TABLE OF CONTENTS

1 10 areas of Knowledge-PMBOK.............................................................................................2
1.1 Project Management Plan.................................................................................................2
1.2 Knowledge Area PMBOK - Project Scope Management.................................................3
1.3 Project Schedule Management..........................................................................................3
1.4 Project Cost Management.................................................................................................3
1.5 Project Quality Management............................................................................................3
1.6 Project Resource Management..........................................................................................3
1.7 Project Communications Management.............................................................................3
1.8 Project Risk Management.................................................................................................4
1.9 Project Procurement Management....................................................................................4
1.10 Project Stakeholder Management..................................................................................4
2 Tools.........................................................................................................................................4
3 Bibliography.............................................................................................................................6
 PMBOK
(Project Management Body of Knowledge)

1 10 AREAS OF KNOWLEDGE-PMBOK
In every organization, problems arise. Problems such as products/systems that need to be
developed, expanded capacity or purchased a computer are just a few of the myriad of ongoing
management issues that should be concerned. An organization faces all these problems, and
PMBOK helps them to find their best solutions identify some elements of change that the
organization must adapt to. In an organization, projects are created to implement these changes
and there is always a person who is responsible for completing each project efficiently and
successfully. Project Management Book of Knowledge provide the organizations; a process
group represent the time periods of the project and the knowledge areas occur at any time during
the process groups.
The 10 (PMK) Project Management knowledge areas:
 Communications Management of Project
 Cost Management of Project
 Integration Management of Project
 Procurement Management of Project
 Quality Management of Project
 Resource Management of Project
 Risk Management of Project
 Schedule Management of Project
 Scope Management of Project
 Stakeholder Management of Project
 Integration Management of Project
The phenomenon of general consensus (or we can call it the best practices for project
management) is that organizations must be able to work in these areas in order to accomplish
their projects. Knowledge areas are a useful way to synthesize theories and practical techniques
together. It links the main topics or the professional areas in which the project manager must
work to complete a project. What to remember is that this list of ten is not exclusive. The
organizations may have to take advantage of any other professional skill to complete their
projects, for example, litigation or leadership. Although, for most people, efficiency in the areas
covered by the PMBOK guide will be sufficient. Knowledge areas give an organization a broad
base on which organizations can reply.

1.1 PROJECT MANAGEMENT PLAN

Project Management Plan is the main guiding document for the project manager and the final
outcome of the planning stage. PMP (Project management Plan) is used to ensure that a project
might get successful outcomes in the end. It is distributed and approved by the relevant
stakeholders, and changes are tracked through the changelog, in a particular project sponsor.
1.2 KNOWLEDGE AREA PMBOK - PROJECT SCOPE MANAGEMENT
Project Scope Management is the knowledge area, that includes the scope of the project and the
work that is included in the project. Because scale changes are one of the main reasons for
project changes and overall stress, it is very important that project boundaries are well defined
from the outset and carefully monitored. Project Scope management is crucial and very easy for
people to include unauthorized work in the project when the project seems large enough to
accommodate it, but most projects are estimated at the lowest cost.

1.3 PROJECT SCHEDULE MANAGEMENT

Project Schedule Management is usually the most time-consuming in the areas of knowledge.
During the process of planning, the project manager must split the project into tasks and create a
table (dates for starting and deadlines and budget for each task)[ CITATION Sea02 \l 1033 ]. The
acquired management of value determines the status of the project at regular intervals, during the
projects. Since most project changes involve a change in the schedule, the baseline should be
continually redefined and the project management plan updated (and approved by the sponsor of
the project).

1.4 PROJECT COST MANAGEMENT

In Project Cost Management, the budget required for the project is usually one of the most
sensitive parts of a project. It would be good to have comfortable and handsome budgets for
projects and lots of pillows, but very few projects have these facilities. Project budget must be
developed through rigorous assessment, techniques and should be monitored to ensure that there
are no unnecessary changes that make stakeholders unsatisfied.

1.5 PROJECT QUALITY MANAGEMENT

Managing quality is one of the repeating constraints to efficiency, time, and cost. When an
organization needs better quality, on time the organization requires more time and cost. Due to
the integrated nature of time, cost and the quality of the project, this process becomes critical.
The quality level should be determined during the planning stage of a project in the project
management plan. After that, when problems arise with product specifications, there is a backup
plan to deal with that problem.

