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

Scoping Document -
Publications
Version 1v0
Issued: 14
th
September 2007
The Stationery Office 2007
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 2 of 27
Purpose
This document provides an overview of the approach for the publications element
of the PRINCE2 Refresh Project by The Stationery Office (TSO). It provides
details on a proposed set of publications to meet user requirements (captured
in the Public Consultation Report) and OGC requirements (documented in the
Mandate for Change). This document also provides an outline plan for the
development, acceptance and deployment of the proposed publications.
The proposals for the Enhanced Qualifications element of the PRINCE2 Refresh
Project will be detailed in a companion Scoping Document from APM Group. This
document provides details of how the publications relate to the proposed
changes to qualifications and other OGC PPRM guides and models.
This document should be read in conjunction with the Product Descriptions for
the core publications:
PRINCE2 Method
PRINCE2 in Practice: Directing a Project
PRINCE2 in Practice: Managing a Project.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 3 of 27
1 Executive Summary
PRINCE2 is often cited as the worlds most widely used project management
method, 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 challenges
today that simply did not exist in 1996. To keep up-to-date, the PRINCE2
manual is regularly reviewed for fitness and updated. The manual was last
updated in May 2005 and is now due a refresh as part of the Commercial
Activities Re-tender (CAR) agreement between OGC (the owners) and its
publishing partner (TSO) and accreditation partner (APM Group).
The Refresh Project started in November 2006 with a six month period of public
consultation of more than 170 organisations and individuals culminating in the
publication of a Public Consultation Report [1] in June 2007. OGC assembled a
Reference Group of users, academics, trainers and consultants to review the
feedback and to provide guidance on the objectives for the refresh. The
resultant OGC Mandate for Change [2] was issued at the Best Practice Showcase
on 27
th
June 2007.
To meet OGCs requirements and address the public feedback it is proposed to
produce three core guides: The PRINCE2 Method which will provide the
principles, process model, key themes, product descriptions, role definitions
and assurance checklists; and two PRINCE2 in Practice publications one for
people who direct projects and one for people who manage projects. While the
PRINCE2 Method can be used by competent project personnel without the need for
further guidance, the PRINCE2 in Practice publications will provide more detail
on techniques and will include context based guidance (including using PRINCE2
in imperfect scenarios). The publications will support the enhanced
qualification scheme by aligning content to Blooms Taxonomy of Educational
Objectives [3]. The core guides will be supported by complementary
publications and on-line content such as study guides, case studies, templates
and checklists. The refresh will necessitate the withdrawal or update of
existing PRINCE2 titles published by TSO.
Figure 1 - Public Feedback, OGC Mandate and Proposed Changes
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To ensure the method meets its diverse set of requirements the PRINCE2 Refresh
will include a number of quality checks: Design Reviews, Pilots, Proof of
Concept, Demonstration, Document Quality Reviews and Surveys.
There will be phased releases. The first release by early 2009 will include the
three core guides, the study guides and templates. The aim of this release is
to facilitate a swift and co-ordinated transition for revised training,
qualification and assessment products. The second release by mid 2009 will
include updates to existing complementary publications and the provision of
further on-line content in the form of case studies.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 5 of 27
2 Contents
1 Executive Summary............................................................................................ 3
2 Contents........................................................................................................... 5
3 Context............................................................................................................. 6
3.1 OGCs 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 11
th
June 2007):............................................. 23
Members of the Scoping and Review Group (met 6
th
July 2007): ................... 23
Appendix B. References............................................................................................ 25
Appendix C. Glossary ...................................................................................................... 26
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3 Context
3.1 OGCs PPRM Portfolio
The Office of Government Commerce (OGC) owns a portfolio of Programme, Project
and 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 with
various other related products such as maturity models. There is a
complementary portfolio of official publications designed to support the stable
core with products that are more fluid, for example Agile Project Management:
Running PRINCE2 Projects with DSDM Atern. The Portfolio is maintained and delivered
through commercial arrangements including accreditation, qualifications and
publishing services.
