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

Economics and technology have dramatically re-shaped the landscape of software development. It is no longer uncommon to find a software development team dispersed across countries or continents. Geographically distributed development challenges the ability to clearly communicate, enforce standards, ensure quality levels, and coordinate tasks. Global Software Development Handbook explores techniques that can bridge distances, create cohesion, promote quality, and strengthen lines of communication. The book introduces techniques proven successful at international electronics and software giant Siemens AG. It shows how this multinational uses a high-level process framework that balances agility and discipline for globally distributed software development. The authors delineate an organizational structure that not only fosters team building, but also achieves effective collaboration among the central and satellite teams. The handbook explores the issues surrounding quality and the processes required to realize quality in a distributed environment. Communication is a tremendous challenge, especially for teams separated by several time zones, and the authors elucidate how to uncover patterns of communication among these teams to determine effective strategies for managing communication. The authors analyze successful and failed projects and apply this information to how a project can be successful with distributed teams. They also provide lightweight processes that can be dynamically adapted to the demands of any project.

An in-depth look at how to improve decisions on major projects at the concept stage, when there is scant information available. This book describes how to evaluate judgemental information. It looks at how scant information can actually be a strength, and can help establish a broad overall perspective.

The Rules of Project Risk Management, 2nd Edition, provides practical experience-based guidance to support the delivery of effective project risk management. While the discipline is recognised as a major contributor to the successful outcome of projects, its implementation is far from straightforward. Successful delivery requires an in-depth understanding of the "ingredients" of effective risk management practices which impact project performance. The book's value is derived from the description of these ingredients in a manner which will support their practical implementation. The author describes a series of guidelines (labelled "rules") to support the practical application of project risk management to positively influence project outcomes. The rules are supported by mini case studies of both successful and unsuccessful projects to bring to life the ramifications of effective and poor risk management respectively, and are assembled under seven headings of environment, external stakeholders, organisation and culture, leadership and governance, internal stakeholders, risk resources and system. This second edition contains a new glossary of terms and an overview of the risk management process to enable those new to the subject to understand the core risk management activities. It also contains six more individual guidelines and ten more case studies to support practitioners, researchers and academics alike to gain an even greater appreciation of the drivers of successful project risk management. Enabling the reader to "get inside" risk management to gain an appreciation of the individual components and "how the engine works", this book is essential reading for project and risk management professionals. While the guidelines are described individually so specific subjects can be examined in detail, they must be considered together, for like a car, specialist carburettors, fuel injection or high-octane fuel on their own do not support improved performance. The guidelines can be considered as the elements that should be taken into account when compiling a risk maturity model to drive incremental improvement in risk management practices.

A thoroughly updated edition of the classic guide to project management of construction projects For more than thirty years, Construction Project Management has been considered the preeminent guide to all aspects of the construction project management process, including the Critical Path Method (CPM) of project scheduling, and much more. Now in its Sixth Edition, it continues to provide a solid foundation of the principles and fundamentals of project management, with a particular emphasis on project planning, demonstrated through an example project, along with new pedagogical elements such as end-of-chapter problems and questions and a full suite of instructor's resources. Also new to this edition is information on the Earned Value Analysis (EVA) system and introductory coverage of Building Information Modeling (BIM) and Lean Construction in the context of project scheduling. Readers will also benefit from building construction examples, which illustrate each of the principles of project management. This information, combined with the case studies provided in the appendix, gives readers access to hands-on project management experience in the context of real-world project management problems. * Features two integrated example projects one civil and one commercial fully developed through the text * Includes end-of-chapter questions and problems * Details BIM in scheduling procedures, Lean Construction, and Earned Value Analysis, EVA * Provides teaching resources, including PowerPoint slides, interactive diagrams, and an Instructor's Manual with solutions for the end-of-chapter questions Construction Management and Civil Engineering students and professionals alike will find everything they need, to understand and to master construction project management in this classic guide.

