Version 1.2 · Six lectures + Foundations workbook v8.1 + two supplied reviews · October 5, 2026
This edition consolidates all six supplied Foundations recordings and the supplied workbook's explanatory text, embedded slides, glossary, exercises, sample solutions, and study checklist. It incorporates workbook-only material and resolves the earlier PDF review flags where the source supports a resolution. The package contains a complete guide, quick review, 42 original practice questions/answers, normalized transcripts, source manifests, and a citation ledger.
Reading the references
A lecture reference gives recording-relative time and normalized segment numbers. Segment IDs belong to this normalization and may differ from the local application's speaker-turn numbering. Cited ranges can include student interjections or administrative discussion; student claims are accepted only when Caldwell endorses or explains them. Timestamps preserve the supplied VTT time base.
Workbook citations show printed page and PDF-viewer page. In the Foundations body, PDF page = printed page + 6; printed p.136 is PDF page 142. That offset was checked against every extracted printed page label. The cover/roman-numbered front matter is outside this rule. References Caldwell gives to the separate PMBOK Guide or Standard are not references into this workbook.
The six transcripts were synthesized from the supplied recordings' text. Foundations workbook text was read through its teaching and appendices, and images relevant to disputed role labels, network arithmetic, resource loading, change control, and sample risk exposure were visually inspected. Reconstructed examples remain labeled by source; different versions of the classroom landscaping exercise were not combined. This is a source synthesis, not a fresh run of the local API batch analysis or an independently verified certification syllabus.
Session coverage
| Session | Substantive coverage | VTT cues | Normalized segments | Last cue end |
|---|---|---|---|---|
| 2026-08-24 | Framework; organizations/matrix; PMOs; success; competencies; constraints; approaches | 1,795 | 590 | 03:22:02.379 |
| 2026-08-26 | PMBOK orientation; charter/sponsor; priorities/ROM; team/stakeholders; communication; kickoff | 1,354 | 608 | 03:33:14.320 |
| 2026-08-31 | Scope/WBS; deliverables/work packages; RAM/RACI; effort/duration; three-point estimates | 1,158 | 465 | 03:08:10.129 |
| 2026-09-02 | Dependencies; leads/lags; critical path; early/late dates/float; Gantt; schedule compression | 1,312 | 510 | 03:21:23.050 |
| 2026-09-09 | Gantt exercise; resource loading/leveling/histogram; cost estimating; budget/S-curve | 1,041 | 433 | 03:05:20.410 |
| 2026-09-14 | Risk analysis/responses/reserves; execution; Tuckman; reporting/control; changes; closing | 1,351 | 410 | 03:05:59.720 |
Foundations workbook map
The supplied title is Foundations of Project Management, version 8.1, 241 PDF pages. It contains both explanatory text and presentation slides. The module map follows the workbook's sections, which differ from the six recording dates.
| Workbook section | Printed pages | PDF pages | Guide coverage |
|---|---|---|---|
| Module 1: Introduction | 1–8 | 7–14 | Scope and learning goals |
| Module 2: Framework | 9–54 | 15–60 | §§1–3; project/value definitions, organizations, competencies, constraints, approaches, domains/principles |
| Module 3: Charter | 55–70 | 61–76 | §4; business need, authorization, sponsor/PM, priorities, ROM |
| Module 4: Getting Started | 71–86 | 77–92 | §§1,5,17; stakeholders, planning, rolling wave, communication, kickoff, early policies |
| Module 5: Scope | 87–106 | 93–112 | §6; SOW, product/project scope, WBS and work packages |
| Module 6: Scheduling | 107–142 | 113–148 | §§7–11; RAM, estimating, dependency logic, CPM/float, Gantt/compression |
| Module 7: Resources/Budget | 143–158 | 149–164 | §§12–13; loading, overload remedies, estimating costs and baseline |
| Module 8: Risk/Baseline | 159–176 | 165–182 | §14; risk analysis/responses, reserve, finalizing the baseline |
| Module 9: Executing/Controlling | 177–190 | 183–196 | §§15–17; team development, monitoring, control, change flowchart |
| Module 10: Closing | 191–198 | 197–204 | §18; final actuals, review, archive, celebration |
| Appendix A: Exercises | 199–206 | 205–212 | Applied practice sequence below |
| Appendix B: Glossary | 207–214 | 213–220 | Definitions; EV meanings; reference lookup |
| Appendix C: Sample solutions | 215–228 | 221–234 | Garden-shed project; separate examples, not lecture lawn-project data |
| Appendix D: Study Guide | 229–232 | 235–238 | Module checklist; §§19–20 and quick review |
| Appendix E: Microsoft Project | 233–235 | 239–241 | §18 software subsection; scheduling-tool principles |
Blank/transition pages are included in the section ranges. The workbook's certification-preparation statement says its content leads toward, but is insufficient by itself for, CAPM/PMP preparation. (Workbook v8.1, printed pp. 3 [PDF 9])
Applying the workbook exercises
Use one small project and carry its authorized scope consistently through this chain. Preserve assumptions when changing estimates or constraints; do not import a later example's numbers into an earlier table.
