Project Manager Today is launching a survey this month in conjunction with APM Group to find out how people view PRINCE2. You can download the short questionnaire as a PDF (below) or click on the link here to complete it online.
We will be publishing the results in the magazine later this year together with details of academic research that is being sponsored by TSO/OGC/APMG.
Whether you are an individual working in a PRINCE2 environment, or someone responsible for implementing the methodology, we would welcome your comments.
PRINCE2 is at the core of a whole raft of project management products and qualifications that have emerged from the Office of Government Commerce (OGC) and it has been phenomenally successful.
Over 400,000 people have taken a PRINCE2 Qualification and APMG - the guardian of the qualifications - is spreading the word internationally. It is widely used in Europe, Australasia as well as the UK.
It’s not difficult to see why organizations are attracted to PRINCE2. They know that project management is important and that project people need to be skilled. Prior to PRINCE2, many created their own frameworks, or paid large sums to consultants for magic ‘bullets’; all with differing levels of success.
They needed a process/method in which their projects could exist and flourish that didn’t depend on retaining knowledgeable staff to support an in-house method, however good that might be.
PRINCE began life in the UK public sector because of government’s need to have a common framework - methodology – that brought consistency to delivering projects.
That’s the same reason why it has now found favour in the private sector, and with the release of the 2009 version the needs of the private sector have taken a step up.
APMG recently ran the first of two Director’s briefings at which Adrian Dooley, an APMG director, reflected on the way in which the time is ripe for the all the elements of project management to come together as a whole.
He says all the pieces of the jigsaw exist to provide the answer: PRINCE2 and OGC guidance on risk, programme and portfolio management on the one hand, and professional qualifications, bodies of knowledge and structures on the other.
He argues that each of the pieces of the jigsaw is inadequate without the others, but lock them all into place and project management as a profession and as a ‘must have’ in organizations comes alive.
See the latest issue of PMT for more an aspects of PRINCE2. Peter Simon and Ruth Murray-Webster explain why organizations and individuals need to recognize the strengths and weakness of PRINCE2, Joseph Czarnecki shows how PRINCE2 maps to the PMI PMBOK, while Henry Portman shows that the essence of PRINCE2, often missed by organizations, is that it is flexible and needs tailoring to make it an effective tool.
Why not download the questionnaire now here or go to the online-version
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