Aivaras Simonaitis, Mindaugas Daukšys, Jūratė Mockienė

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

  • Building and Construction
  • Civil and Structural Engineering
  • Architecture
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Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

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