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A COMPARISON OF PRINCE2 AGAINST PMBOK Introduction This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE2 method. It can be used in any discussion of the respective merits of the two approaches, or can be used to identify where additional material is required to be added or changed to training in one or the other in order to cover both approaches. The PMBOK is divided into 4 sections; the Project Management framework, the Project Management knowledge areas, Appendices and a glossary and index. The first two sections are sub-divided into chapters. Section III has 7 appendices and section IV is broken into glossary and index. Section I The Project Management Framework Chapter 1 Introduction Chapter 2 The Project Management Context Chapter 3 Project Management Processes Section II The Project Management Knowledge Areas Chapter 4 Project Integration Management Chapter 5 Project Scope Management Chapter 6 Project Time Management Chapter 7 Project Cost Management Chapter 8 Project Quality Management Chapter 9 Project Human Resource Management Chapter 10 Project Communications Management Chapter 11 Project Risk Management Chapter 12 Project Procurement Management Section III Appendices Appendix A The Project Management Institute Standards-Setting Process ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Appendix C Contributors and Reviewers of PMBOK Appendix D Notes Appendix E Application Area Extensions Appendix F Additional Sources of Information on Project Management Appendix G Summary of Project Management Knowledge Areas. Each of these will be summarised and assessed against PRINCE2. Summary PRINCE2 Advantages There is no equiv▯▯▯▯▯▯▯▯▯▯▯▯▯Starting u(SU), so there is no discussion of what or who should be in place at the beginning of a project, nor of how to go about getting it if it is lacking. PRINCE2 offers a complete change control approach, whereas PMBOK just talks of the need for it. PMBOK says little about configuration management, and certainly offers no link between it, the Configuration Librarian role and change control. The PMBOK only talks about a Project Plan, whereas PRINCE2 offers Stage and Team Plans and discusses the advantages of breaking the Project Plan down, e.g. for easier planning and better control. PRINCE2 offers standard roles for its project management team. The PMBOK only covers the creation of a WBS, and does not compare to the PRINCE2 Product-based Planning technique in terms of the ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ network plan and a Gantt or bar chart. 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK The Product Description is far more positive about what information should be provided to the producer of a product. The PMBOK offers only vague advice. PMBOK Advantages The PMBOK covers procurement. The PMBOK covers the actual procurement, pre-assignment or negotiation for team members for a project in some detail. PRINCE2 does not cover this. The PMBOK identifies needs to be covered in human resource management. Section I The Project Management Framework Summary PRINCE2 Comments Ch1 Introduction No clash with PRINCPMBOK goes into more detail about its overlap with other management areas, whereas ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ try t▯▯▯▯▯▯▯▯▯▯ Purpose of the GuideThis says that the pNo contention with PRINCE2. identify and describe that subset of the PMBOK that is generally accepted, i.e. has widespread consensus about their value and usefulness. There is no indication of what else is in PMBOK outside the subset. It also aims to provide a common lexicon of project management terms. 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK What is a project? A general and familiNo contention with PRINCE2. ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ What is Project ManAfter a general description there is No contention with PRINCE2. a reference to the 1The 12 chapters are discussed in the guide in sectiongreater detail later in the comparison Relationship to other Management This tPRINCE2 specifically avoidss Disciplines where there is overlmost of these overlaps. PMBOK and General Management (e.g. planning, staffing law, logistics) and Application Area Knowledge (e.g. software development, government contracting, marketing) Related Endeavours This is mainly a disNo contention with PRINCE2. relationship of projPMBOK sub-projects relate to programs and sub-proWork Packages and the typical division of work between the Project Manager and a team. Ch 2 The Project Management Context Project Phases and Discussion of phases▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ Life Cycle decision points to r▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ deliverables and proconcept. PMBOK makes the same performance to date.distinction between project and examples are given oproduct life cycles as PRINCE2. Representative ProjeThe examples of life cycles are Cycles. what PRINCE2 would call 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ well match PRINCE2 management stages in