability
Extensiveguidanceofferedonprojectgovernance
Expansionofthetoleranceconcepttoencompasssixareas
Comprehensivedefinitionofrolesandresponsibilities
Productbasedplanningandproductfocusseddelivery
Delegationofresponsibilitiestotheappropriatelevel
Newchaptersontailoringandembedding.

ThiswasinmarkedcontrasttoresponsesfromthenonPRINCE2participantswhosubmitted
numerousandsignificantissuesaboutprojectmanagementframeworkscurrentlyinuse,inareas
suchas:requirementsmanagement(includingscopeandchangemanagement),businesscase
definitionandmaintenance,riskmanagement,andineffectiveinitiationandcommissioning.

2
ManagingSuccessfulProjectswithPRINCE2&DirectingSuccessfulProjectswithPRINCE2

Pageiii

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.

Pageiv

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

Pagev

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

Pagevi

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.

QUTResearchTeam
TheresearchwasundertakenbyaninterdisciplinaryteamdrawnfromtheQUTFacultyofBusiness
andtheFacultyofBuiltEnvironmentandEngineering(SchoolofUrbanDevelopment).

Theresearchteamconsistedof:

RichardSargeantMBEOAM(ChiefInvestigator),FacultyofBusiness(Staff)andFacultyof
BuiltEnvironmentandEngineering(PhDCandidate)
ProfessorCarolineHatcherPhD,FacultyofBusiness
AssociateProfessorBambangTrigunarsyahPhD,FacultyofBuiltEnvironmentand
Engineering
DrVaughanCoffeyDBA,FacultyofBuiltEnvironmentandEngineering
DrJudyKraatzPhD(ResearchAssociate),FacultyofBusiness

ShortbiographiesoftheresearchmembersaregiveninAppendix1.

Page2

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

Page3

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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Other
Aust
Invited Total UK US Europe Global ICT Construction Transport (R&D,
ralia
Defence)

SurveyRound1:ParticipantSelection(Over500initialrequestsmade)

PRINCE2 38 19 8 0 8 3 13 3 22 1
119
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
24 19 9 3 0 4 1 4 1 11 1
Problems/Issues
PRINCE2
20 19 10 3 0 4 2 4 1 12 2
Features
Other
22 21 7 3 5 2 4 4 9 4 4
Problems/Issues
OtherFeatures 22 19 5 4 7 1 2 4 7 3 5
Table2:ResearchDemographics

Surveys
DatawascollectedinsevenparticipantsurveysadministeredinthreesequentialSurveyRounds
describedinTable3.

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Round Survey GroupSurveyed Type Purpose

Survey1 All Selectappropriatelyqualifiedparticipants,allocate themto
Participant
1 thePRINCE2orOtherGroups,andcollectrelated
Selection
demographicsandexperienceinformation.
Survey2A PRINCE2 Identifyproblemsorissuesexperiencedbyparticipantswith
Brainstorming PRINCE2thatadverselyaffectprojectdelivery.
2
Survey2B Other Identifyproblemsorissuesexperiencedbyparticipantswith
Otherframeworksthatadverselyaffectprojectdelivery.
Survey3A PRINCE2 RankPRINCE2problemsorissuesbytheirperceivedimpacton
projectdelivery.SortPRINCE2problemsorissues(derived
fromallparticipants)accordingtotheirperceivedsimilarity.
Survey3B PRINCE2 Rankfeaturesbytheirperceivedimpactonprojectdelivery.
SortPRINCE2existingorproposedfeatures(derivedfromall
Structuring participants)accordingtotheirperceivedsimilarity.
3
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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Cluster1

Cluster4(?)

