prince 2 presentation

8/21/2019 Prince 2 Presentation

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2009 International Institute for Learning, Inc.

1- 1

Introduction to PRINCE2

By Geert Vermeiren

IIL Trainer and Consultant


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Participant s Notes:


About IIL

IIL Worldwide LocationsIIL has regional offices throughout the US and in major cities

in Europe, Canada, Latin America, and Asia. We can deliverthe corporate solution that s just right for your global needs.Our training materials can be delivered to you in differentlanguages, and the experience of our subject matterprofessionals is international in scope.

ACE College Credit Recommendations

The American Council on Education (ACE)College Credit Recommendation Service(CREDIT) has recommended numerous IILcourses for undergraduate and graduate

ACE credits.

Member of PMI s Corporate Council

The Corporate Council is designed toprovide corporations the opportunity to

support and associate with PMI directlyand to develop synergies between PMIand senior executives at leadingcorporations in the global community.

PMI Registered Education ProviderRegistered Education Providers (REPs) areorganizations approved by PMI to offerproject management training for

Professional Development Units (PDU).

Certificate of CourseCompletion

IIL is an authorized CEU sponsormember of the InternationalAssociation for ContinuingEducation and Training.

Letter Grades and Transcripts

IIL has established cooperative agreements with

universities, such as The University of Chicago.

The Kerzner Approach to Best Practices (APMC )

Completion of this 64-hour advanced live eLearning curriculumextends beyond what is needed to complete individual projects

on time and within budget. It focuses on providing you withadvanced project management knowledge and integrating projectmanagement process improvement into an organization at every

level from individual projects up through enterprise-wide

portfolio management.


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I IL Core Business Areas

Project, Program, and Portfolio Management

Microsoft Project Certification Curriculum

Business Analysis Curriculum

Six Sigma Certification Curriculum


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IIL Global Presence

Europe, Middle East,Africa (EMEA)

North and SouthAmerica

Asia Pacific(ASIAPAC)

IIL France

EMEA Hub

IIL Finland

IIL Germany

IIL Spain

IIL Europe

IIL Hungary

IIL Dubai

IIL GlobalHeadquarters

New York

IIL Canada

IIL Mexico

IIL Brazil

IIL Singapore

ASIA PAC Hub

IIL China

IIL India

IIL Japan

IIL Hong Kong

IIL Australia

IIL Caribbean


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Structure of the Presentation

What is PRINCE2

PRINCE2 Principles

PRINCE2 Themes

PRINCE2 Process

Benefits of PRINCE2

How PRINCE2 can complement PMBOK Guide

Each module builds upon the knowledge,skills, and techniques learned in the priormodules, so by the end of the course, youwill have a complete understanding of this

course content.


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What is PRINCE2

Pr(ojects) in Controlled E(nvironments)

PRINCE2 is a structured method for effectiveproject management

Principles

Themes

Processes


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PRINCE2 Principles

Continued business justification

There is a justifiable reason to start the project

The justification should remain valid throughout the life of the project

The justification is documented (Business Case) and approved

Manage by stages

Planning, delegating, monitoring and controlling the project on a stage-by-stage basis

Provide senior management with control points

High-level project plan with detailed Stage plan (for the current stage)

Manage by exception

Delegating authority through the three levels of the project Management team

Tolerances for time, cost, quality, scope, risk and benefits

Escalation to the next management layer if tolerances are forecast to be exceeded

Focus on products

Defined and agreed product descriptions

Defined quality expectations and a Product Breakdown Structure

Tailor to suit the project environment

A universal project management method that can be applied regardless of project type

Requires information (not necessarily documents) and decisions (not necessarilymeetings)


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PRINCE2 Principles : Manage by stages

Stage 1 Stage 2 Stage 3 Stage 4

Specification

Build

Commission

Overall

Design Design

PeripheryDesign

TrainingSyllabus

Trained Staff


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PRINCE2 Themes

Quality

Risk Progress

Plans

Organisation

Business Case

ChangeDirecting a ProjectDP 4

Starting upa Project

Initiatinga Project

Controllinga Stage

ManagingA Stage

Boundary

Closing aProject

ManagingProductDelivery

DP1 DP2 DP3 DP5


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PRINCE2 Theme : Organisation

Corporate or Programme Management

Project Board

Senior SupplierExecutiveSenior User

Project Manager

Team Manager

Project

Support

Project Assurance


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The PRINCE2 Process Model

Pre-project Initiation stageSubsequent

delivery stage(s)Final Delivery Stage

Directing

Managing

Delivering

SUSU

Directing a Project (DP)Directing a Project (DP)

InitatingaProject (IP)

InitatingaProject (IP)

Controlling a

Stage (CS)

Controlling a

Stage (CS)

Controlling aStage (CS)

Controlling aStage (CS)

SB

SB

SB

SB

C

P

C

P

Managing productdelivery (MP)

Managing productdelivery (MP)

Managing productdelivery (MP

Managing productdelivery (MP

SU = Starting up a ProjectSM = Managing a Stage Boundary


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A PRINCE2 Process : Initiating a project


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Benefits of PRINCE2

For Senior Management PRINCE2 brings:

Able to spend their time on the right issues using Management by exception

Insight in project progressAre kept fully informed of the project status without having to attend frequent, time-consuming meetings

Those directly involved with using the products or outcomes are able to

Participate in all the decision making on a project

If desired, be fully involved in the day-to-day progress

Participate in quality checks throughout the project

Ensure their requirements are being adequately satisfied

Project Managers using PRINCE2 are able to:

Use a defined structure for delegation, authority and communication

Divide the project into manageable stages for more accurate planning

Ensure resource commitment from management is part of any approval to proceed

Provide regular but brief management reports

Keep meetings with management and stakeholders to a minimum but at vital points in theproject


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PRINCE2

7 processes with40 subprocesses(activities)

7 themes

Procurement is not covered

Limited focus on HR

Limited number of techniques

Highly prescriptive; adaptable to

any size project

All processes should be considered;

also need to be scaled

Business case driven

Clear project ownership and

direction by senior management

PMBOK Guide

5 process groups with44 processes

9 knowledge areas

A number of techniques per process

Largely descriptive; prescriptive on a

high level

Core and facilitating processes; need

to be scaled to needs of project

Customer requirements driven

Sponsor and stakeholders

1-14How PRINCE2 can complement PMBOKGuide


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Questions?

If you still have questions, now would be agood time to ask them.


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PRINCE2 Workshop 30.10.2009

Forthcoming:

PRI NCE2 WorkshopDate: October 30, 2009

Location: Frankfurt (Hotel tbd)

PDUs: 6

- in collaboration with the PMI Frankfurt Chapter-


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IIL Germany Contact Details

For more information please contact:

Martina Matas

International Institute for LearningDeutschland GmbH

An der Welle 4D-60322 Frankfurt am Main

Telefon: +49-(0)69 75 93 71 40Email: [email protected]

www.iil.com/germany
http://www.iil.com/germany


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We really appreciate your attendance andparticipation in this course.

If you found this to be a valuableexperience, please recommend the course

to your friends and coworkers!The instructor will now solicit yourfeedback by handing out a courseevaluation sheet.

Please complete the evaluation and place iton the instructor s table as you leave the


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-- UK GovernmentUK Government BestBest Practice ProjectPractice Project

Management GlobalManagement Global SStandardtandard

EEffective Projectffective Project MManagementanagement MMethodology andethodology and TToolsools

PRINCE2, which stands for PRoject IN ControlledEnvironments, is designed for any size of project forany industry, and contains a set of integratedProject Management methodology enabling the

Project to capture and retain a definition of theBusiness Benefits that are the driving force behindthe Project.

