The original version of this paper was presented at the Project Management Institute's 28th Annual Seminar & Symposium, Chicago, Illinois, September 29, 1997. It was subsequently updated and reproduced on this web site in November 2000.

Republished here April 2023.

Introduction | We are Not Alone | What Basis? | Models | Concept Mapping
PMKS Theme | Objectives | Assumptions | Exclusion | Starting Point | Conclusions
Appendix A | Appendix B

Criteria for Exclusion

The criteria for forming the structure of the PMKS has already been identified in the section Concept Mapping: The Preferred Choice discussed earlier. Criteria for content has been established by our Objectives and Assumptions. However, knowing what to exclude is just as important, because project management tends to draw from, or trespass upon, a number of established management areas. We don't want to find ourselves including the whole world!

The boundary between project management knowledge, information or experience, and general management disciplines is bound to be a fuzzy line resulting from different perceptions and usage. It may also vary with the complexity and technology of the project. In principle, however, the essential guidelines are that:

  • The PMKS excludes most areas of general and technical management, such as accounting, law, personnel administration, and the theoretical basis for the technology vested in a project and its associated disciplines, which are not directly involved in managing the project.
  • The PMKS therefore does include sufficient reference to relevant material in other management and technology disciplines to enable the project management practitioner to be effective in understanding and appreciating project requirements and technical management issues.

[Note: This is not to suggest that managing the technology of the project is not important. Indeed, the work of technology management must be closely integrated with that of project management.]

For example, an understanding of the part of accounting which deals with the collection, identification and allocation of actual costs is vital knowledge for the project management practitioner.

Assumptions   Assumptions

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