Project management Books

Book SynopsisDrawing on innovations in the business of journalism, this book offers a comprehensive guide to using the human-centred design methods of product management to serve readers and bolster digital success in news organizations.An Introduction to News Product Management sets out how product thinking should be used in news organizations and practiced in accordance with journalistic ethics and customs. Beginning by looking at the history and theory behind the profession, this book builds a foundational understanding of what product management is and why news is a unique product. In the second unit, the author discusses how the human-centred design philosophy of product management aligns with the mission and ethics of journalism, and how that influences the view of audiences and frames strategies. The third unit of the book focuses on the daily use of product management in news organizations, providing students with a guide to its use in researching, prioritizing, and buildinTable of ContentsAcknowledgementsIntroductionWhat Is Product Management?1. The News Product Manager2. A Brief History of Product Management3. Theories of Product Management4. Theories of InnovationProduct Management in News5. The Business of Content6. Managing News Innovation7. The Mission of News ProductMaking News Products8. Product Is Research9. Product Is Prioritization10. Product Is Building11. Product Is LearningGlossaryIndex

Read more less

Book SynopsisThe sudden arrival of Building Information Modelling (BIM) as a key part of the building industry is redefining the roles and working practices of its stakeholders. Many clients, designers, contractors, quantity surveyors, and building managers are still finding their feet in an industry where BIM compliance can bring great rewards.This guide is designed to help quantity surveying practitioners and students understand what BIM means for them, and how they should prepare to work successfully on BIM compliant projects. The case studies show how firms at the forefront of this technology have integrated core quantity surveying responsibilities like cost estimating, tendering, and development appraisal into high profile BIM projects. In addition to this, the implications for project management, facilities management, contract administration and dispute resolution are also explored through case studies, making this a highly valuable guide for those in a range of construction projecTable of Contents1. Introduction 2. Cost Planning 3. Risk and Risk Management 4. Whole Life Costing 5. Procurement 6. Information Management 7. Contractual Frameworks for BIM 8. Contract Administration 9. Performance Measurement and Management 10. Facilities Management 11. Dispute Resolution 12. Summary and Conclusions

Read more less

Book SynopsisThe application of mixed methods research design in the built environment discipline by students and academics has continued to grow exponentially. However, with no dedicated mixed methods research design textbook in this domain, students have struggled to conduct research projects involving a mixed methods research design.Mixed Methods Research Design for the Built Environment provides a useful research methodology resource for students, academics, and researchers across various disciplines in the built environment such as construction management and project management, property and real estate management, quantity surveying and commercial management, building surveying, building services engineering, civil and geodetic engineering, and other built environment disciplines. The book can also be useful for students and academics outside the built environment knowledge domain.This textbook offers practical and step-by-step guidance on how to apply mixed methods reTable of Contents1. Introduction to Mixed Methods Research Designs in the Built Environment. 2. Onto-Epistemological Assumptions Underpinning Mixed Methods Research Designs. 3. Ethical Considerations in Mixed Methods Research Design. 4. A Review of Mixed Methods Research Design in Construction Education. 5. A Hybrid Project Management Model for Construction Projects: A Mixed Research Approach. 6. Enhancing the Employability of Quantity Surveying Graduates: A Mixed Methods Approach. 7. Understanding the Effects of the Built Environment on Autistic Adults. 8. A Mixed Methods Evaluation of the Social Value of Indigenous Procurement Policies in the Australian Construction Industry. 9. A Methodological Application to Construction Economics Research for Theory Refinement and Extension. 10. Effects of Physical Infrastructure on Practical Performance of Graduates in Architectural Technology in Southeast Nigeria: An Explanatory Sequential Mixed Method Research Design. 11. An Exploration of Sustainable Procurement Practice in Irish Construction-Contracting Firms. 12. Investigating the Accident Causal Influence of Construction Project Features Using Sequential Exploratory Mixed Methods Design. 13. Infrastructure Project Selection and Prioritisation for Socio-economic Development in Mining Communities of Ghana: A Sequential Mixed Methods Research Approach. 14. Exploratory Sequential Mixed Method Research to Investigate Factors Affecting the Reputation of PFI/PF2 Projects in the UK. 15. An Exploration of the Implications of Sustainable Construction Practice: Mixed Methods Research Approach. 16. Using Convergent Mixed Methods to Explore the Use of Recycled Plastics as an Aggregate for Concrete Production in South Africa. 17. Adaptive Mixed Methods Research for Evaluating Community Resilience and the Built Environment.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book Synopsis

Read more less

Book SynopsisIn recent years organizations of all kinds have learned that project working, once considered significant only for engineering and construction companies, can help to ensure that the intended benefits of business change will be realized in full and on time. This development means that more people than ever before need to understand the basic process, language and purpose of project working. That awareness is important not only for those actually engaged in project work, in all sectors of industry and commerce, but also for senior managers, project sponsors and the other stakeholders. The fourth edition of Essentials of Project Management is the junior complement to Dennis Lock''s comprehensive, successful and encyclopaedic textbook, Project Management (now in its Tenth Edition). Essentials provides a concise, straightforward account of the principles and techniques of project management, designed to meet the needs of the business manager or student. Using examples and illustrations, tTrade Review’Everyone who is involved in project management will benefit from reading this book. Dennis Lock has maintained the standard that we have come to expect of him in his writings and there is little doubt that this latest book will join his others as a must-have for all experienced and aspiring project managers. Companies whose business is project management should ensure that all its coal face employees have read this book and have the full support of the company so that they can implement the suggestions that Lock has been kind enough to make. Unlike several other books in the marketplace on project management, this book covers both project planning and project execution - the combination of which is necessary to achieve a wholly successful project. Inadequate project planning will make successful project execution a difficult, if not impossible, target to attain.’ Project Magazine, March 2015 Reviews of previous editions: 'Lock has moved even more closely to the life cycle concept that many of us use as the basis of developments in educational technology (and that all in information technology development have had to use for decades). ...This book is for business students and for serving managers with just an occasional project to steer. Steering any project will be much less trouble with this book to hand.' British Journal of Educational Technology 'Concise, straightforward and easy to read ... There is a logical progression about the text, which lends itself to frequent visits without heavy study ... There are many references in the book with examples, a good index, a comprehensive list of figures and a bibliography. There are also many illustrations, which are well laid out and easy-to-follow flow charts. This text would add value to any manager's bookcase and would support the learning of many students.' Training Journal 'The author argues that most managers will need, at some stage, to manage projects. Information specialists are no exceTable of ContentsList of Figures, Preface, 1 Introduction to Projects and their Management, 2. Defining the Project Task, 3. Estimating the Project Costs, 4. Managing Risk, 5. Organizing the Project, 6. Work Breakdown Structures, 7. Planning the Timescale, 8. Scheduling Project Resources, 9. Implementing the Project Plan, 10. Managing Purchasing, 11. Managing Changes, 12. Managing Costs, 13. Corporate Managers’ Support for the Project Manager, Select Bibliography, Index

Read more less

Book SynopsisThis book: Provides a foundation for enterprise agility, value streams, and a disciplined approach to DevOps; Is a pragmatic application of agile, lean, and traditional techniques for your enterprise-class environment; Overviews a strategy for teams to evolve a fit-for-purpose, flexible WoW that still supports a consistent governance strategy for leadership; and Makes a perfect study guide for Disciplined Agile certification.

Read more less

Book SynopsisPractical Project Management is a realistic and easy-to-follow guide to managing projects for voluntary organisations. It will help you shape and structure the passion that drives your work in order to achieve positive results. The book leads you through the key stages of project management from preparation to delivery and discusses the activities and decisions you will need to succeed. It covers: * Key tools and models for project planning * Resource management and risk control * Budget planning and dealing with finances * Project evaluation and assessing social benefit Incorporating down-to-earth examples and case studies, this book is essential for everyone involved in project management for the voluntary sector and vital to those who are new to this area.

Read more less

Book SynopsisTable of ContentsIntroduction 1 About This Book 2 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started With Project Management 7 Chapter 1: Project Management: The Key to Achieving Results 9 Determining What Makes a Project a Project 10 Understanding the three main components that define a project 11 Recognizing the diversity of projects 12 Describing the four phases of a project life cycle 14 Adopting a Principled Approach to Project Management 16 Starting with stewardship and leadership 17 Continuing with team and stakeholders 18 Delivering value and quality 19 Handling complexity, opportunities, and threats 20 Exhibiting adaptability and resilience 22 Thinking holistically and enabling change 23 What Happened to Process Groups and Knowledge Areas? 25 Do You Have What It Takes to Be an Effective Project Manager? 26 Questions 27 Answer key 27 Relating This Chapter to the PMP Exam and PMBOK 7 28 Chapter 2: I’m a Project Manager! Now What? 31 Knowing the Project Manager’s Role 31 Looking at the project manager’s tasks 32 Staving off excuses for not following a structured project management approach 32 Avoiding shortcuts 33 Staying aware of other potential challenges 35 Aligning with the Four Values that Comprise the Code of Ethics 36 The price of greatness is responsibility 36 R-e-s-p-e-c-t, find out what it means to your project 37 Maintaining fairness 37 Honesty is the best policy 38 Relating This Chapter to the PMP Exam and PMBOK 7 39 Chapter 3: Beginning the Journey: The Genesis of a Project 41 Gathering Ideas for Projects 42 Looking at information sources for potential projects 43 Proposing a project in a business case 43 Developing the Project Charter 45 Performing a cost-benefit analysis 46 Conducting a feasibility study 48 Generating documents during the development of the project charter 49 Deciding Which Projects to Move to the Second Phase of Their Life Cycle 50 Tailoring Your Delivery Approach 51 For the organization 52 For the project 53 Identifying the Models, Methods, and Artifacts to Use 54 Relating This Chapter to the PMP Exam and PMBOK 7 60 Chapter 4: Knowing Your Project’s Stakeholders: Involving the Right People 63 Understanding Your Project’s Stakeholders 64 Developing a Stakeholder Register 64 Starting your stakeholder register 65 Ensuring your stakeholder register is complete and up-to-date 70 Using a stakeholder register template 71 Determining Whether Stakeholders Are Drivers, Supporters, or Observers 73 Deciding when to involve your stakeholders 75 Using different methods to involve your stakeholders 78 Making the most of your stakeholders’ involvement 78 Displaying Your Stakeholder Register 79 Confirming Your Stakeholders’ Authority 80 Assessing Your Stakeholders’ Power and Interest 82 Relating This Chapter to the PMP Exam and PMBOK 7 84 Chapter 5: Clarifying What You’re Trying to Accomplish — And Why 85 Defining Your Project with a Scope Statement 86 Looking at the Big Picture: Explaining the Need for Your Project 90 Figuring out why you’re doing the project 90 Drawing the line: Where your project starts and stops 100 Stating your project’s objectives 101 Marking Boundaries: Project Constraints 106 Working within limitations 106 Dealing with needs 109 Facing the Unknowns When Planning: Documenting Your Assumptions 109 Presenting Your Scope Statement in a Clear and Concise Document 110 Relating This Chapter to the PMP Exam and PMBOK 7 111 Chapter 6: Developing Your Game Plan: Getting from Here to There 113 Divide and Conquer: Breaking Your Project into Manageable Chunks 114 Thinking in detail 114 Identifying necessary project work with a work breakdown structure 116 Dealing with special situations 124 Creating and Displaying Your Work Breakdown Structure 127 Considering different schemes to create your WBS hierarchy 128 Using one of two approaches to develop your WBS 129 Categorizing your project’s work 130 Labeling your WBS entries 132 Displaying your WBS in different formats 133 Improving the quality of your WBS 136 Using templates 137 Identifying Risks While Detailing Your Work 138 Documenting What You Need to Know about Your Planned Project Work 140 Relating This Chapter to the PMP Exam and PMBOK 7 141 Part 2: Planning Time: Determining When and How Much 143 Chapter 7: You Want This Project Done When? 145 Picture This: Illustrating a Work Plan with a Network Diagram 146 Defining a network diagram’s elements 146 Drawing a network diagram 148 Analyzing a Network Diagram 149 Reading a network diagram 150 Interpreting a network diagram 151 Working with Your Project’s Network Diagram 156 Determining precedence 156 Using a network diagram to analyze a simple example 160 Developing Your Project’s Schedule 164 Taking the first steps 165 Avoiding the pitfall of backing in to your schedule 166 Meeting an established time constraint 167 Applying different strategies to arrive at your picnic in less time 167 Estimating Activity Duration 172 Determining the underlying factors 173 Considering resource characteristics 174 Improving activity duration estimates 174 Displaying Your Project’s Schedule 176 Relating This Chapter to the PMP Exam and PMBOK 7 179 Chapter 8: Establishing Whom You Need, How Much of Their Time, and When 181 Getting the Information You Need to Match People to Tasks 182 Deciding what skills and knowledge team members must have 183 Representing team members’ skills, knowledge, and interests in a skills matrix 187 Estimating Needed Commitment 189 Using a human resources matrix 189 Identifying needed personnel in a human resources matrix 191 Estimating required work effort 192 Factoring productivity, efficiency, and availability into work-effort estimates 193 Reflecting efficiency when you use historical data 194 Accounting for efficiency in personal work-effort estimates 196 Ensuring Your Project Team Members Can Meet Their Resource Commitments 198 Planning your initial allocations 198 Resolving potential resource overloads 200 Coordinating assignments across multiple projects 202 Relating This Chapter to the PMP Exam and PMBOK 7 205 Chapter 9: Planning for Other Resources and Developing the Budget 207 Determining Non-Personnel Resource Needs 208 Making Sense of the Dollars: Project Costs and Budgets 210 Looking at different types of project costs 210 Recognizing the three stages of a project budget 212 Refining your budget as your project progresses 213 Determining project costs for a detailed budget estimate 215 Relating This Chapter to the PMP Exam and PMBOK 7 219 Chapter 10: Venturing into the Unknown: Dealing with Risk 221 Defining Risk and Risk Management 222 Focusing on Risk Factors and Risks 223 Recognizing risk factors 224 Identifying risks 226 Assessing Risks: Probability and Consequences 229 Gauging the likelihood of a risk 230 Estimating the extent of the consequences 232 Getting Everything under Control: Managing Risk 234 Choosing the risks you want to manage 235 Developing a risk management strategy 236 Communicating about risks 237 Preparing a Risk Management Plan 239 Relating This Chapter to the PMP Exam and PMBOK 7 240 Part 3: Group Work: Putting Your Team Together 243 Chapter 11: Aligning the Key Players for Your Project 245 Defining Three Organizational Environments 246 The functional structure 246 The projectized structure 248 The matrix structure 250 Recognizing the Key Players in a Matrix Environment 253 The project manager 253 Project team members 255 Functional managers 255 The project owner 256 The project sponsor 256 Upper management 257 Working Successfully in a Matrix Environment 258 Creating and continually reinforcing a team identity 258 Getting team member commitment 259 Eliciting support from other people in the environment 259 Heading off common problems before they arise 260 Relating This Chapter to the PMP Exam and PMBOK 7 261 Chapter 12: Defining Team Members’ Roles and Responsibilities 263 Outlining the Key Roles 264 Distinguishing authority, responsibility, and accountability 264 Understanding the difference between authority and responsibility 265 Making Project Assignments 265 Delving into delegation 266 Sharing responsibility 271 Holding people accountable — even when they don’t report to you 272 Picture This: Depicting Roles with a Responsibility Assignment Matrix 276 Introducing the elements of a RAM 277 Reading a RAM 278 Developing a RAM 280 Ensuring your RAM is accurate 281 Dealing with Micromanagement 284 Realizing why a person micromanages 284 Gaining a micromanager’s trust 285 Working well with a micromanager 286 Relating This Chapter to the PMP Exam and PMBOK 7 286 Chapter 13: Starting Your Project Team Off on the Right Foot 287 Finalizing Your Project’s Participants 288 Are you in? Confirming your team members’ participation 288 Assuring that others are on board 291 Filling in the blanks 292 Developing Your Team 293 Reviewing the approved project plan 294 Developing team and individual goals 295 Specifying team member roles 295 Defining your team’s operating processes 296 Supporting the development of team member relationships 297 Resolving conflicts 297 All together now: Helping your team become a smooth-functioning unit 300 Laying the Groundwork for Controlling Your Project 303 Selecting and preparing your tracking systems 303 Establishing schedules for reports and meetings 304 Setting your project’s baseline 305 Hear Ye, Hear Ye! Announcing Your Project 305 Setting the Stage for Your Project Retrospective 306 Relating This Chapter to the PMP Exam and PMBOK 7 306 Part 4: Steering the Ship: Managing Your Project to Success 309 Chapter 14: Tracking Progress and Maintaining Control 311 Holding On to the Reins: Monitoring and Controlling 312 Establishing Project Management Information Systems 314 The clock’s ticking: Monitoring schedule performance 315 All in a day’s work: Monitoring work effort 322 Follow the money: Monitoring expenditures 327 Putting Your Control Process into Action 330 Heading off problems before they occur 330 Formalizing your control process 331 Identifying possible causes of delays and variances 333 Identifying possible corrective actions 334 Getting back on track: Rebaselining 334 Reacting Responsibly When Changes Are Requested 335 Responding to change requests 336 Creeping away from scope creep 337 Relating This Chapter to the PMP Exam and PMBOK 7 338 Chapter 15: Keeping Everyone Informed 339 I Meant What I Said and I Said What I Meant: Successful Communication Basics 340 Breaking down the communication process 341 Distinguishing one-way and two-way communication 341 Can you hear me now? Listening actively 342 Choosing the Appropriate Medium for Project Communication 344 Just the facts: Written reports 345 Moving it along: Meetings that work 346 Preparing a Written Project Progress Report 350 Making a list (of names) and checking it twice 350 Knowing what’s hot (and what’s not) in your report 351 Earning a Pulitzer, or at least writing an interesting report 352 Holding Key Project Meetings 355 Regularly scheduled team meetings 356 Ad hoc team meetings 357 Executive leadership progress reviews 357 Preparing a Project Communications Management Plan 358 Relating This Chapter to the PMP Exam and PMBOK 7 359 Chapter 16: Encouraging Peak Performance by Providing Effective Leadership 361 Exploring the Differences between Leadership and Management 362 Recognizing the Traits People Look for in a Leader 363 Developing Personal Power and Influence 365 Understanding why people do what you ask 365 Establishing the bases of your power 367 You Can Do It! Creating and Sustaining Team Member Motivation 368 Increasing commitment by clarifying your project’s benefits 369 Encouraging persistence by demonstrating project feasibility 370 Letting people know how they’re doing 371 Providing rewards for work well done 372 Leading a Diverse, Equitable, and Inclusive Project Team 373 Diversity is an asset worthy of inclusion 374 Equity is a choice – choose it 375 Relating This Chapter to the PMP Exam and PMBOK 7 375 Chapter 17: Bringing Your Project to Closure 377 Staying the Course to Completion 378 Planning ahead for your project’s closure 379 Updating your initial closure plans when you’re ready to wind down the project 380 Charging up your team for the sprint to the finish line 380 Handling Administrative Issues 381 Providing a Smooth Transition for Team Members 381 Surveying the Results: The Project Retrospective Evaluation 384 Preparing for the evaluation throughout the project 384 Setting the stage for the evaluation meeting 386 Conducting the evaluation meeting 387 Following up on the evaluation 389 Relating This Chapter to the PMP Exam and PMBOK 7 389 Part 5: Taking Your Project Management to the Next Level 391 Chapter 18: Using Newer Methods and Resources to Enhance Your Project Management 393 Taking a Look at the Agile Approach to Project Management 394 Understanding what drives the Agile approach 394 Taking a look at the elements of Agile when implemented through Scrum 396 Comparing the Agile and traditional (Waterfall) approaches 397 Using Computer Software Effectively 398 Looking at your software options 399 Helping your software perform at its best 404 Introducing project management software into your organization 406 Using Social Media to Enhance Project Management 407 Defining social media 408 Exploring how social media can support your project planning and performance 409 Using social media to support your project communications 411 Relating This Chapter to the PMP Exam and PMBOK 7 412 Chapter 19: Monitoring Project Performance with Earned Value Management 413 Defining Earned Value Management 414 Getting to know EVM terms and formulas 414 Looking at a simple example 418 Determining the reasons for observed variances 420 The How-To: Applying Earned Value Management to Your Project 421 Determining a Task’s Earned Value 425 Relating This Chapter to the PMP Exam and PMBOK 7 429 Part 6: The Part of Tens 431 Chapter 20: Ten Questions to Ask Yourself as You Plan Your Project 433 What’s the Purpose of Your Project? 433 Whom Do You Need to Involve? 434 What Results Will You Produce? 434 What Constraints Must You Satisfy? 435 What Assumptions Are You Making? 435 What Work Has to Be Done? 435 When Does Each Activity Start and End? 436 Who Will Perform the Project Work? 436 What Other Resources Do You Need? 437 What Can Go Wrong? 437 Chapter 21: Ten Tips for Being a Better Project Manager 439 Be a “Why” Person 439 Be a “Can Do” Person 440 Think about the Big Picture 440 Think in Detail 440 Assume Cautiously 440 View People as Allies, Not Adversaries 441 Mean What You Say and Say What You Mean 441 Respect Other People 441 Acknowledge Good Performance 442 Be a Manager and a Leader 442 Appendix: Combining the Techniques Into Smooth-Flowing Processes 443 Index 449

