Proficient Management of PM Knowledge Areas
By
MaryGrace Allenchey, PMP
Project, Program and even Portfolio Management (PM) expertise requires diligent development and implementation of critical processes and their associated procedures to ensure effective execution and management of the PM Knowledge Areas®.
These management controls are defined during the PM Planning Process by unambiguously and succinctly documenting the specific process for each
PM Knowledge Area®. They must be subsequently be implemented during the Executing and Monitoring & Controlling Processes by incorporating and integrating the procedures or unique tasks to manage the
PM Knowledge Area®, into the PM Work Breakdown Structure (WBS) and PM Schedule.
The following matrix provides the basic components and an effective technique for defining, documenting and implementing proficient, efficient and comprehensive management of
PM Knowledge Areas®. Each PM-control or management technique for the
PM Knowledge Area® must define what must be managed, who participates in the process, when the procedures are executed and how the tasks are completed.
Management Control
|
PM
Knowledge Area
|
Implementation Technique
|
| |
|
What
|
Who
|
When
|
How
|
| Change Management |
|
Specific Request to revise the current PM (Deliverables, Schedule and/or Budget) baseline |
- Author Recipient of Requests
|
“Window” or Timeframe to
|
Template and/or Form to facilitate and document:
|
| Communications Management |
- Communications Management
- Human Resources Management
|
Specific Project, Program and/or Portfolio Information, Progress and Status |
- Originator or Facilitator
|
Specific Frequency for each Communi-cation |
Specific Medium
|
Management Control
|
PM
Knowledge Area
|
Implementation Technique
|
|
|
What
|
Who
|
When
|
How
|
| Cost Management |
Cost Management |
Identified and Implemented reductions to current baseline Budget |
All Stakeholders |
- Tasks integrated into WBS and Schedule
- Log to track imple-mented reduction to baseline Budget
|
|
| Issues Management |
Risk Management |
Escalation process forunexpected or unanticipated events |
- Standard escalation person
- Through-out the project or program lifecycle
|
|
Log to document Issue and track resolution procedures |
| Contract / Procurement Management |
Procurement Management |
- Procured Items and/or Services
- Contract Terms and Condit-ions
|
|
|
WBS task and Schedule for due-dates and QC inspections. |
| Quality Assurance and Quality Control |
Quality Management |
- QC Inspect-ions defined in WBS
|
|
|
Template and Form to track QC Inspection Results |
| Risk Management |
Risk Management |
Identification, Assessment and Response to potential threats and opportunities. |
- Response tasks integrated into WBS and Schedule
|
|
|
Management Control
|
PM
Knowledge Area
|
Implementation Technique
|
|
|
What
|
Who
|
When
|
How
|
| Value-Added Management |
|
Additional benefits realized during implementa-tion of the current, approved, scope, time and cost baseline. |
- Through-out project or program lifecycle
- Value-Added Task integrated into WBS and Schedule
- Log to document Benefits / Value-Added
|
|
|
PM Knowledge Areas® are the fundamental, critical and required management component of PM
best practices that ensure effective project, program and/or portfolio management.
Proficient Management of the PM Knowledge Areas® improves implementation processes, enhances overall performance, and optimizes project and program success!
