The 3 Most Important Things That Define Your Project

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This guest article is by Dr Mike Clayton,
It is a foundation for good project management. We all know this. You can’t manage a mess without it. Scope, goals, and objectives are important. We’ll be discussing how to define them in this article.
This article:
These are the 3 things that make a project definition solid
Goals and objectivesGoals are the first problem
The biggest mistake in scoping projects

There are many more

One thing I have learned from training thousands of project managers is this: This topic seems to be the most lightbulb moment.
For some, defining a project is like making jelly. To my American cousins, that’s jello.
There are many things you want and need. Each stakeholder champions a subset. Each stakeholder has a different style and way of expressing priorities. It gets even more complicated. There are different levels of authority and influence among your stakeholders.
There is another complicating factor. Terminology.
There is a lot of jargon surrounding project definition. This stage of the project lifecycle has the most varied names.

These are the 3 things that make a project definition solid
Let’s get rid of all the noise.
Three things are the core of a solid project description:
These are the most important things to understand and communicate with your stakeholders.
It’s not always easy. Scoping is, in fact, the most difficult part of project management. This is why it is so important to fully understand it.
Goals and objectives are the first problem
This is a problem because it is difficult to distinguish them. Some people use the term ‘goalsandobjectives’ almost interchangeably.
Let me now make it easy for you to distinguish the two ideas.
A goal is what you want. It answers the first question that you should ask your boss, your project sponsor or your client.
“What do you want?”
It is possible that you will need to consult with key stakeholders. Once you have reached a consensus on your project goal, it is time to move on to their objectives.
The objectives define what is important about how you reach your goal. They define the goals and criteria that your stakeholders value. Start with your boss, project sponsor, or client. Next, consult other people. Ask them:
“How do you want the goal to be achieved?”
People will usually answer using the triple constraint of:
They will prefer deadlines to time. They may have needed deadlines.
Cost – They may ask you to stick to a budget.
Quality – They may have specific quality standards that you must meet.
It’s not unusual for stakeholders to try to tie you down to fixing each of these. The refrain of most project managers is:
‘Time, cost, quality: pick two’
This is not a requirement. It’s okay in principle, as long as they are consistent. In order to be acceptable in practice, you must have enough contingency for each one to cover the risk involved in your project.
Consider the following:

Next: The Complete Guide to Project Risk Management
The scope of your project defines the scope of your project’s ambitions. Or, to be more precise, the ambitions of your stakeholders.
It answers the question:
“How much do you want?”
There are two ways to scope. These depend on whether you are based in the UK or the US for project management. Both are equally good, but we all have our preferences.
The scope of your project in the US is the amount and the rand

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How to use the SCARF Framework for managing Change in Projects

(This post contains affiliate hyperlinks. Please read my full disclosure.
Carole Osterweil, author Project Delivery, Uncertainty, and Neuroscience – A Leader’s Guide to Walking in Fog, was asked by us for her top tip for working in a VUCA setting.
VUCA environments can be volatile, uncertain, complex, and ambiguous.
Carole OsterweilVUCA environments are stressful and can cause anxiety. Carole explained that this can affect our ability to think clearly and increase the likelihood of us misinterpreting the situation and acting in ways that add complexity and raise the stakes.
Any assistance that can help you navigate these difficult situations is a benefit.
Carole suggests that everyone involved in project delivery has a basic understanding about how the brain works and uses this knowledge for their decisions.
Unconvinced? Think about the projects that you are working on. How often have clients or team members become defensive over something minor?
Perhaps you have been in a meeting and realized that others are convinced that the discussion has no value or is even unhelpful. Yet, nobody does anything.
Today, we are turning the blog over to Carole. She outlines five Brain Basics you need to know as a project manager. She explains how to spot the hidden emotions in these charged moments and the SCARF framework to help you understand and respond.
This article:
Brain Basics and The SCARF Framework5 Brain Basics

What is the SCARF Model? A demonstration of SCARF in action

Social threat: How to respond
SCARF can be used to manage project change
David Rock on Neuroleadership
Key Takeaways

