0.0.8.2 TenStep Prozess und PMBOK 2004
Jede Methode hat ihren eigenen Stil, die Prozesse, Prozeduren, besten Vorgehensweisen und Vorlagen, die zu erfolgreichem Projektmanagement erforderlich sind, darzulegen. Wenn Sie sich diese etwas genauer ansehen, werden Sie viele Ähnlichkeiten feststellen, aber es gibt auch Unterschiede – nicht so sehr, weil die Meinungen grundsätzlich auseinandergehen, sondern eher, weil unterschiedliche Schwerpunkte gelegt werden. Es gibt beispielsweise einige Methoden, in denen die Aufstellung des Pflichtenhefts zu den Projektmanagement-Prozessen gezählz wird. Im Ansatz des TenStep Prozesses wird zwar anerkannt, dass dies ein wertvoller Prozess ist, doch er wird als Bestandteil des Projekts an sich verstanden, nicht als Teil des Projektmanagement-Überbaus. Wenn eine große Menge an Arbeit in eine Vielzahl von Phasen aufgespalten wird, konzentriert sich unter Umständen ein ganzes Projekt auf die Aufstellung des Pflichtenhefts, und ein weiteres Projekt vielleicht auf die Phasen Design und Konstruktion. Im zweiten Projekt müsste dann gar kein Pflichtenheft erstellt werden.
Eines der bekanntesten Projektmanagement-Modelle ist der Project Management Body of Knowledge (PMBOK®), der Standard, den das Project Management Institute (PMI) vorgibt. Der PMBOK® enthält eine Menge wertvolle Informationen und umfasst im Prinzip alle Prozesse, die die Methode von TenStep beinhaltet. Hinsichtlich der Verpackung und der Schwerpunkte gibt es allerdings einige Unterschiede. Der PMBOK® bietet eine Grundbasis der Wissensgebiete, die ein Projektmanagement zu seinem Erfolg beherrschen muss, doch er ist keine Methode, die man direkt zum Managen eines Projekts anwenden kann. Er enthält beispielsweise Informationen, doch keine Prozeduren, Definitionen, doch nicht unbedingt beste Vorgehensweisen oder Techniken. Man findet darin Inputs und Outputs, doch diese sind im Hinblick auf die konkrete Praxis des Projektmanagements nicht unbedingt anwendbar
Andererseits steht nichts, was im TenStep Projektmanagement-Prozess veröffentlicht wird, in direktem Widerspruch zum PMBOK®, wenn auch stellenweise eine unterschiedliche Terminologie verwendet wird. Da der PMBOK® vielen Lesern des TenStep Prozesses vertraut ist (und viele von Ihnen ein PMP®-Zertifikat besitzen), werden in diesem Abschnitt die Wissensgebiete und Projektmanagement-Prozesse des PMBOK® dargelegt, gemeinsam mit den analogen Prozessen im TenStep Projektmanagement-Prozess.
Leser, die gerne das PMBOK® Modell als Grundlage für Ihre Projektmanagement-Prozesse verwenden möchten, können zuallererst unter www.TenStepPB.com die Seite TenStep PB (PMNOK® Framework) einsehen. In diesem Produkt wird der gesamte Inhalt des TenStep Projektmanagement -Prozesses in das vollständige PMBOK® Modell integriert.