Prince2 in Hong KongPrince2 in Hong Kong

Target audience

New and experienced project staffsE i d PMP h t t i t t d j t t l

5-day course providing detailed knowledge and practical

examples leading to the Foundation & Practitioner exams.

The course is aimed at people who are, or will be acting

as Project Managers in a PRINCE2environment.

oun a on an rac onerProject Management certification


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WhatWhat thethe coursecourse WillWill HelpHelp YouYou AchieveAchieve:: Learn the worlds most popular Project Management best practice How to start a project right, and do the right project Produce a project plan to ensure successful delivery with stakeholders

satisfaction Implement risk management techniques and mitigation strategies Estimate and schedule task work and duration with confidence Implement monitoring tools and controls to keep you fully in command of the

project

Ensures that participants focus on the viability of the project in relation to itsBusiness Case objectives - rather than simply seeing the completion of theproject as an end in itself

The PRINCE2The PRINCE2 FoundationFoundation qualification is the first of twoqualification is the first of twoPRINCE2 qualifications required to become a PRINCE2PRINCE2 qualifications required to become a PRINCE2

The Qualification you will get after the 5 days course:The Qualification you will get after the 5 days course:

PRINCE2 is a process-based approach for projectmanagement providing an easily tailored and scalable

method for the management of all types of projects. Themethod is the de-facto standard for projectmanagement in the UK and is practiced worldwide.

ract t oner. e exam can e ta en w t ot oun at onract t oner. e exam can e ta en w t ot oun at onand Practitioner exams rightand Practitioner exams right after the courseafter the course..

Program DetailsDate : 1) August 13-17, 2012 (9:30 am 5:30 pm)

2) November 12-16, 2012 (9:30 am 5:30 pm)Medium : EnglishCourse Fee: HK$11,000- per person for Foundation program

HK$9,000- per person for Practitioner programHK$16,500- per person for Foundation and Practitioner program(course fee including PRINCE2 training materials, presentation module book,PRINCE2 exam questions, PRINCE2 Foundation and Practitioner exam)

Venue : Unit 1308-1315 13/F BEA Tower, Millennium City 5, 418 Kwun Tong Road,Kwun Tong Hong Kong (MTR Kwun Tong A2 exit)


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PRINCE2 Foundation and Practitioner ProjectManagement Certification

PRINCE2 Foundation & Practitioner Exam:

Structure and Format of the PRINCE2practitioner exam

The styles of questions in the exam PRINCE2 Structure and Overview Areas of importance in the PRINCE2

manual Starting Up a Project

Project Organization Business Case

Directing a Project Initiating a Project

Quality in a Project Environment

Risk Management Configuration Management Communications Planning

Plans Product Based Planning Techniques Setting up Controls Project Management Tailoring Tolerances

Controlling a Stage Change Control Report highlights

Managing Product Delivery Quality Review Technique

Managing Stage Boundaries Closing a Project

Effective Project Closing Activities

Practice Exam Questions related to thetopics covered

PRINCE2 Practitioner Exam

Foundation Exam:

-

5 Days Course Outline:

One hour duration75 questions38 correct answers are required to passClosed-book

Practitioner Exam:

9 questions, with a scenario background and appendicesEach of the 9 questions is worth 40 marksAn overall score of 180 out of a possible 360 is required to passThree hour durationOpen-book examination (only the PRINCE2 Manual is allowed)


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Enrollment Form(To enroll, please fill in the enrollment form and fax to 852-2235-3881 or email to [email protected])

For enquiry, please contact Ms Yau at 852-2516-1382)

COMPANY:

PARTICIPANT NAME: (Mr/Mrs/Ms)

JOB TITLE:

APPROVED BY: (Mr/Mrs/Ms)

JOB TITLE:

CONTACT PERSON NAME: (Mr/Mrs/Ms)

JOB TITLE:

PRINCE2 Foundation and Practitioner Project

Management Certification

TEL: (OFF) (FAX)

(Mobile) (E-MAIL)

Enrollment confirmation will be sent via E-mail

Above participant name will be used for attendance certificate printing Course fee has to be paid to D&B 7 days prior to the program commencement. All payment Invoice

will be issued upon request Registrants fail to attend the program or present written cancellation 14 days before the program

commencement date are liable for the entire fee Dress code: Business Casual


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CREATINGVALUE

IN

PROJECTMANAGEMENT

USING

PRINCE2

Aresearchprojectundertakenby

QueenslandUniversityofTechnology(QUT)

Sponsoredby:

APMGroupLtd(APMG)

Office of Government Commerce (OGC)


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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


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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


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OrganizationalPMCompetencyandProjectTeamCompetencyThemes.......................................23

IssuesOrganizationalPMCompetencyandProjectTeamCompetencyThemes......................23

IssuesProjectTeamCompetencyTheme..................................................................................24

FeaturesOrganizationalPMCompetencyTheme.....................................................................24

FeaturesProjectTeamCompetencyTheme..............................................................................25

Tailoring/EmbeddingTheme............................................................................................................25

Issues.............................................................................................................................................25

Features........................................................................................................................................26

OTHERPROJECTMANAGEMENTFRAMEWORKS...........................................................................................28

OtherConceptMaps.......................................................................................................................28

RelativeImportanceofOtherIssuesConcepts............................................................................28

ExistingversusRecommendedFeatures..........................................................................................29


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

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

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

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

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

OrganizationalPM

and

Project

Team

Competency

Themes

............................................................

36

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

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


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

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


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

PRINCE2Features

Concept

Map

Data

..................................................................................................

70

OtherIssuesConceptMapData.........................................................................................................72

OtherFeaturesConceptMapData.....................................................................................................75


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ForwardbytheSponsors:

BestManagementPractice

OGC,APMGroupandTSO

Thisimportant

research

is

published

at

acritical

time

in

the

history

of

PRINCE2.

The

worlds

project

managersareunderincrediblescrutinyandpressuretoensuretheirprojectsdeliverqualityontime

andonbudgetandevenmoresoduringaworldrecession. TheresearchshowsthatPRINCE2goes

alongwaytohelpingthemachievethesegoals.

AlthoughitsoriginsbeganintheUK,PRINCE2nowhasatrulyinternationalreach.Wearedelighted

thattheQueenslandUniversityofTechnology(QUT)hasundertakenthisglobal,thoroughand

informativeresearchproject. Whileithighlightsthestrengthsofthemethodologyitself,thereport

alsolooks

at

the

challenges

organisations

face

when

using

aproject

management

method

such

as

PRINCE2.

Weresurethechallengeswillresonatewithprojectmanagersaroundtheworld. Securingexecutive

supporttochampiontheadoptionofPRINCE2,creatingarobustbusinesscaseandprioritising

projectgovernancearekeyissuesthatallprojectmanagerswillgrapplewithduringtheircareer.

Theresearchalsoshowsthattobethoroughlyeffective,organisationsneedtoproperlyembed

PRINCE2and

tailor

it

to

suit

their

particular

circumstances.

Many

successful

organisations

have

soughttheeffectivehelpofaccreditedconsultingorganisationstoassistthemindevelopinga

programmetotailorandinculcatethismethodintotheirorganisationalculture. Thelatestversion

incorporatesawholechapterontailoringPRINCE2.

