Scoping Document

© The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 1 of 27

Scoping Document -Publications

Version 1v0

Issued: 14th September 2007

© The Stationery Office 2007


Purpose

This document provides an overview of the approach for the publications elementof the PRINCE2 Refresh Project by The Stationery Office (TSO). It providesdetails on a proposed set of publications to meet user requirements (capturedin the Public Consultation Report) and OGC requirements (documented in theMandate for Change). This document also provides an outline plan for thedevelopment, acceptance and deployment of the proposed publications.

The proposals for the Enhanced Qualifications element of the PRINCE2 RefreshProject will be detailed in a companion Scoping Document from APM Group. Thisdocument provides details of how the publications relate to the proposedchanges to qualifications and other OGC PPRM guides and models.

This document should be read in conjunction with the Product Descriptions forthe core publications:

PRINCE2 Method

PRINCE2 in Practice: Directing a Project

PRINCE2 in Practice: Managing a Project.


1 Executive Summary

PRINCE2 is often cited as the world’s most widely used project managementmethod, but since its launch in 1996 industry and society have not stood still.Today's pace of change and level of connectedness mean projects face challengestoday that simply did not exist in 1996. To keep up-to-date, the PRINCE2manual is regularly reviewed for fitness and updated. The manual was lastupdated in May 2005 and is now due a refresh as part of the CommercialActivities Re-tender (CAR) agreement between OGC (the owners) and itspublishing partner (TSO) and accreditation partner (APM Group).

The Refresh Project started in November 2006 with a six month period of publicconsultation of more than 170 organisations and individuals culminating in thepublication of a Public Consultation Report [1] in June 2007. OGC assembled aReference Group of users, academics, trainers and consultants to review thefeedback and to provide guidance on the objectives for the refresh. Theresultant OGC Mandate for Change [2] was issued at the Best Practice Showcaseon 27th June 2007.

To meet OGC’s requirements and address the public feedback it is proposed toproduce three core guides: The PRINCE2 Method – which will provide theprinciples, process model, key themes, product descriptions, role definitionsand assurance checklists; and two PRINCE2 in Practice™ publications – one forpeople who direct projects and one for people who manage projects. While thePRINCE2 Method can be used by competent project personnel without the need forfurther guidance, the PRINCE2 in Practice publications will provide more detailon techniques and will include context based guidance (including using PRINCE2in imperfect scenarios). The publications will support the enhancedqualification scheme by aligning content to Bloom’s Taxonomy of EducationalObjectives [3]. The core guides will be supported by complementarypublications and on-line content such as study guides, case studies, templatesand checklists. The refresh will necessitate the withdrawal or update ofexisting PRINCE2 titles published by TSO.

Figure 1 - Public Feedback, OGC Mandate and Proposed Changes


To ensure the method meets its diverse set of requirements the PRINCE2 Refreshwill include a number of quality checks: Design Reviews, Pilots, Proof ofConcept, Demonstration, Document Quality Reviews and Surveys.

There will be phased releases. The first release by early 2009 will include thethree core guides, the study guides and templates. The aim of this release isto facilitate a swift and co-ordinated transition for revised training,qualification and assessment products. The second release by mid 2009 willinclude updates to existing complementary publications and the provision offurther on-line content in the form of case studies.


2 Contents

1 Executive Summary ............................................................................................3

2 Contents ...........................................................................................................5

3 Context.............................................................................................................6

3.1 OGC’s PPRM Portfolio .............................................................................6

3.2 What is PRINCE2?....................................................................................7

3.3 Reason for Change ..................................................................................7

3.4 Scope for Change....................................................................................8

4 Project Approach..............................................................................................9

4.1 Overview .................................................................................................9

4.2 Public Consultation............................................................................. 10

4.3 Design .................................................................................................. 10

4.4 Development .......................................................................................... 11

4.5 Deployment............................................................................................ 11

5 Proposed Changes............................................................................................ 13

5.1 Core Guides .......................................................................................... 13

5.2 Relationship with Qualifications ....................................................... 14

6 Project Plan .................................................................................................. 15

7 Addressing Requirements ................................................................................ 17

7.1 Consultation Findings ......................................................................... 17

7.2 OGC Mandate .......................................................................................... 20

Appendix A. Acknowledgements.................................................................................. 23

Public Consultation....................................................................................... 23

PRINCE2 Reference Group (met 11th June 2007): ............................................. 23

Members of the Scoping and Review Group (met 6th July 2007): ................... 23

Appendix B. References............................................................................................ 25

Appendix C. Glossary ...................................................................................................... 26


3 Context

3.1 OGC’s PPRM PortfolioThe Office of Government Commerce (OGC) owns a portfolio of Programme, Projectand Risk Management (PPRM) Best Practice guidance and standards:

PRINCE2 - for project management;

Managing Successful Programmes (MSP) – for programme management;

Management of Risk (M_o_R®) – for risk management.