Cluster3
Cluster2

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

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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

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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 Appendix3,Figure5
PRINCE2insuccessfullydeliveringprojectoutcomes.
PRINCE2Features Existingorrecommendedfeatureswhichdoorwouldat Appendix3,Figure7
leastmitigate,ifnotresolve,thePRINCE2problemsor
issues.
OtherIssues Problemsorissueswhichadverselyaffectedtheutilityof Appendix3,Figure10
otherprojectmanagementframeworksinsuccessfully
deliveringprojectoutcomes.
OtherFeatures Existingorrecommendedfeatureswhichdoorwould Appendix3,Figure12
mitigate,ifnotresolve,theseotherprojectmanagement
frameworksproblemsorissues.
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

Page15

(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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4.5

4
ConcdeptRanking

3.5

2.5

1.5

1
ProjectBoard/Sponsor ProjectGovernance OrganizationalPM Tailoring Framework Manual
Competency Competency
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 3
manual Manual
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 OrganizationalPM 4
processes Competency
Benefitsrealisationisnotmanagedbeyondprojectclose ProjectGovernance 4
Projectshavelimitedinvolvementorrepresentationfrom Sponsor/Board 4
thecustomer
PMsdonotreceiveadequatesupportintheirinitialuse OrganizationalPM 3
ofPRINCE2 Competency
PRINCE2processespoorlyintegratedwithother ProjectGovernance 3
enterpriselevelprocessese.g.businessplanning
PRINCE2lackssufficientemphasisonthepeopleissues Framework 3
Runningtheproject'byPRINCE2'canbecomemore OrganizationalPM 3
importantthanachievingprojectobjectives Competency
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 ProjectGovernance 5
individualresponsibilities
IncreasingseniormanagementawarenessofP2 ProjectGovernance 5
processesandmanagementproducts
Explainhowtoachievetheseniorleadership ProjectGovernance 5
commitmentneededtoembedP2inmanual(R)
UpdatesupplementaryguidePeopleIssues&PRINCE2 Framework 4
Placegreateremphasison'peopleissues' ProjectGovernance 3
Table18:ExampleFeaturesSupportingEmbedding

OTHERPROJECTMANAGEMENTFRAMEWORKS

OtherConceptMaps
TheOtherIssuesandOtherFeaturesconceptmapsareillustratedinAppendix3,Figure10and
Figure12.AvariationoftheOtherIssuesconceptmapshowingonlysignificantissues(ranked3or
more)isshowninAppendix3,Figure11.

RelativeImportanceofOtherIssuesConcepts
4.5

4.0

3.5

3.0
ConceptRanking

2.5

2.0

1.5

1.0

0.5

0.0
RelationshipManagement RequirementsManagement Governance Financial/CostManagement Framework Tailoring

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.

Framework/ManualTheme

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.

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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

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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.

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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

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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.

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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.

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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.

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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.

Tailoring/EmbeddingTheme
TailoringreceivedthelowestconceptrankinginboththeOtherIssuesandOtherFeatures
conceptmaps.

Issues
SeveralsignificanttailoringissuesweretargetedbytheOthergroup.ThesearedescribedinTable
26.

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OtherTailoringIssues Concept Ranking

Projectmanagementframeworkusedasnonflexibleprescriptive
Tailoring 3
processtoomuchfocusontemplatesasan'end'notasa'means'
Newprojectmanagementframeworkhas discardedprovenexisting
toolsandtechniqueswithoutconsideringworthi.e.repackageof Tailoring 3
oldversionslackingadaptationandflexibilitytochangeculture
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.

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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).

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Framework/ManualTheme
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

Page41

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.

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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.

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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.

Tailoring/EmbeddingTheme
AlthoughPRINCE2participantsacknowledgedtheimportanceofthenewguidanceontailoringand
embeddinginthePRINCE22009edition,theirfeedbacksuggeststhisguidanceneedstobe
expanded,especiallyforembedding.However,recognizingtheimportanceofanorganizational
approachtotheintroductionofPRINCE2,embeddingshouldnolongerbedeemedoutofscope

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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.

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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.

Page46

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.

Page47

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Instruments.Oxford,UK:OxfordUniversityPress.
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Kane,M.,&Trochim,W.M.K.(2007).Conceptmappingforplanningandevaluation.Thousand
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Milosevic,D.Z.,&Srivannaboon,S.(2006).Atheoreticalframeworkforaligningproject
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StationeryOffice.
OfficeofGovernmentCommerce.(2009b).ManagingSuccessfulProjectswithPrince2.London:The
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validationinevaluation.Evaluationandprogramplanning,30(2),125135.
Shenhar,A.J.(2001).Onesizedoesnotfitallprojects:Exploringclassicalcontingencydomains.
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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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

Page50

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.