WebelievethatthepublicationofPRINCE2DirectingSuccessfulProjectsusingPRINCE2andthe

developmentoffurthersupportintheformofmaterials,mentoringandtrainingforsenior

executiveswillbeofsignificantbenefittocontemporaryprojectbasedorganisations. TheAPM

Grouphas

already

developed

aqualification

for

sponsors

in

conjunction

with

the

UKs

Home

Office

tohelpwiththis.

Ifyouwouldlikefurtheradviceorifyouhavefeedbackregardingthisresearchpleasecontact

APMG:www.apmginternational.comforfurtherdetails.


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EXECUTIVESUMMARY

UnderthesponsorshipoftheAPMGroupUKLtdworkinginconjunctionwiththeUKGovernment

OfficeofGovernmentCommerceandTSO,amultidisciplinaryresearchteamfromtheQueensland

UniversityofTechnology(QUT)hasundertakenoneofthefirstempiricalstudiesintotheimpactof

PRINCE21onprojectperformance. TheresearchstudywasentitledCreatingValueinProject

Management

using

PRINCE2. Forcomparison,thestudyalsoconductedparallelresearchonthe

impactof

other

unspecified

(non

PRINCE2)

contemporary

project

management

frameworks

on

projectperformance.

StudyparticipantsinthePRINCE2andOtherresearchgroupswereallexperiencedproject

managerswhohaverecentlyappliedPRINCE2orotherprojectmanagementframeworks

respectively. Thestudyparticipantsweredrawnfromadiverserangeofindustries(including

InformationandCommunicationsTechnology,Construction,andTransport)acrossthreemajor

geographicalregions(UnitedKingdomandEurope,UnitedStates,andAustralia).

ThestudyusedacomprehensivemixedresearchmethodologyknownasConceptMapping.

Conceptmappingcombinesthereceptivenessofqualitativeanalysistotheunstructuredand

nuancedopinions

of

participants

(including

brainstorming,

sorting

and

ranking),

with

the

statistical

rigourofquantitativeanalysis(includingmultidimensionalscalingandclusteranalysis)toextract

andrankthelatentconceptswhichstructureparticipantssubjectiveperceptions. Theresultsare

convenientlyillustratedinaconceptmap.

Morespecifically,thestudyfocusedontwocriticalquestions:

WhatproblemsorissuesadverselyaffecttheutilityofPRINCE2andotherproject

managementframeworksinsuccessfullydeliveringprojects?

Whatexistingorrecommendedfeaturesdoorwouldmitigate(orresolve)theseproblems


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Collectively,theconceptmapssuggestthatparticipantssubjectivelyframetheirperspectivesonthe

tworesearchquestionsaroundsixmajorthemes:

Framework/Manualtheparticularprojectmanagementframeworkincludingitsassociated

documentation

ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency

ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance

Organizational

PM

Competencyorganizational

competency

in

successfully

introducing

and

implementingtheparticularprojectmanagementframework

ProjectTeamCompetencyprojectmanagerandprojectteamcompetency

Tailoring/Embeddingadaptingtheprojectmanagementframeworktotheprojectcontext

(tailoring)andtothecorporatecontext(embedding).

Theresearch

found

that

PRINCE2

is

perceived

as

avery

robust,

comprehensive

and

pragmatic

projectmanagementframework,whichunderwritesprojectsuccess. Indeed,existingfeaturesof

thePRINCE2frameworkandmanual2rankedveryhighinmitigatingperceivedproblemsandissues.

Majorstrengthscitedincluded:

Roleof

the

business

case

in

assuring

continuing

project

viability

Extensiveguidanceofferedonprojectgovernance

Expansionofthetoleranceconcepttoencompasssixareas

Comprehensivedefinitionofrolesandresponsibilities

Productbasedplanningandproductfocusseddelivery

Delegationof

responsibilities

to

the

appropriate

level

Newchaptersontailoringandembedding.

ThiswasinmarkedcontrasttoresponsesfromthenonPRINCE2participantswhosubmitted


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Primafacie,thePRINCE2frameworkandmanualappearstocovermanyofthecorresponding

problems/issuesandfeaturessubmittedbythenonPRINCE2participants. Howeverfurther

researchisrecommendedtoconfirmthissupposition.

Moreover,thebenefitsofanagreedsetofprojectmanagementconceptsandadefinedproject

managementlexiconwereveryevidentintheconsistencyofthePRINCE2responsescomparedto

theOtherresponses.

Notwithstanding,the

major

area

of

improvement

suggested

to

PRINCE2

framework

and

manual

is

expandedcoverageofstakeholdermanagement.

ThedominantfactorswhichparticipantsbelieveconstrainthesuccessofPRINCE2projectsare

demonstrablynotmethodologicalbutorganizational. CriticismsrelatenottothePRINCE2

frameworkormanual,butrathertoorganizationalshortcomingsincludingpoorprojectgovernance

andtheinabilityoforganizationstosuccessfullyintroduceandimplementPRINCE2. Ormore

conciselyalackofprojectleadership.

PRINCE2participantswereespeciallytrenchantintheirjudgementofProjectBoardeffectiveness.

ProjectBoardmemberswerecriticisedfor:notunderstandingtheirrolesandresponsibilities,lacking

experience,

or

not

possessing

the

necessary

competency.

Project

Boards

membership

was

sometimesdelegatedtostaffwhohadnodecisionmakingauthority. ProjectBoardswerenotusing

theBusinessCasetoperiodicallyverifythecontinuingviabilityoftheproject. Seniormanagement

wasalsochidedforitslackofcommitmentandleadership,andatendencytobypasstheProject

Board. Moregenerally,organizationswerenotgivingsufficientprioritytoprojectgovernance.

However,the

problems

with

project

governance

do

not

lie

with

the

PRINCE2

framework

or

manual.

Indeed,thePRINCE2participantsrankedprojectgovernancefeaturesamongthegreateststrengths

ofthePRINCE2frameworkandmanual,citedabove.


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Onamorepositivenote,researchparticipants(andespeciallythePRINCE2participants)emphasis

onorganizationalprojectgovernancemattersreflectsasignificantshiftinmindsetfrom

operationallyfocusedtostrategicallyfocusedprojectmanagement.

PRINCE2participantsreportedthatorganizationseitherdidnotknowordidnotpossessthe

commitmenttoproperlyimplementPRINCE2. Thisappearstobesymptomaticofabroader

quandary. OrganizationsarenotrecognizingandmanagingtheintroductionofPRINCE2asamajor

organizationalchangeinitiative,takingintoaccountboththehardandsoftissuesincludingthe

creationofaprojectmanagementculture.

PRINCE2participantswerealsoconcernedthatmanyRegisteredPRINCE2Practitionershavelimited

projectmanagementexperience. TomaintainandindeedextendthevalueofPRINCE2certification,

participantsproposedthatanawardbedevelopedtorecogniseexperienceintheapplicationof

PRINCE2.

Similarlythe

non

PRINCE2

participants

argued

the

primacy

of

experience

(both

diversity

anddepth)inrecruitingprojectstaff. Theyalsostressedthecriticalimportanceofongoing

educationandtrainingindevelopingprojectmanagementcompetencynotjustintheclassroom,

butthroughworkplacementoringandcoaching.

ThebenefitoftherecentguidanceontailoringandembeddinginthePRINCE22009editionwas

acknowledgedby

the

PRINCE2

group.

