Vn book, it's a standard it's not a methodology. It's not a tool that can be used to manage the project. It provides the best practices with solid understanding of the project management processes, what you need to do need to tailor them a code, you need to look into the what kind of depth and breadth are required, required. In the 1980s efforts are made to standardize the project management procedures and approaches that PMI produced the Project Management Body of Knowledge, first project management body of knowledge in 1996 and now we are in version six in 2018 PMO guide good practice for most of the project Most of the time, what are processes and interrelated activities performed to create pre specified products, services or results. So, the idea of all 49 processes, you know that they are interrelated and what you need to do in this and what will be the input and what will be the output.

It is these are pre specified, these are not unique processes are not unique, you might be doing the process the phases are unique, if project implementation is unique, but the processes are not unique, they are pre specified, they go on and on again and again processes cannot be changed easily. You need to have an independent you might need to have an independent project to do the project. business process reengineering processes are there. This is a practice technique rules and guidelines to make project management more effective these techniques are in use people are using it these are in the market these are done they are in practice by many thousands of the project managers. So, this is not philosophy that you are getting this is not something that okay we may use it it might work No, this will work. This is a guideline or this is a guideline on how to define the scope, but you are the person who is going to define the scope.

They will we will not define the scope the book will not define the scope. It's a methodology is a detailed set of activities which results in success over a period of time. It will improve your efficiency. It's a standard a document stabilizes, stabilizes by authority. The PMI is an authority in the project management profession over the period of last 5060 years, they have vigorously working, researching identifying the best practices and this is where they come in as they This is where they provide you the standard, it is tested and it is implemented many times we have descriptive practices rather than practices in it, what is descriptive practice? It is about what you need to do it is not you have to do it prescription is like the doctor's prescription you have to follow it in letter and spirit you have to follow it step by step No, it's a descriptive practice it defines what you need to do, how you could do it what tools or techniques can be used, but then again it is you who is going to use it.

It is again as it is written it is generally recognized as a good practice, which means knowledge in the practice describes are applicable in most of the project most of the time and there is a consensus About the values about the value of these processes about the value of these tools and techniques and usefulness. Good Practice means indeed it is in general agreement that the application of the knowledge skills and tools and techniques will definitely enhance the chances of success of your project. It's a generally recognized good practice good practice most of the time for most of the project. This is what the PMI, pm book is, it has 49 project management processes, which are divided into five process groups and 10 knowledge areas. Process blocks are the when you are going to do it initiation, planning, monitoring and control execution monitoring and controlling and closing and knowledge areas or why are you doing it?

Why are you creating a work breakdown structure? Why are you sequencing the activities? Why are you creating a risk register and this is all scope management. Cost Management schedule management, time management and quality management. This is all part of your knowledge