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8/3/2019 The TenStep Process Mapped to the PMBOK Process Groups
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Page 1TenStep Process Mapped to the PMBOK Process Groups
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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
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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
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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 .
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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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