However,

PRINCE2

participants

want

that

guidance

expandedextendingcurrenttopicsandaddingnewtopics(e.g.forusewithnontraditional

developmentanddeliverymethodologiessuchasagile). Inparticular,guidanceonembedding

wouldassistorganizationsintroducingandimplementingPRINCE2. Currently,adviceonembedding

isexcludedbecauseitfocusesonthecorporateorganizationandnottheindividualprojects

(Officeof

Government

Commerce,

2009a,

p.

97).

Recognitionamongpractitionersoftheimperativefortailoringandembeddingissalutary. Itreflects

aclearbreakfromthepastonesizefitsallapproach(Shenhar,2001). Italsoindicatesagrowing


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responsibilitiesforeffectiveprojectleadership,andmoregenerallyPRINCE2processesand

products. ThismightalsoincludeacertificationprocessforProjectBoardmembers.

DevelopnewanddetailedguidanceonhoworganizationscanintroducePRINCE2,but

treatingtheimplementationasasignificantorganizationalchangeinitiativeencompassing

bothhardandsoftissues. Thiswouldalsoincludedevelopingguidanceonembedding

whichisnotcurrentlyaddressed,becauseittargetsthecorporatelevelratherthanprojects.

ExtendthecurrentPRINCE2certificationtorecognisepractitionerswhobothunderstandthe

frameworkand

can

proficiently

apply

it

in

managing

actual

projects.

Wherepossible,implementationoftheserecommendationsshouldbuilduponexistingofferings

suchastheProgrammeandProjectSponsorshipandChangeManagementqualifications.

RichardSargeantMBEOAM

FacultyofBusiness

QueenslandUniversity

of

Technology

Brisbane,Queensland,AUSTRALIA

Web:www.qut.edu.au

Email:[email protected]

4August2010


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CHAPTER

1INTRODUCTION

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.

Toassure

the

broadest

possible

applicability

of

the

project

outcomes,

research

participants

were

drawnfromseveralcontinents/regions:UnitedKingdom,Europe,UnitedStatesandAustralia;and

fromsimilarlydiverseindustrysectorsincluding:InformationandCommunicationsTechnology(ICT),

Construction,andTransport,DefenceandR&D. Furthermore,asabasisforcomparisonparallel

researchwascarriedoutonotherbutunspecifiedprojectmanagementframeworks.

Structure

TheFinalReportcomprisesfivechapters

Introduction

ResearchDesign

Discoveryand

Findings

Conclusions

RecommendationsandFutureResearchOpportunities.


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QUTResearchTeam

TheresearchwasundertakenbyaninterdisciplinaryteamdrawnfromtheQUTFacultyofBusiness

andtheFacultyofBuiltEnvironmentandEngineering(SchoolofUrbanDevelopment).

Theresearchteamconsistedof:

RichardSargeantMBEOAM(ChiefInvestigator),FacultyofBusiness(Staff)andFacultyof

BuiltEnvironmentandEngineering(PhDCandidate)

ProfessorCaroline

Hatcher

PhD,

Faculty

of

Business

AssociateProfessorBambangTrigunarsyahPhD,FacultyofBuiltEnvironmentand

Engineering

DrVaughanCoffeyDBA,FacultyofBuiltEnvironmentandEngineering

DrJudyKraatzPhD(ResearchAssociate),FacultyofBusiness

ShortbiographiesoftheresearchmembersaregiveninAppendix1.


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CHAPTER2RESEARCHDESIGN

Selectionof

aResearch

MethodologyConcept

Mapping

Criteria

Thestudyssuccessdependedinlargepartupontheselectionofaresearchmethodologywhichis

compatiblewithboththenatureofprojectmanagementandtheopennessoftheresearchgoal.

Projectmanagement

operates

within

acomplex

web

of

interactions

between

people,

processes

and

technologies. Itspracticeseldomlendsitselftoeitherasimpleormechanisticformulation. Asa

result,itisimpossibletodetermineinadvancewhatfactorsthestudymustexamineinfulfillingthe

researchgoal. Rather,theresearchmustbeginwithanexploratorystagewhichisreceptiveto

multipleandsometimesconflictingparticipantperspectives. Qualitativemethodsarebestusedto

freelyelicit

the

ideas

of

experienced

project

managers

during

this

stage.

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


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perceptions. Importantly,conceptmappingdoesnotmeasureobservablebehaviours,butrather

participantsperceptionsoftheeffectivenessofprojectmanagementframeworkswithintheir

projectand

organizational

experience.

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:

Concept

Mapping

Phases

Thesephasesareconsideredingreaterdetaillaterinthischapter.

ResearchGroups

Forcomparison,tworesearchgroupswerecreated:

PRINCE2groupconsistingofRegisteredPRINCE2Practitionerswithtwoormoreyearsrecent

projectmanagementexperienceusingPRINCE2,and

OtherFrameworksgroupcomprisingprojectmanagerswithtwoormoreyearsrecent

projectmanagementexperienceusinganyotherprojectmanagementframework.

MajorFocus

Questions

TodeterminetheextenttowhichPRINCE2andOtherprojectmanagementframeworkscontribute

toprojectperformance,theteamaskedbothresearchgroupstwomajorquestions:


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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

500project

managers

were

approached

by

the

research

team

through:

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.


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Table

2:

Research

Demographics

Surveys

DatawascollectedinsevenparticipantsurveysadministeredinthreesequentialSurveyRounds

describedinTable3.

Invited TotalAust

raliaUK US Europe Global ICT Construction Transport

Other

(R&D,

Defence)

SurveyRound1:ParticipantSelection(Over500initialrequestsmade)

PRINCE2

119

38 19 8 0 8 3 13 3 22 1

Other

53

18

10

17

7

1

7

29

8

9

SurveyRound2ParticipantBrainstorming

PRINCE2 38 24 11 6 0 5 2 7 2 16 0

Other 54 44 14 8 14 8 1 8 22 7 8

SurveyRound3ParticipantStructuring

PRINCE2

Problems/Issues 24 19 9 3 0 4 1 4 1 11 1

PRINCE2

Features20 19 10 3 0 4 2 4 1 12 2

Other

Problems/Issues22 21 7 3 5 2 4 4 9 4 4

OtherFeatures 22 19 5 4 7 1 2 4 7 3 5


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Round Survey GroupSurveyed Type Purpose

1

Survey1 AllParticipant

Selection

Selectappropriatelyqualifiedparticipants,allocate themto

thePRINCE2orOtherGroups,andcollectrelated

demographicsand

experience

information.

2

Survey2A PRINCE2

Brainstorming

Identifyproblemsorissuesexperiencedbyparticipantswith

PRINCE2thatadverselyaffectprojectdelivery.

Survey2B Other Identifyproblemsorissuesexperiencedbyparticipantswith

Otherframeworksthatadverselyaffectprojectdelivery.

3

Survey3A PRINCE2

Structuring

RankPRINCE2problemsorissuesbytheirperceivedimpacton

projectdelivery. SortPRINCE2problemsorissues(derived

fromallparticipants)accordingtotheirperceivedsimilarity.

Survey

3B

PRINCE2

Rank

features

by

their

perceived

impact

on

project

delivery.

SortPRINCE2existingorproposedfeatures(derivedfromall

participants)accordingtotheirperceivedsimilarity.

Survey3C Other RankPRINCE2problemsorissuesbytheirperceivedimpacton

projectdelivery. SortOtherproblemsorissues(derivedfrom

allparticipants)accordingtotheirperceivedsimilarity.

Survey3D Other Rankfeaturesbytheirperceivedimpactonprojectdelivery.