Are you ready to learn more about the SCARF Framework These concepts will help you effectively manage project change.
Brain Basics and SCARF Framework
5 Brain Basics
Let’s start by reviewing some basic information about the brain before we move on to discussing SCARF and how you can use this as a project manager.
The brain of the human being is wired for survival.
The human brain responds to social threats in the same way it does to physical threats – it tries not to.
The brain relies on its own experience to determine whether a situation is dangerous.
This is a response to social threats and can lead to avoidance emotions such as fear, anxiety, anger, shame, and anger. Avoidance emotions can lead to avoidance behaviors like withdrawal, denial, attack, or attack – all of which can get in the way delivery.
The brain produces emotions like joy, trust, joy, and love when it feels psychologically safe. These approach emotions are essential for project delivery success because they allow us to work together, think creatively at work, and be highly productive.
Take a moment to think about the charged moments you have been a part of. To understand what may have been happening beneath the surface, use the five Brain Basics. How can you understand the situation by thinking in terms of avoidance’ and ‘approach’ emotions and behaviors?
Avoidance behaviors are caused by social threats. We need to understand how and where they came from. This is where the SCARF framework comes into play!
What is the SCARF Model?
Five factors are constantly monitored by the brain that have a significant impact on how we behave.
To explain these factors, David Rock from the Neuroleadership Institute created the SCARF model.
These factors are very important to us. SCARF stands as:
Status – The perception that you are better or worse than others
Certainty – The predictability of future events
Autonomy is the degree of control we feel we have over our lives.
Relatedness – The feeling of sharing goals and being part the ‘in crowd’

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How to make time for professional development

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The best project managers invest in their professional development. Although it may not always be easy to learn, it is one of the best ways to stay on top of trends in program and project management.
This article:
Fast-Fix Training Opportunities for Busy Weeks
Professional development: The challenges of quick fixes

How to make time to train that requires commitment
These types of development pose challenges

How to make time to study for a project management certificateAdvantages of certificate training
Long/certificate training: Challenges

How to find the time for long-term studiesAdvantages of long-term development
The challenges of long-term studies

What is the best length of training?

Your CV can be enhanced by making time for professional development and keeping your skills sharp. You have a wealth of formal and informal training that can help you if you are ever stuck for work.
But I get it. It is hard to find the time to continue learning with work, family, friends, and other obligations.
Here are some ways to make training more manageable in your work week. These include how to collect the Professional Development Units that project managers need to keep their PMI credentials as Certified Associate in Project Management (CAPM), or Project Management Professional(PMP)(r).
Let’s begin with what to do if you have very little time and need quick access to new information.
For busy weeks, quick professional development opportunities
It is important that you are able to fit in professional development sessions quickly into your work week.
You don’t have to do it every week, but at least one hour per month of learning, training, or development activities. There are many ways to earn PDUs.
These are some examples of quick-fix training opportunities:
Reading magazine articles
Blogs and other websites can be read
Listening to podcasts
Webinars (free, paid, real-time, or recorded to view at your convenience)
Networking breakfasts that include a presentation
Evening seminars are organized by your local project management organization.

The PDU Podcast is my favorite podcast for project managers.
It’s practical and real-life advice from experts that I love. The episodes are automatically delivered once you subscribe so you don’t have to remember to receive them. It’s easy to fit in an episode during your commute or lunch break.
Earn PDUsPDU Podcast$19.00 Listen to these podcasts on your smartphone, mobile device, and computer. Learn from 25 project management experts whenever it is convenient for you.
Learn moreWe earn commissions when you click this link and make purchase.
Focused sessions that focus on one topic. This is a way to address a specific challenge you are facing right now for your current project.
It is useful when you have a gap between your records, such as when you need to learn how to get the tricky leadership PDUs.
In 1-hour increments, collect PDUs. Make sure to keep track of them so you can claim them.

