A COMPARISON OF PRINCE2 AGAINST PMBOK

Introduction
This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE2 method. It can be
used in any discussion of the respective merits of the two approaches, or can be used to identify where additional material is required to be added
or changed to training in one or the other in order to cover both approaches.

The PMBOK is divided into 4 sections; the Project Management framework, the Project Management knowledge areas, Appendices and a
glossary and index. The first two sections are sub-divided into chapters. Section III has 7 appendices and section IV is broken into glossary and
index.

Section I The Project Management Framework

Chapter 1 Introduction
Chapter 2 The Project Management Context
Chapter 3 Project Management Processes

Section II The Project Management Knowledge Areas

Chapter 4 Project Integration Management
Chapter 5 Project Scope Management
Chapter 6 Project Time Management
Chapter 7 Project Cost Management
Chapter 8 Project Quality Management
Chapter 9 Project Human Resource Management
Chapter 10 Project Communications Management
Chapter 11 Project Risk Management
Chapter 12 Project Procurement Management

Section III Appendices

Appendix A The Project Management Institute Standards-Setting Process
Appe ndixBEvol ut
ionofPMI ’
s‘Ag ui det ot hePr oje
c tMa na geme ntBodyofKnowl
edg
e

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

Appendix C Contributors and Reviewers of PMBOK

Appendix D Notes
Appendix E Application Area Extensions
Appendix F Additional Sources of Information on Project Management
Appendix G Summary of Project Management Knowledge Areas.

Each of these will be summarised and assessed against PRINCE2.

Summary
PRINCE2 Advantages
There is no equivalent PMBOK pre-p roj ectproc es
st oPRI NCE2’ s‘ Starting up a Project’(SU), so there is no discussion of what or who should
be in place at the beginning of a project, nor of how to go about getting it if it is lacking.

PRINCE2 offers a complete change control approach, whereas PMBOK just talks of the need for it.

PMBOK says little about configuration management, and certainly offers no link between it, the Configuration Librarian role and change
control.

The PMBOK only talks about a Project Plan, whereas PRINCE2 offers Stage and Team Plans and discusses the advantages of breaking the
Project Plan down, e.g. for easier planning and better control.

PRINCE2 offers standard roles for its project management team.

The PMBOK only covers the creation of a WBS, and does not compare to the PRINCE2 Product-based Planning technique in terms of the
la
tter
’sPr oduc tDe scr
iptionsa ndPr od uc
tFl
owDi
agram.Nori sthe
rea nyr e aldet
aili
nthePMBOKPl anni ngproc esstotakeapl anthroug ht
oa
network plan and a Gantt or bar chart.

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

The Product Description is far more positive about what information should be provided to the producer of a product. The PMBOK offers only
vague advice.

PMBOK Advantages
The PMBOK covers procurement.

The PMBOK covers the actual procurement, pre-assignment or negotiation for team members for a project in some detail. PRINCE2 does not
cover this.

The PMBOK identifies needs to be covered in human resource management.

Section I The Project Management Framework

Summary PRINCE2 Comments

Ch1 Introduction No clash with PRINCE2 PMBOK goes into more detail
about its overlap with other
management areas, whereas
PRI NCE2s impl ysa ys‘wedon’
t
nve
try to re-i ntt hewhe el’
Purpose of the Guide This says that the purpose is to No contention with PRINCE2.
identify and describe that subset
of the PMBOK that is generally
accepted, i.e. has widespread
consensus about their value and
usefulness. There is no indication
of what else is in PMBOK outside
the subset. It also aims to provide
a common lexicon of project
management terms.