| Produce/check | Workbook exercise PDF pages | Garden-shed sample PDF pages | What to check |
|---|---|---|---|
| Project selection and charter | 205–206 | 222–223 | Objective, scope, priorities, assumptions, early ranges |
| WBS | 206 | 224 | Complete scope, manageable packages, numbering |
| RAM, effort and duration | 207 | 225–226 | Role legend, commitments, person-hours vs working time |
| Dependency network and CPM | 208 | 227–228 | Sound logic, leads/lags, longest path, early/late dates |
| Gantt and resource loading | 209–210 | 229–230 | Dates, capacity, feasible sequencing and float |
| Cost budget | 211 | 231 | Rate/effort assumptions, period totals, cumulative baseline |
| Risk plan | 212 | 232–233 | Probability/impact, responses, residual exposure and reserve |
| Closing/lessons | 212 | 234 | Results, useful practices, improvements and retained records |
The sample CPM runs 21 days and includes a one-day lag; the transcript/workbook teaching network runs 58 days. The sample cost baseline totals $1,780; the lecture's five-day lawn example totals $5,890. They are separate projects. The guide works the 58-day network and lawn budget in detail; use the sample figures for an additional practice case. (Workbook v8.1, printed pp. 222 [PDF 228]; 225 [PDF 231]) (Sep 2 · 02:01:10 · segments 302–326) (Sep 9 · 02:23:05 · segments 310–325)
Earlier flags resolved by the workbook
| Item | Resolution and guide treatment | Workbook source |
|---|---|---|
| ROM range | Explicit course rule −50%/+100%; lower = half, upper = double. Independent exam-source alignment is a separate question. | (Workbook v8.1, printed pp. 67 [PDF 73]; 110 [PDF 116]; 126 [PDF 132]) |
| Course RACI | Embedded RAM image confirms Responsible overall, Approval authority, Contributor, Informed. Labels were checked visually, not inferred from extracted text. | (Workbook v8.1, printed pp. 124 [PDF 130]) |
| Sample O/A/I | Owner, Approval, Implementer. The sample I means doing work, not informed; read the legend. | (Workbook v8.1, printed pp. 219–220 [PDF 225–226]) |
| Modified Delphi | Independent initial expert estimates, comparison/discussion, individual revision, repeat toward consensus. | (Workbook v8.1, printed pp. 110 [PDF 116]) |
| Rolling wave | Detail the next phase while later phases remain broad. Progressive elaboration refines information; neither definition equates rolling wave with Agile. | (Workbook v8.1, printed pp. 75–76 [PDF 81–82]) |
| Free float | Protects successors' early starts/constraints. Design free float = 0 and build free float = 6 in the checked 58-day network; both have 6 total float. | (Workbook v8.1, printed pp. 117 [PDF 123]; 134–136 [PDF 140–142]) |
| 58-day network | Actual diagram verifies requirements17, parallel test-procedures29 versus design15→build8, then test12; six shared noncritical days. | (Workbook v8.1, printed pp. 134–136 [PDF 140–142]) |
| Framework counts | Workbook explicitly lists seven domains, six principles and 40 processes. The guide names the domains/principles and distinguishes them from five focus areas. | (Workbook v8.1, printed pp. 20–24 [PDF 26–30]; 49–50 [PDF 55–56]) |
| Initiation | Includes obtaining authorization for a project or a new phase; not universally outside project management. | (Workbook v8.1, printed pp. 55 [PDF 61]; 64 [PDF 70]) |
| Duration zero | Appendix E explicitly defines milestones as zero-duration activities. The class's nonzero/round-up rule applies to its work-activity exercise. | (Workbook v8.1, printed pp. 234 [PDF 240]) |
| Three-point weighting | PERT is 1:4:1 divided by six; disregard the contradictory spoken “double weight” shorthand. | (Workbook v8.1, printed pp. 111 [PDF 117]; 127 [PDF 133]) |
| Risk EV | Workbook sample confirms 25% × $1,000 = $250; expected value and earned value have separate glossary entries. | (Workbook v8.1, printed pp. 161 [PDF 167]; 208–209 [PDF 214–215]) |
