Basic Project Management Qc Session1

Basic Project Management
Introduction and Overview of
Project Management

Prepared by:
Anthony Bowen, CTC, MPA,MPM,PME,CIPM

Course: CP785/MW22 --Session1 3/30/2010 1

Project Management Statistics

The U.S. spends $2.3 trillion on projects every
year, an amount equal to one‐quarter of the
nation's gross domestic product.

The world as a whole spends nearly $10 trillion of
its $40.7 trillion gross product on projects of all
kinds.

More than sixteen million people regard project
management as their profession.¹ Source PMI

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Project Management Job Market
 The average compensation for project
management practitioners for U.S. practitioners
is $101,505 - PMI Project Management Salary
Survey-Fourth Edition
 In fact, there is a growing shortage of project
talent as organizations have begun to recognize
that project managers can improve business
performance in any industry. According to a
study published in October 2008 by the
Anderson Economic Group, an average of 1.2
million project management positions will need
to be filled each year through 2016. (Source PMI)

3

Why Project Management ?
 Project Management is an in-demand skill set
and one of the fastest growing professional
disciplines in North America. Project
Management breaks down the chaos of an
overwhelming workload into manageable
elements - scope, time, cost, quality, human
resources, communication, risk,
procurement, and integration of projects.

4

Project Management Certification
 PMI provides certification as a Project
Management Professional (PMP)
 A PMP has documented sufficient project
experience (3 years), agreed to follow a code
of ethics, and passed the PMP exam
◦ (200 questions in 4 hours)
 More on certification found in Appendix C

Copyright © 2010 Pearson
Education, Inc. Publishing as
3-5 Prentice Hall

Other PM organizations
 Although PMI is the largest professional project management society it is not
alone. There are several others that are growing as well such as:
• the International Project Management Association (IPMA) and
• the Association of Project Management’s (APM) PRojects IN Controlled
Environments (PRINCE2) methodology
• The American Academy of Project Management (AAPM) *AAPM -MPM
Master Project Manager ™ Designation is the only Project Management
Credential and certification that requires accredited college degree
education.

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Project Management Institute (PMI)
Certification
 Project Management Institute - www.pmi.org
◦ CAPM – Certified Associate in Project Management
 High School Diploma & 23 Hours of PM Education
(everyone qualifies)
◦ PMP – Project Management Professional
 Education: High School Diploma & 5 years Project
Management Experience + 35 hours Project
Management Education Certificate
OR
 Bachelor’s Degree / global equivalent & 3 Years
Project management Experience + 35 hours Project
Management Education (QC)

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What do CAPM /PMP candidates do?
 CAPM Candidates are responsible for
individual project tasks in their
area of expertise (e.g., finance,
marketing, legal, customer care,
market research, fulfillment,
processing). The responsibility does
not need to be industry specific, but
must be relevant across many
functional areas and industries.

 PMP - Candidates are responsible for
all aspects of individual projects
for the life of the project.

8

American Academy of Project
Management (AAPM)
 Certifications with American Academy of Project Management (AAPM)
◦ www.aapm.info (MPM,CIPM,PME)
◦ MPM - Master Project Manager - The MPM ™ is the world's premier
graduate masters certification for project managers. This credential is for
college educated professionals who manage teams, departments, and
employees. This designation is a project management certification
designed for senior project managers and project directors. This is the
Graduate Gold Standard of Project Management.
PME - Project Management E-Business - International Charter Certification
involves many specialized skills including: management, leadership,
international law, marketing/SEO, ecommerce and IT concepts.
CIPM - Certified International Project Manager - The Original International
Charter Designation is designed for project managers and project leaders.
This is the International Project Managers Credential and requires multi-
national knowledge, training and skill sets
(source) http://www.certifiedprojectmanager.org

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Requirements for AAPM
 If you have 3 years of Project Management
Experience and PM Training, you may apply for
MPM™ Master Project Manager, CIPM ™ Certified
International Project Manager ™ or PME ™ Project
Manager E-Business ™ Board Certification. If you
have a masters degree or qualified Project
Management training or experience, you can
apply for an exam executive waiver
 A 4 year Degree and 3 years PM Experience
 A Masters Degree and 1 year PM Experience
◦ & Graduate from an AAPM Approved Certificate Program

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Queens Program Approved by
AAPM
 Oct. 2009 - AApM Alliance - City University of New
York Queens College - This week, the AAPM © USA
Board has formerly established new East and West
Coast Chapters in New York and California. At the
Queens College and City College New York City, the
University of California in Silicon Valley, and the
Thomas Jefferson School of Law Graduate Program in
San Diego. Moreover, the West Indies and Singapore
Societies are also licensed. With new representative
offices in India, China, Cairo, New York, Silicon Valley
and Latin America, AAPM is the first to provide
graduate e-Business and Project Management
Certification Standards in the world with over 10
years of Global Presence online.