The guidance and standards are widely used by the UK public and private sector,
and international organisations. OGCs primary objective in maintaining this
Portfolio is to ensure that these products continue to support the UK public
sector 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 remains
important.
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Figure 2 - PPRM landscape
3.2 What is PRINCE2?
PRINCE2 is a structured method for effective project management. The method is
described in the PRINCE2 manual Managing Successful Projects Using PRINCE2 [4].
However, PRINCE2 is now more than a just manual. When people say we are using
PRINCE2 they do not mean that they are using the manual. They mean that they
direct, manage or participate on a project, which follows all or some of the
processes, 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 4
th
edition), available in
several languages
An official publisher (The Stationery Office - TSO), with a range of
supporting publications
An accreditation body (The APM Group)
120+ accredited training organisations, providing training around the
globe in 17 languages
15+ accredited consulting organisations
Software tools (52 tools supporting PRINCE2 were listed in the last PM
Software Tool sourcebook)
An official user group (The Best Practice User Group BPUG) and numerous
others 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, several
other governments are now recommending its use and it has been adopted by The
United Nations Development Program as part of its global framework for managing
projects. Its use extends beyond Governments and institutions as it has been
adopted by the private sector with some vigour. PRINCE2 has also moved beyond
its IT origins and is used for many different types of projects such as R&D,
construction, product development, marketing, business transformation and many
more.
3.3 Reason for Change
OGCs commercial partners TSO (publication services) and The APM Group
(accreditation services) are committed to the continuous improvement of the
PPRM products as part of their commercial agreements.
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While the PRINCE2 manual is on its 7
th
impression, there have only been two
major updates (in 2002 and 2005). Both of these updates were in response to
issues raised via the official Issue Log. The updates were mainly corrections
to the manual, clarifications and a few incremental improvements. The method
remained largely unchanged.
The emergence of Agile and iterative approaches to project management and EPSRC
funded research by Dr Mark Winter and Charles Smith (Rethinking Project
Management, Ref [14] ) indicates that some aspects of traditional project
management concepts do not serve the challenges facing todays projects. For
example, projects can have multiple purposes which are permeable, contestable
and open to negotiation.
Methods of publication have also moved on. There is an appetite from both the
users and the publisher to expand the ways in which people access the PRINCE2
suite of information.
3.4 Scope for Change
The scope for change is defined within OGCs Mandate for Change [1]. It
includes:
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 procurement
framework
Consideration of what should be retained, which elements require a lighter
touch and which could be deleted from the core of the method
Consideration of any requirements for new or supporting guidance on how to
use PRINCE2
Identification of the likely impacts on existing supporting products in
the PRINCE2 portfolio (the PRINCE2 Maturity Model; Tailoring PRINCE2;
Business Benefits of Programme and Project Management; People Issues and
PRINCE2)
Development of supporting qualifications scheme whether examinations or
other assessment methods.
This document covers the first five items only. The development of the
supporting qualifications scheme is being managed as a parallel project and
will be described in a separate scoping document.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 9 of 27
4 Project Approach
4.1 Overview
The PRINCE2 Refresh Project is treating the undertaking as more than simply
updating a publication. The overarching aim is to provide a revised method and
supporting infrastructure that enables more organisations and people to deliver
projects successfully. Indeed the OGC Mandate for Change lists the following
among its desired outcomes:
Increased numbers of projects being able to demonstrate successful
delivery to time cost and quality, and that are linked to organisational
realisation 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 an
even greater number of people using PRINCE2 on a daily basis world-wide, it is
not surprising that the project approach is based on thorough and on-going
public consultation to ensure current value is not jeopardised.
The consultation period for requirements gathering lasted from November 2006 to
April 2007. Users have ongoing representation in the form of a Reference Group
and Review Group. Members of these two groups have participated in workshops
to shape the OGC Mandate and this Scoping Document respectively. The Review
Group will have an ongoing participation in the PRINCE2 Refresh Project through
to final acceptance.
