Many science, engineering, technology, and math (STEM) faculty wish to make an academic change at the course, department, college, or university level, but they lack the specific tools and training that can help them achieve the changes they desire. Making Changes in STEM Education: The Change Maker’s Toolkit is a practical guide based on academic change research and designed to equip STEM faculty and administrators with the skills necessary to accomplish their academic change goals. Each tool is categorized by a dominant theme in change work, such as opportunities for change, strategic vision, communication, teamwork, stakeholders, and partnerships, and is presented in context by the author, herself a change leader in STEM. In addition, the author provides interviews with STEM faculty and leaders who are engaged in their own change projects, offering additional insight into how the tools can be applied to a variety of educational contexts. The book is ideal for STEM faculty who are working to change their courses, curricula, departments, and campuses and STEM administrators who lead such change work to support their faculties, as well as graduate students in STEM who plan to enter an academic position upon graduation and expect to work on academic change projects.

The integration of technological innovations, such as In-Memory Analytics, Cloud Computing, Mobile Connectivity, and Social Media, with business practice can enable significant competitive advantage. In order to embrace recent challenges and changes in the governance of IT strategies, SAP and its think tank - the Business Transformation Academy (BTA) - have jointly developed the Digital Capability Framework (DCF). Digital Enterprise Transformation: A Business-Driven Approach to Leveraging Innovative IT by Axel Uhl and Lars Alexander Gollenia outlines the DCF which comprises six specific capabilities: Innovation Management, Transformation Management, IT Excellence, Customer Centricity, Effective Knowledge Worker, and Operational Excellence. In cooperation with the University of Applied Sciences and Arts Northwestern Switzerland, University of St. Gallen (Switzerland), Queensland University of Technology (Australia), University of Liechtenstein (Principality of Liechtenstein), and Karlsruhe Institute of Technology (Germany), SAP and the BTA have been validating each capability and the corresponding maturity models based on analyzing several 'lighthouse' case studies comprising: SAMSUNG, IBM, Finanz Informatik, The Walt Disney Company, Google Inc., HILTI AG. Digital Enterprise Transformation presents how these companies take advantage of innovative IT and how they develop their digital capabilities. On top the authors also develop and present a range of novel yet hands-on Digital Use Cases for a number of different industries which have emerged from innovative technological trends such as: Big Data, Cloud Computing, 3D Printing and Internet of Things.

This book seeks to critically engage with emerging issues and debates within the construction industry, but from the perspective of developing economies. Themes such as the 4th industrial revolution, management of pandemics, sustainability, diversity and inclusion, collaboration, skills development, and behavioural studies are at the cutting edge of research and development in developed countries, however, they remain problematic for industries and environments which are yet to understand the emerging growth patterns of their economies. The successful integration and diffusion of these themes into developing nations' environments and cultures must be synchronized with their current developmental agenda. By acknowledging and understanding the difficulty and diversity of construction administrations that exist in different countries, this book can help construction professionals in developing countries to adopt technologies, policies and products which are proving successful in developed nations. Useful reading for researchers and practitioners in both developed and developing countries alike, this book gives an insight and understanding of emerging areas in developing countries.

Since 1960, two-thirds of very large governmental projects in Nigeria have not only failed, but been abandoned mid-course. This presents a bigger failure rate than mega projects elsewhere, and yet there is no available data or analysis to help us understand the reasons behind such failures. This book provides an authoritative examination into why very large projects in Nigeria have failed so badly, and provides practical recommendations on how the Nigerian government can improve its project performance. Drawing on data from 38 very large projects (19 completed and 19 abandoned) with a total budget of over $25B, this book presents detailed analysis of these projects and in-depth case studies 11 of the projects, and presents lessons for improvement. Through this, the authors have identified a small number of key success drivers, and argue that making moderate improvements on any of them would, on average, save hundreds of millions of dollars on one large project alone. This book is a game-changer in the management of government mega projects in Nigeria. With clear implications for other developing economies, this is a vital resource for project management practitioners, executives and civil servants. This is an open access book.

