Baselines and why they matter, handling scope requests without saying no to everything, tracking progress against an agreed plan, and spotting slippage early enough to act on it.

For readers who can already draft a plan and now have to keep one alive while the work is running. The focus moves from writing the plan to defending it.

The level leaves you able to run a project through its middle phase, absorb changes without losing the plan, and give a status update that reflects what is actually happening.

Mapping dependencies between workstreams, planning when two teams need the same people, building schedules that survive one late delivery, and deciding what to re-plan and what to leave alone.

Written for people running several projects at once, or one large enough that no single person sees all of it. Planning becomes a question of dependencies rather than tasks.

You come away able to plan work that crosses team boundaries, recover a schedule after a significant delay, and explain the knock-on effects of a change before it is agreed.

Choosing a planning approach that fits the work rather than the habit, deciding how much planning is too much, setting standards other planners will follow, and judging when a plan should be abandoned.

The deepest level, for people who set how planning is done rather than doing it. The questions here have no clean answer, only trade-offs worth arguing about.

You can set planning standards across a group of projects, defend a planning decision to people who disagree with it, and recognise when the plan itself has become the problem.