Prince2 6th Edition

[Marine Farinha]

PRINCE2PRojects IN Controlled Environments) is a structured project management method[1] and practitioner certification programme. PRINCE2 emphasises dividing projects into manageable and controllable stages.

PRINCE2 was developed as a UK government standard for information systems projects. In July 2013, ownership of the rights to PRINCE2 were transferred from HM Cabinet Office to AXELOS Ltd, a joint venture by the Cabinet Office and Capita, with 49% and 51% stakes respectively.[4]

PRINCE was derived from an earlier method called PROMPT II (Project Resource Organisation Management Planning Techniques). In 1989 the Central Computer and Telecommunications Agency (CCTA) adopted a version of PROMPT II as a UK Government standard for information systems (IT) project management. They gave it the name 'PRINCE', which originally stood for "PROMPT II IN the CCTA Environment". PRINCE was renamed in a civil service competition as an acronym for "PRojects IN Controlled Environments". PRINCE2 is the second edition of the earlier PRINCE method which was initially announced and developed in 1989 by the Central Computer and Telecommunications Agency (CCTA), a UK government support agency.[6] PRINCE2 was released in 1996 as a generic project management method.[7]

There have been three major revisions of PRINCE2 since its launch in 1996: "PRINCE2:2009 Refresh" in 2009, and "PRINCE2 2017 Update" in 2017. The justification for the 2017 update was the evolution in practical business practices and feedback from PRINCE2 practitioners in the actual project environment.[9] More recently, in 2023 AXELOS launched PRINCE2 7 - the 7th edition - which is described below.

These aspects are also called tolerances or performance goals. Tolerances define the delegated levels of authority which are set by a higher level of management to a lower level. The management level responsible must manage within the tolerances provided only as long as they are not forecast to be exceeded. Otherwise they are deemed to be an exception which requires escalating to the management level which delegated them. This way of managing is known as 'management by exception' and is one of the principles of PRINCE2. By managing in this way, it saves the time of senior management. In some organisations tolerances can be key performance indicators (KPIs). In the following table project level tolerances are summarised:[10]

PRINCE2 is based on seven principles and these cannot be tailored. The PRINCE2 principles can be described as a mindset that keeps the project aligned with the PRINCE2 methodology. If a project does not adhere to these principles, it is not being managed using PRINCE2.

The 7th edition of PRINCE2 introduced a major new aspect to the method - the role of people. The purpose of a project is to deliver change, which will affect the people who perform business as usual (BAU) activities. How well the project delivers the change, depends on the capabilities of the project team, the strength of the relationships between them, and the people impacted by the change. For these reasons, PRINCE2 recommends that projects must incorporate change management to be able to successfully implement the change into the organization.

The management products described by PRINCE2 are only used for the "high-level" management of the project. Within its tasks, task managers must still decide on their own project management framework. Some suggestions given in the PRINCE2 manual are product based planning, change control, quality review technique, Kanban boards, Gantt charts, PERT charts and critical path analysis.

The quality review technique ensures a project's products are of the required standard (i.e. meet defined quality criteria). This takes place in a quality review meeting, which identifies errors in the product. The quality review meeting will not attempt to solve the problems it identifies. The meeting brings together people who have an interest in the project's outputs (or products) and people on the project team able to address issues identified.

Below is a list of all the editions of PRINCE2. As of 1 January 2020, "PRINCE2 2017" was renamed "PRINCE2 6th Edition". Also, the previous edition, "PRINCE2 2009" was renamed "PRINCE2 5th Edition". There were no other changes except the name of the brand. The reason for the name change was to "ensure the format of the name is aligned with that used by other frameworks within the project management industry".[13] As list of all versions of PRINCE2 are printed in the cover of the PRINCE2 manual:

Some of the advertised benefits of PRINCE2 are: increased quality of the finished products, efficient control of resources, avoidance of either "heroic" (under-regulated) or "mechanistic" (over-regulated) working, and increased confidence among the project team.