This book's author, Byron Love, admits proudly to being an IT geek. However, he had found that being an IT geek was limiting his career path and his effectiveness. During a career of more than 31 years, he has made the transition from geek to geek leader. He hopes this book helps other geeks do the same. This book addresses leadership issues in the IT industry to help IT practitioners lead from the lowest level. Unlike other leadership books that provide a one-size-fits-all approach to leadership, this book focuses on the unique challenges that IT practitioners face. IT project managers may manage processes and technologies, but people must be led. The IT industry attracts people who think in logical ways-analytical types who have a propensity to place more emphasis on tasks and technology than on people. This has led to leadership challenges such as poor communication, poor relationship management, and poor stakeholder engagement. Critical IT projects and programs have failed because IT leaders neglect the people component of "people, process, and technology." Communications skills are key to leadership. This book features an in-depth discussion of the communications cycle and emotional intelligence, providing geek leaders with tools to improve their understanding of others and to help others understand them. To transform a geek into a geek leader, this book also discusses: Self-leadership skills so geek leaders know how to lead others by leading themselves first Followership and how to cultivate it among team members How a geek leader's ability to navigate disparate social styles leads to greater credibility and influence Integrating leadership into project management processes The book concludes with a case study to show how to put leadership principles and practices into action and how an IT geek can transform into an effective IT geek leader.

Humans are naturally wired to solve problems. Implement the right solutions and the problems generally go away. Paradoxes are quite different. They consist of opposites that do not appear to be able to coexist, but must. Most of the issues that keep organizations from achieving strategic success are not problems, they are paradoxes. Practical approaches to address our most important paradoxes do exist. By reading this book you will learn how to address the paradoxes commonly encountered in organizations and in life.
Getting Unstuck: Using Leadership to Execute Paradoxes with Confidence will teach you how to balance key paradoxes to achieve greater long-term growth and enhanced sustainability than those who rely on financial data and problem solving methods alone. It addresses the issues that are the most troublesome to people and the organizations they work for.
Describing how to think and work more strategically, the book introduces the language and tools you need to share innovative approaches to dilemmas within your organization and to develop better working relationships, both internally and externally. It provides a practical and powerful platform to help you develop new possibilities and achieve your strategic objectives. You will learn how to see conflict with a fresh set of eyes, how to redefine your roles, and how to become more effective professionally and personally.
If you have experienced trouble implementing strategic objectives, difficulties getting people from different parts of your organization to work together; if you want to achieve a higher level of success, if you feel stuck, then read this book. Filled with examples of real-world paradoxes, it supplies valuable insights into the root causes of workplace conflicts to help you execute change with greater confidence and effectiveness.

* The first book to explore maintenance management for educational buildings within the educational sector of developing countries * The book brings together a group of top scholars on the much-debated issue of attributes influencing maintenance management * Includes a detailed two-stage Delphi study in the South African education sector as a case study * Highlights and addresses theoretical gaps in existing studies essential for the maintenance management of buildings in developing economies, providing a stimulus for future research

Praise for Project Management Methodologies

"Project Management Methodologies is a great resource for any project manager. Finally . . . a book that provides practical insight and understanding of those project management strategies that make PM’s successful."
–Frank Hood, Chief Information Officer, Krispy Kreme Doughnut Corporation

"If you are a leader who simply must deliver results, Jay’s crisp insight into methodologies is just the medicine your organization needs. Ignore Jay at your own peril. He is usually bang on the mark."
–Brian L. Hurly, founder, Musk Industries

"The project management profession offers ever-increasing options and tools for getting things done, and Jay organizes the choices in this book so you can make intelligent decisions. This will be popular reading in project management offices worldwide!"
–Christopher M. Avery, PhD, author, Teamwork Is an Individual Skill: Getting Your Work Done When Sharing Responsibility

"This book shows that project management methods offer best-practice experiences and new opportunities to be tailored to any project. For inspirational, method-guided project management–read it!"
–Mark M. van Onna, Managing Director, WOW!projects, Utrecht, The Netherlands

"Jason scores big! Project management professionals need to understand which project methodologies are out there, especially anyone charged with delivering successful projects–this book will be a PM’s best friend!"
–Bob Fairchild, Senior Project Manager

"Mr. Charvat is the Norm Abram of project management. He not only has a rich collection of tools but also the down-to-earth advice on how best to use them. His observation that not all tools are appropriate for all projects is again in line with the master carpenter analogy. Like the carpenter, the project manager must be skilled in knowing which tools are right for the job at hand."
–Thomas P. Davis, IT mentor and coach

"The Project Management Book" addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis. It provides solutions to the everyday issues involved in managing projects, including:

Defining your project Understanding your role as a project manager Dealing with external problems Learning from Lean and Six Sigma Delivering projects in times of change It also includes a handy glossay of project management jargon

