{"id":475,"date":"2019-03-13T07:15:03","date_gmt":"2019-03-13T06:15:03","guid":{"rendered":"https:\/\/pmexperts.com\/pmbok-guide-vs-manual-prince2-zarzadzanie-integracja-projektu-cz-6\/"},"modified":"2024-09-23T12:35:44","modified_gmt":"2024-09-23T10:35:44","slug":"pmbok-guide-vs-manual-prince2-zarzadzanie-integracja-projektu-cz-6","status":"publish","type":"post","link":"https:\/\/pmexperts.com\/en\/pmbok-guide-vs-manual-prince2-project-integration-management-part-6\/","title":{"rendered":"PMBOK\u00ae Guide vs manual PRINCE2\u00ae \u2013 Project integration management part 6"},"content":{"rendered":"

In the previous text in the series devoted to comparing the "commandments" contained in the new editions of the PRINCE2\u00ae manual and PMBOK\u00ae Guid<\/a>e published in 2017, I started discussing the implementation of the project. I summarized that article by saying that the \u201cLead and manage project work\u201d process in accordance with PMBOK\u00ae Guide <\/i><\/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. It is therefore necessary to indicate further processes originating from PMBOK\u00ae Guide<\/i><\/em>\u00a0and compare them with elements of the PRINCE2\u00ae methodology.<\/h4>\n

The word "change" appeared several times in the previous text. This is why I decided to first work on the "Perform Integrated Change Control" process.<\/strong>. Jest to proces przegl\u0105dania wszelkich \u017c\u0105da\u0144 zmian (ang. change requests) oraz zatwierdzania zmian i zarz\u0105dzania zmianami produkt\u00f3w, dokument\u00f3w projektowych i planu project management.<\/a>, a tak\u017ce komunikowania decyzji. Kluczow\u0105 korzy\u015bci\u0105 z wykorzystania tego procesu jest umo\u017cliwienie rozwa\u017cenia zmian w spos\u00f3b zintegrowany z uwzgl\u0119dnieniem ca\u0142o\u015bciowego ryzyka projektu, kt\u00f3re mo\u017ce wynika\u0107 z wprowadzania zmian,\u00a0bez wzi\u0119cia pod uwag\u0119 ich wp\u0142ywu cele lub plany projektu.<\/p>\n

From the moment the baseline plan is approved (scope baseline, schedule baseline, cost baseline), this process should be carried out throughout the duration of the project in relation to these basic elements of the project management plan. Depending on the level of complexity of the project and its specific conditions, the integrated change control process may also include other elements that should be indicated in the configuration management plan. Detailed rules for dealing with change requests are to be included in the change management plan.<\/p>\n

The change management plan will also specify the division of responsibilities. The "Perform Integrated Change Control" process itself is in accordance with PMBOK\u00ae Guide <\/i><\/em>primary responsibility\u00a0<\/i><\/em>project manager. The project manager will always be responsible for recording a change request submitted by any stakeholder, even if it was submitted verbally. It is obvious, however, that the project manager will not always make the final decision. The change management plan should indicate when the decision can be made by the project manager, when by the sponsor, and when a formal change control board will be required.<\/p>\n

In accordance with the PRINCE2\u00ae methodology, activities related to capturing and assessing requests for changes are carried out by the project manager as part of the "Controlling a stage" process. It is to operate in accordance with the rules of conduct specified in the project initiation documentation, i.e. in the change control approach. This document exhausts both the elements of the configuration management plan and the change management plan proposed by PMBOK\u00ae Guide<\/i><\/em>.<\/p>\n

In terms of roles and responsibilities, it will specify the tasks and responsibilities of the project manager and the role of change authority. This role may be performed by a designated person or persons, but may also be combined with the role of project manager, project supervision or left entirely in the hands of the project board. The PRINCE2\u00ae methodology also clearly indicates that it will depend on adaptation to the specificity and complexity of the project.<\/p>\n

The general approach to changes in the project in the PRINCE2\u00ae methodology is included in the topic "change"<\/strong>. In addition to elements related to configuration management and the division of roles and responsibilities, it contains the recommended issue and change control procedure. It includes the following steps: capture, assess, propose, decide and implement. As we already know, the "decide" step may exceed the project manager's authority. Interestingly, both the PRINCE2\u00ae methodology and PMBOK\u00ae Guide<\/i><\/em>\u00a0provide that the person competent to make the decision may either agree to the change, reject it or postpone the decision.<\/p>\n

However, Manual PRINCE2\u00ae clearly assigns the remaining steps of the recommended procedure to the project manager. The project manager will use the issue register for this purpose. PMBOK\u00ae Guide<\/i><\/em>\u00a0proposed a tool with a similar name as an output object from the "Direct and manage project work" process, i.e. "issue log" also translated into Polish as an issue register. However, the "Perform Integrated Change Control" process also includes an output object called "change log". Explaining further similarities and differences between these documents will be the subject of my next text.<\/p>\n

Author: Maciej Krupa<\/p>\n

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