Elissa Farrow has had a long history of working with organisations to grow their internal capability around project, program, benefits, portfolio and change management. Here she shares five steps to build it.
...read moreArticles Tagged 'methodology'
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The International Centre for Complex Project Management and APMG-International have formed an alliance that formalises the two bodies’ objective to encourage the use of standard methodologies.
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The latest figures released by PRINCE2 accreditation body APMG-International show continuing growth in the numbers of students sitting PRINCE2 examinations in Australia, reports Simon Buehring, but what does it mean for the qualification?
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One of the more common discussions on the web and in other places is focused on comparing a methodology with PMBOK. The problem with the proposition is the basic premise is completely wrong! The Project Management Institute’s Project Management Body of Knowledge guide is not, and never has been, a methodology, argues Pat Weaver.
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Improving your project vocabulary isn’t just about learning project jargon, it’s about making sure you’re using the jargon the same way that everyone else on your project is using it.
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Project management training and education choices can be an alphabet soup of acronyms, so how do you know which one will be most useful for the career you want? Education specialist Steven Rowe talks to Adeline Teoh about considerations to make when looking for a course provider.
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Rapid changes in the business world has seen the emergence of Agile as a project management methodology, while PRINCE2 is becoming the world standard for practising project management. Roger Fance considers how these two can be combined.
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Wrapping PRINCE2 around Agile: You can, but should you?
Over the years, many organisations have invested heavily to increase the chances of project success by establishing project management frameworks, methodologies, processes, tools, templates and training to support their project managers and teams and improve project management maturity.
However, an ever increasing speed of change as a result of competition and technological innovation presents a serious challenge to business. It compels the need for continual re-evaluation of the project methods employed to ensure that organisations are responsive and adaptable enough not only to simply survive, but prosper. Some organisations have turned to Agile project management in an effort to improve their response to business change. In the right circumstances, Agile offers an effective way to rapidly react to change, indeed embrace change, through a range of management techniques. Some may be tempted to combine their original investment in traditional project management techniques like PRINCE2 with the benefits that Agile can bring.
This paper suggests two ways that PRINCE2 and Scrum as an Agile framework could be combined and compares the characteristics of each approach in relation to governance, planning, risk, change and value delivery. It poses some questions that organisations should consider before trying to combine these two approaches.
Author: Roger Fance
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Review status: UXC Consulting -
I’m no clairvoyant, but I believe I can see where project management will head this year. Given that project management survived 2011, a year of disasters—natural and man-made—it wouldn’t be glib of me to say that project management will not only live another day but grow stronger in 2012.
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For those project managers familiar with Gantt charts, certification, and maturity models, Agile projects may appear like disorganised chaos.
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