{"title":"Project management Books","description":"","products":[{"product_id":"project-management-9780241487396","title":"Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"Dorling Kindersley Ltd","offers":[{"title":"Default Title","offer_id":47832806424919,"sku":"9780241487396","price":7.59,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780241487396.jpg?v=1710338458"},{"product_id":"the-professional-agile-leader-9780137591510","title":"The Professional Agile Leader","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eRon Eringa\u003c\/b\u003e is a Leadership Developer. His mission is to create organizations where people love to work and where real customer value is created. In the last 20 years he has built expertise on how to lead IT organizations that use Agile and Scrum. After an initial education in electrical engineering and software engineering he ended up in different leadership roles. In these roles he discovered the leadership capabilities that are essential to create autonomous teams with a high level of maturity and creativity. He believes that autonomous teams are the fundament of a modern organization that thrives in this complex and ever-changing world. \u003cbr\u003e \u003cbr\u003e \u003cb\u003eKurt Bittner\u003c\/b\u003e has been delivering working products in short, feedback-driven cycles for nearly 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use em\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003ci\u003eForeword xi\u003c\/i\u003e \u003cbr\u003e \u003ci\u003ePreface xv\u003c\/i\u003e \u003cbr\u003e \u003ci\u003eIntroduction xvii\u003c\/i\u003e \u003cbr\u003e \u003ci\u003eAcknowledgments xxv\u003c\/i\u003e \u003cbr\u003e \u003ci\u003eAbout the Authors xxvii\u003c\/i\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 1: An Organization at a Crossroads 1\u003c\/b\u003e \u003cbr\u003eComplex Challenges Create Urgency for Agility 2 \u003cbr\u003eReducing Dependencies Makes Change Possible 4 \u003cbr\u003eOrganizational Change Requires Protective, Progressive Dictatorship 10 \u003cbr\u003eTwo Paths, One Goal 12 \u003cbr\u003eReflections on the Journey 15 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 2: Forming Teams and Discovering Purpose 17\u003c\/b\u003e \u003cbr\u003eChanging the Organization, One Team at a Time 18 \u003cbr\u003eFinding the Right People 22 \u003cbr\u003eEmpowering Teams 26 \u003cbr\u003ePlacing the Customer at the Center of the Change 29 \u003cbr\u003eReflections on the Journey 35 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 3: Shifting from Output to Impact 37\u003c\/b\u003e \u003cbr\u003e\"What Gets Measured Gets Done\" 38 \u003cbr\u003eReflections on the Journey 53 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 4: Learning to Let Go 55\u003c\/b\u003e \u003cbr\u003eEmpowerment Doesn't Come for Free 56 \u003cbr\u003eAgile Leaders Help Teams to Grow Their Ability to Reach Audacious Goals 60 \u003cbr\u003eLetting Go in Small Steps 65 \u003cbr\u003eSlow Decision-Making Kills Team Self-Management 69 \u003cbr\u003eReflections on the Journey 73 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 5: The Predictable Existential Crisis 75\u003c\/b\u003e \u003cbr\u003eNew Ways of Working Threaten the Old System 76 \u003cbr\u003eReflections on the Journey 97 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 6: Leaders, Everywhere 99\u003c\/b\u003e \u003cbr\u003eNurturing and Growing an Agile Organization 100 \u003cbr\u003eReward Building Teams and Leadership, Not Silos 114 \u003cbr\u003ePromotional Rewards Lock in Organizational Structures 117 \u003cbr\u003ePerformance Reviews Don't Go Away, but They Do Change Dramatically 118 \u003cbr\u003eReflections on the Journey 122 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 7: Aligning the Organization 123\u003c\/b\u003e \u003cbr\u003eEvolving the Operating Model 124 \u003cbr\u003eScale Agility by Removing Dependencies 131 \u003cbr\u003eConsolidating Support and Eliminating Opposition 132 \u003cbr\u003eRealign Compensation Plans 140 \u003cbr\u003eRealign Career Paths 141 \u003cbr\u003eEmbrace Catalytic Leadership 142 \u003cbr\u003eReplace Status Meetings with Transparency 143 \u003cbr\u003eBe Realistic About How Long the Transition Will Take, and What It Means 146 \u003cbr\u003eReflections on the Journey 147 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 8: Aligning the Culture 149\u003c\/b\u003e \u003cbr\u003eWhat Makes Changing Culture Hard 150 \u003cbr\u003eAgile Leaders Must First Find Their Own Way 152 \u003cbr\u003eBuild Bridges to the New Culture 153 \u003cbr\u003eAnticipate and Overcome Setbacks 159 \u003cbr\u003eUse \"Self-Sustenance\" as a Measure of Success 162 \u003cbr\u003eAgile Journeys Never Really End 165 \u003cbr\u003eReflections on the Journey 168 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eAppendix A: Patterns and Anti-Patterns for Effective Leadership 169\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eAppendix B: Doreen's Sketchnotes 171\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003ci\u003eIndex\u003c\/i\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48732341961047,"sku":"9780137591510","price":22.09,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780137591510.jpg?v=1719996489"},{"product_id":"accomplishment-9780141991276","title":"Accomplishment","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003e''Excellent . . . reveals that high accomplishment has a signature pattern that reoccurs from sport to politics to business to government'' Matthew Syed\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eThere is no secret formula for success, especially when tackling a new challenge. But what if there were a pattern you could follow? A way of mapping the route and navigating the obstacles that arise?\u003cbr\u003e\u003cbr\u003eMichael Barber has spent many years advising governments, businesses and major sporting teams around the world on how to achieve ambitious goals on time. Drawing on stories of historic visionaries and modern heroes - from Mary Fischer and Rosa Parks to Paula Radcliffe and Gareth Southgate - Barber presents a unique combination of personal anecdote, historical evidence and interviews from inspirational figures to unpack the route to success.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eFull of unexpected insights\u003c\/b\u003e and personal anecdotes . . .  Sir Michael is a quietly \u003cb\u003einspirational\u003c\/b\u003e leader -- John Rentoul * Independent *\u003cbr\u003eAn \u003cb\u003eexcellent\u003c\/b\u003e analysis that reveals that high accomplishment has a signature pattern that reoccurs from sport to politics to business to government. Few people are better placed to describe this pattern than Michael Barber - who has \u003cb\u003estellar achievements in all these fields\u003c\/b\u003e -- Matthew Syed","brand":"Penguin Books Ltd","offers":[{"title":"Default Title","offer_id":48732513206615,"sku":"9780141991276","price":10.44,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780141991276.jpg?v=1719997213"},{"product_id":"projects-9780198727668","title":"Projects","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eWhat is a project? How are projects organized to deal with a complex, rapidly changing, and uncertain world? Why are projects the organization of the future? A project is a temporary organization and one-time process established to achieve a desired outcome. Projects range in size from small teams to large international joint-ventures and temporary coalitions of public and private organizations. What distinguishes projects from all other organizational activities - such as mass produced products and services - is that a project is finite in duration, lasting from hours, days, or weeks to years, and in some cases decades. Each project is disposable. It brings together people and resources to accomplish a goal and when the goal is accomplished, the organization disappears. When projects are complex, unpredictable, and changing, their plans have to be flexible and able to adjust to situations that cannot foreseen at the outset. In this Very Short Introduction Andrew Davies looks at how projects have developed since the industrial revolution to create the human-built world in which we live, work, and play. Considering some of our greatest endeavours such as the Erie Canal, Apollo Moon landing, Japanese product development, and Chinese ecocity projects, Davies identifies how projects are organized and managed to design and produce large and complex systems, cope with fast changing conditions, and deal with the immense uncertainties required to create breakthrough innovations in products and services. He concludes by considering how projects could be organized to address the challenges facing the post-industrial society of the 21st century. ABOUT THE SERIES: The Very Short Introductions series from Oxford University Press contains hundreds of titles in almost every subject area. These pocket-sized books are the perfect way to get ahead in a new subject quickly. Our expert authors combine facts, analysis, perspective, new ideas, and enthusiasm to make interesting and challenging topics highly readable.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eA goldmine of insights into project management -- how it is actually done and how it could be done better. Andrew Davies should be read by anyone interested in understanding and improving the management of projects. * Bent Flyvbjerg, Professor and Chair at Oxford University's Saïd Business School, co-author of Megaprojects and Risk *\u003cbr\u003eAndy Davies has written a concise and engaging intellectual history of project management theory and practice, filled with detailed case studies -- recommended reading for all scholars and practitioners of project management. This book is a little gem. * Raymond Levitt, Stanford University. *\u003cbr\u003eIf you are considering a career in project management or are already involved in one or more projects and want to know how to improve the system then let this book become your bible ... Projects: A Very Short Introduction ... offers a veritable goldmine of insights, anecdotes and analysis of the very basics of project management, showing how it is done, and advising on how it can be done better. * Jade Taylor-Salazar, E\u0026amp;T Magazine *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePREFACE; REFERENCES; FURTHER READING; INDEX","brand":"Oxford University Press","offers":[{"title":"Default Title","offer_id":48732771975511,"sku":"9780198727668","price":9.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780198727668.jpg?v=1719998330"},{"product_id":"the-oxford-handbook-of-project-management-9780199655823","title":"The Oxford Handbook of Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThe Oxford Handbook of Project Management presents and discusses leading ideas in the management of projects. Positioning project management as a domain much broader and more strategic than simply ''execution management'', this Handbook draws on the insights of over 40 scholars to chart the development of the subject over the last 50 years or more as an area of increasing practical and academic interest. It suggests we could be entering an emerging ''third wave'' of analysis and interpretation following its early technical and operational beginnings and the subsequent shift to a focus on projects and their management. Topics dealt with include: the historical evolution of the subject; its theoretical base; professionalism; business and societal context; strategy; organization; governance; innovation; overruns; risk; information management; procurement; relationships and trust; knowledge management; practice and teams. This handbook is of particular relevance to those interested in the research issues underlying project management.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePART I: HISTORY AND FOUNDATIONS; PART II: INDUSTRY AND CONTEXT; PART III: STRATEGY AND DECISION-MAKING; PART IV: GOVERNANCE AND CONTROL; PART V: CONTRACTING AND RELATIONSHIPS; PART VI: ORGANIZING AND LEARNING","brand":"Oxford University Press","offers":[{"title":"Default Title","offer_id":48732876800343,"sku":"9780199655823","price":38.94,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780199655823.jpg?v=1719998777"},{"product_id":"project-management-techniques-3ed-9780994149237","title":"Project Management Techniques 3ed","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"Burke Publishing","offers":[{"title":"Default Title","offer_id":48737973895511,"sku":"9780994149237","price":26.96,"currency_code":"GBP","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780994149237.jpg?v=1723811645"},{"product_id":"project-management-techniques-5ed-9780994149299","title":"Project Management Techniques 5ed","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"Burke Publishing","offers":[{"title":"Default Title","offer_id":48737974059351,"sku":"9780994149299","price":23.96,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780994149299.jpg?v=1723811645"},{"product_id":"fundamentals-of-project-management-2ed-9780994149213","title":"Fundamentals of Project Management 2ed","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"Burke Publishing","offers":[{"title":"Default Title","offer_id":48737979498839,"sku":"9780994149213","price":999.99,"currency_code":"GBP","in_stock":false}]},{"product_id":"cyberphysicalhuman-systems-9781119857402","title":"CyberPhysicalHuman Systems","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eCyberPhysicalHuman Systems\u003c\/b\u003e \u003cp\u003e\u003cb\u003eA comprehensive edited volume exploring the latest in the interactions between cyberphysical systems and humans\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eCyberPhysicalHuman Systems: Fundamentals and Applications\u003c\/i\u003e, a team of distinguished researchers delivers a robust and up-to-date volume of contributions from leading researchers on CyberPhysicalHuman Systems, an emerging class of systems with increased interactions between cyberphysical, and human systems communicating with each other at various levels across space and time, so as to achieve desired performance related to human welfare, efficiency, and sustainability. \u003c\/p\u003e\u003cp\u003eThe editors have focused on papers that address the power of emerging CPHS disciplines, all of which feature humans as an active component during cyber and physical interactions. Articles that span fundamental concepts and methods to various applications in engineering sectors of transportation, robotics, and healthcare and general socio-technical system\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eA Note from the Series Editor xvii\u003c\/p\u003e \u003cp\u003eAbout the Editors xviii\u003c\/p\u003e \u003cp\u003eList of Contributors xix\u003c\/p\u003e \u003cp\u003eIntroduction xxvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Fundamental Concepts and Methods 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Human-in-the-Loop Control and Cyber–Physical–Human Systems: Applications and Categorization 3\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTariq Samad\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e1.1 Introduction 3\u003c\/p\u003e \u003cp\u003e1.2 Cyber + Physical + Human 4\u003c\/p\u003e \u003cp\u003e1.2.1 Cyberphysical Systems 5\u003c\/p\u003e \u003cp\u003e1.2.2 Physical–Human Systems 6\u003c\/p\u003e \u003cp\u003e1.2.3 Cyber–Human Systems 6\u003c\/p\u003e \u003cp\u003e1.3 Categorizing Human-in-the-Loop Control Systems 6\u003c\/p\u003e \u003cp\u003e1.3.1 Human-in-the-Plant 8\u003c\/p\u003e \u003cp\u003e1.3.2 Human-in-the-Controller 8\u003c\/p\u003e \u003cp\u003e1.3.3 Human–Machine Control Symbiosis 10\u003c\/p\u003e \u003cp\u003e1.3.4 Humans-in-Multiagent-Loops 11\u003c\/p\u003e \u003cp\u003e1.4 A Roadmap for Human-in-the-Loop Control 13\u003c\/p\u003e \u003cp\u003e1.4.1 Self- and Human-Driven Cars on Urban Roads 13\u003c\/p\u003e \u003cp\u003e1.4.2 Climate Change Mitigation and Smart Grids 14\u003c\/p\u003e \u003cp\u003e1.5 Discussion 15\u003c\/p\u003e \u003cp\u003e1.5.1 Other Ways of Classifying Human-in-the-Loop Control 15\u003c\/p\u003e \u003cp\u003e1.5.2 Modeling Human Understanding and Decision-Making 16\u003c\/p\u003e \u003cp\u003e1.5.3 Ethics and CPHS 18\u003c\/p\u003e \u003cp\u003e1.6 Conclusions 19\u003c\/p\u003e \u003cp\u003eAcknowledgments 19\u003c\/p\u003e \u003cp\u003eReferences 20\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Human Behavioral Models Using Utility Theory and Prospect Theory 25\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAnuradha M. Annaswamy and Vineet Jagadeesan Nair\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e2.1 Introduction 25\u003c\/p\u003e \u003cp\u003e2.2 Utility Theory 26\u003c\/p\u003e \u003cp\u003e2.2.1 An Example 27\u003c\/p\u003e \u003cp\u003e2.3 Prospect Theory 27\u003c\/p\u003e \u003cp\u003e2.3.1 An Example: CPT Modeling for SRS 30\u003c\/p\u003e \u003cp\u003e2.3.1.1 Detection of CPT Effects via Lotteries 32\u003c\/p\u003e \u003cp\u003e2.3.2 Theoretical Implications of CPT 33\u003c\/p\u003e \u003cp\u003e2.3.2.1 Implication I: Fourfold Pattern of Risk Attitudes 34\u003c\/p\u003e \u003cp\u003e2.3.2.2 Implication II: Strong Risk Aversion Over Mixed Prospects 36\u003c\/p\u003e \u003cp\u003e2.3.2.3 Implication III: Effects of Self-Reference 37\u003c\/p\u003e \u003cp\u003e2.4 Summary and Conclusions 38\u003c\/p\u003e \u003cp\u003eAcknowledgments 39\u003c\/p\u003e \u003cp\u003eReferences 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Social Diffusion Dynamics in Cyber–Physical–Human Systems 43\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eLorenzo Zino and Ming Cao\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e3.1 Introduction 43\u003c\/p\u003e \u003cp\u003e3.2 General Formalism for Social Diffusion in CPHS 45\u003c\/p\u003e \u003cp\u003e3.2.1 Complex and Multiplex Networks 45\u003c\/p\u003e \u003cp\u003e3.2.2 General Framework for Social Diffusion 46\u003c\/p\u003e \u003cp\u003e3.2.3 Main Theoretical Approaches 48\u003c\/p\u003e \u003cp\u003e3.3 Modeling Decision-Making 49\u003c\/p\u003e \u003cp\u003e3.3.1 Pairwise Interaction Models 49\u003c\/p\u003e \u003cp\u003e3.3.2 Linear Threshold Models 52\u003c\/p\u003e \u003cp\u003e3.3.3 Game-Theoretic Models 53\u003c\/p\u003e \u003cp\u003e3.4 Dynamics in CPHS 55\u003c\/p\u003e \u003cp\u003e3.4.1 Social Diffusion in Multiplex Networks 56\u003c\/p\u003e \u003cp\u003e3.4.2 Co-Evolutionary Social Dynamics 58\u003c\/p\u003e \u003cp\u003e3.5 Ongoing Efforts Toward Controlling Social Diffusion and Future Challenges 62\u003c\/p\u003e \u003cp\u003eAcknowledgments 63\u003c\/p\u003e \u003cp\u003eReferences 63\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Opportunities and Threats of Interactions Between Humans and Cyber–Physical Systems – Integration and Inclusion Approaches for Cphs 71\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eFrédéric Vanderhaegen and Victor Díaz Benito Jiménez\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e4.1 CPHS and Shared Control 72\u003c\/p\u003e \u003cp\u003e4.2 “Tailor-made” Principles for Human–CPS Integration 73\u003c\/p\u003e \u003cp\u003e4.3 “All-in-one” based Principles for Human–CPS Inclusion 74\u003c\/p\u003e \u003cp\u003e4.4 Dissonances, Opportunities, and Threats in a CPHS 76\u003c\/p\u003e \u003cp\u003e4.5 Examples of Opportunities and Threats 79\u003c\/p\u003e \u003cp\u003e4.6 Conclusions 85\u003c\/p\u003e \u003cp\u003eReferences 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Enabling Human-Aware Autonomy Through Cognitive Modeling and Feedback Control 91\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eNeera Jain, Tahira Reid, Kumar Akash, Madeleine Yuh, and Jacob Hunter\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 91\u003c\/p\u003e \u003cp\u003e5.1.1 Important Cognitive Factors in HAI 92\u003c\/p\u003e \u003cp\u003e5.1.2 Challenges with Existing CPHS Methods 93\u003c\/p\u003e \u003cp\u003e5.1.3 How to Read This Chapter 95\u003c\/p\u003e \u003cp\u003e5.2 Cognitive Modeling 95\u003c\/p\u003e \u003cp\u003e5.2.1 Modeling Considerations 95\u003c\/p\u003e \u003cp\u003e5.2.2 Cognitive Architectures 97\u003c\/p\u003e \u003cp\u003e5.2.3 Computational Cognitive Models 98\u003c\/p\u003e \u003cp\u003e5.2.3.1 ARMAV and Deterministic Linear Models 99\u003c\/p\u003e \u003cp\u003e5.2.3.2 Dynamic Bayesian Models 99\u003c\/p\u003e \u003cp\u003e5.2.3.3 Decision Analytical Models 100\u003c\/p\u003e \u003cp\u003e5.2.3.4 POMDP Models 102\u003c\/p\u003e \u003cp\u003e5.3 Study Design and Data Collection 103\u003c\/p\u003e \u003cp\u003e5.3.1 Frame Research Questions and Identify Variables 104\u003c\/p\u003e \u003cp\u003e5.3.2 Formulate Hypotheses or Determine the Data Needed 105\u003c\/p\u003e \u003cp\u003e5.3.2.1 Hypothesis Testing Approach 105\u003c\/p\u003e \u003cp\u003e5.3.2.2 Model Training Approach 105\u003c\/p\u003e \u003cp\u003e5.3.3 Design Experiment and\/or Study Scenario 107\u003c\/p\u003e \u003cp\u003e5.3.3.1 Hypothesis Testing Approach 107\u003c\/p\u003e \u003cp\u003e5.3.3.2 Model Training Approach 107\u003c\/p\u003e \u003cp\u003e5.3.4 Conduct Pilot Studies and Get Initial Feedback; Do Preliminary Analysis 108\u003c\/p\u003e \u003cp\u003e5.3.5 A Note about Institutional Review Boards and Recruiting Participants 109\u003c\/p\u003e \u003cp\u003e5.4 Cognitive Feedback Control 109\u003c\/p\u003e \u003cp\u003e5.4.1 Considerations for Feedback Control 110\u003c\/p\u003e \u003cp\u003e5.4.2 Approaches 111\u003c\/p\u003e \u003cp\u003e5.4.2.1 Heuristics-Based Planning 111\u003c\/p\u003e \u003cp\u003e5.4.2.2 Measurement-Based Feedback 112\u003c\/p\u003e \u003cp\u003e5.4.2.3 Goal-Oriented Feedback 112\u003c\/p\u003e \u003cp\u003e5.4.2.4 Case Study 112\u003c\/p\u003e \u003cp\u003e5.4.3 Evaluation Methods 113\u003c\/p\u003e \u003cp\u003e5.5 Summary and Opportunities for Further Investigation 113\u003c\/p\u003e \u003cp\u003e5.5.1 Model Generalizability and Adaptability 114\u003c\/p\u003e \u003cp\u003e5.5.2 Measurement of Cognitive States 114\u003c\/p\u003e \u003cp\u003e5.5.3 Human Subject Study Design 114\u003c\/p\u003e \u003cp\u003eReferences 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Shared Control with Human Trust and Workload Models 125\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMurat Cubuktepe, Nils Jansen, and Ufuk Topcu\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 125\u003c\/p\u003e \u003cp\u003e6.1.1 Review of Shared Control Methods 126\u003c\/p\u003e \u003cp\u003e6.1.2 Contribution and Approach 127\u003c\/p\u003e \u003cp\u003e6.1.3 Review of IRL Methods Under Partial Information 128\u003c\/p\u003e \u003cp\u003e6.1.3.1 Organization 129\u003c\/p\u003e \u003cp\u003e6.2 Preliminaries 129\u003c\/p\u003e \u003cp\u003e6.2.1 Markov Decision Processes 129\u003c\/p\u003e \u003cp\u003e6.2.2 Partially Observable Markov Decision Processes 130\u003c\/p\u003e \u003cp\u003e6.2.3 Specifications 130\u003c\/p\u003e \u003cp\u003e6.3 Conceptual Description of Shared Control 131\u003c\/p\u003e \u003cp\u003e6.4 Synthesis of the Autonomy Protocol 132\u003c\/p\u003e \u003cp\u003e6.4.1 Strategy Blending 132\u003c\/p\u003e \u003cp\u003e6.4.2 Solution to the Shared Control Synthesis Problem 133\u003c\/p\u003e \u003cp\u003e6.4.2.1 Nonlinear Programming Formulation for POMDPs 133\u003c\/p\u003e \u003cp\u003e6.4.2.2 Strategy Repair Using Sequential Convex Programming 134\u003c\/p\u003e \u003cp\u003e6.4.3 Sequential Convex Programming Formulation 135\u003c\/p\u003e \u003cp\u003e6.4.4 Linearizing Nonconvex Problem 135\u003c\/p\u003e \u003cp\u003e6.4.4.1 Linearizing Nonconvex Constraints and Adding Slack Variables 135\u003c\/p\u003e \u003cp\u003e6.4.4.2 Trust Region Constraints 136\u003c\/p\u003e \u003cp\u003e6.4.4.3 Complete Algorithm 136\u003c\/p\u003e \u003cp\u003e6.4.4.4 Additional Specifications 136\u003c\/p\u003e \u003cp\u003e6.4.4.5 Additional Measures 137\u003c\/p\u003e \u003cp\u003e6.5 Numerical Examples 137\u003c\/p\u003e \u003cp\u003e6.5.1 Modeling Robot Dynamics as POMDPs 138\u003c\/p\u003e \u003cp\u003e6.5.2 Generating Human Demonstrations 138\u003c\/p\u003e \u003cp\u003e6.5.3 Learning a Human Strategy 139\u003c\/p\u003e \u003cp\u003e6.5.4 Task Specification 139\u003c\/p\u003e \u003cp\u003e6.5.5 Results 140\u003c\/p\u003e \u003cp\u003e6.6 Conclusion 140\u003c\/p\u003e \u003cp\u003eAcknowledgments 140\u003c\/p\u003e \u003cp\u003eReferences 140\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Parallel Intelligence for CPHS: An ACP Approach 145\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eXiao Wang, Jing Yang, Xiaoshuang Li, and Fei-Yue Wang\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e7.1 Background and Motivation 145\u003c\/p\u003e \u003cp\u003e7.2 Early Development in China 147\u003c\/p\u003e \u003cp\u003e7.3 Key Elements and Framework 149\u003c\/p\u003e \u003cp\u003e7.4 Operation and Process 151\u003c\/p\u003e \u003cp\u003e7.4.1 Construction of Artificial Systems 152\u003c\/p\u003e \u003cp\u003e7.4.2 Computational Experiments in Parallel Intelligent Systems 152\u003c\/p\u003e \u003cp\u003e7.4.3 Closed-Loop Optimization Based on Parallel Execution 153\u003c\/p\u003e \u003cp\u003e7.5 Applications 153\u003c\/p\u003e \u003cp\u003e7.5.1 Parallel Control and Intelligent Control 154\u003c\/p\u003e \u003cp\u003e7.5.2 Parallel Robotics and Parallel Manufacturing 156\u003c\/p\u003e \u003cp\u003e7.5.3 Parallel Management and Intelligent Organizations 157\u003c\/p\u003e \u003cp\u003e7.5.4 Parallel Medicine and Smart Healthcare 158\u003c\/p\u003e \u003cp\u003e7.5.5 Parallel Ecology and Parallel Societies 160\u003c\/p\u003e \u003cp\u003e7.5.6 Parallel Economic Systems and Social Computing 161\u003c\/p\u003e \u003cp\u003e7.5.7 Parallel Military Systems 163\u003c\/p\u003e \u003cp\u003e7.5.8 Parallel Cognition and Parallel Philosophy 164\u003c\/p\u003e \u003cp\u003e7.6 Conclusion and Prospect 165\u003c\/p\u003e \u003cp\u003eReferences 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Transportation 171\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Regularities of Human Operator Behavior and Its Modeling 173\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAleksandr V. Efremov\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction 173\u003c\/p\u003e \u003cp\u003e8.2 The Key Variables in Man–Machine Systems 174\u003c\/p\u003e \u003cp\u003e8.3 Human Responses 177\u003c\/p\u003e \u003cp\u003e8.4 Regularities of Man–Machine System in Manual Control 180\u003c\/p\u003e \u003cp\u003e8.4.1 Man–Machine System in Single-loop Compensatory System 180\u003c\/p\u003e \u003cp\u003e8.4.2 Man–Machine System in Multiloop, Multichannel, and Multimodal Tasks 185\u003c\/p\u003e \u003cp\u003e8.4.2.1 Man–Machine System in the Multiloop Tracking Task 185\u003c\/p\u003e \u003cp\u003e8.4.2.2 Man–Machine System in the Multichannel Tracking Task 187\u003c\/p\u003e \u003cp\u003e8.4.2.3 Man–Machine System in Multimodal Tracking Tasks 188\u003c\/p\u003e \u003cp\u003e8.4.2.4 Human Operator Behavior in Pursuit and Preview Tracking Tasks 191\u003c\/p\u003e \u003cp\u003e8.5 Mathematical Modeling of Human Operator Behavior in Manual Control Task 194\u003c\/p\u003e \u003cp\u003e8.5.1 McRuer’s Model for the Pilot Describing Function 194\u003c\/p\u003e \u003cp\u003e8.5.1.1 Single-Loop Compensatory Model 194\u003c\/p\u003e \u003cp\u003e8.5.1.2 Multiloop and Multimodal Compensatory Model 197\u003c\/p\u003e \u003cp\u003e8.5.2 Structural Human Operator Model 197\u003c\/p\u003e \u003cp\u003e8.5.3 Pilot Optimal Control Model 199\u003c\/p\u003e \u003cp\u003e8.5.4 Pilot Models in Preview and Pursuit Tracking Tasks 201\u003c\/p\u003e \u003cp\u003e8.6 Applications of the Man–Machine System Approach 202\u003c\/p\u003e \u003cp\u003e8.6.1 Development of Criteria for Flying Qualities and PIO Prediction 203\u003c\/p\u003e \u003cp\u003e8.6.1.1 Criteria of FQ and PIO Prediction as a Requirement for the Parameters of the Pilot-Aircraft System 203\u003c\/p\u003e \u003cp\u003e8.6.1.2 Calculated Piloting Rating of FQ as the Criteria 205\u003c\/p\u003e \u003cp\u003e8.6.2 Interfaces Design 206\u003c\/p\u003e \u003cp\u003e8.6.3 Optimization of Control System and Vehicle Dynamics Parameters 210\u003c\/p\u003e \u003cp\u003e8.7 Future Research Challenges and Visions 213\u003c\/p\u003e \u003cp\u003e8.8 Conclusion 214\u003c\/p\u003e \u003cp\u003eReferences 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Safe Shared Control Between Pilots and Autopilots in the Face of Anomalies 219\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eEmre Eraslan, Yildiray Yildiz, and Anuradha M. Annaswamy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction 219\u003c\/p\u003e \u003cp\u003e9.2 Shared Control Architectures: A Taxonomy 221\u003c\/p\u003e \u003cp\u003e9.3 Recent Research Results 222\u003c\/p\u003e \u003cp\u003e9.3.1 Autopilot 224\u003c\/p\u003e \u003cp\u003e9.3.1.1 Dynamic Model of the Aircraft 224\u003c\/p\u003e \u003cp\u003e9.3.1.2 Advanced Autopilot Based on Adaptive Control 225\u003c\/p\u003e \u003cp\u003e9.3.1.3 Autopilot Based on Proportional Derivative Control 228\u003c\/p\u003e \u003cp\u003e9.3.2 Human Pilot 228\u003c\/p\u003e \u003cp\u003e9.3.2.1 Pilot Models in the Absence of Anomaly 228\u003c\/p\u003e \u003cp\u003e9.3.2.2 Pilot Models in the Presence of Anomaly 229\u003c\/p\u003e \u003cp\u003e9.3.3 Shared Control 230\u003c\/p\u003e \u003cp\u003e9.3.3.1 SCA1: A Pilot with a CfM-Based Perception and a Fixed-Gain Autopilot 231\u003c\/p\u003e \u003cp\u003e9.3.3.2 SCA2: A Pilot with a CfM-Based Decision-Making and an Advanced Adaptive Autopilot 232\u003c\/p\u003e \u003cp\u003e9.3.4 Validation with Human-in-the-Loop Simulations 232\u003c\/p\u003e \u003cp\u003e9.3.5 Validation of Shared Control Architecture 1 234\u003c\/p\u003e \u003cp\u003e9.3.5.1 Experimental Setup 234\u003c\/p\u003e \u003cp\u003e9.3.5.2 Anomaly 235\u003c\/p\u003e \u003cp\u003e9.3.5.3 Experimental Procedure 235\u003c\/p\u003e \u003cp\u003e9.3.5.4 Details of the Human Subjects 236\u003c\/p\u003e \u003cp\u003e9.3.5.5 Pilot-Model Parameters 237\u003c\/p\u003e \u003cp\u003e9.3.5.6 Results and Observations 237\u003c\/p\u003e \u003cp\u003e9.3.6 Validation of Shared Control Architecture 2 240\u003c\/p\u003e \u003cp\u003e9.3.6.1 Experimental Setup 241\u003c\/p\u003e \u003cp\u003e9.3.6.2 Anomaly 241\u003c\/p\u003e \u003cp\u003e9.3.6.3 Experimental Procedure 