Activity 2

Gina L. MAgcamit
Cacawan High School
Pinamalayan East District

1. Project management involves the planning and organization of a company's resources to

move a specific task, event, or duty towards completion. It can involve a one-time project or an
ongoing activity, and resources managed include personnel, finances, technology, and
intellectual property. Project management is often associated with fields in engineering and
construction and, more lately, healthcare and information technology (IT), which typically have
a complex set of components that have to be completed and assembled in a set fashion to
create a functioning product. No matter what the industry is, the project manager tends to
have roughly the same job: to help define the goals and objectives of the project and determine
when the various project components are to be completed and by whom. They also create
quality control checks to ensure completed components meet a certain standard.

2. Project management, in its modern form, began to take root only a few decades ago. Starting
in the early 1960s, businesses and other organizations began to see the benefit of organizing
work around projects. This project-centric view of the organization evolved further as
organizations began to understand the critical need for their employees to communicate and
collaborate while integrating their work across multiple departments and professions and, in
some cases, whole industries. Project management has been practiced for thousands of years since
the Egyptian era, however, it has been about half a century ago that organizations start applying
systematic project management tools and techniques to complex projects. In the 1950s, Navy employed
modern project management methodologies in their Polaris project. During the 1960s and 1970s,
Department of Defense, NASA, and large engineering and construction companies utilized project
management principles and tools to manage large budget, schedule-driven projects. In the 1980s,
manufacturing and software development sectors started to adopt and implement sophisticated project
management practices. By the 1990s, the project management theories, tools, and techniques were
widely received by different industries and organizations

3. The PMI (Project Management Institute) has defined these five process groups, or phases, which
come together to form the project life cycle.
 Project Initiation
 Project Planning
 Project Execution
 Project Monitoring & Controlling
 Project Closure
The PMI took what’s really common sense and called it the project life cycle. The PMI methodology is
the de facto standard for project delivery, which you can find in their 370 page 7th edition of the Project
Management Book of Knowledge (PMBOK). It’s a really long, and to be honest, deathly boring read, so
here’s a condensed breakdown of the project life cycle which contains all the important takeaways.

4. As one has to understand the roots and its functions to understand the working of a tree, you
will have to understand these 10 Knowledge Areas to understand Project Management.
Therefore, the 10 Project Management Knowledge Areas are as follows:
1. Project Integration Management:
Unlike the meaning of the word integration, which is to combine one thing with another
to form a whole, Project Integration Management withholds the project and combines it
as a unified project. 
2. Project Scope Management:
There is a thin difference between what the stakeholders want and what they need.
Initially many projects are started on the knowledge of what is wanted by the
stakeholders. 
After a while, changes are to be made to target the deliverables to the wants of the
stakeholders instead of the needs, which creates extra work and tasks, which is
obviously frustrating and tiring.  
3. Project Time Management:
While making a project plan, tasks will be assigned with deadlines and budget would be
estimated to complete them. Now a project depends on its timeline to be completed
and the time management of the manager and various members doing the tasks.
Now, it is possible that some members would overestimate the time to complete the
task to have some room and not feel hurried. Others might underestimate the time. And
some unexpected problem would always come to consume your time. 
Because of these variables, Time Management is necessary. Time Management includes
six processes:
 Plan Schedule Management
 Define Activites
 Sequence Activities
 Estimate Activity Duration
 Develop Schedule
 Control Schedule
Thus, this Knowledge area is essential for the successful and timely delivery of the
project. 
4. Project Cost Management:
In simple words, it is the process of preparing a budget and tracking if the whole project
is going as per the Project Baseline Budget or not. If not, then taking up necessary steps
to move it back on the track. 
It includes activities such as Planning, Budgeting, estimating, funding, financing,
managing and monitoring. 
Project Cost Management includes four processes:
 Plan Cost Management
 Estimate Costs
 Determine Budget
 Control Costs
5. Project Quality Management:

You are getting paid to deliver what was needed. You have promised to deliver a quality
project and if you deliver anything less than that, then it is a failure to you and to the
stakeholders too.
Quality is the only thing which differs you from the competition, thus maintaining it is
the main thing, or else if you are delivering less than the proposed thing, how can one
trust you?  Quality is the criteria for the value of your project. 
Therefore, Project Quality Management ensures that the project is progressing
according to the standards.  Project Quality Management includes three processes:
 Plan Quality Management
 Manage Quality
 Control Quality
6. Project Resource Management:
Management stands for managing something right? But what?
The Manager has to manage and consider which resources would be used to complete
the project. i.e. People, Equipment, facilities, Fundings. All these have to be managed
and organized to execute the work involved.
In Project resource Management, the focus is on using the required resources to attain
the planned outcome. Project Resource Management includes six processes:
 Plan Resource Management
 Estimate Activity Resources
 Acquire Resources
 Develop Team
 Manage Team
 Control resources
7. Project Communication Management:
Project Communication Management is mostly about communication since 80% of
Project Management is communication. In fact, according to the Project Management’s
Institute’s Pulse of the Profession™ In-Depth Report, highly effective communicators are
more likely to deliver projects on time and within budget. Various Communication
Tools could be used for effective communication. 
Communication is essential between the Project Manager, team members and the
stakeholders, as the absence of it can have negative effects on the project.
Project Communication Management includes three processes:
 Project Communication Management
 Manage Communications
 Monitor Communications

8. Project Risk Management:

All the Projects are like Indian roads. i.e. Speedbreakers and Potholes are must, likewise,
the risk is inevitable in the project. 
In Project Risk Management, Project Manager should first lookout for possible risks and
should work towards avoiding or solving them, and once the project is started, they
should solve any risk that pops up. 
Project Risk Management Process includes seven processes:
 Plan Risk Management
 Identify Risks
 Perform Qualitative Risk Analysis
 Perform Quantitative Risk Analysis
 Plan Risk Responses
 Implement Risk Responses
  Monitor Risks
9. Project Procurement Management:
Let’s be rational here, we are not capable of doing all the things on our own. Thus,
Project Procurement management refers to purchasing or acquiring products, services
or results from outside. 
This Knowledge Area is not applicable to all the projects. We know what we can do from
the planning stage only and what we have to get done from outside. Thus, from
planning to acquiring to delivering the final product, Project Procurement Management
is used.
Project Procurement Management includes three processes:
 Plan Procurement Management
 Counduct Procurements 
 Control Procurements
10. Project Stakeholder Management:
This is the final step mentioned in the PMBOK. 
Project Stakeholder Management refers to involving the stakeholders in the project
management, from the initial stage and finalizing the products quality, steps, and the
deliverables.
If a Project Manager fails to involve the stakeholders in the initial stage, they will make
you change the tasks later on to meet their wants, which will just hamper the project’s
scope and value. 