The Portfolio contains core guidance for each of these standards, together withvarious other related products such as maturity models. There is acomplementary portfolio of official publications designed to support the stablecore with products that are more fluid, for example Agile Project Management:Running PRINCE2 Projects with DSDM Atern. The Portfolio is maintained and deliveredthrough commercial arrangements including accreditation, qualifications andpublishing services.

The guidance and standards are widely used by the UK public and private sector,and international organisations. OGC’s primary objective in maintaining thisPortfolio is to ensure that these products continue to support the UK publicsector in the successful and efficient delivery of their strategies,programmes, projects and operations. However, OGC recognises that these

standards have a wider audience and generic application, which remainsimportant.


Figure 2 - PPRM landscape

3.2 What is PRINCE2?

PRINCE2 is a structured method for effective project management. The method isdescribed in the PRINCE2 manual Managing Successful Projects Using PRINCE2 [4].

However, PRINCE2 is now more than a just manual. When people say “we are usingPRINCE2” they do not mean that they are using the manual. They mean that theydirect, manage or participate on a project, which follows all or some of theprocesses, components and techniques embodied in the manual. PRINCE2 has become‘a way’ of delivering projects. It has become a community, comprising:

The UK Government (it is owned by the Office of Government Commerce – OGC)

A documented method (the manual, now in its 4th edition), available inseveral languages

An official publisher (The Stationery Office - TSO), with a range ofsupporting publications

An accreditation body (The APM Group)

120+ accredited training organisations, providing training around theglobe in 17 languages

15+ accredited consulting organisations

Software tools (52 tools supporting PRINCE2 were listed in the last PMSoftware Tool sourcebook)

An official user group (The Best Practice User Group – BPUG) and numerousothers covering more than 10 countries

Several online discussion forums dedicated to PRINCE2

More than 1.6 million pages on the world-wide-web which reference PRINCE2;much more than any other method.

While the PRINCE2 manual is owned and maintained by the UK Government, severalother governments are now recommending its use and it has been adopted by TheUnited Nations Development Program as part of its global framework for managingprojects. Its use extends beyond Governments and institutions as it has beenadopted by the private sector with some vigour. PRINCE2 has also moved beyondits IT origins and is used for many different types of projects such as R&D,construction, product development, marketing, business transformation and manymore.

3.3 Reason for Change

OGC’s commercial partners TSO (publication services) and The APM Group(accreditation services) are committed to the continuous improvement of thePPRM products as part of their commercial agreements.


While the PRINCE2 manual is on its 7th impression, there have only been twomajor updates (in 2002 and 2005). Both of these updates were in response toissues raised via the official Issue Log. The updates were mainly correctionsto the manual, clarifications and a few incremental improvements. The methodremained largely unchanged.

The emergence of Agile and iterative approaches to project management and EPSRCfunded research by Dr Mark Winter and Charles Smith (Rethinking ProjectManagement, Ref [14] ) indicates that some aspects of traditional projectmanagement concepts do not serve the challenges facing today’s projects. Forexample, projects can have multiple purposes which are permeable, contestableand open to negotiation.

Methods of publication have also moved on. There is an appetite from both theusers and the publisher to expand the ways in which people access the PRINCE2suite of information.

3.4 Scope for Change

The scope for change is defined within OGC’s Mandate for Change [1]. Itincludes:

Restructuring of the guidance

Addition or deletion of content to align with the refreshed MSP, M_o_R,OGC Gateway, Achieving Excellence guidance and the emerging procurementframework

Consideration of what should be retained, which elements require a lightertouch and which could be deleted from the core of the method

Consideration of any requirements for new or supporting guidance on how touse PRINCE2

Identification of the likely impacts on existing supporting products inthe PRINCE2 portfolio (the PRINCE2 Maturity Model; Tailoring PRINCE2;Business Benefits of Programme and Project Management; People Issues andPRINCE2)

Development of supporting qualifications scheme – whether examinations orother assessment methods.

This document covers the first five items only. The development of thesupporting qualifications scheme is being managed as a parallel project andwill be described in a separate scoping document.


4 Project Approach

4.1 Overview

The PRINCE2 Refresh Project is treating the undertaking as more than simplyupdating a publication. The overarching aim is to provide a revised method andsupporting infrastructure that enables more organisations and people to deliverprojects successfully. Indeed the OGC Mandate for Change lists the followingamong its desired outcomes:

Increased numbers of projects being able to demonstrate successfuldelivery to time cost and quality, and that are linked to organisationalrealisation of benefits

Greater recognition of the value of individual roles in project delivery.