You can earn PDUs for PMI credentials, such as CAPM, if you look at how to do it quickly.
Professional development: The challenges of quick fixes
These are the main challenges you face when you approach all aspects of your professional development using a ‘quick fix mentality.
First, you need to decide what you want to learn. Next, find a reliable source.
There is a possibility that you will be asked to attend an online presentation about a topic you are already familiar with in order to claim you have done some development this week.
It can take time to compile a reliable list with ‘go-to’ places.

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How to add projects in LinkedIn: A Step by Step Guide

Did you know you can add projects on your LinkedIn profile? You can add a section to your LinkedIn page that discusses your professional profile in a new manner: through the projects you have worked on.
You should. Let’s learn more about how to use this powerful feature to enhance your professional profile and make you more appealing to potential clients and hiring mangers.
This article:
What is the value of adding projects on your profile?
What kind of projects are you able to add?
How to add projects on LinkedIn
Add a section for projects
Add your first project
Add colleagues
Writing project descriptionsExamples of project descriptions

Save your project
View your LinkedIn project
Next steps

What is the value of adding projects on your profile?
Projects are a great way to showcase your abilities and provide data about your work experience. People say that LinkedIn should be about your results and not your jobs. Projects are a great way to add evidence to show the impact of your work.
You can include specific information about a project. You can show off your best work without making it seem like you’re boasting. LinkedIn should be more than a resume online. LinkedIn should be more than a resume. It should include all sections that you have access to.
Whether you are looking for work or just want to build your personal brand as a leader within your field, having your projects listed on your public profile can help you increase your network.
What kind of projects are you able to add?
LinkedIn projects can be attached to a role. As long as the role is listed in your profile you can add any type of project. You can add anything, from initiatives you have led as part your volunteer experience to linking your digital portfolio as an artist. Make sure they are in some way related to your work history!
A URL can be included in each project. If you have a website, projects can also be used to drive traffic to your site. You can also link to your clients to show the types of organizations you work with.
It doesn’t take much time to add projects on your profile. Here’s how it works.
How to add projects on LinkedIn
First, log in to your profile.
Click the link to edit your profile.
Click the blue button below to edit your profile. Add a section for projects
You will need to create a section if you don’t have any projects on your profile. Click Add section.
You will then find Projects – it is under the Accomplishments menu.
Locate the Projects section of LinkedIn under the Accomplishments menuAdd your first project
Next, you’ll be prompted to create a LinkedIn project.
This is how the Projects menu looks when you add your projects to LinkedIn. Type in the details of the project. These are the details you’ll need to include
Name of the project.
You can have years or just a start date.
Any other coworkers who worked on the project together.
The role it was associated to – select this option from the drop-down menu of roles already on LinkedIn. If the project is related to a new position, add it first.
If it is a publicly accessible project, or something you can link back to, please enter the URL of the Project URL.
Description. Description. You have 2,000 characters to describe what you did and the purpose of the project.

Add colleagues
If you already have LinkedIn connections with relevant team members who worked with you, they will appear and you can choose them from a drop-down menu.
You can add their names if you are not connected to them, but I recommend that you do not. It’s not necessary to tag people who don’t have a LinkedIn connection with you. No one is going assume that you did all the work.

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How leadership affects projects (and how you can lead yours)

(This post contains affiliate hyperlinks. Please read my full disclosure.
Sarah Coleman is coauthor of Project Leadership, a third edition that explores the interplay between leadership and project management. The 16-year-old edition that was the last edition was published. Yes, people still talk about project leadership!
Sarah was kind enough to talk with me about the impact a leader can make on a project.
Sarah, how can a leader influence the project?
There are many ways that the leader can impact the project. The top three ways I see the leader impacting the project are:
Establishing the culture, expected behavior and environment for the project.
Assisting the client, sponsor, governance committee, and client in managing the project. Also, evaluating the performance of the project team.
Establishing strong relationships, understanding influence, power bases and highlighting the benefits of the project to the organization’s strategic direction, will help build support and profile for the project.
This is a great list! How does that reflect in your book?
The book focuses on three areas that make a difference.
Vision and the Big Picture: Being commercially savvy and looking at a strategic picture for your company, their organization, and their organization.
Building key relationships: Developing organizational intelligence and networking within your organization and the client’s.
Communication and Engagement: Using these skills to market the project and increase its credibility to gain support, awareness, and commitment.
What are your top three tips for project managers who want to be more involved in their projects’ leadership?

