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Masterclass in Project Management

Masterclass in Project Management

Short Course Description:

The online course “Master Class in Project Management”, is an in-depth course in Project Management, including necessary knowledge related to financial parameters, decision-making, and linear programming, which help you understand the principles of project selection and will help you evaluate project progress during execution and how to evaluate changes.

The course Masterclass in Project Management goes beyond the classical project management courses. It provides you with strategic knowledge to optimize project selection, communication with other functions like finance, operations, procurement, and your customers. The knowledge you will gain will help you to differentiate yourself from your peers and prepare for a career not only in project management but in general management and leadership.

Project Management has become a need for any company to survive in these fast-changing times. Successful projects drive companies and determine their success over other companies.

This course follows PMI standards and terminology. It is a practical application of how the project should be run to be successful. Training has been defined as a major contributor to the success of projects. This training will provide you with all you need to do in a logical and step-by-step approach.

The Master Class in Project Management starts with introducing financial term which you need to evaluate the financial performance of projects, decision-making principles that will help you objectively make decisions, linear programming as an enabler to optimize complex decisions related to working efficiency, followed by evaluating where projects come from and how projects are selected. This is followed by definitions of important terminology every project manager should know about, and after the introduction of the project management process and life cycle, the project is divided into 10 logical steps that will help you to make your projects a success.

The course also introduces the principles in changing environments and focuses on “Agility” or adapting the project approach to the project needs. The course ends with the method of Critical Chain Project Management, which was also developed at the end of the 20th century.

After completing the course, you will have reviewed more than 80% of the tools and techniques that are described in the PMBOK, sixth and seventh edition. Taking this course will prepare you for your future certification exams and of course, for your new job as Project Manager. The practical and logical approach of this course will give a head start over your colleagues and competitors for promotions and jobs.

You can use the certificate of the course to claim the training hours for your certification application or to claim PDUs when you are PMI certified. You can claim 45 hours or 45 PDUs, based on the talent triangle, which means:

Technical: 20
Strategic & Business: 15
Leadership: 10

Provider: De Ceuster Academy @ APraCom, s.r.o.

Content

  • Introducing Project Management Definitions, Terms, and Terminologies
  • Projects and Financial Parameters for Project Selection
  • Decision-Making Principles for Projects
  • Principles of Linear Programming and Case Studies
  • Project Management Definition and Terminology
  • Project Management Principles
  • The Project Management Process and Life Cycle and the Ten Steps
  • Project Initiation, Definitions, and the Project Charter
  • Requirements, Scope, WBS, and Creating Activities
  • Determine Resources, Roles, and Responsibilities and Develop estimates
  • Define Task Interdependencies, Create the Schedule, and Identify the Critical Path
  • Project Duration Methods: Activity Crashing and Fast Tracking
  • Develop the Project Schedule and Gantt Charts
  • Add Resources to the Activities and Resolve Resource Issues
  • Calculate Costs, Project Budget, and Cost-Related EVM Parameters
  • Uncertainty and Risk Management in Projects
  • Develop a Risk Management Plan
  • Project Execution, Follow-up and Reporting
  • Project Close-Out Phase and lessons learned
  • Introducing Agile Project Management
  • Critical Chain Project Management
  • Course Review
  • Case studies/Exercises
  • Intermediate and Final Tests
  • Certificate of Successful Completion

Learning Outcomes

At the end of the course, the participants will be able to:

  • Apply financial parameters to project management to ensure financial project evaluations to determine the profitability and select the best projects.
  • Utilize different decision-making methods to select between projects and solutions
  • Interpret complex situations using Linear Programming
  • Define and describe what a project is and what the major steps are to define, plan, execute, monitor & control, and close out a project
  • Paraphrase the main terminology related to projects according to the PMBOK® Guide, Sixth Edition, 2017, and PMBOK® Guide, Seventh Edition, 2021
  • List the main steps in the project life cycle: define, plan, execute, monitor and control, and closeout
  • Decompose a project, create a Work Breakdown Structure (WBS), and identify tasks to complete
  • Create a project schedule using the Precedence Diagramming Method, calculate and interpret the critical path
  • Allocate resources to Activities and calculate the duration and cost of individual tasks
  • Calculate the time-phased and cumulative budget and S-curve
  • Determine the critical path position of the project
  • Identify, Qualify, and Quantify Project Risks
  • Create a risk management plan
  • List the advantages and disadvantages of projects
  • Describe the main characteristics of Agile principles in Project Management
  • Evaluate the effects of human nature on project duration estimating and Critical Chain Project Management
  • Apply the tools and techniques on an in-class project and projects in your company
$ 629.99
629.99 USD $ 629.99
$ 12,499.00
Responsible Luc De Ceuster
Last Update 06/07/2026
Completion Time 12 hours 15 minutes
Members 1
  • Introduction (empty)
    6Lessons · 17 min
  • Section 1 - Finance and Projects (empty)
    13Lessons · 1 hr 27 min
    • 1.01 Content of Section 1
      New
    • 1.02 Learning Outcomes of Section 1
      New
    • 1.03 Principles of Project Evaluation and Decision Making using Financial Parameters
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    • 1.04 Overview of Basic Financial Parameters (ROI and PBT)
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    • 1.05 Projects and Time Value of Money
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    • 1.06 Projects and Future Value of Money
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    • 1.07 Project Profit, Net Present Value, and Profitability Index
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    • 1.08 Manual Calculation of the NPV
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    • 1.09 Defining the Internal Rate of Return
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    • 1.10 Calculating the IRR with Successive Iterations and Excel Formulas
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    • 1.11 The Palm Tree Dilemma
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    • 1.12 Limitations of the IRR
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    • 1.13 Review of Section 1
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  • Section 2 - Decision Making for Projects (empty)
    13Lessons · 1 hr 25 min
    • 2.01 Content of Section 2
      New
    • 2.02 Learning Outcomes of Section 2
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    • 2.03 Overview of Decision-Making Methods
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    • 2.04 Break Even and Make or Buy Analysis
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    • 2.05 Principles of Formal Decision Making
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    • 2.06 Decision Making under Certainty
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    • 2.07 Decision Making under Uncertainty - Laplace
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    • 2.08 Decision Making under Uncertainty - Least Regret
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    • 2.09 Decision Making under Risk
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    • 2.10 Opportunity Loss
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    • 2.11 Principles of Decision Trees and Example
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    • 2.12 Decision Matrix Principles and Application
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    • 2.13 Review of Section 2
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  • Section 3 - Linear Programming for Projects (empty)
    16Lessons · 1 hr 32 min
    • 3.01 Content of Section 3
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    • 3.02 Learning Outcomes Section 3
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    • 3.03 Overview of Linear and Integer Programming
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    • 3.04 Basis of LP/IP and Linear Inequalities
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    • 3.05 Finding the "Feasibility" Zone
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    • 3.06 Linear and Integer Programming: Rules and Conditions
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    • 3.07 Maximization Problem Application - Defining the Inequalities
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    • 3.08 Maximization Problem - Inequalities and Feasibility Zone
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    • 3.09 Maximization Problem - Maximizing the Objective Function