the examples given. Project StakeholderThis defines the teNo major difference to PRINCE2, ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ although PMBOK includes the of who they might bProject Manager and team the point that stakmembers as stakeholders, whereas have different objethe interpretation in PRINCE2 stays at a higher level and gives examples of stakeholders outside the project management team. Organizational InflThis discusses the PRINCE2 has the samPMBOK briefly discusses two of the overall orga▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ organisational cultures and how a which the project oof examples that PMproject might benefit from or Several organisational structures cla▯▯▯▯▯▯▯▯▯▯▯▯ are described. culture. Key General ManagemThis describes key PRINCE2 does not atThe PMBOK simply describes in that a Project Manacover these skills.brief terms what each of the skills including Leading, is, without offering any approach Communicating, Negotiating, to them or relating them to the Problem Solving and Influencing PMBOK aspects where they will the Organisation be useful. Social-Economic-EnvThis simply says thPRINCE2 does not coPMBOK says nothing about when Influences Manager must be awatopicscurrent or how to handle the influences, conditions and trends in Standards just gives examples of what they & Regulations, might be Internationalization, Cultural Influences and Socio-Economic- 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Environmental Sustainability Ch3 Project Management talks of the interactive Processes impact of changes and tradeoffs Project Processes This is a brief meNo contention with PRINCE2. project is compose▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ to be expanded in manag▯▯▯▯▯▯▯▯▯. prod▯▯▯▯▯▯▯▯▯▯▯▯▯ ▯▯▯▯▯▯▯▯▯▯▯▯▯ management and technical stages. Process Groups PMBOK talks of 5 gThese relate to thThe PRINCE2 processes are more or more processes processes plus somclearly separated for planning, executinComponents, such aunderstanding and the 8 processes and closing. Controls, and the provide more detail than the 5 between them. PMBOK groups Process InteractioThis takes the 5 pPRINCE2 provides tPMBOK talks of initiating a and describes themoutputs and also sproject or a phase. This equates to their inputs, outpComponents and Tec▯▯▯▯▯▯▯▯▯▯▯ techniques. used in the processtage/process and Managing Stage PMBOK also has a pPlanning processesBoundaries. Team Development. similar, and thereWhilst procurement may be part The Controlling prbetween Planning aof many projects, not all projects covers change contManagement of Riskwill want a method so specifically performance reportThe PMBOK Executinlinked to procurement. control, risk monicontain several el▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ control. An unusuato procurement, suwould be part of the initiation this group is Scopsolicitation, sourprocess, which correctly places it ▯▯▯▯▯▯▯▯▯▯▯▯▯ contract administrat the outset of a project, less ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ PRINCE2 does not c▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ The Closing procesDevelopmenters placement of it. 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Contract Closeout and▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ Administrative Closurwork is covered by the CS and MP processes. The Closing process is very similar to the CP process. Customizing Process IA simple explanation No contention with PRINCE2. standard processes should be ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ Mapping of Project MaA matrix is given, maThis is similar to mNo major difference, although Processes project management prPRINCE2 processes tohere again we see Solicitation, the 5 process groups components and technSource Selection and Contract project management knowledge Administration coming in. areas Section II The Project Management Knowledge Areas Summary PRINCE2 Comments Ch 4 Project Integrations covers the processes required Management to ensure coordination of the various project elements, specifically plan development and execution plus change control Project Plan DevelopmThere is a general diThis is very similarPMBOK talks of many subsidiary creating a Project PlPlanning process, almanagement plans, such as scope Earned Value ManagemePMBOK mentions a WBSmanagement plan, quality although no detail isthan Product Breakdomanagement plan, about it. Structure. communications management There is no mention in PMBOK at plan, risk response plan. Many of 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK this time of Stage or Team Plans, these are covered in other sections nor any detail of how to create the of the PID plan, just what it should contain Project Plan Execution This takes the approach that a PRINCE2 goes down to Stage and PMBOK is vague here, stays at a project is managed against the Team Plan level for day-to-day high level of plan for day-to-day Project Plan on a day-to-day execution. Work Packages match control, and still has regular basis. Work authorisation and work