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

What is a project? A general and familiar description No contention with PRINCE2.

ofapr oject’sc haracterist
ics
What is Project Management? After a general description there is No contention with PRINCE2.
a reference to the 12 chapters of The 12 chapters are discussed in
the guide in sections I and II. greater detail later in the
comparison
Relationship to other Management This touches very briefly on areas PRINCE2 specifically avoids
Disciplines where there is overlap between most of these overlaps.
PMBOK and General
Management (e.g. planning,
staffing law, logistics) and
Application Area Knowledge (e.g.
software development,
government contracting,
marketing)
Related Endeavours This is mainly a discussion of the No contention with PRINCE2.
relationship of projects to PMBOK sub-projects relate to
programs and sub-projects Work Packages and the typical
division of work between the
Project Manager and a team.
Ch 2 The Project Management
Context
Project Phases and the Project Discussion of phases linked to PRI NCE2us esthewor d‘stage’
Life Cycle decision points to review key rathe rthan‘ phase’buts ame
deliverables and project concept. PMBOK makes the same
performance to date. Several distinction between project and
examples are given of product life cycles as PRINCE2.
Representative Project Life The examples of life cycles are
Cycles. what PRINCE2 would call

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

‘techni cals t
ag es’,butt hesema y
well match PRINCE2
management stages in the
examples given.
Project Stakeholders This defines the term No major difference to PRINCE2,
‘stake holder’a ndg ivese xampl e s although PMBOK includes the
of who they might be. It makes Project Manager and team
the point that stakeholders may members as stakeholders, whereas
have different objectives the interpretation in PRINCE2
stays at a higher level and gives
examples of stakeholders outside
the project management team.
Organizational Influences This discusses the possible impact PRINCE2 has the same approach PMBOK briefly discusses two
of the overall organisation within butdoe sn’ tgoi ntoi tinthede ta i
l organisational cultures and how a
which the project operates. of examples that PMBOK does project might benefit from or
Several organisational structures clash wi thitsor ganisati
on’ s
are described. culture.
Key General Management Skills This describes key general skills PRINCE2 does not attempt to The PMBOK simply describes in
that a Project Manager needs, cover these skills. brief terms what each of the skills
including Leading, is, without offering any approach
Communicating, Negotiating, to them or relating them to the
Problem Solving and Influencing PMBOK aspects where they will
the Organisation be useful.
Social-Economic-Environmental This simply says that a Project PRINCE2 does not cover these PMBOK says nothing about when
Influences Manager must be aware of current topics or how to handle the influences,
conditions and trends in Standards just gives examples of what they
& Regulations, might be
Internationalization, Cultural
Influences and Socio-Economic-

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A COMPARISON OF PRINCE2 AGAINST PMBOK

Environmental Sustainability
Ch3 Project Management This talks of the interactive
Processes impact of changes and tradeoffs
Project Processes This is a brief mention that a No contention with PRINCE2.
project is composed of processes, ThePMBOKt ermsof‘ project
to be expanded in chapters 4 –12. manageme ntpr ocesse s’and
product-or i
e ntedp roces ses’relate
toPRI NCE2’ sc onceptof
management and technical stages.
Process Groups PMBOK talks of 5 groups of one These relate to the PRINCE2 The PRINCE2 processes are more
or more processes each; initiating, processes plus some of the clearly separated for
planning, executing, controlling Components, such as Plans and understanding and the 8 processes
and closing. Controls, and the linkages provide more detail than the 5
between them. PMBOK groups
Process Interactions This takes the 5 process groups PRINCE2 provides the inputs and PMBOK talks of initiating a
and describes them in terms of outputs and also shows where project or a phase. This equates to
their inputs, outputs tools and Components and Techniques are PRI NCE2’ sini t
iation
techniques. used in the processes. The two stage/process and Managing Stage
PMBOK also has a process for Planning processes are very Boundaries.
Team Development. similar, and there are similar links Whilst procurement may be part
The Controlling process group between Planning and the of many projects, not all projects
covers change control, Management of Risk. will want a method so specifically
performance reporting, quality The PMBOK Executing processes linked to procurement.
control, risk monitoring and contain several elements that refer ‘Sc opeVe rification’i nPRI NCE2
control. An unusual process in to procurement, such as would be part of the initiation
this group is Scope Verification, solicitation, source selection and process, which correctly places it
d escribeda s‘ forma lizi
ng contract administration at the outset of a project, less
acc eptanc eoft hepr oj e
c tscope.
’ PRINCE2 does not cover Team c onfusingt ha nt hePMBOK’ s
The Closing process group covers Development placement of it.