5. If you manage projects, you need to learn about project management methodologies.
Here’s a quick overview of the most commonly used project management methods that you
can use.
1. Waterfall Methodology
This may be the most straightforward and linear of all the project management methods in this
list, as well as the most traditional approach. The name is apt, as the waterfall methodology is a
process in which the phases of the project flow downward. The waterfall model requires that
you move from one project phase to another only once that phase has been successfully
completed.
2. Agile Methodology
What It Is: In a nutshell, Agile project management is an evolving and collaborative way to self-
organize across teams. When implementing the agile methodology, project planning and work
management are adaptive, evolutionary in development, seeking early delivery and are always
open to change if that leads to process improvement. It’s fast and flexible, unlike waterfall
project management.
3. Scrum Methodology
What It Is: Scrum is a short “sprint” approach to managing projects. The scrum methodology is
It’s ideal for teams of no more than 10 people and often is wedded to two-week cycles with
short daily meetings, known as daily scrum meetings. It’s led by what is called a scrum master.
Scrum works within an agile project management framework, though there have been attempts
to scale Scrum to fit larger organizations.
4. Project Management Body of Knowledge (PMBOK)
What It Is: This is the granddaddy of methodologies if it’s a methodology at all. The Project
Management Institute (PMI) is a not-for-profit membership association, project management
certification and standards organization.
This organization produces a book called the “project management body of knowledge” or
PMBOK. The PMBOK provides definitions and guidelines for project planning, scheduling,
executing and controlling. For example, the project management process groups describe the
project life cycle, while the 10 project management knowledge areas explain how to manage a
project.
Get work management software that fits with every methodology.Try ProjectManager for free!
First off, PMBOK® is an acronym for Project Management Body of Knowledge. It’s a book,
published by PMI, that collects the processes, best practices, terminologies and guidelines that
are the accepted norm in the industry. It was first published in 1996 and is about to publish its
sixth edition in the fall of 2017.
When To Use It: Almost any project can benefit from PMBOK, as all projects big and small are
going to go through the various stages outlined in the book. It’s a great way to keep everyone
on the same page, so to speak, and offers a clear definition of how a project is managed.
The Project Management Institute it’s also the organization that grants the PMP certification,
which is the gold standard among project managers and is recognized all over the world.
PMBOK is a great traditional framework to run a project.
5. Critical Path Method (CPM)
What It Is: In the critical path method (CPM), you build a model of the project, including all the
activities listed in a work breakdown structure, the duration of those tasks, what if any task
dependencies there are and marking off milestones to indicated larger phases of the project or
points in which your project deliverables are due.
With this information, you can identify the longest sequence of tasks to finish the project,
which is called the critical path. You’ll need to keep an eye on those tasks because if one of
them is delayed, the whole project will be delayed.
The critical path method was developed in the late 1950s by Morgan R. Walker of DuPont and
James E. Kelley, Jr., of Remington Rand. DuPont was already using a precursor of CPM as early
as the 1940s, and it was applied to the Manhattan Project.
When to Use It: CPM works better with smaller or mid-sized projects. The larger the project,
the more difficult it can be to take all the data you need to diagram and make sense of it
without project management software.
6. Critical Chain Project Management (CCPM)
What It Is: In CCPM, you’re focusing on resources that you’ll be using to complete the project,
such as teams, equipment, office space, etc. It’s a less technical method of project management
that doesn’t put as much emphasis on task order or schedule, but rather on balancing resources
and keeping them flexible.
First introduced in 1997, in the book “Critical Path” by Eliyahu M. Goldratt, it has been credited
with making projects anywhere from 10-50% faster and/or cheaper.
When to Use It: Can be applied to both large and small companies, and for projects that include
industries such as construction, software development and tech research and development.
7. Kanban Methodology
What It Is: The Kanban methodology is a visual approach to project management. The name is
literally billboard in Japanese. It helps manage workflow by placing tasks on a Kanban
board where workflow and progress is clear to all team members. The Kanban methodology
helps reduce inefficiencies and is a great project management tool for many purposes such as
lean manufacturing or agile projects.
Kanban project management has been around since the late 1940s when it was studied by
Toyota to use the rate of demand to control the rate of production of its vehicles. The car
company applied it to their lean manufacturing model, known as the Toyota production system.
With the dawn of visual planning boards in software in our era, like Trello, there are now new
uses for Kanban tools and Kanban methods. Agile teams use Kanban boards for story-boarding
user stories and for backlog planning in software development.
When to Use It: Another process developed initially for manufacturing and for software teams,
the Kanban method has since expanded and has been used in human resources, marketing,
organizational strategy, executive process and accounts receivable and payable. Almost anyone
can plan with Kanban boards, adding cards to represent project phases, task deadlines, people,
ideas and more. Kanban software makes this methodology especially accessible.

8. Extreme Programming (XP)

What It Is: It sounds like some dangerous sport the kids are into, but in fact XP is a type of agile
software development with short development cycles and multiple releases to improve
productivity. Customer requirements are sought and can adapt the course of the project.
Created by Kent Beck while working on the Chrysler Comprehensive Compensation System
payroll project, he literally wrote the book (“Extreme Programming Explained”) in 1999. But
many of its practices have been around for a while.
When to Use It: When requirements change frequently, then you’ll want to use a methodology
such as XP. It’s good for when your customer doesn’t have a clear idea of what they want.
9. Lean Methodology
What It Is: Lean project management is what you’d think it is from its name: a way to cut waste
and in so doing increase value in projects and manufacturing processes. So, lean focuses on
eliminating waste from key processes to continuously be impacting positively on the value
stream. It does this by optimizing separate technologies, assets and verticals.
Lean project management goes back to Henry Ford and his flow production for automating the
process of building cars. Toyota picked up on the idea, as well, extending their idea beyond
manufacturing to the continuous improvement of the product development process.
Today, software development teams run lean processes to focus on end-user feedback and
increased value, which means Lean methodology has taken on a new meaning, particularly with
the publishing of Lean Startup, by Eric Ries, who advocates for rapid prototyping, end-user
feedback and early and rapid product delivery.
When to Use It: Lean project management was first developed by Toyota and is obviously a
great methodology for manufacturing. In fact, it’s also referred to as lean manufacturing, but it
has been adopted by construction and education industries, among others in the
manufacturing space and countless startups and software development firms looking to drive
products focused on the end-user.
10. Six Sigma
What It Is: Introduced by engineers working at Motorola in the mid-1980s, Six Sigma works to
improve quality by identifying what is not working in the project. It applies quality
management, including empirical statistics, and employs personnel who are experts in these
disciplines. There is also a Lean Six Sigma that adds lean methodology to eliminate waste.
As a doctrine, it says that continued efforts to achieve results that are stable and expected are
most important to success. Processes can be refined and improved. It takes the whole
organization, from the top down, to sustain quality in a project.