This companion series to the Advances in Project Management Series provides short guides to a set of key aspects of project management: Benefits Management; Business Case; Change Management: Cost Management; Financing; Governance; Leadership; Organization; Programme Management; Progress Management/Earned Value; Planning; Quality Management; Risk Management; Scope; Scheduling; Sponsorship; Stakeholder Management; Value Management. Each guide, as the series title suggests, aims to provide the fundamentals of the subject from a rigorous perspective and from a (if not the) leading proponent of the subject. Practising professionals and project students will find in the fundamentals a definitive, shorthand guide to each of the main competencies associated with project management; a book that is authoritative, based on current research but immediately relevant and applicable.
By Judy Payne, Eileen Roden, Steve Simister
May 24, 2019
Managing Knowledge in Project Environments illustrates how knowledge management (KM) contributes to successful project work. KM is widely practised in project environments, but managers don’t always recognise the knowledge aspects of their work and tend to treat KM as a series of specific ...
By David Hillson
July 28, 2009
Projects are risky undertakings, and modern approaches to managing projects recognise the central need to manage the risk as an integral part of the project management discipline. Managing Risk in Projects places risk management in its proper context in the world of project management and beyond, ...
By Ralf Muller
March 28, 2009
Without a governance structure, an organization runs the risk of conflicts and inconsistencies between the various means of achieving organizational goals, the processes and resources, causing costly inefficiencies that impact negatively on both smooth running and bottom line profitability. However...
By Pernille Eskerod, Anna Lund Jepsen
January 16, 2013
Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the ...
By Michel Thiry
November 28, 2015
Program management (PgM) is fast developing as the essential link between strategy and projects and as a vehicle for organizational change. It offers the means to manage groups of projects with a common business purpose in an integrated and effective way. The Second Edition of Michel Thiry’s ...