242\u003c\/p\u003e \u003cp\u003e9.3.6.4 Details of the Human Subjects 243\u003c\/p\u003e \u003cp\u003e9.3.6.5 Results and Observations 244\u003c\/p\u003e \u003cp\u003e9.4 Summary and Future Work 246\u003c\/p\u003e \u003cp\u003eReferences 247\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Safe Teleoperation of Connected and Automated Vehicles 251\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eFrank J. Jiang, Jonas Mårtensson, and Karl H. Johansson\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction 251\u003c\/p\u003e \u003cp\u003e10.2 Safe Teleoperation 254\u003c\/p\u003e \u003cp\u003e10.2.1 The Advent of 5G 258\u003c\/p\u003e \u003cp\u003e10.3 CPHS Design Challenges in Safe Teleoperation 259\u003c\/p\u003e \u003cp\u003e10.4 Recent Research Advances 261\u003c\/p\u003e \u003cp\u003e10.4.1 Enhancing Operator Perception 261\u003c\/p\u003e \u003cp\u003e10.4.2 Safe Shared Autonomy 264\u003c\/p\u003e \u003cp\u003e10.5 Future Research Challenges 267\u003c\/p\u003e \u003cp\u003e10.5.1 Full Utilization of V2X Networks 267\u003c\/p\u003e \u003cp\u003e10.5.2 Mixed Autonomy Traffic Modeling 268\u003c\/p\u003e \u003cp\u003e10.5.3 5G Experimentation 268\u003c\/p\u003e \u003cp\u003e10.6 Conclusions 269\u003c\/p\u003e \u003cp\u003eReferences 270\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Charging Behavior of Electric Vehicles 273\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eQing-Shan Jia and Teng Long\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e11.1 History, Challenges, and Opportunities 274\u003c\/p\u003e \u003cp\u003e11.1.1 The History and Status Quo of EVs 274\u003c\/p\u003e \u003cp\u003e11.1.2 The Current Challenge 276\u003c\/p\u003e \u003cp\u003e11.1.3 The Opportunities 277\u003c\/p\u003e \u003cp\u003e11.2 Data Sets and Problem Modeling 278\u003c\/p\u003e \u003cp\u003e11.2.1 Data Sets of EV Charging Behavior 278\u003c\/p\u003e \u003cp\u003e11.2.1.1 Trend Data Sets 279\u003c\/p\u003e \u003cp\u003e11.2.1.2 Driving Data Sets 279\u003c\/p\u003e \u003cp\u003e11.2.1.3 Battery Data Sets 279\u003c\/p\u003e \u003cp\u003e11.2.1.4 Charging Data Sets 279\u003c\/p\u003e \u003cp\u003e11.2.2 Problem Modeling 281\u003c\/p\u003e \u003cp\u003e11.3 Control and Optimization Methods 284\u003c\/p\u003e \u003cp\u003e11.3.1 The Difficulty of the Control and Optimization 284\u003c\/p\u003e \u003cp\u003e11.3.2 Charging Location Selection and Routing Optimization 285\u003c\/p\u003e \u003cp\u003e11.3.3 Charging Process Control 286\u003c\/p\u003e \u003cp\u003e11.3.4 Control and Optimization Framework 287\u003c\/p\u003e \u003cp\u003e11.3.4.1 Centralized Optimization 287\u003c\/p\u003e \u003cp\u003e11.3.4.2 Decentralized Optimization 288\u003c\/p\u003e \u003cp\u003e11.3.4.3 Hierarchical Optimization 288\u003c\/p\u003e \u003cp\u003e11.3.5 The Impact of Human Behaviors 289\u003c\/p\u003e \u003cp\u003e11.4 Conclusion and Discussion 289\u003c\/p\u003e \u003cp\u003eReferences 290\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Robotics 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Trust-Triggered Robot–Human Handovers Using Kinematic Redundancy for Collaborative Assembly in Flexible Manufacturing 301\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eS. M. Mizanoor Rahman, Behzad Sadrfaridpour, Ian D. Walker, and Yue Wang\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e12.1 Introduction 301\u003c\/p\u003e \u003cp\u003e12.2 The Task Context and the Handover 303\u003c\/p\u003e \u003cp\u003e12.3 The Underlying Trust Model 304\u003c\/p\u003e \u003cp\u003e12.4 Trust-Based Handover Motion Planning Algorithm 305\u003c\/p\u003e \u003cp\u003e12.4.1 The Overall Motion Planning Strategy 305\u003c\/p\u003e \u003cp\u003e12.4.2 Manipulator Kinematics and Kinetics Models 305\u003c\/p\u003e \u003cp\u003e12.4.3 Dynamic Impact Ellipsoid 306\u003c\/p\u003e \u003cp\u003e12.4.4 The Novel Motion Control Approach 307\u003c\/p\u003e \u003cp\u003e12.4.5 Illustration of the Novel Algorithm 308\u003c\/p\u003e \u003cp\u003e12.5 Development of the Experimental Settings 310\u003c\/p\u003e \u003cp\u003e12.5.1 Experimental Setup 310\u003c\/p\u003e \u003cp\u003e12.5.1.1 Type I: Center Console Assembly 310\u003c\/p\u003e \u003cp\u003e12.5.1.2 Type II: Hose Assembly 311\u003c\/p\u003e \u003cp\u003e12.5.2 Real-Time Measurement and Display of Trust 311\u003c\/p\u003e \u003cp\u003e12.5.2.1 Type I: Center Console Assembly 311\u003c\/p\u003e \u003cp\u003e12.5.2.2 Type II: Hose Assembly 313\u003c\/p\u003e \u003cp\u003e12.5.2.3 Trust Computation 313\u003c\/p\u003e \u003cp\u003e12.5.3 Plans to Execute the Trust-Triggered Handover Strategy 314\u003c\/p\u003e \u003cp\u003e12.5.3.1 Type I Assembly 314\u003c\/p\u003e \u003cp\u003e12.5.3.2 Type II Assembly 314\u003c\/p\u003e \u003cp\u003e12.6 Evaluation of the Motion Planning Algorithm 315\u003c\/p\u003e \u003cp\u003e12.6.1 Objective 315\u003c\/p\u003e \u003cp\u003e12.6.2 Experiment Design 315\u003c\/p\u003e \u003cp\u003e12.6.3 Evaluation Scheme 315\u003c\/p\u003e \u003cp\u003e12.6.4 Subjects 316\u003c\/p\u003e \u003cp\u003e12.6.5 Experimental Procedures 316\u003c\/p\u003e \u003cp\u003e12.6.5.1 Type I Assembly 317\u003c\/p\u003e \u003cp\u003e12.6.5.2 Type II Assembly 317\u003c\/p\u003e \u003cp\u003e12.7 Results and Analyses, Type I Assembly 318\u003c\/p\u003e \u003cp\u003e12.8 Results and Analyses, Type II Assembly 322\u003c\/p\u003e \u003cp\u003e12.9 Conclusions and Future Work 323\u003c\/p\u003e \u003cp\u003eAcknowledgment 324\u003c\/p\u003e \u003cp\u003eReferences 324\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Fusing Electrical Stimulation and Wearable Robots with Humans to Restore and Enhance Mobility 329\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eThomas Schauer, Eduard Fosch-Villaronga, and Juan C. Moreno\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e13.1 Introduction 329\u003c\/p\u003e \u003cp\u003e13.1.1 Functional Electrical Stimulation 330\u003c\/p\u003e \u003cp\u003e13.1.2 Spinal Cord Stimulation 331\u003c\/p\u003e \u003cp\u003e13.1.3 Wearable Robotics (WR) 332\u003c\/p\u003e \u003cp\u003e13.1.4 Fusing FES\/SCS and Wearable Robotics 334\u003c\/p\u003e \u003cp\u003e13.2 Control Challenges 335\u003c\/p\u003e \u003cp\u003e13.2.1 Feedback Approaches to Promote Volition 336\u003c\/p\u003e \u003cp\u003e13.2.2 Principles of Assist-as-Needed 336\u003c\/p\u003e \u003cp\u003e13.2.3 Tracking Control Problem Formulation 336\u003c\/p\u003e \u003cp\u003e13.2.4 Co-operative Control Strategies 337\u003c\/p\u003e \u003cp\u003e13.2.5 EMG- and MMG-Based Assessment of Muscle Activation 344\u003c\/p\u003e \u003cp\u003e13.3 Examples 345\u003c\/p\u003e \u003cp\u003e13.3.1 A Hybrid Robotic System for Arm Training of Stroke Survivors 345\u003c\/p\u003e \u003cp\u003e13.3.2 First Certified Hybrid Robotic Exoskeleton for Gait Rehabilitation Settings 347\u003c\/p\u003e \u003cp\u003e13.3.3 Body Weight-Supported Robotic Gait Training with tSCS 348\u003c\/p\u003e \u003cp\u003e13.3.4 Modular FES and Wearable Robots to Customize Hybrid Solutions 348\u003c\/p\u003e \u003cp\u003e13.4 Transfer into Daily Practice: Integrating Ethical, Legal, and Societal Aspects into the Design 350\u003c\/p\u003e \u003cp\u003e13.5 Summary and Outlook 352\u003c\/p\u003e \u003cp\u003eAcknowledgments 353\u003c\/p\u003e \u003cp\u003eAcronyms 353\u003c\/p\u003e \u003cp\u003eReferences 354\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Contemporary Issues and Advances in Human–Robot Collaborations 365\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eTakeshi Hatanaka, Junya Yamauchi, Masayuki Fujita, and Hiroyuki Handa\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e14.1 Overview of Human–Robot Collaborations 365\u003c\/p\u003e \u003cp\u003e14.1.1 Task Architecture 366\u003c\/p\u003e \u003cp\u003e14.1.2 Human–Robot Team Formation 368\u003c\/p\u003e \u003cp\u003e14.1.3 Human Modeling: Control and Decision 369\u003c\/p\u003e \u003cp\u003e14.1.4 Human Modeling: Other Human Factors 371\u003c\/p\u003e \u003cp\u003e14.1.5 Industrial Perspective 372\u003c\/p\u003e \u003cp\u003e14.1.6 What Is in This Chapter 375\u003c\/p\u003e \u003cp\u003e14.2 Passivity-Based Human-Enabled Multirobot Navigation 376\u003c\/p\u003e \u003cp\u003e14.2.1 Architecture Design 377\u003c\/p\u003e \u003cp\u003e14.2.2 Human Passivity Analysis 379\u003c\/p\u003e \u003cp\u003e14.2.3 Human Workload Analysis 381\u003c\/p\u003e \u003cp\u003e14.3 Operation Support with Variable Autonomy via Gaussian Process 383\u003c\/p\u003e \u003cp\u003e14.3.1 Design of the Operation Support System with Variable Autonomy 385\u003c\/p\u003e \u003cp\u003e14.3.2 User Study 388\u003c\/p\u003e \u003cp\u003e14.3.2.1 Operational Verification 388\u003c\/p\u003e \u003cp\u003e14.3.2.2 Usability Test 390\u003c\/p\u003e \u003cp\u003e14.4 Summary 391\u003c\/p\u003e \u003cp\u003eAcknowledgments 393\u003c\/p\u003e \u003cp\u003eReferences 393\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV Healthcare 401\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Overview and Perspectives on the Assessment and Mitigation of Cognitive Fatigue in Operational Settings 403\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMike Salomone, Michel Audiffren, and Bruno Berberian\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e15.1 Introduction 403\u003c\/p\u003e \u003cp\u003e15.2 Cognitive Fatigue 404\u003c\/p\u003e \u003cp\u003e15.2.1 Definition 404\u003c\/p\u003e \u003cp\u003e15.2.2 Origin of Cognitive Fatigue 404\u003c\/p\u003e \u003cp\u003e15.2.3 Effects on Adaptive Capacities 406\u003c\/p\u003e \u003cp\u003e15.3 Cyber–Physical System and Cognitive Fatigue: More Automation Does Not Imply Less Cognitive Fatigue 406\u003c\/p\u003e \u003cp\u003e15.4 Assessing Cognitive Fatigue 409\u003c\/p\u003e \u003cp\u003e15.4.1 Subjective Measures 409\u003c\/p\u003e \u003cp\u003e15.4.2 Behavioral Measures 410\u003c\/p\u003e \u003cp\u003e15.4.3 Physiological Measurements 410\u003c\/p\u003e \u003cp\u003e15.5 Limitations and Benefits of These Measures 412\u003c\/p\u003e \u003cp\u003e15.6 Current and Future Solutions and Countermeasures 412\u003c\/p\u003e \u003cp\u003e15.6.1 Physiological Computing: Toward Real-Time Detection and Adaptation 412\u003c\/p\u003e \u003cp\u003e15.7 System Design and Explainability 414\u003c\/p\u003e \u003cp\u003e15.8 Future Challenges 415\u003c\/p\u003e \u003cp\u003e15.8.1 Generalizing the Results Observed in the Laboratory to Ecological Situations 415\u003c\/p\u003e \u003cp\u003e15.8.2 Determining the Specificity of Cognitive Fatigue 415\u003c\/p\u003e \u003cp\u003e15.8.3 Recovering from Cognitive Fatigue 417\u003c\/p\u003e \u003cp\u003e15.9 Conclusion 418\u003c\/p\u003e \u003cp\u003eReferences 419\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Epidemics Spread Over Networks: Influence of Infrastructure and Opinions 429\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eBaike She, Sebin Gracy, Shreyas Sundaram, Henrik Sandberg, Karl H. Johansson, andPhilipE.Paré\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e16.1 Introduction 429\u003c\/p\u003e \u003cp\u003e16.1.1 Infectious Diseases 429\u003c\/p\u003e \u003cp\u003e16.1.2 Modeling Epidemic Spreading Processes 430\u003c\/p\u003e \u003cp\u003e16.1.3 Susceptible–Infected–Susceptible (SIS) Compartmental Models 431\u003c\/p\u003e \u003cp\u003e16.2 Epidemics on Networks 432\u003c\/p\u003e \u003cp\u003e16.2.1 Motivation 432\u003c\/p\u003e \u003cp\u003e16.2.2 Modeling Epidemics over Networks 433\u003c\/p\u003e \u003cp\u003e16.2.3 Networked Susceptible–Infected–Susceptible Epidemic Models 434\u003c\/p\u003e \u003cp\u003e16.3 Epidemics and Cyber–Physical–Human Systems 436\u003c\/p\u003e \u003cp\u003e16.3.1 Epidemic and Opinion Spreading Processes 437\u003c\/p\u003e \u003cp\u003e16.3.2 Epidemic and Infrastructure 438\u003c\/p\u003e \u003cp\u003e16.4 Recent Research Advances 439\u003c\/p\u003e \u003cp\u003e16.4.1 Notation 439\u003c\/p\u003e \u003cp\u003e16.4.2 Epidemic and Opinion Spreading Processes 440\u003c\/p\u003e \u003cp\u003e16.4.2.1 Opinions Over Networks with Both Cooperative and Antagonistic Interactions 440\u003c\/p\u003e \u003cp\u003e16.4.2.2 Coupled Epidemic and Opinion Dynamics 441\u003c\/p\u003e \u003cp\u003e16.4.2.3 Opinion-Dependent Reproduction Number 443\u003c\/p\u003e \u003cp\u003e16.4.2.4 Simulations 444\u003c\/p\u003e \u003cp\u003e16.4.3 Epidemic Spreading with Shared Resources 445\u003c\/p\u003e \u003cp\u003e16.4.3.1 The Multi-Virus SIWS Model 445\u003c\/p\u003e \u003cp\u003e16.4.3.2 Problem Statements 447\u003c\/p\u003e \u003cp\u003e16.4.3.3 Analysis of the Eradicated State of a Virus 448\u003c\/p\u003e \u003cp\u003e16.4.3.4 Persistence of a Virus 449\u003c\/p\u003e \u003cp\u003e16.4.3.5 Simulations 449\u003c\/p\u003e \u003cp\u003e16.5 Future Research Challenges and Visions 450\u003c\/p\u003e \u003cp\u003eReferences 451\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17 Digital Twins and Automation of Care in the Intensive Care Unit 457\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJ. Geoffrey Chase, Cong Zhou, Jennifer L. Knopp, Knut Moeller, Balázs Benyo, Thomas Desaive, Jennifer H. K. Wong, Sanna Malinen, Katharina Naswall, Geoffrey M. Shaw, Bernard Lambermont, and Yeong S. Chiew\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e17.1 Introduction 457\u003c\/p\u003e \u003cp\u003e17.1.1 Economic Context 458\u003c\/p\u003e \u003cp\u003e17.1.2 Healthcare Context 459\u003c\/p\u003e \u003cp\u003e17.1.3 Technology Context 460\u003c\/p\u003e \u003cp\u003e17.1.4 Overall Problem and Need 460\u003c\/p\u003e \u003cp\u003e17.2 Digital Twins and CPHS 461\u003c\/p\u003e \u003cp\u003e17.2.1 Digital Twin\/Virtual Patient Definition 461\u003c\/p\u003e \u003cp\u003e17.2.2 Requirements in an ICU Context 463\u003c\/p\u003e \u003cp\u003e17.2.3 Digital Twin Models in Key Areas of ICU Care and Relative to Requirements 464\u003c\/p\u003e \u003cp\u003e17.2.4 Review of Digital Twins in Automation of ICU Care 466\u003c\/p\u003e \u003cp\u003e17.2.5 Summary 467\u003c\/p\u003e \u003cp\u003e17.3 Role of Social-Behavioral Sciences 467\u003c\/p\u003e \u003cp\u003e17.3.1 Introduction 467\u003c\/p\u003e \u003cp\u003e17.3.2 Barriers to Innovation Adoption 467\u003c\/p\u003e \u003cp\u003e17.3.3 Ergonomics and Codesign 468\u003c\/p\u003e \u003cp\u003e17.3.4 Summary (Key Takeaways) 469\u003c\/p\u003e \u003cp\u003e17.4 Future Research Challenges and Visions 470\u003c\/p\u003e \u003cp\u003e17.4.1 Technology Vision of the Future of CPHS in ICU Care 470\u003c\/p\u003e \u003cp\u003e17.4.2 Social-Behavioral Sciences Vision of the Future of CPHS in ICU Care 471\u003c\/p\u003e \u003cp\u003e17.4.3 Joint Vision of the Future and Challenges to Overcome 473\u003c\/p\u003e \u003cp\u003e17.5 Conclusions 473\u003c\/p\u003e \u003cp\u003eReferences 474\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart V Sociotechnical Systems 491\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18 Online Attention Dynamics in Social Media 493\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eMaria Castaldo, Paolo Frasca, and Tommaso Venturini\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e18.1 Introduction to Attention Economy and Attention Dynamics 493\u003c\/p\u003e \u003cp\u003e18.2 Online Attention Dynamics 494\u003c\/p\u003e \u003cp\u003e18.2.1 Collective Attention Is Limited 494\u003c\/p\u003e \u003cp\u003e18.2.2 Skewed Attention Distribution 495\u003c\/p\u003e \u003cp\u003e18.2.3 The Role of Novelty 496\u003c\/p\u003e \u003cp\u003e18.2.4 The Role of Popularity 496\u003c\/p\u003e \u003cp\u003e18.2.5 Individual Activity Is Bursty 499\u003c\/p\u003e \u003cp\u003e18.2.6 Recommendation Systems Are the Main Gateways for Information 500\u003c\/p\u003e \u003cp\u003e18.2.7 Change Is the Only Constant 500\u003c\/p\u003e \u003cp\u003e18.3 The New Challenge: Understanding Recommendation Systems Effect in Attention Dynamics 501\u003c\/p\u003e \u003cp\u003e18.3.1 Model Description 502\u003c\/p\u003e \u003cp\u003e18.3.2 Results and Discussion 503\u003c\/p\u003e \u003cp\u003e18.4 Conclusion 505\u003c\/p\u003e \u003cp\u003eAcknowledgments 505\u003c\/p\u003e \u003cp\u003eReferences 505\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19 Cyber–Physical–Social Systems for Smart City 511\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGang Xiong, Noreen Anwar, Peijun Ye, Xiaoyu Chen, Hongxia Zhao, Yisheng Lv, Fenghua Zhu, Hongxin Zhang, Xu Zhou, and Ryan W. Liu\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e19.1 Introduction 511\u003c\/p\u003e \u003cp\u003e19.2 Social Community and Smart Cities 513\u003c\/p\u003e \u003cp\u003e19.2.1 Smart Infrastructure 513\u003c\/p\u003e \u003cp\u003e19.2.2 Smart Energy 515\u003c\/p\u003e \u003cp\u003e19.2.3 Smart Transportation 515\u003c\/p\u003e \u003cp\u003e19.2.4 Smart Healthcare 517\u003c\/p\u003e \u003cp\u003e19.3 CPSS Concepts, Tools, and Techniques 518\u003c\/p\u003e \u003cp\u003e19.3.1 CPSS Concepts 518\u003c\/p\u003e \u003cp\u003e19.3.2 CPSS Tools 519\u003c\/p\u003e \u003cp\u003e19.3.3 CPSS Techniques 520\u003c\/p\u003e \u003cp\u003e19.3.3.1 IoT in Smart Cities 520\u003c\/p\u003e \u003cp\u003e19.3.3.2 Big Data in Smart Cities 525\u003c\/p\u003e \u003cp\u003e19.4 Recent Research Advances 528\u003c\/p\u003e \u003cp\u003e19.4.1 Recent Research Advances of CASIA 528\u003c\/p\u003e \u003cp\u003e19.4.2 Recent Research in European Union 531\u003c\/p\u003e \u003cp\u003e19.4.3 Future Research Challenges and Visions 533\u003c\/p\u003e \u003cp\u003e19.5 Conclusions 537\u003c\/p\u003e \u003cp\u003eAcknowledgments 538\u003c\/p\u003e \u003cp\u003eReferences 538\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VI Concluding Remarks 543\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20 Conclusion and Perspectives 545\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eAnuradha M. Annaswamy, Pramod P. Khargonekar, Françoise Lamnabhi-Lagarrigue, and Sarah K. 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This book shares the experience and advice of veteran CTOs and industry experts for handling IT crises, leading tech teams, and creating an inspiring vision for your company.\u003c\/b\u003e   \u003cbr\u003e   \u003cbr\u003eIn       \u003ci\u003eThink Like a CTO\u003c\/i\u003e    you will learn:   \u003cbr\u003e   \u003cbr\u003e   \u003cul\u003e\n\u003cli\u003eEffective interaction and relationship building with other C-level executives\u003c\/li\u003e\n\u003cli\u003eCreating long term visions and executing on short term goals\u003c\/li\u003e\n\u003cli\u003eInterviewing, hiring, and terminating team members\u003c\/li\u003e\n\u003cli\u003eNegotiating salaries and managing promotions\u003c\/li\u003e\n\u003cli\u003eArchitecting future proofed systems\u003c\/li\u003e\n\u003cli\u003eHandling security breaches and ransomware attacks\u003c\/li\u003e\n\u003cli\u003ePutting together budgets and working with your CFO\u003c\/li\u003e\n\u003cli\u003eIdentifying and managing outsourced vendor opportunities\u003c\/li\u003e\n\u003cli\u003eManaging and communicating bad news by leading with data, not passion\u003c\/li\u003e\n\u003cli\u003eBeing the kind of leader that employees want to follow and emulate\u003c\/li\u003e\n\u003c\/ul\u003e   \u003cbr\u003eBecoming a CTO is an incredible accomplishment. 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This book will show you how to be that CTO.    about the reader    For technology leaders working in or aspiring towards a CTO role.","brand":"Manning Publications","offers":[{"title":"Default Title","offer_id":48740646256983,"sku":"9781617298851","price":37.04,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781617298851.jpg?v=1720055234"},{"product_id":"project-management-for-it-related-projects-3rd-edition-9781780174846","title":"Project Management for IT-Related Projects: 3rd","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis book explains the principles of IT-related project management, including project planning, monitoring and control, change management, risk management and communication between project stakeholders. 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An absolute ‘must read’ for any individual or team before starting or rescuing a data migration. -- Ian Chapman MBCS CITP * Enterprise Data Architect, Expertechnix Ltd \u0026amp; Committee Member, DAMA UK *\u003cbr\u003eJohny Morris continues to provide clear and honest guidance to anyone who finds themselves having to struggle with the complexities of large-scale data migration. The PDM approach has proved invaluable in guiding the data migration team at Guy’s \u0026amp; St Thomas’ NHS Foundation Trust. -- Dr Tito Castillo MBCS CITP * Founder, Agile Health Informatics Ltd \u0026amp; Associate Vice Chair (Standards), BCS Health \u0026amp; Care Executive *\u003cbr\u003eDigital transformation are impacting all organisation and a big part of the challenge is migrating from your current IT platforms and services. This easy to read book is the must have ‘how to’ guide on data migration for executives, data professionals and practitioners. 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An essential read for any manager or practitioner. -- Mark Dodd CITP * Think Smart Limited *\u003cbr\u003eData migrations are infrequent, and expertise in this challenging but important field is rare. This new edition of a well-established book, updated to reflect technical advances, is indispensable not only for members of project teams working on data migration but also for their managers. -- Mike Andersson MBCS * Director, Andstrom Consulting \u0026amp; Vice Chair (Standards), BCS Health and Care Executive *\u003cbr\u003ePDMv3 is the perfect guide to data migration operations! Its comprehensive coverage of data migration procedures and themes is incredibly structured and fluid. It is clear, concise, and deliberate in its delivery of what you need to know to move your data from one system to another successfully. -- Kudzai Muchenje * Regional Operations Analyst, African Development Bank Group *\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003eINTRODUCTION\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003eSECTION 1: EXECUTIVE OVERVIEW\u003cbr\u003e1 Data migration: what's all the fuss\u003cbr\u003e2 Golden rules and super smart tasks\u003cbr\u003e3 PDMv3 overview \u003cbr\u003e4 Creating a data migration strategy\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003eSECTION 2: TOOLS AND TECHNIQUES\u003cbr\u003e5 Project initiation\u003c\/p\u003e\u003cp\u003e6 Key data stakeholder management and demilitarised zone\u003cbr\u003e7 Landscape analysis\u003cbr\u003e8 Business transformation plan\u003cbr\u003e9 Data quality rules\u003cbr\u003e10 Gap analysis and mapping\u003cbr\u003e11 Migration design and execution\u003cbr\u003e12 Legacy decommissioning\u003c\/p\u003e\u003cp\u003e13 Waterfall versus Agile\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003eSECTION 3: FAILING DATA MIGRATION PROJECTS \u003cbr\u003e14 Rescuing failing data migration projects\u003c\/p\u003e\u003cp\u003e \u003c\/p\u003e\u003cp\u003eAPPENDICES \u003cbr\u003eA1 Data migration strategy checklist\u003c\/p\u003e\u003cp\u003eA2 Fields on a DQR document\/form\u003cbr\u003eA3 Mapping example\u003c\/p\u003e\u003cp\u003eA4 PDMv3 process flow\u003c\/p\u003e\u003cbr\u003e\u003cp\u003e\u003c\/p\u003e","brand":"BCS Learning \u0026 Development Limited","offers":[{"title":"Default Title","offer_id":48740982882647,"sku":"9781780175140","price":999.99,"currency_code":"GBP","in_stock":false}]},{"product_id":"agile-from-first-principles-9781780175799","title":"Agile From First Principles","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eAgile principles and values transform the way organisations carry out business and respond to change. To realise success, an agile mindset needs to be adopted throughout an organisation, not just within the IT team.  This book is an introductory guide to agile principles, values and mindset that will equip individuals and teams, regardless of role, to apply Agile from first principles. Practical examples are used throughout to illustrate agile theory with real-world context. This book is ideal for those wanting to achieve the BCS Foundation Certificate in Agile.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003eAgile exists as both a collection of practices and the principles that underlie those practices. Teams need both. But practices change over time—today’s state of the art is passé tomorrow. And while agile practices may change, the principles never do. That’s what makes this book so valuable. Lynda and Simon provide plenty of time-proven practical advice—specific things you can begin doing immediately. But practices are always presented with a helpful dose of principles. You’ll finish this book knowing what to do today and how to adapt those practices in the future. -- Mike Cohn, Mountain Goat Software, Co-Founder of the Agile Alliance and the Scrum Alliance\u003cbr\u003e'First Principles’ are regularly overlooked when people start with Agile, and also seemingly forgotten by many who profess to be experienced with Agile. This book delivers both a fantastic introduction and very insightful reminders as to why these first principles are essential to 'being Agile', all supported with real experience and insightful research. Essential reading. -- Julian Holmes, Principal Transformation Consultant, Thoughtworks\u003cbr\u003eAgile from First Principles is an essential compendium for delivery professionals, intuitively weaving together concepts from agile, lean and product development disciplines. It provides accessible expertise for teams starting their journey, insights into the daily challenges of working in rapidly changing environments, the spectrum of practices available to experienced Scrum Masters, and a library of nuanced learnings, grounded in the fundamentals of modern product delivery that will resonate with leaders. A highly recommended addition to an agile coach’s toolkit. -- Tom Hoyland (Expert Coach), Principal Agile and DevOps Consultant, That Agile\u003cbr\u003eThis book is essential reading for anyone practising in an agile context. The authors share their vast experience and knowledge in a compelling and accessible way starting at first principles. Along the way they summarise key concepts, techniques and ‘antipatterns’ (warning signs). The book is written in a refreshingly hands-on, practical way which cuts through the buzzwords and gets straight to the point. Highly recommended! -- Adrian Reed, Business Analyst at Blackmetric Business Solutions, Author of ‘Business Analyst’ (BCS)\u003cbr\u003eThis is a convincing commentary on successful Agile methods. ‘Agile from First Principles’ gets to the heart of what being Agile really means: a focus on people and practical solutions. It explains why the Agile Manifesto and the principles behind it matter so much.  