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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 06/12/2026
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
    • 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 (empty)
    13Lessons · 1 hr 25 min
    • 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 (empty)
    16Lessons · 1 hr 32 min
    • 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 (empty)
    17Lessons · 1 hr 46 min
    • 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 (empty)
    12Lessons · 1 hr 26 min
    • 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 (empty)
    13Lessons ·
    • 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 (empty)
    14Lessons ·
    • 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 (empty)
    12Lessons · 8 min
    • 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 (empty)
    10Lessons ·
    • 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 (empty)
    23Lessons ·
    • 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 (empty)
    18Lessons ·
    • 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 (empty)
    9Lessons · 52 min
    • 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 (empty)
    15Lessons · 1 hr 42 min
    • 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 (empty)
    17Lessons · 1 hr 28 min
    • 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 (empty)
    16Lessons · 12 min
    • 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 (empty)
    19Lessons ·
    • 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 (empty)
    21Lessons ·
    • 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 (empty)
    21Lessons ·
    • 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 (empty)
    20Lessons ·
    • 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