“Must be able to manage 5 to 6 projects simultaneously, as well as handle requests for quotes for future work.” So says a job advert for a project manager. There are many different criteria required and assumptions when it comes to project management. This is also a basic generic criterion that all project managers have studied or performed. The following is a short list of just three non-basic criteria:1. A defense contractor needs a project manager who is experienced in electronics troubleshooting. The company also requires that the PM has at least 10 years of experience in the role of project manager.2. A small glass company near Tampa, Florida, requires the Prime Minister to have strong accounting skills.3. A construction company emphasizes that its PM must have “the ability to manage 5 to 6 projects simultaneously, as well as manage requests for quotes for future work”; mentioned earlier at the beginning. Showing these messages as an example highlights the different applications a PM is exposed to. The ability to adapt and change must be strong within the PM and the organization in question. Mentioned earlier in this document, there are specific areas of study or experience that a PM must know to be considered a PM. According to the article "Getting Started in Project Management" (The Hampton Group) there are eight areas to master:1. Scope and Charter · A charter is simply a contract between project members. These members include the project manager and the stakeholders involved. This contract, whether signed or agreed upon even just verbally, is generally the most important tool a project manager can use, if used correctly. It lays the foundation for the growth of the project. (Template) · The scope of the project will set the tone of the project. It defines the limits and sets the outcome. By using concepts such as conceptual thinking and if the deliverable is created at the beginning of the project, the success of the project is quantifiable and is able to adapt to the movements of the project. To create scope, a PM asks stakeholders what they mean by success in terms of the project at hand. What will need to be achieved before stakeholders are satisfied with the final results.2. Work Breakdown Structure · The WBS determines the exact nature of the tasks required to complete the project (Meredith and Mendel, p 162). The WBS, typically used after a clear understanding of the project is clear (Blair), will break the project down into parts that are even more easily understood.