1. Project Metrics
The project manager isn’t always involved in the construction of the business case but it is critical that you understand how it was developed because you will have to live under its shadow…the shadow being the projected expenses. Also the project manager must be able to converse intelligently with key stakeholders. To do this means you must have an understanding of the metrics the business case and solution was built upon.

1. How the business case is constructed
2. ROI, NPV, Cash Flow Analysis – the building blocks
3. Make vs. Buy Decisions
4. Total Cost of Ownership – TCO
5. Exercises to reinforce
   
   

2. Earned Value
It’s all about maintaining control of the project, on both a day-by-day basis and when managing a project through milestones. If you don’t know where we are at any given time, how will you be able to answer your stakeholders when they ask if targets will be met and if budgets will be kept?

1. What it is and why it is so popular
2. How it is used in conjunction with Trend Analysis
3. Techniques for determining when value is earned
4. Exercises to reinforce
   
   

3. Critical Chain
The third and most current edition of the PMBOK contains content relevant to Critical Chain. This schedule network analysis technique is different because it accounts for and manages resource conflict and constraints.

1. Process Improvement
2. Eliyahu Goldratt’s approach
3. How it is used to eliminate resource constraints
4. Practical applications
5. Exercises to reinforce
   
   

4. Quality
Project quality management processes include all the activities of the performing organization that determine quality policies, objectives and responsibilities. This is done so that the project will satisfy the needs for which it was undertaken.

1. The triple constraint is really quadruple…time, cost, scope and quality
2. The culture and subjectivity of quality
3. Defining quality
   • Quality planning – tools and techniques
   • Quality assurance – tools and techniques
   • Quality control – tools and techniques
4. Six Sigma and Voice of the Customer
   

5. Politics
Most people claim to dislike politics and see it as negative, but almost all accept it as ever present. Politics by itself is neither negative nor positive, but people’s political behavior can often appear negative and manipulative. Projects exist in a world of influence and authority where personal agendas become key drivers.

1. Recognizing tactics and develop responses
2. Survival skills for the PM
3. Strategically analyzing your stakeholders
   
   

6. Taking Over an Existing Project/Managing Multiple Projects
At one time or another in every PM’s career, you will be asked to take over some else’s project and the reasons will be as varied as the projects. Learn a consistent approach to make the transition job easier.

1. A 10-step approach
2. Challenges
3. Lessons learned