• 5 Phases or Process Groups of Project Management (IPE-MCC)

#1 – Project Initiation
#2 – Project Planning
#3 – Project Execution
#4 – Project Monitoring and Control
#5 – Project Closure

• 10 Knowledge Areas of Project Management (I-SSC-QR-CRP-S)

#1 – Project Integration Management……………………………07

#2 – Project Scope Management…………………………………06
#3 – Project Schedule Management……………………………...06
#4 – Project Cost Management…………………………………..04
#5 – Project Quality Management……………………………….03
#6 – Project Resource Management……………………………..06
#7 – Project Communications Management…………………….03
#8 – Project Risk Management………………………………….07
#9 – Project Procurement Management…………………………03
#10 – Project Stakeholder Management…………………………04

• 49 Processes in Project Management (01766-436373-4)

 49 Processes in Project Management

4. Integration Management Processes:

The coordination between the resources, stakeholders, and other project elements which ensures
the execute the project end to end successfully is Project Integration Management. It is very
important because project success highly depends on integration management in terms of schedule,
cost, quality, scope, risks, etc.

4.1 Develop Project Charter process:

The developed project charter process is a document which is prepared in the initiation phase to
formally authorize the existence of the project. In this process, the document is prepared and given
to the authoritative project manager to use the resources required for the project.
The project charter is a key element which describes the whole project in brief. The project charter
generally includes the objective of the project, stakeholders, requirements, high-level assumptions
and constraints etc.

4.2 Develop Project Management Plan Process:

The process of combining all the project plans and sub-plans into a single integrated plan. It is one
of the most crucial processes of project management. Project success is dependent on the project
management plan. The authoritative head to plan project management is the project manager.
This document is approved and signed by authorized stakeholders.

4.3 Direct and Manage the Project Work process

In this process, the project work activities are directed and managed while executing. This refers
to the term “leading and controlling” the assigned project activities. The key outputs of this process
are final deliverables and change requests for the project work.

4.4 Manage Project Knowledge process

The main objective of this process is to improve the project process using the existing knowledge
and creating new knowledge. The knowledge created is used for further processes and future
projects. The continuing knowledge gain and utilizing the existing knowledge is the main objective
of the project.

4.5 Monitor and Control the Project Work process

Monitoring and controlling project work refers to the continuous tracking, reviewing and reporting
of the project progress status to achieve the required target of the project work activities.
The performances of each assigned resource are monitored and controlled. The document is
prepared regarding the issue and the improvement possible.
4.6 Perform Integrated Change Control process
The integrated change control process includes reviewing all the change requests and managing
them effectively from all the working departments. The document is prepared for approval of any
change requests.
The change requests are approved when there is not much impact on scope, time and cost of the
project. The change requests can be project deliverables, project plans or project assets.

4.7 Close Project or Phase process

This process refers to closing the project activities by finalizing all the deliverables of project
activities and the documents related to closing the project or phase is prepared by the project
manager. In this process, the resources are released to work on other projects.

5. Scope Management Processes:

Project scope management is to define what is included in the project and what is not included in
the project. The scope of the project is the work that is involved and the factors to execute the
project successfully. There are 6 project scope management processes in planning and controlling
process group.

5.1 Plan Scope Management process

It is the process of creating the document in which information about how the scope is defined and
managed throughout the project process. The scope management plan provides the direction of
how to deal with the end-to-end requirements of the project. The scope management plan acts as
a guide to the project flow.

5.2 Collect Requirements process

The process of collecting all the requirements from all the resources or stakeholders to meet the
project objective is called the Collect Requirement Process. The documentation of all the
requirements helps in tracing the matrix of the organizational assets required for the project. The
collected requirement is to be managed and fulfilled to meet the objective of the project.

5.3 Define Scope process

The complete description of the scope of the project is documented in this process. The main
objective of the project is to document what is included in the project and what is not included in
the project.
A clear description of the project is available from this process.

5.4 Create WBS process

Creating WBS refers to the Work Breakdown Structure in which all the project activities are
divided into smaller activities. This helps in assigning tasks or activities to the resources. This
framework also helps in understanding the project objectives and the defined scope. The inputs,
tools techniques, and outputs are clearly defined in this process.
5.5 Validate Scope process
In this process, the final deliverables are validated and accepted by the project manager. It is a
formal acceptance of the completed project whether it met the scope or not is validated in this
process. Before submitting the final deliverables to the customer, if the project manager validates
the scope, then the chances of the customer accepting the project are also high.

