A6.1 Comparison of the TenStep Process to the PMBOK® Guide Fifth 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, 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 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.

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fifth 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 Work

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 Plan Scope Management

5.1.3.1 Create Scope Management Plan

5.2 Collect Requirements

5.1.3.3 Collect Requirements

5.3 Define Scope

1.0 Define the Work - the Scope Definition content is a part of the Project Charter document.

5.4 Create WBS

2.0 Build the Schedule and Budget - the WBS is part of the process for building a schedule.

5.5 Validate Scope

This process involves customer 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.

5.6 Control Scope

Scope change management is a part of 5.0 Manage Scope.

6. Project Time Management

6.1 Plan Schedule Management

6.1.3.1 Create Schedule Management Plan

6.2 Define Activities

Defining the low-level activities is a part of TenStep process 2.0 Build the Schedule and Budget.

6.3 Sequence Activities

2.0 Build the Schedule and Budget

6.4 Estimate Activity Resources

2.0 Build the Schedule and Budget

6.5 Estimate Activity Durations

2.0 Build the Schedule and Budget

6.6 Develop Schedule

2.0 Build the Schedule and Budget

6.7 Control Schedule

3.0 Manage the Schedule and Budget

7. Project Cost Management

7.1 Plan Cost Management

2.1B.3 Create Cost Management Plan

7.2 Estimate Costs

2.0 Build the Schedule and Budget

7.3 Determine Budget

2.0 Build the Schedule and Budget

7.4 Control Costs

3.0 Manage the Schedule and Budget

8. Project Quality Management

8.1 Plan Quality Management

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 and Metrics

8.3 Quality Control

9.0 Manage Quality and Metrics

9. Human Resources Management

9.1 Plan Human Resource Management

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. Project Communications Management

10.1 Plan Communications Management

The creation of the Communication Management Plan is a part of the Project Management Plan in 1.0 Define the Work.

10.2 Manage Communications

6.0 Manage Communication.

10.3 Control Communications

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 Control Procurements

10.0 Manage Procurement

12.4 Close Procurements

10.0 Manage Procurement

13. Project Stakeholder Management

13.1 Identify Stakeholders

0.0.1 Identify Stakeholders

13.2 Plan Stakeholder Management

6.1.3.1 Create Stakeholder Management Plan

13.3 Manage Stakeholder Engagement

6.1.1.1 Manage and Control Stakeholder Expectations

13.4 Control Stakeholder Engagement

6.1.1.1 Manage and Control Stakeholder Expectations

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 ten 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 Processes

Initiating

Planning

Executing

Monitor / Controlling

Closing

Integration

4.1 Develop Project Charter (1.1.3.2)

4.2 Develop Project Management Plan (1.1.3.P7)

4.3 Direct and Manage Project Work (3.0.1.1) 

4.4 Monitor and Control Project Work (3.0.1.2)

4.5 Perform Integrated Change Control (3.0.1.3)

4.8 Close Project or Phase (90.0)

Scope

 

5.1 Plan Scope Management (5.1.3.1)

5.2 Collect Requirements (5.1.3.3)

5.3 Define Scope (5.0.1)

5.4 Create WBS (2.1A.5)

 

5.5 Validate Scope (5.1.3.4)

5.6 Control Scope (5.1.3.P2) 

 

Time

 

6.1 Plan Schedule Management (2.1A.7)

6.2 Define Activities (2.1A.5)

6.3 Sequence Activities (2.1A.P6)

6.4 Estimate Activity Resources (2.1A.P7)

6.5 Estimate Activity Durations (2.1A.P8)

6.6 Develop Schedule (2.1A.P9) 

 

6.7 Control Schedule (3.1A.3.P2)

 

Cost

 

7.1 Plan Cost Management (2.1B.3)

7.2 Estimate Costs (2.1B.P5)

7.3 Determine Budget (2.1B.P6)

 

7.4 Control Costs (3.1B.3.P1)

 

Quality

 

8.1 Plan Quality Management (9.1.3.P2)

8.2 Perform Quality Assurance (9.1.3.P3)

8.3 Quality Control (9.1.3.P4)

 

Human Resource

 

9.1 Plan Human Resource Management (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 Plan Communications Management (6.1.3.P2)

10.2 Manage Communications (6.0)

 

10.3 Control Communications (6.0)

 

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 Procurement Management (10.1.P1)

12.2 Conduct Procurements (10.1.P5)

12.3 Control Procurements (10.1.P6)

12.4 Close Procurements (90.0.P2)

Stakeholders

13.1 Identify Stakeholders (0.0.1) 

13.2 Plan Stakeholder Management (6.1.3.1)

13.3 Manage Stakeholder Engagement (6.1.1.1 )

13.4 Control Stakeholder Engagement

(6.1.1.1 )

 

PMP, PMI, and PMBOK are registered marks of the Project Management Institute, Inc.

[Previous - A6 Compare the TenStep Process]  [Next - A6.2 Comparison of TenStep to Agile]