First, define what “leadership” is for your organization. What are the behaviors and abilities that your organization values? This is also a good place to start: how does project leadership differ from other leadership roles?
Second, find a coach/mentor/sponsor/role model to help you identify and start to demonstrate good leadership capabilities and behaviors.
Third, get out of your comfort zone and volunteer for the roles/experiences/secondments which will expose you to different ways of doing things and provide different insights.
These will increase self-awareness, help you identify your leadership strengths, help you understand how others impact you, and allow for you to see things from a new perspective.

Thanks! What do you think business leaders should do differently in regards to project leadership?
Many project managers have discovered that they struggle with the concept of and practice of leadership. Most of us have risen through the ranks to become technical specialists by learning, using, and becoming experts in project technical skills.
We are being asked to assume leadership roles as project leaders with little to no experience in managing cross-organizational teams and little to no knowledge of leadership and the range of capabilities required to do it well.
While technical knowledge is important, it is not enough. People skills are what will allow you to lead projects within the larger organization.
Furthermore, the value of personnel in projects is not just a function their knowledge or experience; it is also how well they work together with a team, often across multiple geographies, with people they may never see, and with diverse stakeholders. It is also how they problem-solve, and how they share their knowledge to the benefit the project team.
This means that project managers must have a strong leadership ability.
Therefore, I believe business leaders should look at how P3M can be best used within their companies in order to achieve their goals and strategies.

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Josh Nankivel: Coaching: What does a coach do?

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It’s January which means it is grey and cold outside. We are determined to make this year better than last. This is why I will be spending January focusing my attention on coaching and how it can help improve your performance and the performance of your team.
Today, I am talking to Josh Nankivel, a project management coach, about what he does when coaching people. Josh founded back in 2006. Since then, he has been writing and training in project management. His primary focus is on helping new and aspiring managers.
Hello Josh. Hello Josh. I’m sure you coach project managers. But what does a coach do exactly?
Eric Parsloe’s definition of a mentor and coach in The Manager as Coach is one that I agree with.
Coaching is “a process that allows learning and development to happen and thus performance can improve.” A Coach must have a good understanding of the process and the various styles, skills, and techniques that are appropriate for the environment in which they are being given.
It’s all about teaching.
A coach who is successful enables learning and development through the teaching process, but more importantly, a coach who cares deeply about helping people reach their goals. I can teach people how to manage projects or land a job, but if they don’t go out and do it themselves, I’ve failed as a coach.
My passion is helping people understand why they can make things happen for them and encourage them to realize their potential. I don’t feel satisfied until they make their theory a reality.
Where should you start if you want to coach people in your team?
Start by listening, observing and building trust. You won’t be able coach your team members effectively unless you have earned their trust. They must feel that you are there to support them, not the other direction. They must know what your goal is for you to help them grow and succeed.
You will lose your clients if you rush in with great ideas or ‘best practices’. Coaching is only possible after you have gained trust and have figured out the truth.
This sounds like a difficult job. What do you like about coaching?
I love seeing people succeed. It could be something as simple as a lightbulb going off, or having them implement a strategy that I helped them with and landing them a job. It is worth all the hard work.
I enjoy challenging people. Some of the advice that I give to people who I coach or write on my blog can be difficult to swallow. I am often quite candid (but nice!) When pointing out ways people can improve, I tend to be quite candid (but nice!) These are the times I see the most light bulbs being turned on. I challenge basic assumptions and push people out of their comfort zones.
You write a lot and work with people online through your Work Breakdown Systems that Work (And how to Implement Them). Is it not necessary to coach people face-to-face?
Although it is not necessary to coach people face-to-face, it is important to take steps to ensure that communication is as effective as possible.
For example, in my online programs, I have students create their own plans for sample project ideas. Then in coaching sessions I record my screen and voice to critique their ideas and work. We discuss the item and go back and forth, making improvements as we go.
These lessons are available to all students. They are a powerful way to coach on specific topics that you don’t understand unless you do it yourself.
Whatever medium, coaching is best when you can observe and give feedback. A mentor can be a valuable resource at your workplace, as they can watch you manage your team or run a meeting.