5.6 Control Scope process

The control scope process ensures whether all the project activities are according to the planned
scope. This process monitors the status of the project and manages the changes according to the
scope baseline. It ensures there is no slippage in the project scope during project activities.

6. Schedule Management Processes:

Project schedule management involves the listing of the tasks, deliverables, duration, stakeholder
assigned, start and end date of the tasks within the project. Time management completely depends
on proper schedule management.

6.1 Plan Schedule Management process

Schedule Management Plan ensures the project activities are completed on time. The document is
created with project activities based on WBS and time is allocated to complete the project work
activity. It is the process of determining the procedures, and policies, planning, executing,
managing, and controlling the scheduled activity.

6.2 Define Activities process

The list of all the project activities to be conducted during the project execution is documented in
this process. The exact actions to be taken to achieve the project objective is the main output of
this process. In this process, the input, tools and techniques and output is clearly defined.

6.3 Sequence Activities process

The process of identifying the priorities of the project activities and documenting the same. The
sequence of all the project activities is documented in this process. It is one of the most important
processes of project management to keep the project flow smooth.

6.4 Estimate Activity Durations process

Estimating the activity durations refers to documenting the time allotted to each project activity.
This process helps to set the whole project timeline according to the sequence of project activities.
6.5 Develop Schedule process
The process of combining all the components of schedule management into a project timeline is
the scheduling process. The document is created by analyzing the sequence of project activities
and the estimated duration.
6.6 Control Schedule process
The process of monitoring and managing the time taken to complete the project activity during
execution. The document is created to update the status of the project. The main objective of this
process is to ensure that the project activities are executed within the allotted time to maintain the
project management plan.

7. Cost Management Processes:

Cost is the most critical factor in any organization. The process of estimating, allocating and
controlling the cost of the whole project comes from project cost management. The budget is fixed
according to the project activities. The costs are estimated during the planning phase and controlled
if they exceed during execution.

7.1 Plan Cost Management process

The process of cost management plan includes the policies, procedures and guidelines to plan,
manage, and control the project costs. It also includes documenting the costs throughout the
project. The cost management plan is done according to the project activities, schedule, resources
and requirements.

7.2 Estimate Costs process

This process includes estimating all the monetary resources included in the project activities to
achieve the target on the scheduled time. The costs are estimated based on the resource
requirements. The main objective of this process is to determine the overall cost required to
complete the process.

7.3 Determine Budget process

The process of combining the cost of all the project activities to establish the formal cost baseline
of the overall project. This process helps in project cost flow, and risk management. A cost baseline
helps in monitoring and controlling the cost of individual activities.

7.4 Control Costs process

The process of monitoring and controlling the cost of individual project activities during execution
is called a control cost process. The costs are controlled and brought to the cost baseline if
exceeds. The document of cost updates is maintained throughout the project.
 8. Quality Management Processes:

The process of achieving assured quality with respect to scope, time and cost is project quality
management. With proper quality management, an organization can achieve customer satisfaction
and enhance further productivity. The process of quality management is in three phases of project
management: Planning, execution, and monitoring and controlling.

8.1 Plan Quality Management process

The Plan Quality Management process is the process of identifying the quality requirements and
quality standards relevant to the project output. The document of a set of quality standards is
prepared for each project activity. The methodology used, the resource assigned, the cost and the
time allocated are the major factors affecting quality.

8.2 Manage Quality process

Manage Quality process is the process of managing all the project activities according to the
quality management plan while executing. The main objective of managing the quality process is
to integrate all the quality policies in the project activities to maintain quality plan management.

8.3 Control Quality process

Control Quality process is the process of monitoring and controlling the executed project activities
according to quality management. The main objective of this process is to ensure the project output
is correct, and complete and meets the expectations of the customer and the quality plan. This
process also includes the documentation of results obtained during the control quality process.

9. Resource Management Processes:

Project resource management involves managing human resources, materials, equipment,

knowledge and time. Recourse plays a very important role during the execution of the project.
There are 6 Project resource management processes in three phases of project management.

9.1 Plan Resource Management process

The Plan Resource Management process is a process of identifying the required resources, and
equipment for the required for the project activities. Planning resources include preparing the user
guide document to identify, acquire, manage and monitor the required resources for project
activities.

9.2 Estimate Activity Resources process

The process of estimating the type and number of resources required for each project activities.
The main objective of estimating resources is to plan the resource requirement for the overall
project.
 9.3 Acquire Resources process
The process of acquiring the resources like team members, types of equipment and other resources
required for the project delivery. The main objective of this process is to ensure there is no shortfall
of resources required for the project.