1.6 PROJECT RESOURCE MANAGEMENT

In Project Resource management, the team dealing with the project is usually one of the most
important factors in the success of a project[ CITATION CIP19 \l 1033 ]. If an organization have
a good team, that organization will have a successful project. PRM (Project Resource
Management) is the field of knowledge, that is concerned with acquiring the right team, tracking
their performance and ensuring the level of satisfaction.

1.7 PROJECT COMMUNICATIONS MANAGEMENT

The key factor that allows stakeholders to be satisfied, even when unexpected changes occur,
communication with shareholder supports an organization inefficient manner. Project
Communication Management plays a vital role in developing a communication plan to keep all
stakeholders "in the loop" throughout the project and communicate early and often when
uncertain ambiguous issues happen.

1.8 PROJECT RISK MANAGEMENT

One of the most important aspects of project management is PRM (Project Risk Management).
In Organizations, the risks are rarely identified in advance and analyzed within the project
management plan [ CITATION JON16 \l 1033 ], but when project stakeholders tend to forgive
unforeseen issues much faster, they stand by the back of an organization, then they retain the
project manager with great respect to protect investments.

1.9 PROJECT PROCUREMENT MANAGEMENT

Each project has almost a form of external procurement. Contracting subcontractors can
accomplish the task faster or with better experience but sacrifice the ability to manage quality
control, schedules, and all other factors, that affect procurement management. Other than that,
accurate printing often results in budget overruns and an unanticipated schedule.

1.10 PROJECT STAKEHOLDER MANAGEMENT

There is nothing more important than project stakeholders [ CITATION Adm18 \l 1033 ]. In
Project Stakeholder Management, an organization can declare the success of a project whether
the stakeholders are satisfied but the project was a disaster. Stakeholders should be actively
managed by the management.

2 TOOLS
Management of a Project is a difficult task along numerous complex and tricky responsibilities.
There are many tools available to help an organization to accomplish their tasks and carry out
responsibilities. These tools need a PC along application software, while others can be overseen
physically. The Managers of projects must efficiently select tools and techniques that suits their
management requirements and styles. There is no single tool that meets all undertaking
administration needs. The Gantt Charts and PRET are the tools mostly used by the organzations.
These two tools can be used by the management for projects to be delivered manually or by
utilizing industrially accessible programming softwares. (PRET) Program evaluation and review
technique is used for planning and controling the tool that are used to identify tasks that are
necessary to complete and control a project. The CPM and chart of Program evaluation and
review techniques are often used interchangeably; the only difference is how task times are
calculated. These Charts display the total project with all scheduled tasks sequentially displayed.
Tasks displayed show parallel tasks, tasks that can be performed at the same time. A graphical
representation called "CPM-Diagram" or "Network of Project" is used to visualize the
relationships between the project elements in a graphical way and to show the order in which
activities that should be performed on time.
Planning of Program Evaluation and Review Technique involves;
 The identification of milestones and specific activities, activities that are the minor tasks
of a major project and milestones are events that represent the start and end of one or
more activities of a project.
 Determining the correct sequence of activities and milestones; the number one above can
be combined for some tasks; because the activity sequence is clear. However, to
determine the exact order in which the employees should be performed the other tasks
might need some analysis advice.
 Building a network diagram for the project; by using the sequence information of
activities, the organizations can draw a grid diagram that shows the consecutive and
parallel activities sequence. In the network diagram; arrows represent bubbles, circles or
activities that represent minor steps to complete a project.
 Each activity needs an estimation of required time; Weekly roadmaps are a commonly
used time unit to accomplish an activity, but organizations can use any consistent time
unit. The distinguishing feature of the Program Evaluation and Review Technique is the
ability to handle uncertainty at times of completion.
The model usually includes three-time estimates, for each activity;
 The shortest time in which an activity can be completed efficiently is called an optimistic
time.
 The completion of time which carries the highest probability is called the most likely
time.
 The longest time, which can be comprised by activity can be the pessimistic time.
3 BIBLIOGRAPHY
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CIPD, 2019. Strategic human resource management. [Online]
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HARTNEY, J., 2016. The 10 PMBOK Knowledge Areas.
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Maserang, S., 2002. Project Management Body of Knowledge. MSIS 488: Systems Analysis &
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