Read more less

Book SynopsisSoftware startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully. Going from engineer to manager doesn't have to be intimidating. Engineers can be managers, and fantastic ones at that. Cast aside the rhetoric and focus on practical, hands-on techniques and tools. You'll become an effective and supportive team leader that your staff will look up to. Start with your transition to being a manager and see how that compares to being an engineer. Learn how to better organize information, feel productive, and delegate, but not micromanage. Discover how to manage your own boss, hire and fire, do performance and salary reviews, and build a great team. You'll also learn the psychology: how to ship while keeping staff happy, coach and mentor, deal with deadline pressure, handle sensitive information, and navigate workplace politics. Consider your whole department. How can you work with other teams to ensure best practice? How do you help form guilds and committees and communicate effectively? How can you create career tracks for individual contributors and managers? How can you support flexible and remote working? How can you improve diversity in the industry through your own actions? This book will show you how. Great managers can make the world a better place. Join us.

Read more less

Book SynopsisChris Lukassen 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. Robbin Schuurman 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.Table of ContentsForeword by Dave West xvii Introduction xxi Part I. The Stances of the Product Owner 1 Chapter 1. Agile Product Management 3 Is It Product Owner or Product Manager? 3 What Is Product Management? 4 Working in a Product-Led, Sales-Led, or Marketing-Led Organization 6 What Is a Product Owner? 7 Different Types of Product Owners 9 Chapter 2. Introducing the Product Owner Stances 3 The Misunderstood Stances of a Product Owner 17 The Preferred Stances of a Product Owner 27 Part I Summary 35 Part II. The Customer Representative 37 Chapter 3. How to Identify and Define Product 39 Introducing the Customer Representative 39 What Is a Product? 43 Chapter 4. Building Customer Empathy 49 Talking to Customers 49 Observing Customers 49 Effectively Dealing with Biases When Collaborating with Customers 51 Chapter 5. Capture Your Customer Insights Via Personas 55 User Personas 55 Creating Personas 56 Chapter 6. Identifying and Expressing Customer Value 61 The Functional Elements of Value 63 Emotional Elements of Value 64 Life-Changing Elements of Value 64 Social-Impact Element of Value 65 Chapter 7. Connecting Product Features to Outcomes and Impacts 67 Connecting Goals, Impacts, Outcomes, and Features 68 Part II Summary 73 Part III. The Visionary 77 Chapter 8. Creating and Communicating Product Vision 79 Introducing: The Visionary 79 Connecting the Product Vision to the Company Mission, Vision, and Values 83 A Product Vision Aligned with the Company Mission and Vision 87 Elements of an Inspiring Product Vision 90 Chapter 9. Communicating the Product Vision Effectively 93 The 3x3 Storytelling Framework 95 The Power of Reasoning 99 Make It SEXI 100 Chapter 10. Crafting Product Goals That Align Stakeholders and Teams 103 What Is a Product Goal? 104 Characteristics of Great Product Goals 106 How to Create Product Goals 108 Inspect and Adapt Product Goals 109 Having Multiple Product Goals: Is That an Option? 110 Chapter 11. Creating the Right Product Roadmap for Your Audience 113 Introduction to Product Roadmaps 113 Types of Product Roadmaps 117 Roadmap 1: The Goal-Oriented Roadmap 118 Roadmap 2: The Now-Next-Later Roadmap 120 Roadmap 3: The User Story Map 122 Roadmap 4: The Visual Roadmap 124 Roadmap 5: The Gantt Chart Roadmap 126 Eleven Tips for Roadmap Creation 128 Chapter 12. Identification of Company Value and Impact 131 Understanding Company Value and Impact 131 Expressing Company Impact 137 Key Value Area 1: Current Value 139 Key Value Area 2: Unrealized Value 141 Key Value Area 3: Time to Market 145 Key Value Area 4: Ability to Innovate 147 Chapter 13. Maximizing Value through Effective Pricing Strategies and Tactics 151 Introduction to Product Pricing 151 The Product Pricing Process 153 Part III Summary 165 Part IV. The Experimenter 169 Chapter 14. Driving Inside-Out Product Innovation 171 Introducing: The Experimenter 171 Inside-Out Innovation Sources 175 Chapter 15. Driving Outside-In Product Innovation 183 Outside-In Innovation Sources 183 Market Segmentation 184 Chapter 16. Thinking Differently: Driving Business Model Innovation 189 Market Analysis and Trends 189 Getting Inspiration from Other Companies 191 The Impact on Your Business 196 The Return of the Business Model Canvas 197 Chapter 17. Selecting Product Experiments to Run 199 The Truth Curve: Select the Right Experiments and Tests 199 Experimentation Techniques Explained 203 Chapter 18. How to Design and Evaluate Experiments and Tests 215 Defining Hypothesis 216 Capture Learnings 218 Chapter 19. Approaches for Scaling Successful Products and Teams 221 Scaling Approaches for People and Teams 221 Typical Antipattern for Scaling People and Teams 224 A Better Approach for Scaling People and Teams 227 Approaches to Scaling the Product or Service 229 Focus on the Product First, Then on People and Teams 230 Eight Effective Strategies for Scaling a Product 232 How Product Owners Contribute to Product Scaling 235 Part IV Summary 237 Part V. The Decision Maker 241 Chapter 20. Improving Accountability, Maturity, and Authority 243 Introducing: The Decision Maker 243 Chapter 21. Evaluating Your Product Decisions 255 Product Management: A Game of Poker or Chess? 255 Evaluating Decisions in an Honest and Transparent Way 258 Chapter 22. Make Better Decisions: Thinking in Bets 259 The Buddy System or Decision Pod 260 Accepting Uncertainty in Decision Making 261 Chapter 23. Navigating Product, Process, and Team Dilemmas and Decisions 263 Making Choices 263 Navigating Dilemmas 265 Chapter 24. Improving the Speed and Quality of Decisions 269 The Cost of Delaying Decisions 269 Fast Decisions Are More Successful than Slow Decisions 270 Special Snowflake Syndrome 273 Why You Should Probably Make Decisions Fast(er) 274 How to Speed Up Your Decision Making 274 Empowered Product Owners 275 Part V Summary 277 Part VI. The Collaborator 281 Chapter 25. How Agile Governance Affects Product Owners 283 Introduction to the Collaborator 283 Introducing Agile Governance 287 Organizational Governance Entails Many Elements 291 Effectively Dealing with Governance 295 Chapter 26. Product Budgeting Done in an Agile Way 297 Three Horizons 298 Budgeting Is Like Product Backlog Management 300 A Strategy and Market Perspective on Budgeting 304 Chapter 27. Creating Contracts That Enable Great Product Ownership and Teamwork 309 What Is a Contract? 310 Who Takes the Risk? 313 Two-Stage Contracts 314 Joe's Bucket 316 Money for Nothing 317 Change for Free 318 Elements of an Agile Contract 319 Part VI Summary 323 Part VII. The Influencer 327 Chapter 28. Stakeholder Management in Complex Environments 329 Introducing: The Influencer 329 Definition of Stakeholder 333 Stakeholder Classification/Categorization 335 Information and Insights to Gather on Stakeholders 338 The Influence of the Stakeholder 340 Chapter 29. Tools for Stakeholder Classification and Grouping 343 The Stakeholder Map 344 The Stakeholder Radar 351 Alternative Stakeholder Identification and Grouping Techniques 357 Chapter 30. Applying Stakeholder Management Strategies and Tactics in Practice 359 Creating a Communication Strategy 359 Tips for Improving Your Stakeholder Management in Practice 362 Chapter 31. How to Influence Stakeholders on All Levels 369 Being a Lyrebird 369 The Process of Communication 371 Four Layers of Communication 374 Building Relationships with Stakeholders 375 Adapting Your Tune to Your Audience 382 Chapter 32. Mastering the Art of No to Optimize Value Creation for the Product 387 What Makes Saying No So Hard? 388 Five Steps toward Saying No Effectively 389 The Jedi Mind Trick 392 Chapter 33. Negotiating With Stakeholders, Customers, and Users 393 Be a Mirror 394 Label Emotions 395 Getting to Yes! 396 How to Tell If a Yes Is Real 398 Bend Their Reality 398 Create the Illusion of Control 400 Guarantee Execution 400 Bargain Hard 401 Find the Black Swan 402 Part VII Summary 405 Closing Summary 409 Index 413

Read more less

Book SynopsisA single dramatic software failure can cost a company millions of dollars - but can be avoided with simple changes to design and architecture. This new edition of the best-selling industry standard shows you how to create systems that run longer, with fewer failures, and recover better when bad things happen. New coverage includes DevOps, microservices, and cloud-native architecture. Stability antipatterns have grown to include systemic problems in large-scale systems. This is a must-have pragmatic guide to engineering for production systems. If you're a software developer, and you don't want to get alerts every night for the rest of your life, help is here. With a combination of case studies about huge losses - lost revenue, lost reputation, lost time, lost opportunity - and practical, down-to-earth advice that was all gained through painful experience, this book helps you avoid the pitfalls that cost companies millions of dollars in downtime and reputation. Eighty percent of project life-cycle cost is in production, yet few books address this topic. This updated edition deals with the production of today's systems - larger, more complex, and heavily virtualized - and is the first book to cover chaos engineering, the discipline of applying randomness and deliberate stress to reveal systematic problems. Build systems that survive the real world, avoid downtime, implement zero-downtime upgrades and continuous delivery, and make cloud-native applications resilient. Examine ways to architect, design, and build software - particularly distributed systems - that stands up to the typhoon winds of a flash mob, a Slashdotting, or a link on Reddit. Take a hard look at software that failed the test and find ways to make sure your software survives.

