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The contents of the Overview section.

The difference between a project and process, what is a program, the five stages of the project management framework, and the main project players.

The all important link from the project Objective to the organization’s Strategic Plan.

The “triple constraint”, the most important concept in project management, the three messages of the triple constraint, and the centrality of this triangular steering wheel in everything the project manager does.

The three most important drivers of project success.

The critically important role, main requirements, and essential skills of the Project Manager, and the importance of their leadership of the team and project.

The most important concepts in project management that every Project Manager needs to know.

The contents of the Initiation chapter.

The purpose of the Initiation stage, and the role of the Project Manager in Initiation

The attributes, role, and importance of the project Sponsor and Customer.

Who the stakeholders are, their role in the project, and the three most important elements of stakeholder analysis.

The importance of the project objective, how to baseline it, the assumptions and constraints, and the initiation stage conceptual solution.

The importance of the Initiation business case, the three most common methods of calculating the business case, the expected accuracy, with some business case examples.

The importance of including identification of the project manager, their mandate, and their budget, schedule, accountability, and authority in the project charter.

The purpose and typical contents of the Project Charter.

The most important concepts of the project Initiation stage.

The contents of the Planning chapter.

The purpose of project planning, including a one page flowchart of the entire planning process, and the critical importance of the core project team to planning.

The attributes, purpose, and importance of project requirements to definition of the project scope.

The need for a planning level solution definition and the level of detail required to proceed with project planning.

How the work breakdown structure (WBS) of deliverables defines the full scope of a project, how useful it is, how to develop it, when to break it down, and how to use software to create it.

Why activity breakdown creates a more accurate estimate, how to make a deliverable activity breakdown, the PERT, 3-point, and Delphi estimating methods, and how to handle estimating error.

The benefits of the Gantt chart, how to include work packages and activities, the importance of the schedule critical path, how the critical path is calculated, and how to define project milestones.

What are resource allocation charts, the two options for resource levelling, and the most important elements of resource planning.

How to estimate cost from the deliverable activity breakdowns, how to define cost accounts, and how to document the project cumulative cost curve.

How to decide whether to build or buy, the different kinds of procurement documents, the different contract types, and how to select the winning contractor.

The definition of project risks, the six steps of the formal risk management process, how to baseline your risk register, how to allocate the risk budget, and planning of opportunity risks.

The key elements of a communication plan, and what to document for each communication.

The purpose of a project management plan and its typical contents, and how to review and update the project plan at the end of the planning process.

The most important concepts of the project Planning stage.

The contents of the Execution chapter.

The purpose of the project execution stage and the project manager's role.

How to build the best project team, understanding the strengths and weaknesses of functional, projectized, and matrix organizations, the importance of delegation, the importance of team motivation, and dealing with team conflict.

The advantages and disadvantages of different modes of communications.

The importance of starting execution with kick-off meetings, and the value of an execution stage project requirements review (PRR).

The importance of iteratively preparing multiple designs before building any of the project outputs, with user reviews to ensure the project result does what the customer needs.

How the Ishikawa or fishbone diagram helps investigate behind symptoms to find the fixable root causes of problems.

The most important concepts of the project Execution stage.

The contents of the Monitoring & Control chapter.

The purpose of monitoring and control, and the importance of managing stakeholder expectations.

The importance of the weekly project status meeting, the attendees and process, how to conduct it, and the value of keeping it to one hour.

How to avoid scope creep and manage scope change, prepare an impact analysis, make a recommendation, and obtain approval.

How to status the project schedule, read a Gantt schedule progress status update, manage the drivers of the critical path, and use crashing and fast-tracking to compress schedule.

How to status the project cost and manage it by managing its key drivers, with an example of a monthly cost report.

How to status and manage the risks, update the risk register and reporting, and protect the risk budget when you are under too much pressure to reduce it.

Understand Earned Value Management (EVM), how to use EVM for statusing your project and projecting the final budget and schedule performance, and the benefits to the project manager and stakeholders.

The key principles of quality as defined by W. Edwards Deming, the preeminent importance of the project being “fit for purpose”, and the process and benefits of peer reviews and user reviews.

The most common project problem solution options, and the essentials of persuasion.

How to hold the monthly project progress status review, capture the status in a one page report, and most constructively communicate with management to obtain assistance when required.

The most important concepts of the project Monitoring & Control stage.

The contents of the Closing chapter.

The purpose of closing and the role of the project manager in making sure closing is successful.

How to most effectively close procurements as you proceed through the project, and conduct three party verification to minimize scope acceptance issues.

The importance of change management, the essentials of scope verification, the benefit of scenario based verification, practical delivery criteria, and how to transition to a support team.

The importance of lessons learned for continuous learning and organizational improvement, and how to collect and store them for the widest distribution to the rest of the organization.

The best way to handle team transition and help your team members as the project ends, and the essentials of holding a project celebration.

The purpose and typical contents of a project final report, how to review it, and how to disposition any recommendations and actions.

The most important concepts of the project Closing stage.