The project approach also includes:
Producing cases for/against any major changes to the method. A major
change 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 the
method
Using the OGC Common Glossary as the source dictionary for specialist
terms. Any terms not covered by the OGC Common Glossary will be included
based on a case as to why it is needed. Any terms which would benefit
from 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 and
author pairs for each chapter within each publication based on a
thematic allocation to avoid inconsistencies and repetition
Use of mentors who the authoring team can call upon for second opinions
and specialist advice
Pilots of the revised method to ensure it remains generic (applicable to
any size of organisation, any industry, anywhere in the world), logical
and intuitive
A Proof of Concept that the revised core guides can be used as the sole
source 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 enhanced
qualification scheme to ensure a swift transition.
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4.2 Public Consultation
The consultation process comprised reviewing the Issues Log, a series of
workshops/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 in
Stoke-on-Trent (UK), where attendees were invited to provide feedback on what
they considered to be PRINCE2s essential elements, any aspects of the method
they disliked and what they thought was missing. A further four workshops were
held London, Manchester, Edinburgh and Holland. In total more than 60
organisations participated in the workshops. OGC appointed a number of
champions who interviewed the following organisations: British Library, City of
Edinburgh Council, Manchester City Council, National Policing Improvement
Agency, Scottish Executive, Sun Microsystems Inc, Teesdale District Council and
UNDP. Additionally a number of questionnaires (online and via email) sought
feedback, to which more than 50 organisations responded. The feedback
indicated a strong consensus for change. The conclusions of the consultation
are documented in the Public Consultation Report [1].
4.3 Design
Figure 3 shows the design activities which have been undertaken to date (white
boxes) and the remaining design activities to be performed to ensure that the
authoring work is based on a sound design.
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Figure 3 - Design Process
The Reference Group met on 11
th
June 2007 to review the Public Consultation
Report [1] in order to make recommendations to OGC on the strategic direction
for the refresh. OGC subsequently issued a Mandate for Change [2] which the
Review Group assessed for options in the form of a workshop on 6
th
July 2007.
The authoring team used the output from the Review Group workshop to produce
this Scoping Document and the Product Description for the core guides.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 11 of 27
On approval of the Scoping Document and Product Descriptions the authoring team
will produce the draft Principles and Process Model which underpins PRINCE2.
These will be subject to a design review before the remainder of the core
guides 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 in
Section 4.1 and detailed in each Product Description.
TSO will appoint pilot participants and reviewers with the assistance of the
Review 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, the
publications will be subject to a controlled release to the exam board to
develop the exam syllabuses and then to the accredited training and consulting
organisations prior to full release to the public.
The need for a co-ordinated and swift transition for the qualification schemes
will dictate the final release date for the publications in the first release.
A Transition Plan will be produced drawing on lessons learned from the recent
MSP and M_o_R refreshes.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 12 of 27
A Release Note describing the changes to PRINCE2 will be issued at the time of
the full release of the method to enable existing users to plan their
transition to the new method.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 13 of 27
5 Proposed Changes
5.1 Core Guides
The overriding principle behind the proposed set of products is for the core to
remain as generic, universal and as stable as possible. The further they are
from the core, the more context-specific and time-specific the publications
will 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-contained
reference 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, that
are 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 project
personnel to use PRINCE2 without the need for further publications.
Each PRINCE2 in Practice guide will be a role specific handbook describing how
to apply PRINCE2, including when used in imperfect scenarios. They will set
PRINCE2 in the wider context of project management (but still non-specific for
industry sector) and will describe or cross-reference techniques which support
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 14 of 27
the PRINCE2 method. There will be a guide for those people who manage or
assist in the managing of projects and a guide for those people who direct or
assist in the directing of projects.
5.2 Relationship with Qualifications
OGCs mandate requires that the PRINCE2 Refresh provides the standard against
which individuals knowledge and competency in applying the method can be
examined and assessed. APM Group are already moving to objective assessment
based on Blooms taxonomy [3] . Blooms taxonomy classifies learning
objectives by level so that the right type of test can be used to determine
that the learning objective is met (for example testing recall is only a test
of level 1 knowledge).