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Queens College a PMI approved
program for Project Management
 Queens College is an approved provider
program for Project Management Certification
by PMI.
https://www.pmi.org/CCRS/ProviderDetails.aspx

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Project Management Knowledge Continues to Grow and Mature

 The PMBOK Guide – 2000 Edition is an ANSI
standard
 Released end of `04 - PMBOK 3rd Edition
 Just released A Guide to the PMBOK 4th
edition
 PMI’s certification department earned ISO
9000 certification
 Hundreds of new books, articles, and
presentations related to project management
have been written in recent years
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Growth in PMPs Certifications, 1993 – 2008

Copyright © 2010 Pearson Education, 3-
Inc. Publishing as Prentice Hall 14

The PMBOK
 The PMI Project Management Body of
Knowledge framework used for the text is
structured around:
• five process groups which are made up of
• component processes consisting of tools,
techniques, and outcomes organized within
• nine knowledge areas

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What is a Project ?
 A PROJECT is a complex series of non-routine
tasks directed to meet a specific one-time goal.
The PROJECT MANAGER works to balance project
scope, the time available to carry out the project,
and the budget available for the project.
 A Temporary Endeavor Undertaken to Deliver a
unique Product or Service. Such as:
◦ Booking Engine
◦ Website
◦ Database System
◦ Write a Book
◦ Build a bridge

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Major Project Management
Achievements

 Great pyramids of Egypt
 Pacific Railroad
 Hoover Dam
 Manhattan Project
 Space program

1-
© 2008 Prentice Hall 17

Additional Definitions
 A project is a unique venture with a beginning
and an end, conducted by people to meet
established goals within parameters of cost,
schedule and quality. Buchanan & Boddy 92

 Projects are goal-oriented, involve the
coordinated undertaking of interrelated activities,
are of finite duration, and are all, to a degree
unique. Frame 95

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What Is a Project?
Key characteristics
 Key Characteristics:
◦ Temporary
◦ Unique
◦ Progressive Elaboration
◦ Single unique purpose

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Projects Are Progressively
Elaborated
 Refers to the idea that execution of the
project occurs in steps (phases) or small
increments, adding features and definition
until the final objective is achieved
 Concept applies to the scope, time, and cost
of the project

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What Is a Project, continued
 Secondary Characteristics:
◦ Each project must have a primary sponsor or
champion
◦ Projects usually cut across organizational lines
requiring resources from several different sources
◦ They must do something, deliver something of
value

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Attributes of a Project
 •Unique Purpose
 •Temporary
 •Require Resources From Various Areas
 •Has a Primary Sponsor and/or Customer
 •Involves Uncertainty
 Never been done before
 Must contain a well-defined purpose
 Because each project is unique, creates
uncertainty and risk

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Introduction
 Examples of projects
◦ Split the atom
◦ Chunnel between England and France
◦ Introduce Windows Vista
◦ Disneyland’s Expedition Everest

―Projects, rather than repetitive tasks, are now
the basis for most value-added in business‖
-Tom Peters

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Elements of Projects
 Complex, one-time processes
 Limited by budget, schedule, and resources
 Developed to resolve a clear goal or set of
goals

 Customer-focused

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General Project Characteristics
(1/2)

 Ad-hoc endeavors with a clear life cycle

 Building blocks in the design and execution of
organizational strategies

 Responsible for the newest and most improved
products, services, and organizational processes

 Provide a philosophy and strategy for the
management of change

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General Project Characteristics
(2/2)

 Entail crossing functional and organization
boundaries

 Traditional management functions of planning,
organizing, motivating, directing, and controlling
apply

 Principal outcomes are the satisfaction of customer
requirements within technical, cost, and schedule
constraints

 Terminated upon successful completion

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Features of Project & Process
Novel: has not been done before, not in exactly the same way.
May be managed across divisions or directorates.
Some key risks involved are not well understood.
Value to the organization is by delivering the project on time and on budget.