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Book Review: Project Workflow Management

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“Project management is a rewarding and exciting profession, but it is also one of the most difficult jobs. Project team members and managers often misunderstand it,” Dan Epstein and Rich Maltzman write in their book Project Workflow Management: a Business Process Approach. Epstein and Maltzman agree that project management can be difficult.
“The project manager will never win popularity because, even though he/she is not usually a team member’s personnel manager, he/she still sets work deadlines and demands status reporting. He/she also requests that the project work rules be followed. These demands, even if they are not technically their supervisors, won’t win you any favors with your team members.
This book is a complete project management workflow that covers the entire project lifecycle. The authors define workflow as “a method to identify and diagram procedural steps and logic that are used to achieve a particular goal.”
Because it provides detailed instructions for each step, they claim that this step-by step sequence is different to the process models in A Guide to Project Management Body of Knowledge (PMBOK(r), Guide)). This is why the book is so large.
The workflow is essential for managing a project.
Although you can use the book to manage projects without any formal project management training, I believe it would be easier to apply the concepts to real-world projects once you have a basic understanding of the subject. It is very detailed with many tables, templates, and diagrams.
It would be helpful to have access the flow diagrams and the process descriptions while reading the steps and process descriptions. This is difficult to do on an iPad. If you want to have this book on an electronic device, you could print the diagrams and bring them with you.
The explanations are thorough and there are examples that have been used to assist you. A step-by-step example of cost-benefit analysis is provided. This section will take you out of the process, so it’s a little distracting from the flow. However, the idea behind it all is to make sure you know how each step works.
These are useful tips for project management
The book also includes a chapter on estimating, as well as a checklist of requirements. A good section is dedicated to earned value, while another section is dedicated to training. I also liked that the authors acknowledged that projects are not just something you do during your normal workday. And even if you do, poor planning can make you ineffective. They write:
“Delivery team members typically spend 20% of their time talking on the phone…ad-hoc meetings, conversations, coffee breaks, etc… The project manager’s planning skills are key to efficient resource utilisation. A PM with the right skills can achieve 90% resource utilisation. In other words, inefficiencies in resource utilisation can lead to 10% or more of a PM’s productivity.
They also consider ‘project management time’ overhead. This means that you must ‘do’ project management. It takes between 10% and 20% of total project effort. Make sure to add this to your task estimates.
The downside to this book is the fact that it is very technical and difficult for me to read. There are many acronyms and you may not understand some of them. You will need to go back to the beginning of the text to see what they mean.
Do you need to share your plans?
The authors advise project managers to not share their project schedules with clients “to avoid clients’ attempts at micromanaging the project or request reporting on the completion of each scheduled task.”
“If they are accepted into this level

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Book Review: Math For Grownups

