3.

Key Knowledge Areas of

Project Management
 Key Knowledge Areas of
Project Management
a. Integration Management
b. Scope Management
c. Time Management
d. Cost Management
e. Quality Management
f. Communications Management
g. Human Resources Management
h. Risk Management
i. Procurement Management
j. Change Control Management
k. Issue Management
a. Project Integration Management
▪ Process and activities
needed to:

▪ Identify, define,
combine, unify, and
coordinate the
various processes and
project management
activities

▪ Within the Project

Management Process
Groups
http://courseware.cutm.ac.in/wp-content/uploads/2020/05/Session-3-Project-
Integration-Management.pdf
Project Integration Management Processes
▪ Develop the project charter:
▪ Working with stakeholders to create the
document
▪ Formally authorizes a project
▪ Develop preliminary project scope statement:
▪ Working with stakeholders, especially users of
the project’s products, services, or results
▪ Develop high-level scope requirements and
▪ Create a preliminary project scope statement
▪ Develop project management plan:
▪ Coordinating all planning efforts to create a
consistent, coherent document
▪ Direct and manage project execution:
▪ Carrying out project management plan by
performing the activities
▪ Monitor and control the project work:
▪ Overseeing project work to meet the
performance objectives of the project
▪ Perform integrated change control:
▪ Coordinating changes that affect the project’s
deliverables and organizational process assets
▪ Close the project:
▪ Finalizing all project activities to formally close
the project
b. Project Scope Management
 Scope Management
▪ Primarily it is the definition and control of
what IS and IS NOT included in the project.
 Project Scope Management Processes
▪ Planning scope:
▪ Determining how project’s scope and requirements
will be managed
▪ Collecting requirements:
▪ Defining and documenting features and functions of
the products produced during the project
▪ As well as the processes used for creating them
▪ Defining scope:
▪ Reviewing the project charter, requirements,
documents, and organizational process assets:
▪ To create a scope statement
▪ Creating the WBS:

▪ Subdividing the major project deliverables into

smaller, more manageable components

▪ Validating scope:

▪ Formalizing acceptance of the project deliverables

▪ Controlling scope:

▪ Controlling changes to project scope throughout the

life of the project
 Project Scope Management Processes

https://www.biggerplate.com/mindmaps/xC1D0BOs/project-scope-management-processes
c. Project Time Management
 Time Management
▪ Processes required to manage timely completion of
project
▪ Processes involved in project time management include:
a. Define Activities
b. Sequence Activities
c. Estimate Activity Resources
d. Estimate Activity Durations
e. Develop Schedule
f. Control Schedule
▪ Define Activities
▪ Process to identify specific actions that need to be
performed to produce project deliverables
▪ Activities are smaller decomposed components of the
project work packages:
▪ Which represent the work necessary to complete
the work package
▪ Decomposition
▪ Subdivides the project work packages into activities
▪ Provides better management control
▪ Leads to activities, the lowest level of the work
packages in the Define Activities process
▪ Sequence Activities
▪ Identifies and documents relationships among
project activities

▪ Can be performed by using manual or automated

techniques or project management software

▪ Estimate Activity Resources

▪ Estimates type and quantities of material, people,
equipment, or supplies required to perform each
activity

▪ Closely coordinated with Estimate Costs process

▪ Estimate Activity Durations
▪ Estimate amount of work effort required
▪ Amount of resources to be applied for
▪ Approximating work periods needed to complete
activity