| Change decision | The flowchart includes accept, reject or defer, followed by notification and integration of accepted changes. | (Workbook v8.1, printed pp. 180 [PDF 186]) |
| Closing | Can close a phase/contract or terminate an unfinished project, not just follow successful delivery. | (Workbook v8.1, printed pp. 191 [PDF 197]) |
Differences and remaining limits
| Item | Source distinction | Study treatment |
|---|---|---|
| Talent Triangle labels | Workbook: Technical, Leadership, Strategic & Business Management. Lecture: Ways of working, Power skills, Business acumen. | Learn both course presentations; the workbook does not verify Caldwell's official-renaming claim. (Workbook v8.1, printed pp. 18 [PDF 24]; 45 [PDF 51]) (Aug 24 · 02:55:40 · segments 495–519) |
| Team stages | Workbook lists four through performing; lecture adds adjourning. | Recognize four in the workbook checklist and the lecture's fifth closing-stage label. (Workbook v8.1, printed pp. 178 [PDF 184]; 185 [PDF 191]; 232 [PDF 238]) (Sep 14 · 02:12:30 · segments 275–301) |
| ROM in the garden-shed sample | Sample duration 20 days ±10 differs from the explicit −50%/+100% ROM rule. | Use the explicit range table for ROM calculation questions; do not force the sample to match. (Workbook v8.1, printed pp. 110 [PDF 116]; 126 [PDF 132]; 217 [PDF 223]) |
| John's resource load | Prose says almost 40; table/histogram give 43.7. Lecture arithmetic is 25 + 28/1.5. | Checked load = 43.67; overload above 40 = 3.67. (Workbook v8.1, printed pp. 146 [PDF 152]; 153–154 [PDF 159–160]) (Sep 9 · 00:55:34 · segments 103–104; 00:59:47 · segments 122–132) |
| History statistics | Narrative and slide differ in an old project-cost-overrun percentage; sources are historical studies. | Do not memorize these as current failure/overrun rates. (Workbook v8.1, printed pp. 13 [PDF 19]; 36 [PDF 42]) |
| Level of effort | Listed as the third duration type; not explained in the supplied Foundations text. | Know the label; seek instructor/additional-source definition before using it in formal questions. (Workbook v8.1, printed pp. 127 [PDF 133]; 231 [PDF 237]) |
| QA versus QC | Workbook lists assurance and mentions QA/QC checks without a full distinction. | Keep standards/checking concepts; do not infer formal definitions from the lecture shorthand. (Workbook v8.1, printed pp. 177 [PDF 183]; 185–186 [PDF 191–192]) |
| Leveling versus smoothing | Course uses leveling broadly for overload remedies; workbook does not distinguish smoothing. | Know practical options without claiming every option has the same formal label. (Workbook v8.1, printed pp. 143 [PDF 149]; 154 [PDF 160]; 224 [PDF 230]) |
| Dependency classifications | Required versus discretionary describes necessity; internal versus external describes boundary/control. | Preserve both classifications. Leads/overlap must be feasible; they do not permit violating mandatory physical logic. (Workbook v8.1, printed pp. 111–113 [PDF 117–119]; 128–129 [PDF 134–135]) |
| Network simplifications | Examples use simple FS arithmetic and zero start; absolute zero-float/start claims do not cover all constrained schedules. | Apply the formulas under their stated assumptions. Parallel branches alone do not prove direct SS/FF links. (Workbook v8.1, printed pp. 115–117 [PDF 121–123]; 134–136 [PDF 140–142]) |
| Early change policy | Getting Started says original approver approves changes and PM approves additional work. | Read with later baseline change control and delegated authority, not as unlimited PM authority to change scope/budget. (Workbook v8.1, printed pp. 76 [PDF 82]; 85 [PDF 91]; 179–180 [PDF 185–186]) |
