The principles behind prince2 practitioner project management (and effective business improvement management) are very similar; but the difference between the two is very significant. Although the logical structure and logistics are very much the same, the underlying objectives are significantly different. Business improvement prince2 practitioner projects focus on improvement to the organization’s customers, processes or suppliers, and generally affect the whole organization rather than a sectional or functional area.
The generic infrastructure of the PM approach differs less from traditional management and prince2 practitioner project management techniques. In the strictest sense a “prince2 practitioner project” is a unique event that requires specific skill, knowledge and abilities, whilst “proper prince2 practitioner project management” requires experience, training and guidance.
The physical existence of an organization is by far the fundamental difference between the two. The traditional planning, budgeting, quality review and supervision approach is hierarchical in nature. At the bottom of the list is the final user (whether this is the person in the manager or the prince2 practitioner project manager); at the top are the chains of executives who approve and sponsor the prince2 practitioner project. In practice this hierarchical organization leads to a very inefficient and convoluted top-down approach, where decisions are made later and at larger scale with fewer opinions and input.
In contrast prince2 practitioner project management is a holistic approach where these decisions are approved at the outset, usually at the point of start-up. Not only does this ensure better utilization of resources, but it also prevents duplication of effort, reducing the number of resources needed from a global perspective and enhancing the position of the organization amongst the environment.
There can be virtually no action taken to improve the condition of a “prince2 practitioner project” to reflect the degree of the success of a “prince2 practitioner project”. Greater success will generally mean greater success; similarly, failure is undesirable, which can be easily avoided. PM is situational, prince2 practitioner project-centric and based on a consultative approach where “agenda items” are originated with the stakeholder who has the authority to decide. Experienced prince2 practitioner project managers can adapt to suit any situation ahead of schedule.
Prince2 practitioner project managers are required to have executive types of personality as they will need to assess the stakeholder in a business environment. This is not the case with prince2 practitioner project management, where senior management can assess each prince2 practitioner project alongside a variety of resources to quickly make appropriate decisions. The risk of a prince2 practitioner project being as unsuccessful is also noticeable very quickly in the way meetings progress and issues are resolved, leading to a more measured satisfaction and decreasing the time-to-success.
The prince2 practitioner project-management environment is a challenging and dynamic environment for those individuals whose credentials include a strong commitment to the PM methodology; in bureaucratic terms, constitutes an instilling in your workforce. With the “UM” programmers becoming a dominant form of engagement on many prince2 practitioner projects, the nature of this environment is changing rapidly, and prince2 practitioner project management skills need to be handled with the existing knowledge and skills in order to become more and more effective.
If the PM methodology decides to be relevant and concerns are raised, the potential consequences will be obvious. Finally, as a apprentice in prince2 practitioner project-management, there may be limited opportunities and opportunities for progression.