{"id":467,"date":"2019-02-06T07:44:29","date_gmt":"2019-02-06T06:44:29","guid":{"rendered":"https:\/\/pmexperts.com\/pmbok-guide-vs-manual-prince2-zarzadzanie-integracja-projektu-cz-5\/"},"modified":"2024-09-23T12:39:13","modified_gmt":"2024-09-23T10:39:13","slug":"pmbok-guide-vs-manual-prince2-zarzadzanie-integracja-projektu-cz-5","status":"publish","type":"post","link":"https:\/\/pmexperts.com\/en\/pmbok-guide-vs-manual-prince2-project-integration-management-part-5\/","title":{"rendered":"PMBOK\u00ae Guide vs manual PRINCE2\u00ae \u2013 Project integration management part 5"},"content":{"rendered":"

After the texts on planning project work described in the previous articles in this series, it is time to compare the PRINCE2\u00ae methodology approach and PMBOK\u00ae Guide<\/em> in the scope of implementation works. In accordance with the adopted formula, the basis for reference is the knowledge area "Project Integration Management" proposed by PMBOK\u00ae Guide<\/em>. The third one included is the "Direct and Manage Project Work" process. The inputs to this process are the project management plan, other project documents, approved change requests, and the formal and non-formal project environment. Its implementation is intended to enable the achievement of the project's goals.<\/h4>\n

However, it is not the achieved project's objectives that are listed as the basic output from this process, but deliverables.<\/strong> Pierwszy akapit po\u015bwi\u0119cony procesowi stwierdza: Kluczow\u0105 korzy\u015bci\u0105 z prowadzenia tego procesu jest to, \u017ce zapewnia ca\u0142o\u015bciowe zarz\u0105dzanie pracami projektu oraz produkty, dzi\u0119ki czemu podnosi prawdopodobie\u0144stwo sukcesu projektu. Kierowanie i project management<\/a> ma obejmowa\u0107 realizacj\u0119 (ang. executing) zaplanowanych dzia\u0142a\u0144 s\u0142u\u017c\u0105cych dostarczeniu produkt\u00f3w i osi\u0105gni\u0119ciu ustalonych cel\u00f3w. Wymaga to przydzielania zasob\u00f3w, ich efektywnego wykorzystywania oraz wprowadzania zmian w oparciu zbierane dane i opracowywane informacje.<\/p>\n

Who will be designated as responsible for leading this process?<\/strong> Most of us would probably answer without much thought: project manager. Meanwhile, you should pay attention to two sentences contained in the second and third paragraphs of the chapter devoted to the process: The "Lead and manage project work" process is directly dependent on the area of project management. (\u2026) The project manager, together with the project management team, directs the execution of planned activities and manages the various technical and organizational connections existing in the project. These sentences allow us to put together propositions PMBOK\u00ae Guide<\/em> with the PRINCE2\u00ae methodology, which clearly shows us the need to appoint two roles: project manager and team leader.<\/p>\n

In accordance with the PRINCE2\u00ae methodology, the project manager conducts the "Stage Control" process<\/strong> (controlling a stage), which "is used to assign work to be performed and monitor its implementation, to handle emerging issues (including change requests), report to the steering committee on progress, and take corrective actions (...)". The team leader, in turn, leads the "Product Delivery Management" process<\/strong> (managing product delivery). Its role "is to coordinate the work area from which one or more of the project's products will be delivered." Moreover, the "Product Delivery Management" process serves to control the connections between both of the above-mentioned. roles by agreeing requirements for the acceptance, execution and delivery of products.<\/p>\n

It should be noted that in accordance with the PRINCE2\u00ae methodology, the role of project manager and team leader may be performed by the same person<\/strong>, if he has appropriate technical competences and the complexity of the project allows it. Thus, the PRINCE2\u00ae methodology is similar to PMBOK\u00ae Guide<\/em> makes the detailed organization of the project management team dependent on the area of project management. In less complex projects, the project manager will directly supervise contractors, while complex projects will require an intermediate level of management.<\/p>\n

The difference between both "textbooks" could be summarized as follows: PMBOK\u00ae Guide <\/em>offers us one process dedicated to the delivery of products, the PRINCE2\u00ae methodology proposes two of them, clearly distinguishing the role of the work coordinator (project manager) and the product supplier (team manager)<\/strong>. Nevertheless, we must recognize that the \u201cLead and manage project work\u201d process in accordance with PMBOK\u00ae Guide <\/em>does not exhaust all the tasks of the project manager and team leader performed during the implementation of project work in accordance with the PRINCE2\u00ae methodology. I will devote subsequent texts in this series to identifying their appropriate processes.<\/p>\n

Author: Maciej Krupa<\/p>\n

Previous entries in the series:<\/strong><\/p>\n