Developing and Leading Emergence Teams describes a future business landscape that seems to be complicated, complex and chaotic, in almost equal measures. The variety and diversity of the environments within which large organizations will be seeking to operate, require a similar variety of systems, process and structures if they are to respond successfully to emerging opportunities. The established models of teamworking (matrix, cross-functional or transdisciplinary) can all adapt to this new environment but will only do so if the culture, leadership and management style of the business enables this. The authors describe a model of emergence teams; high-trust teams that exhibit exceptional affinity for knowledge sharing, sense making, and consensus building. They then explore the specifics of leading such a team, how the team leader should: design the team; interact and facilitate the team's development; understand the personal nature of each of the team members and the overall emotional regime that will affect trust, commitment and motivation. Peter Smith and Tom Cockburn draw on research and detailed case examples to provide techniques your organization can adopt in order to build and support the various teams capable of addressing complexity.

* Uniquely cover sustainable construction and regenerative construction from the construction project manager's perspective, not the building designer * Links construction to the UN SDGs * Easy to follow structure makes it ideal for use in undergraduate programmes in construction, architecture and engineering

The Social Project Manager describes a non-traditional way of organising projects, managing project performance and progress. The aim being to deliver, at the enterprise level, a common goal for the business; one that harnesses the performance advantages of a collaborative community. Social elements help mitigate the constraints associated with the control aspect of project management, which is essential for governance. Team collaboration, problem solving and engagement in projects will never come from technology alone but require careful management. Peter Taylor draws on research from projects and the worlds of social media and communication to paint a vivid and practical guide to the why and how of social project management. There is no simple template for you to follow; instead he provides an explanation of the benefits, the tools and the constraints so that readers can navigate through to an approach that is sensitive to the culture of their organization and the nature of the projects that they run. Alongside the author's ideas, the text features advice and case examples from many of the leading technology providers. The Social Project Manager is a very-readable and down-to-earth guide from one of the most highly-regarded practitioners and commentators on the world of project management.

Innovation Project Management Handbook provides organizational leaders and decision-makers with a cadre of agile, disciplined, and transformational tools and processes for improving innovation opportunity outcomes and achieving sustained innovation project success. The authors introduce new tools and processes developed over their decades of work in the field of innovation that assist organizations in aligning innovation opportunity decisions with their core competencies, business objectives, and strategic vision. In concert with accepted tools already in use today, you are provided a detailed description of each tool and process in an "easy to follow" format with actual application scenarios and exercises. The handbook begins with an innovation primer and introductory discussion on how the authors evolved the original ENOVALE (TM) model into the N2OVATE (TM) methodology. An overview of how to select a project for each type of innovation opportunity is provided, followed by an in-depth, step-by-step discussion on how to implement each innovation process type. Based on innovative outcomes, the authors identify seven unique processes, each having its own unique circumstances. This allows you to tailor the processes and associated tool-sets to the needs of your organization and situation. After selecting one of the seven processes that fit your desired innovation outcome, you simply follow the detailed process maps provided in the applicable chapter to achieve a desired outcome. In doing so, you will learn how to use, adapt, and improve the tools and techniques offered in the handbook to achieve a positive innovation outcome and add value to your organization, customers, stakeholders, and shareholders.

Das Buch fuhrt in die Problematik der Variantenbeherrschung ein und stellt anschliessend den Grundansatz sowie Schritte zu seiner Umsetzung vor. Es folgt einer konzeptionellen Vorstellung der Gestaltungsfelder Technologie, Logistik, Qualitatsmanagement, Arbeitsorganisation und Qualifizierung. Hieran schliessen sich als Kernbestandteil der Veroffentlichung 12 Praxisbeispiele an, die jeweils von betrieblichen Gestaltern vorgestellt und diskutiert werden. Die meisten Praxisbeispiele behandeln mehrere der Gestaltungsfelder und damit die Produktionsendstufe als ganzheitlichen Ansatz. Den Abschluss bildet eine Bilanzierung der Projektergebnisse sowie ein Anhang, der die im Projekt erarbeiteten praktisch nutzbaren Instrumente dokumentiert. "

