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PMP Vs PRINCE2 Vs Scrum






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Here’s my comparison of some of the most popular Project Management Methodologies in use today, with respect to selecting the appropriate one for a particular situation.


Comparison
PMP
PRINCE2
Scrum
Defined Roles
PMO/Program/Portfolio Managers, Sponsor, Project Manager (& project team), Other Stakeholders
Corporate/Programme, Project Board, Project Manager, Team Manager
Product Owner, ScrumMaster, Team
Key Documents & Templates Recommended
Project Charter, Project Management Plan (PMP), WBS
Business Case, Project Brief, PID, PBS, Logs, Registers, Reports
Product backlog, Sprint backlog, Release backlog, Burndown Chart
Key Techniques Recommended
Earned Value, Schedule/Cost Variance, Activity Scheduling / PDM / Dependencies / Leads / Lags, Qualitative and Quantitative Risk Analysis, Probability Impact Analysis, Quality Assurance and Quality Control
Distinct Roles for Project Direction, Project Management and Team Management, Management by exception, Time or Event based controls, Risk Identification and Assessment
Linear Product and Sprint Backlogs, Burndown reporting, 15 min Daily Scrum, Kanban, Incremental fully releasable products
Scope Verification and Quality
Scope Definition, WBS Creation, Scope Verification
Product Based Planning technique, Project and Product Descriptions include quality expectations and acceptance criteria, Quality Review technique
Definition of Done, Each Sprint delivers incremental releasable (and quality checked) product
Delivering Business Value
Focus on Sponsor, Charter, WBS
Focus on Business Case, Senior User, Continued Business Justification, Manage by exception
Focus on single Product Owner, Product Backlog, Incremental Shippable Products
Project Control
Areas of knowledge to assist with Integration, Scope, Time, Cost, Risk, Quality, Communications, HR, Procurement management
• Project / Stage / Team plans for Corporate Programme / Project Board / PM to control project / stage / team
Time-boxed Sprint, Self-managed team, Product backlog prioritization, Daily Scrum meeting
• Manage by exception
Change Control
Baselined Management Documents, Integrated Change Control
Baselined Management Products, Change Authority, Logs and Registers
Product Owner responsible for Product Backlog and Prioritization
Life cycle
• Initiating, Planning
• Start Up, Initiate Project
• Create Product Backlog
• Planning, Executing, Monitoring & Controlling
• Controlling Stage, Manage Product Delivery
• Plan Sprint, Select PBI (Prod BL Items)
•Monitoring, Controlling, Closing
• Close Project, Manage Stage Boundary
• Breakdown Sprint BL to tasks, Run Sprint, Daily Scrums


• Sprint Review, Retrospective
Typical contents of project management plan
Called Project Management Plan, includes Requirements, Procurements, Team, WBS, Schedule, Budget, Roles & Resp, Procurement Docs
Called PID, includes Business Case, Proj Def, Proj Approach, Team structure & role descr, Qual / Conf / Risk / Comm Mgmt Strategies, Project Plan & Schedule Breakdown
Product Backlog, Lightweight Plan as needed for each Sprint cycle
Knowledge or prescriptive based
Knowledge, Tools, Techniques based
Prescriptive based
Lightweight Prescriptive based
Methodology Enforcement
• PMO
• Quality Assurance, Corporate Project Office, Center of Excellence
ScrumMaster
• PMBOK
• Project Board, Project Assurance
Training of team to use it
•Purchase PMI PMBOK v4 2008 (ISBN: 978 1 93 389051 7)
• Purchase PRINCE2 2009 Edition (ISBN: 978 0 11 331059 3)
• Download The Scrum Guide 2011 (scrum.org)
•Many courses and certifications recommended (CAPM / PMP)
• Many courses and certifications recommended (PRINCE2 Practitioner / MSP)
• Many courses and certifications recommended (CSM / CSP / PMI-ACP)
Reducing overhead
General tailoring of PMP
Reduced meeting times, Manage by exception, General tailoring of PRINCE2
Many such as Simple Backlogs, Self-managing teams, 15 min Daily Scrum, Short status followed by meetings as needed
Inherent overheads
• Lots of knowledge areas/tools/techniques to consider
• Lots of project management products to maintain
Little
Overriding Benefit
Abundance of tools and techniques for management of Project Scope / Time / Cost and other knowledge areas
Business Case is central and includes step by step prescriptive process
Delivers product value early and often
Overriding Dis-benefit
Too much of information, tools and techniques that may not be relevant to every project
A fair amount of project management documentation that might not be relevant to every project
Scope, time, costs might not be clear early on in the project, Self-managed team might get out of control
Recommend to use when
• Your organisation, sponsor, executive, corporate or client requires this methodology
• Your organisation, sponsor, executive, corporate or client requires this methodology
• Your organisation, sponsor, executive, corporate or client requires this methodology
• The project team and key stakeholders are only familiar or trained in this methodology
• The project team and key stakeholders are only familiar or trained in this methodology
• The project team and key stakeholders are only familiar or trained in this methodology
• Need a swiss army knife set of tools, techniques and project management processes to tailor to your project
• Need step by step process that provides for project direction without excessive management
• Need quick results and low overheads
More Info