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PRINCE2 7th vs PRINCE2 6th Editions

PRINCE2 7th vs. PRINCE2 6th Edition: Explained in Detail

Bharath Kumar
Bharath Kumar
Bharath Kumar is a seasoned professional with 10 years' expertise in Quality Management, Project Management, and DevOps. He has a proven track record of driving excellence and efficiency through integrated strategies.

PRINCE2 launched its 7th and latest edition in August 2023 and the changes from the 6th edition are quite a good deal of numbers. PRINCE2 7th edition (latest edition of PRINCE2) seeks to respond to a number of changes that have taken place in the world and in the discipline of project management since then. This edition, like the previous one, is focused on product; however, in the 7th edition, people are central to successful projects, and now they are integrated into the PRINCE2 method.


What is New in PRINCE2 7th Edition?

The PRINCE2 7th edition is much more leaner in terms of the number of pages being reduced to 343 pages from 405 pages in the PRINCE2 6th Edition. Everything from project delivery methods, ideology, principles, management styles, and people used during the project has changed according to the needs of organizations across industry sectors. PRINCE2 7 now has a more holistic approach than ever before for any type of project from its inception to closure stages. This is a welcome change where professionals and enterprise teams are gearing up for various transformations within their organizations, a project management methodology that is vendor-neutral and one that has a symbiotic relationship with other global frameworks can perform wonders to create sustainable strategies, innovate, grow, leverage talent, and reduce costs.

Let’s check out below the key differences in  PRINCE2 7th edition vs PRINCE2 6th edition using a comprehensive structure. Information is collected from Tecknologia.


TopicPRINCE2 6th EditionPRINCE2 7th Edition
Pages in the Manual guide405 pages343 pages
Doesn’t Guide On1. Leadership capabilities
2. Specialist aspects of project work
3. Detailed project management techniques
1. Specialist aspects of project work
2. Detailed project management techniques
Integrated Elements1. Project context
2. Principles
3. Themes
4. Processes
1. People
2. Project context
3. Principles
4. Practices
5. Processes
Project Delivery Method1. Waterfall
2. Agile
1. Linear-sequential approach
2. Iterative-incremental approach
3. Hybrid approach
IdeologyProject management involves strategic planning, delegation, continuous monitoring, and effective control of all project facets. It also encompasses the task of inspiring and encouraging team members to accomplish project goals within predetermined performance benchmarks, including time, and cost, quality, scope, benefits, and risk.Project management entails employing methodologies, tools, skills, and strategies to facilitate the achievement of a project’s goals.
Performance Target1. Benefit
2. Costs
3. Timescales
4. Quality
5. Scope
6. Risk
1. Benefit
2. Costs
3. Time
4. Quality
5. Scope
6. Sustainability
7. Risk
PrinciplesThe principles represent the overarching responsibilities and best practices that serve as criteria for assessing whether PRINCE2 is truly being applied in project management:

1. Sustaining business justification
2. Gaining insights from past experiences
3. Defining clear roles and responsibilities
4. Employing a staged approach to management
5. Operating under exception conditions
6. Emphasizing the production of deliverables
7. Customizing the approach to fit the specific project requirements.
The PRINCE2 principles serve as the guiding imperatives that assess the authentic implementation of PRINCE2 in project management, guaranteeing its effective adaptation and customization to any project.