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Appendix2CrossReferencebetweenConceptThemesandConceptMapConcepts
ConceptTheme ConceptMap
PRINCE2IssuesConcepts PRINCE2FeaturesConcepts OtherIssuesConcepts OtherFeaturesConcepts
Framework/Manual FrameworkandManual FrameworkPRINCE2 Framework RequirementsManagement*
FrameworkGovernance RequirementsManagement* ProjectSystemsandControls*
Manual
ProjectGovernance ProjectGovernance Certification&TrainingProject ProjectGovernance ProjectGovernance*
Competency Governance
RelationshipManagement
ProjectBoards/Sponsors Sponsor/Board Certification&TrainingProject ProjectGovernance ProjectGovernance
Competency Governance*
OrganizationalPM OrganizationalPMCompetency* Certification&TrainingProject Financial/CostManagement* OrganizationalPMCompetency
Competency Governance
RequirementsManagement RequirementsManagement
ProjectSystemsandControls
ProjectTeamCompetency OrganizationalPMCompetency Certification&TrainingPRINCE2 RequirementsManagement ProjectTeamCompetency
Framework
Financial/CostManagement
Tailoring/Embedding Tailoring Tailoring Tailoring Tailoring

Table28:RelationshipsbetweenConceptsandConceptThemesineachConceptMap

*indicatestheparticularthemeunderwhichtheconceptissuesorfeaturesarediscussed

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Appendix3ConceptMaps

Page53

OrgPMCompetency

Tailoring

Sponsor/Board

Framework&Manual

ProjectGovernance

Figure5:PRINCE2IssuesConceptMapAllIdeas

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OrgPMCompetence

Tailoring

Sponsor/Board

Framework&Manual
ProjectGovernance

Figure6:PRINCE2IssuesConceptMapSignificantIdeas(Ranking>=3)

Page55




FrameworkPRINCE2 FrameworkGovernance

Certification&Training
Manual ProjectGovernance

Certification&TrainingPRINCE2

Tailoring

Figure7:PRINCE2FeaturesConceptMapAllIdeas

Page56

FrameworkPRINCE2
FrameworkGovernance

Certification&Training
Manual ProjectGovernance

Certification&TrainingPRINCE2

Tailoring

Figure8:PRINCE2FeaturesConceptMapExistingFeatures

Page57

FrameworkPRINCE2 FrameworkGovernance

Certification&Training
ProjectGovernance

Manual

Certification&TrainingPRINCE2

Tailoring

Figure9:PRINCE2FeaturesConceptMapRecommendedFeatures

Page58


Financial/CostManagement

ProjectGovernance

Tailoring

Relationship
Management

Framework

RequirementsManagement

Figure10:OtherIssuesConceptMapAllIdeas

Page59



Financial/CostManagement

ProjectGovernance

Tailoring

Relationship
Management

Framework

RequirementsManagement

Figure11:OtherIssuesConceptMapSignificantIdeas(Ranking>=3)

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RequirementsManagement

ProjectGovernance

ProjectSystemsandControls
ProjectTeam
Competency

Tailoring

OrgPMCompetency

Figure12:OtherFeaturesConceptMapAllIdeas

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Appendix4ConceptStatistics
ConceptMap ConceptName NoofIdeas ConceptRanking
Sponsor/Board 16 4.67
ProjectGovernance 18 3.17
OrganizationalPMCompetency 16 3.06
PRINCE2Isses
Tailoring 9 2.78
Framework 11 1.91
Manual 15 1.13

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

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

RequirementsManagement 14 3.79
ProjectTeamCompetency 12 3.75
ProjectGovernance 15 3.40
OtherFeatures
ProjectSystemsandControls 20 3.38
OrganizationalPMCompetency 15 3.33
Tailoring 8 2.88
Table29:ConceptStatistics

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Appendix5ConceptMapMultidimensionalScalingand
ReliabilityStatistics

Page63

SurveyStatistics MultidimensionalScalingStatistics

Noof Noofparticipants NoofParticipants MDSStress1%LeftTailCutoff Normalized

3
ConceptMap cases Sorting Ranking (Sturrock&Rocha,2000) 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

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ConceptMapReliabilityStatistics4

