ASSESSMENT 1

PROJ6000

SUBMITTED BY

WAQAS HAIDER

00318751T
Project Management and PMBOK

Project management body of knowledge considered as standard guidelines

for project management. PMBOK help companies in standardize practice in
all departments and help mangers to work with those standardize systems
in organizations. Project management body of knowledge or PMBOK can
be classified as one of the critical levels of experience deciphered to run
the project smoothly. The PMBOK and project management lifecycle can
be stated as two different bodies determining the projects' course. Now
project management lifecycle is the process that is even dealing in making
better concepts of the projects. This will end up in having a smooth and
prudential level of project management. There are different phases of the
project management lifecycle, and they are as follows.

Project initiation

Through the PMBOK and Project management lifecycle management level,

project initiation can be actively incurred within the project. The project
management body of knowledge actively sees the story of governing and
administrative bodies that will ensure that any organization needs to initiate
any projects (Radujković and Sjekavica, 2017.). Now the primary
responsibility of PMBOK is to observe the resources and identify the path
of help so that project can be created. To bring a high and smoothly
adequate level of project initiation will require a high level of capital
(Adeleke et al. 2019). The primary responsibility of any PMBOK is to
approve the project and resource credentials. Now there might be a
situation where the approval time is less. Compared to the level of the
incorporation of the fact that in that case, PMBOK tries to make a delay in
approval but fails to do so.

Project planning

This is one of the necessary levels of accounting principles that can be

framed so that PMBOK can actively enhance the overall quality of the
initiatives classified to improve the overall quality. PMBOK tries to nullify
that overall improvement can be highly crucial for dealing with the project's
proper planning. PMBOK mainly deals with the fact that general
incorporation has been primarily looking to channelize the products and
resources that are most helpful for project initiation. The overall project
planning ensures that comprehensive project planning is rigorously
allowing a systematic approach that will quickly inform the managers to
deal with such projects (Akkermans et al. 2020).

Project execution

The project execution is phenomenal because it is essential to reach the

project execution's end or closing process. The project execution factor will
be mainly looking to ensure that a healthy collaboration level has to provide
the project's reach (Papke-Shields and Boyer-Wright, 2017). This will
undoubtedly inform the story of project execution that will have better
updates and opportunities. Moreover, this will increase the philanthropic
approach that will deal with better zeal to conclude. This will, to some time,
will ensure the overall quality of the project execution. PMBOK and project
management lifecycle will be having a close connection that can be seen
as one of the most intuiting facts that can be innovated within the cross-
project distribution (Layton et al. 2020).

Project Monitoring and Control

It is highly essential for any PMBOK to ensure project monitoring and

controlling. This will be highly effective in dealing with better prospects and
connectivity. This will mainly culminate in the overall process that can be
initiated in the long run. Both PMBOK and project management lifecycle
process will eventually counter the growth level that can be pertained in the
long run to deal with quality of the products. The better accountability of the
projects will handle the situation in a better manner compared to non
PMBOK.

References

Adeleke, A.Q., Bamgbade, J.A., Salimon, M.G. and Lee, C.K., 2019.
Project Management Performance and Its Influence on Malaysian Building
Projects. KnE Social Sciences, pp.313-329.

Akkermans, J., Keegan, A., Huemann, M. and Ringhofer, C., 2020. Crafting
project managers’ careers: Integrating the fields of careers and project
management. Project management journal, 51(2), pp.135-153.

Layton, M.C., Ostermiller, S.J. and Kynaston, D.J., 2020. Agile project
management for dummies. John Wiley & Sons.
Müller, R., Drouin, N. and Sankaran, S., 2019. Modeling organizational
project management. Project Management Journal, 50(4), pp.499-513.

Papke-Shields, K.E. and Boyer-Wright, K.M., 2017. Strategic planning

characteristics applied to project management. International Journal of
Project Management, 35(2), pp.169-179.

Radujković, M. and Sjekavica, M., 2017. Project management success

factors. Procedia engineering, 196, pp.607-615.