Discover solutions to common obstacles faced by project managers. Written as a business novel, the book is highly interactive, allowing readers to participate and consider options at each stage of a project. The book is based on years of experience, both through the author's research projects as well as his teaching lectures at business schools. The book tells the story of Emily Reed and her colleagues who are in charge of the management of a new tennis stadium project. The CEO of the company, Jacob Mitchell, is planning to install a new data-driven project management methodology as a decision support tool for all upcoming projects. He challenges Emily and her team to start a journey in exploring project data to fight against unexpected project obstacles. Data-driven project management is known in the academic literature as "dynamic scheduling" or "integrated project management and control." It is a project management methodology to plan, monitor, and control projects in progress in order to deliver them on time and within budget to the client. Its main focus is on the integration of three crucial aspects, as follows: Baseline Scheduling: Plan the project activities to create a project timetable with time and budget restrictions. Determine start and finish times of each project activity within the activity network and resource constraints. Know the expected timing of the work to be done as well as an expected impact on the project's time and budget objectives. Schedule Risk Analysis: Analyze the risk of the baseline schedule and its impact on the project's time and budget. Use Monte Carlo simulations to assess the risk of the baseline schedule and to forecast the impact of time and budget deviations on the project objectives. Project Control: Measure and analyze the project's performance data and take actions to bring the project on track. Monitor deviations from the expected project progress and control performance in order to facilitate the decision-making process in case corrective actions are needed to bring projects back on track. Both traditional Earned Value Management (EVM) and the novel Earned Schedule (ES) methods are used. What You'll Learn Implement a data-driven project management methodology (also known as "dynamic scheduling") which allows project managers to plan, monitor, and control projects while delivering them on time and within budget Study different project management tools and techniques, such as PERT/CPM, schedule risk analysis (SRA), resource buffering, and earned value management (EVM) Understand the three aspects of dynamic scheduling: baseline scheduling, schedule risk analysis, and project control Who This Book Is For Project managers looking to learn data-driven project management (or "dynamic scheduling") via a novel, demonstrating real-time simulations of how project managers can solve common project obstacles

Discusses the requirements for establishing, maintaining and revitalizing an efficient engineering documentation control system for use by technical and manufacturing personnel in private industry. The book stresses simplicity and common sense in the development and implementation of all control practices, procedures and forms. A list of effective interchangeability rules, a glossary of essential engineering documentation terms and an extensive bibliography of key literature sources are provided.;This work is intended for mechanical, computer, design, manufacturing and civil engineers; program, purchasing and documentation and production control managers; and upper-level undergraduate, graduate and continuing-education students in these fields.

Modern project management had its genesis in the field of operations research in the late 1940s, but today it is a much more diverse subject. It has evolved and developed a much wider range of methods, techniques, and skills that the project manager can draw upon.

Not all these skills are relevant to every project, but an assortment of them will be relevant to most. This book aims to describe for students, researchers and managers the full range of skills that project managers can use to develop their methodologies.The authors group the skills into nine perspectives, representing nine schools of project management research and theory. By attaching a metaphor to each of these perspectives, students, researchers and managers are better able to understand each approach and decide whether it is best suited to the development of a strategy for managing their project.

Perspectives on Projects builds upon the various theoretical orientations that the field of project management has developed. Featuring several case studies, drawn from a variety of settings, to illustrate how the different schools can provide different perspectives on projects, this book is an ideal text for anyone involved in project management.

In today's business world, project managers not only have to be diligent in project planning and execution, but also need to have skills in persuasion, communication, and relationship management. Reflecting the changing landscape of projects today, Essential Project Management Skills empowers project managers to master the skills necessary to succeed in the current environment.

Real case studies clarify concepts

Divided into four sections by chapter and enhanced with tables and diagrams, the book begins by introducing the concepts related to the changing project landscape and their impact on projects. It then delves into the details of several trends within the project landscape, describes the challenges created by these trends for project managers, and provides illuminating case studies that elucidate each trend and its impact. Next, the book outlines the skills required to be successful in this new environment and offers techniques that can be applied to fully master them. Each of these skills is aligned with a case study in which the skills and techniques are used and the outcomes discussed. Finally, the book ties together the evolution of the project landscape, the challenges posed, and the new skills required to manage projects successfully in today's environment. The book also provides a checklist of the skills and techniques in the context of different project scenarios.

