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List the circumstances where you would base your project management
approach on a model-based methodology .
The circumstances around deciding which project methodology (project framework)
to choose can depend on the complexity of the project not only in its functionalities
they must provide but also the requirements they must meet. Constraints such as
dependability, timing, resources, variability, corporate environment, project size,
external influences and budget all influence the project during its lifecycle. A project
management methodology should address the specific processes for project
initiation, prioritisation, project planning, status reporting, issue/decision/change
management, quality management and risk management. It should clearly define the
fundamental elements of project management and how to deliver them but most
importantly a sound methodology will enable the project team to tackle complex
problems as they arise and have effective reporting and analysis. A methodology
also ensures a consistent and clear approach within organisations. A project
manager may use PRINCE2, PMBOK, Agile, Scrum and Waterfall or tailor a model
to suit an organisations needs.
The value of project management comes from its application across the entire
lifecycle. Some projects can be quite complex and to ensure the processes are
coordinated properly and successfully a model based methodology is essential. It is
likely without a robust methodology to follow, the project could be prone to fail but it
is important to look at all the circumstances and complexities involved in a projects
lifecycle to ensure the correct methodology is applied.
Below is a construction project which shows the complexities of Project Management and highlights
just how important it is to have a methodology which can successfully coordinate all phases and
processes.

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Briefly compare the two major project models (PMBOK and PRINCE2)
PMBOK is a document of "what is", unlike PRINCE2 which is a "how to" document.
PRINCE2 provides guidance relating to the externalities of projects, that being
governance and benefits, how to establish effective project governance structure and
the use of the Business Case as the primary control over the life of the project where
as PMBOK doesnt. Another area where the two methods differ is PRINCE2s need
for role clarity, project assurance function, concepts around management stages,
guidance to team managers (work packages and quality), product descriptions and
tolerance around estimates.
PMBOK implies that the project management is the work of the project manager
where as PRINCE2 project management is the process that organisations use to
govern and deliver projects. PRINCE2 is principles based while PMBOK is a
collection of tools and techniques, the project method being used should be tailored
to suit the needs of each project. With PMBOK it is possible to start a project, find
out the stakeholders requirements then deliver a solution that meets these
requirements. With PRINCE2 requirements are captured in product descriptions, it
states that if you dont know what the requirement for the key products are, you
shouldnt start the project to deliver a solution.
Comparisons of Important Areas
PMBOK provides nine knowledge areas and PRINCE2 provides eight. One notable
difference is in the area of risk, although both recognise risk PMBOK provides much
more support with risk but it should be noted in Australia most organisations will
conform to AS4360.
Knowledge areas
Both recognise scope, schedule, cost and quality are related but they are knowledge
areas in PMBOK whereas PRINCE2 recognises them as integral aspects of planning
and change control. The integration area differs in that PMBOK deals with all
aspects of project management during integration and PRINCE2 only in start-up,
initiation and planning process and by change control technique.
The human resource and communications knowledge area in PMBOK is covered by
a single component in PRINCE2 called organisation and leadership. Procurement in
PMBOK has no matching area in PRINCE2.
PRINCE2 recognises the business case as a component and also configuration
management and its control group has a broader spectrum that those governing the

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PRINCE2 has eight main processes and PMBOK only five.
Process Groups
The three techniques offered by PRINCE2 -product based planning, change control
and quality review. The two latter are knowledge areas in PMBOK.
Techniques
PRINCE2 identifies five and PMBOK three main roles with the Project Manager in
PMBOK carrying a lot more responsibility.
Roles and Responsibilities
PMBOKs three major documents the project charter, scope statement and project
management plan are very similar to PRINCE2s project mandate, brief and project
initiation document (PID) but PRINCE2 does recognise a standalone project
management product that being the Business Case. The Business Case is the major
difference between the methods and it highlights PRINCE2s support of governance.
It is updated at the end of each management stage and gives the Project Board the
information it requires to terminate a project as early as possible.
Both are similar although it can be said PMBOK provides greater detail. A WBS is
created in PMBOK to cover the entire project, reviewed and revised as needed
where as PRINCE2s concept is a planning horizon.
Planning
Project managers are well supported by PMBOK in its knowledge areas where as
PRINCE2 provides various mechanisms for support. PMBOK doesnt recognise
team members but PRINCE2 does through the Work Package Concept.
Project Manager and Team Support

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Using a suitable project example from your experience or reading, illustrate
how one model- of your selection- will benefit your project compared to the
other model (i.e. the comparative strength of the chosen model for a specific
project)
PROJ ECT- Developing a new open cut mining operation in a remote environment.
Mining projects are subjected to high risks because of their size, uncertainty and
high cost. The project manager and project team will manage this project using the
PMBOK model.
The PMBOK model offers more support in the area of risk and it is vitally important
that current and future risks are identified and analysed to reduce cost and time.
Due to the size and complexity of the project, a lot of work will be sub-contracted and
its remote environment will see products purchased and brought into the area.
PMBOK model offers Project Procurement Management as a knowledge area which
is not covered by PRINCE2. Procurement management will be so important because
during this project a large percentage of the project scope may be purchased from
other companies.



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References
Project Management Body of Knowledge (PMBOK GUIDE) Fourth Edition
PRINCE2 Revealed Colin Bentley
Comparing PRINCE2 with PMBOK R. Max Wideman
A Comparison of PRINCE2 against PMBOK
http://www.tmr.qld.gov.au/Business-and-industry/OnQ-Project-Management-
Framework.aspx
http://www.lifecyclestep.com/
http://www.prince2.com/
http://www.goalgroup.com.au/