Comparison of the TenStep Process to ISO 10006

A6.3 Comparison of the TenStep Process to ISO 10006

The TenStep® Project Management Process is ISO 10006 Compliant (and More)!

(A6.3.P1)

The International Organization for Standardization (ISO) is a specialized international agency that promotes the development of precise standards to help ensure that products, services, and materials throughout the member nations remain consistent. This standardization helps to facilitate the international exchange of goods and services and to develop cooperation in intellectual, scientific, technological, and economic activity. The results of ISO technical work are published as international standards. The hope is that if a company uses processes that result in the achievement of an ISO certification, the products produced by that process will meet some minimum standards of all countries in the area of relevance.

The international standards for project management are reflected in ISO 10006, and they are similar in nature to the PMBOK® Guide from the Project Management Institute (although the ISO standards are much less comprehensive). The ISO 10006 document itself is written at a very high level. The processes/clauses represented in the table below are described in only 20 pages. The TenStep® Project Management Process actually is much more comprehensive and complete than the ISO 10006 standard.

The following chart describes the ISO standard at a high level, and is taken from the ISO 10006 standard document. The last column on the chart shows where each clause is covered in the TenStep® Project Management Process.

Note that the ISO 10006 standard has some additional subclauses and sub-subclauses that provide more perspective and guidance from an organization perspective. However, the table below represents the ISO 10006 processes specifically relating to projects and comes from the ISO 10006 Annex A - Flowchart of Processes in Projects.

From ISO 10006					TenStep® Project Management Process
Clause	Subclause	Sub-subclause	Process	Process Description	TenStep® Project Management Process
5 Management responsibility	5.2 Strategic process	5.2	Strategic	A direction-setting process which includes planning the establishment and implementing the quality management system based on the application of the quality management principles.	1.0 Define the Work 9.0 Manage Quality and Metrics (Quality Management Plan)
6 Resource Management	6.1 Resource-related processes	6.1.2	Resource planning	Identifying, estimating, scheduling and allocating all relevant resources.	1.0 Define the Work 2.0 Build Schedule and Budget
		6.1.3	Resource control	Comparing actual usage against resource needs and taking action if needed.	3.0 Manage Schedule and Budget
	6.2 Personnel-related processes	6.2.2	Establishment of project organizational structure	Defining a project organizational structure tailored to suit the project needs, including identifying roles in the project and defining authority and responsibility.	1.0 Define the Work
		6.2.3	Allocation of personnel	Selecting and assigning sufficient personnel with appropriate competence to suit the project needs.	1.0 Define the Work 8.0 Manage Human Resources
		6.2.4	Team development	Developing individual and team skills and ability to enhance project performance.	1.0 Define the Work 8.0 Manage Human Resources
7 Product realization	7.2 Interdependency- related processes	7.2.2	Project initiation and project management plan development	Evaluating customers' and other interested parties' requirements, preparing a project management plan and initiating other processes.	1.0 Define the Work
		7.2.3	Interaction management	Managing interactions during the project.	3.0 Manage Schedule and Budget 6.0 Manage Communication
		7.2.4	Change management	Anticipating change and managing it across all processes.	3.0 Manage Schedule and Budget 5.0 Manage Scope
		7.2.5	Process and project closure	Closing processes and obtaining feedback.	3.0 Manage Schedule and Budget (Project Termination)
	7.3 Scope-related processes	7.3.2	Concept development	Defining the broad outlines of what the project product will do.	1.0 Define the Work
		7.3.3	Scope development and control	Documenting the characteristics of the project product in measurable terms and controlling them.	9.0 Manage Quality and Metrics
		7.3.4	Definition of activities	Identifying and documenting activities and steps required to achieve the project objectives.	2.0 Build the Schedule and Budget
		7.3.5	Control of activities	Controlling the actual work carried out in the project.	3.0 Manage the Schedule and Budget
	7.4 Time-related processes	7.4.2	Planning of activity dependencies	Identifying inter-relationships and the logical interactions and dependencies among project activities.	2.0 Build the Schedule and Budget
		7.4.3	Estimation of duration	Estimating the duration of each activity in connection with the specific conditions and the resources required.	2.0 Build the Schedule and Budget
		7.4.4	Schedule development	Interrelating the project time objectives, activity dependencies and their durations as the framework for developing general and detailed schedules.	3.0 Manage Schedule and Budget
		7.4.5	Schedule control	Controlling the realization of the project activities, for confirming the proposed schedule or for taking adequate actions for recovering from delays.	3.0 Manage the Schedule and Budget
	7.5 Cost-related processes	7.5.2	Cost estimation	Developing cost estimates for the project	2.0 Build the Schedule and Budget
		7.5.3	Budgeting	Using results from cost estimation to produce the project budget.	2.0 Build the Schedule and Budget
		7.5.4	Cost control	Controlling costs and deviations from the project budget.	3.0 Manage the Schedule and Budget
	7.6 Communication-related processes	7.6.2	Communication planning	Planning the information and communication systems of the project.	1.0 Define the Work 6.0 Manage Communication
		7.6.3	Information management	Making necessary information available to project organization members and other interested parties.	6.0 Manage Communication
		7.6.4	Communication control	Controlling communication in accordance with the planned communication system.	6.0 Manage Communication
	7.7 Risk-related processes	7.7.2	Risk identification	Determining risks in the project.	1.0 Define the Work 7.0 Manage Risk
		7.7.3	Risk assessment	Evaluating the probability of occurrence of risk events and the impact of risk events on the project.	1.0 Define the Work 7.0 Manage Risk
		7.7.4	Risk treatment	Developing plans for responding to risk.	1.0 Define the Work 7.0 Manage Risk
		7.7.5	Risk control	Implementing and updating the risk plans.	7.0 Manage Risk
	7.8 Purchasing-related processes	7.8.2	Purchasing planning and control	Identifying and controlling what is to be purchased and when.	1.0 Define the Work
		7.8.3	Documentation of purchasing requirements	Compiling commercial conditions and technical requirements.	1.0 Define the Work
		7.8.4	Supplier evaluation	Evaluating and determining which suppliers and subcontractors should be invited to supply products.	1.0 Define the Work
		7.8.5	Contracting	Issuing invitations to tender, tendering evaluation, negotiation, preparation and placing of the subcontract.	1.0 Define the Work
		7.8.6	Contract control	Ensuring that subcontractors' performances meet contractual requirements.	3.0 Manage Schedule and Budget
8 Measurement, analysis and improvement	8.1 Improvement-related processes	8.1	Improvement	Gives guidance on how the originating and project organizations should learn from projects.	9.0 Manage Quality and Metrics
	8.2 Measurement and analysis	8.2	Measurement and analysis	Gives guidance on the measurement, collection and validation of data for continual improvement.	9.0 Manage Quality and Metrics
	8.3 Continual improvement	8.3.1	Continual improvement by the originating organization	The steps the originating organization should take for continual improvement of the project process.	9.0 Manage Quality and Metrics
		8.3.2	Continual improvement by the project organization	The information that the project organization should supply to the originating organization to enable continual improvement.	9.0 Manage Quality and Metrics
Not specifically covered in ISO 10006					4.0 Manage Issues
Not covered adequately in ISO 10006					5.0 Manage Scope
Not covered adequately in ISO 10006					6.0 Manage Communication
Not covered adequately in ISO 10006					9.0 Manage Quality and Metrics

The above model is copyrighted to IS0 2003.

PMBOK is a registered mark of the Project Management Institute, Inc.

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