authorisation, but far more progress meetings without status review meetings are detail is given of the content of separating Project Board from mentioned. the WP and the interface with these. There is only a brief mention of Team Managers. PRINCE2 has change requests and gathering Checkpoint meetings but information on work results specifically suggests that the Project Board manage by exception and receive Highlight Reports instead of holding review meetings, except for end stage assessments. The PRINCE2 CS2/3/4 processes give far more detail about gathering progress information, capturing and examining change requests. Integrated Change Control This provides an overview to PRINCE2 offers a detailed change change control and configuration control approach and far more management. No detail, no detail on configuration method of how to do it is offered. management Ch 5 Project Scope This covers the scoping of a P2 covers scoping in both the PID The PMBOK states that this Management project or phase and controlling and Work Package chapter will cover the tools and any changes to that scope. techniques required, but the only 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK one covered in any detail is the WBS, and there is no effort to continue from that planning point into the other techniques needed to actually produce a plan Initiation Initiation is taken PRINCE2 tackles this PMBOK talks of a Product of a project or the areas, project initiaDescription as input to initiation, continue into the neStage Boundaries and but this is not the same as a mentions tools and tProject. Project selePRINCE2 Product Description. It such as project seleequate to the PRINCE2covers the product characteristics, benefit measurement Approach, benefit meathe relationship between the mathematical methodswould be found in theproduct and the business need, judgement ▯no specifBusiness Case and the▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ offered, just a listoffering expert judgethe product description may vary. sources. be available to any pm method. The output is a ProjThe PID equates to the Project Charter, but is wider in scope, e.g. identifying the whole project management team, not just the Project Manager, including the Project Plan, Business Case, risk evaluation and controls. Scope planning ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ PRINCE2 has this as pIt seems odd that this comes after ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ PID, being Problem Dthe Project Charter, whereas inputs are the ProduThe management of scoPRINCE2 makes it part of the Description, the Prois dealt with in PRINinformation needed before and the initial defichange control, whoseauthorising the project. One of the constraints and assudescribed as part of tools mentioned by the PMBOK is outputs are the ScopQuality Plan in the Pbenefit/cost analysis, although 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK and Scope ManagemePRINCE2 an assessmethere is no specific output of a latter describes hinitiation of the vBusiness Case. PMBOK does not will be managed anexpected leads to cenlarge upon the scope assessment of the a Change Authority management plan to discuss what stability of the pBudget.(how likely to do if the assessment shows a to change, how frequently and large volume of expected changes. how much) Scope definition This is the subdivThis equates to parWhen describing other types of major project deliPRINCE2 Product-based Planning WBS, PMBOK refers to a PBS, smaller, more manatechnique, the Product Breakdown meaning a Project Breakdown components. The outputs are work Stru▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯quality breakdown structuraspect of writing Pthe same as a properly done offers three exampDescriptions or the▯▯▯▯nsfer of the covering an aircraproducts into a Product Flow software product rDiagram. The Planning process wastewater treatmecontains much more detail in ▯▯▯▯▯▯▯▯▯▯▯▯▯▯ taking the Product Breakdown adequate cost and Structure through the Product estimates can be dFlow Diagram, estimating, level of detail foscheduling, risk assessment and ▯▯▯▯▯▯▯ writing a narrative. Scope verification ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯essThis is dealt with There is no mention in the of obtaining formaby the CP and DP5 pPMBOK process of an End the project scope PMBOK only has formProject Report or a Post Project ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ acceptance as an ouReview Plan. acceptance of the work results, i.e. occurs at the end of a project, rather than agreement at the end of initiation on what is to be done 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Scope change control This is a very high level view of PRINCE2 has both a change Both methods include noting the need for change control, control component, a change lessons learned from changes and agreeing and managing scope control technique, processes (CS3 setting a new baseline. change. and CS4) to capture and analyse change requests and a series of processes to obtain decisions on changes and