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    • 3.10 Simplex Method for Maximization Problems
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    • 3.11 Minimization Problem Application - Defining the Inequalities
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    • 3.12 Minimization Problem: Inequalities and Feasibility Zone
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    • 3.13 Minimization Problem: Minimising the Objective Function
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    • 3.14 Simplex Methid for Minimisation Problems
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    • 3.15 Possible Issues with Linear Programming
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    • 3.16 Review Section 3
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  • Section 4 - Project Management Definitions and Terminology (empty)
    17Lessons · 1 hr 46 min
    • 4.01 Content of Section 4
      New
    • 4.02 Learning Outcomes of Lesson 4
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    • 4.03 Examples of Projects
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    • 4.04 What is the definition of a Project?
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    • 4.05 Projects and Preparation
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    • 4.06 Projects, Programs, and Operations
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    • 4.07 Leaders, Managers, and Projects
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    • 4.08 The Functions of the Project Manager
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    • 4.09 The Project Management Process
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    • 4.10 Defining Project Management
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    • 4.11 Skillset of the Project Manager
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    • 4.12 Benefits of Project Management
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    • 4.13 The Scope Triangle
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    • 4.14 Creep, Gold Plating, and the Pain Curve
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    • 4.15 Overview of the Different Organizational Structures (PMI)
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    • 4.16 The Power of the Project Manager
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    • 4.17 Review of Section 4
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  • Section 5 - Project Management Principles (empty)
    12Lessons · 1 hr 26 min
    • 5.01 Content of Section 5
      New
    • 5.02 Learning Outcomes of Section 5
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    • 5.03 Origin of Projects
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    • 5.04 Evaluating Different Solutions and Project Selection
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    • 5.05 The Project and the Business Case
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    • 5.06 The Project Management Process
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    • 5.07 Progressive Elaboration and the Rolling Wave Approach
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    • 5.08 Lean Principles in Project Management
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    • 5.09 Other Project Environments
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    • 5.11 PMBOK 7th Edition, 2022
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    • 5.10 PMI Process Groups and Processes
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    • 5.12 Review Section 5
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  • Section 6 - The Project in Ten Steps (empty)
    13Lessons ·
    • 6.1 Content of Section 6
      New
    • 6.2 Learning Outcomes of Section 6
      New
    • 6.3   The Project Management Process and the Ten Steps
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    • 6.4 Process Step Initiation and Step 1
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    • 6.5 Process Step Planning and Steps 2 to 8
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    • 6.6 Process Step Execution, Monitor & Control and Step 9
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    • 6.7 Process Step Closing Project or Phase and Step 10
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    • 6.8 Completing the 10 Project Management Steps
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    • 6.9 Projects and Quality Management
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    • 6.10 Projects and Procurement Management
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    • 6.11 Projects and Communication Management
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    • 6.12 Project and Stakeholder Management
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    • 6.13 Review Section 6
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  • Section 7 - Project Initiation, Definitions, and the Project Charter (empty)
    14Lessons ·
    • 7.1 Content of Section 7
      New
    • 7.2 Learning Outcomes of Section 7
      New
    • 7.3 Origin and Selecting Projects
      New
    • 7.4 Identification and Analysis of Stakeholders
      New
    • 7.5 Parameters for Project Identification and the Charter
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    • 7.6 Languages, Words, and their Impact on the Project