Read more less

Book SynopsisAn effective Chief Technology Officer shapes almost every aspect of a modern business. 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. In Think Like a CTO you will learn: Effective interaction and relationship building with other C-level executives Creating long term visions and executing on short term goals Interviewing, hiring, and terminating team members Negotiating salaries and managing promotions Architecting future proofed systems Handling security breaches and ransomware attacks Putting together budgets and working with your CFO Identifying and managing outsourced vendor opportunities Managing and communicating bad news by leading with data, not passion Being the kind of leader that employees want to follow and emulate Becoming a CTO is an incredible accomplishment. It's also one of the hardest transitions a technologist can make. This high-power and high-pressure role demands skills that are rarely developed as a software engineer. Think Like a CTO shines a light on all the areas an aspiring CTO needs to master to succeed. You'll learn how to build incredible working relationships with the rest of the C-suite, transform a company with private equity, and recruit and manage your development team. With this book as your guide, you'll quickly become a trusted leader figure with an inspiring vision for your company. about the technology Every modern company is a technology company, and that makes the CTO one of the most important leaders in an organization. The CTO must plan a company's technology vision, build and lead the team to get it done, and effectively interact with business leaders, clients, and investors. A highly effective CTO is vital for a company's continued growth and success. This book will show you how to be that CTO. about the reader For technology leaders working in or aspiring towards a CTO role.

Read more less

Book SynopsisPeter 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.Table of ContentsForeword xiPreface xiiiAcknowledgments xxiiiAbout the Author xxv Part 1: Co-Create Goals 1 1.1 How Do You Set the Right Goals? 3 1.2 How Do You Find the Right KVIs? 13 1.3 How to Visualize the Customer Impact? 23 Summary of Part 1–Co-Create Goals 31 Part 2: Facilitate Ownership 37 2.1 When Do Teams Take Ownership? 39 2.2 When Is Intervening the Best Strategy, and When Is Letting Go Better? 49 2.3 How Mature Is My Team? 57 2.4 How Do Typical Teams Grow? 63 2.5 How Can the Borders Be Aligned with the Maturity? 69 2.6 When Does the Ownership Model Work and When Does It Not? 77 Summary of Part 2–Facilitate Ownership 81 Part 3: Learn Faster 89 3.1 How Do You Know Your Teams Are Doing the Right Things? 91 3.2 How Quickly Do My Teams Learn from Users? 101 3.3 How Can the Learning Loop Be Put into Practice? 109 3.4 How Can Teams Implement Big Ideas in Small Steps? 117 3.5 Minimize the Blast Radius 127 Summary of Part 3–Learn Faster 131 Part 4: Design Healthy Habits 137 4.1 How Do You Stimulate an Agile Culture? 139 4.2 How Do You Design Healthy Habits? 153 4.3 Can You Anchor the Cultural Improvement? 165 4.4 What Is a Healthy Habit to Implement Improvements? 171 Summary of Part 4–Design Healthy Habits 187 The Agile Leader as Culture Leader 189 Concrete Questions 189 After Reading This Book 193 Why a New Toolkit? 194 Agile Leadership Toolkit 195 Index 199

Read more less

Book SynopsisTakes the intimidation out of project management, and shows you step by step how to use rigorous self-check questions to save significant time - and headaches - in managing your projects effectively. This book gives you to-do lists, hands-on checklists and helpful guidance for managing every phase of a project from start to finish.Table of ContentsIntroduction 1 Part I: The Questions 7 Chapter 1: Getting Started with Algebra Basics 9 Chapter 2: Solving Some Equations and Inequalities 15 Chapter 3: Function Basics 21 Chapter 4: Graphing and Transforming Functions 29 Chapter 5: Polynomials 37 Chapter 6: Exponential and Logarithmic Functions 45 Chapter 7: Trigonometry Basics 53 Chapter 8: Graphing Trig Functions 61 Chapter 9: Getting Started with Trig Identities 67 Chapter 10: Continuing with Trig Identities 73 Chapter 11: Working with Triangles and Trigonometry 79 Chapter 12: Complex Numbers and Polar Coordinates 89 Chapter 13: Conic Sections 97 Chapter 14: Systems of Equations and Inequalities 103 Chapter 15: Sequences and Series 111 Chapter 16: Introducing Limits and Continuity 117 Part II: The Answers 125 Chapter 17: Answers 127 Index

Read more less

Book SynopsisElizabeth Harrin has over 20 years' experience in project roles across financial services and healthcare and currently works as a senior project manager. She is the founder of the award-wining website, Rebel's Guide to Project Management which provides training, education and mentorship to project managers and also runs the project management community, Project Management Rebels. She is based in Brighton, UK.

Read more less

Book SynopsisDemystifying the entire workspace industry, for the non-expert and expert alike, this unique book sets out every step and consideration in how to lead a project to create a fantastic workspace.Entirely free of baffling jargon and industry-speak, itâs a refreshingly accessible, practical, down-to-earth guide applicable to all types of workspace, new or renovated and anywhere in the world. Created by two leading workspace practitioners with over half a century of combined multi-sector international experience, this book maps the process from initial idea to finished product and beyond in a succinct, logical and easy-to-follow question and answer style. It helps the reader instantly become a better project leader, and, for all those firms theyâll deal with, a more informed and prepared client.Supported by amusing and informative true stories throughout, the book is an indispensable guide that is sure to become an industry standard.

Read more less

Book Synopsis Craig Larman is the co-creator of LeSS, and since 2005 has worked with clients (such as UBS, bwin.party, and Nokia Networks) to apply the LeSS framework to large product groups. With his friend and colleague Bas Vodde, he is the co-author of two previous books on scaling agile development with LeSS, Scaling Lean & Agile Development and Practices for Scaling Lean & Agile Development. He's also author of the popular introduction, Agile & Iterative Development: A Manager's Guide.Table of ContentsForeword by Stephen Denning Preface Chapter 1: More with LeSS 1 Chapter 2: LeSS 5 LeSS Structure Chapter 3: Adoption 53 Chapter 4: Organize by Customer Value 77 Chapter 5: Management 113 Chapter 6: Scrum Masters 135 LeSS Product Chapter 7: Product 155 Chapter 8: Product Owner 171 Chapter 9: Product Backlog 197 Chapter 10: Definition of Done 229 LeSS Sprint Chapter 11: Product Backlog Refinement 247 Chapter 12: Sprint Planning 275 Chapter 13: Coordination & Integration 285 Chapter 14: Review & Retrospective 313 More or LeSS Chapter 15: What’s Next? 329 Recommended Readings 331 Appendix A: Rules 333 Appendix B: Guides 337 Index 339

Read more less

Book SynopsisAnybody recognizes that if things were better organized people would be better off. We have all had experiences with bureaucratic red tape, impersonal government agencies or careless commercial enterprises. The problem of poor organization is serious and costs trillions in waste, inefficiency and lowered productivity. On a more individual level, organization is a key-and often missing-factor in personal success. It is also a necessity for a flourishing family. Attainment of one's goals, no matter how small or how large, requires a knowledge of organization. How do you most efficiently and productively manage your time, your activities and your resources? How do you minimize distractions? And how do you align your strengths in order to accomplish your purposes? L. Ron Hubbard recognized that Man was as lacking in understanding of how to organize his activities as he was about his true spiritual nature. And a sizable portion of his research was devoted to clarify the subject of organization, a task he fully accomplished. This course contains only some of the most basic principles of the organizing technology he developed, but these fundamentals are, by themselves, enough to greatly enhance the activity of any endeavor, whether that of a group or an individual. Chaos and confusion are not natural conditions of life. They only exist when natural laws are not understood and followed. Here are some of the natural laws of organization and organizing.

Read more less

Book SynopsisThis third edition of Agile Project Management in easy steps has been updated to reflect its ongoing evolution. It explains the principles, practices, and processes of agile project management, by following an entire project, step-by-step, and covering the main activities and deliverables, including:Pre-project foundations, project vision and the business case.Ongoing discovery and definition of scope. Iterative and incremental development. Continual retrospectives and improvement. Post-project close-down and benefits review. Now with four new chapters:The changes from the traditional role and responsibilities. How to apply agile approaches to projects in more controlled environments. How the role of project management changes in organizations moving from projects to continual flow and value streams. Growing trends that project managers can benefit from today. An essential guide for anyone new to agile projects and a valuable source of inspiration for the more experienced.Includes free downloadable templates to get you started.

Read more less

Book Synopsis Professor David Falzani MBE is a serial entrepreneur, business consultant and non-executive director. He began his career as an engineer at IBM, before joining a Silicon Valley style start-up, Madge Networks, which grew from 240 employees to 2,000 in 3 years and IPO'd on the NASDAQ. This experience led him to study for an MBA at The Wharton School (USA) and SDA Bocconi (Italy).  He has been a mentor and/or trainer for growth programmes at Nottingham University, and Oxford University Saïd Business School, as well as Royal Academy of Engineering's Leaders in Innovation Fellowship and Enterprise Hub overall, supporting over 2,000 companies. David is a Professor at Nottingham University Business School's Haydn Green Institute and has published more than 60 articles and blogs.  Trade Review“This book is a must read for anyone considering pricing for their products. With price often neglected in the rush for growth, Falzani highlights the long-term implications for cash, margins, profitability and ultimate value of the company, as well as providing a toolkit to address the thorny issue of pricing.” Dr Andy Phillipps, Co-founder of Booking.com “One of the biggest challenges start-ups face is defining a route to market for innovative products and services. Understanding pricing lies at the heart of a successful commercialization strategy and this book provides an excellent basis for decision making. David Falzani takes the reader from the fundamentals of pricing all the way to the impact of subtle pricing changes on the success of the business. An essential read for entrepreneurs.” Simon Barnes PhD, Managing Partner, Tate & Lyle Ventures LP "At last, a practical book on pricing. I enjoyed it so much I read it in one sitting, and think it's essential reading for every start up or large corporate alike." Henning von Spreckelsen, Management Board, Small Business Charter and Fellow, Royal Academy of Engineering “This is a must-read for any business owner who wants to succeed and create a sustainable business. Professor Falzani is a regular contributor to our readers and this book reflects the wealth and depth of valued business insight and wisdom he has to share.” Christina Lattimer, Founder of People Development Magazine “The most exciting book on pricing I have read. If you're feeling nervous about setting prices, this practical book will help you make better pricing decisions and avoid typical mistakes so companies can be profitable, reinvest and grow sustainably.” Steve Cleverley PhD, CEO, Oxentia Ltd (a spin-out of Oxford University Innovation) “Price is the most often neglected of the 4 Ps of marketing - this book finally fixes that.” Michael Hughes MBE, Founder, Silicon Valley Internship Programme, and Co-Founder, LoopUPTable of Contents Why is price so important for success? Why under-pricing is a key business error Pricing 101: the basics – plus some surprises Why price should almost never be ‘cost-plus' Value and price: how the relationship is changing Unlocking growth: would you like a bank account that pays 25% interest? Doubling your price: Price as an agent of growth Framing and priming: they're all around us Other strategies for pricing Can you double your price? Increasing differentiation: The role of brand Real price is not equal to stated price Money on the table: pricing menus, on-sell and up-sell Day rate vs total Use bundling Establishing multiple price points and pricing runways Managing over-demand Get premium customers to self-identify Carry out experimental ‘tests' in the market Using framing and priming Remember to revisit price often, if not continuously 10. On the road to success

Read more less

Book SynopsisManaging projects just got easierThis book will help you come to grips with the basics of project management in a week. By the end of the week you will know your way through the process more clearly. For a start, you will have to consult your end users to work out their precise requirements. You will then need to work out the best way to deliver the required outputs, consider the size of the team you will need to meet those requirements and prepare a schedule for the project. Most importantly, you will need to firm up costs, work out a budget and develop monitoring procedures to keep to the agreed costs. You will learn tips for communicating well, especially when dealing with unexpected problems that may arise.Each day of the week covers a different area and the material is structured for ease of reference. An introduction gives you a ''heads-up'' as to what the day is about. The main material then explains the key lessons to be learned. Important principles are cTable of Contents : Sunday: Think clearly : Monday: Plan your project carefully : Tuesday: Cost your project wisely : Wednesday: Implement your project successfully : Thursday: Communicate effectively : Friday: Deal with change constructively : Saturday: Conclude and evaluate your project positively

