Project Management: 10 Knowledge Areas for Implementing a New Software

Running head: PROJECT MANAGEMENT
Project Management
[Name of the Student]
[Name of the University]
[Author note]

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Assessment 2:
Introduction:
According to the Project Management Body of Knowledge the various chronological
that the project undergoes is known as the process group and besides this the knowledge area
occurs throughout the entire process groups. This process groups are generally horizontal in
nature whereas the knowledge areas are vertical in nature (Nicholas & Steyn, 2017). The
major reason for considering all this as the core technical subject matter is because of the
reason that they are associated with bringing the projects to life. The report would be
associated with discussing about the implementation of a new software for the super market
in order to manage the various business activities. Below are the 10 Project Management
Knowledge area that are to be used so as to implement the new project:
Project Integration Management
In this knowledge area the tasks of the projects are included which are associated with
holding the entire project together (Todorović et al., 2015). All this tasks are integrated so as
to form a unified one. The major activities of this knowledge area includes the following:
1. Development of the project charter: This is one of the processes that is included in the
Initiation phase. The development of the project charter helps in the initiation of the
project along with helping in authorizing the project manager (Kerzner & Kerzner, 2017).
The project charter for the new software would be deloped.
2. Development of project management plan: This type of plans are generally considered
to be the primary guiding document that is used by the project managers. This also acts as
a supporting document for the end results of the planning phase. This is used for the
purpose of ensuring the fact that the project has a successful outcome. The project plan is

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generally distributed amongst the stakeholders and the project sponsors, so as to get it
approved by them.
3. Directing and managing the project work: This process is generally associated with
encompassing the productions that the project deliverables are having (Hornstein, 2015).
This is to be done by the project manager who would be making sure that the project is
going on in accordance to the plan.
4. Management of the project knowledge: It is observed that most of projects requires the
acquisition of some extra knowledge along with the knowledge provided. So there is a
need of active management which would help in ensuring the fact that the project is
completed successfully within the assigned budget and time.
5. Monitoring and controlling of the project work: in this step the necessary works are
done that are needed for monitoring the activities of the project along with performing an
earned value analysis which is followed by providing of the project status reports and
identification of the various potential changes occurring in a project (Nicholas & Steyn,
2017).
6. Performing of the integrated change control: The change control process is carried out
in this step. In this step all the changes are managed irrespective of the type of change that
is taking place.
7. Project closure :This is the step that includes the necessary tasks required for the purpose
of closing of the project or the project phases.
Project Scope Management
In this knowledge area the scope of the project is included which generally refers to
the work that is done so as to complete the project. Due to the reason that the scope changes
when a project is being implemented, acts as one of the major reason for the changes taking
place in the project. So it is very essential that the boundaries of the project are defined at the

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time of outset of the project and along with this the boundaries are also to be monitored. For
completing the works the minimum scope is to be included. Some of eth major steps in this
knowledge area includes the following:
1. Plan Scope management: This is a part of the project management plan. This cannot
be considered as a standalone document but is considered to be a section of the
management plan (Todorović et al., 2015). The major objectives are to be determined
that is developing the new software.
2. Collection of the requirements: Assembling and itemization of the detailed
requirements is done. All th requirements of the software are to be collected.
3. Defining the scope: In this step the scope of the statement is to be provided in a
comprehensive way so as to reduce the risks related to the project.
4. Creating of the WBS: This is the graphical or the table format breakdown of the
various works associated with the project (Crawford, 2014). WBS would be created
so as to assign proper time for each of the task.
5. Validation of the scope: The deliverables of the project are to be validated which
means it is to be approved by the recipient. This is done in the monitoring and the
controlling process and this includes the formal acceptance of the deliverables once
they are submitted.
6. Controlling of the scope: In this step the scope statement is to be revisited so as to
put light upon the work of the project which have been completed and also on the
current state of the project.
3. Project Schedule Management
The most time consuming section is this the Project schedule management. At the time
of making plans it is the responsibility of the project managers to divide the tasks and
schedule the tasks as well. Earned value management is associated with the determination of