This book focuses on the project manager’s role as integrator of the Project Management Body of Knowledge (PMBOK®) knowledge areas. It provides a general explanation of project management, some insights into its processes, and suggestions on how to manage projects. Topics covered include: an introduction to project management, definition and content of project and program management, the project life cycle, modeling project management, internal interfaces of the project environment, external interfaces of the project environment, project-oriented controls, successful project management, a historical perspective, and project management applications. A Framework for Project and Program Management Integration is your first step in recognizing that learning about project management is learning about a process—the process of managing change.

A Framework for Project and Program Management Integration

Business & Money

Wideman, R. Max

Management & Leadership

Project Management Inst

Book by Voropaev, V. I., Voropajev, Vladimir I.

Project Management in Russia: Basic Notions, History, Achievements, Perspectives

Voropaev, V. I.

Book by Toney, Frank, Powers, Ray, Project Management Institute

Best Practices of Project Management Groups in Large Functional Organizations

Project Management Institute

Toney, Frank

Powers, Ray

Brevity and ease of reference make this handbook a useful introduction to risk in the project or program environment. The book provides a simplified understanding of the nature of project risk and opportunity, and a systematic approach to risk reduction. You’ll get useful insights into the process of project risk management whether you’re working on a small administrative project, a large capital works project, or anything in between. Concepts, tools, and techniques covered include: risk identification, risk assessment goals and methodology, computer applications, risk response and documentation, management of contingency allowances, managing risks of the project’s environment, and dealing with risks in contracts. 
This book is essential reading to learn more about the Project Management Body of Knowledge (PMBOK®).

Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities

R. Max Wideman

Insurance

Turn client/server weakness into strength. In this powerful review of failed computer implementations, Tom Ingram argues that we can improve the client/server return on investment, reduce investor risk, and improve the quality of life for those working on the project who are currently trying to do the right things. Shows us why projects are consistently successful in some industry segments while other segments consistently fail.

How to Turn Computer Problems into Competitive Advantage

INGRAM, Tom

Project Leadership: From Theory to Practice

Highlights. Stored and Shipped from Amazon Warehouse.

A Guide to the Project Management Body of Knowledge

PMI Standards Committee

Project managers will enjoy learning more about "value" and "customer" in this breakthrough book. Putting value and customer needs at the center of a project management effort is a key point in the book, and Thiry’s well-written Value Management Practice clearly explains how to make it happen. 
Thiry begins with a short history of value management. During World War II, shortages of critical resources, such as steel and aluminum, forced manufacturers to use available, seemingly inferior, materials and alternate designs. Creativity became key! When the inexpensive products performed better than the originals, value engineering was born. Its goal was to produce top-quality products at reduced cost. By century’s end, the field had broadened to become value management, with customer satisfaction as the primary determinant of product quality. 
This valuable book outlines the scope of practice from which you can learn the principles, concepts, tools, and techniques to create value-added project management. Value integration in project management will enhance your communications and team spirit, increase your knowledge of the project to facilitate decision-making, lead to optimum overall performance with fewer resources, and generally improve your projects and your organization.

Value Management Practice

Thiry, Michel

Project sponsors can have a tremendous impact on the success of key projects. However, in reality, they miss the mark and are often uninvolved or over-involved and confused about their roles. The purpose of this guide is to help managers add value as sponsors of cross-functional projects; including development projects, information system projects, organizational change projects, and process improvement projects. 
Section I explains the roles of the project sponsor as mentor, catalyst, motivator, barrier buster, boundary manager, and liaison to senior management. Key tasks of the project sponsor are explained, including how to effectively set up a project team and how to support the team throughout the project cycle. 
Section II identifies over 20 common project team problems that arise, and provides alternate solutions for dealing with them. 
The Appendix provides some helpful tools to increase team effectiveness and, therefore, project performance. This to-the-point and quick reading for today’s busy executives and managers is a one-of-a-kind source that describes the unique and challenging support that executives and managers must provide to be effective sponsors of project teams. It’s intended for executives and middle managers who will be, or are, sponsors of a project, particularly cross-functional projects. It is also helpful reading for facilitators and project leaders.

The Project Sponsor Guide

Love, Neil A.

Brant-Love, Joan

The Virtual Edge provides insights that help organizations address the challenges of unprecedented growth, customer expectations, alternatives, global competition, time-to-market compression, complexity, rapid change, and ubiquitous technologies. Citing numerous examples of virtual project teams in some of the world’s best corporations, Mayer shows that the electronic information infrastructure is a vital information and knowledge transport system critical to success, and a key to gaining a competitive edge in the marketplace. Mayer also outlines the essential characteristics of virtual teams and distinguishes them from traditional teams. She shows how constant communication between team member is extremely important and requires access to common data and shared information.

The Virtual Edge: Embracing Technology for Distributed Project Team Success

Margery Mayer

Industries

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Books by Project Management Inst