Notes for my report:

So before we discuss the key areas of project management, let’s discuss first the 5 process groups

Initiation Phase – so initiation phase is the beginning of the project. In this phase, the idea for the
project is explored and elaborated. The goal of this phase is to examine the feasibility of the project.

Planning Phase – is when the project plans are documented, the project deliverables and requirements
are defined, and the project schedule is created. It involves creating a set of plans to help guide your
team through the implementation and closure phases of the project.

Execution Phase – involves carrying out the details of your project charter in order to deliver your
products or services to your clients or internal stakeholders. First comes project planning. Then comes
project execution. No matter how well you plan, your project won’t be successful unless you can
effectively implement your ideas.

Phase of Monitoring and Controlling – is characterized by continually monitoring and controlling for
deviations in your project so that corrective measures can be taken when necessary. Your costs and
schedule are your primary elements that need to be watched for any variations.

Closing Stage – The closing phase of project management is the final phase of the project lifecycle. This
is the stage where all deliverables are finalized and formally transferred, and all documentation is signed
off, approved, and archived. The project closure process ensures that: All work has been completed
according to the project plan and scope.

Now let’s go to the key areas of project management

Project integration management – Project integration management is a way of making various

processes work together. Meaning, it takes the numerous processes that are being used in a project and
make sure that they’re coordinated. Project integration management accomplishes this by making
trade-offs.

Project scope management - Project Scope Management is a defined process for completing a
temporary project. It is an essential element for the function of any team, ensuring maximum efficiency,
eliminating unnecessary or redundant work, and keeping a team on the same page every step of the
way.

Project schedule management - Schedule management is a procedure that requires the establishment
of policies and documentation for maintaining, developing, managing, and controlling the schedules for
time and resources for the completion of the project. The strategic benefit of the schedule
management process is, it will monitor and manage the schedule throughout the project.

Project cost management - is one of the most important aspects of project management that you
need to master. It includes activities and tools to help you complete your project within the
approved budget.
Project quality management - Project quality management is the process through which quality is
managed and maintained throughout a project. While the context may imply that “quality” means
“perfection,” in this case, is usually more about ensuring quality consistency throughout a project.

Project quality management encompasses the processes and activities that are used to figure out and
achieve the quality of the deliverables of a project.

Project resource management - It is the project's backbone in terms of human capabilities and
organizing the overall project timeline. The process begins with resource planning from cost, quality,
and schedule management, as well as keeping the project scope focused on the deliverables. The next
step is to estimate the resources that will be used, taking into account the availability of cash and the
activity to be assigned. Furthermore, the execution phase, the procurement of project support, the
deployment of capabilities to deliver the goals are set per scheduling and management to ensure all
activities are completed through effective planning. As a result, regulating resources is done to ensure
that things are delivered on time.

Resource management is an aspect of the project management process that plans, organizes, manages,
and measures people’s work. Its purpose is to plan, allocate and schedule the company’s resources as
efficiently as possible. This is done in order to maximize each resource’s utilization.

Put simply, project resource management is about getting the best use from your organization’s
resources. Ensuring that all the components of your projects run smoothly and effectively.

Project communication management -  includes the processes necessary to ensure that the information
needs of the project and its stakeholders are met through development of artifacts and implementation
of activities designed to achieve effective information exchange .

Project communications management enables project managers to send the right messages to the right
people in the best possible way. 

Project risk management – Project risk management is the process that project managers use to
manage potential risks that may affect a project in any way, both positively and negatively. The goal is to
minimise the impact of these risks. A risk is any unexpected event that can affect people, technology,
resources, or processes (including projects).

Project procurement management - Procurement, in terms of project management, is when you need

to purchase, rent or contract with some external resource to meet your project goal. These
relationships, like any process in the project, need management. Managing these relationships means
getting the best quality from the outside vendors employed by the company to assist in its doing
business. There are constraints in a relationship with vendors that revolve around cost and time.
Procurement management is a way to more efficiently and productively handle the process of sourcing,
requisitioning, ordering, expediting, inspecting and reconciliating of procurement.

