PRINCE2

The PRINCE2 2017 edition contains many issues. More than ever, it seems to be largely written from a wrong perspective and as a result it often deviates from the own principles. For many years (IT) suppliers tried to pretend they used and even trained PRINCE2. But in their cases, it only resulted in the very ineffective PINO (PRINCE In Name Only). In the 2017 version, they now ...

Many projects struggle with (external) dependencies. Most of the time these dependencies can not be managed. They are simply out of the control of the project and the project management is only able to monitor and maybe influence. There are however often dependencies that are results of poor project design and therefor occur by choice. These are dependencies between projects (in programmes and in portfolios) and should often be managed by focus on quality.

AXELOS has published an extension of PRINCE2: PRINCE2 Agile. Many think they are two polar opposites, PRINCE2 - symbolizing control, accountability, order – and agile – symbolizing self-organization and equality. And they are polar opposites. But for very different reasons. They are opposites because real, proper PRINCE2 is very agile and the Agile movement is based on old-fashioned ineffective Command and Control.

In a LinkedIn discussion about my paper about PRINCE2 and the Waterfall approach I received the following response that I would like to discuss here.

The LinkedIn response showed a lack of understanding on several levels of PRINCE2, but was unfortunately very common.

Part of the solution or part of the problem? The IT industry promotes SCRUM as the best way to reach better results in projects. But is that really the case? Or this just a new name for something that has always been there? Or is there a revolutionary new view on IT development? As far as I am concerned the name pretty much indicates what the real issue is that will not be solv ...

Why structured project management? Why is it necessary to apply a structured approach to project management? To understand the reasons for the development of PRINCE2® it useful to look at the reasons why so many projects fail to deliver according to expectations. I dedicated a separate page to this analysis. Customer / Supplier environment PRINCE2® assumes a Customer / Supplie ...

PRINCE2® is commonly described as a method based on best practices. A thorough analysis is made of problems that occur in real life project management. Structural solutions that cope with these problems are subsequently described in the method. I must note that I think describing PRINCE2® as a method is too limited. I prefer to talk about a way of thinking, an integral approach ...

Added value In many organisations PRINCE2® does not lead to good results. The method has a reputation for being rigid and bureaucratic and for causing an enormous flow of paperwork. But it does not have to be like that, a proper implementation of PRINCE2® causes exactly the opposite. Implementation should should not focus on a common language or the usage of templates. It is al ...

Culture PRINCE2® has the reputation of being very bureaucratic. It is a fact that a considerable number of implementations fail in a bureaucratic drama or in a situation where only on paper is worked according to PRINCE2® (PINO – Prince In Name Only). In numerous discussions about this subject there are also numerous reasons given, but only very rarely is the main problem touch ...

n 1984 Eliyahu Goldratt wrote the excellent book "The Goal". His vision on the logistical processes and production were widely noticed but at the same time his ideas were extremely logical and even obvious. The vision of Goldratt, named the Theory Of Constraints, focuses strongly on reaching the end result through following an integral process and banning and preventing local o ...