Many governments have effectively organized public project implementation systems in their jurisdictions. At the same time, many other countries remain at a less advanced level of public project management. Globally, there is a need for project management knowledge to be transferred between governments. However, no systematic review of these practices has been developed to date. Projects, Government, and Public Policy was written to fulfill this need and presents a review of project management practices in countries with developed project-based capabilities. This book uses its own rigorous model to present this review systematically. This book's practical purpose is to give a structured overview of government-level project management practices. This knowledge can be used in the work of governments to improve the management of public projects and the implementation of public policies. Many professionals working in public institutions understand project management concepts differently than project management professionals. Therefore, this book begins with a chapter that describes the differences between the conceptual basis of public administration and project management. The body of this book has five parts. Part I is mainly intended for those involved in government and public administration who want to acquire or increase knowledge about project management. Part II provides an overview of the basic concepts from the theory of public administration, public policies, and development management. Part III describes what makes public projects unique and the success factors specific to projects of this sector. Knowledge about effective government project management practices is covered in Part IV. The concluding Part V begins with a general overview of the maturity model concept. Its main part covers the description of a maturity model showing ways to systematically improve the implementation of public projects. This book is written for governments and government administrators, including the most influential decision-makers, who craft policies to guide a country's development as well as how to implement projects. This book is also intended for supporters and enthusiasts of project management in government and public administration by providing them with a description of the solutions used by project management in public administration. This book is intended, too, for all project management practitioners working for public projects: project managers, team members, sponsors, and middle-level executives of project-delivering private companies. By knowing public administration concepts, they can manage their projects better and use a common language with their clients.

Good requirements do not come from a tool, or from a customer interview. They come from a repeatable set of processes that take a project from the early idea stage through to the creation of an agreed-upon project and product scope between the customer and the developer. From enterprise analysis and planning requirements gathering to documentation, Determining Project Requirements, Second Edition: Mastering the BABOK (R) and the CBAP (R) Exam covers the entire business analysis cycle as well as modeling techniques. Aligned with the International Institute of Business Analysis' (IIBA) Business Analysis Body of Knowledge 2.0 (R) (BABOK (R) Guide 2.0), the second edition of this popular reference provides readers with a complete and up-to-date resource for preparing to take the Certified Business Analysis Professional (CBAP (R)) examination. It also: Presents helpful techniques, tools, best practices, and templates to help readers improve the requirements gathering processes within their organization Contains exercises, sample solutions, and a case study that illustrate how to deal with the various situations that might be encountered in the requirements gathering process Supplies a broad overview of a multitude of business analysis issues Includes two sample business requirements documents-one is a comprehensive template, provided courtesy of ESI International, the second is a simpler template suitable for smaller projects The book covers all of the BABOK (R) knowledge areas and features new preparatory sections for the CBAP (R) exam that include 300 questions. It examines data modeling, requirements modeling techniques, process modeling, and hybrid techniques. With its many examples, use cases, and business requirements document templates, this book is the ideal self-study guide for pra

The Work Breakdown Structure (WBS) serves as a guide for defining work as it relates to a specific project's objectives. The Practice Standard for Work Breakdown Structures Third Edition 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 (PMBOK (R) Guide) Sixth Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool. Throughout the book, the reader will learn what characteristics constitute a high-quality WBS and discover the substantial benefits of using the WBS in every-day, real-life situations.

In this book, leading authorities on project organizing explore the growing deployment of projects and other types of temporary organizations, with a focus on the challenges created by projectification. The way projects are coordinated and handled influences the success of innovation and change within organizations and is critical for strategic development in our societies, yet it is often at odds with the institutions of traditional industrial society. Drawing on both theoretical perspectives and real-world cases, this book sheds light on the transformation toward a project society and explores the effects, opportunities, and conflicts it has created. As change continues, the authors make a case for renewing institutions and mind-sets and provide a foundation from which to discuss societal changes for the future. This is an invaluable book for researchers and students in project management and organizational theory programs, as well as professionals involved in the management of projects.

Essential project management forms aligned to the PMBOK(R) Guide--Sixth Edition A Project Manager's Book of Forms is an essential companion to the Project Management Institute's A Guide to the Project Management Body of Knowledge. Packed with ready-made forms for managing every stage in any project, this book offers both new and experienced project managers an invaluable resource for thorough documentation and repeatable processes. Endorsed by PMI and aligned with the PMBOK(R) Guide, these forms cover all aspects of initiating, planning, executing, monitoring and controlling, and closing; each form can be used as-is directly from the book, or downloaded from the companion website and tailored to your project's unique needs. This new third edition has been updated to align with the newest PMBOK(R) Guide, and includes forms for agile, the PMI Talent Triangle, technical project management, leadership, strategic and business management, and more. The PMBOK(R) Guide is the primary reference for project management, and the final authority on best practices--but implementation can quickly become complex for new managers on large projects, or even experienced managers juggling multiple projects with multiple demands. This book helps you stay organized and on-track, helping you ensure thorough documentation throughout the project life cycle. Adopt PMI-endorsed forms for documenting every process group Customize each form to suit each project's specific needs Organize project data and implement a repeatable management process Streamline PMBOK(R) Guide implementation at any level of project management experience Instead of wasting time interpreting and translating the PMBOK(R) Guide to real-world application, allow PMI to do the work for you: A Project Manager's Book of Forms provides the PMBOK(R)-aligned forms you need to quickly and easily implement project management concepts and practices.