▪ Develop Project Schedule

▪ Analyzes activity sequences, durations, resource
requirements, and schedule constraints
▪ Determines project activities’ scheduled start and
finish dates
▪ Determines milestones’ scheduled start and finish
dates
▪ Project Control Schedule
▪ Have a planned start date and a planned finish date for
each activity
▪ Often presented graphically or in tabular form
▪ Graphically presented using:
▪ Milestone charts
▪ Bar charts
▪ Project schedule network diagrams
 Project Milestone Chart

https://online.visual-paradigm.com/diagrams/templates/timeline-diagram/project-
milestones/
 Project Bar Chart

https://slidetodoc.com/project-time-planning-process-and-bar-chart-technique/

▪ Blue bars show time periods for tasks

▪ Arrows depict dependencies
▪ Black inner lines and percentages show amount of
progress
 Project Schedule Network

https://project-management.info/wp-
content/uploads/2020/04/Example_ProjectScheduleNetworkDiagram.png
d. Project Cost Management
 Cost Management Process
1. Resource planning
▪ Plan, allocate, and schedule resources needed for each
stage of project
▪ Identify resources to complete WBS, determine
associated costs, and perform cost-benefit analysis
2. Cost estimation
▪ Forecast cost completing project within defined scope
▪ Iterate when scope change or change request approved
3. Cost budget
▪ Budget help to make decisions on project schedule and
resource allocation constraints
▪ Establish timing, measure progress against baseline costs
4. Cost control
▪ Carefully monitor cost to prevent scope creep
▪ Changes to scope or unforeseen risks, need to review
and take corrective action
https://www.google.com/search?biw=1242&bih=Project+Cost+Management
Why Do We Manage Cost?
▪ Part of triple constraint, can’t manage one without the
others (scope, time, and quality)
▪ Plots of cost and scope against plan can help spot
problems early

▪ Is this
project
over/under
budget?
▪ Is it ahead
of/behind
schedule?
e. Project Quality Management
 Quality Management
▪ Quality Management is
the process that ensure
project will meet the
needs
▪ Other experts define
quality based on
▪ Conformance to
requirements:
meeting written
specifications
https://slideplayer.com/slide/5781548/
▪ Fitness for use:
ensuring a product can
be used as it was
intended
Common Characteristics of Project Quality
1. Consistency: Evenness in performance and services are
delivered in same way to all the beneficiaries
2. Suitability: Quality of being an appropriate choice to
perform a task
3. Completeness: Quality of finishing specified task to meet
the project scope
4. Sustainability: Ability to be maintained at a certain level
5. Functionality: Purpose of task or activity to be fulfilled
6. Reliability: Measure of being trust-worthy
7. Performance: Act of performing task or project activity
8. Timeliness: Measure to finish the project task in the
allotted time
Project Quality Management Processes
▪ Quality planning: identifying which quality
standards are relevant to the project and how to
satisfy them

▪ Quality assurance: evaluating overall project

performance to ensure the project will satisfy the
relevant quality standards

▪ Quality control: monitoring specific project results

to ensure that they comply with the relevant quality
standards while identifying ways to improve overall
quality
https://www.apm.org.uk/resources/what-is-project-management/what-is-quality-
management-and-control/
 Benefits of project quality management

▪ Cost reduction: scrap, rework, field service, and warranty

▪ Productivity improvement: employees spending less time

chasing down and correcting errors

▪ Customer satisfaction: interactions with customers,

relatively error-free, fewer customer complaints

▪ Defect reduction: improving quality within process,

rather than inspecting quality into process

▪ Morale: participation of employees improve morale

f. Project Communications
Management
 Communications
▪ Ensure right information is communicated to right people
at every stage of project execution

▪ Processes and procedures throughout needed to ensure:

▪ Information and data properly collected, stored, and

distributed across the project team and stakeholders

▪ Communications determine:

▪ How it’s done and with what frequency?

▪ Target who needs what and when?