The primary purpose of the core guides is to help organisations and individuals
use the method such that they are able to successfully deliver their projects.
However, the authoring team will use Blooms taxonomy as a guide to ensure that
the content in each publication is suitable to provide the basis for an
objective assessment at the relevant level of Blooms taxonomy.
Figure 6 shows how the syllabus for the Foundation and Practitioner
qualifications will be drawn from the content of the core guides and that
enhanced qualifications may draw additionally from the value-add publications.
Foundation
Qualification
Practitioner
Qualification
Advanced
Practitioner
Qualification
1
Diploma
Qualification
A
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 in
a companion Scoping Document from APM Group
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 15 of 27
6 Project Plan
Figure 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 (core
guides)
approval of author Work Packages for the value-add and complementary
publications (most of Release 2 products)
and the co-ordinated release of the core guides and the enhanced
qualification scheme.
Product
Initiat
ion
Sep 07
Stage
1
Oct
07
Stage
2
Feb
08
Stage
3
Q3 08
Stage
4
Q1 09
Stage
5
Mid
09
Scoping Document Approved
Product Descriptions Approved
Author Work Packages Approved
OGC Common Glossary Update
PRINCE2 Method
Design
1
st
Draft
2
nd
Draft
Releas
e1
P2iP: Directing a Project 1
st
Draft
2
nd
Draft
Releas
e1
P2iP: Managing a Project 1
st
Draft
2
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Draft
Releas
e1
Pilots
2
Start Finish
Transition Plan
C
Consul
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Publis
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Revised Exams and Study
Guides
3
1
st
Draft
Releas
e1
PRINCE2 Pocket Book 1
st
Draft
Releas
e1
Knowledge Centre -
Templates
1
st
Draft
Releas
e1
Knowledge Centre -
Checklists
1
st
Draft
Releas
e1
Release Notes - Core
Guides
Publis
h
Knowledge Centre - Case
Studies
1
st
Draft
Releas
e2
P2MM Model
Update
Releas
e2
2
The pilots will commence on completion of the core guides to first draft. BPUG will be responsible for
identifying, nominating and managing volunteer organisations.
3
These products are part of the enhanced qualifications element of the PRINCE2 Refresh Project, but are
shown here for completeness. They will be described in a companion Scoping Document.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 16 of 27
Product
Initiat
ion
Sep 07
Stage
1
Oct
07
Stage
2
Feb
08
Stage
3
Q3 08
Stage
4
Q1 09
Stage
5
Mid
09
P2MM Guide [11]
Update
Releas
e2
Business Benefits Through
Project and Programme
Management [6]
Update
Releas
e2
Agile Project Management:
Running PRINCE2 Projects with
DSDM Atern [15]
Update
Releas
e2
For Successful Project
Management: Think PRINCE2!
[16]
Update
Releas
e2
Figure 7 - Timeline
Existing TSO published PRINCE2 titles not shown above will be withdrawn (e.g
PRINCE2 and People Issues). The Knowledge Centre will be an on-line portal
for supporting products provided by TSO. The Transition Plan will include the
schedule for translation and any migration requirements for ATOs and the co-
ordinated go-live for the Knowledge Centre.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 17 of 27
7 Addressing Requirements
7.1 Consultation Findings
Consultation Issue or
Opportunity
How addressed
Lack of integration with other
PPRM products.
Only use defined terms from the Common Glossary or
make a case as to why any new terms should be added
or existing terms redefined.
Include clear sign-posting to the other methods and
where PRINCE2 sits within the PPRM portfolio.
Include other Lead Authors on PRINCE2 Review Group.
Too much instruction for a
generic framework (particularly
the sub-processes and
techniques).
Sub-processes to be replaced in core method by
activities which include overarching guidance.
Detailed guidance will be in the PRINCE2 in Practice
publications.
Confusion over Management
Products and Project Documents.
Reduce the number of Management Products. Product
Outlines to become Product Descriptions with example
formats. Better explanation of the nesting of
Management Products. PRINCE2 in Practice: Managing a
Project to include Information Management chapter
Does not include soft aspects of
project management.