9.4 Develop Team process

The process in which the stakeholder or project manager improves the knowledge, skills and
techniques of the team members as per the requirement of the project quality. This improves the
competencies and enables the interaction between the team members enhancing the quality of the
project.

9.5 Manage Team process

The process of tracking and recording the performances of the team and managing by giving
feedback, resolving issues, managing conflicts and optimize the project performance according to
the project requirement. The main objective of this process is to improve the overall performance
of the team and enhance productivity.

9.6 Control Resources process

The Control Resources process aims to fulfil all the resource requirements for the project activities.
It ensures all the resources allocated are according to plan. The probability of change requests is
high in resource management. Therefore, controlling the resources and monitoring according to
the resource plan management is highly essential.

10.Communications Management Processes:

The project communications management ensures that the right message is sent, received and
understood by the right people. Communication is one of the most critical factors affecting the
success of the project. According to PMI, most of the projects failed due to communication. The
three processes are involved in project communication management in the planning, executing and
monitoring phases.

10.1 Plan Communications Management process

The process of conducting proper communication according to the stakeholder’s needs and
requirements. The process includes a proper approach and plan of communication with
organizational assets. The communication can be through any formal and recorded medium.

10.2 Manage Communications process

Managing the communication process ensures that the message is created, collected, recorded and
distributed by authorized stakeholders and understood by the receiving end according to the
communications management plan.

10.3 Monitor Communications process

Monitoring communications process is a process of monitoring and controlling the
communications throughout the project life cycle ensuring that the communication meets the
stakeholder’s information requirement.
 11.Risk Management Processes:

Project risk management involves identifying the risks, analyze the risk and controlling the risk.
The risk management is done to reduce the impact of risk on project pace. The risk identified can
be uncertain and have a huge impact on the resources, processes, technology, and schedule. The 7
processes of risk management lie in the planning, executing and monitoring phases.

11.1 Plan Risk Management process

Planning risk management involves preparing the document on identifying risk, prioritizing and
managing according to the risk assessment matrix and how to conduct risk assessment activities
within the project.

11.2 Identify Risks process

The process of identifying, determining and documenting all the possible risks that may affect the
project is Identify Risk process. The main objective of this process is to anticipate the risk before
execution. Documentation of all the risks will help in further project activities.

11.3 Perform Qualitative Risk Analysis process

In order to set the risk priorities, the analysis is done on the probability of the risk, the impact of
the risk on the project and other risk parameters affecting the project deliverables. The main
objective of performing qualitative analysis is to predict and reduce the uncertainty of the risks.

11.4 Perform Quantitative Risk Analysis process

Performing quantitative risk analysis is the process of numerically analyzing the effect parameters
of identified risks on overall project activities. This process helps in further prioritization of risks,
reducing uncertainty.

11.5 Plan Risk Responses Process

The process of developing action plans against the identified risks to reduce the overall impact on
the project. Planning the risk responses involves selecting strategies and agreeing on the actions
developed.

11.6 Implement a Risk Responses process

The process of implementing risk responses involves executing all the actions planned against
identified risks to reduce the uncertainty of the project.

11.7 Monitor Risks process

The process involves monitoring the implemented action plans against the risk identified. This
process involves tracking risk responses, analyzing new risks and reducing the risk factors
throughout the project.
 12.Procurement Management:

The project procurement management involves obtaining goods, services and supplies.
Procurement includes all the materials required to complete the project. 3 procurement
management processes are involved in planning, executing and monitoring phase of project
management.

12.1 Plan Procurement Management process

The process of documenting the material required, specifying the approach, identifying potential
dealers, identifying good service required for the project within the allocated budget and assuring
quality.

12.2 Conduct Procurements process

The process of selecting the seller, obtaining seller responses and finalizing the procurement
requirement with the seller through agreements. The main objective of this process is to ensure
procurements are done according to the requirements for deliverables of the project.

12.3 Control Procurements Process

The control procurement process involves managing all the procurement relationships and
monitoring contract performance. This process also involves deciding the changes related to
procurement wherever necessary.

13.Stakeholder Management

Project stakeholder management is the process of identifying suitable stakeholder for the project
and meet the expectation of the selected stakeholder. The success or failure of the project depends
on the key stakeholders.
Four project stakeholder processes are involved in initiating, planning, executing, and monitoring
and controlling the phase of project management.

