Project methodologies
It seems that once more the tec heads are winning the day. The onward march of Prince 2 continues apace. From its beginnings in the IT world it now looks to spread over to the commercial world. Can it work? Look at what it stands for: prince in controlled environments. Its problems is clearly visible in the tile: how many times have you seen a controlled environment in the workplace?
There is one big factor which gets in the way of control: us, people, managers, call ‘em what you will. Those wildly unpredictable elements that we know and love as people will always be the wrench in the machine. Prince 2 fails to address people management.
Second, it assumes that the project manager is in control. This is very rarely the case. Most PMs will work for a manager who often wants to stick their oar in. Again, bang goes the control.
I’ve read that it’s particularly suited to IT projects. Is it implicit then that in an IT project there is no such thing as people? If it is then this may explain why it’s suitable for IT work.
Developed by the Civil Service? Ummm, need I say anymore? How many times have the press been filled with stories of government projects going wrong?
One size fits all: so many books and articles on how to make it work for that project or this area. What is it with us that we always want to find a set of rules and beureaucratic regulations to make us work? I run the risk of sounding like some lone gunmen in the woods but we really must question why the commercial world is so ready to follow this set of rules when it seems to balk against all others?
To quote hraconsulting ltd:
But public sector managers are not bred to change things by being innovative and decisive. They are bred to ensure existing processes are properly administered.
Therefore Prince 2 asks us to follow a process and blindly hope that the objective is achieved. And notice the word “administer”; that’s right, not “manage”
Get a life and get away from theory – manage!
“They assume that the Project Manager is in control…”. This problem is not only in PRINCE2, but also in the PMBOK (and consequently in the PMP certification). The Project Manager is always assumed to be in control while he or she has no authority whatsoever, and many times has to negotiate acquiring resources with the functional manager, who may or may not be helpful (see this article on power in management).
PM Hut
March 30, 2010 at 7:09 pm
Thank you for the comment. It seems that this desire to isolate the PM as the ‘master of all’ is spreading.
You’re link also raises some real food for thought. I hope to touch upon issues of power in the near future
rgboulter
April 7, 2010 at 4:11 pm