An excellent orientation for beginners which will help avoid common pitfalls. For experienced hands, a fundamental study of wide application, Agile leadership and culture. -- Toby Jones, founder of the Accelerated Capability Environment (the government’s innovation engine)\u003cbr\u003eThis is an excellent book for both people starting their Agile journey and those experienced practitioners who are looking to either deepen their knowledge or in need of a little reminder of the core principles that make Agile such powerful and effective delivery approach. The book has a great blend of background context and practical examples, demonstrating why Agile is so effective in today’s information and technology-based world. -- James Burton, Director Consulting Expert \u0026amp; UK Career Champion for Agile at CGI\u003cbr\u003e‘Agile from First Principles’ is the guide for advancing your agile journey. The book, as its name implies, goes from principles to specific techniques in a framework-agnostic manner making it a valuable resource irrespective of whether you use Scrum, Kanban, XP or any of the scaling models. This book is highly recommended for both agile beginners and experts. -- David Bulkin, Managing Director, Grow-Lean LLC\u003cbr\u003eSome books can’t be written until most other books on the subject already have been written. ‘Agile from First Principles’ is such a book. In an easy-to-understand way, the book presents the journey Agile has taken from its first stumbling steps to where it is today, having penetrated much of industry and academia. ‘Now this is not the end’, as Churchill might have said, but we are at a point in time where an elegant summary of the mess in which Agile is will help us to successfully move forward to a better future. And the book points to this future with discussions on leadership, the challenges of scaling and a subject closer to my own heart, Essence. -- Dr Ivar Jacobson, Chairman and CEO, Ivar Jacobson International\u003cbr\u003e‘Agile from First Principles’ is the perfect guide to understanding Agile and what is truly different about Agile approaches. The in-depth explanation of values and principles is far from theoretical. Lynda and Simon use loads of examples, as well as common traps and anti-patterns, to help you understand what it really means in practice, going far beyond the usual applications and methods (they do an excellent job covering them too by the way). This book has already changed how I teach Agile! -- Joakim Sundén, Agile Transformation Coach\/Specialist, Co-creator of the ‘Spotify Model’, Co-author of ‘Kanban In Action’\u003cbr\u003eAs the title promises, Lynda and Simon introduce the underlying principles and values of agile, emphasising the benefits of adopting an agile mindset and attitude, alongside a straightforward guide to popular agile methods and tools used within software development. Anti-patterns identified throughout the book help challenge common attitudes and behaviours that can limit and sabotage our ability to be agile. The book invites the reader to reflect on what we need to do more of, but also what we need to do less of, and stop doing to improve our agility! An easy-to-read guide for anyone interested in understanding the fundamentals of agile and identifying ways to improve their own agility personally, within their team, and as a leader. -- Belinda Waldock, Being Agile, Author of ‘Being Agile in Business’\u003cbr\u003eAn expertly crafted go-to manual for both seasoned professionals and those just starting out in the world of Agile. An easy read, full of practical hints and tips that will empower you to overcome the issues that hinder so many agile teams. Well written and full of rich examples, it is sure to become your primary Agile reference book. -- Martin Maya, Founder, Amatis Training Ltd\u003cbr\u003eFinally, everything is in one place. ‘Agile from First Principles’ has quickly become my go-to agile resource book. I have long been a fan of Lynda and Simon’s work and their endless comprehensive knowledge of agile models, frameworks, values, principles, examples and thought leaders. As expected, this book does not disappoint. This book is well structured and pitched perfectly for anyone entering an agile environment or those who are experienced and looking to refresh and expand their knowledge. -- Kylie Yearsley, Director, Agile Games Ltd\u003cbr\u003eAs the Agile movement enters its third decade, it has grown and moved into dimensions and directions never thought of by the writers of the Agile Manifesto. The success of Agile as a business has often corrupted the original ideas behind Agile, imposing it in domains where its application is not the optimal solution to the problems at hand. The questions of where Agile practices and techniques make sense, where they are out of place, and where and how they might be altered and extended are valid questions that require reflection on the original ideas and intent of the Agile founders. This book, written by two knowledgeable and experienced Agilists, provides the foundation for self-reflection on the basic principles and the what and why of Agile, to help ensure that future advancements maintain both the word and the spirit of the Agile Manifesto. -- Joseph Pelrine, Agile Psychologist\u003cbr\u003eThis timely book exposes many stubborn myths around agile and highlights the potential dysfunctions when seeking to achieve greater agility. In jargon-free language, it outlines a path for leaders and practitioners alike to thrive in an ever more turbulent climate. I would highly recommend this book to anyone seeking to move beyond tools, and to understand the true spirit of the agile movement. -- Karim Harbott, Co-Founder, Agile Centre, Author of ‘The 6 Enablers of Business Agility’\u003cbr\u003eAgile principles can seem simple and common sense, but they are not so easy to understand nor to implement. Lynda and Simon Girvan take the complex and create understanding, bringing the reader along with examples and digestible explanations to facilitate learning. As a Professor teaching PMP processes and certification of which the exam is 40% Agile, I was struggling to find a comprehensive Agile text which take the learner from the beginning to mastery of Agile; the history, roles, Agile mindset, methodologies, Agile leadership et al. Agile from First Principles delivers as a go-to source for all on their Agile journey. -- Lisa McCaffrey-Smith MBA PMP ACP SPC CSM, Pamplin School of Business, University of Portland\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003col\u003e\n\u003cli\u003eThe Importance of Agile Today\u003c\/li\u003e\n\u003cli\u003eThe Origins of Agile\u003c\/li\u003e\n\u003cli\u003eProjects and Products in Agile\u003c\/li\u003e\n\u003cli\u003eUnderstanding the Manifesto for Agile\u003c\/li\u003e\n\u003cli\u003eUnderstanding the Agile Principles\u003c\/li\u003e\n\u003cli\u003eFundamental Concepts in Agile\u003c\/li\u003e\n\u003cli\u003eAgile Delivery\u003c\/li\u003e\n\u003cli\u003eAgile Practices\u003c\/li\u003e\n\u003cli\u003eAgile Leadership\u003c\/li\u003e\n\u003cli\u003eManaging the Product\u003c\/li\u003e\n\u003cli\u003eBeyond the Basics\u003c\/li\u003e\n\u003c\/ol\u003e","brand":"BCS Learning \u0026 Development Limited","offers":[{"title":"Default Title","offer_id":48740983275863,"sku":"9781780175799","price":28.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781780175799.jpg?v=1720056211"},{"product_id":"super-user-networks-for-software-projects-best-practices-for-training-and-change-management-9781780176109","title":"Super User Networks for Software Projects: Best","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cstrong\u003eTo successfully compete in the modern world, organisations are accelerating their digital transformations. It is essential for them to utilise best practice methods when implementing new systems and adopting new technologies. The Super User Model is a proven methodology for delivering digital transformation projects, including large scale transitions.\u003c\/strong\u003e\u003c\/p\u003e\u003cp\u003eThis book is designed to help project, learning and change professionals who are responsible for this delivery by introducing the Super User Model and how to use it. It provides the tools, techniques, and theory needed to plan out where and how Super Users can add value at each phase of a project - across software design, change management, testing, and training - and to manage Super User Networks beyond the transition into business as usual for sustained benefits.\u003c\/p\u003e\u003cp\u003eIf your organisation is investing in new technology, you cannot afford \u003cem\u003enot \u003c\/em\u003eto use Super Users in taking the latest step in your digital transformation journey.\u003c\/p\u003e","brand":"BCS, the Chartered Institute for IT","offers":[{"title":"Default Title","offer_id":48740983603543,"sku":"9781780176109","price":33.24,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781780176109.jpg?v=1720056213"},{"product_id":"scrum-the-art-of-doing-twice-the-work-in-half-the-time-9781847941107","title":"Scrum: The Art of Doing Twice the Work in Half","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eThe definitive book on the Scrum methodology from its co-creator and the CEO of Scrum, Inc., Jeff Sutherland.\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003eScrum is the revolutionary approach to project management and team building that has helped to transform everything from software companies to the US military to healthcare in major hospitals. In this bestselling productivity bible, its originator, Jeff Sutherland, explains precisely and step-by-step how it operates - and how it can be made to work for anyone, whether you're working from the office or from home.\u003cbr\u003e\u003cbr\u003eHe explains how to define precisely what it is that you are seeking to achieve, how to set up the team to achieve it, and how to monitor progress until the project is successfully completed. Filled with practical examples drawn from all types and organisation, \u003ci\u003eScrum \u003c\/i\u003ewill make you rethink the fundamentals of successful management - and show you how to get things done.\u003cbr\u003e\u003cbr\u003eEvery organisation, whatever its size, constantly has to come to grips with delivering a product or service on time and on budget. Scrum shows you how.\u003cbr\u003e\u003cb\u003e__________________________\u003c\/b\u003e\u003cbr\u003e\u003cb\u003e'Full of engaging stories and real-world examples. \u003c\/b\u003eThe project management method known as Scrum may be the most widely deployed productivity tool among high-tech companies. On a mission to \u003cb\u003eput this tool into the hands of the broader business world \u003c\/b\u003efor the first time, Jeff Sutherland \u003cb\u003esucceeds brilliantly.'\u003c\/b\u003e - ERIC RIES, \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eTHE LEAN STARTUP\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003e'Engaging, persuasive and extremely practical . . . \u003c\/b\u003e\u003ci\u003eScrum \u003c\/i\u003eprovides a simple framework for solving what seem like intractable and complicated work problems. Amazingly, this book will not only make your life at work and home easier, but also, better and happier.'\u003ci\u003e - \u003c\/i\u003eSHAWN ACHOR, \u003ci\u003eNew York Times\u003c\/i\u003e bestselling author of \u003ci\u003eBEFORE HAPPINESS \u003c\/i\u003eand \u003ci\u003eTHE HAPPINESS ADVANTAGE\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003e'\u003cb\u003e\u003ci\u003eScrum \u003c\/i\u003eis mandatory reading for any leader, whether they're leading troops on the battlefield or in the marketplace.\u003c\/b\u003e The challenges of today's world don't permit the luxury of slow, inefficient work. Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results. In other words, \u003cb\u003esuccess requires \u003ci\u003eScrum\u003c\/i\u003e.'\u003c\/b\u003e - U.S. General BARRY McCAFFREY\u003cbr\u003e\u003cbr\u003e'Jeff Sutherland is the master of creating high-performing teams. \u003cb\u003eThe subtitle of this book understates Scrum's impact. If you don't get three times the results in one-third the time, you aren't doing it right!'\u003c\/b\u003e - SCOTT MAXWELL, Founder \u0026amp; Senior Managing Director, OpenView Venture Partners\u003cbr\u003e\u003cbr\u003e\u003cb\u003e'This deceptively simple system is the most powerful way I've seen to improve the effectiveness of any team.\u003c\/b\u003e I started using it with my business and family halfway through reading the book. - LEO BABAUTA, creator of \u003ci\u003eZEN HABITS\u003c\/i\u003e\u003cbr\u003e\u003cbr\u003e'[Scrum] \u003cb\u003edramatically increases productivity while reducing employees' frustrations with the typical corporate nonsense.\u003c\/b\u003e This book is the best description I've seen of how this process can work across many industries. \u003cb\u003eSenior leaders should not just read the book - they should do what Sutherland recommends.'\u003c\/b\u003e - PROFESSOR JEFFREY PFEFFER, Stanford Business School; co-author of \u003ci\u003eTHE KNOWING-DOING GAP\u003c\/i\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eFull of engaging stories and real-world examples.\u003c\/b\u003e The project management method known as Scrum may be the most widely deployed productivity tool among high-tech companies. \u003cb\u003eOn a mission to put this tool into the hands of the broader business world for the first time, Jeff Sutherland succeeds brilliantly.\u003c\/b\u003e * Eric Ries, New York Times bestselling author of The Lean Startup *\u003cbr\u003eRequired reading. * The Times (Book of the Week) *\u003cbr\u003e\u003cb\u003eEngaging, persuasive and extremely practical\u003c\/b\u003e...\u003ci\u003eScrum\u003c\/i\u003e provides a simple framework for solving what seem like intractable and complicated work problems.  It’s hard to make forward progress when you can’t see your impediments clearly.  Sutherland offers a lens to remedy that. \u003cb\u003eAmazingly, this book will not only make your life at work and home easier, but also, better and happier.\u003c\/b\u003e * Shawn Achor, New York Times bestselling author of Before Happiness and The Happiness Advantage *\u003cbr\u003eThis book contains immense practical value that could be transformative for your company. If you have a project that requires people to accomplish, your first act should be to read and be guided by Scrum. * Stephen Lundin, New York Times bestselling author of Fish: A Remarkable Way to Boost Morale and Improve Performance *\u003cbr\u003e\u003cb\u003eScrum is mandatory reading for any leader, whether they’re leading troops on the battlefield or in the marketplace.\u003c\/b\u003e  The challenges of today’s world don’t permit the luxury of slow, inefficient work.  Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results.  \u003cb\u003eIn other words success requires Scrum.\u003c\/b\u003e * General Barry McCaffrey *","brand":"Cornerstone","offers":[{"title":"Default Title","offer_id":48742229377367,"sku":"9781847941107","price":10.44,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781847941107.jpg?v=1720060553"},{"product_id":"industrial-devops-build-better-systems-faster-9781950508792","title":"Industrial Devops: Build Better Systems Faster","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"IT Revolution Press","offers":[{"title":"Default Title","offer_id":48742883230039,"sku":"9781950508792","price":21.25,"currency_code":"GBP","in_stock":false}]},{"product_id":"senior-design-projects-in-mechanical-engineering-a-guide-book-for-teaching-and-learning-9783030853921","title":"Senior Design Projects in Mechanical Engineering:","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book offers invaluable insights about the full spectrum of core design course contents systematically and in detail. This book is for instructors and students who are involved in teaching and learning of ‘capstone senior design projects’ in mechanical engineering.\u003c\/p\u003e\u003cp\u003eIt consists of 17 chapters, over 300 illustrations with many real-world student project examples.\u003c\/p\u003e\u003cp\u003eThe main project processes are grouped into three phases, i.e., project scoping and specification, conceptual design, and detail design, and each has dedicated two chapters of process description and report content prescription, respectively. The basic principles and engineering process flow are well applicable for professional development of mechanical design engineers.\u003c\/p\u003e\u003cp\u003eCAD\/CAM\/CAE technologies are commonly used within many project examples. Thematic chapters also cover student teamwork organization and evaluation, project management, design standards and regulations, and rubrics of course activity grading. Key criteria of successful course accreditation and graduation attributes are discussed in details. In summary, it is a handy textbook for the capstone design project course in mechanical engineering and an insightful teaching guidebook for engineering design instructors.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eChapter 1. Framework and Syllabus: Introduction to Capstone Projects – a Hidden Gem of Engineering Education.- Chapter 2. Project Proposals and Intellectual Properties.- Chapter 3. Teamwork and Group Dynamics.- Design Process and Evolving Phases.- Chapter 5. Phase 1 Process: Problem Definition, Design Specification.- Chapter 6. Phase 2 Process: Concept generation, design and evaluation.- Chapter 7. Phase 3 Process: Detail Design.- Chapter 8. Phase 1 Report: Problem Definition, Design Specification, and Project Plan.- Chapter 9. Phase 2 Report: Conceptual Design.- Chapter 10. Phase 3 Report: Detailed Design.- Chapter 11. Research and Information Resources in Mechanical Engineering Design.- Chapter 12. Industrial Design Elements in Product Development, Part 1: WHAT MAKES A GOOD INDUSTRIAL DESIGN?.- Chapter 13. Industrial Design Part 2: Cases in Product Development, WHAT MAKES A GOOD PRODUCT DESIGN?.- Chapter 14. Project planning and management.- Chapter 15. How to Write Engineering Report.- Chapter 16. Design Standards and Regulations.- Chapter 17. Accreditation and Graduate Attributes.\u003c\/p\u003e","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743054115159,"sku":"9783030853921","price":44.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783030853921.jpg?v=1720063910"},{"product_id":"how-megaprojects-are-damaging-nigeria-and-how-to-fix-it-a-practical-guide-to-mastering-very-large-government-projects-9783030964764","title":"How Megaprojects Are Damaging Nigeria and How to","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eSince 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. 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With clear implications for other developing economies, this is a vital resource for project management practitioners, executives and civil servants.\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eThis is an open access book.\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cp\u003e\u003cbr\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e1 Introduction: The Project Abandonment Problem.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e2 What We Know About the Management of Very Large Projects.\u003c\/p\u003e  \u003cp\u003e2.1 Project Success Factors as Lists.\u003c\/p\u003e  \u003cp\u003e2.2 The Project Success Frameworks of Miller and Lessard and Morris and Hough.\u003c\/p\u003e  \u003cp\u003e2.2.1 Miller and Lessard (2000).\u003c\/p\u003e  \u003cp\u003e2.2.2 Morris and Hough (1987).\u003c\/p\u003e  \u003cp\u003e2.3 The Nigerian Context.\u003c\/p\u003e  \u003cp\u003e2.4 The Extended Theoretical Framework.\u003c\/p\u003e  \u003cp\u003e2.5 What About Corruption?.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e3 Structure of the Investigation.\u003c\/p\u003e  \u003cp\u003e3.1 Overview of the Approach Taken in This Study.\u003c\/p\u003e  \u003cp\u003e3.2 Construction and Execution of the Survey.\u003c\/p\u003e  \u003cp\u003e3.3 Construction of the Sample of Projects.\u003c\/p\u003e  \u003cp\u003e3.4 Construction of the Case Studies.\u003c\/p\u003e  \u003cp\u003eAppendix: Full Questionnaire as It Was Administered.\u003c\/p\u003e  \u003cp\u003eOur Request.\u003c\/p\u003e  \u003cp\u003eProject Variables.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e4 A Description of the 38 Matched Projects.\u003c\/p\u003e  \u003cp\u003e4.1 Lagos-Ibadan Express Road.\u003c\/p\u003e  \u003cp\u003e4.2 Lagos-Badagry Express Road.\u003c\/p\u003e  \u003cp\u003e4.3 Third Mainland Bridge.\u003c\/p\u003e  \u003cp\u003e4.4 Second Niger Bridge.\u003c\/p\u003e  \u003cp\u003e4.5 Egbin Power Station.\u003c\/p\u003e  \u003cp\u003e4.6 Calabar Power Station.\u003c\/p\u003e  \u003cp\u003e4.7 Zungeru Hydropower Plant.\u003c\/p\u003e  \u003cp\u003e4.8 Delta State (Oghareki) Power Plant.\u003c\/p\u003e  \u003cp\u003e4.9 Shiroro Hydroelectric Power Station.\u003c\/p\u003e  \u003cp\u003e4.10 Omoku Power Plant Station.\u003c\/p\u003e  \u003cp\u003e4.11 Mambilla Hydroelectric Power.\u003c\/p\u003e  \u003cp\u003e4.12 Ajaokuta Steel Project.\u003c\/p\u003e  \u003cp\u003e4.13 Kanji Dam.\u003c\/p\u003e  \u003cp\u003e4.14 Otukpo Dam.\u003c\/p\u003e  \u003cp\u003e4.15 Nigeria Satellite 2.\u003c\/p\u003e  \u003cp\u003e4.16 Nigeria Satellite 1.\u003c\/p\u003e  \u003cp\u003e4.17 Airtel Nigeria.\u003c\/p\u003e  \u003cp\u003e4.18 Nigerian Telecommunications Limited (NITEL).\u003c\/p\u003e  \u003cp\u003e4.19 Godswill Akpabio International Stadium.\u003c\/p\u003e  \u003cp\u003e4.20 (Samuel) Ogbemudia Stadium.\u003c\/p\u003e  \u003cp\u003e4.21 Abuja International Airport.\u003c\/p\u003e  \u003cp\u003e4.22 Lagos MMA2 Airport.\u003c\/p\u003e  \u003cp\u003e4.23 Yenagoa International Cargo Airport.\u003c\/p\u003e  \u003cp\u003e4.24 Jigawa Airport Project.\u003c\/p\u003e  \u003cp\u003e4.25 Tin Can Island Port.\u003c\/p\u003e  \u003cp\u003e4.26 Calabar Seaport.\u003c\/p\u003e  \u003cp\u003e4.27 Victoria Garden City (VGC) Housing Estate.\u003c\/p\u003e  \u003cp\u003e4.28 Festac Town Federal Housing Estate.\u003c\/p\u003e  \u003cp\u003e4.29 1004 Housing Estate.\u003c\/p\u003e  \u003cp\u003e4.30 Abuja Mass Federal Housing Project.\u003c\/p\u003e  \u003cp\u003e4.31 Olusegun Obasanjo Presidential Library.\u003c\/p\u003e  \u003cp\u003e4.32 Abuja National Library.\u003c\/p\u003e  \u003cp\u003e4.33 Nigerian Youth Empowerment Scheme (N-Power).\u003c\/p\u003e  \u003cp\u003e4.34 Nigeria Subsidy Reinvestment and Empowerment Programme (SURE-P).\u003c\/p\u003e  \u003cp\u003e4.35 Lagos State Waste Management Authority (LAWMA).\u003c\/p\u003e  \u003cp\u003e4.36 Cleaner Lagos Initiative (Visionscape).\u003c\/p\u003e  \u003cp\u003e4.37 University College Teaching Hospital (UCH) Ibadan.\u003c\/p\u003e  \u003cp\u003e4.38 University of Abuja Teaching Hospital (UATH).\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e5 Insights from the Analysis of the Questionnaires.\u003c\/p\u003e  \u003cp\u003e5.1 Variable Distributions and Variable Capability to Detect Differences Across Projects.\u003c\/p\u003e  \u003cp\u003e5.1.1 Each Respondent Type Adds Unique Perspectives and Information.\u003c\/p\u003e  \u003cp\u003e5.1.2 The Variables Capture Robust Differences Between Abandoned and Completed Projects.\u003c\/p\u003e  \u003cp\u003e5.2 Condensing Variables into Aggregated \u003ci\u003eSuccess Factors\u003c\/i\u003e.\u003c\/p\u003e  \u003cp\u003e5.2.1 Approach.\u003c\/p\u003e  \u003cp\u003e5.2.2 Identifying the Factors.\u003c\/p\u003e  \u003cp\u003e5.3 Econometric Prediction of Project Completion.\u003c\/p\u003e  \u003cp\u003e5.4 Econometric Prediction of Cost and Schedule Overruns for Completed Projects.\u003c\/p\u003e  \u003cp\u003e5.4.1 Effect of Variables on Budget Overruns.\u003c\/p\u003e  \u003cp\u003e5.4.2 Effect of Variables on Schedule Overruns.\u003c\/p\u003e  \u003cp\u003e5.5 The Corrosive Effect of Corruption.\u003c\/p\u003e  \u003cp\u003eAppendix 1 Correlations Among Independent Variables Across All 114 Responses.\u003c\/p\u003e  \u003cp\u003eAppendix 2 Factor Analysis.\u003c\/p\u003e  \u003cp\u003eAppendix 3 Specification of the Logistical Regression.\u003c\/p\u003e  \u003cp\u003eAppendix 4 The Logistical Completion Probability Regression by Respondent Group.\u003c\/p\u003e  \u003cp\u003eAppendix 5 Robustness Analysis: Cost Overrun Regressions by Respondent Group.\u003c\/p\u003e  \u003cp\u003eAppendix 6 Robustness Analysis: Schedule Overrun Regressions by Respondent Group.\u003c\/p\u003e  \u003cp\u003e6 Two Library Projects.\u003c\/p\u003e  6.1 The National Library of Nigeria in Abuja: An Abandoned Project.  \u003cp\u003e6.1.1 Project Initiation.\u003c\/p\u003e  \u003cp\u003e6.1.2 Contract Signature and Execution.\u003c\/p\u003e  6.1.3 Conclusion.  \u003cp\u003e6.2 Olusegun Obasanjo Presidential Library: A Completed Project.\u003c\/p\u003e  \u003cp\u003e6.2.1 Project Initiation.\u003c\/p\u003e  6.2.2 Project Execution and Outcome.  \u003cp\u003e6.2.3 The Difference Between the Two Projects: In the Words of Former President Obasanjo.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  7 Two Bridge Projects.  \u003cp\u003e7.1 The Second Niger Bridge: A Stalled Project.\u003c\/p\u003e  \u003cp\u003e7.1.1 Project Initiation.\u003c\/p\u003e  7.1.2 Contract Disputes and Recontracting.  \u003cp\u003e7.1.3 Continued Stalling.\u003c\/p\u003e  \u003cp\u003e7.1.4 Diagnosis of the Reasons for Failure, in the Words of (Former) President Jonathan.\u003c\/p\u003e  \u003cp\u003e7.1.5 Conclusion.\u003c\/p\u003e  \u003cp\u003e7.2 The Third Mainland Bridge: A Completed Project.\u003c\/p\u003e  \u003cp\u003e7.2.1 Introduction.\u003c\/p\u003e  \u003cp\u003e7.2.2 Starting and Stalling.\u003c\/p\u003e  \u003cp\u003e7.2.3 Restarting the Project Under President Babangida.\u003c\/p\u003e  \u003cp\u003e7.2.4 Project Execution and Outcome.\u003c\/p\u003e  \u003cp\u003e7.2.5 Conclusion.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e8 Two Power Plants.\u003c\/p\u003e  \u003cp\u003e8.1 Egbin Power Station, Ikorodu Lagos State: A Completed Project.\u003c\/p\u003e  \u003cp\u003e8.1.1 Initiation and Completion.\u003c\/p\u003e  \u003cp\u003e8.1.2 Success Conditions and Challenges.\u003c\/p\u003e  \u003cp\u003e8.1.3 Privatization and Trouble.\u003c\/p\u003e  \u003cp\u003e8.2 The Calabar Odukpani Power Station: Completed but with Little Delivery.\u003c\/p\u003e  \u003cp\u003e8.2.1 Project Initiation.\u003c\/p\u003e  \u003cp\u003e8.2.2 Project Complications and Delays.\u003c\/p\u003e  \u003cp\u003e8.2.3 Delivery of the Calabar Power Station in 2015.\u003c\/p\u003e  \u003cp\u003e8.2.4 What Has Been Delivered? Lessons from the Project.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e9 Two Express Road Rehabilitation Projects.\u003c\/p\u003e  \u003cp\u003e9.1 The Lagos-Ibadan Express Road Rehabilitation: A Completed Project.\u003c\/p\u003e  \u003cp\u003e9.1.1 Original Construction of the Express Road.\u003c\/p\u003e  \u003cp\u003e9.1.2 A Reconstruction Project in a PPP Scheme.\u003c\/p\u003e  \u003cp\u003e9.1.3 Restructuring the Project as a Government-Owned Project.\u003c\/p\u003e  \u003cp\u003e9.1.4 Discussion.\u003c\/p\u003e  \u003cp\u003e9.2 Lagos-Badagry Express Road Rehabilitation: A Stalled Project.\u003c\/p\u003e  \u003cp\u003e9.2.1 Brief History.\u003c\/p\u003e  \u003cp\u003e9.2.2 Was the Problem the Fault of the Contractor?.\u003c\/p\u003e  \u003cp\u003e9.2.3 Dodgy Funding and Accounting.\u003c\/p\u003e  \u003cp\u003e9.2.4 Protest, Additional Funding and Patching Up.\u003c\/p\u003e  \u003cp\u003e9.2.5 Conclusion.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e10 Two More Power Plants.\u003c\/p\u003e  \u003cp\u003e10.1 The Zungeru Dam\/Hydropower Plant: A (Soon-to-Be) Completed Project.\u003c\/p\u003e  \u003cp\u003e10.1.1 Brief History.\u003c\/p\u003e  \u003cp\u003e10.1.2 Enabling Factors of Completion.\u003c\/p\u003e  \u003cp\u003e10.2 The Delta State Oghareki Power Plant: An Abandoned Project.\u003c\/p\u003e  \u003cp\u003e10.2.1 Initiation.\u003c\/p\u003e  \u003cp\u003e10.2.2 The Alleged Corruption.\u003c\/p\u003e  \u003cp\u003e10.2.3 Implications.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e11 The Ajaokuta Steel Project.\u003c\/p\u003e  \u003cp\u003e11.1 Project Initiation.\u003c\/p\u003e  \u003cp\u003e11.2 Project Construction and Cessation by 1988.\u003c\/p\u003e  \u003cp\u003e11.3 The PPP Revival of 2000–2007.\u003c\/p\u003e  \u003cp\u003e11.4 The State of the Asset.\u003c\/p\u003e  \u003cp\u003e11.5 Conclusion.\u003c\/p\u003e  \u003cp\u003eReferences.\u003c\/p\u003e  \u003cp\u003e12 Insights and Recommendations.\u003c\/p\u003e  \u003cp\u003e12.1 Summary and Discussion of the Findings.\u003c\/p\u003e  \u003cp\u003e12.2 Developing Solutions: Inspiration from Other Countries.\u003c\/p\u003e  \u003cp\u003e12.3 Recommendations.\u003c\/p\u003e  \u003cp\u003e12.3.1 Recommendations Part 1: Short-Term Changes.\u003c\/p\u003e  \u003cp\u003e12.3.2 Recommendations Part 2: Longer-Term Structural Changes.\u003c\/p\u003e  \u003cp\u003e13 Conclusion: The Government Responsibility.\u003c\/p\u003e","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743061913943,"sku":"9783030964764","price":26.24,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783030964764.jpg?v=1720063944"},{"product_id":"project-finance-structuring-valuation-and-risk-management-for-major-projects-9783030967246","title":"Project Finance: Structuring, Valuation and Risk","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eLarge projects are defining moments for companies and countries. When large projects succeed, they can dramatically improve the social and economic conditions in a region. This book focuses on major aspects of the world’s largest infrastructural, industrial and public service projects through the lens of structuring, valuing, managing risk and financing projects. The book analyses and discuss large projects in government, private and public and private partnership. The author sheds light into the attributes of project finance which have unique structural elements. The book focuses on case studies related to 50 mega projects which includes infrastructural projects, energy related projects, industrial projects, roads, ports and bridges among others. This book covers both the theoretical aspects of financing of mega projects and the practical applications by including case studies of the world’s largest projects in terms of value.\u003c\/p\u003e\u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eChapter 1. Trends in Infrastructure Industry.- Chapter 2. Infrastructure Financing Instruments.- Chapter 3. Risks inherent in Project Finance and its mitigation.- Chapter 4. Structuring and Implementation of the Project.- Chapter 5. The Chuo Shinkansen Project, Japan.- Chapter 6. Developing the World’s Largest Passenger Aircraft- Airbus A3XX.- Chapter 7. South North Water Transfer Project China.- Chapter 8. Dubailand Project.- Chapter 9. International Space Station.- Chapter 10. Al Maktoum International Airport.- Chapter 11. California High Speed Rail Project.- Chapter 12. London Cross Rail Project.- Chapter 13. Beijing Daxing International Airport.- Chapter 14. Jubail II Industrial City.- Chapter 15. Hong Kong Zhuhai Macao Bridge (HZMB).- Chapter 16. Gotthard Base Tunnel (GBT).- Chapter 17. Channel Tunnel UK.- Chapter 18. Doha Metro.- Chapter 19. Panama Canal Expansion.- Chapter 20. Three Gorges Dam.- Chapter 21. One World Trade Center.- Chapter 22. Making of the tallest building -Burj Khailfa.- Chapter 23. Shanghai World Financial Center.- Chapter 24. Dolphin Gas Project.- Chapter 25. Bhadla Solar Park.- Chapter 26. Tengger Solar Park Project China.- Chapter 27. Millau Viaduct.- Chapter 28. Jiaozhou Bay Bridge Project.- Chapter 29. Trans-Siberian Railway Project.- Chapter 30. Pan-American Highway.- Chapter 31. Port of Shanghai.- Chapter 32. Sakhalin Project –II.- Chapter 33. Ichthys LNG Project.- Chapter 34. Kashagan Oil Field Development Project.- Chapter 35. Barzan gas project.- Chapter 36. Australian Japan Cable.- Chapter 37. Addis Ababa–Djibouti Railway.- Chapter 38. Port Mann Bridge Vancouver.- Chapter 39. Chernobyl New Safe Confinement Project.- Chapter 40. Kashiwazaki Kariwa Nuclear Project Japan.- Chapter 41. Kudankulam Nuclear Power Plant, India.- Chapter 42. Boundary Dam Power Station.- Chapter 43. Boeing 787 Dreamliner Project.- Chapter 44. Shanghai Metro.- Chapter 45. São Francisco River Basin Project.- Chapter 46. Kazan Smart City Project.- Chapter 47. Masdar City.- Chapter 48. Delhi Mumbai Industrial Corridor Project.- Chapter 49. Golden Quadrilateral Highway, India.- Chapter 50. Hong Kong Disney Land Project.- Chapter 51. Jamnagar Refinery Project, India.- Chapter 52. Big Dig Project.- Chapter 53. North-South Corridor Road\/Rail Project.- Chapter 54. Great Man Made River Water Supply Project, Libya.","brand":"Springer Nature Switzerland AG","offers":[{"title":"Default Title","offer_id":48743062339927,"sku":"9783030967246","price":71.24,"currency_code":"GBP","in_stock":true}]},{"product_id":"the-illusion-of-control-project-data-computer-algorithms-and-human-intuition-for-project-management-and-control-9783031317842","title":"The Illusion of Control: Project Data, Computer","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThis book comprehensively assesses the growing importance of project data for project scheduling, risk analysis and control. It discusses the relevance of project data for both researchers and professionals, and illustrates why the collection, processing and use of such data is not as straightforward as most people think. The theme of this book is known in the literature as data-driven project management and includes the discussion of using computer algorithms, human intuition, and project data for managing projects under risk.