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    • 7.7 Defining Project Success
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    • 7.8 The Project Definition Process
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    • 7.9 Project Definition Step 1
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    • 7.10 Project Definition Step 2
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    • 7.11 Project Definition Step 3 and the Content of the Charter
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    • 7.12 A Model Project Charter
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    • 7.13 The Lexus Case Study
      New
    • 7.14 Review of Section 7
      New
  • Section 8 - Requirements, Scope, WBS, and Creating Activities (empty)
    12Lessons · 8 min
    • 8.1 Content Section 8
      New
    • 8.2 Learning Outcomes Section 8
      New
    • 8.3 Identifying the Requirements
      New
    • 8.4 Project and Product Scope
      New
    • 8.5 Decomposing the Project
      New
    • 8.6 Building the Work Breakdown Structure
      New
    • 8.7 The WBS and the WBS Dictionary
      New
    • 8.8 Building a House – WBS
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    • 8.9 Going on a Holiday – WBS
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    • 8.10 From Work Packages to Activities
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    • 8.11 Different uses of the WBS
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    • 8.12 Review Section 8
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  • Section 9 - Roles and Responsibilities. Estimating Duration and Cost (empty)
    10Lessons ·
    • 9.1 Content of Section 9
      New
    • 9.2 Learning Outcomes of Section 9
      New
    • 9.3 Identifying Resources to Complete Activities
      New
    • 9.4 Linking Resources to Activities
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    • 9.5 Fixed Duration and Resource Dependent Activities
      New
    • 9.6 Estimating Activity Duration
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    • 9.7 Mandatory, Discretionary, and External Dependencies
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    • 9.8 Calculating Activity Duration using 3Point and PERT Formulas
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    • 9.9 Adding Resources to Activities and the Crash Point
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    • 9.10 Review Section 9
      New
  • Section 10 - Dependencies, Precedence Diagramming, and Critical Path (empty)
    23Lessons ·
    • 10.1 Content of Section 10
      New
    • 10.2 Learning Outcomes of Section 10
      New
    • 10.3 Ordering Activities Chronologically
      New
    • 10.4 Overview of Different Diagramming Methods
      New
    • 10.5 The Gantt Chart: History, Origin, and Usage
      New
    • 10.6 Activity on Arrow and Arrow Diagramming Method
      New
    • 10.7 Activity on Node and Precedence Diagramming Method
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    • 10.8 Different Precedencies, Leads, and Lags
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    • 10.9 Calculations Starting from 0 or 1 – Formulas
      New
    • 10.10 Developing the Arrow Diagram
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    • 10.11 Developing the Precedence Diagram
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    • 10.12 Identifying the Different Paths Through the Network
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    • 10.13 Describing the Critical Path Method
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    • 10.14 CPM – Creating the Precedence Diagram with PDM
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    • 10.15 CPM – Forward Pass PDM: Calculate the Early Start and Finish
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    • 10.16  CPM – Backward Pass PDM: Calculate the Late Start and Finish
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    • 10.17 CPM – PDM Calculate Slack or Float
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    • 10.18 CPM - Creating the Precedence Diagram with ADM
      New
    • 10.19 CPM – Forward Pass ADM: Calculate the Early Start and Finish
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    • 10.20 CPM – Backward Pass ADM: Calculate the Late Start and Finish
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    • 10.21 CPM – ADM Calculate Slack or Float
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    • 10.22  Alternative Calculation of Critical Path and Slack/Float
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    • 10.23 Review of Section 10
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  • Section 11 - Project Duration Reduction (empty)
    18Lessons ·
    • 11.1 Content of Section 11
      New
    • 11.2 Learning Outcomes of Section 11
      New
    • 11.3 Reasons for Project Reduction
      New
    • 11.4 Principles of Activity Crashing for Project Duration Reduction
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    • 11.5 Activity Crashing – Describing Example 1
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    • 11.6 Activity Crashing Example 1 – Preliminary Calculation
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    • 11.7 Activity Crashing Example 1 – Precedence Diagram and Critical Path
      New
    • 11.8 Activity Crashing Example 1 – Activity Crashing Step by Step
