Objective: Demonstrate the ability to compare and contrast Theory of Constraints' Critical Chain Project Management (CCPM) with traditional project management methodologies, and to show knowledge of CCPM concepts beyond those assessed in the Fundamentals exam. Candidates should also be able to contrast conventional project network construction, scheduling practices, and control metrics with those of CCPM at a level beyond the Fundamentals requirements. They should understand how CCPM addresses: > Resource contention that appears after buffer insertion >Gaps that emerge in the critical chain due to feeding buffers >The emergence of a seemingly "new"critical chain after buffer insertion They must also explain why the issues above can represent optimization traps. Project Planning Competencies: > Defining project scope >Building the project network and work breakdown structure > Correctly identifying the drum or synchronizer > Addressing traditional costing, crashing, resource leveling, and related issues >Distinguishing between single-project and multi-project solutions

Objective: Demonstrate the ability to analyze any environment and its project management system using the four fundamental questions of the TOC Thinking Processes. Why Change? > Understands the goals of the project function and how failing to meet those goals impacts other parts of the system. What to change? > Understands the core conflict in single- and multi-project environments and the fundamental limitation that CCPM helps organizations overcome. >Can answer the four breakthrough technology questions from Necessary and Sufficient. > Can articulate the key assumptions within the conflict and explain how they lead to common undesirable effects. What to change to? > Can create the necessary injections to overcome erroneous assumptions in any project management environment and logically connect those injections to predicted effects. > Can identify situations requiring additional injections and use TP tools to develop customized solutions and support buy-in (e.g., vendor issues, scope changes, conflicts among roles, escalation of commitment, pressure to cut buffers, or challenges in staggering project releases). How to cause the change? > can identify obstacles and derive intermediate objectives related to CCPM implementation, especially concerning staggering, buffering, and buffer management. > Can develop IO maps and PRTs. > Understands the metrics required to monitor project status and maintain control, including establishing buffers and buffer-management reporting. > Can distinguish between effective buffer management and simple buffer watching, correctly diagnosing when a project is at risk.

Objective: Demonstrate understanding of the role of project management and the capability to ensure the project management system supports a Process of Ongoing Improvement (POOGI). Project Management and POOGI > Understands the goals of the project function and how failing to meet them impacts other parts of the system. > Knows how to use measures to align all organizational levels with long-term corporate goals. Project Selection > Can select projects from a holistic perspective, focused on improving the system's constraint. > Understands how to balance market, R&D, and financial considerations while managing risk appropriately. Portfolio Management > Knows the reporting requirements and metrics needed to create a portfolio management model that aligns tactics and investments with short- and long-term organizational strategy. > Understands the roles and information needs of the portfolio (pipeline) manager, master scheduler, and project, resource, and task managers. > Can articulate contrasting details and challenges across different project environments, such as construction, engineer-to-order manufacturing, software development, high-tech new product development, pharmaceutical development, MRO, and consulting projects.