InterRater
Internal Average Average Correlation
Consistency Individualto Average Individualto Coefficient(ICC) SplitHalfTotal
Cronbach'sAlpha TotalReliability IndividualtoMap Individual 2WayRandom MatrixReliability SplitHalfMap
ConceptMap () (rIT) Reliability(rIM) Reliability(rII) (rRR) (rSHT) Reliability(rSHM)

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)

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Appendix6ConceptMapData

Page66

 PRINCE2IssuesConceptMap
Normalized
IdeaNo 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

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 PRINCE2IssuesConceptMap
Normalized
IdeaNo Ranking Issue Concept
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
PRINCE2manualmutatesratherthanevolvesevery3to4yearscreatingdisruptiontoprojectteamsrequiring
57 1 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
PRINCE2doesn'tprovidetemplatesformanagementproducts(withguidelines),soorganizationsmustcreatetheir
65 1 own Manual
66 3 Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives OrganizationalPMCompetency

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 PRINCE2IssuesConceptMap
Normalized
IdeaNo Ranking Issue Concept
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

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 PRINCE2FeaturesConceptMap
Normalized Existingor
IdeaNo Ranking Feature 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

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 PRINCE2FeaturesConceptMap
Normalized Existingor
IdeaNo Ranking Feature Recommended Concept
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

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 'Other'IssuesConceptMap
Idea Normalized
Number Ranking Issue Concept
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
NewPMFhasdiscardedprovenexistingtoolsandtechniqueswithoutconsideringworthi.e.repackageof
6 3 oldversionslackingadaptationandflexibilitytochangeculture Tailoring
Noformalriskplanningrisksnotproperlymanagedorquantifiedthusunforseenissuesduringproject
7 5 execution Framework
8 3 Pooractionregisterwithinsufficientimportanceplacedon'lessonslearned' Framework
LackofleadershipandtopmanagementsupportandbuyintostandardisedPMprocessesandmethodology
9 4 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
Poorbusinesscase,projectdefinition,illdefinedscope,uncleargoals,prioritiesandobjectiveschangewith
16 5 leadership RequirementsManagement
Excessivetimeconsumingeffortrequiredtomonitor/controlsuppliers/contractorsnopowertoenforce3rd
17 4 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

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 'Other'IssuesConceptMap
Idea Normalized
Number Ranking Issue Concept
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
Nocostonlytimemonitoringconsideredimportantfortrackingandanalysisprogressmeasurementnot
36 3 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
Poorchangecontrolandscopecreepduetocustomers/userdemands(costofvariationsnotproperly
47 5 considered) RequirementsManagement
Projectsuccessdefinition/criteriabaseduponprojectobjectives,doesnotconsidereffectsoftheprojectson
48 3 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
Cumbersomelinearprocesse.g.lengthyprojectinitiationreliedona5stageapprovalsystembeforeproject
54 2 commencement(preventsproperhandlingofdynamicissues) Tailoring
55 3 UntimelyPMappointment ProjectGovernance
56 3 PMFproblemsunresolveddespitereviews ProjectGovernance

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 'Other'IssuesConceptMap
Idea Normalized
Number Ranking Issue Concept
PMFnotusedconsistently/universallyacrossorganisation(e.g.PMstendencytoreuseownbestpractice
57 2 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

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 'Other'FeaturesConceptMap
Normalized
StatementNo 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

Usinglaunchworkshopsandvalueengineeringwithdesign/contractorstakeholderstounderstand
6 4 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
Establishedformalprocessforprojectdefinitionincorporatingsitespecificrequirementinscopingthe
14 5 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
Trainingandtailoredguidelinesintroducedtoimproveorganizationalawarenessandrespectforschedules
22 4 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

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 'Other'FeaturesConceptMap
Normalized
StatementNo Ranking Feature Concept
29 3 Involvingsoftdisciplines(e.g.Systemsthinkers,psychologists)toimprovePMculture ProjectGovernance

