◆ 項(xiàng)目及項(xiàng)目管理的基本概念(Basic Concept of Project and Project Management)

◆ 項(xiàng)目管理的五個(gè)過程(Five Project Management Process Group)

◆ 案例：如何管理利害關(guān)系者(Case Study: How to Manage Project Stakeholder)

◆ 項(xiàng)目管理知識(shí)領(lǐng)域(Project Management Body of Knowledge)

◆ 項(xiàng)目組織結(jié)構(gòu)與實(shí)施團(tuán)隊(duì)的關(guān)系(Relationship of Project Org. Structure and Executing Team)

項(xiàng)目的啟動(dòng)(Project Initiating)

◆ 產(chǎn)品的描述—從哪些方面進(jìn)行描述(Product Description)

◆ 項(xiàng)目評(píng)估與選擇的方法—與組織戰(zhàn)略相關(guān)的7點(diǎn)評(píng)估與選擇方法(Project Evaluate and choose Methodology- Seven Points)

◆ 市場(chǎng)調(diào)查與分析——調(diào)查的基本內(nèi)容（模板）(Market Investigation and Analysis-Basic Contents of Investigation)

◆ 可行性研究報(bào)告(Feasibility Study)

◆ 項(xiàng)目經(jīng)理的定義、職責(zé)、角色

◆ 項(xiàng)目團(tuán)隊(duì)及成員職責(zé)(Responsibility of Team Member)
項(xiàng)目的計(jì)劃與實(shí)施控制過程(Process of Planning, Executing and Controlling)

◆ 項(xiàng)目范圍管理—項(xiàng)目范圍定義的基本方法(Project Scope Management-Basic Methodology of Scope Definition)

◆ 進(jìn)行任務(wù)分解，繪制WBS圖—設(shè)計(jì)在定義WBS中的突出作用(Decompose WBS)

◆ 范圍變更管理—變更的原因、步驟及流程

◆ 時(shí)間管理——編制進(jìn)度計(jì)劃（活動(dòng)、事件）(Time Management-Workout Project Time Schedule)

◆ 繪制進(jìn)度網(wǎng)絡(luò)圖—CPM, PERT, Gantt chart(Mapping Schedule Network-CPM, PERT, Gantt Chart)

◆ 實(shí)戰(zhàn)案例：關(guān)鍵路徑法在實(shí)在工期索賠中的應(yīng)用

◆ 成本管理——資源計(jì)劃編制(Cost Management-Recourse Planning)

◆ 預(yù)算計(jì)劃的合理編制——預(yù)算的有效組成包括哪些內(nèi)容(Workout Project Budget)

◆ 進(jìn)度與成本的控制工具——EVM(Cost Controlling Tool-Earned Value Management)

◆ 案例：利用掙值工具管理項(xiàng)目的成本與進(jìn)度(Case Study: How to Use EVM to Monitor Cost and Time Schedule)

◆ 質(zhì)量管理——質(zhì)量的定義、規(guī)范、標(biāo)準(zhǔn)與ISO、質(zhì)量計(jì)劃

◆ 質(zhì)量成本——一致成本、不一致成本

◆ 溝通管理——制訂溝通計(jì)劃(Communication Management-Communications Planning)

◆ 會(huì)議管理——如何召開有效地會(huì)議、會(huì)議紀(jì)要(Meeting Management-Effective Meeting, Minutes of Meeting)

◆ 選擇恰當(dāng)?shù)姆椒ā冃?bào)告(How to Draft the Performance Report)

◆ 案例：如何召開有效的項(xiàng)目管理會(huì)議(Case Study: Project Meeting Management)

◆ 人力資源管理——團(tuán)隊(duì)的組成、團(tuán)隊(duì)建設(shè)、利害關(guān)系者管理

◆ 案例：項(xiàng)目經(jīng)理該如何處理項(xiàng)目中發(fā)生的問題

◆ 風(fēng)險(xiǎn)管理——如何編制風(fēng)險(xiǎn)管理計(jì)劃(Risk Management-Risk Management Planning)

◆ 識(shí)別風(fēng)險(xiǎn)、風(fēng)險(xiǎn)的應(yīng)對(duì)措施—識(shí)別的幾種方法和7種應(yīng)對(duì)措施(Identify Risk, Seven Risk response measurements)

◆ 案例:如何編制實(shí)戰(zhàn)的項(xiàng)目風(fēng)險(xiǎn)管理計(jì)劃(Case Study: How to Draft the Project Risk Management Planning)

項(xiàng)目收尾(Project Closure)

◆ 項(xiàng)目合同收尾與管理收尾(Project Contract Closure and Management Closure)

◆ 團(tuán)隊(duì)評(píng)價(jià)(Team Member Evaluation)

◆ 項(xiàng)目審計(jì)(Project Audit)