SortOtherexistingorproposedfeatures(derivedfromall

participants)accordingtotheirperceivedsimilarity.

Table3:

Survey

Conducted

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


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participantsrankingsforthatidea. Finally,therawrankingsforallideaswithinaparticularconcept

maparenormalizedonascaleof1(low)to5(high). Unlessotherwisespecified,thetermranking

willmean

normalized

ranking

throughout

this

report.

Sorting

Participantsthensortideas(e.g.problems/issuesorfeatures)intopilesaccordingtotheirperceived

similarity. Ideascontainedwithinthesamepileareassumedtoberelatedorsimilar;ideasin

differentpilesareassumedtobeunrelatedordissimilar. Participantsarefreetosorttheideasin

anywaytheychoose. Thesimilaritiesidentifiedbyaparticipantaresummarisedinaparticipant

similaritymatrix. Forexample,theexposedparticipantsimilaritymatrixontheleftofFigure1,

indicatesthattheparticularparticipantsortedideas1,4and6intothesamepilea1isrecorded

inthecorrespondingcellsoftheparticipantsimilaritymatrix.

The

participant

similarity

matrices

are

summed

to

form

the

group

similarity

matrix.

The

group

similaritymatrixrecordsthenumberofparticipantswhoassessedeachsimilarity,whichisthenused

tomeasuretherelativestrengthofasimilarity. Forexampleinthe groupsimilaritymatrixof

Figure1,nineparticipantsassessedideas9and10assimilar;whereas,onlyoneparticipant

consideredideas3and7assimilar,andallparticipantsregardedideas3and6asdissimilar.


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ClusteringandConceptInterpretation

Thegroupsimilaritymatrixisconvertedintoatwodimensionalmapusingthestatisticaltechnique

multidimensionalscaling.

The

distance

between

points

reflects

their

perceived

similarity.

The

multidimensionalscalingmapfortheFigure1groupsimilaritymatrixisdrawninFigure2. Usingthe

sameexamples,ideas9and10whichhaveahighgroupsimilarityof9areverycloseindistance;

whereasideas3and7whichhavealowgroupsimilarityof1aresomedistanceapart.

Finally,theconceptswhichunderpintheparticipantsperceptionsarecrystallizedasclustersof

proximatepointsonthemap. Clustersareidentifiedusingacombinationofscienceandart(Guyon,

vonLuxburg,&Williamson,2009),ormorespecificallystatisticsandexpertjudgement. Aninitial

clusterconfigurationisdeterminedusingastatisticaltechniqueclusteranalysis. Thecluster

boundariesarethenrefinedandtranslatedintoconcepts,usingexpertjudgementsay,intheform

ofanexpertpanel. Figure2illustratesthefourclustersidentifiedfromthegroupsimilaritymatrix.

Clusters1,

2and

3would

be

translated

into

their

corresponding

concepts.

However,

the

interpretationofCluster4wouldlikelybedeferredbecauseofitssingularcontent,untilmore

informationwascollected. Therelativerankingofeachideaisindicatedbythesizeofthe

correspondingpoint. Therelativeimportanceofaconceptismeasuredbytheconceptsranking,

whichiscalculatedasthemeanofitsideasrankings.


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Figure2: MultidimensionalScalingMap&ClusterAnalysis

DataCollectionandAnalysisTools

DataCollection

Alldatawascollectedonlineusing:

Zoomerangonlinesurvey(http://www.zoomerang.com/)forSurvey1

ConceptSystemsIncorporatedGlobalSoftware(http://www.conceptsystems.com/)for

S 2A 2B 3A 3B 3C d 3D ( T bl 3)

Cluster1

Cluster2Cluster3

Cluster4(?)


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IBMSPSSStatistics18(http://www.spss.com/)formultidimensionalscaling(PROXSCAL),

andclusteranalysisKmeansandhierarchicalclusteranalysis

Rlanguage

(http://www.r

project.org/)

scripts

for

data

manipulation

and

Trochims

(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,reliability

is

defined

as

the

portion

of

measurement

that

is

due

to

permanent

effects

that

persistfromsampletosample(Netemeyer&Sharma,2003). Orinotherwords,reliabilityasks

whetherthesameresultwouldbereachediftheresearchwasrepeatedwithotherparticipant

samples. However,reliabilitymeasuresusedinthetraditionalsurveyapproach(whichrequires

respondentstoansweraseriesofclosedtestitems)arenotsufficientfortheconceptmapping

methodology

(Trochim,

1993).

Instead,

Trochim

(1993)

has

developed

a

suite

of

reliability

statistics

specificallyforconceptmapping. Normativerangesforthesereliabilitystatisticshavebeenderived

fromalmosttwodecadesofconceptmappingexperience(Rosas&Camphausen,2007).


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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).

Inassessing

the

validity

of

the

research,

both

qualitative

and

quantitative

definitions

were

put

to

use.

Fromthequalitativestandpoint,thestudymadesubstantialuseoftriangulation. Asignificant

numberofindependentparticipantswithdiverseexperiencewereconsulted,elicitingboth

convergentanddivergentperspectives. Moreoverdatawascollectedusingavarietyofmodes

includingbrainstorming,

sorting

and

ranking.

Fromaquantitativestandpoint,theresearchmustshowthatwhatisbeingmeasuredthe

problems/issuesandmitigatingfeaturesisbothrelevantandcomprehensivetotheresearch

questions. Severalstepsareneeded.

First,the

research

must

ensure

that

the

measures

encompass

the

relevant

aspects

of

the

research

questions. Thisisreferredtoascontentvalidity(Neuman,2006,p.193) Althoughtherecanbeno

guaranteethatallproblems/issuesandfeatureshavebeendiscovered,thebrainstormingactivity

coupledwiththediversityofparticipants(e.g.geographicallyandbyindustrysector)ensuredthata

substantialsetofcontrastingideaswasunearthed. Therelativeimportanceoftheseideas,with

respectto

the

research

questions,

was

established

by

the

participants

in

the

ranking

activity.

Second,theresearchmustdetermineifthemeasuresoperateinaconsistentmannertermed

constructvalidity(Neuman,2006,p.194). Althoughthisismoreeasilyverifiedinpurely


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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

ineach

of

the

PRINCE2

and

Other

groups.

ConceptMap Description Reference

PRINCE2Issues Problemsorissueswhichadverselyaffectedtheutilityof

PRINCE2insuccessfully deliveringprojectoutcomes.

Appendix3,Figure5

PRINCE2Features Existingorrecommendedfeatureswhichdoorwouldat

leastmitigate,ifnotresolve,thePRINCE2problemsor

issues.

Appendix3,Figure7

OtherIssues

Problems

or

issues

which

adversely

affected

the

utility

of

otherprojectmanagementframeworksinsuccessfully

deliveringprojectoutcomes.

Appendix3,

Figure10

OtherFeatures Existingorrecommendedfeatureswhichdoorwould

mitigate,ifnotresolve,theseotherprojectmanagement

frameworksproblemsorissues.

Appendix3,Figure12

Table5ConceptMapsDeveloped

Thefour

concept

maps

showing

all

ideas

are

depicted

in

Appendix

3,

Figure

5,

Figure

7,

Figure

10,

andFigure12. Thesignificantproblems/issues(withrankingsequaltoorgreaterthan3)forthe

PRINCE2IssuesandOtherIssuesconceptmapsareseparatelybrokenoutinAppendix3,Figure6

d i 11 i l h I C 2 I i d d i b di


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Conceptstatisticsforeachconceptmapincludingnumberofideasencompassedbytheconceptand

theconceptrankingaredescribedinAppendix4,Table29.