If a major event such as a terrorist attack, 7.2 earthquake, tsunami, or hacker attack were to disrupt business operations, would your organization be prepared to respond to the financial, political, and social impacts? In order for your company to be resilient, it must be ready to respond and recover quickly from the impact of such events. Business continuity is the discipline that can help your organization become truly resilient.

Business Continuity Planning: A Project Management Approach explains how to deploy project management, risk management, business continuity, and business preparedness methods in a manner that will ensure organizational resiliency. With an emphasis on building business preparedness plans, it covers the fundamental principles of project management, risk management, business continuity, and business preparedness.

Upon reading this book, you will learn how to apply project management to institute business continuity governance and to build and maintain business preparedness plans. You will also learn what’s required to conduct an effective business impact analysis.

Detailing a proven plan for achieving business continuity and business preparedness, the book includes numerous diagrams, checklists, and tools to help you determine exactly what you must do to prepare for a serious event. It also explains how to test your continuity plans and evaluate preparedness processes to ensure your organization will be truly prepared to withstand or recover from the next emergency, disaster, or catastrophic event to affect your organization.

Table of Contents

Why You Need Business Continuity and Business Preparedness

What are Business Continuity and Business Preparedness?

Drivers for Business Continuity

Let’s Get Real

Time to Pretend

Additional Insights

Taking Action using Project Management

Getting Started Checklist

A Business Continuity Primer

Goals

Benefits

Terminology

Key Concepts

Challenges

Deliverables

Stakeholders

Final Thoughts

Getting Started Checklist

Apply Project Management

Three Key Deliverables

PM, the Catalyst

The Other Actions

How the Actions Integrate

Making PM Happen

Define Vision, Goals, and Objectives for Projects

Plan the Project

Organize the Project

Execute the Project

Monitor and Control the Project

Close the Project

How Things Can Go Awry

Deliverables

Stakeholders

Increasing Chances for Success

Getting Started Checklist

Project Management 101

Fundamentals of Project Management

Major Processes of Project Management

Leading.

Defining

Planning

Organizing

Executing

Monitoring and Controlling

Closing

Final Thoughts

Enterprise Risk Management 101

Key Concepts

Risk Management and Business Continuity

Benefits

Terminology

Implementation of, and Deliverables from,

Risk Management

Actions to Take

Mid-Level and Project Managers

Challenges

Final Thoughts

Establish Governance

What is Governance?

Goals

Terminology

Key Concepts

Benefits

Challenges

Making Governance Infrastructure Happen

Making Education and Awareness Happen

Final Thoughts

Case Study

Getting Started Checklist

Conduct the Business Impact Analysis

What is a Business Impact Analysis?

Goals

Terminology

Benefits

Challenges

Key Concepts

Making the BIA Happen

Conduct BIA

Analyze Results of the BIA

Report on BIA

Schedule for BP

Deliverables

Stakeholders

Integration of Activities

Final Thoughts

Case Study, Continued

Getting Started Checklist

Build the Business Preparedness Plan

What is a Business Preparedness Plan?

Goals

Terminology

Key Concepts

Benefits

Challenges

Characteristics of a "Good" Plan

Making Building the BP Plan a Reality

Deliverables

Stakeholders

Integration of Activities

Final Thoughts

Case Study, Continued

Getting Started Checklist

Test the Business Preparedness Plan

What is Testing?

Goals

Terminology

Key Concepts

Benefits

Challenges

Making Testing Happen

Deliverables

Stakeholders

Integration of Activities

Final Thoughts

Case Study, Continued

Getting Started Checklist

Maintain the Business Preparedness Plan

What is Maintenance?

Goals

Terminology

Key Concepts

Benefits

Challenges

Making Maintenance Happen

Deliverables

Stakeholders

Integration of Activities

Final Thoughts

Case Study, Continued

Maintenance

Getting Started Checklist

Perform Process Improvement

What Is Process Improvement?

