Aalto PRO

Projektinhallinnan
metodologiat
Projektijohtamisen prosessimallit
5.11.2013 Messukeskus, Helsinki
Jouko Vaskimo

Project management methodologies

Project management methodology is defined as:
a system of recognized project management processes and practices,
targeting to enhance project effectiveness and increase chances of
project success, applied in a coherent and coordinated way to obtain
benefits not available from employing them individually. Project
management methodologies may include logics, structures, tools,
techniques and methods outside the discrete processes in the
methodology. (Vaskimo, 2011: Project Management Methodologies: An
Invitation for Research).

Project management methodologies

(www.riskadvicesolutions.com.au)

Project management methodologies

(www. projects.staffs.ac.uk)

Project management methodologies

(www.merrionit.com)

Project management methodologies

Typically:

Provide a common way of working

Recycle best practices and lessons learned
Avoid re-inventing the wheel
Enhance chances of reaching agreed targets
Provide structure to projects
Prevent chaos in projects
Show reputation and assist sales & marketing
Enhance communications and information exchange
Enhance reporting and information sharing
Enhance & develop project staff project management skills
Enable quick on-boarding on new project staff
Enhance project commensurability

Project management methodologies

Include project management structure(s), and may include:

Program and/or portfolio management structures and/or connections thereto

Product and/or business processes and/or connections thereto
Phase / gate structures
Modular structures
Scalable structures and components e.g. light and standard
Choice of project life cycles e.g. waterfall and agile
Project (management) ( complexity) evaluating system
Tailorable / applicable structures and contents
Standardized (PRINCE2, PMI, etc.) methodology approach
Methodology development and maintenance system
Project staff training and on-boarding system
Methodology use / project auditing system

Project management methodologies

Typically offer:

Document templates
Process descriptions and guidelines
Process diagrams
Training materials and instructions
Role definitions and descriptions
Project minimum and compliance requirements
Project (management) calculation sheets
Project (management) checklists
Project (management) dashboards
Project management / methodology handbook / manual
Project management tools, or links thereto
Methodology framework

Project management methodologies

Best-known public domain project management methodologies:

PRINCE2 by the UK Government portfolio of Best Management Practice

PMBOK Guide by Project Management Institute
ISO 21500 by International Organization for Standardization

Other relevant project management material:

ICB by International Project Management Association

P2M by Project Management Association of Japan
BS 6079 by British Standards Institution
ISO 10006 by International Organization for Standardization
UPMM by International Institute for Learning
RUP by IBM / Rational
PROPS by Ericsson
NOCOP by Nokia

PRINCE2
PRINCE2 (PRojects IN Controlled Environments) is a processbased methodology for effective project management, part of the
Best Management Practice portfolio developed by the Cabinet
Office, formerly know as Office of Government Commerce (OGC).
PRINCE2 is a de facto standard used extensively by UK
Government and is widely recognized and used in the private
sector, both in the UK and internationally.
PRINCE2 is in the public domain, offering non-proprietorial best
practice guidance on project management.

PRINCE2
PRINCE was established in 1989 by CCTA (the Central Computer
and Telecommunications Agency), since renamed the OGC (the
Office of Government Commerce) and UK Cabinet Office.
PRINCE was originally based on PROMPT, a project management
method created by Simpact Systems Ltd in 1975. PROMPT was
adopted by CCTA in 1979 as the standard to be used for all
Government information system projects.
When PRINCE was launched in 1989, it effectively superseded
PROMPT within Government projects. PRINCE remains in the
public domain and copyright is retained by the Crown.
PRINCE2 was published in 1996, having been contributed to by a
consortium of some 150 European organizations.
A revamped version PRINCE2:2009 Refresh was released in 2009.

PRINCE2
PRINCE2 themes:
1. Business case
2. Organization
3. Quality
4. Plans
5. Risks
6. Changes
7. Progress
The themes describe aspects of
project management that must be
addressed continually and in parallel
throughout the project. The seven
themes explain the specific treatment
required by PRINCE2 for various
project management disciplines and
why they are necessary.

PRINCE2 processes:
PRINCE2 principles:
1. Starting up a project (SU)
1. Business justification
2. Directing a project (DP)
2. Learning lessons
3. Initiating a project (IP)
3. Roles and responsibilities
4. Controlling a stage (CS)
4. Managing by stages
5. Managing product delivery (MP) 5. Managing by exception
6. Managing stage boundaries (SB) 6. Product focused
7. Closing a project (CP)
7. Tailored
The processes describe a step-wise
progression through the project lifecycle,
from getting started to project closure.
Each process provides checklists of
recommended activities, products and
related responsibilities.

The principles are the guiding obligations

and good practices which determine
whether the project is genuinely being
managed using PRINCE2. There are
seven principles and unless all of them are
applied, it is not a PRINCE2 project.

PRINCE2

PRINCE2

(http://en.wikipedia.org/wiki/Prince2)

PRINCE2

PRINCE2

PRINCE2
There are two PRINCE2 qualification levels:
PRINCE2 Foundation level is for those with a requirement to learn the
basics and terminology of PRINCE2.
PRINCE2 Practitioner is the highest level qualification and is suitable
for those with the need to manage projects within a PRINCE2
environment.