\u003c\/p\u003e  The book reviews the basic components of data-driven project management by summarizing the current state-of-the-art methodologies, including the latest computer and machine learning algorithms and statistical methodologies, for project risk and control. It highlights the importance of artificial project data for academics, and describes the specific requirements such data must meet. In turn, the book discusses a wide variety of statistical methods available to generate these artificial data and shows how they have helped researchers to develop algorithms and tools to improve decision-making in project management. Moreover, it examines the relevance of project data from a professional standpoint and describes how professionals should collect empirical project data for better decision-making. Finally, the book introduces a new approach to data collection, generation, and analysis for creating project databases, making it relevant for academic researchers and professional project managers alike.\u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eA tentative ToC is available. Please refer to the attachment.\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":48743080952151,"sku":"9783031317842","price":85.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783031317842.jpg?v=1720064026"},{"product_id":"moments-of-leadership-how-to-become-a-professional-leader-manager-and-coach-9783031356599","title":"Moments of Leadership: How to become a","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThere are moments in leadership when opportunities open up: Opportunities for better teamwork, opportunities for orientation,  for professional conversations, and for personal development and reflection. This book describes over 60 such opportunities, pragmatic, solution-oriented, and tested for many years. Based on concrete examples, it thus provides impulses for effective strategies and new ways of solving problems in all areas of cooperation and leadership.  The book is intended to serve as a guide from which not only leaders but also managers and coaches can benefit.\u003cbr\u003e\u003cbr\u003e \u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eMoments are chances: Introduction.- Part I: Leadership today.- Important dimensions of the CONVERSATION that determine success or failure.- Moments in RELATIONSHIPS.- MOMENTS OF STRESS.- MOMENTS OF TABOO TOPICS.- MOMENTS of CHANGE.- Moments as a Coach.- MOMENTS OF METHODOLOGY.- MOMENTS within the TEAM.- Part II: Leadership tomorrow.- WHEN DOES THE FUTURE ACTUALLY BEGIN?.- What kind of CHALLENGES will you confront as the manager of Millennials?.- Why do you need INSPIRATION to manage Millennials successfully.- What kind of ORGANIZATION and CULTURE do Millennials need?\u003cp\u003e\u003c\/p\u003e","brand":"Springer International Publishing AG","offers":[{"title":"Default Title","offer_id":48743083114839,"sku":"9783031356599","price":71.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9783031356599.jpg?v=1720064035"},{"product_id":"process-innovation-enabling-change-by-technology-basic-principles-and-methodology-a-management-manual-and-textbook-with-exercises-and-review-questions-9783662565544","title":"Process Innovation: Enabling Change by","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eThis management manual and textbook introduces the theoretical basics of process management and provides a procedural model for process innovation. The procedural model makes it possible to develop customer-oriented processes in a structured manner and to design them in order to meet changing requirements. This textbook has been recommended and developed for university courses in Germany, Austria and Switzerland.\u003cbr\u003eThis book enables readers to understand and apply the seven phase procedural model for process innovation in order to design and implement innovative processes.\u003cbr\u003eExercises and review questions test understanding of the theoretically acquired knowledge.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface.- Theoretical Basics.- Existing Approaches.- Procedural Model for Process Innovation.- Techniques for Analyzing the Business Model.- Techniques for Planning the Process Architecture.- Techniques for Developing the Process Vision.- Techniques for Developing the Process Deliverables.- Techniques for Planning the Process Flow.- Techniques for Creating the Process Management.- Techniques for Implementing Process Innovation.","brand":"Springer-Verlag Berlin and Heidelberg GmbH \u0026 Co. 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If you feel like a hostage of your to-do list, and struggle to find time for what matters most, this book will be a big help.’\u003cbr\u003e\u003cstrong\u003eDaniel H. Pink\u003c\/strong\u003e,#1 \u003cem\u003eNew York Times\u003c\/em\u003e bestselling author of \u003cem\u003eWhen\u003c\/em\u003e and \u003cem\u003eDrive\u003c\/em\u003e\u003c\/p\u003e           \u003cp\u003e‘If you’ve ever felt overwhelmed by your day, week or even year, GRIP is the book for you. Each page is packed with immediately actionable insights and smart frameworks to put you in the driver’s seat of your life. From step-by-step examples of how to wrangle your calendar and reduce the amount of back-and-forth emails, to getting more out of your year and balancing internal and external expectations, this is a read I’ll be coming back to and recommending often.’\u003cbr\u003e\u003cstrong\u003eJulie Zhuo\u003c\/strong\u003e, former VP Design at Facebook and author of \u003cem\u003eThe Making of a Manager\u003c\/em\u003e\u003c\/p\u003e","brand":"HarperCollins Publishers","offers":[{"title":"Default Title","offer_id":48864001818967,"sku":"9780008510572","price":13.49,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780008510572.jpg?v=1722269946"},{"product_id":"rumsfelds-rules-9780062272850","title":"Rumsfelds Rules","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eSuitable for aspiring politicos and industrialists, college graduates, teachers, and business leaders, this title provides insight into how the author thinks about leadership, management, and strategy, and shows how that thinking helped him turn around ailing companies and lead the Pentagon in wartime.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"Tough, acute in his analyses, and effective in advocating his positions, Donald Rumsfeld has been one of the remarkable personalities in American public life. His book of maxims and lessons learned is sure to engage and enlighten.\" -- Henry A. Kissinger \"A Brilliantly useful set of ideas, boiled down to their essence and presented in an easily accessible way, and with stories from experience to give them vibrant meaning.\" -- George P. Shultz","brand":"HarperCollins Publishers Inc","offers":[{"title":"Default Title","offer_id":48864072040791,"sku":"9780062272850","price":999.99,"currency_code":"GBP","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780062272850.jpg?v=1722270259"},{"product_id":"lean-devops-9780133847505","title":"Lean DevOps","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eRobert Benefield\u003c\/b\u003e is an experienced technical leader who has decades of experience delivering robust on-demand services to solve hard problems in demanding ecosystems including banking and securities trading, medical and pharmaceutical, energy, telecom, government, and Internet services. His continual eagerness to learn and work with others to make a difference has taken him from building computers and writing code in the early days of the Internet at Silicon Valley startups to the executive suite in large multinational companies. He shares his unique experience in the hopes that others can continue to build on it without having to collect quite as many scars along the way. \u003cbr\u003e \u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eIntroduction 1 \u003cbr\u003e \u003cb\u003eChapter 1:\u003c\/b\u003e The Problem with IT Service Delivery 7 \u003cbr\u003eApproach #1: Reduce Delivery Friction 9 \u003cbr\u003e    The Downsides of Targeting Delivery Friction 11 \u003cbr\u003eApproach #2: Managing Service Delivery Risk 12 \u003cbr\u003e    The Downsides of Targeting Service Delivery Risk 14 \u003cbr\u003e    The Essence of Delivery 15 \u003cbr\u003eBeginning the DevOps Journey 17 \u003cbr\u003eSummary 18 \u003cbr\u003e \u003cb\u003eChapter 2:\u003c\/b\u003e How We Make Decisions 21 \u003cbr\u003eExamining the Decision-Making Process 22 \u003cbr\u003eBoyd and the Decision Process 23 \u003cbr\u003eThe OODA Loop 26 \u003cbr\u003eThe Ingredients of Decision Making 29 \u003cbr\u003e    Ingredient 1: The Target Outcome 30 \u003cbr\u003e    Delivering Measures over Outcomes 36 \u003cbr\u003e    Ingredient 2: Friction Elimination 39 \u003cbr\u003e    Ingredient 3: Situational Awareness 42 \u003cbr\u003e    The Challenge of Trust 44 \u003cbr\u003e    The Fragility of Mental Models and Cognitive Biases 45 \u003cbr\u003e    Ingredient 4: Learning 48 \u003cbr\u003e    Failing to Learn 48 \u003cbr\u003eThe Pathway to Improved Decision Making 53 \u003cbr\u003eSummary 54 \u003cbr\u003e \u003cb\u003eChapter 3:\u003c\/b\u003e Mission Command 55 \u003cbr\u003eThe Origins of Mission Command 56 \u003cbr\u003e    Learning How to Lead Effectively the Hard Way 57 \u003cbr\u003eManaging Through Unpredictability 58 \u003cbr\u003e    Knowledge and Awareness Weaknesses 59 \u003cbr\u003e    Misalignments 60 \u003cbr\u003e    Misjudgment of Ecosystem Complexity 61 \u003cbr\u003eThe Anatomy of Mission Command 62 \u003cbr\u003eCommander's Intent 63 \u003cbr\u003e    Brief 66 \u003cbr\u003e    Situational Overview 67 \u003cbr\u003e    Statement of the Desired Outcome or Overall Mission Objective 67 \u003cbr\u003e    Execution Priorities 67 \u003cbr\u003e    Anti-Goals and Constraints 68 \u003cbr\u003eBackbriefing 69 \u003cbr\u003eEinheit: The Power of Mutual Trust 71 \u003cbr\u003e    Creating Einheit in DevOps 74 \u003cbr\u003e    Continual Improvement 75 \u003cbr\u003e    Staff Rides 78 \u003cbr\u003e    After Action Reviews 79 \u003cbr\u003eOrganizational Impacts of Mission Command 80 \u003cbr\u003eSummary 81 \u003cbr\u003e \u003cb\u003eChapter 4:\u003c\/b\u003e Friction 83 \u003cbr\u003eUnderstanding Ohno's Forms of Waste 84 \u003cbr\u003e    Muda (Pure Waste) 86 \u003cbr\u003e    Muri (Overburden) 109 \u003cbr\u003e    Mura (Fluctuation and Irregularity) 113 \u003cbr\u003eSee the Whole 125 \u003cbr\u003eSummary 126 \u003cbr\u003e \u003cb\u003eChapter 5:\u003c\/b\u003e Risk 127 \u003cbr\u003eCynefin and Decision Making 128 \u003cbr\u003e    Ordered Systems 131 \u003cbr\u003e    Unordered Systems 134 \u003cbr\u003eReimagining Risk Management 143 \u003cbr\u003e    Have Clear and Understood Target Outcomes 144 \u003cbr\u003e    Make the Best Choice the Easiest Choice 145 \u003cbr\u003e    Continually Improve Ecosystem Observability 147 \u003cbr\u003eSummary 151 \u003cbr\u003e \u003cb\u003eChapter 6:\u003c\/b\u003e Situational Awareness 153 \u003cbr\u003eMaking Sense of Our Ecosystem 154 \u003cbr\u003eThe Mental Model 157 \u003cbr\u003e    The Problems with Mental Models 158 \u003cbr\u003eCognitive Bias 161 \u003cbr\u003eGaining Better Situational Awareness 163 \u003cbr\u003eFraming 164 \u003cbr\u003e    Finding and Fixing Framing Problems 165 \u003cbr\u003eInformation Flow 169 \u003cbr\u003e    Why Ecosystem Dynamics Matter 169 \u003cbr\u003e    Meeting Your Information Flow Needs 172 \u003cbr\u003eAnalysis and Improvement 181 \u003cbr\u003eSummary 182 \u003cbr\u003e \u003cb\u003eChapter 7:\u003c\/b\u003e Learning 183 \u003cbr\u003eThe Emergence of Skills Attainment Learning 184 \u003cbr\u003e    The Rise of the One Right Way 186 \u003cbr\u003eOutcome-Directed Learning 188 \u003cbr\u003eCreating a Learning Culture 191 \u003cbr\u003eDay-to-Day Kata 191 \u003cbr\u003e    Improvement and Problem-Solving Kata 192 \u003cbr\u003e    The Coaching Practice 193 \u003cbr\u003eSummary 195 \u003cbr\u003e \u003cb\u003eChapter 8:\u003c\/b\u003e Embarking on the DevOps Journey 197 \u003cbr\u003eThe Service Delivery Challenge 204 \u003cbr\u003e    Traditional Delivery Fog in the Service World 205 \u003cbr\u003e    The Challenge of the \"ilities\" 207 \u003cbr\u003eThe Path to Eliminating Service Delivery Fog 209 \u003cbr\u003e    The Role of Managers in Eliminating Service Delivery Fog 210 \u003cbr\u003e    Identifying What You Can or Cannot Know 214 \u003cbr\u003e    Ways the Team Can Eliminate Service Delivery Fog 219 \u003cbr\u003eSummary 220 \u003cbr\u003e \u003cb\u003eChapter 9:\u003c\/b\u003e Service Delivery Maturity and the Service Engineering Lead 221 \u003cbr\u003eModeling Service Delivery Maturity 223 \u003cbr\u003e    The Example of Measuring Code Quality 224 \u003cbr\u003e    Service Delivery Maturity Model Levels 225 \u003cbr\u003e    Service Delivery Maturity Areas of Interest 228 \u003cbr\u003e    Configuration Management and Delivery Hygiene 232 \u003cbr\u003e    Supportability 235 \u003cbr\u003e    Single Point of Failure Mitigation and Coupling Management 239 \u003cbr\u003e    Engagement 241 \u003cbr\u003eThe Service Engineering Lead 243 \u003cbr\u003e    Why Have a Separate Rotating Role? 244 \u003cbr\u003e    How the SE Lead Improves Awareness 246 \u003cbr\u003e    Organizational Configurations with the SE Lead 248 \u003cbr\u003eChallenges to Watch Out For 250 \u003cbr\u003e    Incentivizing Collaboration and Improvement 251 \u003cbr\u003e    Developers Running Production Services 253 \u003cbr\u003e    Overcoming the Operational Experience Gap 254 \u003cbr\u003eSummary 256 \u003cbr\u003e \u003cb\u003eChapter 10:\u003c\/b\u003e Automation 257 \u003cbr\u003eTooling and Ecosystem Conditions 258 \u003cbr\u003eBuilding Sustainable Conditions 260 \u003cbr\u003e    5S 261 \u003cbr\u003e    Seeing Automation 5S in Action 278 \u003cbr\u003eTools \u0026amp; Automation Engineering 283 \u003cbr\u003e    Organizational Details 285 \u003cbr\u003e    Workflow and Sync Points 285 \u003cbr\u003eSummary 287 \u003cbr\u003e \u003cb\u003eChapter 11:\u003c\/b\u003e Instrumentation and Observability 289 \u003cbr\u003eDetermining the \"Right\" Data 291 \u003cbr\u003e    Know the Purpose and Value 293 \u003cbr\u003e    Know the Audience 297 \u003cbr\u003e    Know the Source 302 \u003cbr\u003eMaking the Ecosystem Observable 307 \u003cbr\u003e    Instrumenting for Observability 310 \u003cbr\u003e    Instrumenting Development 310 \u003cbr\u003e    Instrumenting Packaging and Dependencies 314 \u003cbr\u003e    Instrumenting Tooling 316 \u003cbr\u003e    Instrumenting Environment Change and Configuration Management 317 \u003cbr\u003e    Instrumenting Testing 319 \u003cbr\u003e    Instrumenting Production 320 \u003cbr\u003e    Queryable\/Reportable Live Code and Services 321 \u003cbr\u003e    Presenting Task, Change, Incident, and Problem Records Together 321 \u003cbr\u003e    Environment Configuration 322 \u003cbr\u003e    Logging 323 \u003cbr\u003e    Monitoring 324 \u003cbr\u003e    Security Tracking and Analysis 325 \u003cbr\u003e    Service Data 326 \u003cbr\u003ePulling It All Together 327 \u003cbr\u003e    Instrumenting a Wastewater Ecosystem 328 \u003cbr\u003e    Instrumenting an IT Ecosystem 331 \u003cbr\u003eSummary 333 \u003cbr\u003e \u003cb\u003eChapter 12:\u003c\/b\u003e Workflow 335 \u003cbr\u003eWorkflow and Situational Awareness 336 \u003cbr\u003eManaging Work Through Process 337 \u003cbr\u003eManaging Work Organically 339 \u003cbr\u003eThe Tyranny of Dark Matter 340 \u003cbr\u003e    Learning to See the Disconnects in Action 343 \u003cbr\u003e    Resolving Disconnects by Building Context 347 \u003cbr\u003eVisualizing the Flow 349 \u003cbr\u003e    Workflow Board Basics 351 \u003cbr\u003e    State Columns 352 \u003cbr\u003e    State Columns for Operations 353 \u003cbr\u003e    Swim Lanes 355 \u003cbr\u003eTask Cards 358 \u003cbr\u003ePreventing Dark Matter 359 \u003cbr\u003eUsing the Board 362 \u003cbr\u003eSeeing the Problems 363 \u003cbr\u003eLimiting Work in Progress 365 \u003cbr\u003eThe Limits of a Workflow Board 367 \u003cbr\u003e    Managing the Board 367 \u003cbr\u003e    Managing Flow and Improvement 368 \u003cbr\u003eSummary 368 \u003cbr\u003e \u003cb\u003eChapter 13:\u003c\/b\u003e Queue Master 371 \u003cbr\u003eAn Introduction to the Queue Master 372 \u003cbr\u003e    Role Mechanics 374 \u003cbr\u003e     \"Follow the Sun\" Queue Mastering 384 \u003cbr\u003eQueue Master Rollout Challenges 389 \u003cbr\u003e    Team Members Don't See the Value 389 \u003cbr\u003e    More Traditionally Minded Managers Thwarting Rollout 390 \u003cbr\u003e    Pushy Queue Masters 391 \u003cbr\u003e    Junior Team Members as Queue Masters 391 \u003cbr\u003e    Queue Masters Who Struggle to Lead Sync Points 394 \u003cbr\u003eSummary 394 \u003cbr\u003e \u003cb\u003eChapter 14:\u003c\/b\u003e Cycles and Sync Points 395 \u003cbr\u003eInform, Align, Reflect, and Improve 396 \u003cbr\u003e    Top-Down Alignment Control Approach 397 \u003cbr\u003e    Alignment Through Iterative Approaches 397 \u003cbr\u003eService Operations Synchronization and Improvement 400 \u003cbr\u003e    The Tactical Cycle 400 \u003cbr\u003eImportant Differences Between Kickoffs and \u003cbr\u003eSprint Planning 404 \u003cbr\u003e    Daily Standup 408 \u003cbr\u003e    Retrospective 411 \u003cbr\u003e    General Meeting Structure 413 \u003cbr\u003eThe Learning and Improvement Discussion 415 \u003cbr\u003e    The Strategic Cycle 421 \u003cbr\u003eStrategic Review 424 \u003cbr\u003e    General Review Structure 426 \u003cbr\u003e    A3 Problem Solving for the Strategic Review 427 \u003cbr\u003eSummary 432 \u003cbr\u003e \u003cb\u003eChapter 15:\u003c\/b\u003e Governance 433 \u003cbr\u003eFactors for Successful Governance 434 \u003cbr\u003e    Meeting Intent 435 \u003cbr\u003e    No Target Outcome Interference 437 \u003cbr\u003e    Maintain Situational Awareness and Learning 438 \u003cbr\u003eCommon Governance Mistakes 440 \u003cbr\u003e    Poor Requirement Drafting and Understanding 440 \u003cbr\u003e    Using Off-the-Shelf Governance Frameworks 445 \u003cbr\u003e    Out-of-the-Box Process Tooling and Workflows 450 \u003cbr\u003eTips for Effective DevOps Governance 453 \u003cbr\u003e    Understand Governance Intent 454 \u003cbr\u003e    Make It Visible 454 \u003cbr\u003e    Propose Reasonable Solutions 456 \u003cbr\u003e    Automation and Compliance 458 \u003cbr\u003e    Be Flexible and Always Ready to Improve 458 \u003cbr\u003eSummary 460 \u003cbr\u003e \u003cb\u003eAppendix\u003c\/b\u003e 461 \u003cbr\u003e \u003cbr\u003e9780133847505   TOC   6\/7\/2022 \u003cbr\u003e \u003cbr\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864169066839,"sku":"9780133847505","price":29.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780133847505.jpg?v=1722270713"},{"product_id":"professional-product-owner-the-9780134686479","title":"Professional Product Owner The","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003c!--[if gte mso 9]\u003e\u003cxml\u003e \u003c\/xml\u003e\u003c![endif]--\u003e \u003c!--[if gte mso 9]\u003e\u003cxml\u003e Normal 0 false false false EN-US X-NONE X-NONE \u003c\/xml\u003e\u003c![endif]--\u003e \u003c!--[if gte mso 9]\u003e\u003cxml\u003e \u003c\/xml\u003e\u003c![endif]--\u003e \u003c!--[if gte mso 10]\u003e \u003c![endif]--\u003e    \u003cp style=\"margin:0px;\"\u003e\u003cb\u003eDon McGreal\u003c\/b\u003e, in his role as VP of Learning Solutions at Improving (\u003ca href=\"http:\/\/improving.com\" target=\"title=\"\u003eimproving.com\u003c\/a\u003e), is a hands-on agile consultant and instructor. He specializes in agile coaching at the enterprise and product management levels within larger organizations. Don is a \u003ca href=\"http:\/\/Scrum.org\" target=\"title=\"\u003eScrum.org\u003c\/a\u003e Professional Scrum Trainer who has authored and taught classes for thousands of software professionals around the globe. He is also co-founder of \u003ca href=\"http:\/\/TastyCupcakes.org\" target=\"title=\"\u003eTastyCupcakes.org\u003c\/a\u003e, a comprehensive collection of games and exercises for accelerating the adoption of agile principles. Don is a course steward for the \u003ca href=\"http:\/\/Scrum.org\" target=\"title=\"\u003eScrum.org\u003c\/a\u003e P\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eAbout the Author \u003c\/li\u003e\n\u003cli\u003ePart I: Strategy \u003c\/li\u003e\n\u003cli\u003eChapter 1: Agile Product Management \u003c\/li\u003e\n\u003cli\u003eChapter 2: Vision \u003c\/li\u003e\n\u003cli\u003eChapter 3: Value \u003c\/li\u003e\n\u003cli\u003eChapter 4: Validation \u003c\/li\u003e\n\u003cli\u003ePart II: Scrum \u003c\/li\u003e\n\u003cli\u003eChapter 5: Empiricism \u003c\/li\u003e\n\u003cli\u003eChapter 6: Scrum \u003c\/li\u003e\n\u003cli\u003ePart III: Tactics \u003c\/li\u003e\n\u003cli\u003eChapter 7: Product Backlog Management \u003c\/li\u003e\n\u003cli\u003eChapter 8: Release Management \u003c\/li\u003e\n\u003cli\u003eChapter 9: The Successful Product Owner \u003c\/li\u003e\n\u003cli\u003eIndex\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864171393367,"sku":"9780134686479","price":26.09,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780134686479.jpg?v=1722270725"},{"product_id":"professional-scrum-team-the-9780134862156","title":"Professional Scrum Team The","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003ePeter Götz\u003c\/b\u003e is a consultant, trainer, and coach. He began his career as a Java software developer in 2001 and moved into consulting in 2006. He is also a Professional Scrum Trainer for Scrum.org and has been assisting teams as a Scrum Coach since 2008. As one of the stewards for the Professional Scrum Developer training, he maintains and develops the course material and learning path. He is passionate about software architecture and DevOps and likes to discuss ways to improve the work Scrum Teams do by using modern architectural styles and engineering practices to improve flow. Peter lives near Munich with his wife and their three children, and only has hobbies that start with b: brewing beer, baking bread, and beekeeping. He tried sailing once but only could enjoy it when he realized he was sitting in a boat. Find him on Twitter as @petersgoetz or visit his website, \u003ca href=\"http:\/\/pgoetz.de\/en\"\u003epgoetz.de\/en\u003c\/a\u003e. \u003cbr\u003e \u003cbr\u003e \u003cb\u003eUwe M. Schirmer\u003c\/b\u003e is a certified Scrum expert, softwa\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003ci\u003eForeword xi\u003cbr\u003eIntroduction xv\u003cbr\u003eAcknowledgments xxi\u003cbr\u003eAbout the Authors xxv\u003c\/i\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 1: Being an Effective Scrum Team 1\u003c\/b\u003e \u003cbr\u003eCollaboration Between Product Owner and Development Team 3 \u003cbr\u003eCreating Transparency as a Scrum Team 10 \u003cbr\u003eSummary 25 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 2: Common Problems 27\u003c\/b\u003e \u003cbr\u003eMissing Basics 29 \u003cbr\u003eCommon Misunderstandings about Scrum 38 \u003cbr\u003eAvoidable Errors 46 \u003cbr\u003eSummary 54 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 3: Scrum Is Not Enough 55\u003c\/b\u003e \u003cbr\u003eStrategy: Take Care of the Big Picture 56 \u003cbr\u003eTactics: Work from Idea to Result 62 \u003cbr\u003eHow to Improve Cross-functionality 71 \u003cbr\u003eCoping with Constant Change 77 \u003cbr\u003eSummary 83 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 4: Releasable Is Less Than Released 85\u003c\/b\u003e \u003cbr\u003eWhat Is DevOps? 86 \u003cbr\u003eHow to Combine Scrum and DevOps 91 \u003cbr\u003eSummary 99 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 5: Resolving Conflict 101\u003c\/b\u003e \u003cbr\u003eConflict That Can Be Solved by People Involved 102 \u003cbr\u003eConflict That Needs Outside Intervention 107 \u003cbr\u003eToxic Conflict That Needs Stronger Intervention 114 \u003cbr\u003eSummary 119 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 6: Measure Success 121\u003c\/b\u003e \u003cbr\u003eWorking Toward Goals 122 \u003cbr\u003eImproving Team Results 132 \u003cbr\u003eSummary 141 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 7: Scrum and Management 143\u003c\/b\u003e \u003cbr\u003eThe Role of Management in Scrum 144 \u003cbr\u003eHow to Enable Self-organization 148 \u003cbr\u003eSummary 152 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 8: The Agile Organization 153\u003c\/b\u003e \u003cbr\u003eOrganizational Structures Can Either Help or Hinder Scrum 154 \u003cbr\u003eComplex Organizations Need Radical Simplicity 159 \u003cbr\u003eSummary 164 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 9: Continuous Improvement Never Stops 167\u003c\/b\u003e \u003cbr\u003eHow to Keep Improvement Continuous 168 \u003cbr\u003eRetrospectives as the Driver for Improvement 173 \u003cbr\u003eWill Scrum Ever Be Complete? 176 \u003cbr\u003eSummary 182 \u003cbr\u003e \u003cbr\u003e \u003ci\u003eBibliography 183\u003cbr\u003eIndex 185\u003c\/i\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864172179799,"sku":"9780134862156","price":24.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780134862156.jpg?v=1722270730"},{"product_id":"agile-leadership-toolkit-9780135224960","title":"Agile Leadership Toolkit","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003ePeter Koning is an author, speaker, and senior consultant who has more than fifteen years of experience as an agile leader. He has led several agile departments and improved the agile way of working at different companies. He has coached, mentored, and trained dozens of agile leadership teams. Through his work, he has developed and refined a concrete and cohesive toolkit for agile leaders. He also founded his own company: Re-Lead (https:\/\/re-lead.co\/en\/), where he works to refresh, redefine, and reinvent leadership.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003ci\u003eForeword xi\u003cbr\u003ePreface xiii\u003cbr\u003eAcknowledgments xxiii\u003cbr\u003eAbout the Author xxv\u003c\/i\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart 1: Co-Create Goals 1\u003c\/b\u003e \u003cbr\u003e1.1 How Do You Set the Right Goals? 3 \u003cbr\u003e1.2 How Do You Find the Right KVIs? 13 \u003cbr\u003e1.3 How to Visualize the Customer Impact? 23 \u003cbr\u003eSummary of Part 1–Co-Create Goals 31 \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart 2: Facilitate Ownership 37\u003c\/b\u003e \u003cbr\u003e2.1 When Do Teams Take Ownership? 39 \u003cbr\u003e2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better? 49 \u003cbr\u003e2.3 How Mature Is My Team? 57 \u003cbr\u003e2.4 How Do Typical Teams Grow? 63 \u003cbr\u003e2.5 How Can the Borders Be Aligned with the Maturity? 69 \u003cbr\u003e2.6 When Does the Ownership Model Work and When Does It Not? 77 \u003cbr\u003eSummary of Part 2–Facilitate Ownership 81 \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart 3: Learn Faster 89\u003c\/b\u003e \u003cbr\u003e3.1 How Do You Know Your Teams Are Doing the Right Things? 91 \u003cbr\u003e3.2 How Quickly Do My Teams Learn from Users? 101 \u003cbr\u003e3.3 How Can the Learning Loop Be Put into Practice? 109 \u003cbr\u003e3.4 How Can Teams Implement Big Ideas in Small Steps? 117 \u003cbr\u003e3.5 Minimize the Blast Radius 127 \u003cbr\u003eSummary of Part 3–Learn Faster 131 \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart 4: Design Healthy Habits 137\u003c\/b\u003e \u003cbr\u003e4.1 How Do You Stimulate an Agile Culture? 139 \u003cbr\u003e4.2 How Do You Design Healthy Habits? 153 \u003cbr\u003e4.3 Can You Anchor the Cultural Improvement? 165 \u003cbr\u003e4.4 What Is a Healthy Habit to Implement Improvements? 171 \u003cbr\u003eSummary of Part 4–Design Healthy Habits 187 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eThe Agile Leader as Culture Leader 189\u003c\/b\u003e \u003cbr\u003eConcrete Questions 189 \u003cbr\u003eAfter Reading This Book 193 \u003cbr\u003eWhy a New Toolkit? 194 \u003cbr\u003eAgile Leadership Toolkit 195 \u003cbr\u003e \u003cbr\u003e \u003ci\u003eIndex 199\u003c\/i\u003e \u003cbr\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864172540247,"sku":"9780135224960","price":24.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780135224960.jpg?v=1722270730"},{"product_id":"creating-agile-organizations-9780135853191","title":"Creating Agile Organizations","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cdiv\u003e  \u003cb\u003eCesario Ramos\u003c\/b\u003e works worldwide as a senior management consultant on large-scale Agile adoptions in the financial and high-tech industries. His international experience, a strong background in technology, and passion for people make him an influential partner in organization design and in leading the adoption of Agile. Cesario has a MSc in mathematics and computing science from the University of Eindhoven and is also a Certified LeSS Trainer and Professional Scrum Trainer from Scrum.org. Outside of his consulting work, Cesario has served as a Java\/C# developer, lead software architect, CTO, and as a product manager. He is also the author of  \u003ci\u003eCreate Agile Organizations, A Scrum Book\u003c\/i\u003e, and  \u003ci\u003eEMERGENT -- Lean \u0026amp; Agile Adoption for an Innovative Workplace\u003c\/i\u003e. \u003c\/div\u003e \u003cdiv\u003e    \u003c\/div\u003e \u003cdiv\u003e  \u003cb\u003eIlia Pavlichenko\u003c\/b\u003e leads Agile transformations in companies around the world. He is an organization design consultant with a rigorous focus on coaching senior management. Ili\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e \u003ci\u003eForeword by Craig Larman\u003c\/i\u003e  xix \u003cbr\u003e \u003ci\u003eForeword by Dave West\u003c\/i\u003e  xxi \u003cbr\u003e \u003ci\u003ePreface\u003c\/i\u003e  xxiii \u003cbr\u003e \u003ci\u003eIntroduction\u003c\/i\u003e  xxvii \u003cbr\u003e \u003ci\u003eAcknowledgments\u003c\/i\u003e  xxxv \u003cbr\u003e \u003ci\u003eAbout the Authors\u003c\/i\u003e  xxxvii \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart I: Foundational Concepts\u003c\/b\u003e  1 \u003cbr\u003eChapter 1: Organizing for Adaptability  3   Hello, VUCA World!  3  \u003cbr\u003eWhat Is an Agile Organization Design?  