▪ How communication occur when issues arise eg: changes

Potential dimensions of communication activities
▪Internal (within the project) and external (customer,
vendors, other projects, organizations, the public);
▪Formal (reports, minutes, briefings) and informal (emails,
memos, ad-hoc discussions);
▪Vertical (up and down the organization) and horizontal
(with peers);
▪Official (newsletters, annual report) and unofficial (off
the record communications);
▪Written and oral, and
▪Verbal (voice inflections) and nonverbal (body language)
Communications Management

▪ This process is necessary to ensure:

▪ Timely and appropriate generation, collection,

dissemination, and storage of project information
Project Communications Management
Processes
▪ Communications planning: determining the information
and communications needs of the stakeholders

▪ Information distribution: making needed information

available in a timely manner

▪ Performance reporting: collecting and disseminating

performance information

▪ Administrative closure: generating, gathering, and

disseminating information to formalize phase or
project completion
https://www.slideshare.net/anandbobade/pmp-chap-10-project-communication-management
https://wrenchacademy.school.blog/2019/06/13/project-communications-management/
g. Project Human Resource
Management
 Project Human Resource Management
▪ Processes explain how to make most effective use of
people involved with project including all stakeholders
▪ Major Human Resource Management processes are:
1. Develop Human Resource Plan
2. Acquire Project Team
3. Develop Project Team
4. Manage Project Team
Develop Human Resource Plan
▪ Identify and document roles, responsibilities, required
skills, and reporting relationships
▪ Identifies training needs, strategies for team building,
programs to recognize and reward, and issues regarding
safety and compliance
▪ Provides guidance on how should define, staff, manage,
control, and release human resources
Acquire Project Team
▪ Negotiate and influence who provide human resources
▪ Tools and techniques used: Pre-assignment; Negotiation;
Acquisition; Virtual teams
Develop Project Team
▪ Objectives of developing a project team include:
▪ Enhance skills and knowledge of team members
▪ Enhance trust and agreement among team members
▪ Enhance cohesiveness among team members to improve
both individual and team productivity
Manage Project Team
▪ Track team performance, provide feedback, resolve issues,
and manage changes to optimize project performance
▪ Project team management achieves objectives:
▪ Human resource plan is updated
▪ Issues are resolved
▪ Inputs for performance appraisals are provided
▪ Lessons learned added to organization database
https://cdn6.mindmeister.com/1058908379/project-human-resource-management
h. Project Risk Management
https://ebrary.net/2316/business_finance/importance_project_risk_management
 Other Categories of Risk
Market risk:
▪ Will the new product be useful to the organization or
marketable to others?
▪ Will users accept and use the product or service?
Financial risk:
▪ Can the organization afford to undertake the project?
▪ Is this project the best way to use the company’s
financial resources?
Technology risk:
▪ Is the project technically feasible?
▪ Could the technology be obsolete before a useful product
can be produced?
 Project Risk Management
▪ Process involved with identifying, analyzing, and
responding to risk

Project Risk Management processes:

▪ Risk Management Planning - deciding how to approach,
plan, and execute risk management activities for a
project
▪ Risk Identification - determining which risks might
affect project and documenting their characteristics
▪ Qualitative Risk Analysis - prioritizing risks for
subsequent further analysis or action by assessing and
combining their probability of occurrence and impact
▪ Risk Response Planning - developing options and actions
to enhance opportunities, and to reduce threats to
project objectives

▪ Risk Monitoring and Control - tracking identified risks,

monitoring residual risks, identifying new risks, executing
risk response plans, and evaluating their effectiveness
throughout project life cycle

https://rolandwanner.com/project-risk-management/
https://www.slideteam.net/risk-management-matrix-showing-probability-and-impact-and-
high-low-risk.html
https://www.theprojectmanagementblueprint.com/blog/risk-management/develop-risk-
management-plan
i. Project Procurement Management
 Procurement Management

▪ Procurement means acquiring goods and/or services

from an outside source
▪ Other terms include purchasing and outsourcing
▪ Most projects will need to acquire some resources
from outside
▪ Not understanding the different ways to contract
could result in unnecessary risk for the project
https://www.tendersinfo.com/
blogs/what-is-the-difference-
between-procurement-
purchasing-and-sourcing/
 Outsource