30 4 Implementprojectmentoring;workplacetrainingandtrainingofclientsandstakeholdersinPMF ProjectTeamCompetency
Intensifyestimatingprocess;introducebasiccostreportsforestimating;unifycostcontrolsystemand
31 4 incorporatevaluemetrics ProjectSystemsandControls
BetterdeterminationofWorkBreakdownStructuredecomposition;andstandardisationofWBSsoftware
32 3 toolsrequiredacrossprojects ProjectSystemsandControls
Developsimpleprojectapproachalignedtoindustrypracticestoenablebetteronboardingandimprove
33 2 maturity Tailoring
34 3 Explicitstepstakentoselectactivitiesupfront RequirementsManagement

Provisionofsufficienttime/budgettoassesschanges;cleardecisionfromclientonacceptance/rejection;
35 4 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
Managingcommunicationofkeylivingdocumentstoshowrealprojectstatusamongkeystakeholders
42 4 (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

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 'Other'FeaturesConceptMap
Normalized
StatementNo Ranking Feature Concept
Usingbestpracticeframeworkagreementswithcontractorsandsupplierstogetherwithprocurement
53 3 schedulesincludingriskregisterandvisitfactories OrganizationalPMCompetency

54 4 Betterlogicalstructurerequiredforcontrolmechanismsforstartupanddocumentedchangecontrols ProjectSystemsandControls
55 3 DevelopingpostimplementationreviewtoolsforPMs OrganizationalPMCompetency
56 4 Specificprogrammeintroducedtoimproveprojectmanagementmaturityacrossorganization OrganizationalPMCompetency
57 1 Holisticplanningintroducedbut'blame'culturestillapparentforanyprojectfailures(E/R) ProjectGovernance
Betterunderstanding,clarificationanddocumentationofownerrequirementsandspecificgoalsand
58 5 objectivespriortostartofprojects RequirementsManagement
59 4 Moretimelydecisionmakingobserved ProjectGovernance
60 3 Commissioningarrangementsimprovedwithgreaterpolicymakinginvolvement RequirementsManagement
61 2 Highlevelvaluebasedbehavioursbeingobservedreplacingpuremissionstatements ProjectGovernance
62 3 Safetycultureprograminstigated ProjectGovernance
Mockuptesting;constructioninterfacingmaterials;incrementalfieldtestingfieldspecificrequirements
63 2 introduced ProjectSystemsandControls
64 4 Improveexperiencediversityinteamsandmanagement ProjectTeamCompetency
65 4 ProjectownershipnowpartofPMframework Tailoring
66 5 Formalchangemanagementsystemintroduced ProjectSystemsandControls
Introducetrainingworkshopswithcasestudiesfocusingonprojectdeliveryratherthanmanagementasa
67 3 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
UsingcentralisedwebbasedElectronicDocumentControlsystemforgreatertraceability,efficiencyand
73 3 easeofuse ProjectSystemsandControls
74 3 Leadershipbehaviourchangingforbetter ProjectGovernance
75 4 ApplysimpleandconcisePMmethodology Tailoring
76 4 CoachingandmentoringtoovercomeculturalresistancetointroductionofPMF ProjectTeamCompetency

77 4 Partneringanddevelopingsupplierrelationshipsratherthandependingsolelyuponcontractprovisions OrganizationalPMCompetency

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 'Other'FeaturesConceptMap
Normalized
StatementNo Ranking Feature Concept

AlignPMframeworktemplateswithnewfinancialpolicies;provideadequateresources&trainingto
78 3 introduce&supportthis;&adoptrealoptionsapproachtomakeitasystemsellingpoint OrganizationalPMCompetency
79 2 Trainingonhowtosay'no'andretaincustomerrelationshipbeinginstigated ProjectTeamCompetency
80 5 Weeklyprogressreportingonmilestonesatteammeetings ProjectGovernance
EducationandprovisionofnewmanualofPMmethodology(process)forkeystakeholders(includingusers,
81 3 projectleaders&projectadministrators) OrganizationalPMCompetency
82 2 MoreagilePMframework/methodologybeingapplied Tailoring
Furtheruseofenhancedrisktoolstoquantifyriskandmanagecontingencyandbetter'readingbetweenthe
83 3 lines'tofullycaptureallpossiblerisks RequirementsManagement
84 5 Keepingexecutivesfullyinformedofgoals,processandissuestoreceivedirection ProjectGovernance
85 5 Organizationprovidingeffectivedevelopment,trainingandmanagementofsuitableresources ProjectTeamCompetency

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