“Must be able to manage 5-6 projects at a time as well as handle quote requests for future work.” That's what a job posting for a project manager says. There are many different criteria requested and assumed when it comes to project management. It is also a basic generic criterion that all project managers have studied or achieved. Here is a short list of just three of the non-basic criteria:1. A defense contractor needs a project manager skilled in electronic troubleshooting. The company also requires that the PM have at least 10 years of experience as a project manager.2. A small glass company near Tampa, Florida requires the PM to have strong accounting skills.3. A construction company emphasizes that its PM must have “the capacity to manage 5 to 6 projects at the same time as well as to process quote requests for future work”; previously mentioned at the beginning. Showing these posts as an example highlights the various applications a PM is exposed to. The capacity for adaptation and change must be strong within the PM as well as the organization in question. Mentioned earlier in this document, there are specific areas of education 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 simply agreed verbally, is generally the most important tool a project manager can use, if used correctly. It lays the foundations for the growth of the project. (Template) · The scope of the project will set the tone of the project. It defines the limits and fixes the result. By using concepts such as design thinking and if the end result is created at the beginning of the project, the success of the project is quantifiable and can adapt to the movements of the project. To create the scope, a PM asks stakeholders what their meaning of success is in terms of the project in question. 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, usually used after a clear understanding of the project (Blair), will divide the project into even easier to understand pieces..