PM-9 Knowledge Area

Project Management NINE(9) Knowledge Areas Brief Explanation

Project Integration
-is the 'umbrella' knowledge area that unifies the work done in each process group, and links it with the other process groups

Project Scope Management
-is where you define project requirements and make sure you maintain control of what the project is meant to achieve

Project Time Management
-is the knowledge area concerned with creating and managing the project schedule

Project Cost Management
-is where you estimate, finalize and manage the project budget and cost baseline

Project Quality Management
-is the knowledge area concerned with setting and auditing quality standards and making sure that deliverable s meet them

Project Human Resource Management
-include selecting and appointing the project team, managing their interactions and developing their skills

Project Communication management
-involves identifying project stakeholders, planning when and how you will communicate with them and compiling and presenting reports

Project Risk Management
-is where you consider all possible risk to the project and plan how you'll manage them if they arise

Project Procurement Management
-is when you identify all the products and services that need to be bought, select the best sellers and make sure that contractual agreements are met

Regards

MZA

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PM-Project Team Structure

thanks to Mohd Iswan for asking....

There are many different roles in addressing a full business solution.The roles in the team will depend on the nature of the project. So the team structure will probably be adjusted according to the size and working arrangement to meet the evolving nature of the project. Here are some common project roles along with a brief explanation:

Project Sponsor:
The person who saw a need for change and had the authority to make something happen. There may be several sponsors who collectively have this role. It may be that even higher authority and support is required such that others should also be drawn into this role.

Project Director:
The person with genuine executive authority over the project. The Project Director has full accountability and responsibility for the project's success, and has the power to make all decisions, subject to oversight by the executive bodies.

Executive Committee:
A body of people representing the overall executive authority of the organisation. This might, indeed, be the Board of Directors, or it could be a delegated sub-committee of the Board

Steering Committee or Project Board:
The group of people charged with regular oversight of the project. Collectively they should represent all significant areas of participation in the project and they should have authority to take decisions on behalf of those areas. Members would typically be departmental heads, Vice Presidents, or Directors, along with external representatives. The Project Director and Project Manager would normally report to the Steering Committee.

Project Manager:
The person with day-to-day responsibility for the conduct and success of the project. The Project Manager would normally have control over all project resources.

Project Office Manager/ Staff:
The "Project Office" provides supporting shared services to the Project Manager and to the overall Project Team. Often this function has a manager plus support staff. Typical responsibilities include controlling and tracking the detailed plan, managing documentation, preparing reports, etc. It may also be the place to house part-time specialists supporting the team, for example, a Training Designer.

Project Accountant:
A large project may require its own accountant to deal with procurement, sub-contractor expenditure, joint venture accounting, progress tracking and financial reporting etc.

Team Leader:
Typically the project will be divided into various sub-teams - each with its own Team Leader. Team Leaders would be responsible for the management and coaching of that sub-team. They may also have responsibility for managing and tracking the detailed sub-plan for their team.

There are more actually.... (again according to the size of the project)

Regards

MZA

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PM-Team

Definition of a team:
"A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals."

Three (3) Types of teams:
1.Executive Model
-Small teams of 3-8
-All district managers
-No constituent or stakeholder involvement
Advantages: quick, focused, consensus among leaders Disadvantages: isolated, no district-side ownership

2.District Model
-Mid-size team of 15-20
-Reperesentatives form each key stakeholder group within the 'boundries' of district staff
Advantages: key representatives are involved, sense of district-wide ownership
Disadvantages: representatives can take the narrow view, no community-side ownership

3.Community Model
-Large team of 25-30
-Mix of district staff and community leaders (50:50 preferred)
Advantages: key district community leaders involved, sense of community-wide ownership
Disadvantages: slow process, everyone needs to be heard, steep learning curve as citizens become knowledgeable about issues and practices

Characteristics of a Team
-There must be an awareness of unity on the part of all its members.
-There must be interpersonal relationship. Members must have a chance to contribute, learn from and work with others.
-The member must have the ability to act together toward a common goal.

Ten characteristics of well-functioning teams:
1. Purpose: Members proudly share a sense of why the team exists and are invested in accomplishing its mission and goals.
2. Priorities: Members know what needs to be done next, by whom, and by when to achieve team goals.
3. Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task.
4. Decisions: Authority and decision-making lines are clearly understood.
5. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth.
6. Personal traits: members feel their unique personalities are appreciated and well utilized.
7. Norms: Group norms for working together are set and seen as standards for every one in the groups.
8. Effectiveness: Members find team meetings efficient and productive and look forward to this time together.
9. Success: Members know clearly when the team has met with success and share in this equally and proudly.
10. Training: Opportunities for feedback and updating skills are provided and taken advantage of by team members.

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PM-9 Knowledge Area General Descriptions

General Descriptions-Project Management 9 Knowledge Area

1. Integration Management
Describes the processes required to ensure that the various elements of the project are coordinated. It consists of project plan development, project plan execution and overall change control.

2. Scope Management
Describes the processes required to ensure that the project requires all the work required and only the work required to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.

3. Time Management
Describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule control.

4. Cost Management
Describes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting and cost control.

5. Quality Management
Describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

6. Human Resource Management
Describes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.

7. Communications Management
Describes the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

8. Risk Management
Describes the processes concerned with identifying analysing, and responding to project risk. It consists of risk identification, risk quantification, risk response development, and risk response control.

9. Procurement Management
Describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout.

MZA: Note: thanks to the unknown contributor...

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PM-Project Management Body of Knowledge

Other source of Project Management Body of Knowledge (PMBOK)
Click here to download.

Regards

MZA

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