4  \u003cbr\u003eTypical Problems When Adopting Agility  6  \u003cbr\u003eAvoid Copy–Paste Scaling: A Typical Scaling Approach  10  \u003cbr\u003eOverview of an Agile Organization Design  11  \u003cbr\u003eSummary  16  \u003cbr\u003eReferences  17  \u003cbr\u003eChapter 2: Systems Thinking  19   Basics of Systems Thinking  19  \u003cbr\u003eApplying Systems Thinking  31  \u003cbr\u003eSummary  48  \u003cbr\u003eReferences  49  \u003cbr\u003eChapter 3: Optimize for Adaptiveness  51   What It Means to Be Adaptable  53  \u003cbr\u003eFlow Efficiency  54  \u003cbr\u003eBehavior of Queues  54  \u003cbr\u003eQueueing System Structures  61  \u003cbr\u003eAlgorithm for Dealing with Queues  62  \u003cbr\u003eChoose an Operational Strategy  63  \u003cbr\u003eSummary  67  \u003cbr\u003eReferences  68  \u003cbr\u003eChapter 4: Agile Organizational Design  69   Why Organizational Redesign?  70  \u003cbr\u003eBusiness Strategy Drives Organizational Design  71  \u003cbr\u003eOverview of a Design Process  72  \u003cbr\u003eAgile Organization Design Guidelines  73  \u003cbr\u003eAgile vs. Traditional Human Resources Management  101  \u003cbr\u003eSummary  104  \u003cbr\u003eReferences  105  \u003cbr\u003eChapter 5: An Agile Adoption Approach  107   Principles of an Agile Adoption  107  \u003cbr\u003eOverview of an Adoption Approach  109  \u003cbr\u003eOverarching Adoption Guidelines  111  \u003cbr\u003eApplying Systems Thinking in Organizational Coaching  120  \u003cbr\u003eSummary  130  \u003cbr\u003eReferences  131  \u003cbr\u003eChapter 6: Coaching for Change  133   Guideline 1: Influence People  134  \u003cbr\u003eGuideline 2: Co-Create the Change  136  \u003cbr\u003eGuideline 3: Voluntary Participation  139  \u003cbr\u003eGuideline 4: Acknowledge the Loss  144  \u003cbr\u003eGuideline 5: Deliver the Message Continually  147  \u003cbr\u003eGuideline 6: Help People to Cross the Edge  149  \u003cbr\u003eGuideline 7: Axes of Change  153  \u003cbr\u003eGuideline 8: Find the Right Balance of Radical\/Incremental Change  159  \u003cbr\u003eSummary  161  \u003cbr\u003eReferences  162  \u003cbr\u003e \u003cb\u003ePart II: Applying the Concepts\u003c\/b\u003e  165 \u003cbr\u003eChapter 7: Group Facilitation  167   Principles of Facilitation  167  \u003cbr\u003eWorkshop Design  172  \u003cbr\u003eFacilitating Scrum Events  178  \u003cbr\u003eSummary  195  \u003cbr\u003eReferences  196  \u003cbr\u003eChapter 8: Preparing the Product Group  197   Areas of Concern for Successful Preparation  197  \u003cbr\u003eArea 1: Involve the Managers  198  \u003cbr\u003eArea 2: Understand the Current Reality  204  \u003cbr\u003eArea 3: Create a Vision of the Future  221  \u003cbr\u003eArea 4: Identify the Product Group  233  \u003cbr\u003eOrganizational Design to Eliminate Dependencies  242  \u003cbr\u003eSummary  249  \u003cbr\u003eReferences  250  \u003cbr\u003eChapter 9: Launching the Product Group  251   Menu of Available Choices  252  \u003cbr\u003eInitial Product Backlog Refinement  253  \u003cbr\u003eDefine the Definition of Done  257  \u003cbr\u003eFeature Team Adoption Map  260  \u003cbr\u003eSelf-Designing Team Workshop  265  \u003cbr\u003eTeam Lift-Off  270  \u003cbr\u003eIdentify and Launch Communities  282  \u003cbr\u003eIdentify Coordination Mechanisms  284  \u003cbr\u003eCreate Useful Checklists  286  \u003cbr\u003eSummary  288  \u003cbr\u003eReferences  289  \u003cbr\u003eChapter 10: Coaching Teams  291   The Building Blocks of the Agile Organization  291  \u003cbr\u003eObservations of an Agile Team  292  \u003cbr\u003eBuilding on the Team Lift-Off: Coaching Multifunctional Learning  296  \u003cbr\u003eDealing with Recurrent Complex Problems in Teams: Systems Team Coaching  315  \u003cbr\u003eImproving Team Dynamics: Trust  329  \u003cbr\u003eFacilitate Feedback Loops for Learning: Learning New Practices  332  \u003cbr\u003eSummary  335  \u003cbr\u003eReferences  335  \u003cbr\u003eChapter 11: Guiding the Product Ownership  337   What Makes a Team Product Owner?  337  \u003cbr\u003eThe Product Owner in a Senior Position   341  \u003cbr\u003eProduct Ownership Measures  345  \u003cbr\u003eCustomer Understanding   347  \u003cbr\u003eThe Product Owner Process  349  \u003cbr\u003eStakeholder Alignment   351  \u003cbr\u003eProduct Owner Leadership   354  \u003cbr\u003eSummary  356  \u003cbr\u003eReferences   357  \u003cbr\u003e \u003cb\u003eAppendix Case Studies and Workshop Examples\u003c\/b\u003e  359 \u003cbr\u003e \u003cbr\u003e \u003ci\u003eIndex\u003c\/i\u003e  413 \u003cbr\u003e \u003cbr\u003e\n\u003c\/div\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864173359447,"sku":"9780135853191","price":27.54,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780135853191.jpg?v=1722270734"},{"product_id":"retrospectives-antipatterns-9780136823360","title":"Retrospectives Antipatterns","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eAino Vonge Corry\u003c\/b\u003e, independent consultant, has facilitated retrospectives for over a decade, written about facilitation for almost as long, and spoken widely and taught courses worldwide on the subject. She holds a PhD in computer science with a focus on design patterns in object-oriented design and OO language constructs: pattern-glasses that have been invaluable in formulating experience for others to learn from. She has taught for over two decades, in both university and industry settings.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003ci\u003eForeword xv\u003cbr\u003ePreface xvii\u003cbr\u003eAcknowledgments xxxv\u003cbr\u003eAbout the Author xxxvii\u003c\/i\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eThe Story Begins 1\u003cbr\u003e\u003cbr\u003ePart I: Structural Antipatterns 2\u003cbr\u003e\u003cbr\u003eChapter 1: Wheel of Fortune 4\u003c\/b\u003e \u003cbr\u003eContext 6 \u003cbr\u003eGeneral Context 7 \u003cbr\u003eAntipattern Solution 7 \u003cbr\u003eConsequences 7 \u003cbr\u003eSymptoms 8 \u003cbr\u003eRefactored Solution 9 \u003cbr\u003eOnline Aspect 12 \u003cbr\u003ePersonal Anecdote 13 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 2: Prime Directive Ignorance 16\u003c\/b\u003e \u003cbr\u003eContext 18 \u003cbr\u003eGeneral Context 20 \u003cbr\u003eAntipattern Solution 21 \u003cbr\u003eConsequences 21 \u003cbr\u003eSymptoms 22 \u003cbr\u003eRefactored Solution 22 \u003cbr\u003eOnline Aspect 23 \u003cbr\u003ePersonal Anecdote 23 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 3: In the Soup 26\u003c\/b\u003e \u003cbr\u003eContext 28 \u003cbr\u003eGeneral Context 28 \u003cbr\u003eAntipattern Solution 29 \u003cbr\u003eConsequences 29 \u003cbr\u003eSymptoms 30 \u003cbr\u003eRefactored Solution 30 \u003cbr\u003eOnline Aspect 34 \u003cbr\u003ePersonal Anecdote 34 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 4: Overtime 36\u003cbr\u003e\u003c\/b\u003eContext 38 \u003cbr\u003eGeneral Context 39 \u003cbr\u003eAntipattern Solution 39 \u003cbr\u003eConsequences 39 \u003cbr\u003eSymptoms 40 \u003cbr\u003eRefactored Solution 40 \u003cbr\u003eOnline Aspect 43 \u003cbr\u003ePersonal Anecdote 43 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 5: Small Talk 46\u003c\/b\u003e \u003cbr\u003eContext 48 \u003cbr\u003eGeneral Context 48 \u003cbr\u003eAntipattern Solution 48 \u003cbr\u003eConsequences 49 \u003cbr\u003eSymptoms 49 \u003cbr\u003eRefactored Solution 49 \u003cbr\u003eOnline Aspect 51 \u003cbr\u003ePersonal Anecdote 51 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 6: Unfruitful Democracy 54\u003c\/b\u003e \u003cbr\u003eContext 56 \u003cbr\u003eGeneral Context 56 \u003cbr\u003eAntipattern Solution 57 \u003cbr\u003eConsequences 57 \u003cbr\u003eSymptoms 58 \u003cbr\u003eRefactored Solution 58 \u003cbr\u003eOnline Aspect 60 \u003cbr\u003ePersonal Anecdote 61 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 7: Nothing to Talk About 62\u003c\/b\u003e \u003cbr\u003eContext 64 \u003cbr\u003eGeneral Context 64 \u003cbr\u003eAntipattern Solution 64 \u003cbr\u003eConsequences 65 \u003cbr\u003eSymptoms 65 \u003cbr\u003eRefactored Solution 65 \u003cbr\u003eOnline Aspect 70 \u003cbr\u003ePersonal Anecdote 71 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 8: Political Vote 74\u003c\/b\u003e \u003cbr\u003eContext 76 \u003cbr\u003eGeneral Context 77 \u003cbr\u003eAntipattern Solution 77 \u003cbr\u003eConsequences 78 \u003cbr\u003eSymptoms 78 \u003cbr\u003eRefactored Solution 78 \u003cbr\u003eOnline Aspect 79 \u003cbr\u003ePersonal Anecdote 79 \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart II: Planning Antipatterns 80\u003cbr\u003e\u003cbr\u003eChapter 9: Team, Really? 82\u003c\/b\u003e \u003cbr\u003eContext 84 \u003cbr\u003eGeneral Context 85 \u003cbr\u003eAntipattern Solution 85 \u003cbr\u003eConsequences 85 \u003cbr\u003eSymptoms 86 \u003cbr\u003eRefactored Solution 86 \u003cbr\u003eOnline Aspect 87 \u003cbr\u003ePersonal Anecdote 88 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 10: Do It Yourself 90\u003c\/b\u003e \u003cbr\u003eContext 92 \u003cbr\u003eGeneral Context 92 \u003cbr\u003eAntipattern Solution 92 \u003cbr\u003eConsequences 93 \u003cbr\u003eSymptoms 93 \u003cbr\u003eRefactored Solution 94 \u003cbr\u003eOnline Aspect 96 \u003cbr\u003ePersonal Anecdote 96 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 11: Death by Postponement 98\u003c\/b\u003e \u003cbr\u003eContext 100 \u003cbr\u003eGeneral Context 100 \u003cbr\u003eAntipattern Solution 100 \u003cbr\u003eConsequences 101 \u003cbr\u003eSymptoms 101 \u003cbr\u003eRefactored Solution 102 \u003cbr\u003eOnline Aspect 103 \u003cbr\u003ePersonal Anecdote 104 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 12: Get It Over With 106\u003c\/b\u003e \u003cbr\u003eContext 108 \u003cbr\u003eGeneral Context 108 \u003cbr\u003eAntipattern Solution 108 \u003cbr\u003eConsequences 109 \u003cbr\u003eSymptoms 109 \u003cbr\u003eRefactored Solution 109 \u003cbr\u003eOnline Aspect 110 \u003cbr\u003ePersonal Anecdote 111 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 13: Disregard for Preparation 114\u003c\/b\u003e \u003cbr\u003eContext 116 \u003cbr\u003eGeneral Context 117 \u003cbr\u003eAntipattern Solution 118 \u003cbr\u003eConsequences 118 \u003cbr\u003eSymptoms 119 \u003cbr\u003eRefactored Solution 120 \u003cbr\u003eOnline Aspect 122 \u003cbr\u003ePersonal Anecdote 123 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 14: Suffocating 124\u003c\/b\u003e \u003cbr\u003eContext 126 \u003cbr\u003eGeneral Context 127 \u003cbr\u003eAntipattern Solution 127 \u003cbr\u003eConsequences 127 \u003cbr\u003eSymptoms 127 \u003cbr\u003eRefactored Solution 128 \u003cbr\u003eOnline Aspect 128 \u003cbr\u003ePersonal Anecdote 129 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 15: Curious Manager 130\u003c\/b\u003e \u003cbr\u003eContext 132 \u003cbr\u003eGeneral Context 132 \u003cbr\u003eAntipattern Solution 133 \u003cbr\u003eConsequences 133 \u003cbr\u003eSymptoms 133 \u003cbr\u003eRefactored Solution 133 \u003cbr\u003eOnline Aspect 134 \u003cbr\u003ePersonal Anecdote 134 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 16: Peek-A-Boo 136\u003c\/b\u003e \u003cbr\u003eContext 138 \u003cbr\u003eGeneral Context 138 \u003cbr\u003eAntipattern Solution 139 \u003cbr\u003eConsequences 139 \u003cbr\u003eSymptoms 140 \u003cbr\u003eRefactored Solution 140 \u003cbr\u003eOnline Aspect 143 \u003cbr\u003ePersonal Anecdote 143 \u003cbr\u003e \u003cbr\u003e \u003cb\u003ePart III: People Antipatterns 146\u003cbr\u003e\u003cbr\u003eChapter 17: Disillusioned Facilitator 148\u003c\/b\u003e \u003cbr\u003eContext 150 \u003cbr\u003eGeneral Context 151 \u003cbr\u003eAntipattern Solution 151 \u003cbr\u003eConsequences 151 \u003cbr\u003eSymptoms 151 \u003cbr\u003eRefactored Solution 152 \u003cbr\u003eOnline Aspect 153 \u003cbr\u003ePersonal Anecdote 153 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 18: Loudmouth 156\u003c\/b\u003e \u003cbr\u003eContext 158 \u003cbr\u003eGeneral Context 158 \u003cbr\u003eAntipattern Solution 158 \u003cbr\u003eConsequences 159 \u003cbr\u003eSymptoms 160 \u003cbr\u003eRefactored Solution 160 \u003cbr\u003eOnline Aspect 162 \u003cbr\u003ePersonal Anecdote 162 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 19: Silent One 166\u003c\/b\u003e \u003cbr\u003eContext 168 \u003cbr\u003eGeneral Context 168 \u003cbr\u003eAntipattern Solution 169 \u003cbr\u003eConsequences 169 \u003cbr\u003eSymptoms 169 \u003cbr\u003eRefactored Solution 170 \u003cbr\u003eOnline Aspect 171 \u003cbr\u003ePersonal Anecdote 172 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 20: Negative One 174\u003c\/b\u003e \u003cbr\u003eContext 176 \u003cbr\u003eGeneral Context 176 \u003cbr\u003eAntipattern Solution 176 \u003cbr\u003eConsequences 177 \u003cbr\u003eSymptoms 177 \u003cbr\u003eRefactored Solution 177 \u003cbr\u003eOnline Aspect 179 \u003cbr\u003ePersonal Anecdote 180 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 21: Negative Team 182\u003c\/b\u003e \u003cbr\u003eContext 184 \u003cbr\u003eGeneral Context 184 \u003cbr\u003eAntipattern Solution 184 \u003cbr\u003eConsequences 185 \u003cbr\u003eSymptoms 185 \u003cbr\u003eRefactored Solution 186 \u003cbr\u003eOnline Aspect 187 \u003cbr\u003ePersonal Anecdote 187 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 22: Lack of Trust 188\u003c\/b\u003e \u003cbr\u003eContext 190 \u003cbr\u003eGeneral Context 191 \u003cbr\u003eAntipattern Solution 191 \u003cbr\u003eConsequences 191 \u003cbr\u003eSymptoms 191 \u003cbr\u003eRefactored Solution 192 \u003cbr\u003eOnline Aspect 197 \u003cbr\u003ePersonal Anecdote 197 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 23: Different Cultures 202\u003c\/b\u003e \u003cbr\u003eContext 204 \u003cbr\u003eGeneral Context 204 \u003cbr\u003eAntipattern Solution 204 \u003cbr\u003eConsequences 205 \u003cbr\u003eSymptoms 205 \u003cbr\u003eRefactored Solution 205 \u003cbr\u003eOnline Aspect 207 \u003cbr\u003ePersonal Anecdote 207 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eChapter 24: Dead Silence 210\u003c\/b\u003e \u003cbr\u003eContext 212 \u003cbr\u003eGeneral Context 212 \u003cbr\u003eAntipattern Solution 213 \u003cbr\u003eConsequences 213 \u003cbr\u003eSymptoms 214 \u003cbr\u003eRefactored Solution 214 \u003cbr\u003eOnline Aspect 216 \u003cbr\u003ePersonal Anecdote 216 \u003cbr\u003e \u003cbr\u003e \u003cb\u003eConclusion 219\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003ci\u003eReferences 221\u003cbr\u003eIndex 225\u003c\/i\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864174244183,"sku":"9780136823360","price":19.54,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780136823360.jpg?v=1722270740"},{"product_id":"essential-scrum-9780137043293","title":"Essential Scrum","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"Agile coaches, you're gonna be happy with this book. Kenny Rubin has created an indispensable resource for us. Do you have a manager that just doesn't 'get it'? Hand them this book and ask them to flip to Chapter 3 for a complete explanation of how Scrum is less risky than plan-driven management. It's written just for them-in management-speak. Want to help the team come to a common understanding of Scrum? The visual icon language used throughout this book will help you help them. These are just two ways this book can aid you to coach Scrum teams. Use it well.\" -Lyssa Adkins, Coach of Agile Coaches, Agile Coaching Institute; author, Coaching Agile Teams \"One of the best, most comprehensive descriptions of the core Scrum framework out there! Essential Scrum is for anyone-new to or experienced with Scrum-who's interested in the most important aspects of the process. Kenny does an excellent job of distilling the key tenets of the Scrum framework into a simple format with compelling visuals. As a Scrum coach for many teams, I continually reference the material for new ways to help teams that are learning and practicing the framework. I've seen Scrum continually misinterpreted and poorly implemented by big companies and tool vendors for more than ten years. Reading this book will help you get back to the basics and focus on what's important.\" -Joe Balistrieri, Process Development Manager, Rockwell Automation \"Corporate IT leadership, which has been slow to embrace agile methods, would benefit immensely from giving a copy of this book to all of their project and delivery managers. Kenny Rubin has laid out in this book all the pragmatic business case and process materials needed for any corporate IT shop to successfully implement Scrum.\" -John F. Bauer III, veteran of technical solution delivery in large corporate IT shops \"Kenny's extensive experience as a consultant, trainer, and past managing director of the Scrum Alliance is evident in this book. Along with providing the basics and introduction to Scrum, this book addresses the questions of masses-what happens to project managers? Essential Scrum helps us understand the big picture and guides how organization leaders can support and be involved with their Scrum teams for successful agile transformations.\" -Sameer S. Bendre CSM, PMP, Senior Consultant, 3i Infotech Inc. \"If you're new to agile development or to Scrum, this book will give you a flying start. The examples and descriptions are clear and vivid, and you'll often find yourself asking a question just before the book addresses that very topic.\" -Johannes Brodwall, Principal Solution Architect, Steria Norway \"Kenny's well-structured explanations have a clarity to them that echoes the sensibilities of Smalltalk-the development environment with which he worked for years and from which both Scrum and Extreme Programming were born. This book pulls together a thorough set of agile management principles that really hit the mark and will no doubt guide you toward a more effective agile approach.\" -Rowan Bunning, Founder, Scrum WithStyle \"There are lots of books on Scrum these days, but this book takes a new angle, a reality check for software practitioners. Kenny uses real-world examples and clear illustrations to show what makes a solid foundation for successful agile development. Readers will understand the value of building quality in, and the reality that we can't get everything right up front; we must work incrementally and learn as we go. It might have 'Scrum' in the title, but the book leverages effective practices from the larger agile universe to help managers and their teams succeed.\" -Lisa Crispin, coauthor, Agile Testing \"Kenny Rubin managed to write the book that I want everyone associated with Scrum development to read! He covers everything you'll need to know about Scrum and more!\" -Martine Devos, European Scrum Pioneer and Certified Scrum Trainer \"I've reviewed a number of agile books in the past few years, so the question of 'Do we really need another one?' always comes to my mind. In the case of Kenny's book, I very much believe the answer is 'yes.' Getting the benefit of different, experienced perspectives on commonly encountered and needed material is valuable. Kenny has one of those valuable perspectives. One unique aspect of the book is an interesting 'iconography'-a new icon language for Scrum and agile that Kenny has created. I believe you'll find value-added material in this book to expand your ideas for how Scrum can be applied.\" -Scott Duncan, Agile\/Scrum coach and trainer \"Anyone who has had Scrum training or has been part of a Scrum team will find Essential Scrum to be a great follow-up read. It dives into the details of how to become more agile through implementing Scrum processes, and it explains exactly how to break down complex projects into manageable initiatives (or 'sprints'). Kenny Rubin provides a wealth of relevant case studies on what worked-or what didn't-in a variety of organizations. The simple layout and businesslike graphics make it easy to scan quickly and find specific topics. Any organization that is seeking to evolve from a traditional waterfall approach toward a more agile methodology will find Essential Scrum a definitive guidebook for the journey.\" -Julia Frazier, product manager \"Developing software is hard. Adopting a new way of working while in a project is even harder. This book offers a bypass of many of the pitfalls and will accelerate a team's ability to produce business value and become successful with Scrum. I wish I had this kind of book when I started using Scrum.\" -Geir Hedemark, Development Manager, Basefarm AS \"I am convinced that Essential Scrum will become the foundation reference for the next generation of Scrum practitioners. Not only is it the most comprehensive introduction to Scrum in publication today, but it is also extremely well written and easy on the eye with its fantastic new visual Scrum language. If that isn't enough, Kenny shares a range of his valuable personal insights and experiences that we can all certainly learn from.\" -Ilan Goldstein, Agile Solutions Manager, Reed Elsevier \"Scrum is elegantly simple, yet deceptively complex. In Essential Scrum, Kenny Rubin provides us with a step-by-step guide to those complexities while retaining the essential simplicity. Real-world experiences coupled with enlightening illustrations make Scrum come to life. For senior managers and team members alike, this is a must-read book if you are starting or considering whether to implement Scrum in your organization. This will certainly be a book recommended to my students.\" -John Hebley, Hebley \u0026amp; Associates \"Kenny unpacks a wealth of wisdom and knowledge in Essential Scrum, providing valuable and comprehensive insights to the practical application of agile\/Scrum. Whether you're new to agile or are looking to reach a greater maturity of continuous improvement in your organization, this is a definitive handbook for your toolbox.\" -David Luzquinos, Head of Agile Enablement, Agile Coach, Betfair \"Kenny Rubin continues to provide clarity and insight into adopting agile in a pragmatic way. In one hand he holds the formal or ideal Scrum definition and in the other, the pragmatic application of it. He brings the wisdom of his workshops and years of experience to the table, and now for you to read in his latest book. If you are about to start out on your agile adoption journey or are seeking guidance midcourse, grab a copy.\" -Cuan Mulligan, freelance coactive Agile coach \"A decade after publication of the first Scrum books, it is time to combine the essential aspects of the Scrum framework with the practical experiences and approaches of the last ten years. Kenny Rubin does so in a satisfying and nondogmatic way. The reader gets a pragmatic look at Scrum and learns when and how to best apply Scrum to achieve business benefits.\" -Yves Stalgies, PhD, Director IT, www.etracker.com \"Adoption of Scrum is most successful when everyone involved-even peripherally-with product development has a good understanding of the fundamentals. Essential Scrum provides an ideal overview of both the big picture and the details in an accessible style. It is sure to become a standard reference.\" -Kevin Tureski, Principal, Kevin Tureski Consulting\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eList of Figures xxv\u003c\/p\u003e \u003cp\u003eForeword by Mike Cohn xxxi\u003c\/p\u003e \u003cp\u003eForeword by Ron Jeffries xxxiii\u003c\/p\u003e \u003cp\u003ePreface xxxv\u003c\/p\u003e \u003cp\u003eAcknowledgments xxxix\u003c\/p\u003e \u003cp\u003eAbout the Author xliii\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 1: Introduction 1\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eWhat Is Scrum? 1\u003c\/p\u003e \u003cp\u003eScrum Origins 3\u003c\/p\u003e \u003cp\u003eWhy Scrum? 4\u003c\/p\u003e \u003cp\u003eGenomica Results 4\u003c\/p\u003e \u003cp\u003eCan Scrum Help You? 5\u003c\/p\u003e \u003cp\u003eClosing 10\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart I: Core Concepts 11\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 2: Scrum Framework 13\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 13\u003c\/p\u003e \u003cp\u003eScrum Roles 14\u003c\/p\u003e \u003cp\u003eScrum Activities and Artifacts 16\u003c\/p\u003e \u003cp\u003eClosing 28\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 3: Agile Principles 29\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 29\u003c\/p\u003e \u003cp\u003eVariability and Uncertainty 32\u003c\/p\u003e \u003cp\u003ePrediction and Adaptation 37\u003c\/p\u003e \u003cp\u003eJust-in-Time Work 43\u003c\/p\u003e \u003cp\u003eValidated Learning 44\u003c\/p\u003e \u003cp\u003eWork in Process (WIP) 48\u003c\/p\u003e \u003cp\u003eProgress 54\u003c\/p\u003e \u003cp\u003ePerformance 56\u003c\/p\u003e \u003cp\u003eClosing 58\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 4: Sprints 61\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 61\u003c\/p\u003e \u003cp\u003eTimeboxed 62\u003c\/p\u003e \u003cp\u003eShort Duration 64\u003c\/p\u003e \u003cp\u003eConsistent Duration 67\u003c\/p\u003e \u003cp\u003eNo Goal-Altering Changes 69\u003c\/p\u003e \u003cp\u003eDefinition of Done 74\u003c\/p\u003e \u003cp\u003eClosing 78\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 5: Requirements and User Stories 79\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 79\u003c\/p\u003e \u003cp\u003eUsing Conversations 81\u003c\/p\u003e \u003cp\u003eProgressive Refinement 82\u003c\/p\u003e \u003cp\u003eWhat Are User Stories? 83\u003c\/p\u003e \u003cp\u003eLevel of Detail 86\u003c\/p\u003e \u003cp\u003eINVEST in Good Stories 88\u003c\/p\u003e \u003cp\u003eNonfunctional Requirements 93\u003c\/p\u003e \u003cp\u003eKnowledge-Acquisition Stories 93\u003c\/p\u003e \u003cp\u003eGathering Stories 95\u003c\/p\u003e \u003cp\u003eClosing 98\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 6: Product Backlog 99\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 99\u003c\/p\u003e \u003cp\u003eProduct Backlog Items 100\u003c\/p\u003e \u003cp\u003eGood Product Backlog Characteristics 101\u003c\/p\u003e \u003cp\u003eGrooming 104\u003c\/p\u003e \u003cp\u003eDefinition of Ready 108\u003c\/p\u003e \u003cp\u003eFlow Management 110\u003c\/p\u003e \u003cp\u003eWhich and How Many Product Backlogs? 112\u003c\/p\u003e \u003cp\u003eClosing 118\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 7: Estimation and Velocity 119\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 119\u003c\/p\u003e \u003cp\u003eWhat and When We Estimate 120\u003c\/p\u003e \u003cp\u003ePBI Estimation Concepts 123\u003c\/p\u003e \u003cp\u003ePBI Estimation Units 128\u003c\/p\u003e \u003cp\u003ePlanning Poker 129\u003c\/p\u003e \u003cp\u003eWhat Is Velocity? 133\u003c\/p\u003e \u003cp\u003eCalculate a Velocity Range 134\u003c\/p\u003e \u003cp\u003eForecasting Velocity 135\u003c\/p\u003e \u003cp\u003eAffecting Velocity 135\u003c\/p\u003e \u003cp\u003eMisusing Velocity 137\u003c\/p\u003e \u003cp\u003eClosing 138\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 8: Technical Debt 139\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 139\u003c\/p\u003e \u003cp\u003eConsequences of Technical Debt 141\u003c\/p\u003e \u003cp\u003eCauses of Technical Debt 144\u003c\/p\u003e \u003cp\u003eTechnical Debt Must Be Managed 148\u003c\/p\u003e \u003cp\u003eManaging the Accrual of Technical Debt 149\u003c\/p\u003e \u003cp\u003eMaking Technical Debt Visible 153\u003c\/p\u003e \u003cp\u003eServicing the Technical Debt 155\u003c\/p\u003e \u003cp\u003eClosing 162\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart II: Roles 163\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 9: Product Owner 165\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 165\u003c\/p\u003e \u003cp\u003ePrincipal Responsibilities 166\u003c\/p\u003e \u003cp\u003eCharacteristics\/Skills 171\u003c\/p\u003e \u003cp\u003eA Day in the Life 174\u003c\/p\u003e \u003cp\u003eWho Should Be a Product Owner? 