Since there are more than 200,000 people qualified to practitioner level and aneven greater number of people using PRINCE2 on a daily basis world-wide, it isnot surprising that the project approach is based on thorough and on-goingpublic consultation to ensure current value is not jeopardised.

The consultation period for requirements gathering lasted from November 2006 toApril 2007. Users have ongoing representation in the form of a Reference Groupand Review Group. Members of these two groups have participated in workshopsto shape the OGC Mandate and this Scoping Document respectively. The ReviewGroup will have an ongoing participation in the PRINCE2 Refresh Project throughto final acceptance.

The project approach also includes:

Producing cases for/against any major changes to the method. A majorchange is considered the addition/removal/renaming of a process,component, technique or prominent management product.

A Design Review of the principles and process model which underpins themethod

Using the OGC Common Glossary as the source dictionary for specialistterms. Any terms not covered by the OGC Common Glossary will be includedbased on a case as to why it is needed. Any terms which would benefitfrom being redefined will be done based on a case as to why.

Appointing a lead author to act in the capacity of a design authority andauthor ‘pairs’ for each chapter within each publication based on athematic allocation to avoid inconsistencies and repetition

Use of mentors who the authoring team can call upon for second opinionsand specialist advice

Pilots of the revised method to ensure it remains generic (applicable toany size of organisation, any industry, anywhere in the world), logicaland intuitive

A Proof of Concept that the revised core guides can be used as the solesource for the PRINCE2 exam syllabuses

Formal Quality Reviews of all published content

Surveys and consultation to gauge the expected impact on the new guides(perceptions)

Two releases. The first for the core guides, study guides and templates.The second for the complementary products.

Co-ordinated release of the new publications with the enhancedqualification scheme to ensure a swift transition.


4.2 Public Consultation

The consultation process comprised reviewing the Issues Log, a series ofworkshops/focus groups facilitated by the Best Practice User Group (BPUG),‘Champion’ interviews of key users and a series of surveys.The consultation process started in November 2006 at the BPUG conference inStoke-on-Trent (UK), where attendees were invited to provide feedback on whatthey considered to be PRINCE2’s essential elements, any aspects of the methodthey disliked and what they thought was missing. A further four workshops wereheld London, Manchester, Edinburgh and Holland. In total more than 60organisations participated in the workshops. OGC appointed a number ofchampions who interviewed the following organisations: British Library, City ofEdinburgh Council, Manchester City Council, National Policing ImprovementAgency, Scottish Executive, Sun Microsystems Inc, Teesdale District Council andUNDP. Additionally a number of questionnaires (online and via email) soughtfeedback, to which more than 50 organisations responded. The feedbackindicated a strong consensus for change. The conclusions of the consultationare documented in the Public Consultation Report [1].

4.3 Design

Figure 3 shows the design activities which have been undertaken to date (whiteboxes) and the remaining design activities to be performed to ensure that theauthoring work is based on a sound design.

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Figure 3 - Design Process

The Reference Group met on 11th June 2007 to review the Public ConsultationReport [1] in order to make recommendations to OGC on the strategic directionfor the refresh. OGC subsequently issued a Mandate for Change [2] which theReview Group assessed for options in the form of a workshop on 6th July 2007.The authoring team used the output from the Review Group workshop to producethis Scoping Document and the Product Description for the core guides.


On approval of the Scoping Document and Product Descriptions the authoring teamwill produce the draft Principles and Process Model which underpins PRINCE2.These will be subject to a design review before the remainder of the coreguides are authored.

4.4 Development

Figure 4 shows the development and approval activities for the first release.Ideally the pilots to prove the method is generic will involve organisations:

large and small

public, private and third (not for profit) sector

in the UK and internationally.

The publications will be subject to a number of quality checks as outlined inSection 4.1 and detailed in each Product Description.

TSO will appoint pilot participants and reviewers with the assistance of theReview Group and the Best Practice User Group (BPUG).

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Figure 4 - Development Process

4.5 Deployment

On completion of the quality checks and the final author amendments, thepublications will be subject to a controlled release to the exam board todevelop the exam syllabuses and then to the accredited training and consultingorganisations prior to full release to the public.

The need for a co-ordinated and swift transition for the qualification schemeswill dictate the final release date for the publications in the first release.A Transition Plan will be produced drawing on lessons learned from the recentMSP and M_o_R refreshes.


A Release Note describing the changes to PRINCE2 will be issued at the time ofthe full release of the method to enable existing users to plan theirtransition to the new method.


5 Proposed Changes

5.1 Core Guides

The overriding principle behind the proposed set of products is for the core toremain as generic, universal and as stable as possible. The further they arefrom the core, the more context-specific and time-specific the publicationswill become.

Figure 5 - PRINCE2 Publications

The core guides will comprise:

The PRINCE2 Method

PRINCE2 in Practice: Directing a Project

PRINCE2 in Practice: Managing a Project.