PRINCE2 is related to:

Managing Successful Programmes
Management of Portfolios

PRINCE2

PRINCE2
UK Cabinet Office does not offer document templates to match
PRINCE2 ; however many commercial methodology suppliers do.
UK Cabinet Office does not offer competence development to match
PRINCE2; however many OGC Accredited Training Organizations do.
PRINCE2 is aimed at the project management middle ground between
higher level, more strategic, issues and the specialist techniques
required to create the technical products. The higher level issue will
need to be dealt with by other methods and approaches, such as
program management.
PRINCE2 is intended to be a generic method, suitable for managing any
kind of project, not just IT projects.
PRINCE2 is available at bookstores and at PRINCE2 website.
For more information please navigate to www.prince-officialsite.com .

PMBOK Guide
A Guide to the Project Management Body of Knowledge (a.k.a. PMBOK
Guide) is a project management guide, and an internationally recognized
ANSI-standard that provides the fundamentals of project management as
they apply to a wide range of projects, including construction, software,
engineering, automotive, etc.
The first PMBOK Guide was published by the Project Management
Institute (PMI) as a white paper in 1987 in an attempt to document and
standardize generally accepted project management information and
practices. The first formal edition was published in 1996, the second
edition in 2000, the third edition in 2004, the fourth edition in 2008 and
the latest (fifth) edition in early 2013.

PMBOK Guide
PMBOK Guide is process-based, and describes work as being
accomplished by processes. According to PMBOK Guide the processes
overlap and interact throughout a project or its various phases.
The latest PMBOK Guide recognizes 47 processes that fall into five
process groups and ten knowledge areas typical for most projects.
The five process groups are:

Initiating
Planning
Executing
Monitoring and Controlling
Closing

PMBOK Guide
The ten knowledge areas are:

Project Integration Management

Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management

PMBOK Guide
Each process is characterized in terms of:
Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)

The ten knowledge areas contains the processes that need to be

accomplished in order to achieve effective project management.
The process groups and knowledge areas create a matrix: Every
process can be related to a knowledge area and a process group.
this standard is a guide rather than a specific methodology. One
can use different methodologies and tools (e.g., agile, waterfall,
PRINCE2) to implement the project management framework. (p 2)

PMBOK Guide

(PMI (2013) PMBOK Guide)

PMBOK Guide

PMBOK Guide

PMBOK Guide
PMI offers document templates to match the PMBOK Guide.
PMI does not offer competence development to match the PMBOK
Guide; however many commercial methodology suppliers do so
through the PMI Registered Education Provider system.
The PMBOK Guide is intended to offer a general guide to manage
most projects most of the time. Specialized standards have been
developed as extensions to the PMBOK Guide to suit special
industries, e.g.:
The Construction Extension to the PMBOK Guide
The Government Extension to the PMBOK Guide

PMI PMBOK Guide is available at bookstores and at PMI online

marketplace.
For more information please navigate to www.pmi.org or
www.pmifinland.org .

ISO 21500 Guidance on project management

International Organization for Standardization (ISO) has published
ISO 21500, the first international standard on project management.
ISO 21500 was developed by ISO / PC 236, a project committee
comprising 35 ISO member countries (including Finland) participating
and 6 ISO member countries observing.
The idea was to create a generic, overarching standard on project
management, using the BS 6079 as a base document.
The need for a new international standard became obvious in the last
decade following releasing of national and sector specific standards and
guides to project management with varying terminology and structure.
Started in 2006, ISO 21500 was published on 3.9.2013 and SFS-ISO
21500 Ohjeita projektinhallinnasta in late October 2012.

ISO 21500 Guidance on project management

The objective of ISO 21500 is to provide generic guidance on the
principles, processes and terminology of project management which are
independent of national public sector, industrial of sector specific bias.
The committee used existing standards and other documentation from
around the world in addition to the base document to distil an agreed
Best Practice for the new standard.
ISO 21500 is intended for all, whether a newcomer or an experienced
practitioner, for a stand alone project or part of a program or a portfolio.
ISO 21500 is not intended to replace existing national standards which
may have specific relevance to project management in a given country. It
is intended to provide the writers of such standards with a base of
internationally agreed generic terminology, processes and principles of
project management to which they and their standards can refer.

ISO 21500 Guidance on project management

ISO 21500 includes 39 processes that fall into five process areas and ten
subject groups that are typical for most projects. The process areas are:

Initiating
Planning
Implementing
Controlling
Closing

Integration
Stakeholder
Scope
Resource
Time

The subject groups are:

Cost
Risk
Quality
Procurement
Communication

ISO 21500 Guidance on project management

ISO 21500 Guidance on project management

ISO 21500 Guidance on project management

ISO 21500 is not a project management methodology, it is an
international standard on project management.
ISO does not offer document templates to match the ISO 21500.
ISO does not offer a competence development to match the ISO 21500;
however many commercial providers are anticipated to do so.
ISO will complements the ISO 21500 with a range of international
standards, e.g. the ISO 21502 on program management.
ISO member countries are likely to publish ISO 21500 locally.
ISO 21500 is available from ISO and SFS; SFS-ISO 21500 is available
from SFS.
For more information please navigate to www.iso.org or www.sfs.fi .

Questions ?
Comments ?

Thank you !

Jouko Vaskimo
jouko.vaskimo@aalto.fi