PRINCE2 vs. Dsdm Compares Term Paper

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[. . .] Development of projects through Prince2 can be divided into eight phases. The first phase is Starting up a project. This stage occurs before project development has been instantiated. During this phase, a project manager is assigned and people that are responsible for making decisions are gathered. This is an integral phase of project development since it clearly defines its beginning. The second phase is referred to as Directing a project. In order to begin a project, it must first be approved by a group of senior managers. A very basic characteristic of PRINCE2 is management by exception. This means that while the senior managers are responsible for the success of the project, they will insure the project manager with the responsibility of the day-to-day management of the project. It then becomes the responsibility of the project manager to inform the senior management about the project's progress.

The third phase of the project is Initiating a Project. "For a project to be approved it must be carefully planned to ensure that it meets its objectives. This requires making detailed estimations of costs, time and other resources. The Project Manager puts these into what is called a Project Initiation Document for approval by the Project Board" (Fiona Spence, What Is Prince2?). The fourth phase is called the Controlling a Stage. PRINCE2 projects are divided into manageable stages to guarantee that the project can be governed and managed. In PRINCE2, a new stage cannot be started without finishing the previous stage and the planning of the new stage is done in the stage preceding it. The fifth stage of the development is called Managing State Boundaries. During this phase the next stage is planned and the current stage is examined.

It includes the Project Manager making suggestions to the Project Board about the likelihood of the project achieving its business objectives and any changes in the business case, project plan, risks and issues. Having clear stage boundaries allows a project to be controlled and managed by permitting the project to continue only once the Project Board is satisfied with the current stage end and next stage plan (Fiona

Spence, What Is Prince2?).

The sixth stage is called the Planning Stage, which includes what products to produce, the activities required to produce these product, estimated resources, scheduling the activities and analyzing risks. The seventh stage includes Managing Product Delivery. Prince 2 projects render products. A product may include a physical entity such as a poster or it can be a complex deliverable such as a sales agreement. The last stage is known as Closing a Project. This phase is self-explainable i.e. once a project has been completed and approved it is closed down.

Hence, the general characteristics of PRINCE2 are control, quality, planning, lessons learned and risk management. According to Fiona Spence,

Being able to control your project is key to its success. For this reason PRINCE2 breaks down projects into easily managed stages, essentially breaking a large project into bite size chunks. To ensure that a product or service meets the customer's quality expectations these must be defined and agreed when a project is being planned.

Throughout a PRINCE2 project work continuously monitored to ensure that these quality standards are met. In PRINCE2 there are documents and techniques that ensure quality is managed. One of the reasons PRINCE2 breaks down projects into small manageable stages is that they are much easier to plan. Every time we carry out project we learn something. Very often mistakes are made, what is important is that mistakes are not repeated. PRINCE2 provides a number of recommended steps that enable risks to be identified, measured and managed (What Is Prince2?).

From the general characteristics of DSDM and PRINCE2 one can easily make out the similarities and differences among the two. Both DSDM and Prince2 are tailorable, business driven and suitable for both IT and non-IT related projects. While DSDM involves active user or supplier involvement at all levels, PRINCE2 involve this only at the management level. In DSDM, the role and responsibility of the project rests upon the shoulders of team manager and core development team. In PRINCE2, this responsibility rests only upon the team manager. While DSDM involves agile management framework and products, PRINCE2 involves full management framework and products. DSDM includes management by exception that is sustained by teams. In PRINCE2, however, there is management by exception but it is not supported by teams.

DSDM like PRINCE2 has a pre-project phase but unlike PRINCE2 it discourses the commencement of the project in a much lighter way. The DSDM pre-project phase does deal with the issues of risk management and may be sufficient for some project.

Feasibility Study is a project in itself, with several options as its outcome. The chosen option is then taken forward as a separate project. The Business Study in DSDM is partly a scoping and planning exercise, as required for the Project Initiation Document in PRINCE2, but goes further than this, into the analysis and design of the specialist products of the project (DSDM And Prince2: The Perfect Marriage Or Strange

Bedfellows?).

During the phase of Managing Stage Boundaries, DSDM favors keeping each increment Lilliputian. As a result stages can become the commensurate of separate projects increments. DSDM concentrates upon planning the project in time boxes and authorize the team. PRINCE2 allows the project manager to communicate with the project's senior manager in a more formal manner. DSDM too requires the project manager to report to the senior manager and the steering committee but not in a formal manner i.e. there are no limitations to how and when reporting is done.

DSDM and PRINCE2 greatly emphasize on project planning. PRINCE2compared to DSDM gives more specific guidance. Both approaches have similar techniques of directing a project. As far as Managing Product Delivery is concerned, "PRINCE2 says little more than that the project manager should Issue work instructions monitor progress. DSDM provides techniques such as timeboxing, facilitated workshops, modeling technique advice, advice on requirements definition and prioritization, advice on effective involvement of users and detailed team roles and responsibilities" (DSDM And Prince2: The Perfect Marriage Or Strange Bedfellows?).

PRINCE2 compared to DSDM greatly emphasizes the business case as the operator of the project, under continuous review. Even though DSDM makes less of the business case as a document, the business needs and direction are exteriorized in the Executive Sponsor, Visionary and Ambassador User roles from beginning to end of the project. The organization structures of DSDM and PRINCE2 are similar however DSDM accentuates more on team roles and authorization. PRINCE2 and DSDM uphold product-based planning. PRINCE2 however, contours a particular methodology product-based planning. It also pays special attention on the levels of plan and constitutes of a repeatable planning process.

PRINCE2 has a well-defined reporting and escalation procedure. The concept of tolerance on time, cost, quality, scope and benefit is key. DSDM has team empowerment to adjust scope, and no time or cost tolerance. Communication is less formal and enabled by close teamwork. PRINCE2 gives the definition of a Project

Quality Plan and a path for quality management and control throughout the project. It also describes the technique of quality Review. DSDM has quality such as fitness for business purpose, testing throughout built into its principles. PRINCE2 has the concept of Request for Change and Off Specification as a means of managing change.

A change budget would be available for a certain level of change. PRINCE2 also describes a specific technique for Change Control. DSDM manages change dynamically, through close team working during timeboxes and using MoSCoW prioritization. DSDM keeps time and cost constant whilst allowing change via prioritization (DSDM And Prince2: The Perfect Marriage Or Strange Bedfellows?).

At this point it must be cleared that PRINCE2 is designed to be a generic method that is appropriate for administering any kind of project. The approaches is based on the concept that vanquishing projects requires visible control and thus render them with an organized start, middle and end. PRINCE2 can easily be made to work in collaboration with DSDM without pressing too much on bureaucracy. PRINCE2 is grounded in the business of which the project is a part. Every project is based on a business case. PRINCE2 recognizes active user and supplier's part in the project and thus defines this formally.

PRINCE2 defines a structure for authority, delegation, and decision-making. It also defines the communication channels between the project team, the project board, and the rest of the organization. Management of the project is by exception. There is automatic management control for deviations from the agreed project plan. The project manager works under delegated authority and within defined and agreed tolerances to undertake day-to-day project… [END OF PREVIEW]

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