Project stakeholder management - In project management, a stakeholder management plan is a formal

document outlining how stakeholders will be engaged in the project. A stakeholder is a person or
group who has a vested interest in the project. By thinking through when and how stakeholders will be
involved, a project team can maximize stakeholders’ positive impact on the project.
Table for KNOWLEDGE AREAS

1) Project Integration Management

Develop Project Charter

In this process, a project charter is developed that authorizes the project and links it with the strategic
objectives of the organization.
Frequency: once or at specified points during the project

Develop Project Management Plan

The content and goal of this process are defining, preparing and coordinating all plan components,

Frequency: once or at specified points during the project

Direct and Manage Project Work

This process comprises leading and performing the work that was defined in the project management
plan as well as implementing approved changes,

Frequency: ongoing

Manage Project Knowledge

This process describes the use of existing and the creation of new pieces of knowledge in order to
achieve the project objectives and support organizational learning.

Frequency: ongoing

Monitor and Control Project Work

In this process, the overall progress is tracked, reviewed and reported to meet the performance
objectives defined in the project management plan.

Frequency: ongoing

Perform Integrated Change Control

The content of this process is reviewing all change requests, getting approval for changes, and managing
changes to deliverables, documents and plans. This also includes the communication of those changes.

Frequency: ongoing
Close Project or Phase

In the ‘close’ process, all activities of a project, a phase or a contract are finalized. This includes archiving
project or phase information as well as releasing team resources

Frequency: once or at specified points during the project

2) Project Scope Management

Plan Scope Management

The goal of this process is to create a scope management plan that sets out the framework of the
definition, validation and controlling of the project and product scope.

Frequency: once or at specified points during the project

Collect Requirements

In this process, the determination, documentation, and management of stakeholder needs and
requirements are performed in order to meet the project objectives. This process helps create the
foundation of the project and product scope.

Frequency: once or at specified points during the project

Define Scope

This process is about developing a detailed description of the project and product, incl. the result
boundaries and acceptance criteria.

Frequency: n/a

Create WBS

Creating the work breakdown structure means breaking down project deliverables and project work into
relatively small and manageable components.

Frequency: once or at specified points during the project

Validate Scope

This process formalizes the acceptance of the completed project deliverables. It sets out the objectivity
and the procedure of acceptance of the final product based on the acceptance of each deliverable.
Frequency: when necessary

Control Scope

This process sets out the monitoring of the project status and product scope as well as the management
of changes to the scope baseline. It also ensures that the scope baseline is accurately maintained and
updated ongoing.
Frequency: ongoing

3) Project Schedule Management

Plan Schedule Management

This process contains the establishment of policies, procedures, and documentation of the
project schedule management.
Frequency: once or at specified points during the project

Define Activities

In this process, the actions needed to produce the project deliverables are identified and defined.

Frequency: ongoing

Sequence Activities

This process comprises the identification and documentation of the relationships among the project
activities.

Frequency: ongoing

Estimate Activity Durations

In this process, the durations to perform each activity are estimated.

Frequency: ongoing

Develop Schedule

When developing the project schedule, activity sequences, durations, resource requirements, and
schedule constraints are taken into consideration.
Frequency: ongoing

Control Schedule
This process defines the monitoring of the project status in order to update the project schedule as well
as the management of changes to the schedule baseline.
Frequency: ongoing

4) Project Cost Management

Plan Cost Management

This process is about defining the approaches and procedures to estimate, budget, manage, monitor
and control project costs.

Frequency: n/a

Estimate Costs

In this process, an approximation of the cost of required resources is estimated.

Frequency: when necessary

Determine Budget

Aggregation of the estimated cost of all activities and work packages which is the foundation of the
authorized cost baseline.

Frequency: once or at specified points during the project

Control Costs

This process is about monitoring, managing and updating actual and planned project costs as well as the
cost baseline.

Frequency: ongoing

5) Project Quality Management

Plan Quality Management

In this process, quality requirements and standards are identified. One of the outputs is the
documentation of how they are maintained ongoing.

Frequency: once or at specified points during the project

Manage Quality

This process is the transformation of the quality management plan into individual activities that
incorporate the quality requirements/standards into the project. Thus, it facilitates achieving the quality
goals and identifying ineffective processes and causes of poor quality.