ConceptThemes

Collectively,theseconceptmapssuggestthatparticipantssubjectivelyframetheirperspectiveson

thetworesearchquestionsaroundsixmajorthemes:

Framework/Manualtheprojectmanagementframeworkincludingitsassociated

documentation

ProjectBoards/SponsorsCompetencyprojectsponsorandprojectboardcompetency

ProjectGovernanceCompetencyorganizationalcompetencyinprojectgovernance

OrganizationalPMCompetencyorganizationalcompetencyinimplementingtheparticular

projectmanagementframework

Project

Team

Competencyprojectmanager

and

project

team

competency.

Tailoring/EmbeddingusingthedefinitionsinDirectingSuccessfulProjectsusingPRINCE2

(OfficeofGovernmentCommerce,2009a,pp.97103),tailoringisadaptingtheproject

managementframeworktotheprojectcontext; whereasembeddingisadaptingthe

projectmanagementframeworktothecorporatecontext.

TherelationshipsbetweentheseconceptsandtheconceptsthemesaremappedinAppendix2,

Table28. Occasionallyaconceptrelatestomorethanonetheme.

Althoughtheidentificationoftheseconceptthemesisonlyapreliminaryresult,itprovidesan

intuitive,convenientandpervasivestructuretoanalysethespecificfindings.

MultidimensionalScaling

Statistics

Thestressstatisticsforthemultidimensionalscalingmapsforeachoftheconceptmapsareshown

inAppendix5,Table30. Inallcases,thestressstatisticStressIusedinthisstudysatisfiesthetwo


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(1993)andRosasandCamphausen(2007). Inotherwords,iftheresearchwererepeatedunder

similarcircumstances,thereisahighprobabilitythattheresultswouldbesimilar.

Validity

Becauseconceptmappingisamixedmethodology,theresearchsvaliditywasexaminedfrom

qualitativeandquantitativeperspectives. Theapproachesadoptedinthisstudytopreserve

qualitativeandquantitativevalidityaredescribedindetailundertheheadingResearchDesign

above.

OnesourcewhichweakenstheresearchvalidityistheapparentlackofawarenessofsomePRINCE2

participantsofthesignificantchangesmadetoPRINCE2inthe2009release. However,theresultis

mostlikelytobeamoreconservativeevaluationintheareasaffected. Theresearchteam

recommendsthattheproblems/issuesandfeaturessuggestedbythePRINCE2participantsbe

reviewedby

an

expert

panel

to

identify

those

that

have

been

resolved

in

the

latest

release.

Notwithstanding,theresearchdesignisdeemedtoexhibitanacceptabledegreeofvalidity.

PresentationofFindings

Thefindingspresentedbelowaregroupedhierarchicallyinthreelevels:

Firstlevel:ProjectmanagementframeworkPRINCE2orOther

Secondlevel:ConceptTheme

Thirdlevel:ResearchquestionsProblems/IssuesorFeatures

InterpretationofIdeaRankings

In

formulating

findings,

only

problems/issues

or

features

which

are

ranked

equal

to

or

greater

than

3

areconsideredsignificant. ThePRINCE2IssuesandOtherIssuesconceptsmapsarealsoredrawn

inAppendix3,Figure6andFigure11respectivelytoshowonlysignificantideas.


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PrudentComparison

TheresearchdoesnotattempttocomparetheperformanceofPRINCE2againstthatofanyother

specificproject

management

framework.

Moreover,

such

comparisons

would

be

invalid

because

the

Othergroupdoesnotrepresentusersofaparticularframework,butratherabroadclassof

unspecifiedframeworks.

RathertheOtherdataoffersanexcellentcomparativesampleoftheproblems/issuesbeing

experienced,andthefeaturessought,bypractitionersingeneralprojectmanagementpracticeusing

nonPRINCE2frameworks.

PRINCE2

PRINCE2ConceptMaps

ThePRINCE2IssuesandPRINCE2FeaturesconceptmapsareillustratedinAppendix3,Figure5and

Figure7.

RelativeImportanceofPRINCE2-IssuesConcepts

TherelativerankingoftheconceptswithinthePRINCE2IssuesconceptmapisillustratedinFigure

3below.

The

higher

the

ranking,

the

more

serious

is

the

perceived

concern

of

the

PRINCE2

participants. AttheextremesofthisscaleofperceivedconcernsaretheProjectBoard/Sponsor

issuesatthehighendandthePRINCE2FrameworkandManualissuesatthelowend.

NotethatinthePRINCE2Issuesconceptmap,theProjectTeamCompetencythemeisencapsulated

intheOrganizationalPMCompetencyconcept,andtheFramework/Manualthemeiscollectively

coveredbytheFrameworkandManualconcepts.


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1

1.5

2

2.5

3

3.5

4

4.5

5

ProjectBoard/Sponsor ProjectGovernance

Competency

OrganizationalPM

Competency

Tailoring Framework Manual

Concdept

Rankin

g

Concept

Figure3:PRINCE2IssuesConceptRankings

Framework/ManualTheme

Issues

Althoughthe

PRINCE2

participants

raised

many

and

distinct

issues

about

the

PRINCE2

Framework

andManual,therelativeimportanceofthesewasverylowwithaveragerankingsof1.9and1.1

respectively(onascaleof1to5). UnlikeotherconceptswithinthePRINCE2Issuesconceptmap,

theFrameworkandManualconceptscontainnoissuesrankedabove3and2respectively. Thisisa

verysignificantfinding,whichpersuasivelyexemplifiesthegeneralsatisfactionofparticipantswith

thePRINCE2

framework

and

manual.

TheperceivedintegrityofthePRINCE2frameworkissimilarlydemonstratedpictoriallyinthe

contrastbetweenthetwovariantsofthePRINCE2IssuesconceptmapinAppendix3,Figure5and

Figure6. ThefirstmapwhichincludesallissuesdepictswellpopulatedFrameworkandManual

concepts(combinedforconvenience). Yetinthesecondmap,whichonlyincludessignificantissues

(withrankings

equal

to

or

greater

than

3),

the

combined

Framework

and

Manual

concepts

are

almostemptyexceptfortwoissues,insharpcomparisontoallotherconcepts. Theonlytwoissues

inthecombinedFrameworkandManualconceptwiththemaximumrankingof3arelistedinTable

ll i h C 2 k/ l i i d b i di id l C 2


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EquallyimportantarethePRINCE2Framework/ManualissuesraisedbyindividualPRINCE2

participantsbuttheneffectivelyrejectedbythePRINCE2groupasawholebyassigningarankingof

1.

Theseare

described

in

Table

7below.

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

PRINCE2manual

mutates

rather

than

evolves

every

3to

4years

creating

disruption

to

project

teams

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

or5as

discussed

earlier).

The

PRINCE2

participants

were

generally

of

the

opinion

that

the

existing

featuresofthePRINCE2frameworkandmanualnotonlyresolvemanyoflowlevelFrameworkand

Manualissues,butalsocontributetowardresolvingothermorehighlyrankedPRINCE2Issues

themes

k/ l C t R ki


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ExistingPRINCE2Framework/ManualFeature Concept Ranking

EmphasizescriticalroleoftheBusinessCaseinassuringthecontinuing

projectviability FrameworkGovernance 5

ExtensiveguidanceonprojectgovernanceinP209 FrameworkGovernance 5

Comprehensivelydefinesrolesandresponsibilities atalllevels FrameworkPRINCE2 5

Avoids'topheavy'managementbydelegatingresponsibilities tothe

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

Problems and Issues Organizational Not Methodological


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ProblemsandIssuesOrganizationalNotMethodological

ThemajorproblemsandissuesconstrainingsuccessinprojectsusingPRINCE2arelargelyunrelated

tothe

PRINCE2

framework

or

manual.