PRINCE2 is sometimes considered inappropriate for small projects or where requirements are expected to change, due to the work required in creating and maintaining documents, logs and lists. The deliverable structure may also lead to focus on producing deliverables for their own sake, to "tick the boxes" rather than do more useful work.[citation needed]

The general response of PRINCE2's authors to criticism has been to point out that the methodology is scalable and can be tailored to suit the specific requirements and constraints of the project and the environment.[14] This strong emphasis on tailoring has led some users to complain that PRINCE2 is unfalsifiable, i.e. it is impossible to tell whether PRINCE2 "works" or constitutes "best practice" if any problems encountered with a project can be blamed on inappropriate application of PRINCE2 rather than on PRINCE2 itself.

The experiences of the Blair administration in the UK between 1997 and 2007 (and of subsequent UK governments) arguably undermine PRINCE2's claim to be "best practice", given the string of high-profile failed IT projects charged to the taxpayer during that time,[15][16][17] and the controversy surrounding the financial relationship between the Blair government and PRINCE2's co-owners Capita.[18][19] PRINCE2's training material addresses these failures, blaming them on inappropriate tailoring of PRINCE2 to the project environment, and advocating for more PRINCE2 training for government project managers to solve the problem.

Project Management Professional (PMP) from Project Management Institute may be seen as a competitor of PRINCE2. In general, the UK, Australia prefer PRINCE2, and the US and American countries prefer PMP. Asia, Africa and the Middle East area have no strong preference for PMP or PRINCE2.The important thing is that PMP (PMBOK) can be used with PRINCE2.

The PRINCE2 (Projects IN Controlled Environments) methodology has established itself as a highly dependable and esteemed framework for project management. The upcoming launch of its 7th edition in September 2023 is generating significant anticipation.

This eagerly awaited update is set to revolutionize the landscape of project management and execution. It will achieve this by integrating innovative concepts and aligning the methodology with prevailing trends in project management.

This article will extensively delve into the principal modifications introduced by the latest PRINCE2 7th edition. Furthermore, we will examine their ramifications on project management, their advantages to professionals and organizations, and strategies to prepare for this substantial evolution.

Incorporating new content from MOR, this adaptation is carefully structured to align with PRINCE2 and project-level risk considerations. It avoids duplication of existing guidance while maintaining coherence with it.

The novel approach emphasizes practical application and tailored utilization of PRINCE2, addressing a common issue: the mechanical use of the methodology. Instances include the exhaustive utilization of management products and the execution of various actions and tasks with minimal deliberation.

Addressing the challenge of streamlining PRINCE2 learning, the update prioritizes essential content and minimizes distractions. Visual aids such as diagrams and illustrations are prominently integrated, enhancing focus and relevance throughout this revision.

Elements such as emerging technologies, environmental shifts, climate change concerns, evolving ethical values, changing consumer and corporate outlooks, updated governmental regulations at various levels, and novel working methodologies, including remote and hybrid practices, have all played a role.

However, this update will foster closer collaboration with multidisciplinary project teams and enhance communication channels, facilitate a deeper grasp of stakeholder requirements, and contribute to creating an organizational culture where change is embraced and executed more efficiently.

2. PRINCE2 7th Edition for a Wider Audience: The latest edition of PRINCE2 has simplified the language and content in the official guidebook, making it more accessible to a broader range of individuals.

This initiative aims to make PRINCE2 understandable and applicable to a diverse group of professionals, whether they are newcomers to project management or seasoned experts. This also facilitates wider dissemination of this proven methodology.

3. Enhanced Adaptability for Greater Agility: The concept of customization is woven throughout the methodology, showcased through practical scenarios. This approach enables project managers to swiftly and flexibly respond to unforeseen changes or obstacles.

By accentuating these improvements, the 7th edition of PRINCE2 equips project managers with potent tools to confront new challenges. These enhancements reinforce the status of PRINCE2 as a versatile and effective project management framework.

The recent revisions to PRINCE2 have brought about a transformative shift in its real-world application. These adjustments concentrate on augmenting flexibility, accentuating collaboration and human interactions.

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