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In today’s world, project management is a rapidly developing area. The various models and frameworks available to implement a project vary according to the nature of the project. However, not all of them are applicable to all types of projects. This paper describes a project management framework, PRICM, which is a combination of CMMI, PRINCE2 and PMBOK. The framework integrates these three technologies. Key process areas of CMMI are aligned with PRINCE2 while tools and techniques are taken from PMBOK. The already available framework of PRINCE2 was used as a guide in developing a new one. Research was done to make a new framework for project management that can be used to handle projects of various nature and sizes.
Nida Waheed. 2014. \u201cPRICM a A Framework for Project Management\u201d. Global Journal of Computer Science and Technology - C: Software & Data Engineering GJCST-C Volume 14 (GJCST Volume 14 Issue C4): .
Crossref Journal DOI 10.17406/gjcst
Print ISSN 0975-4350
e-ISSN 0975-4172
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Total Score: 108
Country: Pakistan
Subject: Global Journal of Computer Science and Technology - C: Software & Data Engineering
Authors: Nida Waheed, Athar Mohsin, Dr. Sarmad Sadik (PhD/Dr. count: 1)
View Count (all-time): 311
Total Views (Real + Logic): 8880
Total Downloads (simulated): 2397
Publish Date: 2014 07, Sat
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In today’s world, project management is a rapidly developing area. The various models and frameworks available to implement a project vary according to the nature of the project. However, not all of them are applicable to all types of projects. This paper describes a project management framework, PRICM, which is a combination of CMMI, PRINCE2 and PMBOK. The framework integrates these three technologies. Key process areas of CMMI are aligned with PRINCE2 while tools and techniques are taken from PMBOK. The already available framework of PRINCE2 was used as a guide in developing a new one. Research was done to make a new framework for project management that can be used to handle projects of various nature and sizes.
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