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Project management knowledge areas

Project Integration Management

According to the PMBOK Guide, the integration project management knowledge area includes the processes to identify, define, combine, unify, and coordinate the various processes and project management activities.

PMPeople tool is properly a Project Management Information System (PMIS). PMI defines PMIS as an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It can provide access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. A PMIS can include these features:

  • Automated gathering and reporting on key performance indicators (KPI) can be part of this system.
  • A PMIS includes scheduling software that provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline, and to forecast the effects of changes to the project schedule model.
  • A PMIS is often used to monitor the three EVM dimensions (PV, EV, and AC), to display graphical trends, and to forecast a range of possible final project results.
  • A PMIS can include resource management software that can help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication of the software, resource breakdown structures, resource availability, resource rates, and various resource calendars can be defined to assist in optimizing resource utilization.
  • A PMIS provides a set of standard tools for the project manager to capture, store, and distribute information to internal and external stakeholders with the information they need according to the communications plan.
  • A PMIS can include schedule, resource, and cost software to ensure that agreed-upon risk response plans and their associated activities are integrated into the project alongside other project activities.
  • Other knowledge management tools and processes required to support portfolio management.

PMPeople implements integration management. Special subjects in integration management are change management and knowledge management.

  • Changes: Stakeholders, Requesters and Sponsors can request changes and get informed. Project Managers or equivalent managers can manage these change requests and create new ones
  • Knowledge: Stakeholders, Requesters, Sponsors, and Team Members can pass a comment, anonymously if they prefer so, and get informed if some manager has read it. Managers can mark comments as read, and also, they can create new ones. Team members can record anonymously their happiness index to facilitate agile retrospectives. Lessons learned should be managed throughout the project lifecycle.

PMPeople enhances feedback on people and project performance:

Feedback on Team Members can be provided by any user with access to the project. Feedback data includes a section aimed to the Team Member. Other section, with confidential information, is only accessible to Resource Managers.

Project Stakeholders, Requesters and Sponsors can provide feedback on projects.

PMPeople implements lessons learned management throughout the project lifecycle.

Project Scope Management

Enter tab PLAN to edit the project scope statement, create work packages and manage requirements and deliverables.

Enter tab CONTROL to update scope management performance on work packages, requirements, and deliverables.

Project Schedule Management

Enter tab PLAN to edit baseline start and finish dates and manage milestones.

Enter tab CONTROL to update schedule management performance on work packages and milestones.

Project Cost Management

Enter tab PLAN to estimate cost and plan an S-shaped cost curve for each work package.

Enter tab CONTROL to update cost management performance on work packages, following the EVM standard.

Project Finance Management

Enter tab PLAN to estimate incomes and expenses for each work package.

Enter tab CONTROL to update finance management performance on work packages.

Project Resource Management

Enter tab PLAN to assign Team Members to work packages, planning their start and finish dates, effort in person hours, statements of work, selling rate, etc.

Tasks can be assigned to one or many Team Members, stating who is responsible, accountable, supportive, consulted and or informed.

Enter tab CONTROL to control Team Members’ timesheets and expenses on work packages, update planned dates and effort, etc. Team Members’ tasks can also be controlled here.

Enter tab LOGS to read comments by Team Members (comments can be anonymous) and review team happiness index with time.

Project Risk Management

A project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. That is, if risks materialize, they can make the project finish earlier or later, under or over budget, with higher or lower quality than expected, etc.

The Project Manager (PM), or other equivalent management role (PMOS, PMO, PfM, PgM), and also requester role (RQ), can plan, implement, and control risks * in section *LOGS > Risk Register:

Individual risk details are:

  • Work Package: The work package which is the most related to this risk. Choose work package #0 for global risks. This is a mandatory field. It can be changed.
  • Risk Name: This is a mandatory field.
  • ID: Risk identifier code.
  • Risk Category: Risk category or type. Each business unit has its own risk categories.
  • Materialized? Field to mark if this risk eventually happened.
  • Description: Risk description.
  • Trigger: Description of an event or situation that indicates that a risk is about to occur.
  • Assigned to: Person responsible to implement risk response. Write a name or select a team member.
  • Status: Risk status can be open, closed or watch list. This is a mandatory field.
  • Probability: Risk probability can be very low, low, medium, high or very high.
  • Impact: Risk impact can be very low, low, medium, high or very high.
  • Rating: Risk rating is how important is this risk compared to others. It is automatically calculated multiplying probability and impact values. If the result is less than 7, it is shown in green color. Amber color is for values between 7 and 14. Red color is for values greater than 15.
  • Response: Risk response to be implemented can be accept, avoid, contain, mitigate, transfer, or escalate.
  • Mitigation Actions: Activities to be carried out before the possible risk occurrence.
  • Contingency Actions: Activities to be carried out after the possible risk occurrence.
  • Date Logged: Risk registration date. This is a mandatory field.
  • Due Date: Best estimate for risk materialization.
  • Materialization Date: Actual risk occurrence date.
  • Date Closed: Date in which this risk was closed.
  • Concluding Comments: Final comments on how this risk was managed are quite useful to other project managers in future projects with similar uncertainties.

Project Procurement Management

Any work package can be outsourced under contract, or any other kind of agreement. This part of the project will be executed by a third party (contractor, other department, or other team) with their own resources. Make or buy decisions are key in project management because execution will be totally different in one case or the other.

PMPeople allows to connect any work package to a procurement project:

If project manager (PM) is a Stakeholder (SH) of the procurement project, then PM can control procurement effectively. The procurement project can belong to another organization, another business unit, or the same business unit than the prime project.

Project managers, or any other management role (PMA, PMO, PfM, PgM), can plan procurement at PROCUREMENT > Contract Planning:

Procurement projects on the right panel can be added by clicking the “plus” icon [+]. They can be deleted by opening the details and clicking the “delete” button.

A procurement is detailed as follows:

  • Contract Title: The name used for the procurement project.
  • Description: A short description for the procurement project.
  • Work Package: The work package under procurement.

Binding between the work package and the procurement project, if this project is also managed with PMPeople, can be done at PROCUREMENT > Connect Contractors: Project manager (PM) can bind the procurement to any project he has access as a Stakeholder (SH):

The Project manager (PM) can click the link at section [Access as a Stakeholder to:] to directly access the procurement project as a Stakeholder (SH).

Regarding control procurement: Users can manage work authorizations and payments. Seller’s performance information is also managed.

Frequently Asked Questions
How does PMPeople support the 10 PMBOK knowledge areas?

PMPeople aligns with all 10 knowledge areas—Integration, Scope, Schedule, Cost, Quality, Resources, Communications, Risk, Procurement, and Stakeholder Management—through dedicated tabs and real-time collaboration tools that simplify planning, execution, and control.

Can PMPeople handle earned value management (EVM) for cost and schedule control?

Yes. PMPeople supports EVM by tracking planned vs. actual cost and schedule performance, calculating key metrics (PV, EV, AC), and enabling forecasting to help keep projects on track.

How are risks and procurement managed in PMPeople?

Risks are managed in the Risk Register under LOGS, with fields for probability, impact, response, and mitigation. Procurement is handled via linked projects, allowing make-or-buy decisions, contractor connection, and performance tracking.