Read more less

Book SynopsisMarc Loeffler is a keynote speaker, author, and agile coach. Before encountering agile methods and principles in 2006, he was working as a traditional project manager for companies like Volkswagen AG and Siemens AG. His passion is to help teams implement agile frameworks like Scrum and XP and to transform our world of work. Marc has a passion for helping teams that are struggling with agile transitions and overcoming dysfunctional behavior. He loves to generate new insights by approaching common problems from the other side and trying to wreak havoc on the process deliberately.Table of ContentsForeword by Jutta Eckstein xv Preface xix Chapter 1 Retrospectives 101 1 1.1 What Is a Retrospective? 1 1.2 New Year’s Eve Retrospective 6 1.3 The Retrospective Phase Model 8 1.3.1 Phase 1: Set the Stage 9 1.3.2 Phase 2: Check Hypothesis 12 1.3.3 Phase 3: Gather Data 13 1.3.4 Phase 4: Generate Insights 16 1.3.5 Phase 5: Define Experiments 17 1.3.6 Phase 6: Closing 19 1.4 Finding Activities for Each of the Phases 22 1.4.1 Agile Retrospectives Book 23 1.4.2 Retromat 23 1.4.3 Retrospective Wiki 24 1.4.4 Tasty Cupcakes 24 1.4.5 Gamestorming 25 1.5 The Prime Directive 26 Chapter 2 Preparing Retrospectives 31 2.1 Preparation 31 2.1.1 What Period of Time Should Be Discussed? 31 2.1.2 Who Should Take Part? 32 2.1.3 Is There a Topic? 33 2.2 The Right Time, the Right Place 34 2.3 The Right Material 36 2.3.1 The Right Markers 36 2.3.2 The Right Sticky notes 37 2.3.3 The Right Flipchart Paper 38 2.4 Food 39 2.5 The Agenda 40 Chapter 3 The First Retrospective 43 3.1 Preparation 43 3.2 Set the Stage: Car Comparison 45 3.3 Gather Data 46 3.4 Generate Insights: 5 Whys 49 3.5 Define Next Experiments: Brainstorming 50 3.6 Closing: ROTI 53 Chapter 4 The Retrospective Facilitator 55 4.1 How Do I Become a Good Facilitator? 55 4.1.1 Respect Different Communication Styles 58 4.1.2 Paraphrasing 59 4.1.3 Support Participants 59 4.1.4 Stacking 60 4.1.5 Encourage 61 4.1.6 Feedback Emotion 61 4.1.7 Intended Silence 62 4.1.8 Listen for Common Ground 63 4.2 Visual Facilitation 63 4.2.1 The 1×1 of Visual Structure 64 4.3 Visual Retrospectives 71 4.3.1 The Speedboat Retrospective 71 4.3.2 Trading Cards 74 4.3.3 Perfection Game 76 4.3.4 Force Field Analysis 78 4.3.5 Sources of Inspiration for Visual Facilitation ...80 4.4 Internal or External 81 4.4.1 Tips for Internal Facilitators 83 4.4.2 External Facilitators 85 4.5 After the Retro Is Before the Retro 87 Chapter 5 From the Metaphor to the Retrospective 91 5.1 The Orchestra Retrospective 93 5.1.1 Set the Stage 94 5.1.2 Gather Data 95 5.1.3 Generate Insights 97 5.1.4 Define Experiments and Hypothesis 98 5.1.5 Closing 99 5.2 The Soccer Retrospective 99 5.2.1 Preparation 100 5.2.2 Set the Stage 100 5.2.3 Gather Data 101 5.2.4 Generating Insights 102 5.2.5 Define Next Experiments and Hypothesis 102 5.2.6 Closing 103 5.3 The Train Retrospective 103 5.3.1 Set the Stage 103 5.3.2 Gather Data 104 5.3.3 Generate Insights 105 5.3.4 Define Experiments and Hypothesis 106 5.3.5 Closing 107 5.4 The Kitchen Retrospective 107 5.4.1 Set the Stage 107 5.4.2 Gather Data 108 5.4.3 Generate Insights 109 5.4.4 Define Experiments and Hypothesis 111 5.4.5 Closing 111 5.5 The Pirate Retrospective 111 5.5.1 Set the Stage 112 5.5.2 Gather Data 113 5.5.3 Generate Insights 114 5.5.4 Define Experiments and Hypothesis 115 5.5.5 Closing 116 Chapter 6 Systemic Retrospectives 119 6.1 Systems 120 6.1.1 Static and Dynamic 122 6.1.2 Complicated and Complex 122 6.2 System Thinking 124 6.2.1 Causal Loop Diagrams 125 6.2.2 Current Reality Tree 137 6.2.3 Limitations of System Thinking 142 6.3 Complexity Thinking 143 6.3.1 Martie—The Management 3.0 Model 144 6.3.2 The ABIDE Model 147 Chapter 7 Solution-Focused Retrospectives 155 7.1 The Solution-Focused Approach 156 7.1.1 Problem Talk Creates Problems, Solution Talk Creates Solutions 156 7.1.2 Focus on the Better Future 157 7.1.3 No Problem Happens All the Time; There Are Always Exceptions That Can Be Utilized 158 7.1.4 If It Works, Do More of It 159 7.1.5 If It’s Not Working, Do Something Different 160 7.1.6 Small Steps Can Lead to Big Changes 161 7.1.7 Focus on Strength and Skills 161 7.1.8 Understand and Trust That Each Person Is an Expert in His or Her Own Situation 162 7.1.9 Keep the Attitude of Not Knowing 162 7.1.10 Be Patient and Confident 163 7.1.11 The Prime Directive of Retrospectives 164 7.2 A Solution-Focused Retrospective in Five Steps 165 7.2.1 Opening 165 7.2.2 Set Goals 167 7.2.3 Find Meaning 170 7.2.4 Initiate Action 172 7.2.5 Check Results 175 7.2.6 A Brief, Solution-Focused Retrospective 176 Chapter 8 Distributed Retrospectives 179 8.1 Forms of Distributed Retrospectives 179 8.1.1 Multiple Distributed Teams 179 8.1.2 Teams with Singly Distributed Employees 183 8.1.3 Scattered Teams 185 8.2 The Right Tools 186 8.2.1 Web Whiteboard 187 8.2.2 Stormz Hangout 188 8.2.3 Lino 189 8.3 General Tips for Distributed Retrospectives 190 8.3.1 Keep It Short 190 8.3.2 Stay within the Timeframe 190 8.3.3 Use Stacking 190 8.3.4 Prepare the Participants 190 8.3.5 Use Communication Tools Effectively 191 8.3.6 Meet Regularly 191 Chapter 9 Alternative Approaches 193 9.1 Work Retrospectives 193 9.1.1 Set the Stage 194 9.1.2 Gather Data 194 9.1.3 Work Phase 195 9.1.4 Experiences 195 9.2 Fortune Cookie Retrospectives 196 9.3 Powerful Questions 198 Chapter 10 Typical Problems and Pitfalls 201 10.1 Poor Preparation 201 10.2 A Lot of Discussions but No Results 202 10.2.1 Conflicting Opinions 202 10.2.2 Indecision 204 10.2.3 Lack of a Clear Time Frame 205 10.3 Too Many Results 206 10.4 Disinterest in (Further) Improvement 207 10.4.1 Improvements Were Never Implemented 208 10.4.2 Improvements Have No Effect 208 10.4.3 The Team Was Not Given Enough Time 209 10.5 Focus on the Negative 209 10.6 Focus on Factual Topics 210 Chapter 11 Change Management 215 11.1 Agile Change Management 216 11.2 Initiating Change Processes 217 11.2.1 Set the Stage 217 11.2.2 Gather Data 219 11.2.3 Generate Insights 220 11.2.4 Next Experiments 221 11.2.5 Closing 223 11.3 Accompanying Change Processes 224 11.3.1 Set the Stage 224 11.3.2 Check Hypotheses 224 11.3.3 Gather Data 225 11.3.4 Generate Insights 225 11.3.5 Define Next Experiments 226 11.3.6 Closing 228 Index 231

Read more less

Book SynopsisPeter Götz 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, pgoetz.de/en. Uwe M. Schirmer is a certified Scrum expert, softwaTable of ContentsForeword xiIntroduction xvAcknowledgments xxiAbout the Authors xxv Chapter 1: Being an Effective Scrum Team 1 Collaboration Between Product Owner and Development Team 3 Creating Transparency as a Scrum Team 10 Summary 25 Chapter 2: Common Problems 27 Missing Basics 29 Common Misunderstandings about Scrum 38 Avoidable Errors 46 Summary 54 Chapter 3: Scrum Is Not Enough 55 Strategy: Take Care of the Big Picture 56 Tactics: Work from Idea to Result 62 How to Improve Cross-functionality 71 Coping with Constant Change 77 Summary 83 Chapter 4: Releasable Is Less Than Released 85 What Is DevOps? 86 How to Combine Scrum and DevOps 91 Summary 99 Chapter 5: Resolving Conflict 101 Conflict That Can Be Solved by People Involved 102 Conflict That Needs Outside Intervention 107 Toxic Conflict That Needs Stronger Intervention 114 Summary 119 Chapter 6: Measure Success 121 Working Toward Goals 122 Improving Team Results 132 Summary 141 Chapter 7: Scrum and Management 143 The Role of Management in Scrum 144 How to Enable Self-organization 148 Summary 152 Chapter 8: The Agile Organization 153 Organizational Structures Can Either Help or Hinder Scrum 154 Complex Organizations Need Radical Simplicity 159 Summary 164 Chapter 9: Continuous Improvement Never Stops 167 How to Keep Improvement Continuous 168 Retrospectives as the Driver for Improvement 173 Will Scrum Ever Be Complete? 176 Summary 182 Bibliography 183Index 185

Read more less

Book SynopsisGregory M. Horine is a certified (PMP, CCP, CSM, SAFe POPM, SAFe RTE, Six Sigma Green Belt) business technology and IT professional with a track record of successful results using servant leadership principles and a focused customer orientation. Gregory has been consistently recognized for excellence in people management, leadership maturity, communication skills, problem-solving skills, and in establishing long-term client relationships. Primary areas of expertise and strength include project management and leadership; complete project life cycle experience across multiple industries; agile, waterfall, and hybrid application development; package implementation and integration; enterprise solution development; effective use of project management tools; Microsoft Project; application release management; application development team management; product and product line management; project and portfolio management tools; data analysis and transformation; business proce

Read more less

Book SynopsisThe 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.Table of ContentsPART 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

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisThis book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.Trade Review"The authors of Strategic Portfolio Management have successfully integrated capabilities with complex adaptive systems, and the tools for flexing and adapting to the changing environment, to deliver strategic benefits and value for the organisation. It is a roadmap for transforming portfolio delivery in a networked and matrix world."Jo Stanford, ChPP FAPM, Head of Corporate Portfolio Office, Health Education England, UK"Strategic Portfolio Management addresses the important (but neglected) area of strategic portfolio management. Its stance combines practical insight and academic rigour and it will make an invaluable contribution to structuring and delivering strategic portfolios of projects."Naomi Brookes, PhD DIC FHEA, Professor of Complex Programme Management, WMG, University of Warwick, UK"Strategic Portfolio Management, all you should know about portfolios is in this book and more besides. This book is a comprehensive package of knowledge and assistance to anyone wishing to enhance the management of their business. It includes a good number of case studies embracing many business sectors."Graham Woodward, Ex Head of Project Management BAE Systems, CEng, FAPM, RPP, associate lecturer, University of Warwick, past deputy chairman APM and IPMA assessor, UKTable of ContentsForewordContributors PermissionsFigures and TablesPrefaceChapter 1 IntroductionKaty Angliss and Pete HarpumSECTION ONE: STRATEGIC PORTFOLIO MANAGEMENT IN CONTEXTSection One Introduction and Chapter QuestionsKaty AnglissChapter 2 Strategic Portfolio Management in ContextPete HarpumChapter 3 Organisational Strategy and Portfolio ManagementJayne RedfernChapter 4 Organisational Change and Portfolio Management Ranjit Sidhu and Pete HarpumChapter 5 Scenario Planning for Strategic PortfoliosCarol A. Long and Pete HarpumChapter 6 Delivering Strategic Value through the PortfolioPete Harpum and Carol A. LongChapter 7 Benefits Realisation Management as a Driver for Delivering Strategic ValueCarlos Serra and Pete HarpumChapter 8 Rethinking Portfolio SuccessDarren DalcherSECTION TWO: DEVELOPING AND MANAGING THE STRATEGIC PORTFOLIOSection Two Introduction and Chapter QuestionsKaty AnglissChapter 9 Portfolio Management IntegrationPete HarpumChapter 10 Environmental Factors and Portfolio Management CapabilitiesPete HarpumChapter 11 Portfolio Management Process DesignPete HarpumChapter 12 Strategic Portfolio SelectionPete HarpumSECTION THREE: PORTFOLIO MANAGEMENT CAPABILITIESSection Three Introduction and Chapter QuestionsKaty AnglissChapter 13 Asset and Resource ManagementCarol A. LongChapter 14 Business Integrated Portfolio GovernanceDavid Dunning and Katy AnglissChapter 15 The Strategic Portfolio Management OfficeAdam SkinnerChapter 16 Visualising Data for Portfolio Decision-makingCatherine KillenChapter 17 Portfolio Risk ManagementDavid HillsonChapter 18 Portfolio LeadershipStuart Forsyth and Carl GavinChapter 19 Managers' Roles in Strategic Portfolio ManagementMiia Martinsuo and Lauri VuorinenChapter 20 Enabling Adoption of Portfolio ManagementDonnie MacNicol and Adrian DooleyChapter 21 Supply Chain Integration and Portfolio ManagementAleksandar Nikolov and Pete HarpumChapter 22 Agile Portfolio ManagementSteve Messenger and Katy AnglissSECTION FOUR: STRATEGIC PORTFOLIO MANAGEMENT CASE STUDIESSection Four Introduction and Chapter QuestionsKaty AnglissChapter 23 Case Study - Engineering of Complex Systems with Portfolio ManagementDave YazdaniChapter 24 Case Study - Pharmaceutical Portfolio Decision ToolDave ReggiChapter 25 Case Study - Delivering a Multi-billion-pound PortfolioPaul TaylorChapter 26 Case Study - A Utilities and Construction PortfolioPaul TaylorChapter 27 Case Study - Portfolio Governance and LeadershipGeoff VincentChapter 28 Case Study - Portfolio Management Maturity Model DevelopmentPaul Clarke, Katy Angliss and Pete HarpumEnd NoteGlossaryIndex

Read more less

Book SynopsisThe Metric Handbook is the major handbook of planning and design data for architects and architecture students, with over 100,000 copies sold to successive generations of architects and designers. It remains the ideal starting point for any project and belongs in every design office.The seventh edition references the latest regulations and construction standards and includes new chapters on data centres and logistics facilities alongside basic design data for all the major building types. For each building type, the book gives the basic design requirements and all the principal dimensional data, and succinct guidance on how to use the information and what regulations the designer needs to be aware of.As well as buildings, the Metric Handbook deals with broader aspects of design such as materials, acoustics, and lighting, and general design data on human dimensions and space requirements. The Metric Handbook is the unique reference for solving everyday planning problems.Table of ContentsDESIGN BASICS: 1. Design information and dimensional coordination Revised by Simon Douch. Original text: Terry Nichols with David King, 2. People and space Revised by Professor Norman Wienand, 3. People and movement Revised by Professor Norman Wienand, 4. Inclusive and accessible design David Dropkin and Neil Smith, 5. Capital and whole life costs of buildings Chris Bicknell and David Holmes, ESSENTIALS: 6. Structure Revised by Andrew Peters, Arthur Lyons Original text: David Adler and Norman Seward, 7. Materials Arthur Lyons with AHR Architects, 8. Thermal environment Phil Jones, 9. Light Revised by Theo Paradise-Hirst Original text: Joe Lynes, 10. Sound Russell Macdonald and Chris Steel, 11. Fire Beryl Menzies, 12. Flood-resilient design Robert Barker and Richard Coutts, 13. Crime prevention design Nick Hughes Revised by Peter Wozniak, BUILDING TYPES: 14. Agricultural buildings John Weller, Rod Sheard, Frank Bradbeer and others, 15. Auditoria Revised by Mark Foley and Stefanie Fischer (cinemas). Original text: Ian Appleton; Stefanie Fischer (cinemas), 16. Civic buildings Revised by David Selby (town halls); Martin Sutcliffe and Neil Sansum (law courts), 17. Community centres Jim Tanner, 18. Data centres Simon Brimble, Emilia Dobrzynska, Naiane Esteve, Chris Neighbour, Daniel Silva, Miguel Vazquez Cid of Arup, 19. Emergency services Including Fire stations by Michael Bowman, 20. Hospitals Christiane Anders, Claudia Bloom, Vicky Braouzou. Duncan Finch, Mary Reid, Mariangela Zanini of Avanti Architects. Christopher Shaw of Medical Architecture (mental health), 21. Hotels Fred Lawson, 22. Houses and flats Revised by Kathy Watkins. Original text: John Chapman and Kathy Watkins, 23. Homes for older people Justin Bannister and Judith Brown, 24. Student housing and housing for young people Revised by Michael Ritchie. Original text: MJP Architects Ltd, 25. Laboratories Revised by Eugene Sayers Original text: Neville Surti and Catherine Nikolaou, 26. Libraries Brian Edwards with Ayub Khan, 27. Logistics facilities Marcus Madden-Smith, 28. Museums, art galleries and temporary exhibition spaces Geoffrey Mathews, 29. Offices Frank Duffy with Jack Pringle, Angela Mullarkey and Richard Finnemore, 30. Payment and counselling offices Richard Napier, 31. Places of worship Revised by Ian Brewerton (Non-conformist and Free Churches), Atba Al-Samarraie (mosques); Gurmeet Sian (gurdwara), Maurice Walton (Church of England buildings) Original text by David Adler, Ian Brewerton, Leslie Fairweather, Derek Kemp, Atba Al-Samarraie, 32. Primary health care Geoffrey Purves, 33. Restaurants and foodservice facilities Fred Lawson, 34. Retail shops and stores Lucy Dewick-Tew and Eddie Miles, 35. Schools Anthony Langan, 36. Security and counter-terrorism Mark Whyte and Chris Johnson, 37. Sports facilities: indoor and outdoor Philip Johnson and Tom Jones, 38. Streets and spaces for people and vehicles Revised by Ben Hamilton-Baillie (introduction, shared space and place-making), James Horne (vehicles, roads and road design) and Sustrans (cycling routes and parking), 39. Transport terminals and interchanges Airports revised by Andrew Perez with additional contributions by Richard Chapman. Railways revised by Declan McCafferty, 40. Tropical design Patricia Tutt, 41. Universities Revised by Rupert Goddard and Tony Poole, Appendix A – SI system, Appendix B – Conversion factors and tables, Index