176\u003c\/p\u003e \u003cp\u003eProduct Owner Combined with Other Roles 181\u003c\/p\u003e \u003cp\u003eProduct Owner Team 182\u003c\/p\u003e \u003cp\u003eClosing 184\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 10: ScrumMaster 185\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 185\u003c\/p\u003e \u003cp\u003ePrincipal Responsibilities 185\u003c\/p\u003e \u003cp\u003eCharacteristics\/Skills 188\u003c\/p\u003e \u003cp\u003eA Day in the Life 190\u003c\/p\u003e \u003cp\u003eFulfilling the Role 191\u003c\/p\u003e \u003cp\u003eClosing 193\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 11: Development Team 195\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 195\u003c\/p\u003e \u003cp\u003eRole-Specific Teams 195\u003c\/p\u003e \u003cp\u003ePrincipal Responsibilities 196\u003c\/p\u003e \u003cp\u003eCharacteristics\/Skills 198\u003c\/p\u003e \u003cp\u003eClosing 211\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 12: Scrum Team Structures 213\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 213\u003c\/p\u003e \u003cp\u003eFeature Teams versus Component Teams 213\u003c\/p\u003e \u003cp\u003eMultiple-Team Coordination 218\u003c\/p\u003e \u003cp\u003eClosing 223\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 13: Managers 225\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 225\u003c\/p\u003e \u003cp\u003eFashioning Teams 227\u003c\/p\u003e \u003cp\u003eNurturing Teams 231\u003c\/p\u003e \u003cp\u003eAligning and Adapting the Environment 233\u003c\/p\u003e \u003cp\u003eManaging Value-Creation Flow 235\u003c\/p\u003e \u003cp\u003eProject Managers 237\u003c\/p\u003e \u003cp\u003eClosing 243\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart III: Planning 245\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 14: Scrum Planning Principles 247\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 247\u003c\/p\u003e \u003cp\u003eDon’t Assume We Can Get the Plans Right Up Front 248\u003c\/p\u003e \u003cp\u003eUp-Front Planning Should Be Helpful without Being Excessive 248\u003c\/p\u003e \u003cp\u003eKeep Planning Options Open Until the Last Responsible Moment 249\u003c\/p\u003e \u003cp\u003eFocus More on Adapting and Replanning Than on Conforming to a Plan 249\u003c\/p\u003e \u003cp\u003eCorrectly Manage the Planning Inventory 251\u003c\/p\u003e \u003cp\u003eFavor Smaller and More Frequent Releases 252\u003c\/p\u003e \u003cp\u003ePlan to Learn Fast and Pivot When Necessary 254\u003c\/p\u003e \u003cp\u003eClosing 255\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 15: Multilevel Planning 257\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 257\u003c\/p\u003e \u003cp\u003ePortfolio Planning 259\u003c\/p\u003e \u003cp\u003eProduct Planning (Envisioning) 259\u003c\/p\u003e \u003cp\u003eRelease Planning 261\u003c\/p\u003e \u003cp\u003eSprint Planning 264\u003c\/p\u003e \u003cp\u003eDaily Planning 264\u003c\/p\u003e \u003cp\u003eClosing 265\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 16: Portfolio Planning 267\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 267\u003c\/p\u003e \u003cp\u003eScheduling Strategies 270\u003c\/p\u003e \u003cp\u003eInflow Strategies 275\u003c\/p\u003e \u003cp\u003eOutflow Strategies 280\u003c\/p\u003e \u003cp\u003eIn-Process Strategies 283\u003c\/p\u003e \u003cp\u003eClosing 285\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 17: Envisioning (Product Planning) 287\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 287\u003c\/p\u003e \u003cp\u003eSR4U Example 290\u003c\/p\u003e \u003cp\u003eVisioning 291\u003c\/p\u003e \u003cp\u003eHigh-Level Product Backlog Creation 294\u003c\/p\u003e \u003cp\u003eProduct Roadmap Definition 295\u003c\/p\u003e \u003cp\u003eOther Activities 298\u003c\/p\u003e \u003cp\u003eEconomically Sensible Envisioning 299\u003c\/p\u003e \u003cp\u003eClosing 306\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 18: Release Planning (Longer-Term Planning) 307\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 307\u003c\/p\u003e \u003cp\u003eRelease Constraints 311\u003c\/p\u003e \u003cp\u003eGrooming the Product Backlog 315\u003c\/p\u003e \u003cp\u003eRefine Minimum Releasable Features (MRFs) 316\u003c\/p\u003e \u003cp\u003eSprint Mapping (PBI Slotting) 316\u003c\/p\u003e \u003cp\u003eFixed-Date Release Planning 318\u003c\/p\u003e \u003cp\u003eFixed-Scope Release Planning 323\u003c\/p\u003e \u003cp\u003eCalculating Cost 325\u003c\/p\u003e \u003cp\u003eCommunicating 326\u003c\/p\u003e \u003cp\u003eClosing 330\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart IV: Sprinting 333\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 19: Sprint Planning 335\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 335\u003c\/p\u003e \u003cp\u003eApproaches to Sprint Planning 338\u003c\/p\u003e \u003cp\u003eDetermining Capacity 340\u003c\/p\u003e \u003cp\u003eSelecting Product Backlog Items 343\u003c\/p\u003e \u003cp\u003eAcquiring Confidence 344\u003c\/p\u003e \u003cp\u003eRefine the Sprint Goal 346\u003c\/p\u003e \u003cp\u003eFinalize the Commitment 346\u003c\/p\u003e \u003cp\u003eClosing 346\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 20: Sprint Execution 347\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 347\u003c\/p\u003e \u003cp\u003eSprint Execution Planning 349\u003c\/p\u003e \u003cp\u003eFlow Management 349\u003c\/p\u003e \u003cp\u003eDaily Scrum 354\u003c\/p\u003e \u003cp\u003eTask Performance—Technical Practices 355\u003c\/p\u003e \u003cp\u003eCommunicating 356\u003c\/p\u003e \u003cp\u003eClosing 360\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 21: Sprint Review 363\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 363\u003c\/p\u003e \u003cp\u003eParticipants 364\u003c\/p\u003e \u003cp\u003ePrework 365\u003c\/p\u003e \u003cp\u003eApproach 368\u003c\/p\u003e \u003cp\u003eSprint Review Issues 372\u003c\/p\u003e \u003cp\u003eClosing 373\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 22: Sprint Retrospective 375\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eOverview 375\u003c\/p\u003e \u003cp\u003eParticipants 377\u003c\/p\u003e \u003cp\u003ePrework 378\u003c\/p\u003e \u003cp\u003eApproach 380\u003c\/p\u003e \u003cp\u003eFollow Through 391\u003c\/p\u003e \u003cp\u003eSprint Retrospective Issues 392\u003c\/p\u003e \u003cp\u003eClosing 393\u003c\/p\u003e \u003cp\u003e\u003cstrong\u003eChapter 23: The Path Forward 395\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eThere Is No End State 395\u003c\/p\u003e \u003cp\u003eDiscover Your Own Path 396\u003c\/p\u003e \u003cp\u003eSharing Best Practices 396\u003c\/p\u003e \u003cp\u003eUsing Scrum to Discover the Path Forward 397\u003c\/p\u003e \u003cp\u003eGet Going! 398\u003c\/p\u003e \u003cp\u003eGlossary 401\u003c\/p\u003e \u003cp\u003eReferences 423\u003c\/p\u003e \u003cp\u003eIndex 427\u003c\/p\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864174571863,"sku":"9780137043293","price":33.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780137043293.jpg?v=1722270740"},{"product_id":"project-management-absolute-beginners-guide-9780137646951","title":"Project Management Absolute Beginners Guide","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cdiv\u003e  \u003cb\u003eGregory M. Horine\u003c\/b\u003e is a certified (PMP, Certified Scrum Master, Six Sigma Green Belt) business technology and IT project management professional with a track record of successful results using servant leadership principles and a focused customer orientation. He has been consistently recognized for excellence in people management, leadership maturity, communication skills, problem-solving skills, and establishing long-term client relationships. Primary areas of expertise and strength include the following: \u003c\/div\u003e \u003cdiv\u003e  \u003cbr\u003e \u003c\/div\u003e \u003cdiv\u003e  \u003cbr\u003e \u003c\/div\u003e* Project management and leadership \u003cbr\u003e* Complete project life-cycle experience across multiple industries \u003cbr\u003e* Agile, waterfall, and hybrid application development \u003cbr\u003e* Package implementation and integration \u003cbr\u003e* Enterprise solution development \u003cbr\u003e* Application release management \u003cbr\u003e* Application development team management \u003cbr\u003e* Project and portfolio management tools \u003cbr\u003e* Data analysis and transformation \u003cbr\u003e* Business \u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003eIntroduction \u003cbr\u003e \u003cb\u003ePart I Project Management Jumpstart\u003c\/b\u003e \u003cbr\u003e \u003cb\u003eChapter 1\u003c\/b\u003e Project Management Overview \u003cbr\u003eWhat Is Project Management...Exactly? \u003cbr\u003eWhat Is the Value of Project Management? \u003cbr\u003eWhy Are Projects Challenging? \u003cbr\u003eGrowing Demand for Effective Project Managers \u003cbr\u003eTrends in Project Management \u003cbr\u003eAdditional Resources \u003cbr\u003e \u003cb\u003eChapter 2\u003c\/b\u003e The Project Manager \u003cbr\u003eOne Title, Many Roles \u003cbr\u003eKey Skills of Project Managers \u003cbr\u003eQualities of Successful Project Managers \u003cbr\u003e15 Common Mistakes of Project Managers \u003cbr\u003eProject Manager Versus Scrum Master Versus Product Owner \u003cbr\u003e \u003cb\u003eChapter 3\u003c\/b\u003e Essential Elements for Any Successful Project \u003cbr\u003eWhat Exactly Is a Successful Project? \u003cbr\u003eLearning from Troubled Projects \u003cbr\u003eLearning from Successful Projects \u003cbr\u003eEssential Project Manager Toolkit \u003cbr\u003e \u003cb\u003ePart II Project Planning\u003c\/b\u003e \u003cbr\u003e \u003cb\u003eChapter 4\u003c\/b\u003e Defining a Project \u003cbr\u003eSetting the Stage for Success \u003cbr\u003eHow Does Defining a Project Relate to Project Planning? \u003cbr\u003eProject Definition Document \u003cbr\u003eProject Definition Checklist \u003cbr\u003e \u003cb\u003eChapter 5\u003c\/b\u003e Planning a Project \u003cbr\u003eKey Project Planning Principles \u003cbr\u003eImportant Questions Project Planning Should Answer \u003cbr\u003eBuilding a Project Plan \u003cbr\u003eSummary of Supplemental Project Plan Components \u003cbr\u003eProject Plan Checklist \u003cbr\u003e \u003cb\u003eChapter 6\u003c\/b\u003e Developing the Work Breakdown Structure \u003cbr\u003eWhat Exactly Is a WBS? \u003cbr\u003eWhy Is the WBS Important? \u003cbr\u003eThe Process of Building a WBS \u003cbr\u003e \u003cb\u003eChapter 7\u003c\/b\u003e Estimating the Work \u003cbr\u003eNext Step in the Schedule Development Process \u003cbr\u003eManaging the Risk, Managing the Estimates \u003cbr\u003eReasons for Estimating Woes \u003cbr\u003ePowerful Estimating Techniques and Methods \u003cbr\u003eBest Practices \u003cbr\u003e \u003cb\u003eChapter 8\u003c\/b\u003e Developing the Project Schedule \u003cbr\u003eThe Impact of the Project Schedule \u003cbr\u003eThe Goal of the Schedule Development Process \u003cbr\u003eKey Inputs for Building a Schedule \u003cbr\u003eCreating a Schedule \u003cbr\u003e \u003cb\u003eChapter 9\u003c\/b\u003e Determining the Project Budget \u003cbr\u003eThe Impact of the Project Budget \u003cbr\u003ePrinciples of an Effective Budget \u003cbr\u003eCreating a Project Budget \u003cbr\u003eCommon Budget Challenges \u003cbr\u003e \u003cb\u003ePart III Project Control\u003c\/b\u003e \u003cbr\u003e \u003cb\u003eChapter 10\u003c\/b\u003e Controlling a Project \u003cbr\u003eWhat Is Project Control? \u003cbr\u003eManagement Fundamentals for Project Control \u003cbr\u003ePowerful Techniques for Project Control \u003cbr\u003ePerformance Reporting \u003cbr\u003eVariance Responses \u003cbr\u003eLeveraging Earned Value Management Concepts \u003cbr\u003eCommon Project Control Challenges \u003cbr\u003eLessons from Project Recoveries \u003cbr\u003e \u003cb\u003eChapter 11\u003c\/b\u003e Managing Project Changes \u003cbr\u003eWhat Exactly Is a Project Change and What's the Big Deal, Anyway? \u003cbr\u003eFundamentals for Managing Project Change \u003cbr\u003eWhat Causes Unplanned Scope Changes? \u003cbr\u003eEssential Elements of a Project Change Control System \u003cbr\u003ePowerful Techniques for Minimizing Project Changes \u003cbr\u003eCommon Project Change Control Challenges \u003cbr\u003e \u003cb\u003eChapter 12\u003c\/b\u003e Managing Project Deliverables \u003cbr\u003e\"Managing Project Deliverables\" Means What, Exactly? \u003cbr\u003e\"Why Do This? It's Too Much Work!\" \u003cbr\u003eIdentify, Protect, and Track: The Principles of Managing Work Products \u003cbr\u003eBest Practices \u003cbr\u003eConfiguration Management Plan \u003cbr\u003eCommon Challenges and Pitfalls \u003cbr\u003e \u003cb\u003eChapter 13\u003c\/b\u003e Managing Project Issues \u003cbr\u003eThe Goals, Objectives, and Principles of Project Issue Management \u003cbr\u003eKey Features of Issue Management Systems \u003cbr\u003eOptions for an Issue Log \u003cbr\u003eBest Practices \u003cbr\u003eSome Special Situations \u003cbr\u003e \u003cb\u003eChapter 14\u003c\/b\u003e Managing Project Risks \u003cbr\u003eKey Risk Management Principles \u003cbr\u003eThe Essential Process for Managing Project Risks \u003cbr\u003eThe Common Sources of Project Risk \u003cbr\u003eTypical Problems \u003cbr\u003ePowerful Risk Control Strategies \u003cbr\u003eAre You Sure It's a Risk? \u003cbr\u003e \u003cb\u003eChapter 15\u003c\/b\u003e Managing Project Quality \u003cbr\u003eWhat Is \"Project Quality\"? \u003cbr\u003eUnique Aspects of Managing Project Quality \u003cbr\u003ePrinciples of Managing Project Quality \u003cbr\u003ePowerful Tools and Techniques for Project Quality \u003cbr\u003ePowerful Quality Strategies \u003cbr\u003eTypical Quality-Related Challenges \u003cbr\u003e \u003cb\u003ePart IV Project Execution\u003c\/b\u003e \u003cbr\u003e \u003cb\u003eChapter 16\u003c\/b\u003e Leading a Project \u003cbr\u003eMore Than Managing \u003cbr\u003eWhere Is Leadership Needed on a Project? \u003cbr\u003e12 Keys to Better Project Leadership \u003cbr\u003ePower of Servant Leadership Approach \u003cbr\u003e \u003cb\u003eChapter 17\u003c\/b\u003e Managing Project Communications \u003cbr\u003eWhat Are Project Communications? \u003cbr\u003eThe Importance of Project Communications \u003cbr\u003eWhy Communicating Can Be Tough \u003cbr\u003eSeven Powerful Principles \u003cbr\u003eBest Practices of Effective Project Communicators \u003cbr\u003e \u003cb\u003eChapter 18\u003c\/b\u003e Managing Expectations \u003cbr\u003eValue of Reviewing Stakeholder Expectations Management \u003cbr\u003eCritical Aspects of Expectations \u003cbr\u003eSeven Master Principles of Expectations Management \u003cbr\u003eEssential Elements of Managing Expectations \u003cbr\u003e \u003cb\u003eChapter 19\u003c\/b\u003e Keys to Better Project Team Performance \u003cbr\u003eHigh-Performing Teams \u003cbr\u003eTen Key Management Principles \u003cbr\u003eProven Techniques for Better Team Performance \u003cbr\u003eSpecial Situations \u003cbr\u003e \u003cb\u003eChapter 20\u003c\/b\u003e Managing Differences \u003cbr\u003eFive Key Principles \u003cbr\u003eProven Techniques for Leading Cross-Functional Projects \u003cbr\u003eProven Techniques for Leading Cross-Cultural Projects \u003cbr\u003eProven Techniques for Leading Virtual Projects \u003cbr\u003e \u003cb\u003eChapter 21\u003c\/b\u003e Managing Vendors \u003cbr\u003eFirst, Let's Clarify a Few Terms \u003cbr\u003eTen Proven Principles of Vendor Management \u003cbr\u003e12 Tips for Buyers \u003cbr\u003eSeven Tips for Sellers \u003cbr\u003e12 Key Project Management Skills for Better Vendor Management \u003cbr\u003eStuff You Need to Know About Contracts \u003cbr\u003e \u003cb\u003eChapter 22\u003c\/b\u003e Ending a Project \u003cbr\u003eThree Key Principles \u003cbr\u003eProject End Checklist: 13 Important Steps \u003cbr\u003eCommon Project Closing Challenges \u003cbr\u003eMethods for Ending a Contract or a Project \u003cbr\u003e \u003cb\u003ePart V Accelerating the Learning Curve...Even More\u003c\/b\u003e \u003cbr\u003e \u003cb\u003eChapter 23\u003c\/b\u003e Making Better Use of Microsoft Project \u003cbr\u003eUnderstand This...and It All Becomes Easier \u003cbr\u003eNeed-to-Know Features \u003cbr\u003eBest Practices for Setting Up a New Project \u003cbr\u003eKeys to Making Resource Leveling Work \u003cbr\u003ePowerful Reporting Secrets \u003cbr\u003eMore Insights to a Better Project Schedule \u003cbr\u003eTen Key Helpful Features \u003cbr\u003eWhat You Need to Know About the Different Versions of Microsoft Project \u003cbr\u003e \u003cb\u003eChapter 24\u003c\/b\u003e When Reality Happens \u003cbr\u003eWhat If I'm in a Project Management \"Lite\" Culture? \u003cbr\u003eWhat If I Can't Develop a Detailed Schedule? \u003cbr\u003eWhat If I Must Manage to a Hard Milestone Date? \u003cbr\u003eWhat If I Have Difficult Resources? \u003cbr\u003eWhat Can I Do About Turnover? \u003cbr\u003eTips for Managing a Selection Process \u003cbr\u003eTips for Managing a Testing Process \u003cbr\u003e \u003cb\u003eChapter 25\u003c\/b\u003e The Fun Never Stops \u003cbr\u003eAgile Approaches \u003cbr\u003eDevOps and DevSecOps \u003cbr\u003eHIPAA, Privacy, and Security \u003cbr\u003eProject Management Offices \u003cbr\u003ePortfolio Project Management \u003cbr\u003eGovernance Processes \u003cbr\u003eCritical Chain Project Management \u003cbr\u003eWeb-Based Project Management and Collaboration Tools \u003cbr\u003eRequirements Management Tools \u003cbr\u003eMind Mapping Tools \u003cbr\u003eValue of Certifications \u003cbr\u003eProject Management Training \u003cbr\u003e \u003cb\u003eChapter 26\u003c\/b\u003e Powerful PMP Exam Tips \u003cbr\u003eWhat Is Different About the 2021 PMP Exam? \u003cbr\u003eWhat Is the PMP Exam Like? \u003cbr\u003eCommon \"Context\" Differences \u003cbr\u003eCommon \"Experience\" Differences \u003cbr\u003eCommon Terminology Differences \u003cbr\u003eWhat's Important to PMI? \u003cbr\u003eKey PMI Assumptions and Themes \u003cbr\u003eExam Topics Not Covered by PMBOK \u003cbr\u003eExam Preparation Strategies \u003cbr\u003eExam-Taking Tips \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e9780137646951    TOC    1\/26\/2022 \u003cbr\u003e  \u003cbr\u003e \u003cbr\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864175751511,"sku":"9780137646951","price":23.39,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780137646951.jpg?v=1722270746"},{"product_id":"practical-product-management-for-product-owners-9780137947003","title":"Practical Product Management for Product Owners","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cstrong\u003eChris Lukassen\u003c\/strong\u003e has been active in product management for 20+ years, and co-created Scrum.org's Professional Scrum Product Owner - Advanced course. He currently trains product managers in Scrum, leadership, user experience, and metrics. \u003cstrong\u003eRobbin Schuurman\u003c\/strong\u003e is a product leader, consultant, Professional Scrum Trainer, and leader of Xebia's Product Management Academy. He supports organizations in digital, agile, and product transformations; and helps product owners grow customer impact, improve agility, and shorten time-to-learn. Lukassen and Schuurman co-founded The Value Maximizers.\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eForeword by Dave West\u003c\/em\u003e     xvii\u003c\/p\u003e \u003cp\u003e\u003cem\u003eIntroduction\u003c\/em\u003e     xxi\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart I.   The Stances of the Product Owner     1\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 1. Agile Product Management     3\u003c\/p\u003e \u003cp\u003e      Is It Product Owner or Product Manager? 3\u003c\/p\u003e \u003cp\u003e      What Is Product Management? 4\u003c\/p\u003e \u003cp\u003e      Working in a Product-Led, Sales-Led, or Marketing-Led Organization 6\u003c\/p\u003e \u003cp\u003e      What Is a Product Owner? 7\u003c\/p\u003e \u003cp\u003e      Different Types of Product Owners 9\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 2. Introducing the Product Owner Stances     3\u003c\/p\u003e \u003cp\u003e      The Misunderstood Stances of a Product Owner 17\u003c\/p\u003e \u003cp\u003e      The Preferred Stances of a Product Owner 27\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart I Summary     35\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart II. The Customer Representative     37\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 3. How to Identify and Define Product     39\u003c\/p\u003e \u003cp\u003e      Introducing the Customer Representative 39\u003c\/p\u003e \u003cp\u003e      What Is a Product? 43\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 4. Building Customer Empathy     49\u003c\/p\u003e \u003cp\u003e      Talking to Customers 49\u003c\/p\u003e \u003cp\u003e      Observing Customers 49\u003c\/p\u003e \u003cp\u003e      Effectively Dealing with Biases When Collaborating with Customers 51\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 5. Capture Your Customer Insights Via Personas     55\u003c\/p\u003e \u003cp\u003e      User Personas 55\u003c\/p\u003e \u003cp\u003e      Creating Personas 56\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 6. Identifying and Expressing Customer Value     61\u003c\/p\u003e \u003cp\u003e      The Functional Elements of Value 63\u003c\/p\u003e \u003cp\u003e      Emotional Elements of Value 64\u003c\/p\u003e \u003cp\u003e      Life-Changing Elements of Value 64\u003c\/p\u003e \u003cp\u003e      Social-Impact Element of Value 65\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 7. Connecting Product Features to Outcomes and Impacts     67\u003c\/p\u003e \u003cp\u003e      Connecting Goals, Impacts, Outcomes, and Features 68\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart II Summary     73\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart III. The Visionary     77\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 8. Creating and Communicating Product Vision     79\u003c\/p\u003e \u003cp\u003e      Introducing: The Visionary 79\u003c\/p\u003e \u003cp\u003e      Connecting the Product Vision to the Company Mission, Vision, and Values 83\u003c\/p\u003e \u003cp\u003e      A Product Vision Aligned with the Company Mission and Vision 87\u003c\/p\u003e \u003cp\u003e      Elements of an Inspiring Product Vision 90\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 9. Communicating the Product Vision Effectively     93\u003c\/p\u003e \u003cp\u003e      The 3x3 Storytelling Framework 95\u003c\/p\u003e \u003cp\u003e      The Power of Reasoning 99\u003c\/p\u003e \u003cp\u003e      Make It SEXI 100\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 10. Crafting Product Goals That Align Stakeholders and Teams     103\u003c\/p\u003e \u003cp\u003e      What Is a Product Goal? 104\u003c\/p\u003e \u003cp\u003e      Characteristics of Great Product Goals 106\u003c\/p\u003e \u003cp\u003e      How to Create Product Goals 108\u003c\/p\u003e \u003cp\u003e      Inspect and Adapt Product Goals 109\u003c\/p\u003e \u003cp\u003e      Having Multiple Product Goals: Is That an Option? 110\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 11. Creating the Right Product Roadmap for Your Audience     113\u003c\/p\u003e \u003cp\u003e      Introduction to Product Roadmaps 113\u003c\/p\u003e \u003cp\u003e      Types of Product Roadmaps 117\u003c\/p\u003e \u003cp\u003e      Roadmap 1: The Goal-Oriented Roadmap 118\u003c\/p\u003e \u003cp\u003e      Roadmap 2: The Now-Next-Later Roadmap 120\u003c\/p\u003e \u003cp\u003e      Roadmap 3: The User Story Map 122\u003c\/p\u003e \u003cp\u003e      Roadmap 4: The Visual Roadmap 124\u003c\/p\u003e \u003cp\u003e      Roadmap 5: The Gantt Chart Roadmap 126\u003c\/p\u003e \u003cp\u003e      Eleven Tips for Roadmap Creation 128\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 12. Identification of Company Value and Impact     131\u003c\/p\u003e \u003cp\u003e      Understanding Company Value and Impact 131\u003c\/p\u003e \u003cp\u003e      Expressing Company Impact 137\u003c\/p\u003e \u003cp\u003e      Key Value Area 1: Current Value 139\u003c\/p\u003e \u003cp\u003e      Key Value Area 2: Unrealized Value 141\u003c\/p\u003e \u003cp\u003e      Key Value Area 3: Time to Market 145\u003c\/p\u003e \u003cp\u003e      Key Value Area 4: Ability to Innovate 147\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 13. Maximizing Value through Effective Pricing Strategies and Tactics     151\u003c\/p\u003e \u003cp\u003e      Introduction to Product Pricing 151\u003c\/p\u003e \u003cp\u003e      The Product Pricing Process 153\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart III Summary     165\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart IV. The Experimenter     169\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 14. Driving Inside-Out Product Innovation     171\u003c\/p\u003e \u003cp\u003e      Introducing: The Experimenter 171\u003c\/p\u003e \u003cp\u003e      Inside-Out Innovation Sources 175\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 15. Driving Outside-In Product Innovation     183\u003c\/p\u003e \u003cp\u003e      Outside-In Innovation Sources 183\u003c\/p\u003e \u003cp\u003e      Market Segmentation 184\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 16. Thinking Differently: Driving Business Model Innovation     189\u003c\/p\u003e \u003cp\u003e      Market Analysis and Trends 189\u003c\/p\u003e \u003cp\u003e      Getting Inspiration from Other Companies 191\u003c\/p\u003e \u003cp\u003e      The Impact on Your Business 196\u003c\/p\u003e \u003cp\u003e      The Return of the Business Model Canvas 197\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 17. Selecting Product Experiments to Run     199\u003c\/p\u003e \u003cp\u003e      The Truth Curve: Select the Right Experiments and Tests 199\u003c\/p\u003e \u003cp\u003e      Experimentation Techniques Explained 203\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 18. How to Design and Evaluate Experiments and Tests     215\u003c\/p\u003e \u003cp\u003e      Defining Hypothesis 216\u003c\/p\u003e \u003cp\u003e      Capture Learnings 218\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 19. Approaches for Scaling Successful Products and Teams     221\u003c\/p\u003e \u003cp\u003e      Scaling Approaches for People and Teams 221\u003c\/p\u003e \u003cp\u003e      Typical Antipattern for Scaling People and Teams 224\u003c\/p\u003e \u003cp\u003e      A Better Approach for Scaling People and Teams 227\u003c\/p\u003e \u003cp\u003e      Approaches to Scaling the Product or Service 229\u003c\/p\u003e \u003cp\u003e      Focus on the Product First, Then on People and Teams 230\u003c\/p\u003e \u003cp\u003e      Eight Effective Strategies for Scaling a Product 232\u003c\/p\u003e \u003cp\u003e      How Product Owners Contribute to Product Scaling 235\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart IV Summary     237\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart V.  The Decision Maker     241\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 20. Improving Accountability, Maturity, and Authority     243\u003c\/p\u003e \u003cp\u003e      Introducing: The Decision Maker 243\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 21. Evaluating Your Product Decisions     255\u003c\/p\u003e \u003cp\u003e      Product Management: A Game of Poker or Chess? 255\u003c\/p\u003e \u003cp\u003e      Evaluating Decisions in an Honest and Transparent Way 258\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 22. Make Better Decisions: Thinking in Bets     259\u003c\/p\u003e \u003cp\u003e      The Buddy System or Decision Pod 260\u003c\/p\u003e \u003cp\u003e      Accepting Uncertainty in Decision Making 261\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 23. Navigating Product, Process, and Team Dilemmas and Decisions     263\u003c\/p\u003e \u003cp\u003e      Making Choices 263\u003c\/p\u003e \u003cp\u003e      Navigating Dilemmas 265\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 24. Improving the Speed and Quality of Decisions     269\u003c\/p\u003e \u003cp\u003e      The Cost of Delaying Decisions 269\u003c\/p\u003e \u003cp\u003e      Fast Decisions Are More Successful than Slow Decisions 270\u003c\/p\u003e \u003cp\u003e      Special Snowflake Syndrome 273\u003c\/p\u003e \u003cp\u003e      Why You Should Probably Make Decisions Fast(er) 274\u003c\/p\u003e \u003cp\u003e      How to Speed Up Your Decision Making 274\u003c\/p\u003e \u003cp\u003e      Empowered Product Owners 275\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart V Summary     277\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart VI. The Collaborator     281\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 25. How Agile Governance Affects Product Owners     283\u003c\/p\u003e \u003cp\u003e      Introduction to the Collaborator 283\u003c\/p\u003e \u003cp\u003e      Introducing Agile Governance 287\u003c\/p\u003e \u003cp\u003e      Organizational Governance Entails Many Elements 291\u003c\/p\u003e \u003cp\u003e      Effectively Dealing with Governance 295\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 26. Product Budgeting Done in an Agile Way     297\u003c\/p\u003e \u003cp\u003e      Three Horizons 298\u003c\/p\u003e \u003cp\u003e      Budgeting Is Like Product Backlog Management 300\u003c\/p\u003e \u003cp\u003e      A Strategy and Market Perspective on Budgeting 304\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 27. Creating Contracts That Enable Great Product Ownership and Teamwork     309\u003c\/p\u003e \u003cp\u003e      What Is a Contract? 310\u003c\/p\u003e \u003cp\u003e      Who Takes the Risk? 313\u003c\/p\u003e \u003cp\u003e      Two-Stage Contracts 314\u003c\/p\u003e \u003cp\u003e      Joe's Bucket 316\u003c\/p\u003e \u003cp\u003e      Money for Nothing 317\u003c\/p\u003e \u003cp\u003e      Change for Free 318\u003c\/p\u003e \u003cp\u003e      Elements of an Agile Contract 319\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart VI Summary     323\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cstrong\u003ePart VII. The Influencer     327\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003eChapter 28. Stakeholder Management in Complex Environments     329\u003c\/p\u003e \u003cp\u003e      Introducing: The Influencer 329\u003c\/p\u003e \u003cp\u003e      Definition of Stakeholder 333\u003c\/p\u003e \u003cp\u003e      Stakeholder Classification\/Categorization 335\u003c\/p\u003e \u003cp\u003e      Information and Insights to Gather on Stakeholders 338\u003c\/p\u003e \u003cp\u003e      The Influence of the Stakeholder 340\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 29. Tools for Stakeholder Classification and Grouping     343\u003c\/p\u003e \u003cp\u003e      The Stakeholder Map 344\u003c\/p\u003e \u003cp\u003e      The Stakeholder Radar 351\u003c\/p\u003e \u003cp\u003e      Alternative Stakeholder Identification and Grouping Techniques 357\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 30. Applying Stakeholder Management Strategies and Tactics in Practice     359\u003c\/p\u003e \u003cp\u003e      Creating a Communication Strategy 359\u003c\/p\u003e \u003cp\u003e      Tips for Improving Your Stakeholder Management in Practice 362\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 31. How to Influence Stakeholders on All Levels     369\u003c\/p\u003e \u003cp\u003e      Being a Lyrebird 369\u003c\/p\u003e \u003cp\u003e      The Process of Communication 371\u003c\/p\u003e \u003cp\u003e      Four Layers of Communication 374\u003c\/p\u003e \u003cp\u003e      Building Relationships with Stakeholders 375\u003c\/p\u003e \u003cp\u003e      Adapting Your Tune to Your Audience 382\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 32. Mastering the Art of No to Optimize Value Creation for the Product     387\u003c\/p\u003e \u003cp\u003e      What Makes Saying No So Hard? 388\u003c\/p\u003e \u003cp\u003e      Five Steps toward Saying No Effectively 389\u003c\/p\u003e \u003cp\u003e      The Jedi Mind Trick 392\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eChapter 33. Negotiating With Stakeholders, Customers, and Users     393 \u003c\/p\u003e \u003cp\u003e      Be a Mirror 394\u003c\/p\u003e \u003cp\u003e      Label Emotions 395\u003c\/p\u003e \u003cp\u003e      Getting to Yes! 396\u003c\/p\u003e \u003cp\u003e      How to Tell If a Yes Is Real 398\u003c\/p\u003e \u003cp\u003e      Bend Their Reality 398\u003c\/p\u003e \u003cp\u003e      Create the Illusion of Control 400\u003c\/p\u003e \u003cp\u003e      Guarantee Execution 400\u003c\/p\u003e \u003cp\u003e      Bargain Hard 401\u003c\/p\u003e \u003cp\u003e      Find the Black Swan 402 \u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003ePart VII Summary     405\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003eClosing Summary     409\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003cp\u003e\u003cem\u003eIndex\u003c\/em\u003e     413\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864176963927,"sku":"9780137947003","price":26.