1.1. Content and value of the project charter

1.2. Appoint project manager

1.3. Important knowledge points for formulating charter

2.1. Why do project planning?

2.2. Project management plan and project documents

2.3. Project kick-off meeting and project kick-off meeting

2.4. project management information system

3.1. Job performance data, job performance information, job performance reports

3.2. data analysis

4.1. Explicit knowledge and tacit knowledge

4.2. PSCA cycle of knowledge management

5.1. change request

5.2. Corrective Actions, Preventive Actions, Defect Remediation

6.1. Configuration management and change management

6.2. change control board

6.3. Overall change control process

6.4. Change management in agile scenarios

7.1. Contractual Closeout and Administrative Closeout

7.2. knowledge transfer

1.1. Planning scope management concepts

1.2. scope management plan

1.3. Acceptance documents

2.1. demand management plan

2.2. Common tools for collecting requirements

2.3. requirements management process

2.4. demand decision

2.5. Requirements Document: Requirements Traceability Matrix

2.6. Requirements management in agile scenarios

3.1. project scope statement

3.2. The relationship between project scope statement and project charter

4.1. WBS elements

4.2. Account code

4.3. Responsibility Assignment Matrix

4.4. WBS Dictionary

4.5. The value of WBS

5.1. Confirm the concept of scope

5.2. Confirm scope and control quality

5.3. Confirm scope and project acceptance

6.1. The concept of span of control

6.2. scope creep

1.1. The concept of planning progress management

1.2. schedule model

2.1. Activity list

2.2. milestone

2.3. rolling planning

3.1. activity dependencies

3.2. Lag and advance

3.3. Leading diagram method

4.1. Resource management tools

4.2. Activity duration estimation method

4.3. Activity duration estimation in agile scenarios

4.4. Reserve analysis

5.1. Common methods for developing schedules

5.2. critical path method

5.3. Three types of float for projects

5.4. critical chain technology

5.5. Resource optimization

6.1. progress compression technology

6.2. Progress control in agile scenarios

2.1. Estimate accuracy level

2.2. Funding Limit Balance

4.1. Earned value analysis

4.2. Earned value analysis case

4.3. Difficulties in applying earned value analysis

4.4. Earned value calculation summary table

4.5. Earn progress

2.1. quality audit

2.2. Design for "X"

2.3. Methods and tools for managing quality

1.1. The difference between project human resource management and enterprise human resource management

1.2. Team charter

1.3. training

2.1. resource breakdown structure

2.2. RACI matrix

4.1. Tuckman's Ladder Theory

4.2. Project Manager Roles and Responsibilities

4.3. Project managers’ leadership styles at different stages of team development

4.4. Methods and tools for building teams

4.5. Project team in agile scenario

6.1. severance plan

6.2. human resource management theory

1.1. effective communication

1.2. Basic model of communication

1.3. communication barriers

1.4. communication methods and techniques

1.1. Classification of risks

1.2. risk breakdown structure

1.3. Stakeholder attitudes towards risk

2.1. Tools and techniques for identifying risks

2.2. Individual project risk and overall project risk

2.3. Hierarchy chart (bubble chart)

3.1. Risk probability and impact assessment scale

3.2. Risk probability and impact matrix

4.1. Monte Carlo simulation

4.2. sensitivity analysis

4.3. Decision tree analysis

4.4. influence diagram

5.1. risk response methods

5.2. risk response strategies

1.1. Basic types of procurement contracts

1.2. Procurement documents and project delivery methods

1.3. Contract Model and Risk Sharing

1.4. Make vs. outsource analysis

1.5. Supplier selection analysis

2.1. Purchasing Process

2.2. Tools and techniques for implementing procurement

1.1. Stakeholder analysis

1.2. Interested Party Register