Click Icons to Visit Sponsor Web Sites
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
Vol. XIV Issue II - February 2012
Project Management eJournal
VIEWPOINTS
Can your PRINCE deliver?
By Tim Phillips
Moorhouse
UK
When I asked a project manager recently at a conference what delivery model he was using on his project, he answered “PRINCE2 of course”. Is there a lack of understanding amongst some project managers of the difference between project management methodologies and delivery models? What are the pitfalls? How does this impact the ability to deliver? How can this be avoided?
First, let’s explore the differences between project management methodologies and delivery models.
Project management methodologies
Project management methodologies, such as the Office of Government Commerce’s PRojects IN Controlled Environments (OGC PRINCE2)1, provide guidance and tools that support the justification, planning and management of work to produce specific outputs.
All projects require the following generic questions to be answered; What are we trying to do? What do we need? How much will it cost? When will we start? Can we do it alone, or do we need help? How long will it take? Project management methodologies provide a structured approach (defining organisation and processes) to ensure that these questions are answered in a controlled and financially prudent manner.
The OGC’s ‘Managing Successful Projects with PRINCE2’ manual defines a project as "A management environment that is created for the purpose of delivering one or more business products according to a specified Business Case." This definition points to the primary aim of PRINCE2 being to provide similar levels of assurance and control to organisations for projects as the organisation has over business as usual activities. This means the methodology focuses on the start, end and stage boundaries of a project where key decisions are required rather than the middle where the execution occurs.
More…
Click here to read entire paper
 About the Author
Tim Phillips is a Director at Moorhouse, the UK-based programme and project management consultancy. Tim has over twenty years of proven project and programme delivery experience. The last ten years have been at a senior level, successfully leading and advising on large complex change programmes in both the public and private sector. He has facilitated strategic prioritisation workshops at ministerial level within the UK government and led multi-million global transformation programmes for the CEO of a FTSE 100 company. Tim's project and programme delivery skills are balanced by a strong strategic and commercial understanding. Prior to joining Moorhouse, Tim worked for Marks and Spencer and Deloitte Consulting, in the Programme Leadership/Strategy Management Consultancy practice, where he managed large-scale business transformation programmes for clients including; Defra, the Child Support Agency and the BBC. Following his career at Deloitte, he joined M&S as one of a cadre of senior Programme Managers recruited specifically to help engineer the turnaround of the £8billion UK institution. He successfully led a number of high profile business change programmes, including the separation of M&S Money. Whilst at Moorhouse, Tim has been setting up, leading and contributing to high profile, complex programmes for clients such as Transport for London, Lloyd's of London, GSK, a leading investment bank and Astra Zeneca. To contact Tim, please email timphillips@moorhouseconsulting.com About Moorhouse Moorhouse helps organisations design and deliver successful transformation. They ensure clients effectively deliver their strategy by working with them to turn strategy into action, establish a programme and project management culture and provide out of the ordinary delivery. Moorhouse makes the complex simple. More at www.moorhouseconsulting.com.
|
PM World Today™ is a trademark of PM World, Inc.
PMWT™ is a trademark of PM World, Inc.
The information on this web site was checked for accuracy and authenticity when last updated. If there is any accidental infringement of copyright, the publisher of this site apologize for their actions, and would like to be notified. In addition, the publisher of this site cannot bear responsibility for the actions or the results of action of individuals or companies arising from use of information and advice contained within it.
PM World Today Privacy Policy Terms and Conditions.
© Copyright 2012 PM World, Inc.