The Project Management Knowledge

Areas
PMI has divided the large field of project management into 10 more
digestible parts, which it calls the 10 project management knowledge
areas

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Project management knowledge areas coincide with the project life

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cycle, which are project initiation, project planning, project execution,
monitoring and controlling, and project closing.
The project management knowledge areas include;
Project risk management

Project cost management

Project integration management

 The Project Management Knowledge
Areas
Project time management

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Project human resource management

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Project communication management

Project quality management

Project procurement management

Project stakeholder management

 PROJECT RISK MANAGEMENT

Risk management plans will identify how the risks

will be itemized, categorized and prioritized. This
involves identifying risks that might occur during the

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execution of the project by making a risk register.

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Inputs to project risk management
Project charter (is a crucial document in project management as
it lays out the project's purpose, objectives, stakeholders, risks, resources,
and dependencies during the project planning stage)

Organization's risk management policies

Defined roles and responsibilities

Template for the organization's risk

management plan

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Stakeholder risk tolerances

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Cost management plan

Schedule management plan

Communication management plan

Outputs from Risk Management planning
Methodology (Risk Mgt Plan)

Roles and Responsibilities

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Budget, Schedule

Risk Categories

Definition of “probability” and “impact”

Identification of Risk Tolerance levels

 Project Risk Management
Planning/process

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Risk Risk
Risk analysis Risk planning
identification monitoring

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Risk avoidance
List of potential Prioritised risk Risk
and contingency
risks list assessment
plans
 Project scope management
Project scope management includes the processes required
to ensure that the project includes all the work required,
and only the work required, to complete the project

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successfully.

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A project scope management can help you to understand
what the client or the customer is looking for as
deliverable.

In other words, It is primarily concerned with defining and

controlling what is or is not included in the project.
 Scope management process
Collect Requirements TOOLS TECHNIQUES
(Planning) o Interviews

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 Define scope (Planning)
o Focus groups/

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Create WBS (Planning) workshop

 Verify scope (Monitoring & o Expert judgment

Controlling)

Control scope o Brain storming

(Monitoring & Controlling)
o Decomposition
INPUTS TO PROJECT SCOPE MANAGEMENT

Project management plan

Enterprise environment factors

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Organizational process assets

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Outputs
Scope management plan

Requirement management plan

 PROJECT COST MANAGEMENT
This area involves the project budget, which means

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having good estimating tools to make sure that the funds
cover the extent of the project and are being monitored

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regularly to keep stakeholders or sponsors informed.
COST MANAGEMENT PROCESS

 Estimate Costs: The process of TOOLS AND

developing an approximation of TECHNIQUE
the monetary resources needed to
o Performance Reviews

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complete project activities

 Determine Budget; The process o Trend analysis

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of aggregating the estimated costs
of individual activities or work
packages to establish an o Use of experts
authorized cost baseline

 Control Costs The process of

monitoring the status of the
project to update the project
budget and managing changes to
the cost baselines
 PROJECT COST MANAGEMENT
INPUTS TO PROJECT COST
MANAGEMENT
 Scope baseline
OUTPUTS FROM PROJECT
COST MANAGEMENT
Activity cost estimates

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 Project schedule
Bases of estimates

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 Human resource plan
Project document updates
 Risk register

 Enterprise environmental
factors

 Organizational process assets

PROJECT COMMUNICATION MANAGEMENT

All areas of project management are important, but

communication management might be paramount as it
informs every aspect of the project.

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Communications inform the team and stakeholders,

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therefore the need to plan communications management
is a critical step in any project.

It is at this point that the dissemination of

communications is determined, including how it’s done
and with what frequency
COMMUNICATION MANAGEMENT PROCESS
Identify Stakeholders TOOLS AND TECHNIQUES
(Initiating) o Stakeholder analysis

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o Expert judgment
Plan Communications
(Planning) o Communication methods

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Distribute Information o Information communication tools
(Executing)

Manage Stakeholder
Expectations (Executing)

Report Performance
(Monitoring & Controlling)
INPUTS TO PROJECT COMMUNICATION MANAGEMENT

Project charter

Procurement documents

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Enterprise environmental factors

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Organizational process assets

Output to PCM
Stakeholder register

Stakeholder management strategy

 PROJECT TIME MANAGEMENT
Project time management is, no surprise, time consuming.
The project is divided into tasks, which are scheduled with
start dates and deadlines, as well as budgets for each task.

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And things are constantly changing over the phases of any
project, which means revising these things often.

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This involves plan schedule management, which involves
creating a schedule for the project and determining who is
responsible for what. That means defining activities, which
is not the same as making a WBS, but similar. So, you
create a task list that touches on every aspect of the project.
These tasks are then put in an order that makes sense,
and any dependencies between them is noted.

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These dependencies are then determined to be either
finish-to-start (FS), finish-to-finish (FF), start-to-start
(SS) or start-to-finish (SF). This is mostly for larger
projects.
PROJECT TIME MANAGEMENT PROCESS
Define Activities
(Planning) TOOLS AND
TECHNIQUES

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Sequence Activities
(Planning) Performance review
Estimate Activity

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Expert judgement
Resources (Planning)
Project management
 Estimate Activity
Durations (Planning) software
Develop Schedule Scheduling tools
(Planning)
Decomposition
Control Schedule
 INPUTS TO PROJECT TIME MANAGEMENT
Schedule management plan
Scope baseline
Enterprise environmental factors

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Organizational process assets

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Output to project time management
Schedule management plan
Defined Activities
Sequenced Activities
Estimated Activity Resources
Estimated Activity Duration
PROJECT HUMAN RESOURCE MANAGEMENT
Before any project can proceed, the project team needs
to be defined.