The purpose of the PRINCE2 Method publication is to provide a self-containedreference guide suitable for all types of user (board, project manager, team)that:

Explains why, when and how to use the Method

Explains the principles of PRINCE2

Describes the PRINCE2 processes in their entirety

Describes ‘Key Themes’ of project management, specific to PRINCE2, thatare required for the processes to be effective

Cross-references techniques that may be applied

Explains how to scale the method

Provides context of how to use PRINCE2 for different perspectives (e.g.standalone or as part of a programme).

The PRINCE2 Method will contain sufficient content to enable competent projectpersonnel to use PRINCE2 without the need for further publications.

Each PRINCE2 in Practice guide will be a role specific handbook describing howto apply PRINCE2, including when used in imperfect scenarios. They will setPRINCE2 in the wider context of project management (but still non-specific forindustry sector) and will describe or cross-reference techniques which support


the PRINCE2 method. There will be a guide for those people who manage orassist in the managing of projects and a guide for those people who direct orassist in the directing of projects.

5.2 Relationship with Qualifications

OGC’s mandate requires that the PRINCE2 Refresh provides the standard againstwhich individuals’ knowledge and competency in applying the method can beexamined and assessed. APM Group are already moving to objective assessmentbased on Bloom’s taxonomy [3] . Bloom’s taxonomy classifies learningobjectives by level so that the right type of test can be used to determinethat the learning objective is met (for example testing recall is only a testof level 1 – knowledge).

The primary purpose of the core guides is to help organisations and individualsuse the method such that they are able to successfully deliver their projects.However, the authoring team will use Bloom’s taxonomy as a guide to ensure thatthe content in each publication is suitable to provide the basis for anobjective assessment at the relevant level of Bloom’s taxonomy.Figure 6 shows how the syllabus for the Foundation and Practitionerqualifications will be drawn from the content of the core guides and thatenhanced qualifications may draw additionally from the value-add publications.

FoundationQualification

PractitionerQualification

AdvancedPractitionerQualification1

DiplomaQualificationA

Experience

Value-Add Publications

PRINCE2 in Practice™

PRINCE2 Method

Figure 6 – Relationship between existing/potential qualifications and PRINCE2 publications

.

1 The proposals for the Enhanced Qualifications element of the PRINCE2 Refresh Project will be detailed ina companion Scoping Document from APM Group


6 Project PlanFigure 7 shows the timeline for the project and the proposed release dates.This timeline is subject to:

approval of the Product Descriptions

approval of author Work Packages for the PRINCE2 Refresh Project (coreguides)

approval of author Work Packages for the value-add and complementarypublications (most of Release 2 products)

and the co-ordinated release of the core guides and the enhancedqualification scheme.

Product Initiation

Sep ‘07

Stage1

Oct‘07

Stage2

Feb‘08

Stage3

Q3 ‘08

Stage4

Q1 ‘09

Stage5

Mid‘09

Scoping Document Approved

Product Descriptions Approved

Author Work Packages Approved

OGC Common Glossary Update

PRINCE2 MethodDesign

1st

Draft2nd

DraftReleas

e1

P2iP: Directing a Project 1st

Draft2nd

DraftReleas

e1

P2iP: Managing a Project 1st

Draft2nd

DraftReleas

e1

Pilots2 Start Finish

Transition PlanC Consult

Publish

Revised Exams and StudyGuides3

1st

DraftReleas

e1

PRINCE2 Pocket Book 1st

DraftReleas

e1

Knowledge Centre -Templates

1st

DraftReleas

e1

Knowledge Centre -Checklists

1st

DraftReleas

e1

Release Notes - CoreGuides

Publish

Knowledge Centre - CaseStudies

1st

DraftReleas

e2

P2MM – ModelUpdate

Release2

2 The pilots will commence on completion of the core guides to first draft. BPUG will be responsible foridentifying, nominating and managing volunteer organisations.3 These products are part of the enhanced qualifications element of the PRINCE2 Refresh Project, but areshown here for completeness. They will be described in a companion Scoping Document.


Product Initiation

Sep ‘07

Stage1

Oct‘07

Stage2

Feb‘08

Stage3

Q3 ‘08

Stage4

Q1 ‘09

Stage5

Mid‘09

P2MM – Guide [11] UpdateReleas

e2

Business Benefits ThroughProject and ProgrammeManagement [6]

UpdateReleas

e2

Agile Project Management:Running PRINCE2 Projects withDSDM Atern [15]

UpdateReleas

e2

For Successful ProjectManagement: Think PRINCE2![16]

UpdateReleas

e2

Figure 7 - Timeline

Existing TSO published PRINCE2 titles not shown above will be withdrawn (e.gPRINCE2 and People Issues). The Knowledge Centre will be an on-line portalfor supporting products provided by TSO. The Transition Plan will include theschedule for translation and any migration requirements for ATOs and the co-ordinated go-live for the Knowledge Centre.