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisSince A Guide to IT Contracting: Checklists, Tools, and Techniques first published, several alarming trends have developed in the technology contracting industry. These trends include: The Dawn of the As-Is Technology Product The Ever-Changing Product Where in the World Is My Data? To meet these challenges, the Second Edition helps business managers and lawyers explore alternate solutions from other vendors, conduct simultaneous negotiations with other vendors, and, generally, ensure prospective vendors understand they can lose the deal if they refuse to act reasonably.Distilling the most critical business and legal lessons learned through the author's decades of legal experience drafting and negotiating IT-related agreements, this single volume lets readers quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement,Table of ContentsChapter 1. Collecting Basic Deal InformationChapter 2. Software License AgreementsChapter 3. Nondisclosure AgreementsChapter 4. Professional Services AgreementsChapter 5. Statements of WorkChapter 6. Cloud Computing AgreementsChapter 7. Click-Wrap, Shrink-Wrap, and Web-Wrap AgreementsChapter 8. Maintenance and Support AgreementsChapter 9. Service Level AgreementsChapter 10. Idea Submission AgreementsChapter 11. Joint Marketing AgreementsChapter 12. Software Development Kit (SDK) AgreementsChapter 13. Key Issues and Guiding Principles for Negotiating aSoftware License or OEM AgreementChapter 14. Drafting OEM Agreements (When the Company is the OEM)Chapter 15. Original Equipment Manufacturer (OEM)AgreementsChapter 16. Health Insurance Portability and Accountability Act(HIPAA) ComplianceChapter 17. Reducing Security Risks in Information Technology ContractsChapter 18. Website Assessment AuditsChapter 19. Critical Considerations for Protecting IP in aSoftware Development EnvironmentChapter 20. Transactions Involving Financial Services Companies as the CustomerChapter 21. Source Code Escrow AgreementsChapter 22. Integrating Information Security into the Contracting Life CycleChapter 23. Distribution AgreementsChapter 24. Data AgreementsChapter 25. Website Development AgreementsChapter 26. Social Media PoliciesChapter 27. Critical Considerations for Records Management and Retention

Read more less

Book SynopsisThis fast-paced business novel does for project management what The Goal and It''s Not Luck have done for production and marketing. Goldratts novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Elis most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you wont even be aware of learning about them - they ll just Trade Review'Anyone who doesn't snap up a copy is missing a wonderful opportunity for professional and personal development.' - Assembly 'This book is valuable to two main audiences: project managers and senior managers...useful for dealing with one of the most difficult and pressing management challenges: developing highly innovated new products.' - Harvard Business Review 'Eli Goldratt's first novel,The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." - Harvard Business Review 'Critical Chain will revolutionize project management.' - World Aero-Engine Review '... would be of use to project managers who require more sensitive project management methods than those they currently employ ... would also be useful for those who are not convinced of the benefit of project management methods.' - British Journal of Healthcare, Computing & Information ManagementTable of Contents1: Chapter 1; 2: Chapter 2; 3: Chapter 3; 4: Chapter 4; 5: Chapter 5; 6: Chapter 6; 7: Chapter 7; 8: Chapter 8; 9: Chapter 9; 10: Chapter 10; 11: Chapter 11; 12: Chapter 12; 13: Chapter 13; 14: Chapter 14; 15: Chapter 15; 16: Chapter 16; 17: Chapter 17; 18: Chapter 18; 19: Chapter 19; 20: Chapter 20; 21: Chapter 21; 22: Chapter 22; 23: Chapter 23; 24: Chapter 24; 25: Chapter 25

Read more less

Book SynopsisThe fast and easy way to perfect your project management skills Whatever your profession, effective project management skills are crucial to developing a successful business career. In Project Management Essentials For Dummies, you''ll find all the information and guidance you need to plan your projects with confidence and deliver them on time. This comprehensive resource will help you unlock the keys to project management success, gain the know-how to assess your strengths and weaknesses to maximise your project management potential, find proven ways to motivate your project team, and so much more. In today''s challenging business environment, professionals are increasingly working within tight timeframes and constricted budgets, and striving to deliver projects under a range of high-pressure scenarios. Thankfully, Project Management Essentials For Dummies shows you how to put out the fires igniting your workspace and explains how easy it is to organise

Read more less

Book SynopsisThis book is a must-read for anyone responsible for projects and initiatives that span functional and geographical divides. Authors Moran and Youngdahl bring extensive experience and learning from industry practice to present a clear and straightforward treatment of the leadership skills and knowledge required to lead projects that are global in nature. They have written the first book of its kind to address the three essential skills of global project leaders - strategic project management, project leadership, and cross-cultural leadership. The authors argue that global project leadership is an essential skill in our project-based world and that we are all either intentional or accidental project leaders. Intentional project leaders pursue formal project management education and even certification whereas accidental project leaders find themselves leading global projects and initiatives as a result of a special assignment or promotion. Moran and Youndahl have found that the vaTrade Review‘This is a good introductory book regarding the particulars of managing projects in a global environment. The writing is not overly academic, it engages the reader, and contains essential elements for the developing project manager to consider. […] It is ideally suited for project management majors and international business/global studies majors.’ - David G. Duby, Associate Professor, Liberty University, USATable of Contents1 Leading Global Projects; 2 What Every Project Leader Needs to Know About Project Management; 3 The Project Story; 4 Cross-Cultural and Cross-Functional Project Leadership Skills; 5 Influencing and Negotiating; 6 What Project Team Members Need from Us; 7 Leading Projects at the Edge of Chaos; 8 Shaking Up the Project Team; 9 Leadership/Culture/Project Management: Capturing the Learnings; 10 Mindstretching Question, Summary, and Epilogue

Read more less

Book SynopsisConstruction Project Management: An Integrated Approach is a management approach to leading projects and the effective choice and use of project management tools and techniques. It seeks to push the boundaries of project management to take on board future needs and user issues.Integration of the construction project, meaning closer relations between the project team, the supply chain and the client, is long overdue; however, despite some signs of growth in this area, the industry nonetheless remains fragmented in its approach. The role of the project manager is to integrate diverse interests and unify objectives to achieve a common goal. This has now broadened to include a responsibility, on the parts of both client and team, to ensure that construction addresses current and future societal needs. From an economic perspective, a great deal of waste is connected with conflict, thus a holistic approach that increases the efficiency and effectiveness of the task at hand wTable of Contents 0 Introduction 1 Project life cycle and success 2 Building the client business case 3 Project development and evaluation 4 Construction procurement 5 Planning and control 6 Design management and value 7 Project organisation and leadership 8 Engineering the psycho-productive environment 9 Engineering the production process 10 Managing risk and value 11 Project safety, health and the environment 12 Sustainable delivery of construction projects 13 Digital construction 14 Quality and customer care 15 Project close out and systems improvement 16 Conclusion: future construction Glossary

Read more less

Book SynopsisAims to helps you become a better manager. This book talks about scheduling and managing resources, and helping team members grow and prosper. It provides tips for: delegating; using feedback and goal-setting; developing influence; handling one-on-one meetings; coaching and mentoring; deciding what work to do and what not to do; and more.Table of ContentsForeword Preface Introduction Week 1: Learning about the People and the Work Monday Morning Managing One Person at a Time Tuesday Morning Keep a Finger on the Pulse Wednesday Afternoon Friday Afternoon Gather Data about Current Work Now Try This Bibliography for Chapter Week 2: Bringing Order to the Chaos Tuesday Afternoon Create the Project Portfolio Thursday . Fast-Forward Matching the Roles with the People Plan to Integrate New Team Members Friday Morning, Sam's Second Week on the Job Managing the Project Portfolio Now Try This Bibliography for Chapter Week 3: Building the Team Monday Morning Thursday Morning Creating Shared Goals Monday Morning Provide Timely Feedback When Feedback Doesn't Correct the Situation Now Try This Bibliography for Chapter Week 4: Managing Day by Day Monday Create Individual Goals for Each Person Monday Midmorning Coaching for Success Later That Same Day Learning to Influence Monday Afternoon Capitalizing on Feedback Opportunities Now Try This Bibliography for Chapter Week 5: Discovering Lurking Problems Recognize Messy Problems Friday Morning Solving Problems as a Management Team Now Try This Bibliography for Chapter Week 6: Building Capability Monday Morning Learning to Delegate Wednesday End of Day Notice and Appreciate Changes and Contributions Back to Monday Manage Yourself Still Monday Develop the People in Your Group Every Week Now Try This Bibliography for Chapter Week 7: Dealing with Corporate Realities Tuesday Late Morning Manage Your Boss, Stand Up for Your Team Tuesday Just Before Noon After Lunch Thursday Leading Your Team through a Change in Priorities Now Try This Epilogue What Management Is Now Try This Bibliography for Chapter Techniques for Practicing Great Management 1. Guidelines for Effective Coaching 2. Setup for Successful Delegation 3. Facilitation Essentials for Managers 4. Guide to Giving Effective Feedback 5. Welcoming New Hires 6. Setting SMART Goals 7. What Goes on Inside our Heads 8. Manage by Walking Around & Listening 9. Run Effective Meetings 10. Making One-on-Ones Work 11. Preparing for Influence 12. Solving Problems: Create New Situations 13. Project Portfolio Planning Tips Bibliography for Chapter Bibliography

Read more less

Book SynopsisDerived from industry-training classes that the author teaches at the Embedded Systems Institute at Eindhoven, the Netherlands and at Buskerud University College at Kongsberg in Norway, Systems Architecting: A Business Perspective places the processes of systems architecting in a broader context by juxtaposing the relationship of the systems architect with enterprise and management. This practical, scenario-driven guide fills an important gap, providing systems architects insight into the business processes, and especially into the processes to which they actively contribute.The book uses a simple reference model to enable understanding of the inside of a system in relation to its context. It covers the impact of tool selection and brings balance to the application of the intellectual tools versus computer-aided tools. Stressing the importance of a clear strategy, the authors discuss methods and techniques that facilitate the architect's contributioTable of ContentsProcess and Organization. Role and Task of the Systems Architect. From Customer Understanding to Requirements. Systems Architect Methods and Means. Strategy.Harvesting Synergy, Product Families. Supporting Processes. Systems and Software. Boardroom Presentation. Human Side. Reflection and Wrap-Up. References. Pictorial Index.

Read more less

Book SynopsisAgile Software Development is an introduction to agile software development methods. Agile methods try to diminish complexity, increase transparency, and reach a deployable product in a shorter time frame. Agile methods use an iterative and incremental approach to minimize risks and to avoid maldevelopment. The book gives a short introduction to agile methods and agile software development principles. It serves as a study book and as a reference manual. Based on the official Scrum Guide, the book also covers other topics such as best practices for agile software development and agile testing. It targets practitioners who want to start with agile software development, as well as developers or project managers who already use agile methodologies. The book can be read from the beginning, but each chapter has been written in a way so it can be read individually.Table of Contents1. Introduction 2. Classical Model 3. Agile Methods 4. Scrum 5. Best Practices for the Dev Team 6. Testing 7. Appendix

Read more less

Book SynopsisThe growing complexity of projects today, as well as the uncertainty inherent in innovative projects, is making obsolete traditional project management practices and procedures, which are based on the notion that much about a project is known at its start. The current high level of change and complexity confronting organizational leaders and managers requires a new approach to projects so they can be managed flexibly to embrace and exploit change. What once used to be considered extreme uncertainty is now the norm, and managing planned projects is being replaced by managing projects as they evolve. Successfully managing projects in extreme situations, such as polar and military expeditions, shows how to manage successfully projects in today's turbulent environment. Executed under the harshest and most unpredictable conditions, these projects are great sources for learning about how to manage unexpected and unforeseen situations as they occur. This book presents multTable of ContentsForeword. Introduction: Blowing Hot and Cold on Project Management. A Polar Expedition Project and Project Management. Ambidexterity as a Project Leader Competency: A Comparative Case Study of Two Polar Expeditions. Mobilization and Sensibility on Polar Expeditions: More than Mere Motivation. Mobilizing Social Networks beyond Project Team Boundaries: The Case of Polar Expeditions. A Methodology for Investigating the "Actual" Course of a Project: The Case of a Polar Expedition. A Traditional Cree Expedition on the Ancestral Lands of the Neeposh Family of Northern Québec. Borrowing Concepts from Expedition Travel to Stimulate Alternative Tourism. The Project Front End: Financial Guidance Based on Risk. Lessons Learned from Sports Climbing: Some Disrespectful Discourse on Project Planning. Managing Extreme Situations in Fire and Rescue Organizations: The Complexity in Implementing Feedback. Coordination Practices in Extreme Situations: Lessons from the Military. Developing Collective Competence in Extreme Project Teams: The French Special Forces Case. Situated Teams: Dropping Tools on Mount Everest. Planning Risk and Cool Heads: Survival Conditions Required for Managing Projects. Flexibility and Rigidity in Planning a Program: The Case of the Montreal Metro Renovation Project. Project Manager: Specialist or Generalist? Project Management and the Unknown. Control and Flexibility: Which Balance Do We Mean? Conclusion. Epilog. Afterword: Looking for the Ordinary in the Extraordinary! Index.

Read more less

Book SynopsisUncertainty permeates every thinkable aspect of project work and mastering information awareness and availability is the key to controlling benefits, budgets, and timelines. This book offers a theoretical framework and practical guidelines to systematically minimize uncertainty, thereby increasing the chances of project success.To paraphrase Henry Ford, transitioning from traditional risk management to mastering project uncertainty implies abandoning the quest for faster horses in favor of driving cars toward your project's destination. This book presents the road map to this transition, with Part I providing a theoretical foundation for uncertainty management using systems thinking. Part II introduces strategies supported by practical techniques to master uncertainty through: Raising information awareness Increasing information availability Improving the effective use of information Maximizing information efficiency This book's Table of ContentsINTRODUCTION. Chapter 1: Organizing for success. Chapter 2: Methodology. Chapter 3: Project uncertainty. Chapter 4: Assignment uncertainty. Chapter 5: Context uncertainty. Chapter 6: Decisions under uncertainty. Chapter 7: Method uncertainty. Chapter 8: Scenario uncertainty. Part II INTRODUCTION. Chapter 9: Raising information awareness. Chapter 10: Increasing information availability. Chapter 11: Improving information effectiveness. Chapter 12: Increasing information efficiency. POSTFACE

Read more less

Book SynopsisThe ability to discover and respond to societal needs in the field of culture requires an integrated, interdisciplinary, and cross-sectoral approach. Such a holistic view is offered by the design thinking method, which has been extracted from the field of design and could be applied also in the sphere of culture. Interdisciplinarity and consideration of users'' needs are characteristics of contemporary design and can be a significant support when faced with the challenges of cultural heritage management. The abovementioned factors act as the premise behind undertaking an analysis of the possibility of adapting the design thinking method to the management of intangible cultural heritage, and to develop a model of the design thinking process for this area. This research volume is the first comprehensive study of the application of the design thinking method to cultural management, especially management of the intangible cultural heritage. It asserts that design thinking can bring nume

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

a huge range and FREE tracked UK delivery on ALL orders.

