PMBoK Knowledge Areas:

The PMBoK manual describes ten areas of knowledge that a project manager should have. In the standard, each area of ​​knowledge is examined separately, its input and output processes are described. The knowledge domain processes are presented in PMBoK in the form of discrete elements that have clearly defined boundaries. The truth in practice, these processes are iterative – they can interact with each other and overlap. Such overlays and interactions are not described in the project management knowledge base (PMBoK). And so, this standard considers the following areas of knowledge on project management:

Project Integration Management. Integration means unification, consolidation, articulation and integrative various actions aimed at successfully managing stakeholder expectations and the fulfillment of certain requirements. This section describes the allocation of resources for the project, the search for trade-offs, between conflicting objectives and alternatives, and also defines integral links between the remaining areas of knowledge. In particular, the scheme for the development of the Project Charter, the Project Management Plan, the Project Implementation Unit Management, Monitoring and management of project activities, describes the processes for overall management of project changes and the completion of the project or project phase.

Project Scope Management. Content management refers to processes that allow you to select, filter, and group according to the project of those and only those works that the Project Manager will need to successfully complete the project. Project content management is directly related to the definition and control of that content, what will be included and what will not be included in the project. Describes the processes of requirements gathering, definition of project content, creation of Work Breakdown Structure (WBS), Content Confirmation and Content Management.

Project Time Management. Under the management of the terms of the project or, more precisely, time. time, a broader concept, understand the processes through which a timely completion of the project is ensured. The process data schema includes: Define Operations, Define Sequences, Evaluate Operation Resources, Estimate Operation Duration, Schedule Development, and Schedule Management.

Project Quality Management. Project quality management means processes and various actions on the part of the performing organization, approaches and policies in the field of quality, goals, objectives and areas of responsibility in the field of quality as follows – the project must satisfy the needs for which it was initiated. Project quality management itself is carried out using a quality management system that provides for the collection of certain rules and procedures, including actions for the continuous improvement of processes. The best practice is when these actions are carried out throughout the project. The scheme of quality management processes includes: Quality Planning, Quality Assurance and Quality Control.

Project Human Resource Management. The processes of human resource management of the organization include approaches to the management and leadership of the project team. A project team means a pool of skilled employees for whom specific roles and responsibilities for project implementation are identified. During the implementation of the project, the professional and quantitative composition of the project team can often change. Proper allocation of roles for the project and responsibility between the project team members enables all team members to be involved in the project planning and decision-making phase. In the case of involving team members in the project in the early stages, it makes it possible to apply their experience already at the project planning stage, allows to strengthen the project team’s focus on achieving certain results. The process of human resource management includes: Developing a Human Resource Management Plan, Recruiting a Project Team, Developing a Project Team, and Managing a Project Team.

Project Communications Management. Communication management processes are used to ensure the timely formation, preparation, distribution, archiving, transmission, receipt, use of information on the project. Most of the time on the project Project Managers leave to communicate with team members and other project stakeholders (internal, from ordinary employees to senior management or external). The effectiveness of communication lies in the fact that they serve as a link between various stakeholders involved in a particular project. Correct management of communications consists in combining various cultural and organizational features, consolidating the accumulated experience, comparing different views and interests with the goal of building the basic structure of project management. Scheme of project communication management processes includes: Identification of project stakeholders, Communication planning, Dissemination of information, Management of project stakeholders expectations (starting with the fifth version – PMBoK Fifth Edition, these processes have been translated into a separate area of ​​knowledge – Stakeholder Management stakeholder management ), Performance reports.

Project Risk Management. Project risk management processes are understood as planning of risk management, identification and analysis of risks, development of methods for responding to risks, control, monitoring and risk management during project implementation. Through project risk management processes, Project Managers increase the likelihood of occurrence and impact of favorable risks (events) to the project and reduce the likelihood and impact (impact) of adverse risks (events) to the project at the time of execution of this project. The scheme of risk management processes of the project includes: Risk management planning, Risk identification, Qualitative risk analysis, Quantitative risk analysis, Response planning for known risks, Monitoring and risk management.

Project Procurement Management. Processes of supply management of the project include the purchase or acquisition of certain essential entities (products, services, results, documents) that are produced by external (contractor) organizations in relation to the one in which the project is being implemented. The organization itself in which the project is executed can act as a buyer or seller of these entities. Also, the project delivery management processes include subcontracting contracts and changes necessary to develop and maintain contracts or purchase orders. Thanks to the project delivery management processes, it becomes possible to administer all contracts for the acquisition of something during the project implementation and manage the contractual obligations that were assigned to the project team. The scheme of supply management of the project includes: Procurement planning, Procurement, Procurement management, Procurement closing.

Project Stakeholder Management. Under the management of expectations by interested parties of the project, it is understood as such that communication between the project team and stakeholders, as well as works aimed at meeting their needs and solving emerging problems that may entail changes on the project. Due to the proper alignment of relations between all stakeholders on the project, the Project Manager can increase the likelihood of success.