The core method will list the techniques which may
apply and, where possible, provide references to
established guidance. Some soft aspects will be
covered by the PRINCE2 in Practice publications.
Benefits management not
addressed if PRINCE2 is not used
in conjunction with MSP.
The context of stand-alone projects or a project with
a programme to be provided. Initiating a Project (IP)
process, Closing a Project (CP) process and Business
Justification theme to include explicit guidance.
Does not handle fuzzy start
up.
PRINCE2 can work with an emerging specification as
well as it does for pre-determined specifications.
Starting Up a Project (SU) and Initiating a Project
(IP) processes to provide explicit guidance. PRINCE2
in Practice: Managing a Project to include chapter on
Using PRINCE2 on Projects giving examples of
different project types including emergent
specifications.
Define position within the PM
landscape e.g. what PRINCE2
provides and what it does not.
Clearer linkage to other aspects
of project management.
To be included in the Introduction and
Perspective chapters of the PRINCE2 Method.
Include assurance checklists and
reference peer reviews as a best
practice 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 be
provided 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 in
Practice publications, explicit guidance to be
covered by complementary publications.
Recognise the five challenges as
defined in Rethinking Project
Management.
Process model to be less prescriptive. The five
challenges to be sign-posted in the perspectives
chapter of the PRINCE2 Method with further guidance
in the PRINCE2 in Practice publications.
Improve style of language,
remove inconsistencies and
repetition.
Restructure of processes, components and techniques
will reduce repetition (see Product Descriptions).
Design Reviews. Quality Reviews. Expert Guidance on
writing for people with English as a second language.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 18 of 27
Consultation Issue or
Opportunity
How addressed
Too big. PRINCE2 Method has a target of less than 200 pages
(and self-contained). This will be achieved by
replacing sub-processes with less prescriptive
guidance and reducing repetition between processes
and components (now Key Themes).
Make it more accessible (for
example by embrace new media).
The publications will be available in a variety of
media including on-line fully indexed versions.
Consider splitting into a number
of publications (targeted for
each audience / purpose).
Publications split by audience and purpose, e.g.
reference guide (PRINCE2 Method) and practical
handbooks (PRINCE2 in Practice).
Case Studies. To be provided on-line as part of Release 2 and then
ongoing.
Qualifications: Too much focus
on learning the theoretical
relationships between sub-
processes than how the framework
is applied in practice.
This is already partly addressed through the
Objective Testing based exams that are effective from
September 2007. Replacing sub-processes by
Activities will change the syllabus which in turn
will change the way Accredited Training Organisations
teach the method. The core guides will include more
detail on scaling and adapting PRINCE2 depending on
context which should become part of the exam
syllabus.
Qualifications: Misconception
that Practitioner Certificate is
an indication of general Project
Management competence.
The core guides to describe the enhanced
qualification scheme.
The PRINCE2 in Practice publications describe the
wider aspects of project management that apply (e.g.
leadership).
To be addressed by the project for the enhanced
qualification scheme.
Qualifications: Practitioner
syllabus to include tailoring
and scaling.
Tailoring and scaling are sign-posted in the PRINCE2
Method and are a main area of focus for the PRINCE2
in Practice publications. These publications provide
the raw material of the exam syllabus.
Qualifications: Consider CPD. To be considered by the project for the enhanced
qualification scheme.
Qualifications: Project Board
training.
To be considered by the project for the enhanced
qualification scheme. Syllabus could be drawn from
the PRINCE2 in Practice: Directing a Project
publication.
Often treated as a rule book
rather than a guide. Can be
followed blindly (project
management by numbers).
The dangers of treating it as a rule book or of
following it blindly to be highlighted in the
Introduction and Perspectives chapters of the PRINCE2
Method. Replacing the sub-processes with less
prescriptive Activities will also help.
PRINCE In Name Only (PINO) too
common.
PRINCE2s principles will be explicit.
The introduction chapter to include common causes of
project failure which will relate PINO scenarios.
The core guides will include more detail on scaling
and adapting PRINCE2 depending on context.