Written by an expert in project management

Written by an expert with a career of hands-on experience in the project management field, this volume is invaluable for project managers who have a fundamental background in project management principles and want to augment their toolbox of skills and techniques around the delivery of projects in today's complicated business environment.

Knowledge management is a prerequisite to sustain a competitive advantage in project-based companies. However, in these companies and projects in general, activities like knowledge acquisition and sharing are often very complex tasks. This book presents a new portfolio of various concepts and insights into the management of knowledge.

Imagine if we were using the same medical techniques today that were used during the Industrial Revolution, including the practice of bloodletting using leeches. Medicine has come a long way since then. So why do organizations and corporations cling to management techniques that are just as obsolete as the bleed-and-leech model? In a global workplace that is more diverse and filled with entirely new challenges, now is the time for organizations to evolve to a more effective style of leadership and project management.

A roadmap for leading projects and groups, Moving from Project Management to Project Leadership: A Practical Guide to Leading Groups covers the theory, strategy, and tactics that create high-performing teams and organizations. The first half of the book delineates the theories and practical knowledge required to be an extraordinarily effective leader. It defines what it is, exactly, that you need to do to be the best leader you can be. The second half of the book provides the tools and processes required to put that knowledge into place.

The author explores the theory that it's all about the communication. By paying close attention to organizational clarity and the way messages are transmitted within your organization, you will find new ways of empowering people while increasing efficiency - something the old management style can rarely boast. If project leadership is the main thesis of this book, the power of effective top-down communication is the tune you'll be humming after putting this book down.

Construction, architecture and engineering projects are complex undertakings, involving a temporary grouping of people and companies, with different agendas and experience, coming together to achieve a project goal. This book investigates the dynamics of the relationships between individuals involved in architecture, engineering and construction projects. It combines a structured theoretical framework, derived from social psychology and mainstream management theory, with case studies and research from the built environment sector. Focusing on how people interact, communicate and work together, it examines how best to manage the interdisciplinary relationships that form and reform during the project life cycle.

The book covers vital areas of project management, whose importance has recently come to be recognized, and will be valuable for students at both undergraduate and graduate level. Practitioners will also find it a useful insight into the social aspect of project management, with implications and applications that apply to all projects in the built environment sector.

Construction, architecture and engineering projects are complex undertakings, involving a temporary grouping of people and companies, with different agendas and experience, coming together to achieve a project goal. This book investigates the dynamics of the relationships between individuals involved in architecture, engineering and construction projects. It combines a structured theoretical framework, derived from social psychology and mainstream management theory, with case studies and research from the built environment sector. Focusing on how people interact, communicate and work together, it examines how best to manage the interdisciplinary relationships that form and reform during the project life cycle.

The book covers vital areas of project management, whose importance has recently come to be recognized, and will be valuable for students at both undergraduate and graduate level. Practitioners will also find it a useful insight into the social aspect of project management, with implications and applications that apply to all projects in the built environment sector.

Addressing the unique difficulties involved in day-to-day project management communication, The Project Manager s Communication Toolkit provides proven methods for creating clear and effective communications including text-based plans, reports, messages, and presentations. It examines the many tools available and goes beyond traditional coverage to define their proper use and application.

Using language that s easy to understand, the author explains how to determine the appropriate tools for specific communication needs. This time-saving resource provides the understanding to harness the power of everyday communication, such as email and PowerPoint(r) to:

• Gain control over project parameters
• Overcome conflict
• Create effective project plans, charters, and statements of work

Considering that most projects fail due to lapses in communication, it is essential for project managers to understand how to communicate their plans and ideas clearly and effectively. Complete with numerous examples and case studies, this book provides the understanding required to select the right tools, as well as the insight to use those tools effectively in a wide range of real-world situations.

