The 9 Principles of

Project Management
Body of Knowledge
(PMBoK)
2017
PMBoK Knowledge Areas:
9 Must Know Aspects Related to PM

• To make it easier for people to understand project

management

• PMBoK knowledge areas are classified into nine

categories by PMBOK Guide.
1.3 The 9 Principles of Project
Management Body
of Knowledge (PMBoK)
1. Project Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resources Management
7. Communications Management
8. Risk Management
9. Procurement Management
Project Management Process Groups
• Initiating Process Group. The process(es) performed to define a new project or
a new phase of an existing project by obtaining authorization to start the project
or phase.

• Planning Process Group. The process(es) required to establish the scope of the
project, refine the objectives, and define the course of action required to attain
the objectives that the project was undertaken to achieve.
• Executing Process Group. The process(es) performed to complete the work
defined in the project management plan to satisfy the project requirements.
• Monitoring and Controlling Process Group. The process(es) required to track,
review, and regulate the progress and performance of the project; identify any
areas in which changes to the plan are required; and initiate the corresponding
changes.

• Closing Process Group. The process(es) performed to formally complete or

close a project, phase, or contract.
1. Project Integration
Management
• Project integration management includes the
processes and activities to identify, define,
combine, unify, and coordinate the various
processes activities within the project
management process groups.

• In the project management context,

integration includes characteristics of
unification, consolidation, communication,
and interrelationship.

• In short, project managers will have to keep

an eye on every aspect of a project and check
if everything is going according to the plan.
• Project integration management
consists of seven steps:

1. Developing the project charter

2. Developing the preliminary project scope
3. Developing the project plan
4. Executing the project and producing
deliverables
5. Monitoring the progress of the project
6. Integrating change controls in the
project
7. Closing the project
2. Scope Management

• Plan scope management is the process

of creating a scope that documents
how the project and product scope
will be defined, validated, and
controlled.

• The key benefit of this process is that it

provides guidance on how scope will
be managed throughout the project.

• Therefore, project scope should also

contain milestones related to
projects.
• Scope management deals with five processes includes:

1. Collect requirements (Document stakeholder requirements)

2. Define scope (Detailed description of project and what it will do)
3. Create work breakdown structure (Dividing projects into smaller
tasks)
4. Verify scope (Getting acceptance of project deliverables from
stakeholders)
5. Control scope (Difference between actual and approved scope)
3. Time Management

• A third element of project management PMBOK covers is time

management. This element includes six processes for:

• Defining activity
• Sequencing activity
• Estimating the duration of activities
• Estimating resource activities
• Developing schedules
• Controlling schedules
• Project Schedule Management includes the processes required to manage the timely
completion of the project.
• The Project Schedule Management processes are:
• 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and
documentation for
• planning, developing, managing, executing, and controlling the project schedule.
• 6.2 Define Activities—The process of identifying and documenting the specific actions to be
performed to produce
• the project deliverables.
• 6.3 Sequence Activities—The process of identifying and documenting relationships among
the project activities.
• 6.4 Estimate Activity Durations—The process of estimating the number of work periods
needed to complete
• individual activities with the estimated resources.
• 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource
requirements, and
• schedule constraints to create the project schedule model for project execution and
monitoring and controlling.
• 6.6 Control Schedule—The process of monitoring the status of the project to update the
project schedule and
• manage changes to the schedule baseline.
• One of the biggest challenges for project managers is to
complete projects on time.

• However, most project managers do not understand this

knowledge area. Hence, most projects under their
supervision fail to complete before the deadline.
4. Cost Management

• Plan Cost Management is the process of defining

how the project costs will be estimated, budgeted,
managed, monitored, and controlled.

• The key benefit of this process is that it provides

direction on how the project costs will be managed
throughout the project.
4. Cost Management

1. Estimate Costs—The process of developing an

approximation of the monetary resources needed to
complete project work.

2. Determine Budget—The process of aggregating the

estimated costs of individual activities or work packages t
establish an authorized cost baseline.

3. Control Costs—The process of monitoring the status of

the project to update the project costs and manage
changes to the cost baseline.
• Most project managers consider managing costs
against their project as their biggest challenge.

• However, cost management can be a difference

maker between a successful project and a project
failure. Many projects are abandoned due to
budget constraints.
5. Quality Management

Project quality management includes the processes for

incorporating the organization’s quality policy regarding
planning, managing, and controlling project and product
quality requirements in order to meet stakeholders’
objectives.
The Project Quality Management processes are:
• Plan Quality Management—The process of identifying
quality requirements and/or standards for the project and
its deliverables, and documenting how the project will
demonstrate compliance with quality requirements and/or
standards.
• Manage Quality—The process of translating the quality
management plan into executable quality activities that
incorporate the organization’s quality policies into the
project.
• Control Quality—The process of monitoring and recording
the results of executing the quality management activities
to assess performance and ensure the project outputs are
complete, correct, and meet customer expectations.
6. Human Resources
Management
• Project Resource Management includes the
processes to identify, acquire, and manage the
resources needed for the successful completion of
the project.

