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I don't think you can run a project without giving some consideration - even if it's half a page or one hour worth of effort - to all the knowledge areas
Procurement is an easy one to jettison, Sante, if there is no third-party work involved but otherwise I dont think any of the others can be jettisoned.
What you would do is scale how heavy the approach to each is...
Think you can run a project with just Section 4, Integration management. It's 7 processes are the backbone of every project (maybe except of knowledge management).
I agree with Deepesh.
Interesting your question
Thanks for sharing
I don't think I can "discard" any area of ??knowledge
If you subcontract the execution of the project you will need at least 6 areas of knowledge
I will write what I do today and I was in charge to define for my current work place. We have a project clasification from tier 1 (top) to tier 5 (bottom). Our focus of attention is Project Integration Management. What we do is not cutting areas is to adapt and "making flexible" the governance process which will impact on deliverable generation and control gates execution. Obviously, as @Kiron mentioned, if you do not have something to adquire Project Procurement will not be included just to take an example. But we prefer to put all them in the table and having a checklist to select what to include or not from knowledge area to process that belongs to them.
I agree with Sergio.
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