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A COMPARISON OF PRINCE2 AGAINST PMBOK

Contract Closeout and TheCont rollingprocessg r

oup’
s
Administrative Closure. work is covered by the CS and
MP processes.
The Closing process is very
similar to the CP process.
Customizing Process Interactions A simple explanation that the No contention with PRINCE2.
standard processes should be
tail
or edforapr oj
e ct
’sne eds.
Mapping of Project Management A matrix is given, mapping the 39 This is similar to mapping No major difference, although
Processes project management processes of PRINCE2 processes to the here again we see Solicitation,
the 5 process groups to the 9 components and techniques Source Selection and Contract
project management knowledge Administration coming in.
areas

Section II The Project Management Knowledge Areas

Summary PRINCE2 Comments

Ch 4 Project Integration This covers the processes required
Management to ensure coordination of the
various project elements,
specifically plan development and
execution plus change control
Project Plan Development There is a general discussion on This is very similar to the PMBOK talks of many subsidiary
creating a Project Plan and using Planning process, although management plans, such as scope
Earned Value Management, PMBOK mentions a WBS, rather management plan, quality
although no detail is given here than Product Breakdown management plan,
about it. Structure. communications management
There is no mention in PMBOK at plan, risk response plan. Many of

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

this time of Stage or Team Plans, these are covered in other sections
nor any detail of how to create the of the PID
plan, just what it should contain
Project Plan Execution This takes the approach that a PRINCE2 goes down to Stage and PMBOK is vague here, stays at a
project is managed against the Team Plan level for day-to-day high level of plan for day-to-day
Project Plan on a day-to-day execution. Work Packages match control, and still has regular
basis. Work authorisation and work authorisation, but far more progress meetings without
status review meetings are detail is given of the content of separating Project Board from
mentioned. the WP and the interface with these.
There is only a brief mention of Team Managers. PRINCE2 has
change requests and gathering Checkpoint meetings but
information on work results specifically suggests that the
Project Board manage by
exception and receive Highlight
Reports instead of holding review
meetings, except for end stage
assessments.
The PRINCE2 CS2/3/4 processes
give far more detail about
gathering progress information,
capturing and examining change
requests.
Integrated Change Control This provides an overview to PRINCE2 offers a detailed change
change control and configuration control approach and far more
management. No detail, no detail on configuration
method of how to do it is offered. management
Ch 5 Project Scope This covers the scoping of a P2 covers scoping in both the PID The PMBOK states that this
Management project or phase and controlling and Work Package chapter will cover the tools and
any changes to that scope. techniques required, but the only

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A COMPARISON OF PRINCE2 AGAINST PMBOK

one covered in any detail is the

WBS, and there is no effort to
continue from that planning point
into the other techniques needed
to actually produce a plan
Initiation Initiation is taken as the initiation PRINCE2 tackles this in three PMBOK talks of a Product
of a project or the authorisation to areas, project initiation, Managing Description as input to initiation,
continue into the next phase. It Stage Boundaries and Directing a but this is not the same as a
mentions tools and techniques, Project. Project selection methods PRINCE2 Product Description. It
such as project selection methods, equate to the PRINCE2 Project covers the product characteristics,
benefit measurement methods Approach, benefit measurement the relationship between the
mathematical methods and expert would be found in the PRINCE2 product and the business need,
judgement –no specific method is Business Case and the list of those a ndt he‘ for
ma ndsubs ta nc
e’of
offered, just a list of possible offering expert judgement would the product description may vary.
sources. be available to any pm method.
The output is a Project Charter. The PID equates to the Project
Charter, but is wider in scope, e.g.
identifying the whole project
management team, not just the
Project Manager, including the
Project Plan, Business Case, risk
evaluation and controls.
Scope planning Thi sc ove rst he‘ pr ogressive PRINCE2 has this as part of the It seems odd that this comes after
elabor a t
ion’ofpr oj ectscope .The PID, being Problem Definition. the Project Charter, whereas
inputs are the Product The management of scope change PRINCE2 makes it part of the
Description, the Project Charter is dealt with in PRINCE2 by information needed before
and the initial definition of change control, whose method is authorising the project. One of the
constraints and assumptions. The described as part of the Project tools mentioned by the PMBOK is
outputs are the Scope Statement Quality Plan in the PID. In benefit/cost analysis, although