• PROJECT Projects, in their purest form, create entirely new processes. Creating a new process
necessarily involves doing new things.

Repeated continually: has been done before, will be done again.
Managed by a single division or department.
Most risks involved are well understood.
Value to the organization is created by continuous improvement of the process.

• PROCESS Procedures that get repeated frequently are usually refined through experience to the point
where they are unlikely to fail catastrophically.

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Process & Project Management (Table 1.1)

Process Project
1. Repeat process or product 1. New process or product
2. Several objectives 2. One objective
3. Ongoing 3. One shot – limited life
4. People are homogeneous 4. More heterogeneous
5. Systems in place to integrate 5. Systems must be created to
efforts integrate efforts
6. Performance, cost, & time known 6. Performance, cost & time less
certain
7. Part of the line organization 7. Outside of line organization
8. Bastions of established practice 8. Violates established practice
9. Supports status quo 9. Upsets status quo
Education, Inc. Publishing as 1-
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Project Success Rates
 Software & hardware projects fail at a 65% rate

 Over half of all IT projects become runaways

 Up to 75% of all software projects are cancelled

 Only 2.5% of global businesses achieve 100%
project success

 Average success of business-critical application
development projects is 35%.

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Why are Projects Important?
1. Shortened product life cycles
2. Narrow product launch windows
3. Increasingly complex and technical products
4. Emergence of global markets
5. Economic period marked by low inflation

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Why Project fail?
 One of the main reasons why projects fail is
that they were not identified as being projects
and so were not managed as projects.
Understanding what projects are and knowing
their features and how they differ from
processes can help to reduce the amount of
waste and risk in your organization.

31

Top Five Causes of
Project Failure
(OASIG Study)

1. Lack of attention to human and
organizational factors
2. Poor project management
3. Poor articulation of user requirements
4. Inadequate attention to business needs
and goals
5. Failure to involve users appropriately

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2004 Study by Wallace & Keil
1. Lack of executive support
2. Lack of user involvement
3. Inexperienced project manager
4. Inexperienced team members
5. Unclear business objectives
6. Unreliable estimates
7. Lack of effective project management
methodology
8. New software infrastructure
9. Unstable organizational environment
10. Unreliable outside suppliers

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What is Project Management ?
 Project management is "The application of
knowledge, skills, tools, and techniques to
project activities in order to meet project
requirements"²
 Project Management involves a series of
activities - and a logical path to success.

 Source - ²PMI

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What is Project Management?
 The application of knowledge, skills, tools,
and techniques to project activities in order
to meet project requirements.
 Involves five process groups:

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Project Management Essentials
 The Application Of:
◦ Knowledge
◦ Skills
◦ Methodology
◦ Tools
◦ Techniques
◦ Templates

36

PMBOK Knowledge Areas

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Project Management Methodology
 Initiate – potential projects are identified and
evaluated in terms of importance to the
organization
 Plan – scope, time, cost and risk management
planning takes place
 Execute – project plan is followed
 Control – project performance is measured against
the project plan
 Close – final paper work completed and sign off by
all stakeholders

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The Approach to Learning
Project Management
 Process Focus
 Team Focus
 Technology Focus
 PM Software
 Group Support Technologies
 Knowledge Management and Organizational
Memory Systems
 Global Focus
 PM Professional Focus
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Importance of Project Management

 Due to the size, complexity, and number of
information technology (IT) projects,
organizations face ever-increasing
challenges
 Global U.S. government spending topped
$150 billion in 2007
 Forrester Research estimates that global IT
spending—purchases of computers,
software, and services by companies and
governments—will drop by 3 percent in
2009, to $1.66 trillion
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Importance of Project Management

 Forrester Research estimates that about 20
percent of current IT budgets are going into
project development
 Gartner ―In a worst case scenario, our research
indicates an IT spending increase of 2.3
percent in 2009, down from our earlier
projection of 5.8 percent. Developed
economies, especially the United States and
western Europe, will be the worst affected, but
emerging regions will not be immune. Europe
will experience negative growth in 2009; the
United States and Japan will be flat.‖

