17 skills.
Use when asked to explain or apply Critical Chain Project Management (CCPM) — resource-constrained scheduling, project/feeding buffers, or why CCPM removes individual task-level safety margins — as distinct from the Critical Path Method (see critical-path).
Use when asked to compute or explain a project's critical path — the Critical Path Method (CPM), forward/backward pass, float/slack — as distinct from Critical Chain Project Management's resource-buffer approach (see critical-chain).
Use when asked to write a functional specification — user interface descriptions, inputs/outputs, technical details, error handling — as the detailed requirements document a project-scope's requirements section points to, and the source of truth acceptance-testing checks delivered software against.
Use when asked to prioritize an organization's whole set of projects/programs against strategy and capacity, write a portfolio review or investment case, or explain portfolio management concepts (strategic alignment, capacity-based sequencing) — as distinct from managing one project (see project-management) or one program of related projects (see program-management).
Use when asked how to run a professional practice — either a discipline-based community of practice inside a larger organization (e.g. a UX practice, an engineering practice) or a client-facing professional practice (legal, medical, consulting) — covering practice standards, capability development, and utilization/workload management. Distinct from managing one project or program (see project-management, program-management).
Use when asked about PRINCE2 (Projects IN Controlled Environments) — its process-based, product-based-planning, business-justification-driven approach — as a structured, phase-gated methodology contrasted with agile/Scrum (see scrum, agile-principles) rather than a replacement for project-management's general concepts.
Use when asked to write a product strategy/roadmap, prioritize a backlog, define OKRs or success metrics for a product, or explain product-management concepts (discovery vs delivery, prioritization frameworks) — as distinct from project management (see project-management) or program/portfolio management (see program-management, portfolio-management).
Use when asked to coordinate multiple related projects toward one business outcome, write a program charter/benefits map, or explain program management concepts (benefits realization, cross-project dependency management) — as distinct from managing a single project (see project-management) or an organization's whole investment set (see portfolio-management).
Use when asked to write a formal project charter — purpose, scope, objectives, deliverables, stakeholders, assumptions, risks, budget, and schedule — as distinct from a collaborative agile chartering session (see agile-charter), which co-creates alignment rather than producing an approved document.
Use when asked to plan a project, write a project charter/status update/RAID log, choose between waterfall/agile/hybrid delivery, or explain project-management concepts (scope/schedule/cost triangle, critical path, risk register, stakeholder management) — independent of any specific methodology certification (PMP, PRINCE2) or tool.
Use when asked about PMBOK (the Project Management Body of Knowledge, published by PMI) specifically — its knowledge areas and process groups — as distinct from the general project-management discipline and from a specific methodology like prince2.
Use when asked to define or control a project's scope — objectives, deliverables, requirements, assumptions/constraints — as the boundary-setting discipline a project-charter document formalizes and a work-breakdown-structure decomposes into executable work.
Use when asked to build a RACI matrix specifically — the Responsible/Accountable/Consulted/Informed variant of responsibility-assignment-matrix — including the PARIS variant sometimes used instead.
Use when asked to build a Responsibility Assignment Matrix (RAM) — a grid mapping team members to tasks with a responsibility level in each cell — as the general umbrella concept behind named variants like raci-matrix, RACIO, and PARIS.
Use when asked to maintain a RAID log using the Risks/Actions/Issues/Decisions expansion of RAID — one of two common RAID acronym expansions in project management, the other being Risks/Assumptions/Issues/Dependencies (see project-management). Confirm which expansion a specific team means before assuming.
Use when asked to write or structure a Statement of Work (SOW) — abstract/scope/payment sections, objectives via OKRs, performance via KPIs, or a RACI-style responsibility matrix — grounded in joelparkerhenderson/statement-of-work, as distinct from a full contract's legal terms.
Use when asked to build a Work Breakdown Structure (WBS) — hierarchically decomposing a project's deliverables into manageable work packages — as the concrete decomposition of an agreed project-scope boundary, feeding critical-path's schedule analysis and task assignment.