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

and Scope Management Plan. The PRINCE2 an assessment during there is no specific output of a
latter describes how scope change initiation of the volume of change Business Case. PMBOK does not
will be managed and includes an expected leads to consideration of enlarge upon the scope
assessment of the expected a Change Authority and Change management plan to discuss what
stability of the project (how likely Budget. to do if the assessment shows a
to change, how frequently and large volume of expected changes.
how much)
Scope definition This is the subdivision of the This equates to part of the When describing other types of
major project deliverables into PRINCE2 Product-based Planning WBS, PMBOK refers to a PBS,
smaller, more manageable technique, the Product Breakdown meaning a Project Breakdown
components. The outputs are work Structure, without the quality Struc t
ure,asbe ing‘ fundame nt
a l
ly
breakdown structures. PMBOK aspect of writing Product the same as a properly done
offers three example templates Descriptions or the transfer of the WBS’ .
covering an aircraft system, a products into a Product Flow
software product release and a Diagram. The Planning process
wastewater treatment plan. The contains much more detail in
p r
oc esss t
opsa t‘de c
idei f taking the Product Breakdown
adequate cost and duration Structure through the Product
estimates can be developed at this Flow Diagram, estimating,
level of detail for each scheduling, risk assessment and
d eliverabl e.’ writing a narrative.
Scope verification Thi si sde sc r
ibe da s‘thepr ocess This is dealt with in more depth There is no mention in the
of obtaining formal acceptance of by the CP and DP5 processes. PMBOK process of an End
the project scope by the PMBOK only has formal Project Report or a Post Project
stake hol ders’.Itre f
erst othe acceptance as an output. Review Plan.
acceptance of the work results, i.e.
occurs at the end of a project,
rather than agreement at the end
of initiation on what is to be done

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

Scope change control This is a very high level view of PRINCE2 has both a change Both methods include noting
the need for change control, control component, a change lessons learned from changes and
agreeing and managing scope control technique, processes (CS3 setting a new baseline.
change. and CS4) to capture and analyse
change requests and a series of
processes to obtain decisions on
changes and manage their
implementation (CS5, CS8,
Exception Report, DP4, SB6,
Exception Plan and DP3 –Project
Board decision on a revised plan)
Ch 6 Project Time Management This covers the development of PL2 (drawing a Product Flow
the project time schedule Diagram), PL3 (Activities and
Dependencies), PL4 (Estimating)
and PL5 (Scheduling) cover this.
Activity Definition Identifying and documenting the Covered by the second step of
specific activities required to PL2 and the first part of process
produce the deliverables shown in PL3. The activity description
the WBS. Part of the activity list equates to a Product Description
should be descriptions of each without offering a disciplined
activity to ensure that the project structure for it.
team members will understand
how the work is to be done.
Activity Sequencing The identification and Covered by the last step of PL2
documentation of interactivity (drawing a Product Flow
logical relationships. This Diagram) and the second half of
suggests network planning as a process PL3. PRINCE2 also
tool. suggests network planning
software tools.

