Name: Ramandeep kaur

Student id : c0849947
 First chapter
The first chapter of the sixth edition of the PMBOK addresses the below topics:

INTRODUCTION: I understood the first chapter of the book's introductory part of project management as
detailed follows. In the previous time, this was also significant.  I gained some insight into the basics of project
management, or more specifically, features of project management with the help of the introduction, which I
will cover below. As I have shown in the situation below, without excellent project management, the project
would fail. I also read about the life cycle of a project. What is the structure of the project lifecycle?  How each
phase is completed reflects the achievement of project objectives? I've gained information about the program,
procedures, and portfolios, as well as many other documents.

 OVERVIEW AND PURPOSE OF THIS BOOK:

This guide's summary and analysis have been taught to me.
Project management is an age-old term and it has been around for millennia. The Taj Mahal and the
Pyramids, the development of a bookstore and the Great Wall of China are instances of project
management.
1. The PMBOK is a reference document that includes all of the essential information to successfully
manage a project.
2. How to get a project started.
3. Money, time, and other resources must have been appropriately handled.
4. Access to specific information regarding stakeholders.
5. When it comes to failures, there are a few things to keep in mind.
6. This has a good influence on the expertise, capabilities, and equipment in order to make the
highest deliverables.
 FOUNDATIONAL ELEMENTS :
A project has a specific objective (outcomes). It starts with proper strategy and terminates with the
achievement of the desired goals. It is not going to be forever. The project draws the conclusion
when anyone fulfills his goals. Imagine the development of a school, When the construction of
the school is finished, the task is over. Because the goal of erecting the school has been
accomplished, the project has come to an end. 
Projects vary throughout the time in order to boost income and commercial success. If I describe the
project in business terms, it goes from start to finish.
For example: if someone wants to expand his small organization into large ones. With the help of
profit that is earned by working in small organization, they can use that money into this project and
expand their business by creating more offices, recruit more staff , big meeting rooms with advanced
technology .
 Big organization

By taking several

business steps project activities

level

Small
organization

Time

how projects change throughout time to achieve a given income or aim

starting of project:
Project demands careful preparation in all areas, such as money management and time management.
The individual must follow all legal responsibilities, as well as the completion of all paper formalities
and the acquiring of credentials. It would also take into account social demands, such as consumer
needs.

Project management and its significance

The way in which a person handles a project and assures that it meets its goals is referred to as project
management. Everything from appropriate planning to managing money to completing tasks to
satisfying the needs of stakeholders comes under the category of project management. It's also
defined as the combination of important project management skills, knowledge, tools, and processes.
Beginning a new development or altering an old one to boost corporate value or generate more
revenue requires project management.
Projects that are run without effective project management are more likely to fail or lose money.

Program management:
It is defined as the supervision of a huge number of projects. All efforts depends on one another for the
greatest results. To put it in other words, I believe that endeavors are linked. There may be several
projects under program management, but they are all small to medium-sized.

Portfolio management:

A portfolio consists of programs, projects, operations, and sub-portfolios, or when programs, projects,
operations, and sub-portfolios combine to achieve a shared purpose. The management of a portfolio is
referred to as portfolio management.
For example: A bakery (which produces several types of ice creams, cupcakes, chocolate rolls) has
several projects, operations and programs run at same time. A project is described as the daily
manufacturing of cupcakes, ice cream, and chocolate rolls at a specific rate. A program is made up of
three initiatives that are all going at the same time: manufacturing, wrapping, and delivery. Operation
refers to the day-to-day manufacture of ice creams, cupcakes, chocolate rolls.
For a single bakery, a portfolio refers to all of these processes (manufacturing, wrapping, and delivery).

Operation management:

Operations are continual processes that keep the system functioning or meet client requests. A
technique that is performed again and again is referred to as a "repeated process." There are no limits
to how far activities can go. A school, for example, is developed as a project, but students come in on a
constant schedule, and studying their subjects based on their classes; this is called to as an operation.