• These processes help ensure that the right

resources will be available to the project manager
and project team at the right time and place.
• The Project Resource Management processes are:
• Plan Resource Management—The process of defining how to estimate, acquire,
manage, and utilize physical and team resources.
• Estimate Activity Resources—The process of estimating team resources and the type
and quantities of material, equipment, and supplies necessary to perform project work.
• Acquire Resources—The process of obtaining team members, facilities, equipment,
materials, supplies, and other resources necessary to complete project work.
• Develop Team—The process of improving competencies, team member interaction,
and the overall team environment to enhance project performance.
• Manage Team—The process of tracking team member performance, providing
feedback, resolving issues, and managing team changes to optimize project
performance.
• Control Resources—The process of ensuring that the physical resources assigned and
allocated to the project are available as planned, as well as monitoring the planned
versus actual use of resources, and performing corrective action as necessary.
7. Communications
Management
• Project communications management includes the
processes necessary to ensure that the information
needs of the project and its stakeholders are met
through development of artefacts and implementation
of activities designed to achieve effective information
exchange.

• Project Communications Management consists of two

parts.
• The first part is developing a strategy to ensure
communication is effective for stakeholders.
• The second part is carrying out the activities necessary to
implement the communication strategy.
• The Project Communications Management processes are:

1. Plan Communications Management—The process of

developing an appropriate approach and plan for project
communication activities based on the information needs
of each stakeholder or group, available organizational
assets, and the needs of the project.
2. Manage Communications—The process of ensuring
timely and appropriate collection, creation, distribution,
storage, retrieval, management, monitoring, and the
ultimate disposition of project information.
3. Monitor Communications—The process of ensuring the
information needs of the project and its stakeholders are
met.
8. Risk Management

• Project Risk Management includes the processes of

conducting risk management planning,
identification, analysis, response planning,
response implementation, and monitoring risk on a
project.

• The objectives of project risk management are to

increase the probability and/or impact of positive
risks and to decrease the probability and/or impact
of negative risks, in order to optimize the chances
of project success.
The Project Risk Management processes are:
1. Plan Risk Management—The process of defining how to conduct risk
management activities for a project.
2. Identify Risks—The process of identifying individual project risks as well as
sources of overall project risk, and documenting their characteristics.
3. Perform Qualitative Risk Analysis—The process of prioritizing individual
project risks for further analysis or action by assessing their probability of
occurrence and impact as well as other characteristics.
4. Perform Quantitative Risk Analysis—The process of numerically analysing
the combined effect of identified individual project risks and other sources
of uncertainty on overall project objectives.
5. Plan Risk Responses—The process of developing options, selecting
strategies, and agreeing on actions to address overall project risk exposure,
as well as to treat individual project risks.
6. Implement Risk Responses—The process of implementing agreed-upon risk
response plans.
7. Monitor Risks—The process of monitoring the implementation of agreed-
upon risk response plans, tracking identified risks, identifying and analysing
new risks, and evaluating risk process effectiveness throughout the project.
9. Procurement Management

• Project Procurement Management includes the

processes necessary to purchase or acquire products,
services, or results needed from outside the project
team.
• Project Procurement Management includes the
management and control processes required to
develop and administer agreements such as contracts,
purchase orders, memoranda of agreements (MOAs),
or internal service level agreements (SLAs).
• The personnel authorized to procure the goods and/or
services required for the project may be members of
the project team, management, or part of the
organization’s purchasing department if applicable.
• Project Procurement Management processes include the
following:

1. Plan Procurement Management—The process of

documenting project procurement decisions, specifying
the approach, and identifying potential sellers.
2. Conduct Procurements—The process of obtaining seller
responses, selecting a seller, and awarding a contract.
3. Control Procurements—The process of managing
procurement relationships, monitoring contract
performance, making changes and corrections as
appropriate, and closing out contracts.
• Plan Procurement Management is the process of
documenting project procurement decisions, specifying
the approach and identifying potential sellers.
• The key benefit of this process is that it determines
whether to acquire goods and services from outside
the project and, if so, what to acquire as well as how
and when to acquire it.
• Goods and services may be procured from other parts
of the performing organization or from external
sources.
THE PROJECT LIFE CYCLE
• A project life cycle is the series of phases that a project passes
through from its start to its completion.
• A project phase is a collection of logically related project activities
that culminates in the completion of one or more deliverables.
• The phases can be sequential, iterative, or overlapping.
• The names, number, and duration of the project phases are
determined by the management and control needs of the
organization(s) involved in the project, the nature of the project
itself, and its area of application.
• Phases are time bound, with a start and end or control point
(sometimes referred to as a phase review, phase gate, control
gate, or other similar term).
• At the control point, the project charter and business documents
are re-examined based on the current environment.
• At that time, the project’s performance is compared to the project
management plan to determine if the project should be changed,
terminated, or continue as planned.
• The project life cycle can be influenced by the unique
aspects of the organization, industry, development
method, or technology employed.
• While every project has a start and end, the specific
deliverables and work that take place vary widely
depending on the project.
• The life cycle provides the basic framework for
managing the project, regardless of the specific work
involved.
A generic life cycle structure typically
displays the following characteristics:
• Cost and staffing levels are low at the start, increase as the
work is carried out, and drop rapidly as the project draws to
a close.
• Risk is greatest at the start of the project as illustrated by
Figure 1-3.
• These factors decrease over the life cycle of the project as
decisions are reached and as deliverables are accepted.
• The ability of stakeholders to influence the final
characteristics of the project’s product, without significantly
impacting cost and schedule, is highest at the start of the
project and decreases as the project progresses toward
completion.
• Figure 1-3 illustrates the cost of making changes and
correcting errors typically increases substantially as the
project approaches completion.
Thank You