The

critical

problems

and

issues

are

not

methodological,

but

ratherpredominantlyorganizationalinnature. DespitetheperceivedbenefitsofthePRINCE2

frameworkandmanual,poorprojectleadershipandlackadaisicalimplementationofPRINCE2in

organizationsreceivedtrenchantcriticismfromthePRINCE2group.

ProjectBoards/SponsorsTheme

Issues

Inparticular,thePRINCE2groupwasexceptionallycriticalofthecompetenceandeffectivenessof

ProjectBoardsandProjectSponsors. InthePRINCE2Issuesconceptmap,theProject

Boards/Sponsorsthemewasthehighestrankedwithascoreof4.6. Moreover,morethanhalfof

thetop

30

PRINCE2

issues

(with

rankings

of

4and

5)

target

the

competence

or

behaviour

of

Project

BoardsandSponsors. TheProjectBoards/SponsorsissuessubmittedbythePRINCE2groupare

listedinTable10andareselfexplanatory.

PRINCE2ProjectSponsor/Board Issues Ranking

ProjectBoardsdonotunderstandtheirrolesandresponsibilities 5

Project

Board

members

not

always

competent

to

fulfil

their

role

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

Project Governance


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ProjectGovernance

Issues

Nearlyathirdofthetop30PRINCE2issues(rankingsof4or5)relatetogovernancemattersother

thanProjectBoardsandSponsors. TheissuesexpressedbythePRINCE2groupinTable11below

emphasizetheorganizationsignoranceof,oritsinabilitytoexercise,goodprojectgovernance.

PRINCE2ProjectGovernanceIssues Ranking

Organization

does

not

understand

the

role

of

the

project

governance

process

in

decision

making 5

Organizationhaslowrespectforprojectgovernance 5

Organizationfocusesonprojectcostratherthanbenefits 4

Loworganizational projectmanagementmaturity 4

Benefitsrealisationisnotmanagedbeyondprojectclose 4

Althoughrequirementsremainvagueorunapproved,theprojectproceedsbecauseoftime

pressures

4

Projectaccountabilities notenforced 4

Insufficienttimeallocatedforplanningandprojectapprovals 4

Budgetorresourcesnotsufficienttosatisfyprojectneeds 4

Table11:PRINCE2ProjectGovernanceIssues

ProjectBoards/SponsorsandProjectGovernanceThemes

Features

SeveralexistingfeaturesofthePRINCE2FrameworkandManualidentifiedbyPRINCE2participants

inTable8alreadysupportimprovedperformanceofProjectBoards/SponsorsandProject

Governance,includingthefollowing. ThePRINCE2manualsvolumeDirectingSuccessfulProjects

with

PRINCE2 (OfficeofGovernmentCommerce,2009a)andManagingSuccessfulProjectswith

PRINCE2(OfficeofGovernmentCommerce,2009b)giveextensiveguidanceonprojectgovernance

(includingProjectBoardmembershipandconduct)andcomprehensivelydefineallrelevantroles

andresponsibilities. TheBusinessCaseplaysacriticalroleinassuringthecontinuingviabilityofthe

Recommended Project Boards/Sponsors and Project Governance Features Ranking


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RecommendedProjectBoards/SponsorsandProjectGovernanceFeatures Ranking

Educatingprojectboardmembersontheircollectiveandindividualresponsibilities 5

IncreasingseniormanagementawarenessofPRINCE2 processesandmanagementproducts 5

ExplainhowtoachievetheseniorleadershipcommitmentneededtoembedPRINCE2,in

thePRINCE2Manual 5

Preparepublicationtargetingtheroles&responsibilities ofProjectBoardsandexecutives 4

DevelopcourseforProjectSponsorsandProjectBoardMembers 4

Introducecertificationforprojectboardmembers 3

Table12:ProposedPRINCE2FeaturestoMitigateProjectBoards/SponsorsandProjectGovernanceIssues

ThePRINCE2participantsperceivedaneedforsignificantinitiativestoeducateProjectSponsors,

ProjectBoardmembersandotherseniorexecutivesabouttheimportanceofprojectgovernance,

theircollectiveandindividualresponsibilitiesforeffectiveprojectleadership,andmoregenerally

PRINCE2processesandproducts. ThePRINCE2groupsuggestedthatthismightincludea

certificationschemeforProjectBoardmembers. Furthermore,thePRINCE2groupsought

comprehensiveguidanceonhowtosolicitseniorleadershipcommitmenttoimplementPRINCE2

organizationally. ThePRINCE2participantsdidnotappearawareoftheexistingProgrammeand

ProjectSponsorshipqualification.

OrganizationalPMCompetencyandProjectTeamCompetencyThemes

IssuesOrganizationalPM

Competency

and

Project

Team

Competency

Themes

Interestingly,thePRINCE2groupprimarilyfocussedonissuesrelatedtoOrganizationalPMrather

thanProjectTeamCompetency. Thisagainmaybeareflectionoftheperceivedintegrityand

maturityofthePRINCE2frameworkandmanual. ThatthedominantProjectTeamCompetency

issueistheinexperienceofsomeRegisteredPRINCE2Practitionerssupportsthiscontention.

ThethreemajorOrganizationalPMCompetencyissuesidentifiedbyPRINCE2participantsare:

OrganizationswhicheitherdonotunderstandPRINCE2ordontknowhowtoimplement

d t i PRINCE2 t t d Thi i lifi d i th h t i ti

IssuesProjectTeamCompetencyTheme


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j p y

Asalreadymentioned,themajorProjectTeamCompetencyissuesubmittedbythePRINCE2groupis

theperceived

inexperience

of

many

Registered

PRINCE2

Practitioners.

The

term

practitioner

is

obviouslyinterpretedinthemarketplaceasaprojectmanagerwhocanproficientlyapplyPRINCE2

inactualprojects.

OrganizationalPMCompetencyIssues Ranking

OrganizationdoesnotknowhowtoapplyPRINCE2processes 4

Organizationdoes

not

know

how

to

manage

quality

using

product

descriptions

and

customer

qualityexpectations 4

ManysocalledPRINCE2Practitionershaveneverrunaproject,andsotimeandeffortiswasted 4

PRINCE2exceptionprocessesnotfollowedinmanagingescalatedissues 4

PRINCE2usedinnameonly theProjectBoardandProjectManager thinktheyareusing

PRINCE2,butnotreally. 4

Someteammembersstruggletoapplyproductbasedplanningandtounderstandits

relationshipto

scope

and

quality

3

ProjectmanagersdonotreceiveadequatesupportintheirinitialuseofPRINCE2 3

Projectmanagersaretreatedasprojectcoordinators 3

LackofcriticalmassofthoseunderstandingPRINCE2methodologyintheorganisation 3

NotenoughpeoplehavebeentrainedinPRINCE2 3

Issuemanagementpileup lackofclarity,worry,fearetccanbeenteredasanissue.Filtering

these

quite

a

task.