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A COMPARISON OF PRINCE2 AGAINST PMBOK

Activity Duration Estimating Estimating both the work periods This is covered by PL4 PMBOK gives an overview of
required to complete an activity four methods of estimating, but
and the elapsed time. not enough to be able to use them.
Schedule Development The iterative process of Covered by PL5 PMBOK has the risk management
determining start and finish dates plan as input, but does not
consider updating risks as a result
of planning
Schedule Control a) Influencing the factors that Covered in greater detail in the Both methods include updating
create schedule changes to ensure change control approach, Lessons Learned.
that changes are agreed upon (b) processes such as CS2/3/4/5/7 and
determining that the schedule has 8, and products such as Project
changed and (c) managing the Issues and Exception Reports and
actual changes when and as they Plans.
occur. It includes performance
measurement, i.e. tracking plan
changes that occur for other
reasons than change requests.
Ch 7 Project Cost Management This includes the processes PRINCE2 sees the first three as a PMBOK goes into more detail
required to ensure that the project minor part of PL5, Scheduling. than PRINCE2 in most of this
is completed within the approved The final part, Cost Control, is area with the exception of
budget. The first three steps are handled by the PRINCE2 handling tolerances, a topic that
part of the planning process. The approach to change control and PRINCE2 covers in much more
last process covers controlling the CS processes, as described detail in the Controls component,
changes to the project budget and against Schedule Control. SB/DP3 (agreement with the
is almost a mirror image of 6.5 Project Board on stage tolerances)
Schedule Control, looking at cost and CS5/7 and 8.
instead of time.
Resource Planning This covers determining what PRINCE2 sees this as part of PL5,
physical resources should be used. Scheduling

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A COMPARISON OF PRINCE2 AGAINST PMBOK

Cost Estimating This covers the estimate of the PRINCE2 covers this very briefly,
costs of the resources needed to but does not separate this from the
complete project activities. One other aspects of Scheduling.
output is a cost management plan, Cost variances are dealt with as
stating how cost variances will be part of tolerances and their
managed. control, and this area is dealt with
more thoroughly by PRINCE2.
Cost Budgeting This covers the allocation of the Again this is part of PL5,
overall cost estimates to Scheduling.
individual work packages
Cost Control Watching for the impact on cost Covered by CS2, Assessing PRINCE2 does not include EVM
of proposed change requests and Progress, CS4, Examining Project or any other tool for performance
other reasons for plan slippage. Issues and the escalation process. management, but works happily
The process refers to Earned with any such tools used. Both
Value Management as a tool for methods mention updating
measuring project performance. Lessons Learned.
The process mentions that
processes should be developed for
the closing or cancelling of
projects. PRINCE2 provides such
procedures.
Ch 8 Project Quality This includes the processes Both methods recognise customer
Management required to ensure that the project expectations, prevention over
will satisfy the needs for which it inspection and management
was undertaken. This covers the responsibility.
quality policy, objectives,
responsibilities, quality assurance,
quality control and quality
improvement within the quality

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

system. The chapter is intended to

be compatible with ISO 9000,
TQM and Continuous
Improvement
Quality Planning This involves identifying what This is fully covered in PL1, PMBOK does not formalise the
quality standards are relevant to Planning Quality. PRINCE2 also cus
tome
r’squalit
ye xpe
c tati
ons
the project and determining how offers a process, SU4, where the
to satisfy them. The main output cus tome r’squa litye xpe
ctat
ions
is a quality management plan. are sought and recorded. The
Project Quality Plan is the
equivalent of the quality
management plan.
Quality Assurance PMBOK uses the phrase to cover PRINCE2 separates the PRINCE2 accepts that there may
‘allthepl anne dands ystema tic organisation-wide quality be audits from an organisation-
activities implemented within the assurance role –setting and wide quality assurance group,
quality system to provide monitoring the use of standards – independent of the project, but
confidence that the project will from aspects of the Project also offers a role for this group as
satisfy the relevant quality Assurance role, the planning of part of Project Assurance.
standards.’I tcover sreviewsof resources for quality work and
quality results and audits of the monitoring the results for a single
other quality management project. PRINCE2 offers a quality
activities. file for all quality documents,
which can be used for quality
audits.
Quality Control This involves monitoring specific PRINCE2 covers the need in Both cover the quality of products
project results to determine if they products and techniques such as and project management.
comply with relevant quality the Quality Log and quality PMBOK does include a
standards. reviews description of Pareto diagrams
Ch 9 Project Human Resources PMBOK makes reference to such PRINCE2 does not cover this