1. Guaranteeing the ongoing validity of business justification.
2. Drawing insights from prior experiences.
3. Precisely defining roles, responsibilities, and interconnections.
4. Adopting a stage-based management approach.
5. Operating under exceptional conditions.
6. Prioritizing the development of deliverables.
7. Adapting the methodology to align with the project’s unique needs.
Management StyleThe project manager oversees a specific project segment on behalf of the project board. At the conclusion of this segment, the project board will assess progress, evaluate the project plan, examine the business case and risks, and review the subsequent stage plan. This evaluation informs their decision on whether to proceed with the project.The project segment that the project manager handles on behalf of the project board at any given time.
People UsedNoThe objective of a project is to bring about transformation that will impact individuals in their everyday business activities, routines, and duties. The effectiveness of the change implementation and, consequently, the project’s success, hinges on the project team’s competencies, the quality of the relationships among its members, and the individuals affected by the change.
Change Management ApproachNot applicableChange management is integral to the organization’s transition from the current state to the desired target state. This approach is included in the project initiation documentation, serving the purpose of defining the necessary organizational state for the project to achieve its objectives. It also outlines the methods through which the organization will navigate the transition from the current state, including any interim stages.
Regular Practices1. Business case
2. Organisation
3. Quality
4. Plans
5. Risk
6. Change
7. Progress
1. Business case
2. Organizing
3. Plans
4. Quality
5. Risk
6. Issues
7. Progress
Investment Assessment1. Whole-life costs
2. Net benefits
3. Return on investment (ROI)
4. Payback period
5. Net present value
6. Sensitivity analysis
1. Whole-life costs
2. Net benefits
3. Return on investment (ROI)
4. Payback
5. Net present value (NPV)
6. Internal rate of return
7. Options analysis
8. Sensitivity analysis
Multi-case ModelNot used1. Strategic perspective
2. Economic perspective
3. Financial perspective
5. Implementation and commercial perspective
Defining Roles For1. Corporate, program management, or customer
2. Executive
3. Senior user(s)
4. Senior supplier(s)
5. Project manager
6. Project assurance
7. Project support
1. Business layer
2. Project Executive
3. Senior user
4. Senior supplier
5. Project manager
6. Team manager
7. Project assurance
8. Project support
Organizational Levels1. Corporate, program management, or the customer
2. Directing
3. Managing
4. Delivering
1. Commissioning (business layer)
2. Directing (project board)
3. Managing (project manager)
4. Delivering (team managers)
AuthorityPart of the organizational structure diagram as a role. A role in the organizational structure chart is responsible for change approval, and in projects with few expected changes, it’s reasonable to keep this authority with the project board.Not a part of the organizational structure diagram. The project board has the option to create a separate change authority, independent of the project manager, with a direct reporting line to the project board. The utilization and structure of this change authority are detailed in the issue management approach.
Steps Of WorkA work breakdown structure is an organized hierarchy that deconstructs all the tasks required for a plan’s completion. In PRINCE2, a work breakdown structure exclusively comprises activities.A structured hierarchy encompassing all project tasks serves as a bridge between the product breakdown structure and work packages.
Organization Development and TechniqueNothing5 steps:
1. Understand organizational ecosystem
2. Design project ecosystem
3. Develop project ecosystem
4. Manage changes to project ecosystem
5. Transition project into organizational ecosystem
Description of Project ProductA unique form of product description is employed to secure user approval regarding the project’s scope and requirements, specify the customer’s quality standards, and establish the project’s acceptance criteria.A comprehensive depiction of the project’s primary products or results, encompassing the user’s quality expectations, along with the criteria and methods for project acceptance.
Quality StandardsAn explanation of the product’s required quality standard and the quality metrics that will be employed by the inspectors when assessing the final product.A depiction of the quality metrics used by quality control personnel and the specific standards a completed product must adhere to.
Quality Management CoreTwo elements:
1. Quality planning
2. Quality control
Three elements:
1. Quality planning
2. Quality control
3. The quality assurance
Risk Management FormulaContains the following five steps:

1. Identify
a) Identify context
b)Identify the risk

2. Assess
a) Estimate
b) Evaluate

3. Plan
4. Implement
5. Communicate
Contains 5 steps:

1. Identify
a) Define context and objectives
b) Identify threats and opportunities

2. Assess
a) Prioritize risks
b) Assess combined risk profile

3. Plan
4. Implement
5. Communicate
Risk Management Assisting Methods1. Risk Models
2. Expected monetary value
3. Probability impact grid
4. Expected value
5. Probability trees
6. Pareto analysis
7. Review lessons
8. Risk checklist
9. Brainstorming
10. Risk breakdown structure
1. Cause and effect diagram
2. Horizon scanning/ PESTLE/ SWOT analysis
3. Prompt lists
4. Pre-mortem analysis
5. Swiss cheese model
6. Use of data
Off-specificationSomething expected from the project but currently lacking (or expecting to be missing). This could be an absent deliverable or a product that falls short of its defined specifications.A product that will not meet its quality specifications.
Issue Management SupportNot mentioned1. Root cause analysis
2. Pareto analysis
3. Cause and effect analysis
4. Failure mode analysis
5. Five Whys
Progress Assessment Methods1. Milestone chart
2. S-curve
3. Earned value management
4. Burn charts
5. Kanban board
1. Dashboards
2. Daily Stand-ups
3. Earned value management
4. Peer review
5. Burn charts
6. Retrospectives
7. Kanban board
Process Structure Section1. Purpose
2. Objective
3. Context
4. Activities (detail of each activity follows with a separate graphical representation of each activity)
5. Tailoring guidelines
1. Purpose
2. Objectives
3. Context
4. Activities (detail of each activity follows – NO separate graphical representation of each activity)
5. Applying the process
a)General considerations
b)Tailoring roles in the process
6. Responsibilities
7. Application of the practices to this process
Project Initiation Tasks1. Appoint the executive and project manager
2. Capture previous lessons
3. Design and appoint the project management team
4. Prepare the outline business case
5. Select the project approach and assemble the project brief
6. Plan the initiation stage
1. Appoint the executive and project manager
2. Assess previous lessons
3. Appoint the project management team
4. Prepare the outline business case
5. Select the project approach
6. Assemble the project brief
7. Plan the initiation stage
8. Request project initiation
Project Direction Activities1. Authorize initiation
2. Authorize the project
3. Authorize a stage or exception plan
4. Give ad hoc direction
5. Authorize project closure
1. Authorize initiation
2. Authorize the project
3. Authorize a stage or exception plan
4. Give ongoing direction
5. Authorize project closure
Initiating Phase Activities1. Agree the tailoring requirements
2. Prepare the risk management approach
3. Prepare the quality management approach
4. Prepare the change control approach
5. Prepare the communication management approach
6. Set up the project controls
7. Create the project plan
8. Refine the business case
9. Assemble the project initiation documentation
1. Agree the tailoring requirements
2. Agree on the management approaches
3. Establish project controls
4. Create the project plan
5. Prepare the project plan
6. Prepare the full business case
7. Assemble the project initiation documentation
8. Request project authorization
Monitoring Stage Activities1. Escalate issues and risks
2. The report highlights
3. Take corrective action
4. Review the management stage status
5. Capture and examine issues and risks
6. Authorize a work package
7. Review work package status
8. Receive completed work package
1. Escalate issues and risks
2. The report highlights
3. Take corrective action
4. Evaluate stage status
5. Capture issues and risks
6. Authorize a work package
7. Evaluate work package status
8. Receive completed work package
Delivery Control Tasks1. Accept a work package
2. Execute a work package
3. Deliver a work package
1. Accept a work package
2. Execute a work package
3. Evaluate a work package
4. Notify work package completion
Activities in Managing a stage boundary1. Report management stage end
2. Update the business case
3. Update the project plan
4. Plan the next management stage
5. Produce an exception plan
1. Request the next stage
2. Evaluate the stage
3. Update the business case
4. Update the project plan
5. Prepare the next stage plan
6. Prepare exception plan
Stage Closure Duties1. Prepare planned closure
2. Prepare premature closure
3. Hand over products
4. Evaluate the project
5. Recommend project closure
1. Prepare planned closure
2. Prepare premature closure
3. Confirm project acceptance
4. Evaluate the project
5. Request project closure

Conclusion

This table has explained the significant differences between the 7th and 6th editions of PRINCE2 certification exquisitely. Now, as an individual or as an organization, if you have already implemented PRINCE2 in previous versions and now looking to upgrade to PRINCE2 7, then Spoclearn can be your ideal partner to achieve the required transformation with PRINCE2 7 Foundation Training and PRINCE2 7 Practitioner Training and any PRINCE2 consulting related services.

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