Frequency: ongoing

Control Quality

The content of this process is the monitoring and controlling of the results of quality management
activities. This also includes verifying that project deliverables and the project work are in line with the
requirements for final acceptance.

Frequency: ongoing

6) Project Resource Management

Plan Resource Management

This process is about defining how the team and physical resources will be estimated, acquired,
managed, and used during the project.

Frequency: once or at specified points during the project

Estimate Activity Resources

This process contains the estimation of the team headcount and physical resources that are needed to
perform project work.

Frequency: recurring, when necessary

Acquire Resources

In this process, team members are hired and on-boarded and physical resources are acquired. This
includes the selection of sources as well as the assignment of resources to specific activities.

Frequency: when necessary

Develop Team

This process aims to improve skills and competencies, interactions and the environment of project
teams in order to enhance the overall project performance.
Frequency: ongoing

Manage Team

This process includes performance tracking, feedback, and management of changes and adjustments to
the project team.

Frequency: ongoing

Control Resources

This process helps ensure that the physical resources are available and utilized as planned. This may also
include corrective actions if required.

Frequency: ongoing

7) Project Communications Management

Plan Communications Management

In this process, the approach and plan for project communications are developed. Thereby,
stakeholders’ and the project’s information needs as well as available organizational assets are taken
into account.

Frequency: recurring, when necessary

Manage Communications

Manage communications is the ongoing process of ensuring timely and appropriate communication in
order to facilitate an efficient and effective information flow between the project team and
stakeholders.

Frequency: ongoing

Monitor Communications

This process makes sure that the information needs of the project and the stakeholders are met
properly and timely.

Frequency: ongoing

8) Project Risk Management

Plan Risk Management

This process comprises the planning of risk management activities for the project which includes
tailoring of risk management considerations to the individual situation.

Frequency: once or at specified points during the project

Identify Risks

This process focuses on identifying and documenting individual risks as well as sources of overall project
risks.

Frequency: ongoing

Perform Qualitative Risk Analysis

In the process of qualitative risk analysis, the probability and the potential impact of individual project
risks are assessed, which is the basis for their prioritization.

Frequency: ongoing

Perform Quantitative Risk Analysis

This process consists of statistical analyses (e.g. Monte Carlo simulation) of identified individual project
risks and other sources of ambiguity or uncertainty. This is typically not applied to small or less critical
projects.

Frequency: ongoing

Plan Risk Responses

In this process, the ways to address overall and individual project risks are identified and assessed, incl.
definition of activities as potential risk responses.

Frequency: ongoing

Implement Risk Responses

This process is conducted when risks require a response, i.e. the previously selected risk responses
(activities) are implemented.

Frequency: ongoing
Monitor Risks

In this process, risk responses and identified risks are monitored and tracked. In addition, new risks are
identified and assessed.

Frequency: ongoing

9) Project Procurement Management

Plan Procurement Management

Planning procurement management includes documenting the way project procurement decisions are
made, specifying the approach and identifying potential sellers.

Frequency: once or at specified points during the project

Conduct Procurements

This process comprises selecting a seller and implementing the agreements and contracts for delivery.

Frequency: recurring, when necessary

Control Procurements

In this process, procurement relationships are managed and contract performance is monitored. This
may also extend to changes and corrections as well as closing out contracts.

Frequency: when necessary

10) Project Stakeholder Management

Identify Stakeholders

This process implies identifying stakeholders and their respective interests, involvement, power, and
potential impact on the project.

Frequency: recurring, when necessary

Plan Stakeholder Engagement

This planning process is about developing how to involve stakeholders and how to interact effectively
with them during the project.
Frequency: recurring, when necessary

Manage Stakeholder Engagement

The management of stakeholder engagement includes communicating and working with stakeholders to
meet their needs and expectations. The goal of this process is to ensure their support and reduce
resistance from stakeholders.

Frequency: ongoing

Monitor Stakeholder Engagement

This process describes the monitoring of relationships and the adjustment of strategies in order to
engage stakeholders in an optimal way.

Frequency: ongoing