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Management of projects requires math (or maths as we would call it here). You will need to be able to create a budget, use data from time-tracking software, and calculate the lead and lag times for project tasks. Earned value is another important topic.
Many people find math difficult. Laura Laing tries to make math easy in her book Math for Grownups.
She writes, “Remember, it is only a tool…It is a language that describes how the world fits together.” Math allows us to make quick decisions and make predictions. Math makes us feel confident and powerful.
It can be difficult to remember how to calculate ratios when you haven’t used your scientific calculator since school. Laing writes:
“It’s understandable if it’s difficult to grasp basic math facts… Once you understand how arithmetic works you can make up most math facts that you’ve forgotten.”
Her book explains how math works and gives you the confidence and skills to tackle everyday math problems. If you don’t know the answer, you can always look it up online. This book is not about making things more difficult than they need to be to prove that you can do long division in your head.
Math for Grownups teaches you how to change your attitude towards math. It covers skills such as fractions and estimation and explains them using real-world examples, such as how to use discount coupons at the supermarket. This doesn’t mean it is a boring text. Laing is explaining negative exponents before you reach the 50th page. A glossary of financial terms and math terms is included in the appendix.
Math for Grownups also focuses on reclaiming numbers for you. Math doesn’t have to be a constraining factor. The book’s underlying message is that math can be your friend. Do you want to buy a fancy new ice cream maker or not? Math will help you determine if you have the money, but even if it isn’t possible, you still have the option. Laing writes, “Remember that it is you who make the final decisions. Not the numbers on the pages.”
Laing demonstrates simple tricks throughout the book to make calculations and equations easier. Her philosophy on estimating is key to this. She explains how to drop fractions from numbers, do math with whole numbers, and then add the parts back together. It is enough to do math that gives you a satisfactory answer.
“Throughout your math education, you were taught exact ways to solve problems. You may have learned that precision is a key component of math.
Math is a science that can be exact, but you have the ability to decide when a precise answer is needed and when an estimate will suffice. It is important to estimate with care. You don’t want to cut corners and end up with an estimate that’s either too small, or too big.
When you have found your solution, ask yourself the following question: “Is it reasonable?”
There are many real-world examples, from buying a car to scaling up recipes to deal with a glut in tomatoes from the garden. Chapter 8 is about household budgets, but there is no specific math for work-related math such as project budgets. This section also examines salary negotiations and how to calculate the value of a raise if it pushes one into a higher tax bracket.
Laing provides readers with the tools to become more confident in managing numbers. This can be done by practicing in situations that aren’t at stake. For example, calculating the grams of fat on food labels or figuring out how much each family owes to rent a villa for friends.
Laing encourages us all to have a relationship that is based on numbers and puts us back in control.
If you have difficulty calculating fractions and ratios,

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Four Management Styles to Give Feedback to Colleagues. Examples

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How often do your team members receive positive feedback or praise? You probably do it every day, even though you don’t know it.
This article will discuss 4 ways to give feedback to colleagues as managers.
This article:
How to give feedback to your team members
Style 1: The Motivator
Style 2: The Charger
Style 3: The Empathizer
Style 4: The Analyzer
How to give better feedback

Positive praise is my style of giving feedback. I will say things like “Great walking!” and “Thanks for carrying your spoon to the table!” I also say, “Great walking!” and “Thanks for bringing your spoon to the table!” Do this dozens of times a day. Positive praise is when you tell children what they have done that you are proud of instead of just saying “Well done!”
My old boss used to say “Thanks for all your efforts today” to people when they were leaving. You knew that he meant it.
I am not as good at using positive praise at work. It feels strange to say “I really appreciated how quickly you turned that status report around, thanks!” It feels insincere but I am quick to praise in writing. I will also say thank you on the phone.
It’s British. Being overly proud or celebrating success at work isn’t our thing. However, I do believe that this is changing.
How to give feedback to your team members
Anna Carroll would agree that I am a motivator at work. She is the author of The Feedback Imperative, How to Give Everyday Feedback and Speed Up Your Team’s Success. This book covers every aspect of giving and receiving feedback at work, including four feedback-giving styles.
It’s not a fixed way of giving feedback. It’s an approach and not a behavior trait. You can switch between the various styles whenever you need to.
Carroll explains that people have a preference. This is the style they feel most comfortable using. Let’s take a look at them.
Style 1: The Motivator
Motivators are usually inspiring managers who are willing to give positive feedback to their team and to each member of the team.
Carroll writes:
Although you are supportive of your team members, you may not be as patient in providing corrective feedback to employees to increase their effectiveness. Although you are creative and spontaneous, you may not be consistent in addressing the feedback needs of each employee.
Yes, that’s me. When things are going well, I’m happy to tell them. I even copy my boss to email so that the higher ups know they did a great job. It is less comfortable to tell people to do their best and not take them aside.
What this means for project managers: A project manager’s job is to motivate teams and make sure that people have the tools they need to succeed (including the right attitude).
If you need help giving corrective feedback, you can call upon the line manager of your resources in a matrix structure.
Style 2: The Charger
People who have a Charger preference are quick to give feedback, focusing on the areas that need improvement. This is easier than if they have any other preferred methods of giving feedback.
They are able to do it because they have a clear vision of the business goals, they know what success looks for the team, and they are confident in expressing that.
They can be critical or unaware of the needs of people. Sometimes we also like positive strokes. Sometimes they might act in a way that isn’t appropriate, such as via video conference. However, it’s possible to receive feedback better if you give it in person.
Management of virtual teams is a skill. If you are a leader, think about how your colleagues perceive you and how you can offer feedback.