13.1 Identify Stakeholder's process

The process of identifying stakeholders is done in the initiation phase of the project. Based on
performance, experience and skills, the key stakeholders are identified to manage the assigned part
of the project.

13.2 Plan Stakeholder Engagement Process

The process of determining how to approach different stakeholders for different project activities.
The roles and responsibilities of the key stakeholders are planned. The amount of engagement in
each part of the project work is assigned to stakeholders.
13.3 Manage Stakeholder Engagement Process
The process involving interaction with stakeholders and working with stakeholders to meet their
expectations, resolving the issues by stakeholder engagement process. This process has a potential
impact on the project.

13.4 Monitor the Stakeholder Engagement Process

Monitoring the stakeholder engagement process ensures effective interaction and engagement
between the project stakeholders. Engagement strategies and plans are executed if necessary.
 12 Principles of Project Management

1. Stewardship
Stewards act responsibly to carry out activities with integrity, care, and trustworthiness while maintaining
compliance with internal and external guidelines. They demonstrate a broad commitment to the financial,
social, and environmental impacts of the projects they support.
➢ stewardship encompasses responsibilities within and external to the organization.
➢ Stewardship includes:
• Integrity,
• Care,
• Trustworthiness, and
• Compliance
➢ A holistic view of stewardship considers financial, social, technical, and sustainable environmental
awareness.

2. Team
Project teams are made up of individuals who wield diverse skills, knowledge, and experience. Project
teams that work collaboratively can accomplish a shared objective more effectively and efficiently than
individuals working on their own.
➢ projects are delivered by project teams.
➢ project teams work within organizational and professional cultures and guidelines, often
establishing their own “local” culture.
➢ A collaborative project team environment facilitates:
• Alignment with other organizational cultures and guidelines,
• Individual and team learning and development, and
• Optimal contributions to deliver desired outcomes.
 3. Stakeholders
Engage stakeholders proactively and to the degree needed to contribute to project success and customer
satisfaction.
➢ Stakeholders influence projects, performance, and outcomes.
➢ project teams serve other stakeholders by engaging with them.
➢ stakeholder engagement proactively advances value delivery.

4. Value
Continually evaluate and adjust project alignment to business objectives and intended benefits and value.
➢ Value is the ultimate indicator of project success.
➢ value can be realized throughout the project, at the end of the project, or after the project is
complete.
➢ value, and the benefits that contribute to value, can be defined in quantitative and/or qualitative
terms.
➢ A focus on outcomes allows project teams to support the intended benefits that lead to value
creation.
➢ Project teams evaluate progress and adapt to maximize the expected value.

5. Systems Thinking
Recognize, evaluate, and respond to the dynamic circumstances within and surrounding the project in
a holistic way to positively affect project performance.
➢ A project is a system of interdependent and interacting domains of activity.
➢ Systems thinking entails taking a holistic view of how project parts interact with each other
and with external systems.
➢ systems are constantly changing, requiring consistent attention to internal and external
conditions.
➢ Being responsive to system interactions allows project teams to leverage positive outcomes.

6. Leadership
Demonstrate and adapt leadership behaviours to support individual and team needs.
➢ Effective leadership promotes project success and contributes to positive project outcomes.
➢ Any project team member can demonstrate leadership behaviours.
➢ Leadership is different from authority.
➢ Effective leaders adapt their style to the situation.
➢ Effective leaders recognize differences in motivation among project team members.
➢ Leaders demonstrate desired behavior in areas of honesty, integrity, and ethical conduct.
 7. Tailoring
Design the project development approach based on the context of the project, its objectives, stakeholders,
governance, and the environment using “just enough” process to achieve the desired outcome while
maximizing value, managing cost, and enhancing speed.
➢ Each project is unique.
➢ Project success is based on adapting to the unique context of the project to determine the most
appropriate methods of producing the desired outcomes.
➢ Tailoring the approach is iterative, and therefore is a continuous process throughout the project.

8. Quality
Maintain a focus on quality that produces deliverables that meet project objectives and align to the needs,
uses, and acceptance requirements set forth by relevant stakeholders.
➢ Project quality entails satisfying stakeholders’ expectations and fulfilling project and product
requirements.
➢ Quality focuses on meeting acceptance criteria for deliverables.
➢ Project quality entails ensuring project processes are appropriate and as effective as possible.

