Project management Books

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

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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

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Book SynopsisOrganizations today exist in an environment of unprecedented change. They do so against a backdrop of a global, competitive marketplace, the fast-paced enablement of technology, amplified regulation and accelerating organizational complexity. Many organizations are addressing change in a sub-optimal way and they are operating without a clear view of where their operational risks lie. It is these dynamics that are leading organizations to recognise and embrace Business Architecture. Despite this environment, Business Architecture can be a difficult 'sell' - it is often perceived to be abstract and lacking in tangible delivery. To succeed, Business Architecture must be pragmatic and, to be sustainable, it must focus on achieving long-term value and, at the same time, recognise the shorter-term tactical needs of the organisation. With these challenges in mind, this book provides a practical guide on how to employ Business Architecture and how to build a balanced proposition that deliveTrade Review' It is the best work to date describing business architecture.' Jeff Scott, former Forrester Analyst. 'I love this book. I have read it two times and I am looking forward to reading it again!!...I hope every Business Architect reads this book...Clearly, the time has come for Business Architecture: A Practical Guide. Thank you Graham and Jonathan.' From the Foreword by John A. Zachman 'Business Architecture is very challenging to do and even harder to describe, being inherently multi-dimensional in nature. The authors of this book have done well to distil their considerable experience into a handbook that provides valuable advice to help organisations develop their capability in managing business change.' Sally Bean, Enterprise Architecture Consultant 'This is a significant contribution to the field of Business Architecture. Essential reading for all practising Enterprise Architects!' Stuart Macgregor, CEO, Real IRM International, South Africa 'This is a superb piece of writing for any current or aspiring Business Architect. However, it is also essential reading for anyone involved in designing and implementing business strategy and executing change. The tools and techniques described will prove invaluable to so many different professions.' Darren Coomer, Managing Partner, The Strategy & Architecture Group - www.thesandagroup.comTable of ContentsForeword; Preface; Introduction; Part I The Rationale for Business Architecture: Recognizing today's business dynamics; Positioning for change; Managing complexity; Delivering value. Part II Integrating Business Architecture into the Organization: Architecture stakeholders; Life cycles. Part III Describing Business Architecture: Architecture levels; Business architecture outputs. Part IV Architecture Building Blocks: The elements of a business architecture; Building views of the organization. Part V Practising Business Architecture: Overcoming the barriers to business architecture; The business architect; Establishing business architecture as a practice. Part VI Architecture Resources: Architecture frameworks; Reference models and architecture patterns; Architecture tools, meta models and standards; The future of business architecture; Appendices; Glossary; Index.

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Book SynopsisHarvey Maylor is a Professor of Management Practice at the Saïd Business School, University of Oxford. Prior to his professorship, he was the Founding Director of the International Centre for Programme Management at Cranfield University. A researcher and teacher, Harvey is also a consultant to global firms, charities, and governments on projects. Neil Turner is a Professor at Cranfield School of Management. With a background as an engineering manager, he joined following a career in a major multinational telecommunications firm. He has published widely in prestigious journals and teaches project studies on Executive Education, Master's, and Doctoral Courses.Table of ContentsList of figures and tables Guided tour Preface Acknowledgements Making sense of the project context Introduction Structures and frameworks Projects and organisations Managing the project process: the 4-D model D1: Define it Setting up for success Planning for success D2: Design it Time planning and scheduling Making time planning robust: Advanced Project Thinking (APT) Building a business case for a project Engaging stakeholders Managing risks and opportunities D3: Do it Organising people in the project Leading people in projects Monitoring and controlling the project Procuring, contracting, and working with supply chains Problem-solving and decision-making D4: Develop it Completing projects and learning to improve Index Publisher's Acknowledgments

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Book SynopsisCODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT Manage a construction programme from start to finish with this up-to-date guide The maturation and proliferation of project management principles has been one of the most important stories in recent business history. So widely has project management spread throughout the corporate world that it has now given way to a similar discipline, programme management, designed to align, coordinate and manage a number of related projects as a whole. In the construction industry particularly, programme management can deliver benefits that would not have been possible to realise had individual projects been managed independently. Produced by the Chartered Institute of Building (CIOB), the revised Code of Practice for Programme Management in the Built Environment provides a comprehensive overview of the tools required to deliver such benefits, and how they are applied in construction programmes. A nat

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Book SynopsisEverything a first-time manager needs to know about leading and managing other people.It''s great to find yourself with a new promotion and to suddenly have fresh challenges at work. But managing other people can be a daunting responsibility when it''s your first time - particularly if you find yourself as the boss of former colleagues or friends. Packed with practical advice, Succeed as a New Manager will help you sail through issues such as getting to know your team, dealing with internal politics, the rise of hybrid and remote working, motivating others, and celebrating success. Whatever your new job, Succeed As a New Manager will help you find your feet and get great results along the way. This book also includes a quiz, step-by-step action points, common mistakes and advice on how to avoid them, top tips, and summaries of key points.

