Procurement Management on Knowledge Areas and Agile Methodologies

This report provides a detailed overview of procurement management within the context of project management. It begins by introducing the Project Management Body of Knowledge (PMBOK) and its significance, followed by an in-depth discussion of the ten knowledge areas, including integration, scope, time, cost, quality, human resource, communication, risk, procurement, and stakeholder management. The report then explores the PMBOK process groups, encompassing initiation, planning, execution, monitoring and controlling, and closing. Furthermore, it examines the considerations for agile adaptive methodologies, emphasizing the importance of flexibility, stakeholder involvement, and iterative processes. The report also integrates biblical principles, offering relevant verses that align with project management concepts. The report concludes by summarizing the key findings and highlighting the importance of effective project management practices for achieving successful project outcomes. The report also focuses on the planning, staffing, organising, and controlling the performance of a company.

Running head: Procurement Management on Knowledge Area
Procurement Management on Knowledge Area
Name of the Student
Name of the University
Author Note

Procurement Management on Knowledge Area 1
Table of Contents
Introduction................................................................................................................................3
PMBOK Knowledge Areas....................................................................................................3
PMBOK Process Groups........................................................................................................3
Considerations for Agile Adaptive Methodologies................................................................3
Biblical Integration.................................................................................................................3
Conclusion..................................................................................................................................3
References..................................................................................................................................4

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Introduction
The project management body of knowledge is a book which consists of guidelines for the
project management. The PMBOK consists of the planning, staffing, organising, and
controlling the performance of a company (Varajão, 2016). The goal of this project is to
discuss about the different aspects of the PMBOK. The report focuses on the knowledge
areas of the PMBOK. The PMBOK has ten knowledge areas in all. The report discusses
about the process groups of the PMBOK. The project discusses about the considerations in
the agile methodology and last but not the least the report discusses about the biblical
integration and the verses that can be connected to the management of the project.
PMBOK Knowledge Areas
The project management Institute some standard guidelines for the project management that
is called the knowledge areas of the project management. This is the standard that is always
evolving and it is updated sometimes in the Project Management Book of Knowledge
(Papke-Shields & Boyer-Wright,2017). The knowledge areas of management of the project
co-occur with process groups of the project management. The process groups include
initiation of the project, project planning, execution, monitoring and controlling and closing.
These are the sequential stages of every project. The knowledge areas of the project
management take place during these process groups. The knowledge areas of the project
management are the subject matter that is necessary for the successful project management.
The different types of Project Management Knowledge Areas are
 Integration management: It is the procedure that is needed to make sure the different
constituents of the project is co-ordinated appropriately.
 Scope management: This is the procedure that is needed to make sure that the project
consists of all the work that is needed so as to finish a project triumphantly (Zulch, 2014).

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 Time management: This procedure is needed to make sure that a project is finished
within the given interval of time.
 Cost management: Management of cost is the procedure that is needed to make sure that
a project is finished within the financial plan that is approved.
 Quality management: Project Quality management is the procedure that is needed to see
that a project will be done for which a project is taken for.
 Human Resource management: It is the task that is needed to use peoples in potential
ways who are working in a project.
 Communication management: It is the procedure that is needed to make sure the there
is timely generation, dissemination, collection and storage of the knowledge of the
project.
 Risk management: Management of risk is the procedure to recognize, examine, and to
give response to the risk of a project.
 Procurement Management: The procedure to obtain the services and the goods from not
inside of the organization.
 Stakeholder management: The process that develops and recognises the people and the
company who can help the members of the team and can have a great impact on the
project.
PMBOK Process Groups
The foundation for the theory of project management is known as the process groups. It is a
very sophisticated word for a concept that is simple, as the process group are the stages that
each of the projects goes through. The five process groups are
 Initiation: Initiation of a project consists the groundwork that is necessary so as built the
project and define the criteria of the project (Hornstein, 2015).The organization that is

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doing the project will provide the funding at this stage. In this phase of the project, the
boundaries of the project and the shareholders are determined.
 Planning: In the stage of initiation, a project is authorized. After the authorization, the
project should be planned. This stage of the project has a document that is called the
project management plan. This document makes it clear the management of the project.
In the PMBOK, the knowledge areas fall under the planning phase of the project. It
outlines the scope of the project, deadlines, cost and milestone. The planning phase is
very specific to some of the organizations (Pemsel& Wiewiora, 2013). The plan of the
project must be distributed to the shareholders and the sponsors of the project. This stage
of the project is most underrated. The planning phase of the project is most difficult
because if anything goes wrong then there can be cost and schedule overrun.
 Execution: execution stage of a project is the phase where most of the technical work
takes place. The team of the project are assembled together and are put to work. The
project execution needs co-ordination of the team members, managing the expectations of
the stakeholders and then dealing with the changes in the project (Rokooei, 2015). The
project manager must solve all the issues that arise. If there is any change in the project
then the project manager must handle it and the shareholders must be informed
periodically.
 Controlling and monitoring: This is a stage of a project where the manager must control
and monitor the project to make sure that the deliverables of the project are on budget, on
time, and the quality is good. The project manager must keep the stakeholders satisfied
and motivate the team members. The controlling and the monitoring stage happen
concurrently to the phase of execution. Therefore, the two groups of the processes happen
in parallel. The process of earned value analysis does tracking of the cost and the time.

