What is the difference between pmbok and pmp

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Each new edition reflects careful consideration of project management profession changes. How was the reduction in pages accomplished for the seventh edition?

Learn more about foundational standards at PMI. The Value Delivery System encapsulates the focus on outcomes which is reflected in the seventh edition. At a conceptual level, the seventh edition is an update in the way the project management discipline represents itself. Our Brands. The project board in turn, reports to a 4th higher level known as corporate or programme management, although this latter level is not regarded as being part of the project management team.

Other roles to complete the project management team include project support, change authority and project assurance roles. This means every project is commissioned and paid for by the customer, who also specify what is required. The supplier delivers what is required within the agreed constraints of cost and time. The team manager role, which is responsible for delivering products to the project, therefore works for the supplier organization. The project manager, who works for the customer organization, controls the work done by team managers via the use of work packages.

These exist for time, cost, scope, quality, risk and benefits. In addition to controlling the work done by teams, the project manager is also responsible for managing issues and risks, taking corrective action within tolerance and reporting progress to the project board. The project board is responsible for approving plans for each stage of the project and also for the project as a whole.

This decision is based upon reviewing and approving an updated business case which outlines the benefits versus the costs, timescales and risks. So long as the project remains a worthwhile investment, the next stage can be authorized. The project board informs corporate management of progress. If a plan or any other project management document or artefact needs approving, PRINCE2 clearly defines the responsibility. The processes are integrated with the 7 PRINCE2 themes to form a methodology which can be used to manage any type of project.

These things get written into a project brief. The project management team is appointed. A plan for the first initiation stage is developed. The project brief and stage plan then go to the project board for approval. If the project sounds like a sensible idea, the project board can approve the project brief and stage plan and proceed to the first initiation stage. Otherwise, no further work is done. It is the only process performed by the project board.

In PRINCE2, the project board are responsible for taking the major decisions on the project including approving the project plan and stage plans and committing the required resources, approving the project brief equivalent to Project Charter and approving the project initiation documentation equivalent to Project Management Plan.

It is also responsible for taking decisions about escalated issues and risks, and for directing the project manager. It does this by setting tolerances for the main project targets of time, cost, scope, quality, benefits and risks. Providing the plan can be achieved within the delegated tolerances, the project manager does not need to defer to the project board for a decision.

Instead the project board is kept informed of progress via regular reports. It contains management approaches for change control, risk, quality and communications, the project controls, the project plan and detailed business case. The PID contains everything required for the project board to decide whether to authorize the project.

Assuming the project and next stage are authorized, the next process to be performed is controlling a stage. This is performed by the project manager who manages issues and risks, manages the work done by teams, reports progress to the project board and takes corrective action within tolerances. The team manager role is employed by the supplier and PRINCE2 does not try to prescribe the detailed steps which are often performed by such suppliers.

Before the end of evert stage except the final stage, the Managing a Stage Boundary process is performed. This is where the project manager revises the project plan and business case and writes an end stage report. Closing a project is where products are formally accepted by the customer, lessons are reported, the performance of the project is evaluated, and follow-on actions are documented. The final decision to authorize project closure is for the project board.

The newly handed-over products then become part of the operational environment and benefits are now expected to be realized. The measurement of these benefits is covered by a benefits management approach. These might be reports, registers, logs and plans which are used by the project management team to help plan, manage and control the project. These management products contain useful project management information that is used when taking decisions on the project.

PRINCE2 makes recommendations and gives guidance about what information is useful to include in these management products. This guidance is also closely integrated with the process descriptions in that it is clearly described which member of the project management team is responsible and when for creating, updating, reviewing or approving such management products.

If desired, the descriptions of the 26 management products can be used as templates for creating these products on projects. However, as one of the 4 integrated elements of PRINCE2 is to tailor the method to suit the needs of the project, care must be taken to ensure that these templates do not get used robotically and thought must be given as to how they can be tailored to suit the needs of a project.

When the most recent version of PRINCE2 was released in , it contained much more practical guidance about tailoring the method to suit the needs of the project. A lot of the guidance was in relation to managing agile projects. This further strengthened PRINCE2 as the project management methodology of choice since it reflected changes which have happened in project management over recent years. This is vaguely defined as those members of the project team who are directly involved in project management activities [14].

We have already seen how in PRINCE2, 9 different project management team roles are defined, each one with a clearly defined list of responsibilities. A second weakness is the overly-complex and overly-detailed descriptions of some of the elements.

In my view this is overly detailed and not important in the grand scheme of things. Enter a Email Address. Choose your interests Get the latest news, expert insights and market research, sent straight to your inbox. Newsletter Topics Select minimum 1 topic. IT Strategy. Deborah Gay-Rigaud May 26, 0 Comments. Appreciate any help. Kerry Steichen Posted May 26, 0 Comments. Anonymous Posted May 27, 0 Comments. Good Luck. Thank You so much for the clarification.

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