Read more less

Book SynopsisThe latest edition of Project Management 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. Features: Reflects 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) 7 additional chapters including expanded coverage of project methodology, project management process and knowledge area trade-offs New case studies from different industries to indicate broad use of project management techniques Includes numerous worked examples and practical exercises, which introduce the reader to the latest planning and control techniques Table of ContentsAbbreviations xiii Foreword xv Author’s Note xvii PART I Key Principles, Processes and Methodologies 1 1 Introduction to Project Management Techniques 3 1. What is a Project? 5 2. Types of Projects 6 3. What is Project Management? 10 4. Different Types of Management 12 5. Role of the Project Sponsor 14 6. Role of the Project Manager 16 7. Role of the Project Steering Board 18 8. Project Success 20 2 Project Lifecycle 23 1. What is a Project Lifecycle? 24 2. Project Lifecycle (4 Phases) 25 3. What is a Project Phase? 27 4. Level of Effort 27 5. Level of Infl uence vs. Cost of Changes (Front-End Importance) 29 6. Product Lifecycle (10 Phases) 30 7. Project Lifecycle Costing 32 8. Project Lifecycle Contracts 35 3 Project Management Process 36 1. Summary of the Management Process 37 2. What is a Process? 37 3. Eastonian Process 38 4. Fayol’s Management Process 40 5. Project Management Process 41 4 Project Methodology 44 1. What is a Project Methodology Systems Approach? 45 2. Project Methodology Systems Approach 46 3. Initiation Process – Initiate the Phase 48 4. Planning Process – Plan the Phase 49 5. Execution Process – Execute the Phase 50 6. Closing Process – Close the Phase 50 7. Extent of Corporate and Project Responsibility 51 5 Project Stakeholder Management 54 1. Who is a Project Stakeholder? 55 2. Project Stakeholders vs. Project Lifecycle 57 3. Identify Stakeholders and Interested Parties 57 6 Project Selection 64 1. Project Selection Models 65 2. Numeric Models 68 3. Payback Period 68 4. Return on Investment (ROI) 69 5. Discounted Cash Flow (DCF) 71 6. Net Present Value (NPV) 71 7. Internal Rate of Return (IRR) 74 8. Net Present Value (NPV) Using Variable Interest Rates 77 9. Scoring Models 78 10. Cost Breakeven Analysis 80 11. Project Lifecycle Cash Flow 81 PART II Content and Processes 83 7 Corporate Strategy Phases 85 1. Corporate Strategy Phases vs. Project Lifecycle 86 2. Corporate Vision 87 3. Corporate Values (Governance) 89 4. Corporate Requirements 91 5. Business Case 93 8 Project Feasibility Phase 96 1. Feasibility Phase vs. Project Lifecycle 97 2. Project Feasibility Study 97 3. Project Charter 98 4. Defi ne the Client’s Corporate Requirements 104 5. Internal Project Constraints 106 6. Internal Operational Constraints 107 7. External Constraints 109 9 Project Defi nition Phase 112 1. Project Defi nition Phase vs. Project Lifecycle 113 2. What is a Project Design? 113 3. Project Design Process 114 4. Project Design Philosophy 115 5. Model Testing 117 6. Prototypes 118 7. Computer Simulation 118 8. Operational Confi guration 119 10 Project Execution Phase 120 1. Project Execution Phase vs. Project Lifecycle 121 2. What is Project Execution? 121 3. Project Build-Method 122 4. Project Execution Strategy 125 11 Project Commissioning and Handover Phase 130 1. Project Commissioning and Handover Phase vs. Project Lifecycle 131 2. What is Project Commissioning? 131 3. Receive the Deliverables 132 4. Verify the Scope of Work 133 5. Test and Commission the Project 133 6. Handover Process 135 7. Terminate the Project 136 8. Project Closeout 137 9. Closeout Report Questionnaire 138 12 Operational Phases 141 1. Operation Phases vs. Project Lifecycle 142 2. What are the Operational Phases? 143 3. Operational Start-Up Phase 143 4. Project Upgrade Phase 144 5. Project Disposal Phase 146 PART III Content, Tools and Techniques 151 13 Project Plan 153 1. Project Plan (Flow Chart) 154 2. Project Plan (Spiral) 155 3. Trade-Offs 158 4. Closing Comments 161 14 Project Scope Management 162 1. What is Scope Management? 163 2. Project Scope Management vs. Project Lifecycle 164 3. Scope Defi nition 166 4. Scope Change Control 168 5. Scope Verifi cation and Validation 172 15 Work Breakdown Structure (WBS) 174 1. What is the Work Breakdown Structure (WBS)? 175 2. Product Breakdown Structure (PBS) 176 3. Work Breakdown Structure (WBS) 178 4. Methods of Subdivision 180 5. Numbering System 183 6. WBS Templates 184 7. PBS, WBS, CBS, OBS Interface 185 8. Spreadsheet Presentation 186 16 Project Time Management 188 1. Project Management Plan 189 2. Defi nition of an Activity 190 3. WBS – Activity List 192 4. Calendar (Work Pattern) 193 5. Estimating an Activity’s Duration 194 6. Time Trade-Off with other Knowledge Areas 196 17 Critical Path Method (CPM) 199 1. What is the Critical Path Method (CPM)? 200 2. Network Diagram 201 3. Activity Logic – Tabular Reports 203 4. Critical Path Method Steps 204 5. Forward Pass 204 6. Backward Pass 209 7. Activity Float 212 18 Gantt Charts 215 1. What is a Gantt Chart? 216 2. How to Draw a Simple Gantt Chart 216 3. Tabular Reports 217 4. Activity Float 218 5. Select and Sort Functions 219 6. Hammock Activities 221 7. Events, Key Dates, Milestones and Deadlines 222 8. Rolling Horizon Gantt Chart 223 9. Revised Gantt Chart 224 19 Project Procurement Management 227 1. What is Project Procurement Planning? 228 2. Project Procurement Process 229 3. Just-In-Time 233 4. Procurement Schedule 234 5. Procurement Expediting 236 20 Project Resource Management 238 1. How to Draw the Resource Histogram 239 2. Resource Loading 241 3. Resource Smoothing 241 4. Time-Limited Resource Scheduling 242 5. Resource-Limited Resource Scheduling 243 6. How to Increase the Project’s Resources 245 7. How to Reduce the Project’s Resources 246 21 Project Cost Management 248 1. What is Project Cost Management? 249 2. Estimating Continuum 250 3. Top-Down and Bottom-Up Estimating 251 4. Estimating Costs 252 5. Establishing Budgets 257 6. Budget Format 259 7. Cost Trade-Off with other Knowledge Areas 259 22 Project Cash Flow 262 1. What is a Project Cash Flow Statement? 263 2. Project Cash Flow Example 1 263 3. Cash Flow Timing 265 4. Project Cash Flow Example 2 267 5. Project Cash Flow Example 3 268 6. Invoicing 270 7. Cost-to-Complete 271 8. How to Draw an Expense ‘S’ Curve (PV, Planned Value) 272 9. Project Cash Flow Response 273 10. Performance Bonds and Retention 274 11. Benefi ts of Using Project Cash Flow 274 23 Project Control 277 1. Project Control Cycle 278 2. Monitor Progress (Data Capture) 280 3. Problem Solving 283 4. Decision-Making 286 5. How to Apply Project Control 288 6. Acceleration 290 7. Crashing Steps 290 8. Time–Cost Trade-Off Theory 291 9. Acceleration (Crash) Cost Priority Table 295 24 Earned Value 297 1. The Need for Earned Value 298 2. Earned Value 299 3. Earned Value Table 312 4. Project Control 312 5. Client’s View of Earned Value 313 6. Earned Value Reporting 313 25 Project Quality Management 315 1. What is Project Quality Management? 316 2. Quality Planning 317 3. Quality Assurance Plan 318 4. Quality Control Plan 319 5. Continuous Improvement 322 6. Quality Trade-Off with other Knowledge Areas 324 26 Project Risk Management 327 1. What is Risk Management? 328 2. Risk Management vs. Project Lifecycle 329 3. Risk Identifi cation 332 4. Risk Quantifi cation 336 5. Risk Response 337 6. Contracting 338 7. Response to an Opportunity 341 8. Risk Control 341 27 Project Communication Management 343 1. What is Project Communication? 344 2. Communication Plan 345 3. Project Meetings 347 4. Project Reporting 349 5. Document Control 352 6. Communication Trade-Off with other Knowledge Areas 353 28 Project Leadership 355 1. What is Project Leadership? 356 2. Situational Leadership 356 3. Leadership Traits 359 4. Leadership Power (Responsibility – Authority Gap) 360 5. Action Centred Leadership 361 6. Decision-Making Continuum 363 7. Herzberg’s Motivation and Hygiene Factors 365 8. Maslow’s Hierarchy of Needs 366 9. Confl ict 368 10. Delegation 369 29 Project Teams 372 1. What is a Project Team? 373 2. Team Charter 374 3. Team Development Phases 377 4. Team Building Techniques 379 5. Levels of Team Building 380 6. Why Companies Use Project Teams 381 7. Benefi ts of Using Project Teams 381 30 Project Organization Structure 383 1. What is a Project Organization Structure? 384 2. Functional Organization Structures 385 3. Matrix Organization Structure 388 4. Pure Project Organization Structure 390 Glossary 393 Index 403

Read more less

Book SynopsisTable of ContentsChapter 1 Discover your visual language 38How to develop icons for your next meeting, project, or process Design your collaboration process 76How to create your next meeting, project, or process Chapter 3 Define key questions 104How to formulate, prioritize, and test questions that have positive impact on your collaboration Chapter 4 Create engaging templates 146How to turn a white canvas into a visual tool that structures and focuses your collaboration Chapter 5 Prepare to scale 182How to enable others to use your design and tools Chapter 6 Enable group learning 202An introduction to core concepts of visual collaboration Chapter 7 Map your skills 226An overview of eight skills that are essential for visual collaboration Chapter 8 Activate your resources 246Key resources needed for visual collaboration Chapter 9 Do’s and dont’s 264Observations about strengths and weaknesses of visual collaboration Appendix 286Index and inspiration for further reading

Read more less

Book SynopsisTable of Contents1 Projects in Contemporary Organizations 1 1.1 The Definition of a “Project” 2 1.2 Why Project Management? 9 1.3 The Project Life Cycle 16 1.4 Agile Project Management 21 1.5 The Structure of this Text 26 Project Management In Practice A Unique Method for Traveler-Tracking at Copenhagen Airport 5 The Smart-Grid Revolution Starts in Boulder, Colorado 7 The Olympic Torch Relay Project 8 Turning London’s Waste Dump into the 2012 Olympics Stadium 19 Part I: Project Initiation 2 Project Strategy and Selection 37 2.1 Organizational Project Management and Governance 38 2.2 Project Selection Models 43 2.3 Project Portfolio Management (PPM) 57 Project Management In Practice Beagle 2 Mars Probe—A Planning Failure 38 Taipei 101: Refitted as World’s Tallest Sustainable Building 47 Using a Project Portfolio to Achieve 100 Percent On-Time Delivery at Decor Cabinet Company 59 Implementing Strategy through Projects at Blue Cross/Blue Shield 61 Case: MDCM, Inc. (B): Strategic IT Portfolio Management 72 Reading: From Experience: Linking Projects to Strategy 74 3 The Project Manager 83 3.1 Project Management and the Project Manager 84 3.2 Special Demands on the Project Manager 90 3.3 Attributes of Effective Project Managers 98 3.4 Problems of Cultural Differences 105 Project Management In Practice The Project Management Career Path at AT&T 89 Shanghai Unlucky with Passengers 96 Growing Stress at Twitter 104 Success at Energo by Integrating Two Diverse Cultures 108 Cases: Two Emergency Projects and PMs 114 Reading: Juggling Act 117 Chapter 3 Appendix: Primer on Effective TimeManagement (Online) 4 Managing for Stakeholders and Resolving Conflicts 119 4.1 Identifying and Analyzing Stakeholders 121 4.2 Conflicts and the Project Life Cycle 124 4.3 Dealing with Conflicts 128 4.4 The Nature of Negotiation 130 4.5 Partnering, Chartering, and Scope Change 133 Project Management In Practice Agile Project to Create Website Following Earthquake 121 Stakeholder Involvement at Nemours Children’s Hospital 124 A Consensus Feasibility Study for Montreal’s Archipel Dam 129 Quickly Building a Kindergarten through Negotiation 132 Case 4.1: Winds of Change in Klickitat County: The Harvest Wind Project 139 Case 4.2: Negotiation in Action—The Quad Sensor Project 145 Reading: Roll Call 146 5 The Project in the Organizational Structure 148 5.1 Projects in a Functional Organization 150 5.2 Projects in a Projectized Organization 153 5.3 Projects in a Matrixed Organization 155 5.4 Projects in Composite Organizational Structures 161 5.5 Selecting a Project Form 162 5.6 The Project Management Office 163 5.7 The Project Team 172 5.8 Human Factors and the Project Team 177 Project Management In Practice Reorganizing for Project Management at Prevost Car 153 Software Firm Yunio Avoids Complex Technologies 160 Trinatronic, Inc. 164 A Project Management Office Success for the Transportation Security Administration 167 Convention Security: Project Success through Budget Recovery 169 South African Repair Success through Teamwork 178 Case: Acorn Industries 185 Reading: Four Steps to a Stronger PMO 188 Part II: Project Planning 6 Activity Planning: Traditional and Agile 193 6.1 Traditional Project Activity Planning 195 6.2 Agile Project Planning 213 6.3 Coordination through Integration Management 221 Project Management In Practice Child Support Software a Victim of Scope Creep 200 Using Agile to Integrate Two Gas Pipeline Systems 215 The Current State of Agile Project Management 216 An Acquisition Failure Questions Recommended Practice 222 Case: Heublein: Planning a Project Management and Control System 228 Reading: The Evolution of Agile 236 7 Budgeting and Risk Management 239 7.1 Estimating Project Budgets 240 7.2 Better Cost Estimating and Bidding 251 7.3 Project Risk Management 261 7.4 Quantitative Risk Assessment Methodologies 271 Project Management In Practice Pathfinder Mission to Mars—on a Shoestring 241 The Emanon Aircraft Corporation 260 Facebook Risks Interruption to Move a Terabyte 270 Ignoring Risk Contrasted with Recognizing Risk in Two Industries 274 Simulating the Failure of California’s Levees 275 Case: Fuddruckers and the Crystal Coast Music Festival 291 Reading: Building Resiliency 294 8 Scheduling 297 8.1 Background 297 8.2 Network Techniques: PERT and CPM 299 8.3 Risk Analysis Using Simulation with Crystal Ball® 328 8.4 Using these Tools 338 8.5 Scheduling with Scrum 339 Project Management In Practice Massachusetts’ Instant Bridges 298 Election Returns within Three Hours 306 Hosting the Annual Project Management Institute Symposium 326 Designing and Delivering a Rush Vehicle for War 337 Case: NutriStar Energy, Inc. 351 Reading: Without Further Delay 353 9 Resource Allocation 356 9.1 Critical Path Method—Crashing a Project 357 9.2 The Resource Allocation Problem 364 9.3 Resource Loading 366 9.4 Resource Leveling 370 9.5 Constrained Resource Scheduling 374 9.6 Goldratt’s Critical Chain 380 Project Management In Practice Expediting Los Angeles Freeway Repairs after the Earthquake 357 Thirty Days to Rescue 365 Benefits of Resource Constraining at Pennsylvania Electric 379 Architectural Associates, Inc. 386 Case: D. U. Singer Hospital Products Corp. 392 Reading: Let the Games Begin—Now 395 Part III: Project Execution 10 Monitoring and Information Systems 399 10.1 The Planning–Monitoring–Controlling Cycle 400 10.2 Information Needs and Reporting 404 10.3 Earned Value Analysis 409 10.4 Agile Tools for Tracking Project Progress 421 Project Management In Practice Using Project Management Software to Schedule the Olympic Games 401 Managing Costs at Massachusetts’ Neighborhood Health Plan 405 Using Earned Value to Monitor Governmental Archiving and Records Costs 415 Success through Earned Value at Texas Instruments 420 Case: The Project Manager/Customer Interface 428 Reading: Raise the Red Flags 431 11 Project Control 433 11.1 The Fundamental Purposes of Control 436 11.2 Three Types of Control Processes 438 11.3 The Design of Control Systems 448 11.4 Control of Change and Scope Creep 455 Project Management In Practice Major Scope Creep in Boston’s “Big Dig” 436 Extensive Controls for San Francisco’s Metro Turnback Project 439 Tracking Scope Creep: A Project Manager Responds 451 Better Control of Development Projects at Johnson Controls 457 Case: The Project Manager/Customer Interface (B) 464 Reading: Delivery Dilemma: Here’s How to Choose the Right Approach for a Project 465 12 Project Auditing 468 12.1 Purposes of Evaluation—Goals of the System 469 12.2 The Project Audit 472 12.3 The Project Audit Life Cycle 479 12.4 Some Essentials of an Audit/Evaluation 483 12.5 Measurement 485 Project Management In Practice 470 Risk Analysis vs. Budget/Schedule Requirements in Australia 470 Lessons from Auditing 110 Client/Server and Open Systems Projects 473 Regaining Control of Nuclear Fusion 475 Auditing a Troubled Project at Atlantic States Chemical Laboratories 480 Case: Theater High Altitude Area Defense (THAAD): Five Failures and Counting (B) 490 Reading: An Assessment of Postproject Reviews 493 13 Project Closure and Benefits Realization 499 13.1 The Varieties of Project Closure 500 13.2 When to Close a Project 503 13.3 The Closure Process 508 13.4 The Project Plan Report—A Project History 515 13.5 Benefits Realization 517 13.6 Afterword 518 Project Management In Practice Nucor’s Approach to Closure by Addition 502 Twelve Hospital Handoff Projects 504 Terminating the Superconducting Super Collider Project 509 When You Have to Kill a Project 515 Author Index I-1 Subject Index I-3 Please visit http://www.wiley.com/college/meredith for Appendices. Appendix A Probability and Statistics (Online) Appendix B Solutions to Selected Problems (Online) Appendix C Technological Forecasting (Online) Appendix D Creativity and Idea Generation (Online)