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The main part of this initial planning step involves
identifying the number of people that are required and

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writing out their job descriptions.

Also, the Project Human Resource Management Plan, a

component of the overall Project Management Plan,
contains human resource issues like how performance
will be assessed, where the project team will work, how
to handle conflicts, and so forth
HUMAN RESOURCE MANAGEMENT PROCESS

Develop Human
Resource Plan (Planning) TOOLS AND TECHNIQUES
• Organizational charts

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 Acquire Project Team
• Organizational theory
(Executing)
• Networking

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Develop Project Team • Negotiation
(Executing) • Training
• Interpersonal skills
 Manage Project
• Team building
(Executing)
activities
INPUTS TO PROJECT HUMAN RESOURCE MANAGEMENT

Project management plan

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Activity resource requirements

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Enterprise environmental factors

Organizational process assets

Output from project HRM

Human resource management plan
 PROJECT PROCUREMENT MANAGEMENT
This deals with outside procurement, which is part of most projects,
such as hiring subcontractors. This will obviously have an impact on the
budget and schedule.

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Planning procurement management starts by identifying the outside
needs of the project and how those contractors will be involved.

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Procurements are done through hiring the contractors. This follows are
given process which includes a statement of work, terms of reference,
request for proposals and choosing a vendor.

There is need to control the procurement process by managing and

monitoring, and then closing the contracts once the work has been done
to everyone’s satisfaction.
 PROJECT PROCUREMENT MANAGEMENT PROCESS

Plan Procurements TOOLS AND TECHNIQUES

• Expert judgment
(Planning)

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• Procurement Negotiation
Conduct Procurements

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• Contract types
(Executing)
• Proposal evaluation
Administer Procurements
(Monitoring & Controlling) • Payment systems

Close Procurements • Procurement audit

(Closing)
• Record management system
INPUTS & OUTPUTS FROM PROJECT PROCUREMENT MANAGEMENT

INPUTS OUTPUTS
Scope baseline o Procurement management
Requirements documentation plan

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Teaming agreements
Risk register o Procurement statements of
work

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Risk-related contract decisions
Activity resource requirements
o Make-or-buy decisions
Project schedule
Activity cost estimates
o Procurement documents
Cost performance baseline
Enterprise environmental
factors o Source selection criteria
Organizational process assets
o
 PROJECT QUALITY MANAGEMENT
A project can come in on time and within budget, but if the quality is not
up to the standard set, then the project is a failure.

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Plan quality management is part of the overall project management plan,
though it can be a standalone document if it contains the quality specs
for the product or service.

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The process needs to include quality assurance, which is just a way to
make sure that quality standards are being met.

Therefore, to control quality, the deliverables must be inspected to make

sure that those standards outlined in the quality management plan are
being met.
PROJECT QUALITY MANAGEMENT PROCESS

Plan Quality (Planning) TOOLS AND TECHNIQUES

• Cost benefit analysis

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Perform Quality • Control charts
Assurance (Executing)
• Benchmarking

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Perform Quality • Quality audits
Control (Monitoring
& Controlling) • Histogram

• Approved change request

review

• Inspection
INPUTS & OUTPUTS FROM PROJECT QUALITY MANAGEMENT

INPUTS OUTPUTS
Scope baseline o Quality management
plan
Risk register

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Schedule baseline
o Quality metrics

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Stakeholder register o Quality checklists

Cost performance baseline

o Process improvement
plan
Enterprise environmental factors

Organizational process assets o Project document

 PROJECT INTEGRATION MANAGEMENT
What holds a project together? That would be project integration
management, which includes such fundamental plans as developing a
project charter that is created during the initiation phase. This is the
document that sets up the project and assigns the project manager.

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Another aspect of this area is the project management plan, which is

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developed as a project roadmap for the project to reach a successful end.
Once created, the project plan is approved by stakeholders and/or
sponsors, and then it’s monitored and tracked through a change log as
the project progresses.

The project integration area also includes the directing and managing of
the project work, which is the production of its deliverables. This
process is monitored, analysed and reported on to identify and control
any changes or problems that might occur.
PROJECT INTEGRATION MANAGEMENT PROCESS
Develop project charter TOOLS AND TECHNIQUES
• Tool and technique used
Develop project management during project life cycle
plan

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i.e. stakeholder
analysis, WBS, Expert
Direct and manage project judgement etc.

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execution

Monitor & control project work

Perform integrated change

control

Close project or phase

INPUTS AND OUTPUTS FROM PROJECT INTEGRATION MANAGEMENT

INPUTS OUTPUTS
Project charter
Project management plan

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Outputs from other processes

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Enterprise environmental factors

Organizational process assets

 PROJECT STAKEHOLDER MANAGEMENT
The stakeholders must be happy, as the project has been created for their
needs. Therefore, they must be actively managed like any other part of
the project. To start one must identify the stakeholders through
stakeholder analysis. It’s not always easy, but it’s a crucial part of

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starting any project, so find out who they are and what concerns they
have.

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Now plan stakeholder management, which means listing each
stakeholder and prioritizing what their concerns are and how they might
impact the project. This will lead to managing stakeholders’
expectations to make sure their needs are met and that you’re in
communication with them.

Throughout the project, control stakeholder engagement. Do this by

determining if the stakeholders’ needs are being addressed. If not, figure
out what changes need to be made to either satisfy those needs or adjust
the expectations.
 Inputs to Project Stakeholder Management
List of project stakeholders

Organizational process assets

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Project charter

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Output from project stakeholder management

Stakeholder register