9. Complexity
Continually evaluate and navigate project complexity so that approaches and plans enable the project team
to successfully navigate the project life cycle.
➢ Complexity is the result of human behavior, system interactions, uncertainty, and ambiguity.
➢ Complexity can emerge at any point during the project.
➢ Complexity can be introduced by events or conditions that affect value, scope, communications,
stakeholders, risk, and technological innovation.
➢ Project teams can stay vigilant in identifying elements of complexity and use a variety of methods
to reduce the amount or impact of complexity.

10.Risk
Continually evaluate exposure to risk, both opportunities and threats, to maximize positive impacts and
minimize negative impacts to the project and its outcomes.
➢ Individual and overall risks can impact projects.
➢ Risks can be positive (opportunities) or negative (threats).
➢ Risks are addressed continually throughout the project.
➢ An organization’s risk attitude, appetite, and threshold influence how risk is addressed.
➢ Risk responses should be:
• Appropriate for the significance of the risk,
• Cost-effective,
• Realistic within the project context,
• Agreed to by relevant stakeholders, and
• Owned by a responsible person.

11.Adaptability and Resiliency

Build adaptability and resiliency into the organization’s and project team’s approaches to help the project
accommodate change, recover from setbacks, and advance the work of the project.
➢ Adaptability is the ability to respond to changing conditions.
➢ Resiliency is the ability to absorb impacts and recover quickly from a setback or failure.
➢ A focus on outcomes rather than outputs facilitates adaptability.

12.Change
Prepare those impacted for the adoption and sustainment of new and different behaviors and processes
required for the transition from the current state to the intended future state created by the project outcomes.

➢ A structured approach to change helps individuals, groups, and the organization transition from the
current state to a future desired state.
➢ Change can originate from internal influences or external sources.
➢ Enabling change can be challenging as not all stakeholders embrace change.
➢ Attempting too much change in a short time can lead to change fatigue and/or resistance.
➢ Stakeholder engagement and motivational approaches assist in change adoption.
 What are the 8 Project Performance Domains?
“A project performance domain is a group of interrelated activities that are critical to the effective
realization of a project outcome.” This is how the project performance domain is defined in
section 2 of the Guide to the Project Management Body of Knowledge, 7th edition (PMBOK®).

Project performance domains are essential activities that ensure the success of projects, they
replace what were previously known within the 6th edition as the 10 Project Management
Knowledge Areas.

Designed to work together throughout the project, these domains are less inherent to rigid
processes and are created to guide behaviors and practices to achieve desired outcomes.Whether
you are studying for PMP certification or are in the middle of a project, these domains will help
you focus your work on elements that lead to real success.

What’s new: 10 knowledge areas vs. 8 project performance domains

While previous versions of the PMBOK focused on knowledge areas, the seventh edition replaced
the traditional knowledge areas with performance domains.
In order to understand the difference between the 10 knowledge areas of the 6th edition of the
PMBOK and the eight domains of the 7th, it is first necessary to broadly define the general changes
of the new edition of the PMBOK.

Officially from 1 August 2021 (for members a little earlier), the Project Management Institute
(PMI®) published the new PMBOK Guide 7th edition. Over the course of six editions, the work
had become increasingly extensive and also more difficult to read. The aim was therefore to start
afresh and streamline the book. The structure was also changed. The PMBOK Guide already
consisted of several parts, which have now been reorganized.

In other words, the performance domains are a wide range of issues that you need to focus on as a
project leader and project team from start to finish. In this sense, not much changes from the
knowledge area approach in terms of categorization. However, there is one fundamental
difference: the change in the structure and orientation of the PMBOK Guide itself.

The knowledge areas were essentially groupings of areas that the project manager needed to know
in order to manage a project successfully. In contrast, the performance domains are areas to focus
on rather than detailed knowledge. The new approach emphasizes the knowledge given to the
project team and the project manager.

Whereas the PMBOK Guide – 6th Edition is based on technical processes, inputs, tools and
techniques and results for the project manager, the PMBOK Guide – 7th Edition is based on skills
and resources for the team to deliver value-based results. The most significant difference between
the 7th and 6th editions of the PMBOK Guide is the shift in focus from very technical processes
and tools to more general principles that anyone involved in project management work can use to
succeed.
 The 8 Project Performance domains
The 8 Project Performance domains are:

1. Stakeholders
2. Team
3. Development approach and Life cycle
4. Planning
5. Project work
6. Delivery
7. Performance
8. Uncertainty and ambiguity

Together, the performance domains form a unified whole. They operate as an integrated system
with each domain dependent on the other to ensure successful project creation while meeting the
expected results.

The performance domains compete in the project regardless of how the value is delivered, whether
frequently, periodically or at the end of a project. The ways in which the performance domains
relate are different in each project but always present.