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10 Knowledge Areas of Project Management (PMBOK 6), With PPT and PDF

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The PMBOK(r), Guide – Seventh edition does not cover knowledge areas. Materials on Knowledge Areas are still available in the PMI web guidance, which members have access too, called Standards Plus.
This article:
Knowledge Areas Definition
What are the knowledge areas in project management?
What are the Knowledge Areas in Project Management?
Knowledge Areas PDF & PPT
1. Integration Management
2. Scope Management
3. Schedule Management
4. Cost Management
5. Quality Management
6. Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management
Books that are recommended for PMP and CAPM Prep
10. Management of Stakeholders
Mnemonic Knowledge Areas
Next steps

This article reviews and explains 10 Knowledge Areas of Project Management from the PMBOK (r) Guide — Sixth edition. Below is a PowerPoint presentation of the Knowledge Areas. You can also download a PDF.
Knowledge Areas Definition
What are ‘Knowledge Areas? Why are they so important?
PMI is the sixth edition of the PMBOK(r), Guide to Knowledge Areas. This glossary looks like this:
A project management area that is identified by its knowledge requirements. It is described in terms its components, practices, outputs, tools, or techniques.
Each Knowledge Area, which you might hear abbreviated as KA, is a group of concepts and processes that have a common goal. The RiskManagement Knowledge Area contains all the information you need to be successful in risk management.
What are the knowledge areas in project management?
According to the PMBOK (r) Guide Sixth Edition, there is 10. There are 10. According to the PMBOK(r) Guide — Sixth Edition, there are 10.
These topics are covered in detail in PMP(r), training such as that offered by iZenBridge.
What are the Knowledge Areas in Project Management?
These are the 10 Knowledge Areas of Project Management:
Integration Management
Scope Management
Schedule Management
Cost Management
Quality Management
Resource Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
There are 10 Knowledge Areas of Project Management. They appear in this order because there is some logic to how they relate to the project lifecycle. It is important to understand the scope of a project before planning the schedule. Before you can communicate with them, it is important to know the sources.
However, I don’t get why stakeholder management is last. It could be because it was added to the PMBOK(r), Guide — Fifth Edition and added at the end. It would make more sense if it was addressed earlier.
However, if you’re taking the PMP(r), you’ll need to memorize the Knowledge Areas. Make sure you know the order in which they are presented. The order is shown in the table above. You don’t have them all in the same order.
Knowledge Areas PDF & PPT
This Slideshare PowerPoint deck gives you a quick overview of each of the project management Knowledge Areas.
10 Project Management Knowledge Areas by Elizabeth Harrin FAPM. You can also download a PDF copy of this presentation from my project management resource library.
Let’s take a closer look at each one.
1. Integration Management
Project Integration Management is the most difficult KA to grasp because it feels so vague.
This Knowledge Area aims to make it clear that all aspects of project management overlap and must be managed as a whole.
This means that you cannot ‘do’ schedule administration and ignore the potential impacts on people, risk and communications. This is where you need to manage interdependence

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