| WBS 8–80 heuristic | Workbook teaches it and the checklist asks a decomposition best practice; instructor downplays exam memorization. | Understand as a heuristic, not an absolute size rule or guaranteed exam omission. (Workbook v8.1, printed pp. 94 [PDF 100]; 104 [PDF 110]; 230 [PDF 236]) (Aug 31 · 00:48:42 · segments 129–139) |
| PMOs and code of accounts | Lecture supplies these named concepts; workbook has numbered WBS examples but does not establish all lecture terminology. | Retain the lecture citations; a section's broad workbook lookup does not support every sentence. (Aug 24 · 02:26:45 · segments 402–418) (Aug 31 · 00:46:22 · segments 124–128) |
| Report audience and project dictionary | Lecture contrasts internal progress vs outward status and discusses a terms/formulas dictionary. | Do not impose exclusive audiences or equate that glossary with a formal WBS dictionary. (Sep 14 · 02:25:49 · segments 310–326; 02:35:44 · segments 339–340) |
| Reserve and responses | Summing residual EV is the taught introductory reserve method; threat avoidance is presented favorably. | Context/authority still govern responses; the sum is not a universal sufficiency guarantee. Record risk dispositions according to the applicable tracking policy. (Workbook v8.1, printed pp. 163 [PDF 169]; 172–173 [PDF 178–179]) |
| Accounting thresholds and budgets | Dollar thresholds vary by organization; budget figures represent planned spending. | Do not memorize example thresholds as universal rules or mistake planned costs for actuals/completed work. (Sep 9 · 02:06:50 · segments 262–269; 02:14:58 · segments 283–299) |
| Software menus/automatic leveling | Appendix E supplies implementation steps and a simplified tool explanation. | Teach scheduling principles; current Microsoft Project UI and behavior have not been checked. (Workbook v8.1, printed pp. 233–235 [PDF 239–241]) |
| Current certification alignment | Workbook cites PMBOK Eighth Edition, while some teaching material retains older labels. | Attribute edition-specific claims to the supplied course materials; no current external exam outline was checked. |
Instructor navigation references
The complete guide's emphasis table distinguishes named circle/star signals, explicit exam comments, and write-down instructions from general marking conventions. These signals express study guidance, not guarantees about an examination.
- August 24 appendix stars are navigation aids; general instructions about circles do not establish that every adjacent topic was marked. (Aug 24 · 00:41:55 · segments 131; 00:43:26 · segments 134; 01:57:42 · segments 316)
- August 26 Standard section 3, pp.35–55, and Guide p.9 refer to the separate PMBOK book. This workbook's seven-domain/six-principle/process presentation can be found in the Foundations map above. (Aug 26 · 00:28:38 · segments 54–55; 00:32:56 · segments 61; 00:40:12 · segments 106) (Workbook v8.1, printed pp. 49–50 [PDF 55–56])
- September 2 a participant mentions glossary p.132. Edition/page numbering differs; use this supplied workbook's glossary at printed pp.207–213 for substantive definitions. (Sep 2 · 00:46:31 · segments 157–167) (Workbook v8.1, printed pp. 207–213 [PDF 213–219])
- September 14 exercise 10/p.226 is a navigation hint. In the supplied v8.1 PDF, the risk exercise is printed p.206 (PDF 212), with risk sample solutions at printed pp.226–227 (PDF 232–233). (Sep 14 · 00:57:50 · segments 166–177) (Workbook v8.1, printed pp. 206 [PDF 212]; 226–227 [PDF 232–233])
Finance & Control workbook: separate course package
The second supplied PDF is Project Finance & Control, version 8.0, 247 PDF pages. Its title, contents, section starts and learning-objective headings are indexed here for navigation. The separate Finance & Control study package integrates its full workbook, five recordings and three module reviews. Its later-course concepts are not blended into this Foundations guide, and no Finance & Control transcript is included in this package.