manage their implementation (CS5, CS8, Exception Report, DP4, SB6, Exception Plan and DP3 ▯Project Board decision on a revised plan) Ch 6 Project Time Management This covers the development of PL2 (drawing a Product Flow the project time schedule Diagram), PL3 (Activities and Dependencies), PL4 (Estimating) and PL5 (Scheduling) cover this. Activity Definition Identifying and documenting the Covered by the second step of specific activities required to PL2 and the first part of process produce the deliverables shown in PL3. The activity description the WBS. Part of the activity list equates to a Product Description should be descriptions of each without offering a disciplined activity to ensure that the project structure for it. team members will understand how the work is to be done. Activity Sequencing The identification and Covered by the last step of PL2 documentation of interactivity (drawing a Product Flow logical relationships. This Diagram) and the second half of suggests network planning as a process PL3. PRINCE2 also tool. suggests network planning software tools. 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Activity Duration Estimating Estimating both the work periods This is covered by PL4 PMBOK gives an overview of required to complete an activity four methods of estimating, but and the elapsed time. not enough to be able to use them. Schedule Development The iterative process of Covered by PL5 PMBOK has the risk management determining start and finish dates plan as input, but does not consider updating risks as a result of planning Schedule Control a) Influencing the factors that Covered in greater detail in the Both methods include updating create schedule changes to ensure change control approach, Lessons Learned. that changes are agreed upon (b) processes such as CS2/3/4/5/7 and determining that the schedule has 8, and products such as Project changed and (c) managing the Issues and Exception Reports and actual changes when and as they Plans. occur. It includes performance measurement, i.e. tracking plan changes that occur for other reasons than change requests. Ch 7 Project Cost Management This includes the processes PRINCE2 sees the first three as a PMBOK goes into more detail required to ensure that the project minor part of PL5, Scheduling. than PRINCE2 in most of this is completed within the approved The final part, Cost Control, is area with the exception of budget. The first three steps are handled by the PRINCE2 handling tolerances, a topic that part of the planning process. The approach to change control and PRINCE2 covers in much more last process covers controlling the CS processes, as described detail in the Controls component, changes to the project budget and against Schedule Control. SB/DP3 (agreement with the is almost a mirror image of 6.5 Project Board on stage tolerances) Schedule Control, looking at cost and CS5/7 and 8. instead of time. Resource Planning This covers determining what PRINCE2 sees this as part of PL5, physical resources should be used. Scheduling 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Cost Estimating This covers the estimate of the PRINCE2 covers this very briefly, costs of the resources needed to but does not separate this from the complete project activities. One other aspects of Scheduling. output is a cost management plan, Cost variances are dealt with as stating how cost variances will be part of tolerances and their managed. control, and this area is dealt with more thoroughly by PRINCE2. Cost Budgeting This covers the allocation of the Again this is part of PL5, overall cost estimates to Scheduling. individual work packages Cost Control Watching for the impact on cost Covered by CS2, Assessing PRINCE2 does not include EVM of proposed change requests and Progress, CS4, Examining Project or any other tool for performance other reasons for plan slippage. Issues and the escalation process. management, but works happily The process refers to Earned with any such tools used. Both Value Management as a tool for methods mention updating measuring project performance. Lessons Learned. The process mentions that processes should be developed for the closing or cancelling of projects. PRINCE2 provides such procedures. Ch 8 Project Quality This includes the processes Both methods recognise customer Management required to ensure that the project expectations, prevention over will satisfy the needs for which it inspection and management was undertaken. This covers the responsibility. quality policy, objectives, responsibilities, quality assurance, quality control and quality improvement within the quality 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK system. The chapter is intended to be compatible with ISO 9000, TQM and Continuous Improvement Quality Planning This involves identiThis is fully coverPMBOK does not formalise the quality standards arPlanning Quality. P▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ the project and deteoffers a process, SU4, where the to satisfy them. The▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ is a quality managemare sought and recorded. The Project Quality Plan is the equivalent of the quality management plan. Quality Assurance PMBOK uses the phrasPRINCE2 separates tPRINCE2 accepts that there may ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ organisation-wide qbe audits from an organisation- activities implementassurance role ▯setwide quality assurance group, quality system to prmonitoring the use of standards ▯ independent of the project, but confidence that the from aspects of thealso offers a role for this group as satisfy the relevantAssurance role, thepart of Project Assurance. standa▯▯▯▯▯▯▯▯▯▯▯▯ resources for quality work and quality results and monitoring the results for a single other quality manageproject. PRINCE2 offers a quality activities. file for all quality documents, which can be used for quality audits. Quality Control This involves monitoPRINCE2 covers the Both cover the quality of products project results to dproducts and techniand project management. comply with relevantthe Quality Log andPMBOK does include a standards. reviews description of Pareto diagrams Ch 9 Project Human Resourceses referencPRINCE2 does not cover this 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK Management human factor skillsaspect.ding, delegating, team building and performance appraisal without going into detail or recommending any specific methods. Organizational PlannThis covers identifPRINCE2 covers this PRINCE2 covers the area in far documenting and assSU3, designing and appointing the more detail and is more specific project roles, respproject management tabout the roles that should be reporting relationsPRINCE2 also offers considered. PMBOK says that management organisatroles may be assigned to structure with standindividuals or groups. descriptions for each role to be tailored for each specific project, ▯▯▯▯▯▯▯▯▯▯▯▯▯▯ discussion of an organisation chart Staff Acquisition This covers negotiaPRINCE2 does not cover this. assignment and procurement of resources. Team Development This considers teamPRINCE2 does not covPMBOK mentions the importance personal training, reward and of these things and then points the recognition systems. ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ to detailing how they are to be achieved. Ch 10 Project Communicationsers the timPRINCE2 describes the products, Management appropriate generatoffers Product Descriptions of dissemination, storthem and the processes where 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK ultimate disposition of project each type of communication is information. generated and used. Communications Planning This involves determining the This is covered by the Both methods link information and communications Communication Plan, part of the communications to the needs of the stakeholders. PID. organisational structure. Information Distribution This covers the implementation of The implementation is embedded the communications management in the relevant processes, such as plan as well s responding to reporting highlights, preparing unexpected requests for end stage reports. The Project information. Issue procedure covers any unexpected requests for information. Performance Reporting This involves the collection and This is covered in such processes PMBOK describes the Earned dissemination of performance as CS2, Assessing Progress, and Value Analysis technique. information, plus the maintenance CS6 Reporting Highlights. of the data in an organised PRINCE2 offers a filing structure fashion. in which to keep the information. Administrative Closure This covers the documentation of This is fully covered in the CP results to formalise acceptance of process, Closing a Project. the product and the archiving of PRINCE2 is more specific about project records. what the documents should be and what they should contain. Ch 11 Project Risk The systematic process of The Management of Risk PRINCE2 can work equally well Management identifying, analysing and component fully covers this. with the risk approach that it responding to project risk. describes or any other risk management method Risk Management Planning This covers deciding how to PRINCE2 assumes that the same One thing covered in the PMBOK approach and plan the risk approach to the management of is risk budgeting. The new version management activities for a risk will be used on all projects. of PRINCE2 will include this and 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK project. the use of risk tolerance, also mentioned briefly in the PMBOK. Risk Identification Determining which risks might Covered by the Management of affect the project and Risk component. documenting their characteristics. It discusses techniques such as brainstorming and Delphi. Qualitative Risk Analysis Assessing the impact and Covered as above. PRINCE2 likelihood of identified risks offers the Risk Log to assist in monitoring risks. Quantitative Risk Analysis The numerical analysis of the PRINCE2 suggests high, medium PMBOK goes into more detail in probability and impact of a risk. and low scoring, but is