the tenstep process mapped to the pmbok process groups

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TenStep Process Mapped to the PMBOK Process Groups

4/12/2011 8:47:36 PM//www.tenstep.com/open/A6.1CompareTStoPMBOK.html

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A6.1 Comparison of the TenStep Process to the PMBOK® Guide Fourth Edition

(A6.1.P1)

Every project management model has its own way of laying out the processes, procedures, best practices and

templates required to successfully manage projects. If you look at them in more detail, you start to see many

similarities. Differences are present as well; not so much major disagreements as differences in emphasis

One of the best known project management models is the Project Management Body of Knowledge (PMBOK®

Guide), which is the standard put forward by the Project Management Institute (PMI). The PMBOK® Guide

contains a lot of valuable information and includes most all of the processes that the TenStep process contains.

However, there is a difference in the packaging and emphasis. The PMBOK® Guide provides a basic foundation of

the knowledge areas required for a project manager to be successful, but is not a methodology that you can

utilize to manage a project directly.

On the other hand, there is nothing that is published in the TenStep Project Management Process that directly

contradicts the PMBOK® Guide. Since many readers of the TenStep process are familiar with the PMBOK® Guide

(and many are PMP® certified) this section provides a mapping of the knowledge areas and project management

processes within the PMBOK® Guide, with the corresponding processes within the TenStep Project Management

Process.

The TenStep process is published in two models. The first model contains the project management processes

within the “ten steps” view. This is the classic way that TenStep was originally published in 2000. In addition, thisexact same content is also published in a process group view that better aligns to the PMBOK® Guide . Either

model can be used to successfully manage a project. Both models contain the exact same content - only the

presentation is different.

Readers that would like to utilize the PMBOK® Guide model as the basis for their project management process

can also review TenStep PB Framework, available at www.TenStepPB.com. This product incorporates all of the

content of the TenStep Project Management Process into the full PMBOK® Guide model.

Project Management Body of Knowledge

(PMBOK® Guide) Fourth Edition

TenStep Project Management Process

4. Project Integration Management

4.1 Develop Project Charter The PMBOK® Guide Charter contains information to authorize

the project. The TenStep process uses the Charter to define

the work and begin project execution.

4.2 Develop Project Management Plan The Project Management Plan is referenced in TenStep Step

1.0 Define the Work .

4.3 Direct and Manage Project Execution This is the execution of the Project Management Plan. The

execution of the project schedule is contained in 3.0 Manage

the Schedule and Budget. Each portion of the Project

Management Plan is executed in the respective TenStep

Process such as 4.0 Manage Issues, 5.0 Manage Scope, etc.

4.4 Monitor and Control Project Work This is the monitoring and controlling of the Project

Management Plan. The monitoring and controlling of the

project is contained in all of the "manage" steps 4 .0 through

10.0.

4.5 Perform Integrated Change Control 3.0 Manage Schedule and Budget. Step 3 is the TenStep

integration point, following the philosophy that all of the

project work is integrated in the schedule.

4.6 Close Project or Phase Kicking off and closing a project are a part of the overall 90.0

Close Project.

5. Project Scope Management

5.1 Collect Requirements 5.0 Manage Scope

5.2 Define Scope 1.0 Define the Work - the Scope Definition content is a part

of the Project Charter document.

5.3 Create WBS 2.0 Build the Schedule and Budget - the WBS is part of the

process for building a schedule.

TenStep Menu

Want more information about the TenStep method?

Then you should check out these pages:

Switch to Process View

How to Navigate

Welcome Page

Initiate

Plan

1.0 Define the Work

2.0 Build the Schedule and Budget

Manage

3.0 Manage the Schedule and Budget

4.0 Manage Issues

5.0 Manage Scope

6.0 Manage Communication

7.0 Manage Risk

8.0 Manage Human Resources

9.0 Manage Quality and Metrics

10.0 Manage Procurement

Close

TenStep Resources





5.4 Verify Scope This process involves c lient inspection and approval of major

deliverables. In the TenStep process, this is considered part

of Quality Control and Acceptance Criteria, both of which are

a part of 9 .0 Manage Quality and Metrics. The actual

verification could be a part of the completion of a milestone

review, which is a part of 3 .0 Manage the Schedule and

Budget.

5. 5 Control Scope Scope change management is a part of 5.0 Manage Scope.

6. Project Time Management

6.1 Define Activit ies Defining the low-level act ivit ies is a part of TenStep process

2.0 Build the Schedule and Budget.

6.2 Sequence Activities 2.0 Build the Schedule and Budget

6.3 Estimate Activity Resources 2.0 Build the Schedule and Budget

6.4 Estimate Activity Durations 2.0 Build the Schedule and Budget

6.5 Develop Schedule 2.0 Build the Schedule and Budget

6.6 Control Schedule 3.0 Manage the Schedule and Budget

7. Project Cost Management

7.1 Estimate Costs 2.0 Build the Schedule and Budget

7.2 Determine Budget 2.0 Build the Schedule and Budget

7.3 Control Costs 3.0 Manage the Schedule and Budget

8. Project Quality Management

8 .1 Plan Quality The Quality Management Plan is created as a par t of the

Project Management Plan created in 1.0 Define the Work .

