A5 TenStep Process Model

There are a number of key points in the TenStep Process Model.

The "Steps" do not Imply a Sequential Order (A5.P1)

It is important to recognize that the ten steps of the TenStep methodology do not imply a sequential progression. It is true that you must define and plan the project before you can manage it. So, steps 1.0 and 2.0 would be done before the rest. However, the applicable activities in steps 3.0 through 10.0 are done in parallel.

Step 3 is the Key Integration Step (A5.P2)

Once the project is executing, all of the project management processes are integrated in Step 3.0 Manage the Schedule and Budget. The integration occurs here because of an overriding philosophy of the TenStep process – “What’s in the schedule gets done!” In other words, all of the work of the project should be in the schedule, and if an activity is not in the schedule, it should not be worked on.

The schedule is the focal point of managing the project, and all the project management processes are integrated in the schedule. You should have activities and time allocated in your schedule for communicating, managing scope, updating the schedule and all other project management activities. The integration occurs when the project management processes touch each other, as well as when the project management and project life cycle activities overlap. Consider the following examples:

All project work should be reflected in the schedule and the budget. Therefore, this step is where the project is managed and controlled, and it is the place where all of the project life cycle and project management activities are planned, executed, tracked and integrated.

The Higher Steps do Imply More Project Management Sophistication (A5.P3)

The higher steps of the TenStep process do imply a higher level of project management sophistication. For instance, smaller projects do not necessarily need to manage risk (step 7.0) since a small project typically does not have enough risk to worry about. Likewise, the work required to manage quality (step 9.0) and manage a metrics process (step 10.0) normally means that you don’t do as much in those areas for small and medium-sized projects.

TenStep Does Not Include the Project Life Cycle (A5.P4)

The project management methodology is an umbrella under which the rest of the project work gets done. Remember that project management is what facilitates a project being successful - it is not the project itself. The work of the project is referred to as the “life cycle”. Regardless of the type of work, the life cycle typically follows a process that includes analysis, design, construct, test and implement (or one of many other project life cycles). Again, while recognizing the importance of understanding the process needed to produce the project deliverables, this area is outside the scope of the TenStep process. (The life cycle is explained in detail in the LifecycleStep product at www.LifecycleStep.com.)

TenStep Does Not Include the Gathering of Detailed Requirements (A5.P5)

Some methodologies include the gathering of business requirements to be part of the project management process. The TenStep Project Management Process includes enough high-level analysis so that the Project Charter document can be prepared. Otherwise, the formal analysis/business requirements phase is considered part of the project life cycle and is out of the scope of the project management process. (See the LifecycleStep product at www.LifecycleStep.com for more details on the Analysis Phase.)

Procurement is Important on Some Projects, but is not a Separate "Step" (A5.P6)

Some methodologies include work with vendors and contracts to be a key part of the project management process. In the TenStep process, procurement is seen as important, but not as important as the other processes defined in the TenStep methodology. In larger projects, the project manager needs to understand more and more about procurement and vendor management. However, it is also true that most companies have specialized Purchasing and Legal departments that tend to have primary responsibly for vendor management.

The need to procurement and vendor management is also dependent on your company and industry. Project managers on IT projects tend to have less responsibility in these areas. In other industries like construction, the project manager may have total responsibility.

The Project Funding Process is Not Included in TenStep (A5.P7)

It is assumed for the purposes of the TenStep process that the necessary funding and staffing have been approved for the project. Every organization has some process that they use to surface ideas, prioritize them and fund them. The TenStep process does not include this up-front work and it is not considered part of the project management process  (TenStep, Inc. has developed a methodology for this called PortfolioStep). The TenStep process starts at the point in time when a project is being formally defined and a project manager has been assigned. It is assumed that the business justification, funding and resource approval have already been completed.

The Project Officially Begins When a Project Manager is Assigned (A5.P8)

Typically the first job of the project manager is to formally define the work using a Project Charter document and build the schedule and budget. This definition for the project start-date still applies even if the formal project manager does not complete the Project Charter and schedule (they may have been completed ahead of time). Remember that project management is a role. Whoever completes the Project Charter and schedule is filling the role of the project manager, even if another person is assigned to the formal role at a later time.

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