7 Addressing Requirements

7.1 Consultation Findings

Consultation – Issue orOpportunity

How addressed

Lack of integration with otherPPRM products.

Only use defined terms from the Common Glossary ormake a case as to why any new terms should be addedor existing terms redefined.

Include clear sign-posting to the other methods andwhere PRINCE2 sits within the PPRM portfolio.

Include other Lead Authors on PRINCE2 Review Group.

Too much ‘instruction’ for ageneric framework (particularlythe sub-processes andtechniques).

Sub-processes to be replaced in core method by‘activities’ which include overarching guidance.Detailed guidance will be in the PRINCE2 in Practicepublications.

Confusion over ManagementProducts and Project Documents.

Reduce the number of Management Products. ProductOutlines to become Product Descriptions with exampleformats. Better explanation of the ‘nesting’ ofManagement Products. PRINCE2 in Practice: Managing aProject to include ‘Information Management’ chapter

Does not include soft aspects ofproject management.

The core method will list the techniques which mayapply and, where possible, provide references toestablished guidance. Some soft aspects will becovered by the PRINCE2 in Practice publications.

Benefits management notaddressed if PRINCE2 is not usedin conjunction with MSP.

The context of stand-alone projects or a project witha programme to be provided. Initiating a Project (IP)process, Closing a Project (CP) process and BusinessJustification theme to include explicit guidance.

Does not handle ‘fuzzy’ startup.

PRINCE2 can work with an emerging specification aswell as it does for pre-determined specifications.Starting Up a Project (SU) and Initiating a Project(IP) processes to provide explicit guidance. PRINCE2in Practice: Managing a Project to include chapter on‘Using PRINCE2 on … … Projects’ giving examples ofdifferent project types including emergentspecifications.

Define position within the PMlandscape – e.g. what PRINCE2provides and what it does not.Clearer linkage to other aspectsof project management.

To be included in the ‘Introduction’ and‘Perspective’ chapters of the PRINCE2 Method.

Include assurance checklists andreference peer reviews as a bestpractice approach (e.g.Gateway).

To be included in Directing a Project (DP) process,relevant Key Themes of the PRINCE2 Method and the on-line checklists. Role specific checklists to beprovided in the PRINCE2 in Practice publications.

Provide linkage to other methods(e.g Agile).

Sign-posting to be provided in the PRINCE2 Method,high-level guidance to be provided in the PRINCE2 inPractice publications, explicit guidance to becovered by complementary publications.

Recognise the five challenges asdefined in “Rethinking ProjectManagement”.

Process model to be less prescriptive. The fivechallenges to be sign-posted in the perspectiveschapter of the PRINCE2 Method with further guidancein the PRINCE2 in Practice publications.

Improve style of language,remove inconsistencies andrepetition.

Restructure of processes, components and techniqueswill reduce repetition (see Product Descriptions).

Design Reviews. Quality Reviews. Expert Guidance onwriting for people with English as a second language.



How addressed

Too big. PRINCE2 Method has a target of less than 200 pages(and self-contained). This will be achieved byreplacing sub-processes with less prescriptiveguidance and reducing repetition between processesand components (now Key Themes).

Make it more accessible (forexample by embrace new media).

The publications will be available in a variety ofmedia including on-line fully indexed versions.

Consider splitting into a numberof publications (targeted foreach audience / purpose).

Publications split by audience and purpose, e.g.reference guide (PRINCE2 Method) and practicalhandbooks (PRINCE2 in Practice).

Case Studies. To be provided on-line as part of Release 2 and thenongoing.

Qualifications: Too much focuson learning the theoreticalrelationships between sub-processes than how the frameworkis applied in practice.

This is already partly addressed through theObjective Testing based exams that are effective fromSeptember 2007. Replacing sub-processes byActivities will change the syllabus which in turnwill change the way Accredited Training Organisationsteach the method. The core guides will include moredetail on scaling and adapting PRINCE2 depending oncontext – which should become part of the examsyllabus.

Qualifications: Misconceptionthat Practitioner Certificate isan indication of general ProjectManagement competence.

The core guides to describe the enhancedqualification scheme.

The PRINCE2 in Practice publications describe thewider aspects of project management that apply (e.g.leadership).

To be addressed by the project for the enhancedqualification scheme.

Qualifications: Practitionersyllabus to include tailoringand scaling.

Tailoring and scaling are sign-posted in the PRINCE2Method and are a main area of focus for the PRINCE2in Practice publications. These publications providethe raw material of the exam syllabus.

Qualifications: Consider CPD. To be considered by the project for the enhancedqualification scheme.

Qualifications: Project Boardtraining.

