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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.

With a focus on doing the right thing right the first time, Lew Ireland has constructed a solid presentation on how to invest in quality throughout all the project management processes.

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.

Design patterns exemplify the principles and strong practices that developers can depend on to build high-quality solutions. Scott Bain has trained thousands of developers in design patterns for over 20 years providing them with a rich background in this valuable discipline.

Never again will project management practitioners have to wonder how to change traditional committees into quality focused, horizon-expanding engines of change. This book links teaming principles, applications, and practices with remarkable power and clarity to ready-today/use-today/internalize-today.

The use of digital representations to aid in projects-Building Information Modeling (BIM)-is gaining traction worldwide as an effective and beneficial approach to executing projects that can reduce errors and improve project results. Author Chen-Yu Chang, PhD, explains the current state of BIM use in three distinct countries: China, the United Kingdom, and the United States. Following multiple case studies in each country, Professor Chang explores the explicit and implicit motivators that may drive BIM participation and the factors that can influence its effectiveness. The case studies offer multiple perspectives on why and how BIM-enabled projects are adopted and provide a lens for understanding BIM at varying levels. This theoretical approach gives researchers and organizations new tools and ideas to help build their own strategies to encourage BIM use and better understand its place in managing projects.

Through four in-depth case studies over a spread of organizations, Human Resource Management in the Project Oriented-Organization investigates the distinctive characteristics of project-oriented organizations that lead to the need for specific HRM practices and considers the implications for organizations, projects and individuals.

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.

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.

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.

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.

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.

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.

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.

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.

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.