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IT Projects Are Different
 Traditionally high turnover rates of IT workers
 Level of uniqueness and complexity of each
project due to the rapid changes in technology
 Software is hard to visualize by the developer
let alone the customer
 Difficulty in getting accurate customer
requirements
 Rate of change in requirements
 Difficulty in testing all the possible states of
software
 Constant training needed to keep team
members current with the technology

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IT Projects Are Different
Engineering/ Information
Category Construction Technology
Requirement Changes Slow, incremental Rapid, unplanned

Source of Changes Known, predictable Many times not known

Requirements Explicit plan Often ambiguous

Uniqueness Higher commonality Low commonality

Resources Stable High turnover rates

Implementation Structured, controlled Often chaotic

Testing Defined, measurable Difficult test all options

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Advantages of Using Formal Project Management Practices

 Improvement in customer satisfaction
 Better cost performance, higher return on
investment
 Better schedule performance, better
allocation of time commitments and better
utilization of resources, higher productivity
 Increased quality reducing re-work
 Increase in delivering required features
 Will make everyone happier (stakeholders,
team members, management…)
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History of Project Management
 Modern project management began with the Manhattan Project, which the
U.S. military led to develop the atomic bomb
 In 1917 Henry Gantt developed the Gantt chart as a tool for scheduling work
in job shops
 In 1958, the Navy developed PERT charts
 In the 1970s, the military began using project management software, as did
the construction industry
 By the 1990s, virtually every industry was using some form of project
management

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Project Management Simplified
 Project Management is the discipline of
organizing and managing resources (i.e.
human, financial & material) in such a way
that a project is completed within defined
scope, quality, time and cost constraints.
◦ The first challenge of project management is to
make sure that a project is delivered within defined
constraints.
◦ The second, more ambitious, challenge is the
optimized allocation and integration of inputs
needed to meet pre-defined objectives.

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PM Tools and Techniques

 Include:
 •Project Charter
 •Scope Statement
 •The Work Plan
 •Gantt Charts
 •Network Diagrams
 •Critical Path Analysis
 •Cost Estimates
 •Earned Value Management

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Various Project Management
Tools/Techniques
 Gantt Chart
◦ Tool that can be used to plan and track project activities
 Critical Path Method (CPM)
◦ A method used for determining the sequence of task activities
that directly affect the completion of a project
 Program Evaluation and Review Technique (PERT)
◦ A technique that uses optimistic, pessimistic, and realistic time to
calculate the expected time for a particular task
 Microsoft Project
◦ Most widely used project management software
◦ http://office.microsoft.com/en-us/project/default.aspx
 Application Service Provider (ASP) software
◦ Web hosted project management software
 Industry-Specific software
◦ Software which addresses a specific industry or environment

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Project Management Foundation

 Include:
◦ Core Knowledge Areas
◦ Core Processes
◦ Facilitating Processes
◦ Life Cycle Processes

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Project Manager
 The project manager is focused on making
their project succeed; delivering the project is
all, and if the project does not deliver the
project then they have failed.

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Project Manager Skills
Soft skills: Technical Skills:
◦ Leadership  Project Management
◦ Team building software
◦ Negotiation  Level of
◦ Conflict management
understanding of the
◦ Organization for self
and others technology being
◦ Communication both used in the project
oral and written to both (software, hardware,
technical and non- network, etc.)
technical audiences  Basic knowledge of
◦ Change management the business
◦ Active listening
 Cost estimating and
budgeting
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Six Basic Functions of Successful
PM’s
1. manage project scope – make sure the team works on what
is needed for the project and nothing else
2. manage human resources – the team must work together,
this doesn’t just happen it takes a directed effort
3. manage communications – this occurs at many levels,
teammates, customers, managers, vendors, and others
4. manage schedule – must keep people on schedule delivering
work on time
5. manage quality – need to make sure that all work performed
meets with customer expected levels of quality
6. manage costs – must keep an eye on the budget to make
sure all the work can be done and not exceed the allocated
budget

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A Project Manager Manages
Projects by:
 Setting clear and achievable objectives
 Identifying requirements
 Adapting the project to the various concerns
of the stakeholders
 Balancing the demands of the triple
constraint

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The Triple Constraint
 Every Project is Constrained in Different Ways
◦ Scope Goals:
 What is the Project Trying to Accomplish?
◦ Time Goals:
 How Long Should it Take to Complete?
◦ Cost Goals:
 What Should it Cost?