8.2 Perform Quality Assurance 9.0 Manage Quality and Metrics

8.3 Perform Quality Control 9.0 Manage Quality and Metrics

9. Human Resources Management

9.1 Develop Human Resource Plan 8.0 Manage Human Resources

9.2 Acquire Project Team 8.0 Manage Human Resources

9.3 Develop Project Team 8.0 Manage Human Resources

9.4 Manage Project Team. 8.0 Manage Human Resources

10. Communications Planning

10.1 Identify Stakeholders Part of 1.0 Define the Work .

10.2 Plan Communications The creation of the Communication Management Plan is a

part of the Project Management Plan in 1.0 Define the Work .

10.3 Distribute Information 6.0 Manage Communication.

10.4 Manage Stakeholder Expectations Stakeholder Analysis is a part of 1 .0 Define the Work . The

Communication Management Plan for each stakeholder group

is a part of 1.0 Define the Work .

10.5 Report Performance Much of the performance data is collected in 3 .0 Manage theSchedule. The information is reported in 6.0 Manage

Communication.

11. Project Risk Management

11.1 Plan Risk Management The Risk Management Plan is created as a part of the Project

Management Plan created in 1 .0 Define the Work .

11.2 Identify Risks 7.0 Manage Risks

11.3 Perform Qualitative Risk Analysis 7.0 Manage Risks

11.4 Perform Quantitative Risk Analysis 7.0 Manage Risks

11.5 Plan Risk Responses 7.0 Manage Risks

11.6 Monitor and Control Risks 7.0 Manage Risks

12. Project Procurement Management

12.1 Plan Procurements The Procurement Management Plan is created as a part of

the Project Management Plan created in 1 .0 Define the Work .

12.2 Conduct Procurements 10.0 Manage Procurement

12.3 Administer Procurements 10.0 Manage Procurement

12.4 Close Procurements 10.0 Manage Procurement

Other





Issues. Issues management is not emphasized

in the PMBOK® Guide. The PMBOK® Guide

does refer to issues as problems that can

keep a team from reaching its goals, and

identifies safety issues, performance issues,

compliance issues, etc. Issues can come up in

9.0 Managing Quality, 8.0 Managing Human

Resources and elsewhere.

4.0 Manage Issues. Issues are major problems that can

impede the project but are outside the total control of the

project team.

Metrics. The PMBOK® Guide does not place

major emphasis on collecting data during the

project for process improvement or for

declaring project success.

9.0 Manage Quality and Metrics

(A6.1.P2)

The TenStep process can be fully mapped to the nine PMBOK® Guide Knowledge Areas and the five PMBOK®

Guide Process Groups. The table below represents a view for how the TenStep process covers each element of

the PMBOK® Guide when viewed by process group. The TenStep process is easier to understand because it is

developed in a process framework already, instead of the knowledge areas as the PMBOK® Guide is .





Knowledge Area

ProcessesInitiating Planning Executing

Monitor /

ControllingClosing

Integration4.1Develop Project

Charter (1.1.3.2)

4.2 Develop Project

Management Plan (1.1.3.P7)

4.3 Direct and Manage

Project Execution

(3.0.1.1)

4.4Monitor and

Control Project Work

(3.0.1.2)

4.5Perform Integrated

Change Control

(3.0.1.3)

4.8 Close Project or

Phase (90.0)

Scope

5.1 Collect Requirements

(5.0.4)

5.2 Define Scope (5.0.1)

5.3 Create WBS (2.1A.5)

5.4Verify Scope (5.0.6)

5.5Control Scope

(5.1.3.P1)

Time

6.1 Define Activities (2.1A.5)

6.2 Sequence Activities

(2.1A.P6)

6.3 Estimate Activity

Resources (2.1A.P7)

6.4 Estimate Activity

Durations (2.1A .P8)

6.5 Develop Schedule

(2.1A.P9)

6.6Control Schedule

(3.1A.3.P2)

Cost

7.1 Estimate Costs (2.1B .P5)

7.2 Determine Budget

(2.1B.P6)

7.3Control Costs

(3.1B.3.P1)

Quality 8.1 Plan Quality (9.1.3.P2)8.2 Perform Quality

Assurance (9.1.3.P3)

8.3Perform Quality

Control (9.1.3.P4)

Human Resource 9.1 Develop Human

ResourcePlan (8.1.1)

9.2 Acquire Project

Team (8.1.2)

9.3 Develop Project

Team (8.1.3)

9.4 Manage Project

Team (8.1.4)

Communications

10.1 Identify

Stakeholders

(0.0.1)

10.2 Plan Communications

(6.1.3.P2)

10.3 Distribute

Information (6.1.3.P3)

10.4 Manage

Stakeholder

Expectations (6.1.1.1)

10.5 Report

Performance (6.1.3.P5)

Risk

11.1 Plan Risk Management

(7.1.2.P2)

11.2 Identify Risks (7.1.2.P3)

11.3 Perform Qualitative

Risk Analysis (7.1.2.P4)

11.4 Perform Quantitative

Risk Analysis (7.1.2.P5)

11.5 Plan Risk Responses

(7.1.2.P6)

11.6 Monitor and

Control Risks

(7.1.2.P7)

Procurement 12.1 Plan Procurements

(10 .1.P1)

12.2 Conduct

Procurements

(10.1.P5)

12.3 Administer

Procurements

(10.1.P6)

12.4 Close

Procurements

(90.0.P2)

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