▪ To reduce both fixed and recurrent costs

▪ To allow the client organization to focus on its core

business

▪ To access skills and technologies

▪ To provide flexibility

▪ To increase accountability
 Project Procurement Management
Processes
▪ Procurement planning: determining what to procure and
when
▪ Solicitation planning: documenting product requirements
and identifying potential sources
▪ Solicitation: obtaining quotations, bids, offers, or
proposals as appropriate
▪ Source selection: choosing from among potential vendors
▪ Contract administration: managing the relationship with
the vendor
▪ Contract close-out: completion and settlement of the
contract
 Project Procurement Management

https://www.pinterest.com/pin/213850682295236964/
j. Project Change Control
Management
Change Control Management

▪ Define how changes to the project will be

executed
Technical
Scope Schedule Specification
Change changes Changes

▪ All changes require collaboration and

▪ Buy in via the project sponsor’s signature:
▪ Prior to implementation of the changes
 Purposes of Change Control
▪ To prevent unwanted, unapproved, and unintentional
changes
▪ To validate processes, procedures, methods, equipment,
documents, and facilities
▪ To create a structured procedure to assure all changes
are properly specified, designed, reviewed, assessed for
risk:
▪ Approved, and documented to assure changes will not
adversely impact product quality, safety, identity, or
purity
▪ To prevent unauthorized changes
▪ To assure changes are correctly implemented and
compliant with requirements
 Change Management Procedures
▪ Each request will be tracked from the time of
presentation through:
1. Identify (identify and document required change)
2. Validate (verify the change is valid and requires
management)
3. Analyze (analyze and record schedule, cost and
effort impact of change)
4. Control (decide whether to execute the change)
5. Action (execute decision, including revision to
project plans if necessary)
6. Close (verify that action is complete and close
change request)
Five building blocks of successful change

Prosci ADKAR Model

® ®

▪ Awareness of the
▪ Awareness need for change
▪ Desire to participate
▪ Desire and support the
change
▪ Knowledge ▪ Knowledge on how to
change
▪ Ability ▪ Ability to implement
required skills and
© 2012 Prosci and Bill Cigliano

▪ Reinforcement behaviors
ADKAR and “Awareness Desire Knowledge Ability
Reinforcement” are a registered trademarks of Prosci, ▪ Reinforcement to
Inc. All rights reserved.
sustain the change
https://slideplayer.com/slide/8272770/
https://www.r10.global/6-components-of-change-management-to-set-you-
up-for-success
k. Project Issue Management
 Issue type
▪ Technical – Relating to a technological problem in
project

▪ Business process – Relating to the project's design

▪ Change management – Relating to business, customer,

or environmental changes

▪ Resource – Relating to equipment, material, or people

problems

▪ Third party – Relating to issues with vendors,

suppliers, or another outside party
 Issue Management
▪ Issues are restraints to accomplishing the deliverables
of the project

▪ Issues are typically identified throughout the project

and logged and tracked through resolution

▪ Following processes are depicted:

▪ Where issues will be maintained and tracked

▪ The process for updating issues regularly

▪ The escalation process

▪ The vehicle by which team members can access

documented issues
 Issue Management Process
1. Issue Identification
▪ Disagreements on interpretation of requirements
▪ Difficulties achieving set goals (e.g. in terms of time,
resources or quality)
▪ Identified non-conformities
▪ Risks change from potential problems to actual
problems
▪ External effects influence in a negative way
▪ Many other reasons
2. Issue Assessment and Action Recommendation:
▪ Assess urgency and impact of issue and decide on
priority for resolution
3. Actions Implementation:

▪ After issues evaluated and remediation actions

approved:

▪ Incorporate actions into Project Work Plan and

update project documentation

4. Issue Control:

▪ Monitor and control issues to communicate to

project decision, remediation action approval or
status updates

▪ Project Status meetings revise status of issues and

related actions, and to identify new issues
https://cj374classblog.wordpress.com/2012/09/28/issue-management/
Thank you