Mapping the RDS to the PMBOK Guide

Here is a table that maps the tasks in the most recent version of the RDS to processes in version four of the PMBOK Guide.

RDS Domain RDS Tasks PMBOK Processes/Tools Comments
Initiating
Task 1: Perform project assessment based upon available information and meetings with the sponsor, customer and other subject matter experts, in order to evaluate the feasibility of new products or services within the given assumptions and/or constraints. Develop Charter Includes Project Selection Methods? The latest revision of the RDS says specifically, “project selection is outside the scope of the PMP.”  Yet, NPV, IRR, Payback Period, etc.) reportedly, are still on the test!
Task 2: Define high-level scope of the project based on business and compliance requirements in order to meet the customer’s project expectations. Develop Charter
Task 3: Perform key stakeholder analysis using brainstorming, interviewing, and other data gathering techniques, in order to ensure expectation alignment and gain support for the project. Identify Stakeholders Tool – Stakeholder Analysis, but the RDS is also including some of the tools from Collect Requirements: (Group Creativity Techniques, VOC?, … )
Task 4: Identify and document high-level risks, assumptions and constraints based on current environment, historical data and/or expert judgment, in order to identify project limitations and propose an implementation approach. Develop Charter In the PMBOK Guide, there’s no specific tool-technique, but the PMBOK Guide also has the Charter documenting an initial list of risks, assumptions and constraints.
Task 5: Develop the Project Charter by furthergathering and analyzing stakeholder requirements, in order to document project scope, milestones and deliverables. Develop Charter
Task 6: Obtain approval for Charter from the sponsor and the customer … (if required), in order to formalize the authority assigned to the project manager and gain commitment and acceptancefor the project. Develop Charter
Planning
Task 1: Assess detailed project requirements,constraints, and assumptions with stakeholders … based on the project charter, lessons learned from previous projects, and the use of requirement-gathering techniques (e.g., planning sessions, brainstorming, focus groups), in order to establish the project deliverables. Collect Requirements: A number of Tools/Techniques are referenced, except prototyping and facilitated workshops: (QFD & JAD & VOC)
Task 2: Create the work breakdown structure withthe team by deconstructing the scope, in order to manage the scope of the project. Create WBS
Task 3: Develop a budget plan based on the projectscope using estimating techniques, in order to manage project cost Estimate Costs + Determine Budget PMBOK Guide distinguishes carefully between the Cost Management Plan and the Cost Baseline. RDS does not appear to do this. Also, the PMBOK Guide makes it clear Scope is defined first, then the Schedule, and then the Cost Baseline. The sequencing is very important. The RDS implies only the Scope needs to be defined first before determining the budget?
Task 4: Develop a project schedule based on the project timeline, scope, and resource plan, in order to manage timely completion of the project. All five planning processes in Time Management: Define Activities, Sequence Activities, Estimate Act. Resources, Estimate Act. Durations, Develop Schedule Again, the PMBOK Guide distinguishes clearly between the Schedule Mgmt Plan, the Schedule Baseline and the Schedule.
Task 5: Develop a human resource managementplan by defining the roles and responsibilities of the project team members in order to create an effective project organization structure and provide guidance regarding how resources will be utilized and managed. Develop Human Resource Plan
Task 6: Develop a communication plan based onthe project organization structure and external stakeholder requirements, in order to manage the flow of project information. Plan Communications
Task 7: Develop a procurement plan based on the project scope and schedule, in order to ensure that the required project resources will be available Plan Procurements PMBOK Guide goes into a lot more detail for doing procurement: (for choosing to ‘buy’ instead of ‘make’).
Task 8: Develop a quality management plan based on the project scope and requirements, in order to prevent the occurrence of defects and reduce the cost of quality Plan Quality
Task 9: Develop a change management plan by defining how changes will be handled, in order to track and manage changes Included in Develop Project Management Plan. Change Management Plan is one of the key subsidiary plans in the PM Plan. PMBOK Guide also addresses Configuration Management along with Change Management.
Task 10: Develop a risk management plan byidentifying, analyzing, and prioritizing project risks and defining risk response

strategies, in order to manage uncertainty throughout the project life cycle.

All the five planning processes in Risk Management: Plan Risk Management, Identify Risks, Perform Qualitative Risk Management, Perform Quantitative Risk Management, Plan Risk Responses. The Risk management plan is kept completely separate and distinct from the risk register. In Plan Risk Management in the PMBOK, we are not identifying risks or creating the risk register or planning the risk response strategies.
Task 11: Present the project plan to the key stakeholders(if required), in order to obtain

approval to execute the project.