| Project Management Body of Knowledge (PMBOK®) 2004 | TenStep Project Management Process |
| 4. Project Integration Management | |
| 4.1 Develop Project Charter | Some elements of the PMBOK Charter (authorization) are in the TenStep Project Definition, which is created in 1.0 Define the Work. Other elements of identifying and authorizing the project are considered out of the scope of the project management process and are included in PortfolioStep Portfolio Management Framework (www.PortfolioStep.com). |
| 4.2 Develop Preliminary Project Scope Statement | 1.0 Define the Work - the elements of the PMBOK® Project Scope Statement (work and deliverables) are in the TenStep process Project Definition |
| 4.3 Develop Project Management Plan | The Project Management Plan contains all the documentation and processes that are required to direct, manage, monitor and control the project. In The TenStep process, this would include the Project Definition and Project Management Procedures from 1.0 Define The Work, as well as the workplan from 2.0 Build the Workplan and Budget. |
| 4.4 Direct and Manage Project Execution | This is the execution of the Project Management Plan. The setup of the various components of the Project Management Plan is covered in the TenStep process sections 3.0 through 10.0. |
| 4.5 Monitor and Control Project Work | These concepts are covered in the TenStep process 3.0 through 10.0 as part of the overall management of the project. |
| 4.6 Integrated Change Control | 5.0 Manage Scope Change |
| 4.7 Close Project | Not a part of the base TenStep process, but included in the 20.0 Related Topics. Project closure is considered part of the project - related to project management, but not a core component. |
| 5. Project Scope Management | |
| 5.1 Scope Planning | 1.0 Define the Work - the Scope Management Plan is a part of the Project Management Procedures |
| 5.2 Scope Definition | 1.0 Define the Work - the Scope Definition content is a part of the Project Definition document in the TenStep process |
| 5.3 Create WBS | 2.0 Build the Workplan and Budget - the WBS is part of the process for building a workplan |
| 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 |
| 5.5 Scope Control | 5.0 Manage Scope |
| 6. Project Time Management | |
| 6.1 Activity Definition | Defining the low-level activities are a part of TenStep process 2.0 Build the Workplan and Budget. The TenStep process refers to the PMBOK® term "schedule" as a project "workplan" |
| 6.2 Activity Sequencing | 2.0 Build the Workplan and Budget |
| 6.3 Activity Resource Estimating | 2.0 Build the Workplan and Budget |
| 6.4 Activity Duration Estimating | 2.0 Build the Workplan and Budget |
| 6.5 Schedule Development | 2.0 Build the Workplan and Budget |
| 6.6 Schedule Control | 3.0 Manage the Workplan and Budget |
| 7. Project Cost Management | |
| 7.1 Cost Estimating | 2.0 Build the Workplan and Budget |
| 7.2 Cost Budgeting | 2.0 Build the Workplan and Budget |
| 7.3 Cost Control | 3.0 Manage the Workplan and Budget |
| 8. Project Quality Management | |
| 8.1 Quality Planning | 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 Human Resource Planning | 1.0 Define the Work – project level structure, within the context of organizational structure. Organizational staffing plans are created as part of portfolio management (www.PortfolioStep.com) |
| 9.2 Acquire Project Team | 2.0 Build the Workplan and Budget – in regards to assigning project resources, Organizational staffing plans are created as part of portfolio management (www.PortfolioStep.com) |
| 9.3 Develop Project Team | These soft-skills are not a part of the TenStep process, but are commented on widely in the Extended Library for Licensed Users |
| 9.4 Manage Project Team. | These soft-skills are not a part of the TenStep process, but are commented on widely in the 20.0 Related Topics and the Extended Library for Licensed Users |
| 10. Communications Planning | |
| 10.1 Communications Planning | 6.0 Manage Communication |
| 10.2 Information Distribution | 6.0 Manage Communication 8.0 Manage Documentation |
| 10.3 Performance Reporting | 6.0 Manage Communication |
| 10.4 Manage Stakeholders | 6.0 Manage Communication |
| 11. Project Risk Management | |
| 11.1 Risk Management Planning | 1.0 Define the Work |
| 11.2 Risk Identification | 1.0 Define the Work |
| 11.3 Qualitative Risk Analysis | 1.0 Define the Work |
| 11.4 Quantitative Risk Analysis | 1.0 Define the Work |
| 11.5 Risk Response Planning | 1.0 Define the Work |
| 11.6 Risk Monitoring and Control | 7.0 Manage Risks |
| 12. Project Procurement Management | |
| 12.1 Plan Purchases and Acquisitions 12.2 Plan Contracting 12.3 Request Seller Responses 12.4 Select Sellers 12.5 Contract Administration 12.6 Contract Closure | Procurement is not emphasized in the TenStep process because of the belief that in most organizations, this process tends to be the responsibility of a separate Procurement / Contracts Department. The project manager may execute parts of the process, but they do not own the process. In fact, most organizations want the project manager involved with putting together the contract requirements for vendors on a project, but the project manager is not responsible for the procurement process. Information on the procurement process is part of 20.0 Related Topics. |
| Other | Other |
| Issues management is not an emphasis of the PMBOK®. The PMBOK® does refer to issues as problems that can keep a team from reaching its goals, and identifies safety issues, performance issues, compliance issues, etc. The problem-solving techniques referred to in the TenStep process 4.0 Manage Issues, are referred to in the PMBOK® in the context of resolving quality problems. | 4.0 Manage Issues. Issues are major problems that can impede the project but are outside the total control of the project team. |
| Document management is mentioned as a part of 10.2 Information Distribution, but is not emphasized | 8.0 Manage Documents. This is considered a major area of responsibility for project managers, specifically on large projects. If document management plans are not created early in a project, documentation will quickly become overwhelming and the team will no be able to effectively share written information. |
