DoD PMBOK Project Knowledge Areas

Project Management Knowledge Areas at the DoD

DoD PMBOK Project Knowledge Areas

DoD PMBOK Knowledge Areas: Project Integration, Project Scope, Project Time, Project Cost, Project Quality, Project Human Resources, Project Communications, Project Risk, Project Procurement.

Page 23, U.S. Department of Defense Extension: A Guide to the Project Management Body of Knowledge (PMBOK Guide)


  1. Project Integration Management: The Department of Defense (DoD) Program Manager (PM), in the case of applicable contracts, will obtain integrated cost and schedule performance data to monitor program execution and to aid in risk management.
  2. Project Scope Management: Project Scope Management includes the processes required to ensure that the program includes all the work required, and only the work required, to complete the program successfully.
  3. Project Time Management: The product of Time Management is the Integrated Master Schedule (IMS), that is the integrated schedule of the program. It is a networked, multi-layered schedule of program tasks and is directly traceable to the Integrated Master Plan (IMP) and other program documentation.
  4. Project Cost Management: Department of Defense program cost and funds management includes a requirements determination process, the establishment of resource needs, a cost analysis process, application of funds planning policies, and a structured budget execution methodology.
  5. Project Quality Management: Program quality management incorporates the processes, practices, and actions that lead to the desired results for a program. Quality is the result of specific goals and the actions taken to achieve those goals. In both the program development environment and the manufacturing environment, quality requires dedicated efforts that consistently drive toward identifying, defining, designing, and building quality into products and services.
  6. Project Human Resource Management: Project Human Resources Management includes the processes required to make the most effective use of the people involved with the program.
  7. Project Communications Management: “Direct communication between the program office and all levels in the acquisition oversight and review process is expected as a means of exchanging information and building trust.
  8. Project Risk Management: The primary goals of program risk management are to support the development of an acquisition strategy to meet the user’s need with the best balance of cost, schedule, and performance, and to reduce the likelihood of failure by identifying risk events and dealing with them explicitly.
  9. Project Procurement Management: The PM’s role is essentially to direct and integrate multifunctional resources in support of objectives that meet cost, schedule, and performance standards. Basically, the CO is responsible to prepare and administer contracts, protect the interests of his/her organization, ensure contractors meet contract terms and conditions, and ensure laws, regulations, and internal policies are met.
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