 It is the Project Manager's Duty to Balance Th
ese Three Often Competing Goals

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Project Budget, Schedule, & Scope
Budget • Budget
Cost / •People
Resources •Equipment
•Material

Triple Scope Mgmt. Goals & Objectives
The work required to
Constraint complete them.

• The Timing of Sequence of Tasks
•Task
Schedule
•Task Dependencies
•Duration
•Constraints

55

The Triple Constraint (figure 1-4)

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Triple Constraint
 Every project is constrained by a list of
customer-requested requirements (scope),
the amount of time available to produce the
system in support of the requirements (time),
and the limit of money available (cost)
 Every project is constrained differently,
according to the goals of the system owner
(sponsor) and the project team

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Triple Constraint Trade-offs
 Reducing time allowed will increase cost
(especially if overtime is required) and
may reduce the scope (functions and
features) of the system
 Reducing costs (cutting the budget) will
increase time (delay schedule) and may
reduce the scope (functions and
features) of the system
 Increasing scope (adding features) will
certainly increase time and/or cost
 Reducing scope may reduce time and
cost (and it may also negatively affect
quality)
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Project Stakeholders

 Stakeholders Are the People Involved in or Aff
ected By Project Activities
 Stakeholders Include
◦ The Project Sponsor and Project Team
◦ Support Staff
◦ Customers
◦ Users
◦ Suppliers
◦ Opponents to the Project

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Interacting Process Groups
 Figure 3-3 demonstrates how process
groups exist within each phase of an
iterative project
 The initiating process group is the
process that begins the project as well as
each phase. Each phase consists of all
five process groups interacting over time
 Each phase as well as the entire project
ends with the closing process. As each
phase ends, the closing process reviews
what was accomplished in the previous
phase and what needs to be done or
redone in the next phase
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Project Life Cycle

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Project Life Cycles
Man Hours

Conceptualization Planning Execution Termination
Fig 1.3 Project Life Cycle Stages
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Project Life Cycles
 Conceptualization - the development of the
initial goal and technical specifications.
 Planning – all detailed specifications,
schedules, schematics, and plans are
developed
 Execution – the actual ―work‖ of the project is
performed
 Termination – project is transferred to the
customer, resources reassigned, project is
closed out.

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Process Groups
 Initiating processes – authorizing the
beginning or ending of a project or phase
 Planning processes – ensuring that the
objectives of the project are achieved in the
most appropriate way
 Executing processes – coordinating all
resources (people and material) during the
implementation of the project plan
 Controlling processes – monitoring of project
variances from what was planned to actual
progress
 Closing processes – formal acceptance of the
project or a phase and updating of the
project information base with lessons learned

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Process Groups and
Knowledge Areas

Figure 3-1


Process Groups Overlap in Time

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Process Groups Interacting in a Phase

Figure 3-3


Process Groups
 Process groups supply a roadmap to follow,
and the knowledge areas describe the
methods (for example, car, plane, bus) of
how to get to our destination, which is
project success

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Project Life Cycles and Their Effects
Client Interest

Project Stake

Resources

Creativity

Uncertainty

Conceptualization lanning
P Execution Termination

Fig 1.4© 2010 Pearson
Copyright
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Six Criteria for IT Project Success

 System quality
 Information quality
 Use
 User satisfaction
 Individual Impact
 Organizational impact

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PLC Initiation Phase
 Initiation - Define the Project
◦ The Initiating stage of project management includes
examining the strategic fit for a proposed project. Before
beginning a new project, an organization must determine
that the project fits in with its strategic goals.
Understanding the organization’s goals can help executives
identify certain proposed projects focusing on mission-
critical activities as high-priority, and other projects
peripheral to organization goals as lower priority. During
the Initiating stage, an executive sponsor should be
identified. A high-level evaluation of the project’s business
case should be developed, along with project limitations
and technical and financial requirements. A project
manager should be identified and a placeholder project
plan set up in Microsoft Office Project 2003, Microsoft
Project 2002, or Microsoft Project 2000.
 Source: MS Project Quick Reference Guide

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Project Initiation
 Link a Project to An Underlying Business Need
 Analyze and Understand the Stakeholders
 Build the Business Case
 Identify Constraints
 Document Assumptions
 Develop a Preliminary Scope Statement

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Project Initiation


PLC – Planning Phase
 Planning – Create the Plan & Assign Resources

◦ The Planning stage devises a workable scheme to
accomplish the project’s intended goals and
outcomes. In the Planning stage, you identify the
project’s milestones, deliverables, and tasks. This
plan can be your work breakdown structure (WBS).
You develop and refine the schedule, and identify
the resources needed to implement the project.