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

Management human factor skills as leading, aspect.

delegating, team building and
performance appraisal without
going into detail or
recommending any specific
methods.
Organizational Planning This covers identifying, PRINCE2 covers this in SU2 and PRINCE2 covers the area in far
documenting and assigning SU3, designing and appointing the more detail and is more specific
project roles, responsibilities and project management team. about the roles that should be
reporting relationships PRINCE2 also offers a project considered. PMBOK says that
management organisation roles may be assigned to
structure with standard individuals or groups.
descriptions for each role to be
tailored for each specific project,
compa redt oPMBOK’ s
discussion of an organisation
chart
Staff Acquisition This covers negotiation, pre- PRINCE2 does not cover this.
assignment and procurement of
resources.
Team Development This considers team building, PRINCE2 does not cover this PMBOK mentions the importance
personal training, reward and of these things and then points the
recognition systems. reade rto‘ as ubstantialbodyof
lit
e ra
tur e’ont hetopi ca soppos ed
to detailing how they are to be
achieved.
Ch 10 Project Communications This covers the timely and PRINCE2 describes the products,
Management appropriate generation, collection, offers Product Descriptions of
dissemination, storage and them and the processes where

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A COMPARISON OF PRINCE2 AGAINST PMBOK

ultimate disposition of project each type of communication is

information. generated and used.
Communications Planning This involves determining the This is covered by the Both methods link
information and communications Communication Plan, part of the communications to the
needs of the stakeholders. PID. organisational structure.
Information Distribution This covers the implementation of The implementation is embedded
the communications management in the relevant processes, such as
plan as well s responding to reporting highlights, preparing
unexpected requests for end stage reports. The Project
information. Issue procedure covers any
unexpected requests for
information.
Performance Reporting This involves the collection and This is covered in such processes PMBOK describes the Earned
dissemination of performance as CS2, Assessing Progress, and Value Analysis technique.
information, plus the maintenance CS6 Reporting Highlights.
of the data in an organised PRINCE2 offers a filing structure
fashion. in which to keep the information.
Administrative Closure This covers the documentation of This is fully covered in the CP
results to formalise acceptance of process, Closing a Project.
the product and the archiving of PRINCE2 is more specific about
project records. what the documents should be and
what they should contain.
Ch 11 Project Risk The systematic process of The Management of Risk PRINCE2 can work equally well
Management identifying, analysing and component fully covers this. with the risk approach that it
responding to project risk. describes or any other risk
management method
Risk Management Planning This covers deciding how to PRINCE2 assumes that the same One thing covered in the PMBOK
approach and plan the risk approach to the management of is risk budgeting. The new version
management activities for a risk will be used on all projects. of PRINCE2 will include this and

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

project. the use of risk tolerance, also

mentioned briefly in the PMBOK.
Risk Identification Determining which risks might Covered by the Management of
affect the project and Risk component.
documenting their characteristics.
It discusses techniques such as
brainstorming and Delphi.
Qualitative Risk Analysis Assessing the impact and Covered as above. PRINCE2
likelihood of identified risks offers the Risk Log to assist in
monitoring risks.
Quantitative Risk Analysis The numerical analysis of the PRINCE2 suggests high, medium PMBOK goes into more detail in
probability and impact of a risk. and low scoring, but is equally at identifying realistic cost, schedule
Sensitivity and decision tree home with a scoring system. No or scope targets.
analysis are briefly described analysis techniques are discussed.
Risk Response Planning This covers the development of The consideration of options is Both methods offer the same
options to counteract risks, covered in Evaluation. PRINCE2 types of risk action and mention
including the assignment to discusses the balance of the the appointment of risk owners.
individuals to take responsibility impact of the risk occurring There is a description of residual
for each agreed risk response. against the impact of taking the risks and secondary risks in the
possible risk actions. PRINCE2 PMBOK, not covered in
covers the assignment of risk PRINCE2.
actions as part of risk
management. PMBOK talks of a
Risk Register, PRINCE2 uses the
term Risk Log.
Risk Monitoring & Control Keeping track of identified risks Covered in the four steps of risk
and identifying new ones, management; planning,
ensuring the execution of plans resourcing, monitoring and
and evaluating their effectiveness control. PRINCE2 also links these