I've learned from this book that there are several factors that contribute to the project's success. 
Listed below:
 Project’s life cycle:
 the start and completion locations.
 Project management process groups:
g
sin
lo
c
 Project phase: A specific step is referred to as a particular phase to represent the stages that
contribute to the project's success. The project phase is also known as the project steps.
 Phase gate: it is final phase before the project is closed.
 Project management processes: These are the stages that take place between the input
and output, or when we start and end a project, as well as the phases that take place between

Many actions are involved in moving a project from its present state to its future state; hence
process groups are made up of these activities. Stated below:
1. Initiating
2. Planning
3. Executing
4. Monitoring and controlling
5. Closing process group
 Chapter -2

Introduction

The project exists and functions in environments that may have an impact on them. These
variables might influence the project in either a positive or negative way. Enterprise
environmental factors (EEFs) and organizational process assets are two important kinds of effect
(OPAs)., EEFs may have an impression at the organizational, portfolio, program, or project level.
Internal OPAs exist within the organization.
These might originate from the company, a portfolio, a program, a single project, or a
combination of all of the above.

Enterprise Environment Factors:

Enterprise environmental factors (EEFs) are circumstances that influence, constrain, or direct
the company's internal and external activities. EEFs are used as inputs in several project
management methods, particularly most planning methods. These characteristics may aid or
obstruct project management options.

EEFS Internal to the organization:

The EEFs listed below are internal to the company.

1. The culture, structure, and governance of the company.
2. Facilities and resources are distributed geographically.
Infrastructure is number three.
4. Software for information technology.
5. Availability of resources
6. Employee aptitude.
EEFS Outside of the organization
The following EEFs are external with the company.
1. Market circumstances
2. Issues and impacts from the social and cultural spheres
3. Legal limitations
4. Access to commercial databases
5. Government or industry norms
6. Academic research
7. Budgetary considerations

Organizational Process Assets:

These are the plans, processes, rules, procedures, and knowledge bases that are relevant to
and used by the performing organization (OPAs). The management of the project is influenced
by these assets. An OPA is any artifact, practice, or knowledge from any or all of the project's
organizations that might be used to execute or govern the project. The OPAs also
include historical data as well as lessons learned from previous programs. OPAs include things
like completed schedules, risk data, and earned value data. OPAs are used as inputs in many
project management procedures.
They split into two groups.
Process, policies, and procedure & Organizational knowledge bases

Chapter-3

Introduction:
The PM plays a critical role in the supervision of a team in order to meet the organization's
goal. This function is clearly visible across the project. Many project managers discover
themselves in this scenario. They would be part of this project from start to conclusion.
Therefore, in several of these businesses, a project manager is necessary. The manager could
be involved in appraisal and analytic work ahead of the start of the project. A manager is an
individual in command of a project who is responsible for the successful follow-up actions in
order to achieve the project's goals. The project manager may be requested to oversee or
assist with business analysis, business case development, and other aspects of project portfolio
management in some situations. 
The Project:
The manager of the project is in charge of handling his project team to achieve the project's
objectives and meet the stakeholders' demands. The project manager attempts to find the
balance between the project's opposing constraints and its available resources.
Furthermore, the project manager serves as a link between the project sponsor,   members
of the team, and other participants. This entails delivering instructions and conveying the
project's success vision. The project manager makes use of soft talents.  (e.g., interpersonal
skills).

Skills in business and strategic management

Key strategic and business management competencies include the ability to see a rising
picture of the organization and efficiently advocate and perform actions and decisions that
improve strategic alignment and innovation. It's possible that additional skills, such as
marketing, finance, and operations, may also be necessary. Develop and use suitable
product and professional experience as well as strategic and business management skills. 
To be able to establish to others with the project's crucial corporate aspects, project
managers should really have a strong business expertise.

Topic that I like most:

The thing that excites me the most is the significance of project management, because a
project's fulfillment would fail without it. It's difficult to start a project without excellent
project management. In order to be successful, First and foremost, the project must have a
clear roadmap. The project must then be worked on after that.

Topic that I like least:

Frankly, I dislike subjects that I don't completely understand. I searched online for such
aspects to understand them, but I was unable to locate them. I had been unable to gain
them despite studying the PMBOK multiple times. Real and intangible advantages,
organizational project management, customizing, and project management business
documents are all examples of these.

Any problems or questions in the chapter:

I'll have to go over the topics that I don't understand. I want to see more examples and
explanations on those issues. As a result, I could able to comprehend them.

Any further comments or suggestions:

I gained a lot of knowledge about project management, along with how projects function
and what factors to consider before starting a new project, as well as the environment in
which projects operate and the job of a project manager. Dalia Haggag, my lecturer, is very
kind and patient, and she properly teaches the material.