74

Project Planning


Project Planning
 The Activities:
 •Develop a Work Breakdown Structure (WBS)
 •Estimate Resource Requirements
◦ Personnel
◦ Time Line
◦ Budget
 •Determine the Milestones
 •Develop the Work‐plan

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Structured Project Management
 Identify Risk
◦ Assess
◦ Quantify
◦ Manage
 Mitigation Strategies
 Contingency Planning
 Formal Change Control Processes
 Managing Organizational Change
 Communications
 Expectations

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PLC – Execution Phase
 Execution - Update and keep track
 Controlling – Communicate & Report
◦ The Executing/Controlling stage coordinates people
and other resources to carry out the plan as defined
in the project plan. The deliverables in this stage
focus on managing change, entering schedule
updates, tracking progress, and communicating
project information. Each team member performs
defined tasks within the project scope, ensuring
their contribution to the project’s success.

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Project Execution


Project Execution
 The Interrelationships
◦ Planning
◦ Execution
◦ Control
 The Constraints
◦ Scope
◦ Schedule
◦ Cost

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Project Control
 Monitoring and Control
◦ The Work
◦ The Time
◦ The Budget
◦ The Deliverables
◦ The Communications
◦ The Quality
◦ The Completion

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Project Monitoring & Control


PLC – Closing Phase
 Closing – close out the project
◦ The Closing stage includes final details for
completing a project. Resolve any final project
details, and obtain customer acceptance of final
deliverables. Conduct a Lessons Learned session,
recording information about areas for improvement
and best practices. Make any final updates to the
project plan. Finally, archive the project plan
according to your organization’s project data
archival guidelines.

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Managing Expectations
 Identify Stakeholder Requirements
◦ Deliverables
◦ On‐going Communications
 Define Roles and Responsibilities
 Manage Expectations

84

Project Closure
 Gain Acceptance for Deliverables
 Implement the Transition Plan
 Assess the Lessons Learned
 Archive Information
 Close out the Team
 Conclude the Project

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Project
Closeout


Project Management Recap!
 Projects are the means to bring about change faster than it would
happen otherwise; projects accelerate change to beyond the rate at
which the organization naturally evolves and changes.
 Projects have a definite start and end point. (This contrasts with
processes, which continue in a cycle.) Once a project reaches its
objective, it finishes.
 Projects have high risk. This is an outcome of accelerated change.
 Projects are about doing something new. Consequently, projects have to
develop new approaches and means of doing things.
 Projects come in all sizes and every variety of difficulty. Some can be
planned, managed and executed all by the same person working part
time. Others require tens of thousands of people working on many sites
doing many different things.
 All of them share some common features and will benefit from some
parts of the body of knowledge that has built up around project
management in general, but which parts of the body of knowledge
should be applied will vary according to the specifics of the project.

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Advantages of Project Management
 Better Control of Resources
 Improved Customer Relations
 Shorter Development Times
 Lower Costs
 Higher Quality and Increased Reliability
 Higher Profit Margins
 Improved Productivity
 Better Internal Coordination
 Higher Worker Morale

88

Next Session: Introduction
 The nine knowledge areas of project management
are:
 Project Integration Management.
 Project Scope Management.
 Project Time Management.
 Project Cost Management.
 Project Quality Management.
 Project Human Resource Management.
 Project Communication Management.
 Project Risk Management.
 Project Procurement Management.

Source : PMI Handbook

89

Knowledge Areas
 The knowledge areas represent the body of
knowledge that a project manager must have
in order to consistently deliver successful
projects that meet a customer’s expectations
in terms of scope, time, cost, and quality of
the project deliverables

3-90 Prentice Hall

PMBOK Knowledge Areas
 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 Human Resources Management
 Communications Management
 Risk Management
 Procurement Management

3-91 Prentice Hall

PM Core Knowledge Areas
 Core Knowledge Areas: Objectives
◦ Scope
◦ Time
◦ Cost
◦ Quality
 Facilitating Knowledge Areas: Achievement
◦ Human Resources
◦ Communication
◦ Risk
◦ Procurement
◦ Project Integration Management

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