0.0.8.3 Gegenüberstellung TenStep Prozess und PRINCE2
PRINCE2® ist eine Projektmanagement-Methode, die die britische Regierung zu ihrem Gebrauch entwickelt hat. Sie wird auch im privaten Sektor verwendet, und sie ist in vielen Ländern Europas populär. Während der TenStep Projektmanagement-Prozess in zehn Schritte aufgeteilt ist, sind es in PRINCE2 acht Prozesse. Von diesen acht Prozessen befassen sich drei (Vorbereitung eines Projekts, Beginn eines Projekts und Planung) mit der Projektplanung. Vorbereitung eines Projekts und Beginn eines Projekts stehen beide am Anfang der PRINCE2-Methode, wohingegen die Planung ein Prozess ist, der sich durch die gesamte Lebensdauer des Projekts hindurch zieht. Im Gegensatz dazu sind im TenStep Prozess die ersten beiden der zehn Schritte der Projektplanung gewidmet (1.0 Projektdefinition und 2.0 Aufbau des Projektplans), obwohl das Projekt im Rahmen von Schritt 3.0 Managen des Projektplans laufend neu geplant wird.
Die übrigen acht Schritte der TenStep Methode befassen sich mit dem Managen der Projektdurchführung. PRINCE2 widmet der Durchführung des Projekts drei restliche Prozesse.
Der Prozess Projektleitung wird in PRINCE2 vom Projektvorstand ausgeführt, und berührt die täglichen Aktivitäten des Projektmanagers nicht. Die TenStep Methode dagegen konzentriert sich durchgehend auf die Aktivitäten des Projektmanagers.
Sowohl PRINCE2 als auch der TenStep Prozess sind Projektmanagement-Methoden, doch PRINCE2 enthält einige Dinge, die im TenStep Prozess in den Bereich des Projektlebenszyklus fallen. Diese Inhalte sind nicht unter dem TenStep Projektmanagement-Prozess zu finden, sondern unter LifecycleStep im Prozess Projektlebenszyklus.
Hinsichtlich Gewichtung, Layout und Inhalt bestehen zahlreiche Unterschiede zwischen PRINCE2 und dem TenStep Projektmanagement-Prozess. Dennoch wird das Material, das in PRINCE2 abgedeckt wird, größtenteils auch im TenStep Prozess abgedeckt. Im unten aufgeführten Schaubild ist auf der linken Seite ein allgemeiner Überblick über die Prozesse und Subprozesse von PRINCE2 zu sehen, während die rechte Spalte aufzeigt, wo diese Prozesse sich in den TenStep Prozess einfügen.
PRINCE2® | TenStep Project Management Process |
Starting up a Project (SU) | |
SU1 – Appointing a Project Board Executive and a Project Manager | 1.0 Define the Work - addresses forming a Steering Committee (the TenStep methodology equivalent of a “Project Board”). The TenStep process assumes that the project manager is already in place. |
SU2 – Designing a Project Management Team | 1.0 Define the Work |
SU3 – Appointing a Project Management Team | The project team is typically assigned upon completion of 1.0 Define the Work and 2.0 Build the Workplan and Budget |
SU4 – Preparing a Project Brief | The Project Brief contains a Project Definition produced in 1.0 Define the Work. The Brief also contains a Business Case, which is considered to be part of the project approval process, and outside the scope of the TenStep process. (This is covered in the PortfolioStep framework (www.PortfolioStep.com). The Project Brief also contains a Quality Plan, which is created early in the project as a part of the 9.0 Manage Quality step. |
SU5 – Defining Project Approach | 1.0 Define the Work |
SU6 – Planning an Initiation Stage | Not needed in the TenStep process. Starting a project and “Initiating” a project are not considered separate steps. |
Initiating a Project (IP) | |
IP1 – Planning Quality | 1.0 Define the Work – creating the Quality Plan 9.0 Manage Quality |
IP2 – Planning a Project | 1.0 Define the Work 2.0 Build the Workplan and Budget |
IP3 – Refining the Business Case and Risks | 1.0 Define the Work (Risks) 7.0 Manage Risk The Business Case is validated at the end of each major milestone. |
IP4 – Setting up Project Controls | 1.0 Define the Work 6.0 Manage Communication |
IP5 – Setting up Project Files | 1.0 Define the Work 8.0 Manage Documents |
IP6 – Assembling a Project Initiation Document (PID) | In the TenStep process, all of the base documents of the PID are created at the beginning of the project in the 1.0 Define the Work and 2.0 Build the Workplan and Budget - including the Project Definition, the Project Workplan, Quality Plan and Communication Plan. |
