Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Figure 1.1 Project Dimensions Beyond Scope, Cost, and Time -- Figure 1.2 Project Management Roles. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 1.3 PM Skills, Attitudes, and Behaviors. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 1.4 Active PMI Certification Holders. (January 2020). (PMI Fact File, February 2020. PMI Today, Project Management Institute.) -- Figure 1.5 Project Management Career Path. (Wu, T., 2017. The Sensible Guide to a Career in Project Management, Iexperi Press, New Jersey. Reprinted with Permission.) -- Figure 2.1 Traditional Waterfall Project Life Cycle. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 2.2 Project Life Cycle in An Agile Approach. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 2.3 Continuum of Traditional to Agile Approaches. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 3.1 organizational Dimensions and Selective Activities. (Reprinted with Permission from PMO Advisory LLC.) -- Figure 3.2 PMO Maturity Levels. PMO, Project Management Office. (Reprinted with Permission from PMO Advisory LLC.) -- Figure 3.3 Entrance and Exit Criteria for Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 3.4 Project Life Cycle Phase 1 - Ideation. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 3.5 AHP Multicriteria Scoring Model. AHP, Analytical Hierarchy Process -- Figure 3.6 AHP Multicriteria Weighted Ranking. AHP, Analytical Hierarchy Process.

Figure 3.7 AHP Singlecriterion Prioritization Model. AHP, Analytical Hierarchy Process -- Figure 6.1 Project Success and Project Management Success. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 6.2 How to Think Like a Project Manager. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 8.1 Normal Versus Expedited Schedule -- Figure 8.2 Expedited Plan -- Figure 8.3 original (Above) Versus Expedited (Below) Project Gantt Charts -- Figure 9.1 Stakeholder Evaluation Matrix -- Figure 9.2 Power/Interest Matrix -- Figure 9.3 Stakeholder Engagement Plan -- Figure 10.1 WBS By Deliverables. WBS, Work Breakdown Structure -- Figure 10.2 WBS By Functions. WBS, Work Breakdown Structure -- Figure 10.3 WBS By Life Cycle. WBS, Work Breakdown Structure -- Figure 11.1 Activity and Task Dependencies. (Training and Consulting Content from PMO Advisory LLC. Reprinted With Permission.) -- Figure 11.2 Microsoft Project Network Diagram -- Figure 12.1 Project Manager Skills. (Training and Consulting Content from PMO Advisory LLC. Reprinted with Permission.) -- Figure 12.2 Raci (Responsible, Accountable, Consult, Inform) -- Figure 14.1 Stakeholder Engagement By Number of Channels -- Figure 14.2 Forms of Communication -- Figure 14.3 Example Communications Management Plan. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 15.1 Risk Analysis -- Figure 15.2 Estimating Project Cost Using Monte Carlo Simulation. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 15.3 Force Field Analysis. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 15.4 Fault Tree Analysis. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.).

Figure 15.5 Risk Response Strategies. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 16.1 Quality Audit Dimensions -- Figure 18.1 Conflict Resolution Approaches. (Training and Consulting Content from Pmo Advisory LLC. Reprinted with Permission.) -- Figure 19.1 Good Governance Practices -- Figure 21.1 organization Project Management -- Figure 21.2 Strategic Business Execution Framework -- List of Tables -- Table 1.1 Example of Projects -- Table 1.2 Project Success Versus Project Management Success -- Table 2.1 Key Project Management Principles -- Table 2.2 Common Project Management Knowledge Domains -- Table 2.3 Project Management Processes -- Table 3.1 Project Ideation Phase -- Table 4.1 Project Initiation Questions -- Table 4.2 Good Practices for Getting Started -- Table 4.3 Good Practices to Manage Fuzzy Front End -- Table 5.1 Project Preparation Questions -- Table 5.2 Complexity Factors -- Table 5.3 Complex Problems and Solutions -- Table 6.1 Risks, Issues, and Change -- Table 13.1 Cost Management Plan Components -- Table 13.2 Factors Inuflencing Cost -- Table 13.3 Earned Value Management Example -- Table 17.1 Build Internally or Outsource -- Table 17.2 Contracting Type -- Table 18.1 Type of Project Conflicts By Thamhain and Wilemon -- Table 18.2 Simpliefid Types of Conflicts By Jehn -- Table 18.3 Conflict Resolution Styles -- Table 19.1 Project Governance Plan Template -- Table 19.2 Example of Governance Principles -- Table 20.1 Project Leadership Versus Project Management -- Table 21.1 Itil 4.0 Management Processes -- Table 21.2 Values, Behaviors, and Attitudes of an Execution Culture -- Table B.1 Key People in the Case -- Table B.2 Timeframe for the Case -- List of Templates in Appendix A -- Template 1 Identifying and Analyzing Projects -- Template 2 Project Charter.