The Case studies show the benefits of applying
PRINCE2 appropriately.
Enhanced qualification scheme will enable a shift
towards teaching how to apply the method.
PBP difficult to apply to
services.
PRINCE2s Product Based approach to be a main area of
focus in the PRINCE2 in Practice: Managing a Project
guide.
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Consultation Issue or
Opportunity
How addressed
Guidance on scaling/tailoring. Tailoring and scaling are sign-posted in the PRINCE2
Method and are a main area of focus for the PRINCE2
in Practice publications.
Guidance on embedding PRINCE2. Approached to embedding PRINCE2 to be described in
the Perspectives chapter of the PRINCE2 Method.
Further guidance is already described in the PRINCE2
Maturity Model (as level 3 maturity is about
embedding).
Guidance for Project Boards. Project boards will have a specific publication,
PRINCE2 in Practice: Directing a Project.
Guidance on Customer/Supplier
commercial relationship
(procurement).
To be sign-posted throughout the method (processes
and key themes) and explicitly covered in the
Perspectives chapter of the PRINCE2 Method. The
customer/supplier and commercial context is a main
area of focus for the PRINCE2 in Practice
publications.
Seen as an alternative to PMIs
PMBoK rather than as a
complementary method.
To be sign-posted in the Perspectives Chapter of the
PRINCE2 Method and covered explicitly in the PRINCE2
in Practice: Managing a Project
Does not sell the benefit of
using PRINCE2 (for the
organisation).
To be covered in the Introduction Chapter of the
PRINCE2 Method.
The Case studies show the benefits of applying
PRINCE2 appropriately.
Perceived as bureaucratic. Sub-processes to be replaced by less prescriptive
Activities.
The importance of Scaling and Tailoring to be
highlighted throughout the PRINCE2 Method. Improved
guidance on the use of Management Products.
Numerous issues captured through
consultation process are already
addressed by the method.
PRINCE2 in Practice publications to include a FAQs
section (troubleshooting) based on issues captured
via the Public Consultation.
PR campaign to be included as part of deployment
activities.
Figure 8 - Addressing the findings of the Public Consultation
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7.2 OGC Mandate
OGC Requirement / Criteria How addressed
The guidance must be generic
applicable to any size of
organisation, in any industry
sector anywhere in the world.
Scalable processes.
Focusing on management of the project and the
resources working on the project and not the
specific processes/techniques for managing
specialist products.
Written in plain English and idiom
free.
Adopting an OGC approved Style Guide.
Using guidance provided by the Plain English
Campaign (www.plainenglish.co.uk) (NB, it is
feasible to apply for the crystal mark as it would
add significant delay in the publication
schedule).
The core guidance containing the
methodology should be reduced in
size to preferably no more than 200
pages (comparable to MSP).
Removing prescriptive aspects (sub-processes and
techniques) from the PRINCE2 Method and avoiding
repetition.
Must be visibly aligned to OGC PPRM
guidance (in particular MSP, M_o_R,
ITIL, OGC Gateway).
All OGC PPRM products to be clearly sign-posted
from the core guides.
MSP and M_o_R to be directly addressed in the core
method. OGC Gateway and ITIL to be indirectly
addressed in the core method and directly
addressed in the PRINCE2 in Practice publications.
Must be consistent with OGC
procurement framework and Achieving
Excellence when updated in early
2008.
Covered in the PRINCE2 Method - Perspectives
chapter.
For completeness, may reference
materials not covered in other OGC
guidance eg softer people
issues, organisational cultures etc
where directly relevant to better
understanding the context of
PRINCE2.
Each Key Theme to include a cross reference to
techniques. Some techniques will be specific to
PRINCE2 hence described in the PRINCE2 in Practice
publications. Other techniques may be generic to
project management or general management and will
only be referenced for completeness.
It should be intuitive and logical. Design Reviews.
It should not include any changes
which would invalidate current use
of the PRINCE2 Methodology whether
by organisations who have adopted
its use or by individuals who have
taken a PRINCE2 qualification and
are currently using the method in
their work-place.
