In this post I’ve rounded up some independent evidence which highlights the benefits of using PRINCE2.
Because PRINCE2 is generic and based on proven principles, organizations adopting the method can improve their capability and maturity across multiple areas– business change, construction, IT, mergers and acquisitions, research, product development and so on. The methodology provides a host of benefits to individuals, teams and organizations undertaking projects, including:
- It embodies established and proven best practice
- It provides explicit recognition of project responsibilities
- Its product focus clarifies the what, why, when and who of the project
- It ensures participants focus on the viability of the project throughout
- It ensures stakeholders are properly represented
- It promotes learning and continual improvement
- It promotes consistency of project work.
But, don’t take my word for it. These reports give a completely independent view of the method:-
In 2009 OGC, TSO and APMG commissioned The Queensland University of Technology (QUT) in Australia to undertake research on PRINCE2. Entitled ‘Creating value in project management using PRINCE2®”, the respondents were experienced project managers in using PRINCE2 or other PM methodologies to manage their projects in the USA, UK & Europe and Australia from diverse range of industries.
The study focused on 2 questions:
- What problems or issues adversely affect the utility of PRINCE2 and other project management frameworks in successfully delivering projects?
- What existing or recommended features do or would mitigate (or resolve) these problems and issues?
The research found that PRINCE2 is perceived as:
- A very robust, comprehensive and pragmatic project management framework, which underwrites project success.
- The PRINCE2 framework and manual ranked very high in mitigating perceived problems and issues.
Major strengths of PRINCE2 found by the research:
- Role of the business case in assuring continuing project viability
- Extensive guidance offered on project governance
- Expansion of the tolerance concept to encompass six areas
- Comprehensive definition of roles and responsibilities
- Product-based planning and product-focussed delivery
- Delegation of responsibilities to the appropriate level
- New chapters on tailoring and embedding.
In the UK where PRINCE2 originates, Project Management Recruitment Agency Arras Peoplesurveyed over 1,525 project management professionals in January 2011. They estimate that nearly 80,000 people earn a living as project managers in the UK.
51.7% of respondents said they were PRINCE2 certified. The figure has risen from 41.2% in 2007 and consolidates the “de-facto standard” position that PRINCE2 has gained in the marketplace.
Furthermore, of those respondents who said they were planning to gain another qualification in 2011, 5 of the top ten courses – PRINCE2, MSP, M_o_R®, P3O® and Change Management were APMG certifications.
In a report published in 2009 Gartner said “over the next 3 years project management will become one of the top five major strategic issues that most managers will have to address to be successful”.
In 2008 the Consultative Committee for Professional Management Organisations (CCPMO) surveyed its 50,000 members. They found that people who hold professional qualifications and memberships increase the probability of being employed by 9%. Those who hold professional qualifications earn 37% more on average than their colleagues who are not qualified.
As well as the collection of surveys, I thought it might be useful to collate for you some of the case studies that APMG has published.
In 2007 the Product and Service Development Branch of Australia’s Parliament House made the decision to implemented PRINCE2. What has followed has been a remarkable change in how projects are delivered, including an increased awareness by staff of their roles and responsibilities in the project management life-cycle. The strong governance principles in PRINCE2 have allowed decision making to be assigned to staff at the appropriate level and to facilitate the implementation of broader strategies. It has also enabled the more effective engagement of stakeholders in the process of project approval and management.
PRINCE2 was implemented across the University of Western Australia Library, staff were trained, and its use was mandated. The outcome was a revelation. Business cases were written, and complex and simple projects were scoped, planned and implemented. Projects were staffed from various parts of the library, many worked together for the first time and unexpected cultural change was evident.
Transpower is a state owned enterprise which owns and operates New Zealand’s high voltage electricity transmission grid. Its IT department used a hybrid project management method which was deemed to be inefficient. In order to deliver against the corporate vision that stated ‘We will be respected for our operations and our honesty’, the decision was made to implement PRINCE2. The processes, components and techniques of PRINCE2 have all been moulded to fit the way the department operates, such that the Transpower IT project management framework is now closely aligned with PRINCE2.
Richard Tucker, Director of Client Services at ICOR Partners, a division of Acquisition Solutions, introduced PRINCE2, to the U.S. Government. He received the 2010 Capital Planning & Investment Control (CPIC) Award in March 2010 at the CPIC Conference in Washington DC. Richard said the acceptance in the U.S. of PRINCE2 practices is proof positive that “centralized project management has no political boundaries.” Richard also presented a White Paper on using PRINCE2 to manage federal IT projects to 200 Federal CPIC professionals attending the conference.
VocaLink Faster Payments – VocaLink use PRINCE2 qualified Project Managers and contractors. PRINCE2 provides them with a common language so they can work well together. It also fits in nicely with the different software development methodologies they use. One of the key uses of the method is to keep an eye on slippage.