Praise for:

... a slam dunk in providing the reader a foundation, emphasizing various tools, techniques; and in which situations they should be applied. The case studies further challenge the day-to-day situations one may face; providing techniques that work Anyone that has been part of a project team will benefit from this book.
Lisa Holowiak, Quality Assurance Specialist, Pfizer, in PM World Today, Vol. XII, Issue X

a valuable resource for program and project managers at all levels and all industries. Shankar very successfully managed very large and complex projects for my organization utilizing many of these tools and techniques.
Nancy Couture, V. P. Enterprise Intelligence, Ingenix

This book presents a new approach to the issue of project management, showing how it can be approached through the lens of sustainability. The nature of sustainable project management is not only to achieve economic goals, but also environmental and social ones. Considering project management from the perspective of sustainability is very important because sustainable development cannot keep up with the pace and scale of accumulation of ecological and social problems. The natural potential of the Earth is quickly running low. The global equilibrium between the Earth's ecosystems, which have developed for millions of years, and the human world of production and consumption, becomes disrupted. The focus is on a functional approach to the subject, allowing management and business to implement the methodology discussed. Topics discussed include sustainable planning, sustainable organizing, sustainable leading and sustainable controlling. The authors use their combined experience in the area to inform their novel approach. The book will be especially useful for people who are project managers, members of project teams and other project stakeholders. It may also be a useful reference for scientists and students studying the fields of management, IT and business.

Tis handbook has three primary objectives : (?) to give the project managers gu- ance to avoid con?icts in project execution and to understand the procedures in case of legal proceedings, (?) to give lawyers the understanding of the technical problems in project management, and (?) to give students an introduction into the technical and legal aspects of managing big international projects. Te case studies and qu- tions at the end of each chapter are especially directed to the student and the young project managers, who try to enter the ever more complicated world of managing international projects. Tis book does not try to give legal advice, but it tries to help engineers and project managers how to thoroughly plan their project in order to avoid con?icts during execution. In this way it also helps lawyers to better understand their clients, when they have to defend them in con?icts regarding big international projects. Te authors' many years of experience in managing international projects on one side and in assisting as experts and monitors of litigation on the other side have led them to write this book and thus to help other project managers avoid the mistakes that they themselves and other project managers have made in the past.

Issues surrounding business complexity plague organizations throughout the world. This situation is particularly true of the numerous complex projects and programs upon which organizations embark on a regular basis. Current project management processes and standards are based on Newtonian/Cartesian principles, such as linearity, reductionism, and single source problem causation. However, complex projects exhibit both Newtonian/Cartesian characteristics and complex systems characteristics, such as emergence, self-organization, non-linearity, non-reductionism, and multi-source problem causation. To conduct successful projects, complementary ways of approaching projects are required, and new competencies for those who manage projects and for those on project teams are required as well. There are a number of books available to help project managers and teams address the issue of systems behavior. However, there are none that approach complex projects from a neuroscience-based approach to human behavior and ambiguity. This book does exactly that in order to reduce project complexity and thereby increase the probability of project success. Cognitive Readiness in Project Teams looks to the concept of cognitive readiness (CR), first developed by the United States Department of Defense to better prepare and manage teams of individuals in complex battlefield situations. Its intent is to make project managers and teams more focused, responsive, resilient and adaptive through self-mastery and the mastering of interpersonal relationships. It introduces a CR framework for project managers and teams. This framework has neuroscience fundamentals and theorems as the foundation for the three pillars of CR: mindfulness, emotional intelligence, and social intelligence. The book is a compendium of chapters written by renowned authors in the fields of project management, neuroscience, mindfulness, and emotional and social intelligence.