Read more less

Book SynopsisCyberPhysicalHuman Systems A comprehensive edited volume exploring the latest in the interactions between cyberphysical systems and humans In CyberPhysicalHuman Systems: Fundamentals and Applications, 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. The 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 systemTable of ContentsA Note from the Series Editor xvii About the Editors xviii List of Contributors xix Introduction xxvii Part I Fundamental Concepts and Methods 1 1 Human-in-the-Loop Control and Cyber–Physical–Human Systems: Applications and Categorization 3 Tariq Samad 1.1 Introduction 3 1.2 Cyber + Physical + Human 4 1.2.1 Cyberphysical Systems 5 1.2.2 Physical–Human Systems 6 1.2.3 Cyber–Human Systems 6 1.3 Categorizing Human-in-the-Loop Control Systems 6 1.3.1 Human-in-the-Plant 8 1.3.2 Human-in-the-Controller 8 1.3.3 Human–Machine Control Symbiosis 10 1.3.4 Humans-in-Multiagent-Loops 11 1.4 A Roadmap for Human-in-the-Loop Control 13 1.4.1 Self- and Human-Driven Cars on Urban Roads 13 1.4.2 Climate Change Mitigation and Smart Grids 14 1.5 Discussion 15 1.5.1 Other Ways of Classifying Human-in-the-Loop Control 15 1.5.2 Modeling Human Understanding and Decision-Making 16 1.5.3 Ethics and CPHS 18 1.6 Conclusions 19 Acknowledgments 19 References 20 2 Human Behavioral Models Using Utility Theory and Prospect Theory 25 Anuradha M. Annaswamy and Vineet Jagadeesan Nair 2.1 Introduction 25 2.2 Utility Theory 26 2.2.1 An Example 27 2.3 Prospect Theory 27 2.3.1 An Example: CPT Modeling for SRS 30 2.3.1.1 Detection of CPT Effects via Lotteries 32 2.3.2 Theoretical Implications of CPT 33 2.3.2.1 Implication I: Fourfold Pattern of Risk Attitudes 34 2.3.2.2 Implication II: Strong Risk Aversion Over Mixed Prospects 36 2.3.2.3 Implication III: Effects of Self-Reference 37 2.4 Summary and Conclusions 38 Acknowledgments 39 References 39 3 Social Diffusion Dynamics in Cyber–Physical–Human Systems 43 Lorenzo Zino and Ming Cao 3.1 Introduction 43 3.2 General Formalism for Social Diffusion in CPHS 45 3.2.1 Complex and Multiplex Networks 45 3.2.2 General Framework for Social Diffusion 46 3.2.3 Main Theoretical Approaches 48 3.3 Modeling Decision-Making 49 3.3.1 Pairwise Interaction Models 49 3.3.2 Linear Threshold Models 52 3.3.3 Game-Theoretic Models 53 3.4 Dynamics in CPHS 55 3.4.1 Social Diffusion in Multiplex Networks 56 3.4.2 Co-Evolutionary Social Dynamics 58 3.5 Ongoing Efforts Toward Controlling Social Diffusion and Future Challenges 62 Acknowledgments 63 References 63 4 Opportunities and Threats of Interactions Between Humans and Cyber–Physical Systems – Integration and Inclusion Approaches for Cphs 71 Frédéric Vanderhaegen and Victor Díaz Benito Jiménez 4.1 CPHS and Shared Control 72 4.2 “Tailor-made” Principles for Human–CPS Integration 73 4.3 “All-in-one” based Principles for Human–CPS Inclusion 74 4.4 Dissonances, Opportunities, and Threats in a CPHS 76 4.5 Examples of Opportunities and Threats 79 4.6 Conclusions 85 References 86 5 Enabling Human-Aware Autonomy Through Cognitive Modeling and Feedback Control 91 Neera Jain, Tahira Reid, Kumar Akash, Madeleine Yuh, and Jacob Hunter 5.1 Introduction 91 5.1.1 Important Cognitive Factors in HAI 92 5.1.2 Challenges with Existing CPHS Methods 93 5.1.3 How to Read This Chapter 95 5.2 Cognitive Modeling 95 5.2.1 Modeling Considerations 95 5.2.2 Cognitive Architectures 97 5.2.3 Computational Cognitive Models 98 5.2.3.1 ARMAV and Deterministic Linear Models 99 5.2.3.2 Dynamic Bayesian Models 99 5.2.3.3 Decision Analytical Models 100 5.2.3.4 POMDP Models 102 5.3 Study Design and Data Collection 103 5.3.1 Frame Research Questions and Identify Variables 104 5.3.2 Formulate Hypotheses or Determine the Data Needed 105 5.3.2.1 Hypothesis Testing Approach 105 5.3.2.2 Model Training Approach 105 5.3.3 Design Experiment and/or Study Scenario 107 5.3.3.1 Hypothesis Testing Approach 107 5.3.3.2 Model Training Approach 107 5.3.4 Conduct Pilot Studies and Get Initial Feedback; Do Preliminary Analysis 108 5.3.5 A Note about Institutional Review Boards and Recruiting Participants 109 5.4 Cognitive Feedback Control 109 5.4.1 Considerations for Feedback Control 110 5.4.2 Approaches 111 5.4.2.1 Heuristics-Based Planning 111 5.4.2.2 Measurement-Based Feedback 112 5.4.2.3 Goal-Oriented Feedback 112 5.4.2.4 Case Study 112 5.4.3 Evaluation Methods 113 5.5 Summary and Opportunities for Further Investigation 113 5.5.1 Model Generalizability and Adaptability 114 5.5.2 Measurement of Cognitive States 114 5.5.3 Human Subject Study Design 114 References 115 6 Shared Control with Human Trust and Workload Models 125 Murat Cubuktepe, Nils Jansen, and Ufuk Topcu 6.1 Introduction 125 6.1.1 Review of Shared Control Methods 126 6.1.2 Contribution and Approach 127 6.1.3 Review of IRL Methods Under Partial Information 128 6.1.3.1 Organization 129 6.2 Preliminaries 129 6.2.1 Markov Decision Processes 129 6.2.2 Partially Observable Markov Decision Processes 130 6.2.3 Specifications 130 6.3 Conceptual Description of Shared Control 131 6.4 Synthesis of the Autonomy Protocol 132 6.4.1 Strategy Blending 132 6.4.2 Solution to the Shared Control Synthesis Problem 133 6.4.2.1 Nonlinear Programming Formulation for POMDPs 133 6.4.2.2 Strategy Repair Using Sequential Convex Programming 134 6.4.3 Sequential Convex Programming Formulation 135 6.4.4 Linearizing Nonconvex Problem 135 6.4.4.1 Linearizing Nonconvex Constraints and Adding Slack Variables 135 6.4.4.2 Trust Region Constraints 136 6.4.4.3 Complete Algorithm 136 6.4.4.4 Additional Specifications 136 6.4.4.5 Additional Measures 137 6.5 Numerical Examples 137 6.5.1 Modeling Robot Dynamics as POMDPs 138 6.5.2 Generating Human Demonstrations 138 6.5.3 Learning a Human Strategy 139 6.5.4 Task Specification 139 6.5.5 Results 140 6.6 Conclusion 140 Acknowledgments 140 References 140 7 Parallel Intelligence for CPHS: An ACP Approach 145 Xiao Wang, Jing Yang, Xiaoshuang Li, and Fei-Yue Wang 7.1 Background and Motivation 145 7.2 Early Development in China 147 7.3 Key Elements and Framework 149 7.4 Operation and Process 151 7.4.1 Construction of Artificial Systems 152 7.4.2 Computational Experiments in Parallel Intelligent Systems 152 7.4.3 Closed-Loop Optimization Based on Parallel Execution 153 7.5 Applications 153 7.5.1 Parallel Control and Intelligent Control 154 7.5.2 Parallel Robotics and Parallel Manufacturing 156 7.5.3 Parallel Management and Intelligent Organizations 157 7.5.4 Parallel Medicine and Smart Healthcare 158 7.5.5 Parallel Ecology and Parallel Societies 160 7.5.6 Parallel Economic Systems and Social Computing 161 7.5.7 Parallel Military Systems 163 7.5.8 Parallel Cognition and Parallel Philosophy 164 7.6 Conclusion and Prospect 165 References 165 Part II Transportation 171 8 Regularities of Human Operator Behavior and Its Modeling 173 Aleksandr V. Efremov 8.1 Introduction 173 8.2 The Key Variables in Man–Machine Systems 174 8.3 Human Responses 177 8.4 Regularities of Man–Machine System in Manual Control 180 8.4.1 Man–Machine System in Single-loop Compensatory System 180 8.4.2 Man–Machine System in Multiloop, Multichannel, and Multimodal Tasks 185 8.4.2.1 Man–Machine System in the Multiloop Tracking Task 185 8.4.2.2 Man–Machine System in the Multichannel Tracking Task 187 8.4.2.3 Man–Machine System in Multimodal Tracking Tasks 188 8.4.2.4 Human Operator Behavior in Pursuit and Preview Tracking Tasks 191 8.5 Mathematical Modeling of Human Operator Behavior in Manual Control Task 194 8.5.1 McRuer’s Model for the Pilot Describing Function 194 8.5.1.1 Single-Loop Compensatory Model 194 8.5.1.2 Multiloop and Multimodal Compensatory Model 197 8.5.2 Structural Human Operator Model 197 8.5.3 Pilot Optimal Control Model 199 8.5.4 Pilot Models in Preview and Pursuit Tracking Tasks 201 8.6 Applications of the Man–Machine System Approach 202 8.6.1 Development of Criteria for Flying Qualities and PIO Prediction 203 8.6.1.1 Criteria of FQ and PIO Prediction as a Requirement for the Parameters of the Pilot-Aircraft System 203 8.6.1.2 Calculated Piloting Rating of FQ as the Criteria 205 8.6.2 Interfaces Design 206 8.6.3 Optimization of Control System and Vehicle Dynamics Parameters 210 8.7 Future Research Challenges and Visions 213 8.8 Conclusion 214 References 215 9 Safe Shared Control Between Pilots and Autopilots in the Face of Anomalies 219 Emre Eraslan, Yildiray Yildiz, and Anuradha M. Annaswamy 9.1 Introduction 219 9.2 Shared Control Architectures: A Taxonomy 221 9.3 Recent Research Results 222 9.3.1 Autopilot 224 9.3.1.1 Dynamic Model of the Aircraft 224 9.3.1.2 Advanced Autopilot Based on Adaptive Control 225 9.3.1.3 Autopilot Based on Proportional Derivative Control 228 9.3.2 Human Pilot 228 9.3.2.1 Pilot Models in the Absence of Anomaly 228 9.3.2.2 Pilot Models in the Presence of Anomaly 229 9.3.3 Shared Control 230 9.3.3.1 SCA1: A Pilot with a CfM-Based Perception and a Fixed-Gain Autopilot 231 9.3.3.2 SCA2: A Pilot with a CfM-Based Decision-Making and an Advanced Adaptive Autopilot 232 9.3.4 Validation with Human-in-the-Loop Simulations 232 9.3.5 Validation of Shared Control Architecture 1 234 9.3.5.1 Experimental Setup 234 9.3.5.2 Anomaly 235 9.3.5.3 Experimental Procedure 235 9.3.5.4 Details of the Human Subjects 236 9.3.5.5 Pilot-Model Parameters 237 9.3.5.6 Results and Observations 237 9.3.6 Validation of Shared Control Architecture 2 240 9.3.6.1 Experimental Setup 241 9.3.6.2 Anomaly 241 9.3.6.3 Experimental Procedure 242 9.3.6.4 Details of the Human Subjects 243 9.3.6.5 Results and Observations 244 9.4 Summary and Future Work 246 References 247 10 Safe Teleoperation of Connected and Automated Vehicles 251 Frank J. Jiang, Jonas Mårtensson, and Karl H. Johansson 10.1 Introduction 251 10.2 Safe Teleoperation 254 10.2.1 The Advent of 5G 258 10.3 CPHS Design Challenges in Safe Teleoperation 259 10.4 Recent Research Advances 261 10.4.1 Enhancing Operator Perception 261 10.4.2 Safe Shared Autonomy 264 10.5 Future Research Challenges 267 10.5.1 Full Utilization of V2X Networks 267 10.5.2 Mixed Autonomy Traffic Modeling 268 10.5.3 5G Experimentation 268 10.6 Conclusions 269 References 270 11 Charging Behavior of Electric Vehicles 273 Qing-Shan Jia and Teng Long 11.1 History, Challenges, and Opportunities 274 11.1.1 The History and Status Quo of EVs 274 11.1.2 The Current Challenge 276 11.1.3 The Opportunities 277 11.2 Data Sets and Problem Modeling 278 11.2.1 Data Sets of EV Charging Behavior 278 11.2.1.1 Trend Data Sets 279 11.2.1.2 Driving Data Sets 279 11.2.1.3 Battery Data Sets 279 11.2.1.4 Charging Data Sets 279 11.2.2 Problem Modeling 281 11.3 Control and Optimization Methods 284 11.3.1 The Difficulty of the Control and Optimization 284 11.3.2 Charging Location Selection and Routing Optimization 285 11.3.3 Charging Process Control 286 11.3.4 Control and Optimization Framework 287 11.3.4.1 Centralized Optimization 287 11.3.4.2 Decentralized Optimization 288 11.3.4.3 Hierarchical Optimization 288 11.3.5 The Impact of Human Behaviors 289 11.4 Conclusion and Discussion 289 References 290 Part III Robotics 299 12 Trust-Triggered Robot–Human Handovers Using Kinematic Redundancy for Collaborative Assembly in Flexible Manufacturing 301 S. M. Mizanoor Rahman, Behzad Sadrfaridpour, Ian D. Walker, and Yue Wang 12.1 