In the TOC I see may short sections that look like they might be independent of each other. Is the book more of a collection of best practices that can (but needn't necessarily) be applied to a project, or does it present its (and your) own technique for planning and executing projects?
Ulf, some sections are independent, such as the schedule games chapter, and the managing meetings chapter.
I discuss a bunch of practices in the Steering the Project and Maintaining Project Rhythm chapters, not because they are "best" but because they work for lots of projects, and if you know your context, you can make explicit choices about what to choose.
I walk people through how I start, steer, and end projects, and how I think about projects. That way they can see how one person does it, and can choose what makes sense for them.