PRINCE2 2009
The Latest Update of Prince2 is Launched on 16 June 2009
There are significant changes but the basic principles of the well proven PRINCE2 methodology are retained.
The notes below summarise what's new - and what's not.
We've also put together advice for those who need to understand how it affects their training and certification decisions.
>> Find advice on training & certification
>> PRINCE2 2009 Certification FAQs
1. Why, What and When?
The "refresh" of PRINCE2 is part of a regular programme of review and updating which has been ongoing since PRINCE first emerged in the mid 1990s.
PRINCE2 is a core component within a family of "Best Practice" guidance which has been developed by the OGC. Other elements of this guidance such as ITIL have been issued or refreshed over the past 3 years. With the re-launch of PRINCE2 there is an opportunity to achieve tighter alignment of these methodologies - and to ensure greater commonality of terminology.
The re-launch is the culmination of a long consultation process with people who know and work with PRINCE2. An attempt was made to distil those aspects of PRINCE2 which were perceived to be essential (eg the product based approach). Alongside this were considered a number of "dislikes" (eg manual too big) and "change requests" (eg integration with MSP).
An early objective was to make the guidance "easier to digest" and less bureaucratic. The official manual has been reduced in size - in part by creating a second volume which is aimed at those with the role of supervising projects. The volume "Managing Successful Projects with PRINCE2" covers all the knowledge necessary to become a PRINCE2 project manager (it's the only manual required for Foundation and Practitioner certification).
The official launch of the new publications is on the 16 June 2009 and there will be phased introduction of the new training and exams over the following 3 months.
2. PRINCE2 Methodology - What's New?
It really is a case of evolution and not revolution. The main influences relate to placing PRINCE2 projects in a broader business context - and removing some of the more obscure and prescriptive terminology which created the impression of bureaucracy.
The headlines in numbers are:
PRINCE2 STRUCTURE - Embedded in a Broader Context
The core process methodology of PRINCE2 is now put at the heart of a broader and more generic management and business context.
The "Themes" are the renamed "Components" and are those generic project management disciplines which are important to PRINCE2.
The "Principles" represent the approaches and behaviours adopted by those who implement successful PRINCE2 projects. It's an effort to counter the situation where people follow the letter but not the spirit of PRINCE2 (PINO - Prince In Name Only).
The "Environment" seeks to link individual PRINCE2 project into the broader organisational landscape described in OGC guidance such as the PRINCE2 Maturity Model and P30. It also acknowledges the need to adapt the Themes and Processes to meet the context of a given project.
PRINCE2 PROCESSES - Tidied Up
The one Process that has been dropped is "Planning". This might seem like a major mistake for a Best Practice project management methodology but it's a good decision. Planning (and specifically product based planning) remains a major element of PRINCE2. It is well covered in other sections of the guidance and its removal as a "process" does not mark any significant change.
The removal of the sub processes with names such as "CS9" will come as a relief to those exam candidates without a good memory. The philosophy here is that the terminology does not need to be so prescriptive - and it will be part of the project manager's role to define more or fewer activities depending on the nature of the project.
PRINCE2 THEMES - Replace Components
The change in name is intended to acknowledge that these are not an exhaustive set of tools and approaches which will collectively provide you with all you need to be a good project manager. There are other important areas such as scheduling, communication, motivation, negotiation, conflict management, and cost accounting which have never featured centrally within PRINCE2. However the "Themes" are project management tools and approaches which have very specific meaning and importance within PRINCE2.
"Configuration" is the one item which has been removed from this list. Configuration management has not disappeared but is now covered under the "Change" heading. The terminology is also now more consistent with use of "configuration management" within other best practice guidance.
Directing Projects using PRINCE2
It is well known that a major reason for the under performance of projects (PRINCE2 or otherwise) is the failure of senior project owners to provide appropriate direction, support and control.
The second new manual will act as a handbook for senior managers and project board members, describing how to oversee projects being managed using PRINCE2. It will also help those working within a programme and project support office by clarifying project governance and senior management responsibilities.
