| The PRINCE2 project management model has been | | | | Management. |
| updated. Moving from the 2005 to the 2009 edition. | | | | For optimum project management the themes should |
| In practice this method is one of the most widely useful | | | | be looked at on a regular basis. Doing so, should better |
| project management tools and is used in a lot of | | | | ensure success for the project manager. |
| ways, e.g. CBT (computer based training). It is by no | | | | One of the strong points of Prince2 2009 is the |
| means easy to find a guide that affords a comparison | | | | inclusion of the themes so that they connect together |
| between the two versions. | | | | effectively. |
| How is each version different? | | | | The PRINCE2 2009 model processes answer the |
| PRINCE2 2005 and 2009 both employ processes. | | | | chronological path of the project - with areas relating |
| These are very similar for each. These are: | | | | to different themes intermingled. |
| Starting up a Project | | | | Even though the processes within Prince2 are |
| Directing a Project | | | | comprehensive they do not cover some key areas of |
| Initiating a Project | | | | project management. Those referred to are often |
| Controlling a Stage | | | | lacking in detail as well as practical instruction. e.g. |
| Managing Product Delivery | | | | Problm statement |
| Managing a Stage Boundary | | | | Mission statement |
| Closing a Project | | | | Scope |
| Essentially the Planning component within 2005 comes | | | | Objectives |
| in the theme named Plans under 2009. | | | | Deliverables |
| Themes are thus the most influential area of change | | | | Exit criteria |
| for Prince2 2009. As a result, if a project management | | | | Work breakdown structure (product breakdown) |
| process can fulfill particular principles there is a very | | | | Types of plan |
| good opportunity for project success. e.g.: | | | | Milestones |
| Continued business justification | | | | Detailed Planning |
| Learn from experience | | | | Estimation |
| Defined roles and responsibilities | | | | Dependencies |
| Manage by stages | | | | Pert |
| Manage by exception | | | | Slack (float) |
| Focus on products | | | | Critical path |
| Tailor to suit the project environment | | | | Elapsed time |
| A section covering 'Tailoring PRINCE2 to the project | | | | Cash flow |
| environment' is a consequence of this focus | | | | Statistical process control |
| The Themes are: | | | | Project manager (role and appointment) |
| Business Case | | | | Empowerment |
| Organization | | | | Problem solving |
| Quality | | | | Brainstorm techniques |
| Plans | | | | Writing reports |
| Risk | | | | Manual methods |
| Change | | | | Resource levelling |
| Progress | | | | Project management systems (other) |
| For comparison the 2005 equivalent is Components. | | | | Quality function deployment |
| Some are little different, but others under 2005 are | | | | TRIZ |
| presently, within the 2009 model, referenced under | | | | Computer based training (CBT) can be a benefit |
| processes and themes, for example Configuration | | | | helping to guide a person through the key changes. |