Comments on: Prince2, PMP, or Your Own Project Management Methodology?

By: Roger Shepherd

Roger Shepherd — Thu, 23 Jul 2009 16:27:55 +0000

Jeff A., you’ve obviously never had to plan and execute a construction project!

Having a sound plan and considering risk mitigation strategies ahead of time just leave your mind and stress levels some spare room to deal with all the things that you didn’t believe could possibly happen.

By: Matt Whyndham

Matt Whyndham — Mon, 20 Apr 2009 15:53:24 +0000

Actually, the APM don’t want the world to use PRINCE2, as it’s not owned by them. You may be thinking of the APM body of knowledge, which isn’t a methodology at all.

This rhetoric is a bit of a categorical jumble, as in “which wallpaper is best, paint or plaster?”

All projects need a successful process, and it is mostly obvious that the process should be tailored to the project organisation, the customer and the technology. I say mostly, since the elephant trap of not tailoring is always present.

You could then ask whether that tailored process should be based on a defined methodology like PRINCE2, a body of best practices like PM-BOK or APM-BOK, or on a system such as Six-Sigma, and on how systems integration and the lifecycle ought to be managed (the V-diagram, prototyping, requirements etc). Most of these approaches overlap, so you need some overview model such as CMMI to guide you.

By: Andy Clayton

Andy Clayton — Sun, 29 Mar 2009 20:05:45 +0000

A well written article John, and a perennial question.

I think it’s a question that ought to be considered rhetorical. The answer is PRINCE2; or perhaps it’s PMP - or perhaps the answer is neither?

I think you allude to real answer in your second and third paragraphs; PRINCE2 is a method for tackling projects while PMP is a guide as how to manage a project. The true answer is that each offer many things to a Project Manager in their quest for managing projects, and they can co-exist - they are not mutually exclusive.

I think the real problem is that they’re commercially exclusive. PMI want the world to use PMP, and the APM Group want the world to use PRINCE2. I feel that the real position can only be reflected when the two organisations decide to stop fighting each other for world supremacy.

As an aside, PRINCE2 is absolutely not “very formulaic” or indeed “bureaucratic”, and the opposite of “most be followed strictly” (sic) is true. This is a commonly held mis-conception. The very first chapter of the PRINCE2 discusses how the method should be tailored to meet the needs of the project or organisation.

By: Primoz Frelih, PMP (Slovenia, EU)

Primoz Frelih, PMP (Slovenia, EU) — Sat, 28 Mar 2009 07:47:42 +0000

I totally agree with John regarding the idea that a good methodology is needed, and if there is none a PM must utilize it ont his/her own. There are some well known facts in the article, you would otherwise find them in general project management literature, I feel however that the core of the article might deviate from good practice methodologies since John equals the product development life cycle with project management methodology, even if he’s using a certain IT project. A good methodology must be standard-based and not technology dependent: you would be able to use it either for boyscout projects or in high tech projects. Of course, with a great deal of consideration about the non-product parameters as the team, enterprise environment etc. A good project methodology should integrate all project-wise core and supporting processes into an easily visible and defined businees process owned by the performing organization.

By: Jeff A.

Jeff A. — Tue, 24 Mar 2009 15:39:07 +0000

The last part probably wraps it all, screw-ups by IT Project Managers are usually tolerated by clients/stakeholders.

However, the problem with IT projects is that they’re extremely dynamic in nature, vs. the static, forseebable nature of construction projects.