      New
    • 11.9 Activity Crashing Example 1 - Relationship between Duration and Cost
      New
    • 11.10 Activity Crashing – Describing Example 2
      New
    • 11.11 Activity Crashing Example 2 – Preliminary Calculation
      New
    • 11.12 Activity Crashing Example 2 – Precedence Diagram and Critical Path
      New
    • 11.13 Activity Crashing Example 2 – Activity Crashing Step by Step
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    • 11.14 Activity Crashing Example 2 – Graphical Solution
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    • 11.15 Project Duration Reduction using Fast Tracking
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    • 11.16 Exercise Project Fast Tracking
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    • 11.17  Changing Precedences to Reduce Project Duration
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    • 11.18 Review of Section 11
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  • Section 12 - Creating the Project Schedule, and Gantt Charts (empty)
    9Lessons · 52 min
    • 12.1 Content of Section 12
      New
    • 12.02 - Learning Outcomes of Section 12
      New
    • 12.03 - The Gantt or Bar Chart and the Harmonogram
      New
    • 12.04 - creating a Bar Chart with Activities in ES and LS Positions
      New
    • 12.05 - Introducing ProjectLibre
      New
    • 12.06 - Creating a Gantt Chart with ProjectLibre
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    • 12.07 - ProjectLibre Live Demo
      New
    • 12.08 - Different uses for the Gantt Chart
      New
    • 12.09 - Review of Section 12
      New
  • Section 13 - Adding Resources and Resolving Issues (empty)
    15Lessons · 1 hr 42 min
    • 13.01 - Content Section 13
      New
    • 13.02 - Learning Outcomes of Section 13
      New
    • 13.03 - Project Management and Resources
      New
    • 13.04 - Principles of Allocating Resources
      New
    • 13.05 - Allocating Human Resources, Overtime, Cost, and Personalities
      New
    • 13.06 - Material Resources and Equipment
      New
    • 13.07 - Resolve issues related to Resources. Smoothing and Levelling
      New
    • 13.08 - Exercise Resources Smoothing
      New
    • 13.09 - Exercise Resources Levelling
      New
    • 13.10 - ProjectLibre and Resources
      New
    • 13.11 - ProjectLibre Live Demo
      New
    • 13.15 - Review of Section 13
      New
    • 13.12 - Resources and Team Development
      New
    • 13.13 - Team Roles, Management Styles, and Conflicts
      New
    • 13.14 - People, Teams, and Conflict Management
      New
  • Section 14 - Generate the Project Budget (empty)
    17Lessons · 1 hr 28 min
    • 14.1 Content of Section 14
      New
    • 14.2 Learning Outcomes of Section 14
      New
    • 14.03 - Importance of Cost and Budgeting
      New
    • 14.04 - Different Project Costs
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    • 14.05 - Estimating Activity and Project Costs
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    • 14.06 - Tangible and Intangible Costs
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    • 14.07 - Different Types of Cost Loading
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    • 14.08 - Time Phased Budget
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    • 14.09 - Cumulative Budget
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    • 14.10 - Budgets in ES, LS, PS Positions and the Critical Path Position
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    • 14.11 - Earned Value Parameters
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    • 14.12 - Project and Company Budget
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    • 14.13 - Exercise Budgeting #1: Creating the Project Schedule
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    • 14.14 - Exercise Budgeting #2: Gantt in ES, LS, and PS Positions
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    • 14.15 - Exercise Budgeting #3: Creating the Time Phased Budget
      New
    • 14.16 - Exercise Budgeting #4: Creating the Cumulative Budget and the Critical Path Position
      New
    • 14.17 Review of Section 14
      New
  • Section 15 - Uncertainty in Project Management (empty)
    16Lessons · 12 min
    • 15.01 - Content of Section 15
      New
    • 15.2 Learning Outcomes of Section 15
      New
    • 15.03 - Examples of Risk Situations
      New
    • 15.04 - Why is Risk Management in a Project Environment Important?
      New
    • 15.05 - Defining Risk and Risk Management in a Project Environment according to PMI
      New
    • 15.06 - The Six Risk Management Process Steps
      New
    • 15.07 - Risks and the Project
      New
    • 15.08 - Plan Risk Management
      New
    • 15.09 - Risk Identification and Tools
      New
    • 15.10 - Qualitative Risk Management
      New
    • 15.11 - Quantitative Risk Management
      New
    • 15.12 - PERT, 3Point, and Risks
      New
    • 15.13 - Monte Carlo Analysis
      New
    • 15.14 - Plan and Implement Risk Responses
      New
    • 15.15 - Overview of Risk Responses
      New
    • 15. 16 Review of Section 15
      New
  • Section 16 - Project Execution (empty)
    19Lessons ·
    • 16.2 Learning Outcomes of SECTION 16
      New
    • 16.03 - The Project Plan is Completed. What now?
      New
    • 16.04 - Data Available for Project Execution. Baselines