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The regular monitoring areas of the project are deliverables quality, good communication
with the shareholders, and the risk of a project.
 Closing: There are always some tasks left in the closing of the project. The tasks that are
done are visibility scales to the executives and the sponsors of the project. The obligation
of the project should be completed and the contracts must be closed (Mustaro &
Rossi,2013). The final details of the project should be submitted and the requirements of
the funds finalized.
Considerations for Agile Adaptive Methodologies
During the integration of a project, the manager of the project must allow the members to
execute planning of a project and the delivery. The manager should also take the decisions
and make sure that the team is able to respond to any of the changes in a project. The
shareholders add things to requirements (de et al., 2015). The requirements can be refined by
the prototypes. The owner of the project creates a vision of the product and the roadmap that
leads to the backlog of the product. In the lifecycle of agile methodology, the items that are of
high priority from the backlog of the product are worked in a loop. The processes of the
project management that is performed in every loop are the define scope, collect
requirements, WBS creation, Controlling and validation of the scope. The backlog of the
product will be the present needs of the project that applies the agile methodology.
The estimation of the initial cost of labour is lightweight, as the scope of the project is not
done. However, an estimation that is detailed can be executed for the horizons that are short
terms. An agile team consists of specialist’s to adjust to the demands of the customer
(Sanjuan & Froese, 2013). The communications of the agile methodology are frequent and
quick with systematic reviews. It gives motivation to the team and gives transparency to the
project. In the projects that use the agile methodology more number risks are to be solved due
to the change in the demands of the customer and increase in the work. The risk can be

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effectively managed by the sharing of the knowledge, cross-functional teams and documents
of the requirements. The agile projects need direct contact with the shareholders (Varajão,
Colomo-Palacios & Silva,2017). Transparency is very important and wall chart and radiators
that are informative can create the desired effect. In the agile projects, a decision making
process is fist of five. When the manager needs the members to give the decision, a fist
means that there is no support and all the fingers are open that means that full support.
Biblical Integration:
The Lord says, “Follow me.," so the people have to walk together with Jesus. “Do not
conform to the pattern of this world, but be transformed by the renewing of your mind. Then
you will be able to test and approve what God’s will is—his good, pleasing and perfect will.”
Conclusion
For completion of a project, the project requires to be properly planned and executed. The
manager and the members do this work. Project management is the study to manage a project
to make it successful. The knowledge areas are the areas that are very essential in the
management of the project. Last but not the least, the project discusses about the biblical
integration that is the verses that is associated with the management of a project. These are
important part of a project that makes a project successful and also shareholders of a project
and the sponsors are also happy.

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References:
de Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its
effects on project success: Cross-country and cross-industry
comparisons. International Journal of Project Management, 33(7), 1509-1522.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Mustaro, P., & Rossi, R. (2013, July). Project management principles applied in academic
research projects. In Proceedings of the Informing Science and Information
Technology Education Conference. Informing Science Institute.
Papke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics
applied to project management. International Journal of Project Management, 35(2),
169-179.
Pemsel, S., & Wiewiora, A. (2013). Project management office a knowledge broker in
project-based organisations. International journal of project management, 31(1), 31-
42.
Rokooei, S. (2015). Building information modeling in project management: necessities,
challenges and outcomes. Procedia-Social and Behavioral Sciences, 210, 87-95.
Sanjuan, A. G., & Froese, T. (2013). The application of project management standards and
success factors to the development of a project management assessment
tool. Procedia-Social and Behavioral Sciences, 74, 91-100.
Varajão, J. (2016). Success Management as a PM knowledge area–work-in-
progress. Procedia Computer Science, 100, 1095-1102.

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Varajão, J., Colomo-Palacios, R., & Silva, H. (2017). ISO 21500: 2012 and PMBoK 5
processes in information systems project management. Computer Standards &
Interfaces, 50, 216-222.
Zulch, B. G. (2014). Communication: The foundation of project management. Procedia
Technology, 16, 1000-1009.