Develop Project Management Plan. The PMBOK Guide clearly indicates the PM Plan must be baselined and formally approved.
. Task 12: Conduct a kick-off meeting with all keystakeholders, in order to announce the start of the project, communicate the project milestones, and share other relevant information Develop Charter? Develop Project Management Plan? There is some vagueness in the RDS on this point! If this kickoff meeting announces the project, and its formal authorization, then it seems it really belongs with the Initiating processes! However, since they put this with the Planning processes, this seems to go with the approval of the more detailed project plan, and would occur later. The PMBOK Guide does not directly say so, but historically, for projects using a more sequential life cycle, the meeting where the PM Plan is formally approved and we move from the “Planning Phase” to the “Executing Phase” was often called a “kick-off” meeting. Today, with projects using an iterative approach, there might not be one formal meeting to go from planning to execution.
*** There is no process in the RDS for Define Scope
*** The RDS does not mention a Process Improvement Plan, and does not discuss the need for progressive elaboration or continual improvement.
Executing
Task 1:  Obtain and manage project resources including out-sourced deliverables by following the procurement plan, in order to ensure successful project execution. Acquire Project Team, Develop Project Team, and Manage Project Team. Also, includes acquiring resources (labor resources and equipment/tools)  through Conduct Procurements
Task 2: Execute the tasks as defined in the project plan, in order to achieve the project deliverables within budget and schedule. Direct & Manage Project Execution In the PMBOK Guide, this is the primary executing process, and provides oversight over the other (7) executing processes.
Task 3: Implement the quality management plan using the appropriate tools and techniques, in order to ensure that work is being performed according to required qualitystandards. Perform Quality Assurance The PMBOK Guide emphasizes making continual process improvements in this process too. Emphasizes accomplishing this through Quality Audits.
Task 4: Implement approved changes according to the change management plan, in order to meet project requirements. Direct & Manage Project Execution In the PMBOK Guide, all approved changes are implemented through Direct & Manage Project Execution. Configuration Management is emphasized along with Change Management – ensuring the latest revision of products are implemented. Also, it is critical to ensure the latest revisions of products/services, plans and other documents are tracked and updated.
Task 5: Implement approved actions (e.g. workarounds)by following the risk management plan, in order to minimize the impact of the risks on the project. In the PMBOK Guide, the risk response strategies are entered in the risk register, but could cause updates to the PM Plan which would cause the strategies to be implemented.
Task 6: Maximize team performance throughleading, mentoring, training, and motivating team members. Develop Project Team, Manage Project Team
**** Nothing specifically mentioned in the RDS to align with Distribute Information or Manage Stakeholder Expectations.
Monitoring & Controlling the Project
Task 1: Measure project  performance using appropriate tools and techniques, in order to identify and quantify any variances, perform approved corrective actions, and communicate with relevant stakeholders. This is covered in the PMBOK Guide via all the Monitoring & Controlling processes plus Direct & Manage Project Execution. (The latter process implements the approved changes.)
Task 2: Manage changes to the project scope, schedule, and costs by updating theproject plan and communicating approved

changes to the team, in order to ensure that revised project goals are met.

This is covered in the PMBOK Guide via a number of processes: Monitor & Control Project Work, Integrated Change Control, Control Scope, Control Schedule, Control Costs, Direct & Manage Project Work and Report Performance/ Distribute Information.
Task 3: Ensure that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques (e.g.testing, inspection, control charts), in order to satisfy customer requirements. Perform Quality Control However, in the PMBOK Guide, the customer accepts the deliverables in Verify Scope.
Task 4: Update the risk register and risk responseplan by identifying any new risks, assessing old risks, and determining and implementing appropriate response strategies, in order to manage the impact of risks on the project. Monitor & Control Risks
Task 5: Assess corrective actions on the issue register and determine next steps for unresolved issues by using appropriate tools and techniques in order to minimize the impact on project schedule, cost, andresources. Integrated Change Control In the PMBOK Guide, we always do an impact analysis in Integrated Change Control before change requests are approved. For any change request, we must evaluate the impact on any of the baselines, – or other subsidiary plans, (e.g. – the Human Resource Plan) – if the request is approved
Task 6: Communicate project status to stakeholders for their feedback, in order toensure the project aligns with

business needs.

Report Performance
Closing the Project
Task 1:  Obtain final acceptance of the projectdeliverables by working with the sponsor and/or customer, in order to confirm that project scope and deliverables were met. Close Project or Phase
Task 2:  Transfer the ownership of deliverables tothe assigned stakeholders in accordance with the project plan, in order to facilitate

project closure.

Close Project or Phase Highlights important parts of ‘Administrative Closure’ that are part of Close Project
Task 3: Obtain financial, legal, and administrativeclosure using generally accepted practices, in order to communicate formal project closure and ensure no further liability. Close Project or Phase Highlights important parts of ‘Administrative Closure’ that are part of Close Project.
Task 4:  Distribute the final project report including all project closure-related information, project variances, and any issues, in order to provide the final project status to all stakeholders. Close Project or Phase Highlights important parts of ‘Administrative Closure’ that are part of Close Project
Task 5:  Collate lessons learned through comprehensive project review, in order to create and/or update the organization’s knowledge base. Close Project or Phase Highlights important parts of ‘Administrative Closure’ that are part of Close Project
Task 6:  Archive project documents and material inorder to retain organizational knowledge, comply with statutory requirements, and

ensure availability of data for potential use in future projects and internal/external

audits.

Close Project or Phase Highlights important parts of ‘Administrative Closure’ that are part of Close Project
Task 7:  Measure customer satisfaction at the end of the project by capturing customerfeedback, in order to assist in project evaluation and enhance customer relationships. Close Project or Phase The PMBOK Guide does not specifically mention that customer feedback should be collected, and customer satisfaction should be measured as part of Administrative closure.
*** There is no specific task in the RDS that maps onto ‘Close Procurements’

Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>