Any major changes to be supported by a case
for/against the change and submitted to project
board for approval. A major change is considered
the addition/removal/renaming of a process,
component, technique or prominent management
product.
It should not include any elements
identified by the Review Group as
desirable to support the core
method, but which are not
considered to be essential elements
of the PRINCE2 method. These
should be considered as appropriate
for inclusion in the wider
portfolio.
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 in
Value-add or After-market publications.
It should not duplicate elements of
project management guidance (eg
generic management skills aspects)
which are adequately covered in
guidance (OGC owned or other)
elsewhere.
Each Key Theme to include a cross reference to
techniques. Some techniques will be specific to
PRINCE2 hence described in the PRINCE2 in Practice
publications. Other techniques may be generic to
project management or general management and will
only be referenced for completeness.
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OGC Requirement / Criteria How addressed
It should not set criteria for
delivery of training based on the
qualifications scheme.
The core guides provide the subject matter for the
exam syllabuses. They will be aligned to Blooms
taxonomy of educational objectives but will not
prescribe any teaching methods.
It should include an introduction
covering:
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 fundamental
principles of PRINCE2.
PRINCE2 Method Principles chapter .
It should include the framework for
the methodology based around core
elements of risk management and the
Business Case.
PRINCE2 Method - Risk Management and Business
Justification are both principles and key themes.
It should describe PRINCE2 in
context how PRINCE2 fits into and
interfaces with different
environments: change and portfolio
management, programmes and
operations/BAU, cross
organisational, commercial and non
commercial.
PRINCE2 Method - Perspectives chapter.
PRINCE2 in Practice publications.
It should include clear
explanations and descriptions of
roles, responsibilities and
governance requirements, including
intelligent client and supplier
relationships in projects, and
interfaces with other roles and
responsibilities in areas such as
programmes or procurement.
PRINCE2 Method Organisation chapter.
PRINCE2 Method Perspectives chapter.
PRINCE2 Method Roles, Responsibilities &
Competences appendix.
It should include how PRINCE2
should be applied and adapted to
suit different contexts, types of
projects and organisational
requirements, including minimum
levels.
PRINCE2 Method - Perspectives chapter.
PRINCE2 in Practice publications.
It should include how use of
PRINCE2 enables realisation of
benefits 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 and
interfaces to wider project
management or generic management
skills, tools and techniques not
included within PRINCE2.
Each Key Theme to include a cross reference to
techniques. Some techniques will be specific to
PRINCE2 hence described in the PRINCE2 in Practice
publications. Other techniques may be generic to
project management or general management and will
only be referenced for completeness.
It should include interfaces and
boundaries between PRINCE2 and a
competent project manager.
PRINCE2 Method Roles, Responsibilities &
Competences Appendix.
It should include real world
examples 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.
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Figure 9 - Addressing the requirements of OGC's Mandate
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Appendix A. Acknowledgements
Public Consultation
OGC would like to thank those organisations and individuals who participated in
the public consultation (see Public Consultation Report, ref [1], for details).
