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A resource to help understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility.

To support the broadening spectrum of project delivery approaches, PMI is offering A Guide to the Project Management Body of Knowledge (PMBOK (R) Guide), Sixth Edition as a bundle with its latest, the Agile Practice Guide.

Provides a framework and integrated approach using portfolio, program, and project management to deliver organisational strategy for better performance, better results, and a sustainable competitive advantage. This standard is one of PMI's foundational standards and it is aligned with A Guide to the Project Management Body of Knowledge (PMBOK (R) Guide).

Building on the framework developed in the previous edition, Project Manager Competency Development Framework, this thrid edition extends the framework both vertically (to include program and portfolio managers) and horizontally (to cover continued development for the roles of project/program/portfolio managers).

Understanding governance as it applies to portfolios, programs, and projects is growing in importance to organizations, because appropriate governance is a factor in the success or failure of strategic initiatives and portfolios, as well as an organization's programs and projects. Implementing an effective governance framework can be challenging due to factors such as increasing business complexities, regulatory requirements, globalization, and rapid changes in technology and business environments. Many organizations do not have a consistent approach to portfolio, program, and project governance. PMI's Governance of Portfolios, Programs, and Projects: A Practice Guide, developed by leading experts in the field, provides guidance to organizations and practitioners on how to implement or enhance governance on portfolios, programs, and projects. This practice guide provides definitions for governance in an effort to distinguish the different levels of governance and to identify their common elements.

Organizations continue to experience project issues associated with poor performance on requirements-related activities. This guide will give you the tools you need to excel in requirements development and management - components of the larger field of business analysis and a critical competence for project, program and portfolio management. Requirements Management: A Practice Guide is a bridge between A Guide to the Project Management Body of Knowledge (PMBOK® Guide), which speaks to requirements development and management from a high-level perspective, and Business Analysis for Practitioners: A Practice Guide, which describes requirements development and management at a detailed and practical level. This practice guide is the middle ground, offering project managers, program managers, teams members and stakeholders the opportunity to learn more about the requirements process

With greater organizational complexities looming on the horizon, PMI has introduced Navigating Complexity: A Practice Guide. The definitive guide expands upon the principles, tools, and techniques presented in the PMBOK® Guide and other foundational standards, providing a streamlined approach to understanding and navigating complexity. This groundbreaking guide fills a void, providing the first published reference to help project management professionals successfully mitigate complexities and accomplish their organizational goals.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

Provides an update and expansion of PMI's popular reference, The Practice Standard for Project Risk Management. The standard focuses on the ""what"" of risk management (i.e., the key considerations for effective risk management). It is primarily written for portfolio, program, and project managers.

Portfolio management is an integral part of an organisation's overall strategic plan. While project and program management focus on ""doing the work right"", the purpose of portfolio management is ""doing the right work"". The Standard for Portfolio Management, Third Edition offers the most up to date information regarding accepted practices in portfolio management and includes new material.

Consistent with the PMBOK Guide, Fourth Edition, the Practice Standard for Project Estimating describes the life cycle stages of project estimating. It details the aspects of resources, durations, and costs, and explains the concept of progressive elaboration-continuously refining and improving a plan as a project evolves.

Increasingly project management professionals are responsible for managing a variety of project schedules and timelines. For that reason, PMI has produced the Practice Standard for Scheduling, a systematic guide describing hallmarks of a sound and effective schedule methodology, as well as providing quantifiable means for assessing the maturity of a schedule model.

Supplies project managers and team members with direction for the preliminary development and the implementation of the WBS. Consistent with A Guide to the Project Management Body of Knowledge, Third Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool.

Focuses on the principles of good program management. Program activities have been realigned to program lifecycle phases rather than topics, and the first section has expanded to address the key roles of program manager, program sponsor and program management office.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

Provides a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organisations wanting to increase agility. This practice guide is aligned with other PMI standards.

This standard illustrates how project management processes and business analysis processes are complementary activities, where the primary focus of project management processes is the project and the primary focus of business analysis processes is the product. This is a process-based standard, aligned with A Guide to the Project Management Body of Knowledge (PMBOK (R) Guide).