To be considered by the project for the enhancedqualification scheme. Syllabus could be drawn fromthe PRINCE2 in Practice: Directing a Projectpublication.

Often treated as a rule bookrather than a guide. Can befollowed blindly (projectmanagement by numbers).

The dangers of treating it as a rule book or offollowing it blindly to be highlighted in theIntroduction and Perspectives chapters of the PRINCE2Method. Replacing the sub-processes with lessprescriptive Activities will also help.

PRINCE In Name Only (PINO) toocommon.

PRINCE2’s principles will be explicit.The introduction chapter to include common causes ofproject failure which will relate PINO scenarios.

The core guides will include more detail on scalingand adapting PRINCE2 depending on context.

The Case studies show the benefits of applyingPRINCE2 appropriately.

Enhanced qualification scheme will enable a shifttowards teaching how to apply the method.

PBP difficult to apply toservices.

PRINCE2’s Product Based approach to be a main area offocus in the PRINCE2 in Practice: Managing a Projectguide.



How addressed

Guidance on scaling/tailoring. Tailoring and scaling are sign-posted in the PRINCE2Method and are a main area of focus for the PRINCE2in Practice publications.

Guidance on embedding PRINCE2. Approached to embedding PRINCE2 to be described inthe Perspectives chapter of the PRINCE2 Method.Further guidance is already described in the PRINCE2Maturity Model (as level 3 maturity is aboutembedding).

Guidance for Project Boards. Project boards will have a specific publication,PRINCE2 in Practice: Directing a Project.

Guidance on Customer/Suppliercommercial relationship(procurement).

To be sign-posted throughout the method (processesand key themes) and explicitly covered in thePerspectives chapter of the PRINCE2 Method. Thecustomer/supplier and commercial context is a mainarea of focus for the PRINCE2 in Practicepublications.

Seen as an alternative to PMI’sPMBoK rather than as acomplementary method.

To be sign-posted in the Perspectives Chapter of thePRINCE2 Method and covered explicitly in the PRINCE2in Practice: Managing a Project

Does not sell the benefit ofusing PRINCE2 (for theorganisation).

To be covered in the Introduction Chapter of thePRINCE2 Method.

The Case studies show the benefits of applyingPRINCE2 appropriately.

Perceived as bureaucratic. Sub-processes to be replaced by less prescriptiveActivities.

The importance of Scaling and Tailoring to behighlighted throughout the PRINCE2 Method. Improvedguidance on the use of Management Products.

Numerous issues captured throughconsultation process are alreadyaddressed by the method.

PRINCE2 in Practice publications to include a FAQssection (troubleshooting) based on issues capturedvia the Public Consultation.

PR campaign to be included as part of deploymentactivities.

Figure 8 - Addressing the findings of the Public Consultation


7.2 OGC Mandate

OGC Requirement / Criteria How addressed

The guidance must be generic –applicable to any size oforganisation, in any industrysector anywhere in the world.

Scalable processes.

Focusing on management of the project and theresources working on the project and not thespecific processes/techniques for managingspecialist products.

Written in plain English and idiomfree.

Adopting an OGC approved Style Guide.

Using guidance provided by the Plain EnglishCampaign (www.plainenglish.co.uk) (NB, it isfeasible to apply for the crystal mark as it wouldadd significant delay in the publicationschedule).

The core guidance containing themethodology should be reduced insize to preferably no more than 200pages (comparable to MSP).

Removing prescriptive aspects (sub-processes andtechniques) from the PRINCE2 Method and avoidingrepetition.

Must be visibly aligned to OGC PPRMguidance (in particular MSP, M_o_R,ITIL, OGC Gateway).

All OGC PPRM products to be clearly sign-postedfrom the core guides.

MSP and M_o_R to be directly addressed in the coremethod. OGC Gateway and ITIL to be indirectlyaddressed in the core method and directlyaddressed in the PRINCE2 in Practice publications.

Must be consistent with OGCprocurement framework and AchievingExcellence when updated in early2008.

Covered in the PRINCE2 Method - Perspectiveschapter.

For completeness, may referencematerials not covered in other OGCguidance – eg “softer” peopleissues, organisational cultures etcwhere directly relevant to betterunderstanding the context ofPRINCE2.

Each Key Theme to include a cross reference totechniques. Some techniques will be specific toPRINCE2 hence described in the PRINCE2 in Practicepublications. Other techniques may be generic toproject management or general management and willonly be referenced for completeness.

It should be intuitive and logical. Design Reviews.

It should not include any changeswhich would invalidate current useof the PRINCE2 Methodology whetherby organisations who have adoptedits use or by individuals who havetaken a PRINCE2 qualification andare currently using the method intheir work-place.

Any major changes to be supported by a casefor/against the change and submitted to projectboard for approval. A major change is consideredthe addition/removal/renaming of a process,component, technique or prominent managementproduct.

