The TenStep Process Mapped to the PMBOK Process Groups

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.

The TenStep Process can be mapped into process groups similar to the PMBOK® Guide.

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. 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 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 publiched in 2000. In addition, this exact 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 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 Managedment 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 Change, 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	5.0 Manage Change
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	1.0 Define the Work - the high level project and product requirements are collected and used as input into the Project Charter and Project Management Plan.
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.
5.4 Verify Scope	This 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.
5.5 Control Scope	Scope change management is a part of 5.0 Manage Change.
6. Project Time Management
6.1 Define Activities	Defining the low-level activities are 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 part of the Project Management Plan created in 1.0 Define the Work.
8.2 Perform Quality Assurance	9.0 Manage Quality
8.3 Perform Quality Control	9.0 Manage Quality
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 the Schedule. The information is reported in 6.0 Manage Communication.
11. Project Risk Management
11.1 Plan Risk Management	7.0 Manage Risks
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	TenStep Extension - Project Procurement
12.2 Conduct Procurements	TenStep Extension - Project Procurement
12.3 Administer Procurements	TenStep Extension - Project Procurement
12.4 Close Procurements	TenStep Extension - Project Procurement
Other
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.
The PMBOK® Guide does not place major emphasis on collecting data during the project for process improvement or for declaring project success.	10.0 Manage 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.

TenStep "Steps"	PMBOK® Guide Process Groups PMBOK® Guide Knowledge Area Numbers are in Red
TenStep "Steps"	Initiating	Planning	Executing	Monitor / Controlling	Closing
1.0 Define the Work	1.1.3,P4 Develop Project Charter (4.1)	1.1.3.P5 Develop Project Management Plan (4.2) 1.1.3.P2 Collect Requirements (5.1) 1.1.3.P3 Define Scope (5.2) 1.1.3.2 Identify Stakeholders (10.1)		1.1.3.P4 Verify Scope (5.4)
2.0 Build Schedule and Budget		2.1A.P5 Create WBS (5.3) 2.1A.P5 Define Activities (6.1) 2.1A.P6 Sequence Activities (6.2) 2.1A.P7 Estimate Activity Resources (6.3) 2.1A.P8 Estimate Activity Durations (6.4) 2.1B.P5 Estimate Costs (7.1) 2.1A.P9 Develop Schedule (6.5) 2.1B.P6 Determine Budgets (7.2)
3.0 Manage Schedule and Budget			3.1A.3.P4 Direct and Manage Project Execution (4.3)	3.1A.3.P3 Monitor and Control Project Work (4.4) 3.1A.3.P2 Control Schedule (6.6) 3.1B.3.P1 Control Costs (7.3)
4.0 Manage Issues
5.0 Manage Change				5.1.3.2 Perform Integrated Change Control (4.5) 5.1.3.P1 Control Scope (5.5)
6.0 Manage Communication		6.1.3.P2 Plan Communications (10.2)	6.1.3.P3 Distribute Information (10.3) 6.1.1.1 Manage Stakeholder Expectations (10.4)
7.0 Manage Risk		7.1.2.P2 Plan Risk Management (11.1) 7.1.2.P3 Identify Risks (11.2) 7.1.2.P4 Perform Qualitative Risk Analysis (11.3) 7.1.2.P5 Perform Quantitative Risk Analysis (11.4) 7.1.2.P6 Plan Risk Response (11.5)		7.1.2.P7 Monitor and Control Risks (11.6)
8.0 Manage Human Resources		8.1.1 Develop Human Resources Plan (9.1)	8.1.2 Acquire Project Team (9.2) 8.1.3 Develop Project Team (9.3) 8.1.4 Manage Project Team (9.4)
9.0 Manage Quality		9.1.3.P2 Plan Quality (8.1)	9.1.3.P3 Perform Quality Assurance (8.2)	9.1.3.P4 Perform Quality Control (8.3)
10.0 Manage Metrics
90.0 Close Project					90.0 Close Project (4.7)
TenStep Extension – Project Procurement		1.1.3.1 Plan Procurements (12.1)	1.1.3.2 Conduct Procurements (12.2)	3.1A.3.P7 Administer Procurements (12.3)	90.0.P2 Contract Closure (12.4)

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

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