3

Stageprocessesarenotstrictlyfollowed 3

Runningtheproject'byPRINCE2'canbecomemoreimportantthanachievingprojectobjectives 3

Table13:OrganizationalPMCompetencyIssues

FeaturesOrganizationalPMCompetencyTheme

Earliersectionshavealreadycanvassedfurtherfeaturesincluding:

educationinitiativesforseniormanagement,

certificationforProjectBoardmembers.

FeaturesProjectTeamCompetencyTheme


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j p y

ThescopeofthecurrentPRINCE2certificationisseenastoolimited. ThePRINCE2group

recommendedthat

certification

be

made

more

practically

oriented

or

competency

based.

Several

suggestionswereadvanced. ThePRINCE2certificationstructureshouldbeextendedtorecognize

experienceintheapplicationofthePRINCE2frameworktoactualprojects. Thiscouldbeofferedas

anadditionalaccreditation,preservingthevalueoftheexistingcertification. Althoughranked

slightlylower,thePRINCE2groupalsoproposedthatPRINCE2bealignedwithacompetencymodel

which

promotes

teamwork,

and

that

an

accreditation

scheme

be

introduced

for

PRINCE2

coaches.

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

adoptedin

this

study.

Tailoring

is

adapting

the

PRINCE2

framework

to

match

the

particular

circumstancesoftheproject;whereasembeddingisadaptingtheframeworktotherequirements

ofthecorporateorganization.

recognitionofthedifficultiesinvolvedintailoring,emphasisestheneedforcomprehensiveandeasy


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tofollowguidance.

PRINCE2TailoringIssues Ranking

TailoringbyinexperiencedPMsreducesthepowerofPRINCE2bytakingawayessentialstuff 5

PRINCE2processesneedtobetailoredtosizeofprojects,tosuitorganisational context 4

Changemanagementprocessiseffectivebut timeconsumingandverydifficulttospeedup 3

Structuredprocessesareimportantbutcansometimesleadtoinflexibilityindealingwith

uncertainty 3

TailoringPRINCE2

to

match

project

size

is

difficult

3

Table15:PRINCE2Tailoring/EmbeddingIssues

AlthoughmanyissuesinTable15centreontailoring,embeddingissuesarenolessimportant. They

arereferredto,bothexplicitlyandimplicitly,inissuescoveredbyotherthemessuchasthose

expressedinTable16below.

Issues Concept Ranking

Organizationhaslowrespectforprojectgovernance ProjectGovernance 5

CorporatemanagementbypassestheProjectBoard ProjectBoard/Sponsor 5

OrganizationdoesnotknowhowtoapplyPRINCE2

processes

OrganizationalPM

Competency

4

Benefitsrealisationisnotmanagedbeyondprojectclose ProjectGovernance 4

Projectshavelimitedinvolvementorrepresentation from

the

customer

Sponsor/Board 4

PMsdonotreceiveadequatesupportintheirinitialuse

ofPRINCE2

OrganizationalPM

Competency

3

PRINCE2processespoorlyintegratedwithother

enterpriselevelprocessese.g.businessplanning

ProjectGovernance 3

PRINCE2lackssufficientemphasisonthepeopleissues Framework 3

Runningtheproject'byPRINCE2'canbecomemore

importantthanachievingprojectobjectives

OrganizationalPM

Competency

3

Table16: ExamplesofEmbeddingReferencedinOtherThemes

TogethertheseandotherreferencestothetopicofembeddingbythePRINCE2groupreinforcethe

earlierfindingthatorganizationsarefailingtorecogniseandmanagetheintroductionand

i l i f PRINCE2 i ifi i i l h i i i i A h h h

thenewchapterentitledTailoringPRINCE2totheprojectenvironmentinthePRINCE2


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Manual2009edition (OfficeofGovernmentCommerce,2009b,pp.213231),and

thenew

companion

volume

Directing

Successful

Projects

using

PRINCE2

(Officeof

GovernmentCommerce,2009a,pp.98103)

wasacknowledgedbythePRINCE2participantsamongtheexistingFramework/Manualfeatures

listedinTable8.

Tailoringfeatures

recommended

by

the

PRINCE2

participants

are

listed

in

Table

17.

In

some

cases

thetailoringguidanceoncurrenttopicsmustbeexpanded;inothercasestailoringadviceissought

onnewtopicssuchasnontraditionaldevelopmentanddeliverymethodologies(e.g.agile).

RecommendedPRINCE2TailoringFeatures Ranking

Producea'lite'versionforsimpleapplications 4

Explicitly

address

the

linkages

to

programme

and

portfolio

management

4

Defineprojectsizingandclassificationmodeltoguidetailoring 4

PMsmustbewillingtodeviatefromthemethodologytoresolveissues 4

Demonstrate(withexamples)howPRINCE2 canbeusedwithnontraditionaldevelopmentand

deliverymethodologies(e.g.agile) 4

ImproveandexpandguidanceontailoringPRINCE2todifferentcontexts 4

Showhowtobettermanagetolerances(e.g.withearnedvalueanalysis) 3

Specifypre

defined

processes

for

small,

medium

and

large

projects

3

Includemorechecklists 3

Identifyshortcutsandnonessentialsteps 3

Includemoreandbroaderrangeofcasestudies 3

IncorporateastandardsetoftemplatesforallPRINCE2 productsratherthaneachorganization

developingtheirown 3

DemonstratehowtointegratePRINCE2andenterpriselevelprocesses 3

CreateaPRINCE2tooltocapturelessonslearned 3

Table17:RecommendedPRINCE2TailoringFeatures

ManyfeaturessuggestedinTable17focusontailoring. However,featuresproposedunderother

Issues Concept Ranking

Ed ti j t b d b th i ll ti d P j t G 5


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Educatingprojectboardmembersontheircollectiveand

individualresponsibilities

ProjectGovernance 5

Increasing

senior

management

awareness

of

P2

processesandmanagementproducts Project

Governance 5

Explainhowtoachievetheseniorleadership

commitmentneededtoembedP2inmanual(R)

ProjectGovernance 5

UpdatesupplementaryguidePeopleIssues&PRINCE2 Framework 4

Placegreateremphasison'peopleissues' ProjectGovernance 3

Table18:ExampleFeaturesSupportingEmbedding

OTHERPROJECTMANAGEMENTFRAMEWORKS

OtherConceptMaps

TheOtherIssuesandOtherFeaturesconceptmapsareillustratedinAppendix3,Figure10and

Figure12. AvariationoftheOtherIssuesconceptmapshowingonlysignificantissues(ranked3or

more)is

shown

in

Appendix

3,

Figure

11.

RelativeImportanceofOtherIssuesConcepts

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

RelationshipManagement RequirementsMa na gement Governance Financi al/CostManagement Framework Tailoring

ConceptRanking

TherelationshipsbetweenconceptsandthemesfortheOthergrouparenotassimpleasthe


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PRINCE2group. AsAppendix2,Table28demonstrates,severalconceptsintheOtherIssuesand

OtherFeatures

concept

maps

relate

to

two

or

even

three

themes.

This

is

not

surprising.

Unlike

the

PRINCE2group,theOthergroupembracesmultipleprojectmanagementframeworksanda

correspondinglygreaterdivergenceofissuesandfeatures. Forconvenience,theissuesorfeatures

containedwithintheseconceptsarereviewedunderasinglethemedesignatedinAppendix2,Table

28. Forexample,theRequirementsManagementconceptoverlapstheFramework/Manual,

Organizational

PM

Competency

and

Project

Team

Competency

theme

prince 2 presentation

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