This depends on the context of the organization, the project, the team and the project environment.
The project domains are not to be seen in a hierarchical order because they all have the same
importance.

1. Stakeholders

Stakeholder process activities fall into this performance area. Stakeholders will determine the
success or otherwise of your project. This is one of the “rules” of project management. Therefore,
this domain is about building effective working relationships between them, so that you can
properly integrate their needs, priorities, preferences and points of view.

Effective interaction with stakeholders contributes to the success of the project.

It is necessary to implement strategies and actions to promote stakeholder involvement in decision-
making and project implementation.

2. Team

The team domain deals with the activities performed by the resources working on the realisation
of business results.

This performance domain focuses on all actions and processes related to the project team,
including conflict management, team growth and monitoring of team interactions.
It is therefore crucial to encourage all team members to share responsibility for the results.
Effective execution of this domain performance will lead to the following results:

• Shared responsibility
• A high-performance team

3. Development Approach & Life Cycle

This domain determines how a project can actually be developed. It answers the questions: all
projects are hybrid to some degree, but which elements will you draw on to create your project
approach? And how will you structure the project to optimize value creation and responsibility?

For this reason, PMI has decided not to favor one approach and development life cycle over the
others. Thanks to tailoring, all projects must be adapted according to their nature. As one of the
first steps in the planning phase, the expected results must be carefully evaluated.

In efficient project management, if one follows the essence of the Development Approach and Life
Cycle Performance Domain, one can determine the right development approach, life cycle and
find the appropriate pace to conduct activities during the project to create value for the organization
and stakeholders.

The results of the project determine the most appropriate development approach, such as a
predictive, adaptive or hybrid approach.

The deliverables and the development approach influence the number and cadence of project
deliverables.

4. Planning

Planning organizes, processes and coordinates the work during the project. The amount, timing
and frequency vary depending on the product, development approach, environment and
stakeholders.

Planning can take place before and during the project. The effective execution of this performance
domain leads to the following desired results:

• progress of the project in an organized and coordinated manner

• holistic approach to the realization of project results
• evolution of information with the initial project objectives
• the time spent on planning is appropriate to the situation
• the information is sufficient to meet stakeholder expectations

Good planning is what makes the project successful, in scope, activities, schedule, resources,
budget and more.
 5. Project work

This domain deals with the management of physical resources and the promotion of learning.

Project work is associated with the definition of processes and execution of work to enable the
team to create value and achieve the expected results. This includes communication, engagement,
resource management, procurement and other activities to run project operations smoothly.

What are the results that can be achieved in this phase?

• Efficiency and effectiveness of project performance

• Processes appropriate to the project and the project environment
• Appropriate communication with stakeholders
• Efficient management of physical resources and procurement
• Improvement of team skills through continuous learning and process improvement

In this domain, new work and changes are monitored and learning takes place during the project.
This is because periodically the project team meets to determine what it can do better in future
interactions. Different ways of working can evolve to produce better results through:

• Knowledge management
• Explicit and tacit knowledge.

6. Delivery

It deals with the processes to complete the products and meet the project objectives, respecting the
scope and quality requirements

The release performance domain includes all processes and actions related to project delivery
performance. The results produced at the end of the project continue to generate business value for
a long time after completion.

7. Performance

It includes activities to evaluate project performance and take action to ensure performance.
Effective execution leads to the following outcomes:

• Reliable understanding of project status

• Reliable data to facilitate decision-making
• Timely and appropriate actions to keep project performance in line with expectations
• Achieve objectives and generate business value by making timely decisions based on
reliable forecasts and assessments
 8. Uncertainty and ambiguity

This domain deals with activities and functions associated with risk and uncertainty.
Risks are inevitable. Whatever you do, some future and uncertain events will occur in a project.
You have to be prepared for them. The knowledge area project risk management helps to prepare
for these unforeseen and unplanned events.

However, a risk can be both a threat and an opportunity that teams must be able to manage and
turn to their advantage. Proactive management is indispensable in these situations.

Projects with adaptive and hybrid development approaches are generally and typically
characterized by greater uncertainties to be managed. Actions and activities are typically complex
and have a high degree of uncertainty.

The latter may arise from many factors, such as the uniqueness of the project, the organization
may not have undertaken a similar project before, the approach or technology used may be new or
there may be other significant unknowns. Some aspects of uncertainty are taken into account in
this last phase.

In this domain, the information will need to be accurate to enable the team to act on any changes
to actually achieve the performance initially desired.