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780137947003.jpg?v=1722270751"},{"product_id":"the-mythical-manmonth-9780201835953","title":"The Mythical ManMonth","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp style=\"MARGIN:\"\u003e\u003cb\u003eFrederick P. Brooks, Jr.,\u003c\/b\u003e was born in 1931 in Durham, NC. He received an A.B. \u003ci\u003esumma cum laude\u003c\/i\u003e in physics from Duke and a Ph.D. in computer science from Harvard, under Howard Aiken, the inventor of the early Harvard computers.\u003c\/p\u003e \u003cp style=\"MARGIN:\"\u003eAt Chapel Hill, Dr. Brooks founded the Department of Computer Science and chaired it from 1964 through 1984. He has served on the National Science Board and the Defense Science Board. His current teaching and research is in computer architecture, molecular graphics, and virtual environments.\u003c\/p\u003e \u003cp style=\"MARGIN:\"\u003eHe joined IBM, working in Poughkeepsie and Yorktown, NY, 1956-1965. He is best known as the father of the IBM System\/360, having served as project manager for its development and later as manager of the Operating System\/360 software project during its design phase. For this work he, Bob Evans, and Erick Block were awarded and received a National Medal of Technology in 1985.\u003c\/p\u003e \u003cp style=\"MARGIN\u0026lt;br\"\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e \u003cbr\u003e \u003cb\u003e 1. The Tar Pit.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 2. The Mythical Man-Month.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 3. The Surgical Team.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 4. Aristocracy, Democracy, and System Design.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 5. The Second-System Effect.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 6. Passing the Word.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 7. Why Did the Tower of Babel Fail?\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 8. Calling the Shot.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e 9. Ten Pounds in a Five-Pound Sack.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e10. The Documentary Hypothesis.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e11. Plan to Throw One Away.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e12. Sharp Tools.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e13. The Whole and the Parts.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e14. Hatching a Castrophe.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e15. The Other Face.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e16. No Silver Bullet -- Essence and Accident.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e17. \"No Silver Bullet\" ReFired.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e18. Propositions of The Mythical Man-Month: True or False?\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003e19. The Mythical Man-Month After 20 Years.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eEpilogue.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eNotes and references.\u003c\/b\u003e \u003cbr\u003e \u003cbr\u003e \u003cbr\u003e \u003cb\u003eIndex. 0201835959T04062001\u003c\/b\u003e \u003cbr\u003e\u003c\/p\u003e","brand":"Pearson Education (US)","offers":[{"title":"Default Title","offer_id":48864224706903,"sku":"9780201835953","price":29.74,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780201835953.jpg?v=1722270973"},{"product_id":"deep-change-9780787902445","title":"Deep Change","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eDon't let your company kill you!  Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\"Deep Change should be mandatory reading for every business leader seeking the strength, direction, energy, and inspiration to shape organizational transformation.\" -Thomas C. Jones, president, CIGNA Individual Insurance.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003ePreface\u003cbr\u003e Part One: Deep Change or Slow Death\u003cbr\u003e 1. Walking Naked into the Land of Uncertainty\u003cbr\u003e 2. Confronting the Deep Change or Slow Death Dilemma\u003cbr\u003e Part Two: Personal Change\u003cbr\u003e 3. The Fear of Change\u003cbr\u003e 4. The Heroic Journey\u003cbr\u003e 5. Finding Vitality\u003cbr\u003e 6. Breaking the Logic of Task Pursuit\u003cbr\u003e 7. A New Perspective\u003cbr\u003e 8. Confronting the Integrity Gap\u003cbr\u003e 9. Build the Bridge as You Walk on It\u003cbr\u003e Part Three: Changing the Organization\u003cbr\u003e 10. Denying the Need for Change\u003cbr\u003e 11. Finding the Source of the Trouble\u003cbr\u003e 12. When Success Is the Engine of Failure\u003cbr\u003e 13. The Tyranny of Competence\u003cbr\u003e 14. The Internally Driven Leader\u003cbr\u003e Part Four: Vision, Risk, and the Creation of Excellence\u003cbr\u003e 15. Overcoming Resistance\u003cbr\u003e 16. From Manager to Leader\u003cbr\u003e 17. Why Risk is Necessary\u003cbr\u003e 18. The Transformational Cycle\u003cbr\u003e 19. Excellence is a Form of Deviance\u003cbr\u003e 20. Confronting the Undiscussable\u003cbr\u003e 21. A Vision from Within\u003cbr\u003e 22. The Power of One\u003cbr\u003e 23. The Power of Many","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48865896530263,"sku":"9780787902445","price":22.95,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780787902445.jpg?v=1722276097"},{"product_id":"making-embedded-systems-9781098151546","title":"Making Embedded Systems","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e","brand":"O'Reilly Media","offers":[{"title":"Default Title","offer_id":48866333098327,"sku":"9781098151546","price":29.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781098151546.jpg?v=1722278176"},{"product_id":"project-management-9781118561256","title":"Project Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eThe latest edition of \u003ci\u003eProject Management\u003c\/i\u003e has been significantly revised to include important new developments in the field. The previous editions of this best-selling book have been widely used on university degree programmes, executive management training courses, planning software courses and professional certification.\u003c\/p\u003e \u003cp\u003eFeatures:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eReflects changes in the new versions of the bodies of knowledge of the PMI (American Project Management Institute) and the APM (British Association for Project Management)\u003c\/li\u003e \u003cli\u003e7 additional chapters including expanded coverage of project methodology, project management process and knowledge area trade-offs\u003c\/li\u003e \u003cli\u003eNew case studies from different industries to indicate broad use of project management techniques\u003c\/li\u003e \u003cli\u003eIncludes numerous worked examples and practical exercises, which introduce the reader to the latest planning and control techniques\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAbbreviations xiii\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003eAuthor’s Note xvii\u003c\/p\u003e \u003cp\u003ePART I Key Principles, Processes and Methodologies 1\u003c\/p\u003e \u003cp\u003e1 Introduction to Project Management Techniques 3\u003c\/p\u003e \u003cp\u003e1. What is a Project? 5\u003c\/p\u003e \u003cp\u003e2. Types of Projects 6\u003c\/p\u003e \u003cp\u003e3. What is Project Management? 10\u003c\/p\u003e \u003cp\u003e4. Different Types of Management 12\u003c\/p\u003e \u003cp\u003e5. Role of the Project Sponsor 14\u003c\/p\u003e \u003cp\u003e6. Role of the Project Manager 16\u003c\/p\u003e \u003cp\u003e7. Role of the Project Steering Board 18\u003c\/p\u003e \u003cp\u003e8. Project Success 20\u003c\/p\u003e \u003cp\u003e2 Project Lifecycle 23\u003c\/p\u003e \u003cp\u003e1. What is a Project Lifecycle? 24\u003c\/p\u003e \u003cp\u003e2. Project Lifecycle (4 Phases) 25\u003c\/p\u003e \u003cp\u003e3. What is a Project Phase? 27\u003c\/p\u003e \u003cp\u003e4. Level of Effort 27\u003c\/p\u003e \u003cp\u003e5. Level of Infl uence vs. Cost of Changes (Front-End Importance) 29\u003c\/p\u003e \u003cp\u003e6. Product Lifecycle (10 Phases) 30\u003c\/p\u003e \u003cp\u003e7. Project Lifecycle Costing 32\u003c\/p\u003e \u003cp\u003e8. Project Lifecycle Contracts 35\u003c\/p\u003e \u003cp\u003e3 Project Management Process 36\u003c\/p\u003e \u003cp\u003e1. Summary of the Management Process 37\u003c\/p\u003e \u003cp\u003e2. What is a Process? 37\u003c\/p\u003e \u003cp\u003e3. Eastonian Process 38\u003c\/p\u003e \u003cp\u003e4. Fayol’s Management Process 40\u003c\/p\u003e \u003cp\u003e5. Project Management Process 41\u003c\/p\u003e \u003cp\u003e4 Project Methodology 44\u003c\/p\u003e \u003cp\u003e1. What is a Project Methodology Systems Approach? 45\u003c\/p\u003e \u003cp\u003e2. Project Methodology Systems Approach 46\u003c\/p\u003e \u003cp\u003e3. Initiation Process – Initiate the Phase 48\u003c\/p\u003e \u003cp\u003e4. Planning Process – Plan the Phase 49\u003c\/p\u003e \u003cp\u003e5. Execution Process – Execute the Phase 50\u003c\/p\u003e \u003cp\u003e6. Closing Process – Close the Phase 50\u003c\/p\u003e \u003cp\u003e7. Extent of Corporate and Project Responsibility 51\u003c\/p\u003e \u003cp\u003e5 Project Stakeholder Management 54\u003c\/p\u003e \u003cp\u003e1. Who is a Project Stakeholder? 55\u003c\/p\u003e \u003cp\u003e2. Project Stakeholders vs. Project Lifecycle 57\u003c\/p\u003e \u003cp\u003e3. Identify Stakeholders and Interested Parties 57\u003c\/p\u003e \u003cp\u003e6 Project Selection 64\u003c\/p\u003e \u003cp\u003e1. Project Selection Models 65\u003c\/p\u003e \u003cp\u003e2. Numeric Models 68\u003c\/p\u003e \u003cp\u003e3. Payback Period 68\u003c\/p\u003e \u003cp\u003e4. Return on Investment (ROI) 69\u003c\/p\u003e \u003cp\u003e5. Discounted Cash Flow (DCF) 71\u003c\/p\u003e \u003cp\u003e6. Net Present Value (NPV) 71\u003c\/p\u003e \u003cp\u003e7. Internal Rate of Return (IRR) 74\u003c\/p\u003e \u003cp\u003e8. Net Present Value (NPV) Using Variable Interest Rates 77\u003c\/p\u003e \u003cp\u003e9. Scoring Models 78\u003c\/p\u003e \u003cp\u003e10. Cost Breakeven Analysis 80\u003c\/p\u003e \u003cp\u003e11. Project Lifecycle Cash Flow 81\u003c\/p\u003e \u003cp\u003ePART II Content and Processes 83\u003c\/p\u003e \u003cp\u003e7 Corporate Strategy Phases 85\u003c\/p\u003e \u003cp\u003e1. Corporate Strategy Phases vs. Project Lifecycle 86\u003c\/p\u003e \u003cp\u003e2. Corporate Vision 87\u003c\/p\u003e \u003cp\u003e3. Corporate Values (Governance) 89\u003c\/p\u003e \u003cp\u003e4. Corporate Requirements 91\u003c\/p\u003e \u003cp\u003e5. Business Case 93\u003c\/p\u003e \u003cp\u003e8 Project Feasibility Phase 96\u003c\/p\u003e \u003cp\u003e1. Feasibility Phase vs. Project Lifecycle 97\u003c\/p\u003e \u003cp\u003e2. Project Feasibility Study 97\u003c\/p\u003e \u003cp\u003e3. Project Charter 98\u003c\/p\u003e \u003cp\u003e4. Defi ne the Client’s Corporate Requirements 104\u003c\/p\u003e \u003cp\u003e5. Internal Project Constraints 106\u003c\/p\u003e \u003cp\u003e6. Internal Operational Constraints 107\u003c\/p\u003e \u003cp\u003e7. External Constraints 109\u003c\/p\u003e \u003cp\u003e9 Project Defi nition Phase 112\u003c\/p\u003e \u003cp\u003e1. Project Defi nition Phase vs. Project Lifecycle 113\u003c\/p\u003e \u003cp\u003e2. What is a Project Design? 113\u003c\/p\u003e \u003cp\u003e3. Project Design Process 114\u003c\/p\u003e \u003cp\u003e4. Project Design Philosophy 115\u003c\/p\u003e \u003cp\u003e5. Model Testing 117\u003c\/p\u003e \u003cp\u003e6. Prototypes 118\u003c\/p\u003e \u003cp\u003e7. Computer Simulation 118\u003c\/p\u003e \u003cp\u003e8. Operational Confi guration 119\u003c\/p\u003e \u003cp\u003e10 Project Execution Phase 120\u003c\/p\u003e \u003cp\u003e1. Project Execution Phase vs. Project Lifecycle 121\u003c\/p\u003e \u003cp\u003e2. What is Project Execution? 121\u003c\/p\u003e \u003cp\u003e3. Project Build-Method 122\u003c\/p\u003e \u003cp\u003e4. Project Execution Strategy 125\u003c\/p\u003e \u003cp\u003e11 Project Commissioning and Handover Phase 130\u003c\/p\u003e \u003cp\u003e1. Project Commissioning and Handover Phase vs.\u003c\/p\u003e \u003cp\u003eProject Lifecycle 131\u003c\/p\u003e \u003cp\u003e2. What is Project Commissioning? 131\u003c\/p\u003e \u003cp\u003e3. Receive the Deliverables 132\u003c\/p\u003e \u003cp\u003e4. Verify the Scope of Work 133\u003c\/p\u003e \u003cp\u003e5. Test and Commission the Project 133\u003c\/p\u003e \u003cp\u003e6. Handover Process 135\u003c\/p\u003e \u003cp\u003e7. Terminate the Project 136\u003c\/p\u003e \u003cp\u003e8. Project Closeout 137\u003c\/p\u003e \u003cp\u003e9. Closeout Report Questionnaire 138\u003c\/p\u003e \u003cp\u003e12 Operational Phases 141\u003c\/p\u003e \u003cp\u003e1. Operation Phases vs. Project Lifecycle 142\u003c\/p\u003e \u003cp\u003e2. What are the Operational Phases? 143\u003c\/p\u003e \u003cp\u003e3. Operational Start-Up Phase 143\u003c\/p\u003e \u003cp\u003e4. Project Upgrade Phase 144\u003c\/p\u003e \u003cp\u003e5. Project Disposal Phase 146\u003c\/p\u003e \u003cp\u003ePART III Content, Tools and Techniques 151\u003c\/p\u003e \u003cp\u003e13 Project Plan 153\u003c\/p\u003e \u003cp\u003e1. Project Plan (Flow Chart) 154\u003c\/p\u003e \u003cp\u003e2. Project Plan (Spiral) 155\u003c\/p\u003e \u003cp\u003e3. Trade-Offs 158\u003c\/p\u003e \u003cp\u003e4. Closing Comments 161\u003c\/p\u003e \u003cp\u003e14 Project Scope Management 162\u003c\/p\u003e \u003cp\u003e1. What is Scope Management? 163\u003c\/p\u003e \u003cp\u003e2. Project Scope Management vs. Project Lifecycle 164\u003c\/p\u003e \u003cp\u003e3. Scope Defi nition 166\u003c\/p\u003e \u003cp\u003e4. Scope Change Control 168\u003c\/p\u003e \u003cp\u003e5. Scope Verifi cation and Validation 172\u003c\/p\u003e \u003cp\u003e15 Work Breakdown Structure (WBS) 174\u003c\/p\u003e \u003cp\u003e1. What is the Work Breakdown Structure (WBS)? 175\u003c\/p\u003e \u003cp\u003e2. Product Breakdown Structure (PBS) 176\u003c\/p\u003e \u003cp\u003e3. Work Breakdown Structure (WBS) 178\u003c\/p\u003e \u003cp\u003e4. Methods of Subdivision 180\u003c\/p\u003e \u003cp\u003e5. Numbering System 183\u003c\/p\u003e \u003cp\u003e6. WBS Templates 184\u003c\/p\u003e \u003cp\u003e7. PBS, WBS, CBS, OBS Interface 185\u003c\/p\u003e \u003cp\u003e8. Spreadsheet Presentation 186\u003c\/p\u003e \u003cp\u003e16 Project Time Management 188\u003c\/p\u003e \u003cp\u003e1. Project Management Plan 189\u003c\/p\u003e \u003cp\u003e2. Defi nition of an Activity 190\u003c\/p\u003e \u003cp\u003e3. WBS – Activity List 192\u003c\/p\u003e \u003cp\u003e4. Calendar (Work Pattern) 193\u003c\/p\u003e \u003cp\u003e5. Estimating an Activity’s Duration 194\u003c\/p\u003e \u003cp\u003e6. Time Trade-Off with other Knowledge Areas 196\u003c\/p\u003e \u003cp\u003e17 Critical Path Method (CPM) 199\u003c\/p\u003e \u003cp\u003e1. What is the Critical Path Method (CPM)? 200\u003c\/p\u003e \u003cp\u003e2. Network Diagram 201\u003c\/p\u003e \u003cp\u003e3. Activity Logic – Tabular Reports 203\u003c\/p\u003e \u003cp\u003e4. Critical Path Method Steps 204\u003c\/p\u003e \u003cp\u003e5. Forward Pass 204\u003c\/p\u003e \u003cp\u003e6. Backward Pass 209\u003c\/p\u003e \u003cp\u003e7. Activity Float 212\u003c\/p\u003e \u003cp\u003e18 Gantt Charts 215\u003c\/p\u003e \u003cp\u003e1. What is a Gantt Chart? 216\u003c\/p\u003e \u003cp\u003e2. How to Draw a Simple Gantt Chart 216\u003c\/p\u003e \u003cp\u003e3. Tabular Reports 217\u003c\/p\u003e \u003cp\u003e4. Activity Float 218\u003c\/p\u003e \u003cp\u003e5. Select and Sort Functions 219\u003c\/p\u003e \u003cp\u003e6. Hammock Activities 221\u003c\/p\u003e \u003cp\u003e7. Events, Key Dates, Milestones and Deadlines 222\u003c\/p\u003e \u003cp\u003e8. Rolling Horizon Gantt Chart 223\u003c\/p\u003e \u003cp\u003e9. Revised Gantt Chart 224\u003c\/p\u003e \u003cp\u003e19 Project Procurement Management 227\u003c\/p\u003e \u003cp\u003e1. What is Project Procurement Planning? 228\u003c\/p\u003e \u003cp\u003e2. Project Procurement Process 229\u003c\/p\u003e \u003cp\u003e3. Just-In-Time 233\u003c\/p\u003e \u003cp\u003e4. Procurement Schedule 234\u003c\/p\u003e \u003cp\u003e5. Procurement Expediting 236\u003c\/p\u003e \u003cp\u003e20 Project Resource Management 238\u003c\/p\u003e \u003cp\u003e1. How to Draw the Resource Histogram 239\u003c\/p\u003e \u003cp\u003e2. Resource Loading 241\u003c\/p\u003e \u003cp\u003e3. Resource Smoothing 241\u003c\/p\u003e \u003cp\u003e4. Time-Limited Resource Scheduling 242\u003c\/p\u003e \u003cp\u003e5. Resource-Limited Resource Scheduling 243\u003c\/p\u003e \u003cp\u003e6. How to Increase the Project’s Resources 245\u003c\/p\u003e \u003cp\u003e7. How to Reduce the Project’s Resources 246\u003c\/p\u003e \u003cp\u003e21 Project Cost Management 248\u003c\/p\u003e \u003cp\u003e1. What is Project Cost Management? 249\u003c\/p\u003e \u003cp\u003e2. Estimating Continuum 250\u003c\/p\u003e \u003cp\u003e3. Top-Down and Bottom-Up Estimating 251\u003c\/p\u003e \u003cp\u003e4. Estimating Costs 252\u003c\/p\u003e \u003cp\u003e5. Establishing Budgets 257\u003c\/p\u003e \u003cp\u003e6. Budget Format 259\u003c\/p\u003e \u003cp\u003e7. Cost Trade-Off with other Knowledge Areas 259\u003c\/p\u003e \u003cp\u003e22 Project Cash Flow 262\u003c\/p\u003e \u003cp\u003e1. What is a Project Cash Flow Statement? 263\u003c\/p\u003e \u003cp\u003e2. Project Cash Flow Example 1 263\u003c\/p\u003e \u003cp\u003e3. Cash Flow Timing 265\u003c\/p\u003e \u003cp\u003e4. Project Cash Flow Example 2 267\u003c\/p\u003e \u003cp\u003e5. Project Cash Flow Example 3 268\u003c\/p\u003e \u003cp\u003e6. Invoicing 270\u003c\/p\u003e \u003cp\u003e7. Cost-to-Complete 271\u003c\/p\u003e \u003cp\u003e8. How to Draw an Expense ‘S’ Curve (PV, Planned Value) 272\u003c\/p\u003e \u003cp\u003e9. Project Cash Flow Response 273\u003c\/p\u003e \u003cp\u003e10. Performance Bonds and Retention 274\u003c\/p\u003e \u003cp\u003e11. Benefi ts of Using Project Cash Flow 274\u003c\/p\u003e \u003cp\u003e23 Project Control 277\u003c\/p\u003e \u003cp\u003e1. Project Control Cycle 278\u003c\/p\u003e \u003cp\u003e2. Monitor Progress (Data Capture) 280\u003c\/p\u003e \u003cp\u003e3. Problem Solving 283\u003c\/p\u003e \u003cp\u003e4. Decision-Making 286\u003c\/p\u003e \u003cp\u003e5. How to Apply Project Control 288\u003c\/p\u003e \u003cp\u003e6. Acceleration 290\u003c\/p\u003e \u003cp\u003e7. Crashing Steps 290\u003c\/p\u003e \u003cp\u003e8. Time–Cost Trade-Off Theory 291\u003c\/p\u003e \u003cp\u003e9. Acceleration (Crash) Cost Priority Table 295\u003c\/p\u003e \u003cp\u003e24 Earned Value 297\u003c\/p\u003e \u003cp\u003e1. The Need for Earned Value 298\u003c\/p\u003e \u003cp\u003e2. Earned Value 299\u003c\/p\u003e \u003cp\u003e3. Earned Value Table 312\u003c\/p\u003e \u003cp\u003e4. Project Control 312\u003c\/p\u003e \u003cp\u003e5. Client’s View of Earned Value 313\u003c\/p\u003e \u003cp\u003e6. Earned Value Reporting 313\u003c\/p\u003e \u003cp\u003e25 Project Quality Management 315\u003c\/p\u003e \u003cp\u003e1. What is Project Quality Management? 316\u003c\/p\u003e \u003cp\u003e2. Quality Planning 317\u003c\/p\u003e \u003cp\u003e3. Quality Assurance Plan 318\u003c\/p\u003e \u003cp\u003e4. Quality Control Plan 319\u003c\/p\u003e \u003cp\u003e5. Continuous Improvement 322\u003c\/p\u003e \u003cp\u003e6. Quality Trade-Off with other Knowledge Areas 324\u003c\/p\u003e \u003cp\u003e26 Project Risk Management 327\u003c\/p\u003e \u003cp\u003e1. What is Risk Management? 328\u003c\/p\u003e \u003cp\u003e2. Risk Management vs. Project Lifecycle 329\u003c\/p\u003e \u003cp\u003e3. Risk Identifi cation 332\u003c\/p\u003e \u003cp\u003e4. Risk Quantifi cation 336\u003c\/p\u003e \u003cp\u003e5. Risk Response 337\u003c\/p\u003e \u003cp\u003e6. Contracting 338\u003c\/p\u003e \u003cp\u003e7. Response to an Opportunity 341\u003c\/p\u003e \u003cp\u003e8. Risk Control 341\u003c\/p\u003e \u003cp\u003e27 Project Communication Management 343\u003c\/p\u003e \u003cp\u003e1. What is Project Communication? 344\u003c\/p\u003e \u003cp\u003e2. Communication Plan 345\u003c\/p\u003e \u003cp\u003e3. Project Meetings 347\u003c\/p\u003e \u003cp\u003e4. Project Reporting 349\u003c\/p\u003e \u003cp\u003e5. Document Control 352\u003c\/p\u003e \u003cp\u003e6. Communication Trade-Off with other Knowledge Areas 353\u003c\/p\u003e \u003cp\u003e28 Project Leadership 355\u003c\/p\u003e \u003cp\u003e1. What is Project Leadership? 356\u003c\/p\u003e \u003cp\u003e2. Situational Leadership 356\u003c\/p\u003e \u003cp\u003e3. Leadership Traits 359\u003c\/p\u003e \u003cp\u003e4. Leadership Power (Responsibility – Authority Gap) 360\u003c\/p\u003e \u003cp\u003e5. Action Centred Leadership 361\u003c\/p\u003e \u003cp\u003e6. Decision-Making Continuum 363\u003c\/p\u003e \u003cp\u003e7. Herzberg’s Motivation and Hygiene Factors 365\u003c\/p\u003e \u003cp\u003e8. Maslow’s Hierarchy of Needs 366\u003c\/p\u003e \u003cp\u003e9. Confl ict 368\u003c\/p\u003e \u003cp\u003e10. Delegation 369\u003c\/p\u003e \u003cp\u003e29 Project Teams 372\u003c\/p\u003e \u003cp\u003e1. What is a Project Team? 373\u003c\/p\u003e \u003cp\u003e2. Team Charter 374\u003c\/p\u003e \u003cp\u003e3. Team Development Phases 377\u003c\/p\u003e \u003cp\u003e4. Team Building Techniques 379\u003c\/p\u003e \u003cp\u003e5. Levels of Team Building 380\u003c\/p\u003e \u003cp\u003e6. Why Companies Use Project Teams 381\u003c\/p\u003e \u003cp\u003e7. Benefi ts of Using Project Teams 381\u003c\/p\u003e \u003cp\u003e30 Project Organization Structure 383\u003c\/p\u003e \u003cp\u003e1. What is a Project Organization Structure? 384\u003c\/p\u003e \u003cp\u003e2. Functional Organization Structures 385\u003c\/p\u003e \u003cp\u003e3. Matrix Organization Structure 388\u003c\/p\u003e \u003cp\u003e4. Pure Project Organization Structure 390\u003c\/p\u003e \u003cp\u003eGlossary 393\u003c\/p\u003e \u003cp\u003eIndex 403\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48866374091095,"sku":"9781118561256","price":48.4,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781118561256.jpg?v=1722278345"},{"product_id":"integrating-sustainability-into-major-projects-9781119557906","title":"Integrating Sustainability Into Major Projects","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eA practitioner-focused guide featuring tools, models, and experience from the front lines of sustainability management on major projects\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWith the growing need for sustainability management on large resource, infrastructure and power projects, this book provides project teams and sustainability practitioners with the practical advice, tools, and resources they need to create better projects. It offers extensive guidance for integrating sustainability into project design, planning and delivery. In each chapter, the authors provide invaluable sustainability management strategies and sample tools for project execution plans, engineering decision-making, stakeholder engagement tracking, logging commitments and follow-up actions, permit tracking, and construction management.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIntegrating Sustainability into Major Projects: Best Practices and Tools for Project Teams\u003c\/i\u003e begins by introducing readers to the topic, as well as the common terminology. It then offers read\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eAbout the Authors ix\u003c\/p\u003e \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 \u003c\/b\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Terminology 2\u003c\/p\u003e \u003cp\u003e1.2 Creating Value by Integrating Sustainability 2\u003c\/p\u003e \u003cp\u003e1.3 Creating a Sustainability Focus 4\u003c\/p\u003e \u003cp\u003e1.4 Sustainability is a Team Sport 10\u003c\/p\u003e \u003cp\u003e1.5 Who is This Book For? 12\u003c\/p\u003e \u003cp\u003e1.6 How to Use This Book 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 \u003c\/b\u003e\u003cb\u003eOverview of Major Projects 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 What is a Major Project? 16\u003c\/p\u003e \u003cp\u003e2.2 Types of Major Projects 16\u003c\/p\u003e \u003cp\u003e2.3 Types of Project Structures 19\u003c\/p\u003e \u003cp\u003e2.4 Key Players 24\u003c\/p\u003e \u003cp\u003e2.5 Managing Time and Space 25\u003c\/p\u003e \u003cp\u003e2.6 Project Lifecycle 27\u003c\/p\u003e \u003cp\u003e2.7 Summary 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 \u003c\/b\u003e\u003cb\u003eStandards and Guidelines 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Getting Started 32\u003c\/p\u003e \u003cp\u003e3.2 International Standards and Guidelines 32\u003c\/p\u003e \u003cp\u003e3.3 Industry Guidelines 40\u003c\/p\u003e \u003cp\u003e3.4 Discipline Guidelines 43\u003c\/p\u003e \u003cp\u003e3.5 Responsible Project Financing 45\u003c\/p\u003e \u003cp\u003e3.6 Sustainable and Responsible Investing 46\u003c\/p\u003e \u003cp\u003e3.7 Managing Standards and Guidelines 47\u003c\/p\u003e \u003cp\u003e3.8 Summary 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 \u003c\/b\u003e\u003cb\u003eUnderstanding What is Important 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Mapping Sustainability Topics 52\u003c\/p\u003e \u003cp\u003e4.2 Mapping External Factors 53\u003c\/p\u003e \u003cp\u003e4.3 Value Chain Analysis 58\u003c\/p\u003e \u003cp\u003e4.4 Focus on Materiality 65\u003c\/p\u003e \u003cp\u003e4.5 Summary 68\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 \u003c\/b\u003e\u003cb\u003eProject Management 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Sustainability Steering Committee 72\u003c\/p\u003e \u003cp\u003e5.2 Project Charter 74\u003c\/p\u003e \u003cp\u003e5.3 Sustainability Policy 75\u003c\/p\u003e \u003cp\u003e5.4 Project Goals 77\u003c\/p\u003e \u003cp\u003e5.5 Structuring the Project Organization 78\u003c\/p\u003e \u003cp\u003e5.6 Project Execution Plan 79\u003c\/p\u003e \u003cp\u003e5.7 Project Schedule 81\u003c\/p\u003e \u003cp\u003e5.8 Project Communications Plan 82\u003c\/p\u003e \u003cp\u003e5.9 Change Management 85\u003c\/p\u003e \u003cp\u003e5.10 Project Team Roles and Responsibilities 86\u003c\/p\u003e \u003cp\u003e5.11 Summary 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 \u003c\/b\u003e\u003cb\u003eStakeholder Engagement 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Reasons to Engage 90\u003c\/p\u003e \u003cp\u003e6.2 Identifying Stakeholders 91\u003c\/p\u003e \u003cp\u003e6.3 Understanding Project Stakeholders 95\u003c\/p\u003e \u003cp\u003e6.4 Engaging 97\u003c\/p\u003e \u003cp\u003e6.5 Documenting Engagement 101\u003c\/p\u003e \u003cp\u003e6.6 Communicating 101\u003c\/p\u003e \u003cp\u003e6.7 The Stakeholder Engagement Plan (SEP) 103\u003c\/p\u003e \u003cp\u003e6.8 Community Agreements 105\u003c\/p\u003e \u003cp\u003e6.9 Additional Tools 105\u003c\/p\u003e \u003cp\u003e6.10 Summary 106\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 \u003c\/b\u003e\u003cb\u003eManaging Risk and Opportunity 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Risk Workshops 108\u003c\/p\u003e \u003cp\u003e7.2 Project Risk Register 112\u003c\/p\u003e \u003cp\u003e7.3 Risk Management Plans 116\u003c\/p\u003e \u003cp\u003e7.4 Opportunity Management 120\u003c\/p\u003e \u003cp\u003e7.5 Summary 123\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 \u003c\/b\u003e\u003cb\u003eSustainability Management Tools 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Sustainability Integration Framework 125\u003c\/p\u003e \u003cp\u003e8.2 Management Systems 127\u003c\/p\u003e \u003cp\u003e8.3 Managing Commitments 129\u003c\/p\u003e \u003cp\u003e8.4 Developing a Commitments Action Log 132\u003c\/p\u003e \u003cp\u003e8.5 Managing Complaints 136\u003c\/p\u003e \u003cp\u003e8.6 Developing a Complaint Mechanism 139\u003c\/p\u003e \u003cp\u003e8.7 Monitoring Sustainability Performance 143\u003c\/p\u003e \u003cp\u003e8.8 Summary 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 \u003c\/b\u003e\u003cb\u003eApprovals and Permits 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Approvals 145\u003c\/p\u003e \u003cp\u003e9.2 Permits 148\u003c\/p\u003e \u003cp\u003e9.3 Summary 149\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 \u003c\/b\u003e\u003cb\u003eDesign 151\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Design Basis 152\u003c\/p\u003e \u003cp\u003e10.2 Selecting a Location 153\u003c\/p\u003e \u003cp\u003e10.3 Community Design Workshops 156\u003c\/p\u003e \u003cp\u003e10.4 Innovation 159\u003c\/p\u003e \u003cp\u003e10.5 Decision Making 160\u003c\/p\u003e \u003cp\u003e10.6 Designing for Climate Change 168\u003c\/p\u003e \u003cp\u003e10.7 Summary 172\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Procurement 175\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Procurement Plan 176\u003c\/p\u003e \u003cp\u003e11.2 Economic Development Plan 179\u003c\/p\u003e \u003cp\u003e11.3 Equipment and Materials 182\u003c\/p\u003e \u003cp\u003e11.4 Supplies and Services 185\u003c\/p\u003e \u003cp\u003e11.5 Logistics 186\u003c\/p\u003e \u003cp\u003e11.6 Contractors 189\u003c\/p\u003e \u003cp\u003e11.7 Summary 193\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 \u003c\/b\u003e\u003cb\u003eConstruction Management 195\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Transition to Construction 196\u003c\/p\u003e \u003cp\u003e12.2 Stakeholder Communications During Construction 197\u003c\/p\u003e \u003cp\u003e12.3 Public Safety 202\u003c\/p\u003e \u003cp\u003e12.4 Environmental Management 205\u003c\/p\u003e \u003cp\u003e12.5 Working with Contractors 210\u003c\/p\u003e \u003cp\u003e12.6 Permit to Work System 212\u003c\/p\u003e \u003cp\u003e12.7 Construction Sustainability Metrics 214\u003c\/p\u003e \u003cp\u003e12.8 Creating a Sustainability Culture 216\u003c\/p\u003e \u003cp\u003e12.9 Summary 219\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 \u003c\/b\u003e\u003cb\u003eCommissioning 221\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Commissioning Team 222\u003c\/p\u003e \u003cp\u003e13.2 Management Systems 222\u003c\/p\u003e \u003cp\u003e13.3 Stakeholder Engagement 223\u003c\/p\u003e \u003cp\u003e13.4 Communications 225\u003c\/p\u003e \u003cp\u003e13.5 Completion and Demobilization 225\u003c\/p\u003e \u003cp\u003e13.6 Summary 226\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 \u003c\/b\u003e\u003cb\u003eClosure 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 Closure Planning 227\u003c\/p\u003e \u003cp\u003e14.2 Transition to Closure 229\u003c\/p\u003e \u003cp\u003e14.3 Design for Closure 231\u003c\/p\u003e \u003cp\u003e14.4 Progressive Reclamation 232\u003c\/p\u003e \u003cp\u003e14.5 Summary 234\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 \u003c\/b\u003e\u003cb\u003eWrap-Up 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 It’s a New World for Delivering Major Projects 235\u003c\/p\u003e \u003cp\u003e15.2 So, What Can Project Teams Do? 236\u003c\/p\u003e \u003cp\u003e15.3 Managing Complexity 237\u003c\/p\u003e \u003cp\u003e15.4 What Does It Cost? 237\u003c\/p\u003e \u003cp\u003e15.5 Getting Started 238\u003c\/p\u003e \u003cp\u003e15.6 Sharing Your Stories 238\u003c\/p\u003e \u003cp\u003e15.7 Final Word 239\u003c\/p\u003e \u003cp\u003eAppendix A PESTLe Table of External Factors 241\u003c\/p\u003e \u003cp\u003eAppendix B Stakeholder Summary Template 245\u003c\/p\u003e \u003cp\u003eAppendix C Stakeholder Engagement Plan Sample Table of Contents 247\u003c\/p\u003e \u003cp\u003eAppendix D Stakeholder Communications Planning for Construction 249\u003c\/p\u003e \u003cp\u003eIndex 251\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48866402894167,"sku":"9781119557906","price":74.05,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119557906.jpg?v=1722278477"},{"product_id":"agile-2-9781119799276","title":"Agile 2","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eAgile is broken.    