equally at identifying realistic cost, schedule Sensitivity and decision tree home with a scoring system. No or scope targets. analysis are briefly described analysis techniques are discussed. Risk Response Planning This covers the development of The consideration of options is Both methods offer the same options to counteract risks, covered in Evaluation. PRINCE2 types of risk action and mention including the assignment to discusses the balance of the the appointment of risk owners. individuals to take responsibility impact of the risk occurring There is a description of residual for each agreed risk response. against the impact of taking the risks and secondary risks in the possible risk actions. PRINCE2 PMBOK, not covered in covers the assignment of risk PRINCE2. actions as part of risk management. PMBOK talks of a Risk Register, PRINCE2 uses the term Risk Log. Risk Monitoring & Control Keeping track of identified risks Covered in the four steps of risk and identifying new ones, management; planning, ensuring the execution of plans resourcing, monitoring and and evaluating their effectiveness control. PRINCE2 also links these 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK in reducing risk. to the points in the various processes where they occur. Ch 12 Project Procurements covers the processMost of this is not covered. Management acquire goods from outsPRINCE2 regards this as a customer organisation. specialist activity, rather than a generic part of project management. Procurement Planning This is the process of This would be part of defining the which project needs can▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ met by procuring produc▯▯▯▯, although PRINCE2 services outside the prkeeps this at a high level. organisation. It includes an overview of make-or-buy analysis and contract type selection Solicitation Planning This covers the preparaNot covered documents needed in order to approach prospective suppliers, including evaluation criteria. Solicitation This covers the obtainiNot covered. and other responses from prospective suppliers, including any qualified seller lists, bidder conferences and advertising Source Selection This covers from the reNot covered bids and the application of the evaluation criteria to the selection of a provider, including contract negotiation Contract AdministratioThis is the process of PRINCE2 covers all aspects of 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ this; the planning interfaces meets contractual rebetween Project Manager and Team Manager of Work Packages and Team Plans, performance reporting (Checkpoint Reports), quality control (the Quality Log) and change control, except for the payment system, although payments can be linked to product approval or end stage assessments. Contract Closeout This is similar to aAs PRINCE2 considers closure, described eprocurement is a specialist involves both producactivity, it does not cover this as and the updating of such. But all its requirements are their archiving covered by the CP, Closing a Project, and DP5, Confirming Project Closure, processes. Section III Appendices A. The Project manaThis defines what thThese are PMBOK-specific and Institute Standards Setting Process stado not concern PRINCE2.e handling of the development of original works and adoption of non-original work as standards. ▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯▯ A history of the evolution of the to the Project ManaPMBOK plus lists of the ▯▯▯▯▯▯▯▯ standards committee, contributors, 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK reviewers and production staff. C. Contributors and Reviewers of This lists the contributors and PMBOK Guide 2000 Edition reviewers of the current edition. D. Notes Where applicable this lists the sources of information used in the various chapters, such as The American Heritage Dictionary of the English Language. E. Application Area Extensions An Application Extension Area is where there are generally accepted knowledge and practices for a category of projects in one application area that are not generally accepted across the full range of project types. The Appendix covers the need for these, criteria for their development, the publication and format of them and the process for development and maintenance of them. No examples are given. F. Additional Sources of This lists a number of professional Information on Project and technical organisations, some Management commercial publishers, a reference pointer to a website for The PMI Registered Education Provider Program and a very vague mention that many educational institutions offer 24 Jan 2002 A COMPARISON OF PRINCE2 AGAINST PMBOK project management education. G. Summary of Project This is a summary of the topics of Management Knowledge Areas sections I and II. Glossary This holds: PRINCE2 terminology is not A description of the glossary included, except where both use a inclusions and exclusions; common term. A list of common acronyms; Definitions of project management terms 24 Jan 2002
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