Project planning is generally accepted as an important contributor to project success. However, is there research that affirms the positive impact of project planning and gives guidance on how much effort should be spent on planning? To answer these questions, this book looks at current literature and new research of this under-studied area of project management. The author presents his findings from an extensive review of project planning literature that covers more than 270 sources. He also discusses new research that analyzes data from more than 1,300 global projects. The book confirms that the time spent on planning activities reduces risk and significantly increases the chances of project success. It also concludes that there can be too much planning and shows that the optimum ratio of planning to effort is 25%. The book examines the impact of project planning on different industries. It discusses research in the construction and information technology (IT) industries, and presents a case study of how to plan and track a software development project. The book also looks at the impact of geography on project planning and success. Intended as a basic tool in the library of any project manager or general manager, this book brings to light project planning techniques and information that have never been published previously. It is an important resource on how to plan projects properly and propel your career forward.

Using the example of four Taiwanese brand-name multinational companies, this study seeks to unpack the relationship between project team performance measurement systems and new product success/failure. It examines the use of performance measurement results and the resulting impact on team-member behaviour and functional departments.

An examination of how to refigure project management to be more effective, particularly in terms of leadership. Contrary to the traditional wisdom of project management, planning and doing are not separate and sequential activities, but rather occur in tandem and interact in a dance of give-and-take. Successful projects require strong leadership, and this book presents five actionable principles of Results-Focused Leadership in a convincing and easy to digest format demonstrated by stories.

Use this comprehensive Agile product and project management guide with real-world case studies and examples for self-learning or as a student textbook. Whether you are a CEO or a student, this book will take you from Agile delivery to team topology and product-market fit. Agile delivery is becoming a mainstream project management framework, increasing demand for an understanding of modern related concepts. Agile Product and Project Management covers IT delivery and project management basics while approaching IT as a customer-centric product delivery ecosystem. The book covers two major topics: building the RIGHT product and building the product RIGHT. Each chapter builds on the materials in the previous chapter. Terminology and exercises are introduced sequentially. The book takes you on a journey from identifying a product using Agile principles to delivering and iterating on this process, step-by-step. The final chapter provides practical advice on role-based interviews, career progression, professional certifications and affiliations, and communities of practice. You'll Learn The Objectives and Key Results (OKR) framework, which explains why every project has to align with organizational objectives and how these objectives are used to measure project success Agile (Scrum, Kanban, XP), Waterfall, and hybrid product and project management practices, and how to apply the "working backwards" framework from the customer to IT projects The Lean Startup framework of product design, based on the "build-measure-learn" feedback loop, and compared with Waterfall requirements gathering and project scope management Design Thinking and customer research practices The product backlog taxonomy (epic, user story, subtask, bug, etc.), prioritization techniques, ongoing backlog maintenance, and stakeholder communication Major aspects of IT delivery, including Agile teams, roles, frameworks, and success criteria Waterfall planning and Scrum, in detail, including its Sprint structure, artifacts, roles, and ceremonies (meetings) as well as a comparison of Agile scaling frameworks Case studies of modern technology leaders, from startups to FAANG Examples of release plans and delivery reports based on actual projects in a wide range of companies, ways to minimize technical debt, implement DevOps, and establish quality management practices for software products Effective ways of managing dependencies and delivering products that delight customers and made the Silicon Valley giants successful and allowed for rapid business growth Who This Book Is For Graduate students specializing in computer science, information systems, project management, and related management areas; practitioners seeking professional development; and project management professionals looking to grow their careers into Agile product and project management

Designed for anyone charged with making e-learning really work, Preparing Learners for e-Learning presents a variety of methods business organizations and educational institutions can use to prepare their learners to become successful e-learners. This first-of-its-kind book helps trainers, designers, and educators understand the importance of enhancing self-directedness in learners as they prepare for e-learning and the various learning theories that can be used for this purpose. It then guides e-learning professionals through the process of creating interventions— specific to their own individual situations— that will assist their learners in preparing for the move to an e-learning environment.

Improving supply chain efficiency, especially in an unsettled business climate, requires that managers go beyond doing business as usual. They must apply inspiration and perspiration in a structured, collaborative, and measurable approach that blends project management with supply chain management knowledge and practice.