Directing a Project (DP) | This process focuses on the activities of the “Project Board.” In the TenStep Project Management Process, the Sponsor and Steering Committee perform these functions. |
DP1 – Authorizing Initiation | This process does not exist in the TenStep process. It is assumed to have already been completed. This idea is covered in the PortfolioStep product (www.PortfolioStep.com). |
DP2 – Authorizing a Project | This occurs at the end of 1.0 Define the Work. |
DP3 – Authorizing a Stage or Exception Plan | This process does not exist in the TenStep process. Project phases and stages are a part the LifecycleStep product (www.LifecycleStep.com). Each Phase in LifecycleStep ends with a Phase review, including validating Business Case to continue to the next phase |
DP4 – Giving Ad-Hoc Direction | This process is ongoing throughout the TenStep Project Management Process, with special emphasis placed in 6.0 Manage Communication. |
DP5 – Confirming Project Closure | 25.0 Project Termination |
Controlling a Stage (CS) | |
CS1 – Authorizing a Work Package | 3.0 Manage the Workplan and Budget |
CS2 – Assessing Progress | 3.0 Manage the Workplan and Budget 9.0 Manage Quality |
CS3 – Capturing Project Issues | 4.0 Manage Issues |
CS4 – Examining Project Issues | 4.0 Manage Issues |
CS5 – Reviewing Stage Status | 6.0 Manage Communication (status) |
CS6 – Reporting Highlights | 6.0 Manage Communication |
CS7 – Taking Corrective Action | 3. Manage the Workplan and Budget 4.0 Manage Issues 5.0 Manage Scope 40.0 Rescuing Troubled Projects |
CS8 – Escalating Project Issues | 3.0 Manage the Workplan and Budget |
CS9 – Receiving Completed Work Package | 3.0 Manage the Workplan and Budget |
Managing Product Delivery (MP) | |
MP1 – Accepting a Work Package | 3.0 Manage the Workplan and Budget Also part the LifecycleStep product (www.LifecycleStep.com). |
MP2 – Executing a Work Package | 3.0 Manage the Workplan and Budget 6.0 Manage Communication 7.0 Manage Risks 8.0 Manage Quality |
MP3 - Delivering a Work Package | 3.0 Manage the Workplan and Budget Also part the LifecycleStep product (www.LifecycleStep.com). |
Managing Stage Boundaries (SB) | |
SB1 – Planning a Stage | Generally covered in 2.0 Build the Workplan and Budget and 3.0 Manage the Workplan and Budget. Project phases and stages are a part the LifecycleStep product (www.LifecycleStep.com). Each Phase in LifecycleStep ends with a Phase review, including validating Business Case to continue to the next Phase |
SB2 – Updating a Project Plan | 3.0 Manage the Workplan and Budget |
SB3 – Updating a Project Business Case | Generally covered at the end of each phase in the LifecycleStep product (www.LifecycleStep.com). |
SB4 – Updating the Risk Log | 7.0 Manage Risks |
SB5 – Reporting Stage End | 6.0 Manage Communication |
SB6 – Producing an Exception Plan | 3.0 Manage the Workplan and Budget for updated workplan 7.0 Manage Risks - for updated Risk Management Plan 9.0 Manage Quality - for updated Quality Plan, etc. |
Closing a Project (CP) | |
CP1 – Decommissioning a Project | 25.0 Project Termination |
CP2 – Identifying Follow-on Actions | 25.0 Project Termination |
CP3 – Project Evaluation Review | 25.0 Project Termination |
Planning (PL) | |
PL1 – Designing a Plan | 2.0 Build the Workplan and Budget |
PL2 – Defining and Analyzing Products | 1.0 Define the Work The TenStep process considers the Analysis Phase to be a part of the project lifecycle. It is covered in depth in our LifecycleStep product (www.LifecycleStep.com). |
PL3 – Identifying Activities and Dependencies | 2.0 Build the Workplan and Budget |
PL4 – Estimating | 2.0 Build the Workplan and Budget |
PL5 – Scheduling | 2.0 Build the Workplan and Budget |
PL6 – Analyzing Risks | 1.0 Define the Work 7.0 Manage Risk |
PL7 – Completing a Plan | 1.0 Define the Work 2.0 Build the Workplan and Budget 3.0 Manage the Workplan |
PRINCE® ist eine geschützte Marke der britischen Regierung (Office of Government Commerce), und ist auch im US Patent and Trademark Office registriert.