PRINCE2 Reference Group (met 11
th
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 Project
management, UK
Dusty Miller Sun Microsystems Private sector,
global
Prof Darren
Dalcher
Middlesex University Academia (UK)
Rob Brace DWP CCG
Steve Falkenkrog/
Wally Moore
PMI Project management
standards, USA
Beverley Webb BSI Project management
standards, UK
Prof Christophe
Bredillet
University of Lille Academia
(international)
Jens Wandel United Nations Development
Programme
Public sector,
global
Dr David Marsh MOD Defence, UK
Members of the Scoping and Review Group (met 6
th
July 2007):
Alan Ferguson - ACO representative
Alvin Gardiner - ATO representative
Andrew Ball - Audit Commission
Colin Bentley - APMG Examiner
Dot Tudor - DSDM
Eddie Borup - ACO representative
Eddie Lamont - SPMMG/Edinburgh City Council
Eileen Roden - APM representative
Graham Robertson - KPMG
Graham Williams - M_o_R author
Helen Nicol - NHS
Ian Santry - Home Office
Jacky Chadwick - VOSA
Jim Clinch - ITIL representative
John Greenwood - Fujitsu
Marc Baetens - ATO international representative
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Mark Canning - Regional Development Agency
Paul Bradley - ATO representative
Peter Woolliscroft - OGC
Phil Wilson - Cabinet Office
Richard Aspden - ATO representative
Rod Sowden - MSP Lead Author
Stephen Wierzbicki - ATO international representative
Wieslaw Kosieradzki - ATO international representative
Wietse Heidema - ATO international representative
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Appendix B. References
[1] Public Consultation report PRINCE2 Refresh
[2] OGC Mandate for Change PRINCE2 Refresh
[3] Taxonomy of Educational Objectives: The Classification of Educational
Goals, ISBN 978-0679302117
[4] Managing Successful Projects with PRINCE2, ISBN 9780113309467
[5] Tailoring PRINCE2, ISBN 9780113308972
[6] Business Benefits through Programme and Project Management, ISBN
9780113310258
[7] People Issues and PRINCE2, ISBN 9780113308965
[8] PRINCE2 for the Project Executive: practical advice for achieving project
governance, ISBN 9780113309672
[9] Managing Successful Programmes (MSP 2007), ISBN 9780113310401
[10] Management of Risk: Guidance for Practitioners (M_o_R 2007), ISBN
9780113310388
[11] Improving Project Performance Using the PRINCE2 Maturity Model, ISBN
9780113310319
[12] APM Body of Knowledge, 5th Edition, ISBN-1-903494-25-7
[13] A Guide to the Project Management Body of Knowledge 3
rd
Edition (PMBoK
Guide), 9781930699458
[14] The Importance of Process in Rethinking Project Management: The story
of a UK Government-funded research network by Mark Winter, Charles Smith,
Terry Cooke-Davies and Svetlana Cicmil, International Journal of Project
Management, Volume 24, Number 8, pp650-662
[15] Agile Project Management: Running PRINCE2 Projects with DSDM Atern, ISBN
9780113310586
[16] For Successful Project Management: Think PRINCE2, ISBN 9780113310289
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Appendix C. Glossary
Term Description
ACO An Accredited Consulting Organisation, assessed by APM Group
in accordance with BE EN 45011, to consult in (some of) OGCs
PPRM products.
Agile Agile methods originated as an alternative to the traditional
waterfall approach to defining, designing, developing ad
testing software. Agile methods use an iterative approach and
emphasize realtime communication, preferably face-to-face,
over written documents.
ATO An Accredited Training Organisation, assessed by APM Group in
accordance with BE EN 45011, to train in (some of) OGCs PPRM
products.
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 to
Project Management and BS 6079-2:200 Project Management
Vocabulary among others.
CCP Change Control Panel the group responsible for reviewing
and prioritising the contents of the PRINCE2 Issue Log.
Gateway An independent assurance reviews that occur at key decision
points within the lifecycle of a programme or project. Also
an abbreviation for The OGC Gateway, the process for
conducting 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 from
OGC)
PINO PRINCE In Name Only.
PMI Project Management Institute.
PPRM Programme, Project and Risk Management.
Reference Group The group responsible for reviewing the feedback and
producing the Mandate for Change.
Review Group The group responsible for reviewing the Scoping Document and
providing 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 is
Registered 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 is
Registered 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.
The Stationery Office, 2007 Issue Date: 14-Sep-2007 Page 27 of 27
MSP is a Trade Mark of the Office of Government Commerce.
P3M3 is part of the OGCs Successful Delivery Toolkit. The toolkit is a Crown Copyright Value Added product developed, owned
and published by the Office of Government Commerce. Best Practice User Group and BPUG are Trade Marks of Best Practice
User Group Ltd.
OGC Successful Delivery Toolkit , OGC Gateway , MSP , the Swirl logo and PRINCE2 are Trade Marks of the Office of
Government Commerce.
PMI and PMBOK are registered marks of Project Management Institute Inc.