Goals

Terminology

Key Concepts

Deliverables

Stakeholders

Integration of Activities

Final Thoughts

Case Study, Continued

Getting Started Checklist

Keystones for Success

Project Management, The First Keystone

Keystone: Be Proactive, Not Reactive

Keystone: Adopt a Formal, Systematic Approach

Keystone: Practice, Practice, Practice

Keystone: Prepare Employees

Keystone: Incorporate Social Media in Recovery

Keystone: Emphasize the Importance of Communications and Information Sharing

Keystone: Stress Only the Essential Elements of Information

Keystone: Think Strategically

Keystone: Look beyond the Enterprise

Keystone: Stress Agility

Keystone: Adhere to a Multidisciplinary Systems Perspective

Keystone: Never Forget the Supply Chain

The Keystone of Keystones: Back to Number

Glossary

Appendices:

Case Study Project Charter

Project Statement of Work

Draft Business Preparedness Plan

Bibliography

Index

Physical Plant Equipment Fundamentals un-complicates the care and repair of common plant equipment--providing direction to mechanics and electricians, furthering their base understanding through referenced examples. It addresses many of the knowledge gaps of the untrained and/or inexperienced maintenance mechanic, but both fledgling and journeyman level repair personnel can benefit from the instruction and advice it offers The book is organized into four sections: Essential Plant Systems and Equipment; Associated Accessories and Mechanisms; Operations and Maintenance Support, and Plant Engineering Principles and Norms.

Identifies and appraises public and private finance and investment mechanisms that deliver sustainable infrastructure investment globally, nationally and regionally Infrastructure investment will grow in the wake of the Covid 19 pandemic as governments seek to stimulate their economies

Many organizations profit hugely by utilizing a Project Management Office (PMO); it means they achieve benefits from standardizing and following project management policies, processes, and methods. However, building an effective PMO is a complex process; it requires clear vision and strong leadership so that, over time, it will become the source for guidance, documentation, and metrics related to the practices involved in managing and implementing projects. Leading Successful PMOs will guide all project based organizations, and project managers who contribute to and benefit from a PMO, towards maximizing their project success. In it, Peter Taylor outlines the basics of setting up a PMO and clearly explains how to ensure it will do exactly what you need it to do - the right things, in the right way, in the right order, with the right team.

Organizations need to constantly innovate and improve products and services to maintain a strong competitive position in the market place. The vehicle used by organizations for such constant reinvention is a business transformation program. This book illustrates a tested program management roadmap along with the supporting comprehensive frameworks to successfully execute business transformation programs, formulated strategies, and strategic initiatives. It outlines the steps to successfully transform any business and deliver tangible business outcomes. This breakthrough work establishes the linkage between strategy formulation and strategy execution through the program management discipline. It depicts how program management integrates strategy, people, process, technology, structure, and measurement on cross-functional initiatives. The author details the processes, techniques, and tools that a program management team can customize and easily implement on any type of strategic initiative within the private or public sector environment to deliver and sustain the expected business outcomes and benefits. This book discusses the ten mandatory steps (or roadmap) needed to lead complex, business transformation programs to success. It showcases program management best practices and lessons learned though real-world case studies spanning different industry sectors and functional domains. Transforming Business with Program Management will equip executives, general managers, and program managers with the core skills necessary to effectively plan and implement business transformation strategies that drive sweeping business change and innovation.

Whether you use budget, schedule, quality, or other criteria, the statistics by think tanks, institutes, associations, and other trade organizations all point to one inescapable conclusion: your project has a greater chance of getting into trouble than staying out of it. Based on the lessons learned by the author during a quarter of a century of leading projects to successful conclusions, Managing Projects in Trouble: Achieving Turnaround and Success unveils the five secrets to ensuring success-even for projects seemingly doomed to fail. Using numerous flow diagrams and checklists, it explains how to take action in ways that will increase the likelihood of success and minimize the possibility of failure. Specifically, it shows you how to: Recognize the symptoms of troubled projects Revisit your project's vision and execute an improved vision Examine all options for turning your project into a reality Choose the options most appropriate to your situation Supplying step-by-step guidance through each phase, the book explains how to spot the symptoms of troubled projects early on and arms you with time-tested techniques to address the problems that will inevitably emerge. Each chapter includes a case study that illustrates real-world implementation of the actions and steps discussed as well as a checklist to help ease the transition from project failure to surefire success. Learn the five secrets for turning troubled projects around detailed in this book-or continue what you're doing at your own peril.