It should not include any elementsidentified by the Review Group asdesirable to support the coremethod, but which are notconsidered to be essential elementsof the PRINCE2 method. Theseshould be considered as appropriatefor inclusion in the widerportfolio.

Three tiers of publication identified:

Core guides (Crown copyright only) Value-add (Crown copyright and TSO titles) After-market (TSO titles and 3rd party

publisher titles).

All desirable/non-essential elements to go inValue-add or After-market publications.

It should not duplicate elements ofproject management guidance (eggeneric management skills aspects)which are adequately covered inguidance (OGC owned or other)elsewhere.



OGC Requirement / Criteria How addressed

It should not set criteria fordelivery of training based on thequalifications scheme.

The core guides provide the subject matter for theexam syllabuses. They will be aligned to Bloom’staxonomy of educational objectives but will notprescribe any teaching methods.

It should include an introductioncovering:

What is PRINCE2? who should use PRINCE2 what it is for, how it can be used and the benefits of use (why?).

PRINCE2 Method - Introduction chapter.

It should include the fundamentalprinciples of PRINCE2.

PRINCE2 Method – Principles chapter .

It should include the framework forthe methodology based around coreelements of risk management and theBusiness Case.

PRINCE2 Method - Risk Management and BusinessJustification are both principles and key themes.

It should describe PRINCE2 incontext – how PRINCE2 fits into andinterfaces with differentenvironments: change and portfoliomanagement, programmes andoperations/BAU, crossorganisational, commercial and noncommercial.

PRINCE2 Method - Perspectives chapter.

PRINCE2 in Practice publications.

It should include clearexplanations and descriptions ofroles, responsibilities andgovernance requirements, includingintelligent client and supplierrelationships in projects, andinterfaces with other roles andresponsibilities in areas such asprogrammes or procurement.

PRINCE2 Method – Organisation chapter.

PRINCE2 Method – Perspectives chapter.

PRINCE2 Method – Roles, Responsibilities &Competences appendix.

It should include how PRINCE2should be applied and adapted tosuit different contexts, types ofprojects and organisationalrequirements, including minimumlevels.

PRINCE2 Method - Perspectives chapter.

PRINCE2 in Practice publications.

It should include how use ofPRINCE2 enables realisation ofbenefits both short and longer term(project outputs as enablers).

PRINCE2 Method – Introduction chapter.

PRINCE2 Method – Initiating a Project chapter.

PRINCE2 Method – Closing a Project chapter.

PRINCE2 Method – Business Justification chapter.

It should include references andinterfaces to wider projectmanagement or generic managementskills, tools and techniques notincluded within PRINCE2.


It should include interfaces andboundaries between PRINCE2 and acompetent project manager.

PRINCE2 Method – Roles, Responsibilities &Competences Appendix.

It should include real worldexamples and illustrations.

PRINCE2 in Practice Publications.

On-line case studies.

It should include References. PRINCE2 Method – References chapter.

It should include Acknowledgments. PRINCE2 Method – Acknowledgements chapter.

It should include a Glossary. PRINCE2 Method – Glossary chapter.


Figure 9 - Addressing the requirements of OGC's Mandate


Appendix A. Acknowledgements

Public Consultation

OGC would like to thank those organisations and individuals who participated inthe public consultation (see Public Consultation Report, ref [1], for details).

PRINCE2 Reference Group (met 11th June 2007):

Name Company Representing

Terry Cooke-Davies Human Systems Private sector,SME

Bob Patterson Fujitsu Private sector,global

Philip Rushbrook Cabinet Office CCG

Ruth Little DTI CCG (COE)

Adrian Tilley APM Projectmanagement, UK

Dusty Miller Sun Microsystems Private sector,global

Prof DarrenDalcher

Middlesex University Academia (UK)

Rob Brace DWP CCG

Steve Falkenkrog/Wally Moore

PMI Project managementstandards, USA

Beverley Webb BSI Project managementstandards, UK

Prof ChristopheBredillet

University of Lille Academia(international)

Jens Wandel United Nations DevelopmentProgramme

Public sector,global

Dr David Marsh MOD Defence, UK

Members of the Scoping and Review Group (met 6th July 2007):

Alan Ferguson - ACO representativeAlvin Gardiner - ATO representativeAndrew Ball - Audit CommissionColin Bentley - APMG ExaminerDot Tudor - DSDMEddie Borup - ACO representativeEddie Lamont - SPMMG/Edinburgh City CouncilEileen Roden - APM representativeGraham Robertson - KPMGGraham Williams - M_o_R authorHelen Nicol - NHSIan Santry - Home OfficeJacky Chadwick - VOSAJim Clinch - ITIL representativeJohn Greenwood - FujitsuMarc Baetens - ATO international representative