Introduction 301 12.2 The Task Context and the Handover 303 12.3 The Underlying Trust Model 304 12.4 Trust-Based Handover Motion Planning Algorithm 305 12.4.1 The Overall Motion Planning Strategy 305 12.4.2 Manipulator Kinematics and Kinetics Models 305 12.4.3 Dynamic Impact Ellipsoid 306 12.4.4 The Novel Motion Control Approach 307 12.4.5 Illustration of the Novel Algorithm 308 12.5 Development of the Experimental Settings 310 12.5.1 Experimental Setup 310 12.5.1.1 Type I: Center Console Assembly 310 12.5.1.2 Type II: Hose Assembly 311 12.5.2 Real-Time Measurement and Display of Trust 311 12.5.2.1 Type I: Center Console Assembly 311 12.5.2.2 Type II: Hose Assembly 313 12.5.2.3 Trust Computation 313 12.5.3 Plans to Execute the Trust-Triggered Handover Strategy 314 12.5.3.1 Type I Assembly 314 12.5.3.2 Type II Assembly 314 12.6 Evaluation of the Motion Planning Algorithm 315 12.6.1 Objective 315 12.6.2 Experiment Design 315 12.6.3 Evaluation Scheme 315 12.6.4 Subjects 316 12.6.5 Experimental Procedures 316 12.6.5.1 Type I Assembly 317 12.6.5.2 Type II Assembly 317 12.7 Results and Analyses, Type I Assembly 318 12.8 Results and Analyses, Type II Assembly 322 12.9 Conclusions and Future Work 323 Acknowledgment 324 References 324 13 Fusing Electrical Stimulation and Wearable Robots with Humans to Restore and Enhance Mobility 329 Thomas Schauer, Eduard Fosch-Villaronga, and Juan C. Moreno 13.1 Introduction 329 13.1.1 Functional Electrical Stimulation 330 13.1.2 Spinal Cord Stimulation 331 13.1.3 Wearable Robotics (WR) 332 13.1.4 Fusing FES/SCS and Wearable Robotics 334 13.2 Control Challenges 335 13.2.1 Feedback Approaches to Promote Volition 336 13.2.2 Principles of Assist-as-Needed 336 13.2.3 Tracking Control Problem Formulation 336 13.2.4 Co-operative Control Strategies 337 13.2.5 EMG- and MMG-Based Assessment of Muscle Activation 344 13.3 Examples 345 13.3.1 A Hybrid Robotic System for Arm Training of Stroke Survivors 345 13.3.2 First Certified Hybrid Robotic Exoskeleton for Gait Rehabilitation Settings 347 13.3.3 Body Weight-Supported Robotic Gait Training with tSCS 348 13.3.4 Modular FES and Wearable Robots to Customize Hybrid Solutions 348 13.4 Transfer into Daily Practice: Integrating Ethical, Legal, and Societal Aspects into the Design 350 13.5 Summary and Outlook 352 Acknowledgments 353 Acronyms 353 References 354 14 Contemporary Issues and Advances in Human–Robot Collaborations 365 Takeshi Hatanaka, Junya Yamauchi, Masayuki Fujita, and Hiroyuki Handa 14.1 Overview of Human–Robot Collaborations 365 14.1.1 Task Architecture 366 14.1.2 Human–Robot Team Formation 368 14.1.3 Human Modeling: Control and Decision 369 14.1.4 Human Modeling: Other Human Factors 371 14.1.5 Industrial Perspective 372 14.1.6 What Is in This Chapter 375 14.2 Passivity-Based Human-Enabled Multirobot Navigation 376 14.2.1 Architecture Design 377 14.2.2 Human Passivity Analysis 379 14.2.3 Human Workload Analysis 381 14.3 Operation Support with Variable Autonomy via Gaussian Process 383 14.3.1 Design of the Operation Support System with Variable Autonomy 385 14.3.2 User Study 388 14.3.2.1 Operational Verification 388 14.3.2.2 Usability Test 390 14.4 Summary 391 Acknowledgments 393 References 393 Part IV Healthcare 401 15 Overview and Perspectives on the Assessment and Mitigation of Cognitive Fatigue in Operational Settings 403 Mike Salomone, Michel Audiffren, and Bruno Berberian 15.1 Introduction 403 15.2 Cognitive Fatigue 404 15.2.1 Definition 404 15.2.2 Origin of Cognitive Fatigue 404 15.2.3 Effects on Adaptive Capacities 406 15.3 Cyber–Physical System and Cognitive Fatigue: More Automation Does Not Imply Less Cognitive Fatigue 406 15.4 Assessing Cognitive Fatigue 409 15.4.1 Subjective Measures 409 15.4.2 Behavioral Measures 410 15.4.3 Physiological Measurements 410 15.5 Limitations and Benefits of These Measures 412 15.6 Current and Future Solutions and Countermeasures 412 15.6.1 Physiological Computing: Toward Real-Time Detection and Adaptation 412 15.7 System Design and Explainability 414 15.8 Future Challenges 415 15.8.1 Generalizing the Results Observed in the Laboratory to Ecological Situations 415 15.8.2 Determining the Specificity of Cognitive Fatigue 415 15.8.3 Recovering from Cognitive Fatigue 417 15.9 Conclusion 418 References 419 16 Epidemics Spread Over Networks: Influence of Infrastructure and Opinions 429 Baike She, Sebin Gracy, Shreyas Sundaram, Henrik Sandberg, Karl H. Johansson, andPhilipE.Paré 16.1 Introduction 429 16.1.1 Infectious Diseases 429 16.1.2 Modeling Epidemic Spreading Processes 430 16.1.3 Susceptible–Infected–Susceptible (SIS) Compartmental Models 431 16.2 Epidemics on Networks 432 16.2.1 Motivation 432 16.2.2 Modeling Epidemics over Networks 433 16.2.3 Networked Susceptible–Infected–Susceptible Epidemic Models 434 16.3 Epidemics and Cyber–Physical–Human Systems 436 16.3.1 Epidemic and Opinion Spreading Processes 437 16.3.2 Epidemic and Infrastructure 438 16.4 Recent Research Advances 439 16.4.1 Notation 439 16.4.2 Epidemic and Opinion Spreading Processes 440 16.4.2.1 Opinions Over Networks with Both Cooperative and Antagonistic Interactions 440 16.4.2.2 Coupled Epidemic and Opinion Dynamics 441 16.4.2.3 Opinion-Dependent Reproduction Number 443 16.4.2.4 Simulations 444 16.4.3 Epidemic Spreading with Shared Resources 445 16.4.3.1 The Multi-Virus SIWS Model 445 16.4.3.2 Problem Statements 447 16.4.3.3 Analysis of the Eradicated State of a Virus 448 16.4.3.4 Persistence of a Virus 449 16.4.3.5 Simulations 449 16.5 Future Research Challenges and Visions 450 References 451 17 Digital Twins and Automation of Care in the Intensive Care Unit 457 J. 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 17.1 Introduction 457 17.1.1 Economic Context 458 17.1.2 Healthcare Context 459 17.1.3 Technology Context 460 17.1.4 Overall Problem and Need 460 17.2 Digital Twins and CPHS 461 17.2.1 Digital Twin/Virtual Patient Definition 461 17.2.2 Requirements in an ICU Context 463 17.2.3 Digital Twin Models in Key Areas of ICU Care and Relative to Requirements 464 17.2.4 Review of Digital Twins in Automation of ICU Care 466 17.2.5 Summary 467 17.3 Role of Social-Behavioral Sciences 467 17.3.1 Introduction 467 17.3.2 Barriers to Innovation Adoption 467 17.3.3 Ergonomics and Codesign 468 17.3.4 Summary (Key Takeaways) 469 17.4 Future Research Challenges and Visions 470 17.4.1 Technology Vision of the Future of CPHS in ICU Care 470 17.4.2 Social-Behavioral Sciences Vision of the Future of CPHS in ICU Care 471 17.4.3 Joint Vision of the Future and Challenges to Overcome 473 17.5 Conclusions 473 References 474 Part V Sociotechnical Systems 491 18 Online Attention Dynamics in Social Media 493 Maria Castaldo, Paolo Frasca, and Tommaso Venturini 18.1 Introduction to Attention Economy and Attention Dynamics 493 18.2 Online Attention Dynamics 494 18.2.1 Collective Attention Is Limited 494 18.2.2 Skewed Attention Distribution 495 18.2.3 The Role of Novelty 496 18.2.4 The Role of Popularity 496 18.2.5 Individual Activity Is Bursty 499 18.2.6 Recommendation Systems Are the Main Gateways for Information 500 18.2.7 Change Is the Only Constant 500 18.3 The New Challenge: Understanding Recommendation Systems Effect in Attention Dynamics 501 18.3.1 Model Description 502 18.3.2 Results and Discussion 503 18.4 Conclusion 505 Acknowledgments 505 References 505 19 Cyber–Physical–Social Systems for Smart City 511 Gang Xiong, Noreen Anwar, Peijun Ye, Xiaoyu Chen, Hongxia Zhao, Yisheng Lv, Fenghua Zhu, Hongxin Zhang, Xu Zhou, and Ryan W. Liu 19.1 Introduction 511 19.2 Social Community and Smart Cities 513 19.2.1 Smart Infrastructure 513 19.2.2 Smart Energy 515 19.2.3 Smart Transportation 515 19.2.4 Smart Healthcare 517 19.3 CPSS Concepts, Tools, and Techniques 518 19.3.1 CPSS Concepts 518 19.3.2 CPSS Tools 519 19.3.3 CPSS Techniques 520 19.3.3.1 IoT in Smart Cities 520 19.3.3.2 Big Data in Smart Cities 525 19.4 Recent Research Advances 528 19.4.1 Recent Research Advances of CASIA 528 19.4.2 Recent Research in European Union 531 19.4.3 Future Research Challenges and Visions 533 19.5 Conclusions 537 Acknowledgments 538 References 538 Part VI Concluding Remarks 543 20 Conclusion and Perspectives 545 Anuradha M. Annaswamy, Pramod P. Khargonekar, Françoise Lamnabhi-Lagarrigue, and Sarah K. Spurgeon 20.1 Benefits to Humankind: Synthesis of the Chapters and their Open Directions 545 20.2 Selected Areas for Current and Future Development in CPHS 547 20.2.1 Driver Modeling for the Design of Advanced Driver Assistance Systems 547 20.2.2 Cognitive Cyber–Physical Systems and CPHS 547 20.2.3 Emotion–Cognition Interactions 548 20.3 Ethical and Social Concerns: Few Directions 549 20.3.1 Frameworks for Ethics 550 20.3.2 Technical Approaches 550 20.4 Afterword 551 References 551 Index 555

Read more less

Book SynopsisHold productive meetings and events with help from Dummies It's a whole new world out there. With so many companies, big and small, electing to move to virtual or hybrid operating models, meetings have arguably become more important than ever as the primary way teams communicate day-to-day. But how do you maximize engagement when a screen sits between you and your coworkers? In Business Meeting & Event Planning For Dummies, expert author Susan Friedmann shares her tips and insider tricks for navigating virtual and hybrid gatherings without missing a beat. Armed with top-notch guidance and insider tips from Dummies, you'll be able to streamline meetings to maximize efficiency and save money on or offline. Create effective and exciting business events and presentationsKeep on time and on budget, maintain group engagement, and use social media to your advantage Discover best practices, proven tips, and technical adviceIf you're a professional who wants to make the most of business meetinTable of ContentsIntroduction 1 Part 1: Been to Any Good Meetings or Events Lately? 5 Chapter 1: Gearing Up for Meetings and Events 7 Chapter 2: Strictly Business: Defining Meetings 17 Chapter 3: The ABCs of Meeting Preparation 25 Chapter 4: Mixing Business with Pleasure: Events 45 Chapter 5: Bringing an Event to Life 57 Part 2: It’s All Show Business 79 Chapter 6: Get Me to the Meeting on Time 81 Chapter 7: Food for Thought 93 Chapter 8: Selecting Great Speakers 109 Chapter 9: It’s the Extras That Count 123 Chapter 10: Lights, Camera, Action! 129 Part 3: No Guts, No Story 145 Chapter 11: Nuts and Bolts: Negotiating, Contracting, and Ensuring Safety 147 Chapter 12: Working with Vendors 161 Chapter 13: Drinking Champagne on a Beer Budget 171 Part 4: Building Bridges with Technology 185 Chapter 14: Making Meeting Technology Work for You 187 Chapter 15: This Phone’s for You: Conference Calling 197 Chapter 16: Holding Meetings Online 207 Chapter 17: Expanding Your Reach with Virtual Events 223 Part 5: Exhibiting at Trade Shows 231 Chapter 18: Planning for Gold: Exhibiting 101 233 Chapter 19: Strutting Your Stuff: Exhibiting 201 251 Chapter 20: Presenting the Floor Show: Exhibiting 301 263 Part 6: The Part of Tens 271 Chapter 21: Ten Creative Ways to Meet 273 Chapter 22: Ten Common Meeting Mistakes to Avoid 277 Chapter 23: Ten Top Negotiating Tactics 281 Chapter 24: Ten Strategies For Exhibiting Overseas 285 Appendix: Checklist Heaven 291 Index 307

Read more less