Use these PDF-viewer positions, not inferred printed page numbers:
| Section | PDF pages |
|---|---|
| Module 1: Introduction | 7–16 |
| Module 2: Overview | 17–52 |
| Module 3: Establish the Cost Baseline | 53–86 |
| Module 4: Control Finances | 87–124 |
| Module 5: Establishing Project Control | 125–148 |
| Module 6: Controlling the Project | 149–166 |
| Appendix A: Procurement | 167–198 |
| Appendix B: Exercises | 199–222 |
| Appendix C: Bibliography | 223–226 |
| Appendix D: Glossary | 227–236 |
| Appendix E: Sample Solutions | 237–247 |
Supplied module-review comparison
| Review | Existing coverage | Revision |
|---|---|---|
| Foundations M2 Review MASTER.docx (two spaces before M2 in original filename) | §§1–4: framework, organizations/PMOs, competencies, constraints, approaches and business need | Add a short recall checkpoint; preserve existing qualified definitions |
| Foundations M5 Review MASTER.docx | §6: project versus product scope | One scope question under a Module 5/6 heading; no additional scope chapter needed |
(Module review: Foundations M2 Review MASTER.docx, body blocks 5–17, 43–50, 78–93.) (Module review: Foundations M5 Review MASTER.docx, body blocks 1–5.)
| Review wording | Treatment in this guide |
|---|---|
| “Project Management Org” | Project Management Office |
| Program described as department/division | Related work coordinated for benefits is the defining distinction |
| Peer team implies all authority is equal | Coordination and assigned decision authority still matter |
| Risk means things that can go wrong | Include threats and opportunities |
| “Agile AKA iterative” | Iteration alone does not establish Agile |
(Module review: Foundations M2 Review MASTER.docx, body blocks 17, 43, 70–75, 83–93.)
The Module 2 worksheet's planning-heavy question has no filled answer. The existing planning discussion supplies context; no invented answer key is attributed to the review. Its generic organization examples and unsupported numerical generalizations do not replace the course's qualified comparisons.
Review citations identify original Word body-block positions, counting blank paragraphs, not printed pages. module-review-manifest.json records original filenames/hashes and module-review-extracts/ supports lookup. See PMA-Module-Review-Comparison.md for the five-file comparison and Markdown/PDF formatting decisions.
Source fingerprints
Original VTT files
| Session | Original filename | SHA-256 |
|---|---|---|
| 2026-08-24 | GMT20260824-225208_Recording.transcript.vtt | dc2359c56357fce3025319fdef7243b371a6c86248833c57fcbcffef2a31d3e2 |
| 2026-08-26 | GMT20260826-224627_Recording.transcript.vtt | cc6832afe89f7e4065a8b289befd621efe832bbe11ecdb55630a2f359809cf1d |
| 2026-08-31 | GMT20260831-224633_Recording.transcript.vtt | e4f8f08818ac6395d7092bd824e0a521942954020111a6e55a0e94a0edc9e34c |
| 2026-09-02 | GMT20260902-225435_Recording.transcript.vtt | 7dc0663f8e92a06dae7849eebe7bf74c3d4045482192b1df74975ba35d2fb437 |
| 2026-09-09 | GMT20260909-225311_Recording.transcript.vtt | 9aad1130d601c11cd9e65f57cf6aa68edb637b264e9aea24c3965ad7ba00dbe2 |
| 2026-09-14 | GMT20260914-225735_Recording.transcript.vtt | e1fd8f8beedf6d703517ddfe5e87f788f6b9a5bc081712b6bccb0fb331992ad2 |
Supplied workbook PDFs
| Course | Version | Original filename | PDF pages | SHA-256 |
|---|---|---|---|---|
| Foundations of Project Management | 8.1 | w pgs Foundations of PM V8.1 (1).pdf | 241 | f954ee892fb2d7cbdeab3131f2ab29d4978fe88dd762c78f3b812e158fab5f12 |
| Project Finance & Control | 8.0 | PMA - Project Finance and Control V8 (1).pdf | 247 | e1073736e973e46a6cf6b619b7397af5002c3465c8eb3b45683028eee8acc7b8 |
Citation lookup and checks
citation-ledger.json records recording citations with date, segment IDs, timestamps and source hash; workbook citations with printed/PDF page numbers, version and source hash. source-manifest.json identifies the six VTTs. workbook-manifest.json identifies both supplied PDFs; workbook-page-index.json supplies the section map and page-label inventory. transcripts/YYYY-MM-DD.txt supports direct recording citation lookup. The original VTT/PDF inputs are not duplicated in the ZIP; the fingerprints identify them.
Before delivery, references were checked for existing source segments/pages, source hashes, table consistency and complete numbered question/answer pairs. Worked arithmetic was checked for estimates/ranges, the 58-day network and free float, resource overload, both teaching budgets, and expected risk exposure. These checks verify the documented examples and reference mappings; they do not independently establish the truth of every course statement or current exam relevance.