Most Agile transformations struggle. According to an Allied Market Research study, 63% of respondents stated the failure of agile implementation in their organizations. The problems with Agile start at the top of most organizations with executive leadership not getting what agile is or even knowing the difference between success and failure in agile.    Agile transformation is a journey, and most of that journey consists of people learning and trying new approaches in their own work. An agile organization can make use of coaches and training to improve their chances of success. But even then, failure remains because many Agile ideas are oversimplifications or interpreted in an extreme way, and many elements essential for success are missing. Coupled with other ideas that have been dogmatically forced on teams, such as agile team rooms, and an overall inertia and resistance to change in the Agile community, the Agile movement is ripe for change since its birth twenty years ago.    Agile 2 represents the work of fifteen experienced Agile experts, distilled into Agile 2: The Next Iteration of Agile by seven members of the team. Agile 2 values these pairs of attributes when properly balanced: thoughtfulness and prescription; outcomes and outputs, individuals and teams; business and technical understanding; individual empowerment and good leadership; adaptability and planning. With a new set of Agile principles to take Agile forward over the next 20 years, Agile 2 is applicable beyond software and hardware to all parts of an agile organization including Agile HR, Agile Finance, and so on.    Like the original Agile, Agile 2, is just a set of ideas - powerful ideas. To undertake any endeavor, a single set of ideas is not enough. But a single set of ideas can be a powerful guide.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eAbout the Authors vii\u003c\/p\u003e \u003cp\u003eAcknowledgments xi\u003c\/p\u003e \u003cp\u003eForeword xv\u003c\/p\u003e \u003cp\u003ePreface xix\u003c\/p\u003e \u003cp\u003e1 How Did We Get Here? 1\u003c\/p\u003e \u003cp\u003e2 Specific Problems 21\u003c\/p\u003e \u003cp\u003e3 Leadership: The Core Issue 49\u003c\/p\u003e \u003cp\u003e4 Ingredients That Are Needed 69\u003c\/p\u003e \u003cp\u003e5 Kinds of Leadership Needed 121\u003c\/p\u003e \u003cp\u003e6 What Effective Collaboration Looks Like 157\u003c\/p\u003e \u003cp\u003e7 It’s All About the Product 181\u003c\/p\u003e \u003cp\u003e8 Product Design and Agile 2 191\u003c\/p\u003e \u003cp\u003e9 Moving Fast Requires Real-Time Risk Management 205\u003c\/p\u003e \u003cp\u003e10 A Transformation is a Journey 245\u003c\/p\u003e \u003cp\u003e11 DevOps and Agile 2 275\u003c\/p\u003e \u003cp\u003e12 Agile 2 at Scale 299\u003c\/p\u003e \u003cp\u003e13 System Engineering and Agile 2 335\u003c\/p\u003e \u003cp\u003e14 Agile 2 in Service Domains 363\u003c\/p\u003e \u003cp\u003e15 Conclusion 383\u003c\/p\u003e \u003cp\u003eIndex 391\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48866416591191,"sku":"9781119799276","price":19.54,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119799276.jpg?v=1722278539"},{"product_id":"project-management-for-dummies-9781119869818","title":"Project Management For Dummies","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eIntroduction\u003c\/b\u003e\u003cb\u003e 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout This Book 2\u003c\/p\u003e \u003cp\u003eFoolish Assumptions 2\u003c\/p\u003e \u003cp\u003eIcons Used in This Book 3\u003c\/p\u003e \u003cp\u003eBeyond the Book 4\u003c\/p\u003e \u003cp\u003eWhere to Go from Here 4\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1: Getting Started With Project Management\u003c\/b\u003e\u003cb\u003e 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Project Management: The Key to Achieving Results\u003c\/b\u003e\u003cb\u003e 9\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDetermining What Makes a Project a Project 10\u003c\/p\u003e \u003cp\u003eUnderstanding the three main components that define a project 11\u003c\/p\u003e \u003cp\u003eRecognizing the diversity of projects 12\u003c\/p\u003e \u003cp\u003eDescribing the four phases of a project life cycle 14\u003c\/p\u003e \u003cp\u003eAdopting a Principled Approach to Project Management 16\u003c\/p\u003e \u003cp\u003eStarting with stewardship and leadership 17\u003c\/p\u003e \u003cp\u003eContinuing with team and stakeholders 18\u003c\/p\u003e \u003cp\u003eDelivering value and quality 19\u003c\/p\u003e \u003cp\u003eHandling complexity, opportunities, and threats 20\u003c\/p\u003e \u003cp\u003eExhibiting adaptability and resilience 22\u003c\/p\u003e \u003cp\u003eThinking holistically and enabling change 23\u003c\/p\u003e \u003cp\u003eWhat Happened to Process Groups and Knowledge Areas? 25\u003c\/p\u003e \u003cp\u003eDo You Have What It Takes to Be an Effective Project Manager? 26\u003c\/p\u003e \u003cp\u003eQuestions 27\u003c\/p\u003e \u003cp\u003eAnswer key 27\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: I’m a Project Manager! Now What?\u003c\/b\u003e\u003cb\u003e 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnowing the Project Manager’s Role 31\u003c\/p\u003e \u003cp\u003eLooking at the project manager’s tasks 32\u003c\/p\u003e \u003cp\u003eStaving off excuses for not following a structured project management approach 32\u003c\/p\u003e \u003cp\u003eAvoiding shortcuts 33\u003c\/p\u003e \u003cp\u003eStaying aware of other potential challenges 35\u003c\/p\u003e \u003cp\u003eAligning with the Four Values that Comprise the Code of Ethics 36\u003c\/p\u003e \u003cp\u003eThe price of greatness is responsibility 36\u003c\/p\u003e \u003cp\u003eR-e-s-p-e-c-t, find out what it means to your project 37\u003c\/p\u003e \u003cp\u003eMaintaining fairness 37\u003c\/p\u003e \u003cp\u003eHonesty is the best policy 38\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Beginning the Journey: The Genesis of a Project\u003c\/b\u003e\u003cb\u003e 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGathering Ideas for Projects 42\u003c\/p\u003e \u003cp\u003eLooking at information sources for potential projects 43\u003c\/p\u003e \u003cp\u003eProposing a project in a business case 43\u003c\/p\u003e \u003cp\u003eDeveloping the Project Charter 45\u003c\/p\u003e \u003cp\u003ePerforming a cost-benefit analysis 46\u003c\/p\u003e \u003cp\u003eConducting a feasibility study 48\u003c\/p\u003e \u003cp\u003eGenerating documents during the development of the project charter 49\u003c\/p\u003e \u003cp\u003eDeciding Which Projects to Move to the Second Phase of Their Life Cycle 50\u003c\/p\u003e \u003cp\u003eTailoring Your Delivery Approach 51\u003c\/p\u003e \u003cp\u003eFor the organization 52\u003c\/p\u003e \u003cp\u003eFor the project 53\u003c\/p\u003e \u003cp\u003eIdentifying the Models, Methods, and Artifacts to Use 54\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Knowing Your Project’s Stakeholders: Involving the Right People\u003c\/b\u003e\u003cb\u003e 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUnderstanding Your Project’s Stakeholders 64\u003c\/p\u003e \u003cp\u003eDeveloping a Stakeholder Register 64\u003c\/p\u003e \u003cp\u003eStarting your stakeholder register 65\u003c\/p\u003e \u003cp\u003eEnsuring your stakeholder register is complete and up-to-date 70\u003c\/p\u003e \u003cp\u003eUsing a stakeholder register template 71\u003c\/p\u003e \u003cp\u003eDetermining Whether Stakeholders Are Drivers, Supporters, or Observers 73\u003c\/p\u003e \u003cp\u003eDeciding when to involve your stakeholders 75\u003c\/p\u003e \u003cp\u003eUsing different methods to involve your stakeholders 78\u003c\/p\u003e \u003cp\u003eMaking the most of your stakeholders’ involvement 78\u003c\/p\u003e \u003cp\u003eDisplaying Your Stakeholder Register 79\u003c\/p\u003e \u003cp\u003eConfirming Your Stakeholders’ Authority 80\u003c\/p\u003e \u003cp\u003eAssessing Your Stakeholders’ Power and Interest 82\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 84\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Clarifying What You’re Trying to Accomplish — And Why\u003c\/b\u003e\u003cb\u003e 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Your Project with a Scope Statement 86\u003c\/p\u003e \u003cp\u003eLooking at the Big Picture: Explaining the Need for Your Project 90\u003c\/p\u003e \u003cp\u003eFiguring out why you’re doing the project 90\u003c\/p\u003e \u003cp\u003eDrawing the line: Where your project starts and stops 100\u003c\/p\u003e \u003cp\u003eStating your project’s objectives 101\u003c\/p\u003e \u003cp\u003eMarking Boundaries: Project Constraints 106\u003c\/p\u003e \u003cp\u003eWorking within limitations 106\u003c\/p\u003e \u003cp\u003eDealing with needs 109\u003c\/p\u003e \u003cp\u003eFacing the Unknowns When Planning: Documenting Your Assumptions 109\u003c\/p\u003e \u003cp\u003ePresenting Your Scope Statement in a Clear and Concise Document 110\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 111\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Developing Your Game Plan: Getting from Here to There\u003c\/b\u003e\u003cb\u003e 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDivide and Conquer: Breaking Your Project into Manageable Chunks 114\u003c\/p\u003e \u003cp\u003eThinking in detail 114\u003c\/p\u003e \u003cp\u003eIdentifying necessary project work with a work breakdown structure 116\u003c\/p\u003e \u003cp\u003eDealing with special situations 124\u003c\/p\u003e \u003cp\u003eCreating and Displaying Your Work Breakdown Structure 127\u003c\/p\u003e \u003cp\u003eConsidering different schemes to create your WBS hierarchy 128\u003c\/p\u003e \u003cp\u003eUsing one of two approaches to develop your WBS 129\u003c\/p\u003e \u003cp\u003eCategorizing your project’s work 130\u003c\/p\u003e \u003cp\u003eLabeling your WBS entries 132\u003c\/p\u003e \u003cp\u003eDisplaying your WBS in different formats 133\u003c\/p\u003e \u003cp\u003eImproving the quality of your WBS 136\u003c\/p\u003e \u003cp\u003eUsing templates 137\u003c\/p\u003e \u003cp\u003eIdentifying Risks While Detailing Your Work 138\u003c\/p\u003e \u003cp\u003eDocumenting What You Need to Know about Your Planned Project Work 140\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e141\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2: Planning Time: Determining When and How Much\u003c\/b\u003e\u003cb\u003e 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: You Want This Project Done When?\u003c\/b\u003e\u003cb\u003e 145\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePicture This: Illustrating a Work Plan with a Network Diagram 146\u003c\/p\u003e \u003cp\u003eDefining a network diagram’s elements 146\u003c\/p\u003e \u003cp\u003eDrawing a network diagram 148\u003c\/p\u003e \u003cp\u003eAnalyzing a Network Diagram 149\u003c\/p\u003e \u003cp\u003eReading a network diagram 150\u003c\/p\u003e \u003cp\u003eInterpreting a network diagram 151\u003c\/p\u003e \u003cp\u003eWorking with Your Project’s Network Diagram 156\u003c\/p\u003e \u003cp\u003eDetermining precedence 156\u003c\/p\u003e \u003cp\u003eUsing a network diagram to analyze a simple example 160\u003c\/p\u003e \u003cp\u003eDeveloping Your Project’s Schedule 164\u003c\/p\u003e \u003cp\u003eTaking the first steps 165\u003c\/p\u003e \u003cp\u003eAvoiding the pitfall of backing in to your schedule 166\u003c\/p\u003e \u003cp\u003eMeeting an established time constraint 167\u003c\/p\u003e \u003cp\u003eApplying different strategies to arrive at your picnic in less time 167\u003c\/p\u003e \u003cp\u003eEstimating Activity Duration 172\u003c\/p\u003e \u003cp\u003eDetermining the underlying factors 173\u003c\/p\u003e \u003cp\u003eConsidering resource characteristics 174\u003c\/p\u003e \u003cp\u003eImproving activity duration estimates 174\u003c\/p\u003e \u003cp\u003eDisplaying Your Project’s Schedule 176\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e179\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Establishing Whom You Need, How Much of Their Time, and When\u003c\/b\u003e\u003cb\u003e 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting the Information You Need to Match People to Tasks 182\u003c\/p\u003e \u003cp\u003eDeciding what skills and knowledge team members must have 183\u003c\/p\u003e \u003cp\u003eRepresenting team members’ skills, knowledge, and interests in a skills matrix 187\u003c\/p\u003e \u003cp\u003eEstimating Needed Commitment 189\u003c\/p\u003e \u003cp\u003eUsing a human resources matrix 189\u003c\/p\u003e \u003cp\u003eIdentifying needed personnel in a human resources matrix 191\u003c\/p\u003e \u003cp\u003eEstimating required work effort 192\u003c\/p\u003e \u003cp\u003eFactoring productivity, efficiency, and availability into work-effort estimates 193\u003c\/p\u003e \u003cp\u003eReflecting efficiency when you use historical data 194\u003c\/p\u003e \u003cp\u003eAccounting for efficiency in personal work-effort estimates 196\u003c\/p\u003e \u003cp\u003eEnsuring Your Project Team Members Can Meet Their Resource Commitments 198\u003c\/p\u003e \u003cp\u003ePlanning your initial allocations 198\u003c\/p\u003e \u003cp\u003eResolving potential resource overloads 200\u003c\/p\u003e \u003cp\u003eCoordinating assignments across multiple projects 202\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e205\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Planning for Other Resources and Developing the Budget\u003c\/b\u003e\u003cb\u003e 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDetermining Non-Personnel Resource Needs 208\u003c\/p\u003e \u003cp\u003eMaking Sense of the Dollars: Project Costs and Budgets 210\u003c\/p\u003e \u003cp\u003eLooking at different types of project costs 210\u003c\/p\u003e \u003cp\u003eRecognizing the three stages of a project budget 212\u003c\/p\u003e \u003cp\u003eRefining your budget as your project progresses 213\u003c\/p\u003e \u003cp\u003eDetermining project costs for a detailed budget estimate 215\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e219\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Venturing into the Unknown: Dealing with Risk \u003c\/b\u003e\u003cb\u003e221\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Risk and Risk Management 222\u003c\/p\u003e \u003cp\u003eFocusing on Risk Factors and Risks 223\u003c\/p\u003e \u003cp\u003eRecognizing risk factors 224\u003c\/p\u003e \u003cp\u003eIdentifying risks 226\u003c\/p\u003e \u003cp\u003eAssessing Risks: Probability and Consequences 229\u003c\/p\u003e \u003cp\u003eGauging the likelihood of a risk 230\u003c\/p\u003e \u003cp\u003eEstimating the extent of the consequences 232\u003c\/p\u003e \u003cp\u003eGetting Everything under Control: Managing Risk 234\u003c\/p\u003e \u003cp\u003eChoosing the risks you want to manage 235\u003c\/p\u003e \u003cp\u003eDeveloping a risk management strategy 236\u003c\/p\u003e \u003cp\u003eCommunicating about risks 237\u003c\/p\u003e \u003cp\u003ePreparing a Risk Management Plan 239\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 240\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3: Group Work: Putting Your Team Together\u003c\/b\u003e\u003cb\u003e 243\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Aligning the Key Players for Your Project\u003c\/b\u003e\u003cb\u003e 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Three Organizational Environments 246\u003c\/p\u003e \u003cp\u003eThe functional structure 246\u003c\/p\u003e \u003cp\u003eThe projectized structure 248\u003c\/p\u003e \u003cp\u003eThe matrix structure 250\u003c\/p\u003e \u003cp\u003eRecognizing the Key Players in a Matrix Environment 253\u003c\/p\u003e \u003cp\u003eThe project manager 253\u003c\/p\u003e \u003cp\u003eProject team members 255\u003c\/p\u003e \u003cp\u003eFunctional managers 255\u003c\/p\u003e \u003cp\u003eThe project owner 256\u003c\/p\u003e \u003cp\u003eThe project sponsor 256\u003c\/p\u003e \u003cp\u003eUpper management 257\u003c\/p\u003e \u003cp\u003eWorking Successfully in a Matrix Environment 258\u003c\/p\u003e \u003cp\u003eCreating and continually reinforcing a team identity 258\u003c\/p\u003e \u003cp\u003eGetting team member commitment 259\u003c\/p\u003e \u003cp\u003eEliciting support from other people in the environment 259\u003c\/p\u003e \u003cp\u003eHeading off common problems before they arise 260\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 261\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: Defining Team Members’ Roles and Responsibilities\u003c\/b\u003e\u003cb\u003e 263\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOutlining the Key Roles 264\u003c\/p\u003e \u003cp\u003eDistinguishing authority, responsibility, and accountability 264\u003c\/p\u003e \u003cp\u003eUnderstanding the difference between authority and responsibility 265\u003c\/p\u003e \u003cp\u003eMaking Project Assignments 265\u003c\/p\u003e \u003cp\u003eDelving into delegation 266\u003c\/p\u003e \u003cp\u003eSharing responsibility 271\u003c\/p\u003e \u003cp\u003eHolding people accountable — even when they don’t report to you 272\u003c\/p\u003e \u003cp\u003ePicture This: Depicting Roles with a Responsibility Assignment Matrix 276\u003c\/p\u003e \u003cp\u003eIntroducing the elements of a RAM 277\u003c\/p\u003e \u003cp\u003eReading a RAM 278\u003c\/p\u003e \u003cp\u003eDeveloping a RAM 280\u003c\/p\u003e \u003cp\u003eEnsuring your RAM is accurate 281\u003c\/p\u003e \u003cp\u003eDealing with Micromanagement 284\u003c\/p\u003e \u003cp\u003eRealizing why a person micromanages 284\u003c\/p\u003e \u003cp\u003eGaining a micromanager’s trust 285\u003c\/p\u003e \u003cp\u003eWorking well with a micromanager 286\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 286\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: Starting Your Project Team Off on the Right Foot\u003c\/b\u003e\u003cb\u003e 287\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinalizing Your Project’s Participants 288\u003c\/p\u003e \u003cp\u003eAre you in? Confirming your team members’ participation 288\u003c\/p\u003e \u003cp\u003eAssuring that others are on board 291\u003c\/p\u003e \u003cp\u003eFilling in the blanks 292\u003c\/p\u003e \u003cp\u003eDeveloping Your Team 293\u003c\/p\u003e \u003cp\u003eReviewing the approved project plan 294\u003c\/p\u003e \u003cp\u003eDeveloping team and individual goals 295\u003c\/p\u003e \u003cp\u003eSpecifying team member roles 295\u003c\/p\u003e \u003cp\u003eDefining your team’s operating processes 296\u003c\/p\u003e \u003cp\u003eSupporting the development of team member relationships 297\u003c\/p\u003e \u003cp\u003eResolving conflicts 297\u003c\/p\u003e \u003cp\u003eAll together now: Helping your team become a smooth-functioning unit 300\u003c\/p\u003e \u003cp\u003eLaying the Groundwork for Controlling Your Project 303\u003c\/p\u003e \u003cp\u003eSelecting and preparing your tracking systems 303\u003c\/p\u003e \u003cp\u003eEstablishing schedules for reports and meetings 304\u003c\/p\u003e \u003cp\u003eSetting your project’s baseline 305\u003c\/p\u003e \u003cp\u003eHear Ye, Hear Ye! Announcing Your Project 305\u003c\/p\u003e \u003cp\u003eSetting the Stage for Your Project Retrospective 306\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 306\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4: Steering the Ship: Managing Your Project to Success\u003c\/b\u003e\u003cb\u003e 309\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Tracking Progress and Maintaining Control\u003c\/b\u003e\u003cb\u003e 311\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHolding On to the Reins: Monitoring and Controlling 312\u003c\/p\u003e \u003cp\u003eEstablishing Project Management Information Systems 314\u003c\/p\u003e \u003cp\u003eThe clock’s ticking: Monitoring schedule performance 315\u003c\/p\u003e \u003cp\u003eAll in a day’s work: Monitoring work effort 322\u003c\/p\u003e \u003cp\u003eFollow the money: Monitoring expenditures 327\u003c\/p\u003e \u003cp\u003ePutting Your Control Process into Action 330\u003c\/p\u003e \u003cp\u003eHeading off problems before they occur 330\u003c\/p\u003e \u003cp\u003eFormalizing your control process 331\u003c\/p\u003e \u003cp\u003eIdentifying possible causes of delays and variances 333\u003c\/p\u003e \u003cp\u003eIdentifying possible corrective actions 334\u003c\/p\u003e \u003cp\u003eGetting back on track: Rebaselining 334\u003c\/p\u003e \u003cp\u003eReacting Responsibly When Changes Are Requested 335\u003c\/p\u003e \u003cp\u003eResponding to change requests 336\u003c\/p\u003e \u003cp\u003eCreeping away from scope creep 337\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 338\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15: Keeping Everyone Informed\u003c\/b\u003e\u003cb\u003e 339\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eI Meant What I Said and I Said What I Meant: Successful Communication Basics 340\u003c\/p\u003e \u003cp\u003eBreaking down the communication process 341\u003c\/p\u003e \u003cp\u003eDistinguishing one-way and two-way communication 341\u003c\/p\u003e \u003cp\u003eCan you hear me now? Listening actively 342\u003c\/p\u003e \u003cp\u003eChoosing the Appropriate Medium for Project Communication 344\u003c\/p\u003e \u003cp\u003eJust the facts: Written reports 345\u003c\/p\u003e \u003cp\u003eMoving it along: Meetings that work 346\u003c\/p\u003e \u003cp\u003ePreparing a Written Project Progress Report 350\u003c\/p\u003e \u003cp\u003eMaking a list (of names) and checking it twice 350\u003c\/p\u003e \u003cp\u003eKnowing what’s hot (and what’s not) in your report 351\u003c\/p\u003e \u003cp\u003eEarning a Pulitzer, or at least writing an interesting report 352\u003c\/p\u003e \u003cp\u003eHolding Key Project Meetings 355\u003c\/p\u003e \u003cp\u003eRegularly scheduled team meetings 356\u003c\/p\u003e \u003cp\u003eAd hoc team meetings 357\u003c\/p\u003e \u003cp\u003eExecutive leadership progress reviews 357\u003c\/p\u003e \u003cp\u003ePreparing a Project Communications Management Plan 358\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and PMBOK 7 359\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16: Encouraging Peak Performance by Providing Effective Leadership\u003c\/b\u003e\u003cb\u003e 361\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExploring the Differences between Leadership and Management 362\u003c\/p\u003e \u003cp\u003eRecognizing the Traits People Look for in a Leader 363\u003c\/p\u003e \u003cp\u003eDeveloping Personal Power and Influence 365\u003c\/p\u003e \u003cp\u003eUnderstanding why people do what you ask 365\u003c\/p\u003e \u003cp\u003eEstablishing the bases of your power 367\u003c\/p\u003e \u003cp\u003eYou Can Do It! Creating and Sustaining Team Member Motivation 368\u003c\/p\u003e \u003cp\u003eIncreasing commitment by clarifying your project’s benefits 369\u003c\/p\u003e \u003cp\u003eEncouraging persistence by demonstrating project feasibility 370\u003c\/p\u003e \u003cp\u003eLetting people know how they’re doing 371\u003c\/p\u003e \u003cp\u003eProviding rewards for work well done 372\u003c\/p\u003e \u003cp\u003eLeading a Diverse, Equitable, and Inclusive Project Team 373\u003c\/p\u003e \u003cp\u003eDiversity is an asset worthy of inclusion 374\u003c\/p\u003e \u003cp\u003eEquity is a choice – choose it 375\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e375\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17: Bringing Your Project to Closure\u003c\/b\u003e\u003cb\u003e 377\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStaying the Course to Completion 378\u003c\/p\u003e \u003cp\u003ePlanning ahead for your project’s closure 379\u003c\/p\u003e \u003cp\u003eUpdating your initial closure plans when you’re ready to wind down the project 380\u003c\/p\u003e \u003cp\u003eCharging up your team for the sprint to the finish line 380\u003c\/p\u003e \u003cp\u003eHandling Administrative Issues 381\u003c\/p\u003e \u003cp\u003eProviding a Smooth Transition for Team Members 381\u003c\/p\u003e \u003cp\u003eSurveying the Results: The Project Retrospective Evaluation 384\u003c\/p\u003e \u003cp\u003ePreparing for the evaluation throughout the project 384\u003c\/p\u003e \u003cp\u003eSetting the stage for the evaluation meeting 386\u003c\/p\u003e \u003cp\u003eConducting the evaluation meeting 387\u003c\/p\u003e \u003cp\u003eFollowing up on the evaluation 389\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e389\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5: Taking Your Project Management to the Next Level\u003c\/b\u003e\u003cb\u003e 391\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18: Using Newer Methods and Resources to Enhance Your Project Management\u003c\/b\u003e\u003cb\u003e 393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTaking a Look at the Agile Approach to Project Management 394\u003c\/p\u003e \u003cp\u003eUnderstanding what drives the Agile approach 394\u003c\/p\u003e \u003cp\u003eTaking a look at the elements of Agile when implemented through Scrum 396\u003c\/p\u003e \u003cp\u003eComparing the Agile and traditional (Waterfall) approaches 397\u003c\/p\u003e \u003cp\u003eUsing Computer Software Effectively 398\u003c\/p\u003e \u003cp\u003eLooking at your software options 399\u003c\/p\u003e \u003cp\u003eHelping your software perform at its best 404\u003c\/p\u003e \u003cp\u003eIntroducing project management software into your organization 406\u003c\/p\u003e \u003cp\u003eUsing Social Media to Enhance Project Management 407\u003c\/p\u003e \u003cp\u003eDefining social media 408\u003c\/p\u003e \u003cp\u003eExploring how social media can support your project planning and performance 409\u003c\/p\u003e \u003cp\u003eUsing social media to support your project communications 411\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e412\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19: Monitoring Project Performance with Earned Value Management\u003c\/b\u003e\u003cb\u003e 413\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Earned Value Management 414\u003c\/p\u003e \u003cp\u003eGetting to know EVM terms and formulas 414\u003c\/p\u003e \u003cp\u003eLooking at a simple example 418\u003c\/p\u003e \u003cp\u003eDetermining the reasons for observed variances 420\u003c\/p\u003e \u003cp\u003eThe How-To: Applying Earned Value Management to Your Project 421\u003c\/p\u003e \u003cp\u003eDetermining a Task’s Earned Value 425\u003c\/p\u003e \u003cp\u003eRelating This Chapter to the PMP Exam and \u003ci\u003ePMBOK 7 \u003c\/i\u003e429\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 6: The Part of Tens\u003c\/b\u003e\u003cb\u003e 431\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20: Ten Questions to Ask Yourself as You Plan Your Project\u003c\/b\u003e\u003cb\u003e 433\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s the Purpose of Your Project? 433\u003c\/p\u003e \u003cp\u003eWhom Do You Need to Involve? 434\u003c\/p\u003e \u003cp\u003eWhat Results Will You Produce? 434\u003c\/p\u003e \u003cp\u003eWhat Constraints Must You Satisfy? 435\u003c\/p\u003e \u003cp\u003eWhat Assumptions Are You Making? 435\u003c\/p\u003e \u003cp\u003eWhat Work Has to Be Done? 435\u003c\/p\u003e \u003cp\u003eWhen Does Each Activity Start and End? 436\u003c\/p\u003e \u003cp\u003eWho Will Perform the Project Work? 436\u003c\/p\u003e \u003cp\u003eWhat Other Resources Do You Need? 437\u003c\/p\u003e \u003cp\u003eWhat Can Go Wrong? 437\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21: Ten Tips for Being a Better Project Manager\u003c\/b\u003e\u003cb\u003e 439\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBe a “Why” Person 439\u003c\/p\u003e \u003cp\u003eBe a “Can Do” Person 440\u003c\/p\u003e \u003cp\u003eThink about the Big Picture 440\u003c\/p\u003e \u003cp\u003eThink in Detail 440\u003c\/p\u003e \u003cp\u003eAssume Cautiously 440\u003c\/p\u003e \u003cp\u003eView People as Allies, Not Adversaries 441\u003c\/p\u003e \u003cp\u003eMean What You Say and Say What You Mean 441\u003c\/p\u003e \u003cp\u003eRespect Other People 441\u003c\/p\u003e \u003cp\u003eAcknowledge Good Performance 442\u003c\/p\u003e \u003cp\u003eBe a Manager and a Leader 442\u003c\/p\u003e \u003cp\u003eAppendix: Combining the Techniques Into Smooth-Flowing Processes 443\u003c\/p\u003e \u003cp\u003eIndex 449\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":48866421637463,"sku":"9781119869818","price":19.54,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119869818.jpg?v=1722278568"},{"product_id":"project-management-for-engineering-and-construction-a-lifecycle-approach-fourth-edition-9781264268443","title":"Project Management for Engineering and","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eA completely updated guide to engineering and construction project management\u003c\/b\u003e\u003c\/p\u003e\u003cp\u003eThis up-to-date guide presents highly effective strategies for managing engineering and construction projects from the initial conceptual stage, to design and construction, all the way to completion. Reorganized to mirror the chronology of a real-world job, \u003ci\u003eProject Management for Engineering and Construction: A Life-Cycle Approach, Fourth Edition\u003c\/i\u003e addresses all phases of the project lifecycle. 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