Mark Canning - Regional Development AgencyPaul Bradley - ATO representativePeter Woolliscroft - OGCPhil Wilson - Cabinet OfficeRichard Aspden - ATO representativeRod Sowden - MSP Lead AuthorStephen Wierzbicki - ATO international representativeWieslaw Kosieradzki - ATO international representativeWietse Heidema - ATO international representative


Appendix B. References

[1] Public Consultation report – PRINCE2 Refresh

[2] OGC Mandate for Change – PRINCE2 Refresh

[3] Taxonomy of Educational Objectives: The Classification of EducationalGoals, ISBN 978-0679302117

[4] Managing Successful Projects with PRINCE2, ISBN 9780113309467

[5] Tailoring PRINCE2, ISBN 9780113308972

[6] Business Benefits through Programme and Project Management, ISBN9780113310258

[7] People Issues and PRINCE2, ISBN 9780113308965

[8] PRINCE2 for the Project Executive: practical advice for achieving projectgovernance, ISBN 9780113309672

[9] Managing Successful Programmes (MSP 2007), ISBN 9780113310401

[10] Management of Risk: Guidance for Practitioners (M_o_R 2007), ISBN9780113310388

[11] Improving Project Performance Using the PRINCE2 Maturity Model, ISBN9780113310319

[12] APM Body of Knowledge, 5th Edition, ISBN-1-903494-25-7

[13] A Guide to the Project Management Body of Knowledge 3rd Edition (PMBoKGuide®), 9781930699458

[14] The Importance of ‘Process’ in Rethinking Project Management: The storyof a UK Government-funded research network by Mark Winter, Charles Smith,Terry Cooke-Davies and Svetlana Cicmil, International Journal of ProjectManagement, Volume 24, Number 8, pp650-662

[15] Agile Project Management: Running PRINCE2 Projects with DSDM Atern, ISBN9780113310586

[16] For Successful Project Management: Think PRINCE2, ISBN 9780113310289


Appendix C. GlossaryTerm Description

ACO An Accredited Consulting Organisation, assessed by APM Groupin accordance with BE EN 45011, to consult in (some of) OGC’sPPRM products.

Agile Agile methods originated as an alternative to the traditionalwaterfall approach to defining, designing, developing adtesting software. Agile methods use an iterative approach andemphasize realtime communication, preferably face-to-face,over written documents.

ATO An Accredited Training Organisation, assessed by APM Group inaccordance with BE EN 45011, to train in (some of) OGC’s PPRMproducts.

APM Association for Project Management.

APMG The APM Group – the accreditation body for PRINCE2.

BPUG™ Best Practice User Group.

BS 6079 A suite of standards which includes BS6079-1:2002 A Guide toProject Management and BS 6079-2:200 Project ManagementVocabulary among others.

CCP Change Control Panel – the group responsible for reviewingand prioritising the contents of the PRINCE2 Issue Log.

Gateway An independent assurance reviews that occur at key decisionpoints within the lifecycle of a programme or project. Alsoan abbreviation for The OGC Gateway™, the process forconducting independent assurance reviews.

OGC Office of Government Commerce – the owners of PRINCE2.

M_o_R® Management of Risk: Guidance for Practitioners.

MSP™ Managing Successful Programmes.

PBP / PBS / PFD Product Based Planning / Product Breakdown Structure /Product Flow Diagram

P2iP PRINCE2 in Practice

P2MM PRINCE2 Maturity Model.

P3M3 Portfolio, Programme and Project Management Maturity Model.

P3O Portfolio, Programme and Project Office (a new guide fromOGC)

PINO PRINCE In Name Only.

PMI Project Management Institute.

PPRM Programme, Project and Risk Management.

Reference Group The group responsible for reviewing the feedback andproducing the ‘Mandate for Change’.

Review Group The group responsible for reviewing the Scoping Document andproviding technical guidance to the authoring team.

TSO The Stationery Office – the official publisher.

PRINCE ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce, and isRegistered in the U.S. Patent and Trademark Office.

ITIL ® is a Registered Trade Mark, and a Registered Community Trade Mark of the Office of Government Commerce, and isRegistered in the U.S. Patent and Trademark Office.

M_o_R ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce.


MSP™ is a Trade Mark of the Office of Government Commerce.

P3M3 is part of the OGC’s Successful Delivery Toolkit™. The toolkit is a Crown Copyright Value Added product developed, ownedand published by the Office of Government Commerce. Best Practice User Group™ and BPUG™ are Trade Marks of Best PracticeUser Group Ltd.

OGC Successful Delivery Toolkit ™, OGC Gateway ™, MSP ™, the Swirl logo™ and PRINCE2 ™ are Trade Marks of the Office ofGovernment Commerce.

PMI and PMBOK® are registered marks of Project Management Institute Inc.