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A6.1 The TenStep Process Mapped to the PMBOK® Guide Process Groups
(A6.1.P1)
Every methodology 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.
In fact, PMI has stated in a 2004 issue of PMNetwork magazine that “The PMBOK® Guide is not a methodology, a how-to or a specific set of procedures.” For instance, there is information, but no procedures. There are definitions, but not necessarily best practices or techniques. There are inputs and outputs, but these are not necessarily practical from the standpoint of actually managing a project.
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 PMPs®) 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.
Readers that would like to utilize the PMBOK® Guide model as the basis for their project management process can 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.
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Project Management Body of Knowledge (PMBOK® Guide) Third Edition |
TenStep Project Management Process |
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4. Project Integration Management |
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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. |
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4.2 Develop Preliminary Project Scope Statement |
Most of the elements of the PMBOK® Guide Scope Statement are in the TenStep Project Charter document that is created in 1.0 Define the Work. |
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4.3 Develop Project Management Plan |
The Project Managedment Plan is referenced in TenStep Step 1.0 Define the Work. |
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4.4 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 Change, etc. |
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4.5 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 3.0 Manage the Schedule and Budget. |
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4.6 Integrated Change Control |
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4.7 Close Project |
Kicking off and closing a project are a part of the overall 3.0 Manage the Schedule and Budget. |
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5. Project Scope Management |
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5.1 Scope Planning |
1.0 Define the Work - the Scope Management Plan is a part of the Project Management Plan. |
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5.2 Scope Definition |
1.0 Define the Work - the Scope Definition content is a part of the Project Charter document. |
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5.3 Create WBS |
2.0 Build the Schedule and Budget - the WBS is part of the process for building a schedule. |
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5.4 Scope Verification |
This sub-process involves client 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. 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. |
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5.5 Scope Control |
Scope change management is a part of 5.0 Manage Change. |
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6. Project Time Management |
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6.1 Activity Definition |
Defining the low-level activities are a part of TenStep process 2.0 Build the Schedule and Budget. |
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6.2 Activity Sequencing |
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6.3 Activity Resource Estimating |
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6.4 Activity Duration Estimating |
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6.5 Schedule Development |
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6.6 Schedule Control |
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7. Project Cost Management |
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7.1 Cost Estimating |
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7.2 Cost Budgeting |
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7.3 Cost Control |
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8. Project Quality Management |
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8.1 Quality Planning |
The Quality Management Plan is created as a part of the Project Management Plan created in 1.0 Define the Work. |
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8.2 Perform Quality Assurance |
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8.3 Perform Quality Control |
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9. Human Resources Management |
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9.1 Human Resource Planning |
1.0 Define the Work – Staffing for the project is described in the Project Charter - organizational structure. |
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9.2 Acquire Project Team |
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9.3 Develop Project Team |
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9.4 Manage Project Team. |
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10. Communications Planning |
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10.1 Communications Planning |
The creation of the Communication Management Plan is a part of the Project Management Plan in 1.0 Define the Work. |
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10.2 Information Distribution |
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10.3 Performance Reporting |
Much of the performance data is collected in 3.0 Manage the Schedule. The information is reported in 6.0 Manage Communication. |
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10.4 Manage Stakeholders |
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. |
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11. Project Risk Management |
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11.1 Risk Management Planning |
The Risk Management Plan is a part of 1.0 Define the Work. |
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11.2 Risk Identification |
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11.3 Qualitative Risk Analysis |
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11.4 Quantitative Risk Analysis |
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11.5 Risk Response Planning |
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11.6 Risk Monitoring and Control |
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12. Project Procurement Management |
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12.1 Plan Purchases and Acquisitions |
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12.2 Plan Contracting |
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12.3 Request Seller Responses |
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12.4 Select Sellers |
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12.5 Contract Administration |
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12.6 Contract Closure |
Closing the project is a part of 3.0 Manage the Schedule and Budget |
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Other |
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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. |
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The PMBOK® Guide does not place major emphasis on collecting data during the project for process improvement or for declaring project success. |
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(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.
If an organization would like to utilize the PMBOK® Guide as the basis for their project management process can 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.
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