      New
    • 16.05 - Status Overview related to Schedule
      New
    • 16.06 - Status Overview related to Cost
      New
    • 16.07 - The Earned Value Approach
      New
    • 16.08 - Change Management during Execution
      New
    • 16.09 - Reaction to Variances
      New
    • 16.10: Review Section 16
      New
    • 16.1 Content of Section 16
      New
    • 17.1 Content of Section 17
      New
    • 17.2 Learning Outcomes of Section 17
      New
    • 17.03 - Importance of Project or Phase Close Out
      New
    • 17.04 - Transferring Project to Life Cycle Management
      New
    • 17.05 - Closing Outstanding Contracts, Issues, and Invoices
      New
    • 17.06 - As-built Plans
      New
    • 17.07 - Closing Review
      New
    • 17.08 - Closing and Knowledge Management
      New
    • 17.9 Review of Section 17
      New
  • Section 18 - Agile Project Management (empty)
    21Lessons ·
    • 18.1 Content of Section 18
      New
    • 18.2 Learning Outcomes of Section 18
      New
    • 18.03 -Why were Agile Methods Developed?
      New
    • 18.04 - Difference between Predictive and Adaptive Approaches
      New
    • 18.05 - Lean Management and Agile
      New
    • 18.06 - The Predictive Approach or Waterfall
      New
    • 18.07 - Where Waterfall Fails.
      New
    • 18.08 - The Adaptive Approach
      New
    • 18.09 - Waterfall or Agile?
      New
    • 18.10 - Value Delivery, Risks, and the Triple Constraint
      New
    • 18.11 - The Agile Manifesto
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    • 18.12 - Top Methodologies to Implement Agile
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    • 18.13 - The Agile Development Cycle
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    • 18.14 - Advantages, Disadvantages, and Myths of Agile
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    • 18.15 - Jeff Sutherland, the Development of Agile, and its driving Principles
      New
    • 18.16 -The Myths of Multi-tasking
      New
    • 18.17 - Perfection or Good Enough?
      New
    • 18.18 - Terminology related to Scrum
      New
    • 18.19 - Estimating Effort and Fibonacci Poker
      New
    • 18.21 - Kanban Methodology
      New
    • 18.22 Review of Section 18
      New
  • Section 19 - Critical Chain Project Management (empty)
    21Lessons ·
    • 18.20 - Scrum Step-byStep
      New
    • 19.1 Content of Section 19
      New
    • 19.2 Learning Outcomes of Section 19
      New
    • 19.03 - The Origin of Critical Chain Project Management
      New
    • 19.04 - Critical Chain and the Human Side
      New
    • 19.05 - Critical Chain and the Human Side: Estimating
      New
    • 19.06 - Critical Chain and the Human Side: The Student Syndrome
      New
    • 19.07 - Critical Chain and the Human Side: Parkinson's Law
      New
    • 19.08 - Critical Chain and the Human Side: Multi Tasking
      New
    • 19.09 - Critical Chain and the Human Side: No Early Finishes
      New
    • 19.10 - Project Planning and Backward Planning
      New
    • 19.11 - As-late-as-possible Planning
      New
    • 19.13 - Introducing the Theory of Constraints
      New
    • 19.14 - The Effect of Bottlenecks in Throughput and Cost
      New
    • 19.15 - The Principle of Buffers
      New
    • 19.16 - Applying Buffers on a Simple Project
      New
    • 19.17 - Defining the Critical Chain
      New
    • 19.18 - Finding the 50% and 90% Estimates
      New
    • 19.19 - Critical Chain: Calculating the Buffers
      New
    • 19.20 - Critical Chain: Comments
      New
    • 19.21 - Review of Section 19
      New
  • Section 20 - Course Review (empty)
    20Lessons ·
    • 20.1 Content of Section 20
      New
    • 20.02 - Summary of Lesson 1 - Projects and Finance
      New
    • 20.03 - Summary of Lesson 2 - Projects and Decision Making
      New
    • 20.04 - Summary of Lesson 3 - Projects and Linear Programming
      New
    • 20.06 - Summary of Lesson 5 - Project Management Principles
      New
    • 20.05 - Summary of Lesson 4 - Project Management Definition and Terminology
      New
    • 20.07 - Summary of Lesson 6 - The Project in Ten Steps
      New
    • 20.08 - Summary of Lesson 7 - Project Initiation, Definitions, and the Project Charter
      New
    • 20.09 - Summary of Lesson 8 - Requirements, Scope, WBS, and Creating Activities
      New
    • 20.10 - Summary of Lesson 9 - Roles and Responsibilities. Estimating Duration and Cost
      New
    • 20.11 - Summary of Lesson 10 - Dependencies, precedence Diagramming, and the Critical path
      New
    • 20.12 - Summary of Lesson 11 - Project Duration Reduction
      New
    • 20.13 - Summary ofLesson 12 - Creating the Project Schedule, and Gantt Charts
      New
    • 20.14 - Summary ofLesson 13 - Add Resources to the Activities and Resolve Resource
      New
    • 20.15 - Summary of Lesson 14 -Calculate Costs, project Budget, and Costs Related EVM Parameters
      New
    • 20.17 - Summary of Lesson 16 - Project Execution, Monitor and Control
      New
    • 20.18 - Summary of Lesson 17 - Project or Phase Close Out
      New
    • 20.19 - Summary of Lesson 18 - Principles of Agile Project Management
      New
    • 20.20 - Summary of Lesson 19 - Critical Chain Project Management
      New
    • 20.16 - Summary of Lesson 15 - Uncertainty and Risk Management in Projects
      New