Supply Chain Project Management, Second Edition offers the supply chain practitioners and project managers of today with a fully updated guide for implementing strategic supply chain improvements. It covers how to implement project management best practices in ways that will encourage continual improvement of the supply chain. Focusing on improving competitiveness, the book describes the benefit of applying proven project management skills to improve collaboration and communication among one's own company and its suppliers and customers. It explains how to achieve company-wide agreement for developing and directing strategies that will lower risk in undertaking difficult supply chain change.

Exceptionally well-organized to provide quick reference, as well as in-depth background where needed, this comprehensive work:

• Covers SCM execution and the foundation concepts relevant to the current international business climate, describing the challenges managers face and the skills needed to deal with ongoing change
• Explores the ways supply chain and supply chain management might be defined, offering multiple viewpoints and definitions from supply chain and project management perspectives
• Details effective SCM project processes, offering the tools and project templates needed to implement change

A highly respected authority on supply chain implementation and management, James Ayers is a member of the Project Management Institute and the Council of Supply Chain Management Professionals. Offering a unique perspective, augmented by anecdotes garnered from his years of experience, this book goes beyond conventional tools and methods to help managers tap the creative inspiration needed to distinguish their organization in these highly fluid and competitive times.

The construction industry is currently experiencing accelerating developments concerning societal demands along with project complexity, internationalization and digitalization. In an attempt to grasp the consequences of these demands on productivity and innovation, this edited book addresses how innovation is likely to take place with a more long-term perspective on the construction sector. While existing literature focuses on organizational discontinuity and fragmentation as the main reasons for the apparent lack of innovation in the industry, this book highlights the connectivity of construction actors, resources and activities as fundamental for understanding how innovation takes place.Through 15 empirically grounded chapters, the book shows how innovation is part of construction processes on various levels, including project, firm and industry, and that these innovation processes are characterized by organizational and technological connectivity over time. Written by European business management scholars, the chapters cover empirical cases and examples from both a multi-organizational and a multi-international perspective in terms of covering the viewpoints of different industry actors and the contexts of several different European countries including: Sweden, Norway, the UK, Italy, France, Hungary and Poland. By illustrating how connectivity is part of innovation processes in the creation of single-product innovations, of various innovations within and across projects, as well as a fundamental aspect of the processes in which innovations cross nations, the book provides a new angle on how to understand construction innovation and where the industry might (or needs to) be heading next. This book is essential reading for anyone interested in construction management, project management, engineering management, innovation studies, business and management studies.

Construction Project Management: An Integrated Approach is a management approach to leading projects and the effective choice and use of project management tools and techniques. It seeks to push the boundaries of project management to take on board future needs and user issues. Integration of the construction project, meaning closer relations between the project team, the supply chain and the client, is long overdue; however, despite some signs of growth in this area, the industry nonetheless remains fragmented in its approach. The role of the project manager is to integrate diverse interests and unify objectives to achieve a common goal. This has now broadened to include a responsibility, on the parts of both client and team, to ensure that construction addresses current and future societal needs. From an economic perspective, a great deal of waste is connected with conflict, thus a holistic approach that increases the efficiency and effectiveness of the task at hand will inject energy into project management. This third edition now takes on board the impact of technology in building information modelling and other digitised technologies such as artificial intelligence. Together, they open up avenues for more direct and incisive action to test creative design, manufacture directly and communicate spontaneously and intuitively. In time, such technologies will change the role of project managers but will never take away their responsibility to be passionate about construction and to integrate the team. A new chapter has been added that considers future societal needs. This edition is also reordered to make the project life cycle and process chapters clearer. This book combines best practice in construction with the theories underpinning project management and presents a wealth of practical case studies - many new. It focuses on all construction disciplines that may manage projects. The book is of unique value to students in the later years of undergraduate courses and those on specialist postgraduate courses in project management and also for practitioners in all disciplines and clients who have experienced the frustration caused by the fragmentation of construction projects.