Template 3 Project Visioning Tool -- Template 4 User Story -- Template 5 Product Backlog -- Template 6 Sample Project Performance Dashboard -- Template 7 Risk Register -- Template 8 Issue Log -- Template 9 Project Assumption Log -- Template 10 Project Change Request Form -- Template 11 Postproject Evaluation Template -- Template 12 Project Governance Plan -- Preface -- Acknowledgments -- Author -- Part 1 Setting the Stages -- 1 Project Management - What and Why? -- Summary -- 1.1 Importance of Project Management -- 1.1.1 Overview -- 1.1.2 Project Management and its Environment -- 1.2 What is Project Management? -- 1.2.1 Dimensions of Project Management -- 1.2.2 Recognizing a Successful Project -- 1.3 The Role of Project Manager -- 1.4 About the Project Management Institute -- 1.5 Duty of Care -- 1.5.1 Case 1: Flint Michigan Water Crisis -- 1.5.2 Case 2: Boeing 737 Max Series -- 1.6 Why Project Management is an Exciting Field -- 1.7 Project Management in Motion -- 2 organizing Project Management Knowledge - Principles, Knowledge Domains, Life Cycles, and Agile Versus Traditional Approaches -- Summary -- 2.1 Project Management Principles -- 2.2 Core Project Management Knowledge Domains -- 2.3 Additional Knowledge Domains -- 2.4 Project Life Cycle -- 2.5 Predictive Approach Versus Adaptive Approach -- 2.5.1 Derivative Methodologies -- 2.6 Project Management Process -- 2.7 Optimizing Project Through "Right-Size" Project Management -- 2.7.1 Four Guidelines for Right-Size Project Management -- 2.8 Project Management in Motion -- Part 2 Projects in Motion - from Ideas to Results -- 3 Ideation - Aligning Projects with Strategy -- Summary -- 3.1 Strategic Business Execution and Environmental Context -- 3.2 Entrance and Exit Criteria for Ideation -- 3.3 Project Selection -- 3.4 Making Sound Project Decisions -- 3.5 Developing a Culture of Execution.

3.6 Business Case -- 3.7 Project Management in Motion -- 4 Initiation - Starting the Project Right -- Summary -- 4.1 The Challenges of Getting Started -- 4.2 What is the Fuzzy Front End? -- 4.2.1 Anatomy of the Fuzzy Front End -- 4.3 Good Practices for Managing the Fuzzy Front End -- 4.4 Seven Steps to Managing the Fuzzy Front End -- 4.5 The Project Charter -- 4.5.1 Project Charter Key Elements -- 4.6 Project Management in Motion -- 5 Preparation - Planning to Achieve Optimal Implementation -- Summary -- 5.1 About Preparation Phase -- 5.2 Project Complexity -- 5.2.1 Examples of Project Complexity - Problems and Potential Solutions -- 5.3 Identifying and Confronting Project Complexity -- 5.4 Project Management in Motion -- 6 Implementing Projects - Getting It Done -- Summary -- 6.1 The Art of Execution -- 6.2 Monitoring Projects -- 6.3 Managing Special Situations in Projects -- 6.4 Controlling Projects -- 6.5 Project Challenges During Implementation -- 6.6 Think Like a Project Manager -- 6.7 Achieve Sound Decisions -- 6.8 Project Management in Motion -- 7 Project Transition and/or Closure - Celebrating Success -- Summary -- 7.1 Transitioning and/or Closing Projects or Phases -- 7.2 Specific Transitions and/or Closures -- 7.2.1 Scope Transition and/or Closure -- 7.2.2 Schedule Transition and/or Closure -- 7.2.3 Cost Transition and/or Closure -- 7.2.4 Quality Transition and/or Closure -- 7.2.5 Resource Transition and/or Closure -- 7.2.6 Communication Transition and/or Closure -- 7.2.7 Risk Transition and/or Closure -- 7.2.8 Procurement Transition and/or Closure -- 7.2.9 Stakeholder Transition and/or Closure -- 7.2.10 Project Integration Transition and/or Closure -- 7.3 Project Management in Motion -- Part 3 Knowledge Domain -- 8 Project Integration Management - The Most Important Knowledge Domain -- Summary -- 8.1 Importance of Project Integration.

8.2 Project Integration Artifacts in Project Preparation Phase.

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