PMI vs PRINCE2

PMI vs PRINCE2
Mientras que PRINCE2 es una metodologa entre las ms acreditadas e incuestionables, PMI
es algo ms: es el equivalente a lo que son en Espaa los Colegios Profesionales, aunque sin
oficina de visados. Se preocupan por la investigacin, por la formacin continua, por la tica
profesional, etc.
El sistema de renovacin de la credencial PMI/PMP fuerza el proceso de formacin continua
del profesional. La certificacin PMI/PMP no se obtiene solamente con finalizar una formacin
concreta. Acredita que el titular poseeexperiencia y tiene habilidades para dirigir equipos y
ejecutar proyectos. Para m obtener la certificacin PMI/PMP me ha aportado mucho en lo
profesional y en lo personal.
PMI/PMBOK como metodologa es muy amplia y un tanto genrica, no es especfica de una
industria en particular aunque posee extensiones para industrias especficas (construccin,
sector pblico EEUU, automvil, ) que aaden reas de conocimiento adicionales a las ya
numerosas y extensas que componen la base. PMI no impone flujos de trabajo, cambios
organizacionales, ni plantillas para los entregables. No impone tcnicas concretas sino que
recomienda una coleccin de buenas prcticas. Dentro de PMI tienen cabida las mejores
tcnicas herramientas y metodologas especficas de cada rea: Lean, 6sigma, Deming,
Isikawa, Manslow, McGregor, Critical Path, EVM
PRINCE2 no contempla la gestin de proveedores o subcontrataciones, se centra en la
elaboracin de un producto por fases y punto. Tampoco cubre apenas la gestin de los RRHH
y las habilidades interpersonales. Pero su mayor debilidad puede que sea la falta de un
mtodo de control del rendimiento como EVM.
Gran nmero de profesionales obtienen ambas certificaciones. Gran cantidad de empresas
definen que dirigen sus proyectos segn el marco PMP y usan en el da a da PRINCE2.
Muchos usan de PRINCE2 nicamente las plantillas. Por tanto en el mercado coexisten y la
forma ms fcil de presentarlo es PMI como marco y PRINCE2 como praxis.
Por otro lado, esto no significa que se necesiten una a otra para nada, y cualquiera de las dos
por s misma es suficientemente buena. De hecho en la mayora de las organizaciones es
fruto de una simple declaracin estratgica de la compaa o est condicionado por que su
cultura y mercado estn ms relacionados con UK (Prince2) o con el resto de Europa y USA
(PMI). De acuerdo a esa estrategia se adoptarn los procesos, plantillas, etc convenientes
para la prctica profesional y los medios de formacin y certificacin del personal.
Ambas certificaciones son costosas en todos los aspectos: esfuerzo y dinero. Algunos
estudios cifran en 3K la de Prince y 9 K la de PMP. La de PMI/PMP adems exige
experiencia demostrable.
Resumen

PRINCE2 est ms orientada a la prctica y buscar el

xito en el desarrollo de los proyectos.
PMI est ms orientado a la formacin integral del
profesional de la direccin de proyectos.
Glosario
PMI Es un instituto privado con el objetivo de perfeccionar la profesin promoviendo las buenas
prcticas y fomentando la investigacin. 500.000 socios.
PMBOK es el cuerpo del conocimiento donde se describen los procesos recomendados y sus
ITTOs (Inputs, Tools & Techniques, Outputs). CMO se hace
PMP es la cuarta de las cinco certificaciones que emite el PMI y la ms solicitada.
PRINCE2 Projects in a Controlled Environments, es un mtodo. QU y QUIN lo hace.

 OGC is now part of the new Efficiency and Reform Group within the UK Cabinet Office. ISEB es
la institucin que certifica PRINCE2
PRINCE no es un cuerpo del conocimiento equivalente a PMBOK
PRINCE 2
PRINCE2 method addresses project management with 7 principles 7 themes 7 Processes and
40 Sub-processes or Activities:
Each process has its inputs and outputs with associated project tasks and activities to be
carried out.
a project is decomposed in manageable phases, allowing efficient command and control.
PRINCE2 is largely driven by its business case, which describes the business justification,
rationale, and motivation for the project.
Integrating this methodology into a company's existing culture and processes may require the
insight and assessment by certified PRINCE2 project managers, who are knowledgeable of
this methodology.
Advantages
The method is independent of the application domain such as IT software
development, marketing, building and construction, and change management. This way,
the method is generically applicable to any project. PRINCE2 provides a layer over the
disciplines that are needed in the project because it defines a flexible "project language" that
suits multidiscipline project teams. Therefore, the method bridges the gap between IT and
business, for instance
The method is in the public domain, and services (training, consultancy, and tools) can be
obtained from several independent suppliers
The method is applicable to small and large mega-projects.
The method focuses on project results in terms of the standard time, cost, quality, and
functionality parameters but also has a strong focus on business case and the benefits the
project results deliver
The method integrates change management that controls the changing environment
The method uses management by objectives and management by exception approaches.
permits a fast pragmatic access into PM, based on clear instructions
No specific certification requirements (e.g. amount of project work)
Disadvantages
It is a method and not a cure for any project. People who use PRINCE2 should
continue to think.
Some people apply and interpret the methodology in a rigid way and do not tailor it to
the project at hand. Huge bureaucracies might be constructed if all checklists are used
in a paper format and not adapted to the project.
Human factor or soft issues are not within the scope of the methodology and are
desperately needed for project success
PRINCE2 does not cover all aspects of project management. Areas such as leadership and
people management skills, detailed coverage of project management tools and techniques are
well covered by other existing and proven methods and are therefore excluded from PRINCE2.
PMI/PMBOK
Based on five major process groups defined by the PMBOK Guide.

Within the five major process groups outlined left are nine knowledge management (KM)
areas and 42 activities distributed across the various KMs
Embedded in each of the KAs lower level 42 activity descriptions are the inputs, tools and
techniques, and outputs that drive each process
The five major PMBOK Guide process domain groups serve as a model project life cycle to
illustrate and define what should occur in each of these major segments
Integrating this methodology into a company's existing culture and processes may require the
insight and assessment by certified PMPs, who are knowledgeable of this methodology.
Advantages
This is the most widely recognized project management qualification round the world
with 250,000 holders of the PMP qualification. It is based on a detailed body of knowledge,
which may be a bit over the top for most projects, but can easily be scaled back on an
appropriate level.
It is a method who is applicable for any project.
extensive encyclopedia including all domains of PM
The method focuses on project results in terms of the standard time, cost, and quality
parameters.
Earned value management (EVM) in its various forms is a commonly used method of
performance measurement to all projects, in any industry.
The method integrates change management that controls the changing environment
Human factor or soft issues are within the scope of the methodology and are desperately
needed for project success
The method is in the public domain, and services (training, consultancy, and tools) can be
obtained only from PMI certified education provider.
Disadvantages
Very strict requirements for PMP certification and verification (e.g. master, bachelor
degree or secondary diploma, 3,500 /7,500 hours project leading experience)
long-winded application procedure
Continued certification requirements (3 year cycle)
Publicado 31st May 2011 por Fernando de Diego