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

in reducing risk. to the points in the various

processes where they occur.
Ch 12 Project Procurement This covers the processes to Most of this is not covered.
Management acquire goods from outside the PRINCE2 regards this as a
customer organisation. specialist activity, rather than a
generic part of project
management.
Procurement Planning This is the process of identifying This would be part of defining the
which project needs can be best Proj ectAppr oa chi n‘ Sta rt
ingupa
met by procuring products or Proj ect’
, although PRINCE2
services outside the project keeps this at a high level.
organisation. It includes an
overview of make-or-buy analysis
and contract type selection
Solicitation Planning This covers the preparation of Not covered
documents needed in order to
approach prospective suppliers,
including evaluation criteria.
Solicitation This covers the obtaining of bids Not covered.
and other responses from
prospective suppliers, including
any qualified seller lists, bidder
conferences and advertising
Source Selection This covers from the receipt of Not covered
bids and the application of the
evaluation criteria to the selection
of a provider, including contract
negotiation
Contract Administration This is the process of ensuring PRINCE2 covers all aspects of

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

t
hatthes eller’spe rforma nc
e this; the planning interfaces
meets contractual requirements between Project Manager and
Team Manager of Work Packages
and Team Plans, performance
reporting (Checkpoint Reports),
quality control (the Quality Log)
and change control, except for the
payment system, although
payments can be linked to product
approval or end stage
assessments.
Contract Closeout This is similar to administrative As PRINCE2 considers
closure, described earlier. It procurement is a specialist
involves both product verification activity, it does not cover this as
and the updating of records and such. But all its requirements are
their archiving covered by the CP, Closing a
Project, and DP5, Confirming
Project Closure, processes.

Section III Appendices

A. The Project management This defines what the PMI These are PMBOK-specific and
Institute Standards Setting Process standard documents are, the do not concern PRINCE2.
handling of the development of
original works and adoption of
non-original work as standards.
B.Evol uti
onofPMI ’s‘ AGui de A history of the evolution of the
to the Project Management Body PMBOK plus lists of the
ofKnowl edge’ standards committee, contributors,

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

reviewers and production staff.

C. Contributors and Reviewers of This lists the contributors and
PMBOK Guide 2000 Edition reviewers of the current edition.
D. Notes Where applicable this lists the
sources of information used in the
various chapters, such as The
American Heritage Dictionary of
the English Language.
E. Application Area Extensions An Application Extension Area is
where there are generally
accepted knowledge and practices
for a category of projects in one
application area that are not
generally accepted across the full
range of project types. The
Appendix covers the need for
these, criteria for their
development, the publication and
format of them and the process for
development and maintenance of
them. No examples are given.
F. Additional Sources of This lists a number of professional
Information on Project and technical organisations, some
Management commercial publishers, a
reference pointer to a website for
The PMI Registered Education
Provider Program and a very
vague mention that many
educational institutions offer

24 Jan 2002
A COMPARISON OF PRINCE2 AGAINST PMBOK

project management education.

G. Summary of Project This is a summary of the topics of
Management Knowledge Areas sections I and II.

Glossary
This holds: PRINCE2 terminology is not
A description of the glossary included, except where both use a
inclusions and exclusions; common term.
A list of common acronyms;
Definitions of project
management terms

24 Jan 2002