Masterclass in Project Management

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Course content

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

Introducing Ir. Luc F. De Ceuster, PMP

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