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Book SynopsisAll project stakeholders have different needs, objectives, responsibilities and priorities. For many project managers it is disturbing to realise that, for any number of personal or professional reasons, some of their stakeholders may not be as co-operative and helpful as they expect. It could be a negative and powerful sponsor (the 'Anti-sponsor'), a demotivated team, low-maturity or unrealistic external clients, maliciously compliant gatekeepers and finance teams, or uninterested internal customers. The reality of project management is that stakeholders can be difficult! Jake Holloway, Professor David Bryde and Roger Joby bring their years of project management experience and combine it with research and insight from social psychology to delve into how and why project stakeholders can be difficult. The book describes some of the common stakeholder types - such as Sponsors, the Team, Gatekeepers, Clients and Contractors - and associated unhelpful or difficult behaviour profiles that Trade Review"This volume makes good use of real-life examples/case studies and provides practical steps and tips to engaging, and maintaining that engagement, with differing types of stakeholders. The book works by raising issues and then offering practical solutions and therefore is positioned to be a handy reference guide. "Barry Spruce, The Project TimesTable of ContentsContents: Preface; Project stakeholders; The project sponsor; The project team; External clients and contractors; Internal customers and gatekeepers; Conclusion; Bibliography; Index.

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Book SynopsisThis is not another how-to guide for program managers or another reiteration of the Project Management Institute's standards for program management. Instead, Program Management Leadership: Creating Successful Team Dynamics examines various leadership approaches and illustrates the value of effective leadership styles in Program Management for achieving program and project success.Identifying critical success factors specific to program management, the book focuses on effective leadership styles and the power of teamwork in exceeding expectations. It starts by examining various leadership styles and traitsproviding helpful insights on the tough choices leaders are often forced to make. It describes effective methods to help leaders work with stakeholders and team members to set visions and objectives so that program goals are achieved with greater frequency.Next, the book further examines teams and explains how to bring people from various experiTable of ContentsIntroduction. Leadership and Program Management. Leadership Study. Developing and Achieving a Common Vision. The History of Project and Program Management. Distinction between Portfolio, Program, and Project Management. Leadership. Introduction to Leadership. External Factors Affecting Leadership. Individual Motivation. Leadership Theories. Leadership in Program Management. Leadership and Teams. Building Teams. Team Dynamics. High-Performing Teams (HPTs). Conflict Resolution. Case Study in Leading Teams. Formal Leadership Processes. Formal Processes.

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

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Book SynopsisDo you wish the existing books on site reliability engineering started at the beginning? Do you wish someone would walk you through how to become an SRE, how to think like an SRE, or how to build and grow a successful SRE function in your organization? Becoming SRE addresses all of these needs and more.

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Book Synopsis“By the end of this book, you will understand what is valuable, how to measure value, and how to optimize the flow of value—from idea to your customer.” —Evan Leybourn, co-founder and CEO, Business Agility InstituteAgile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.  That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.  This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.   

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Book SynopsisProjects are the engines that drive innovation from idea to commercialization. In fact, the number of projects in most organizations today is expanding while operations is shrinking. Yet, since many companies still focus on operational excellence and efficiency, most projects fail--largely because conventional project management concepts cannot adapt to a dynamic business environment. Moreover, top managers neglect their company's project activity, and line managers treat all their projects alike--as part of operations. Based on an unprecedented study of more than 600 projects in a variety of businesses and organizations around the globe, Reinventing Project Management provides a new and highly adaptive model for planning and managing projects to achieve superior business results.

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Book SynopsisDoes Adaptive Project Management make sense for you?Are you using waterfall/PMP project management and……your stakeholders expect innovation, a predictable schedule, and a fixed budget without padding?…it’s impossible to build a Work Breakdown Structure because your team doesn’t understand the solution yet?…you’re using new technology making it impossible to estimate durations accurately?Are you using agile project management and……your project includes hardware and your plan includes complex dependencies?…it takes weeks to complete and test a build?Are you trying to get a project completed without any project management and……priorities aren’t clear, so the wrong tasks are being worked on?…your delivery dates are just guesses and things are always late?…when your projects are complete the end users say “That’s not what I need or want”?If you answered “yes” to any of these questions, then Adaptive Project Management is for you.In Adaptive Project Management, the project manager does just enough planning to be confident that the team is working on the correct tasks. Those tasks might be risk reduction, on the critical path, or building prototypes to better understand what the end-user wants. The goal is to be constantly reducing risk and uncertainty as you move through a project, always updating the plan as you increase your knowledge. This book explains how to succeed or fail fast for projects that are too uncertain to use waterfall project management and too complex to succeed with agile project management.

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Book SynopsisReady, set, liftoff! Align your team to one purpose: successful delivery. Learn new insights and techniques for starting projects and teams the right way, with expanded concepts for planning, organizing, and conducting liftoff meetings. Real-life stories illustrate how others have effectively started (or restarted) their teams and projects. Master coaches Diana Larsen and Ainsley Nies have successfully "lifted off" numerous agile projects worldwide. Are you ready for success?Every team needs a great start. If you're a business or product leader, team coach or agile practice lead, project or program manager, you'll gain strategic and tactical benefits from liftoffs.Discover new step-by-step instructions and techniques for boosting team performance in this second edition of "Liftoft." Concrete examples from our practices show you how to get everyone on the same page from the start as you form the team. You'll find pointers for refocusing an effort that's gone off in the weeds, and practices for working with teams as complex systems.See how to scale liftoffs for multiple teams across the enterprise, address the three key elements for collaborative team chartering, establish the optimal conditions for learning and improvement, and apply the GEFN (Good Enough for Now) rule for efficient liftoffs. Throughout the book are stories from real-life teams lifting off, as seasoned coaches describe their experiences with liftoffs and agile team chartering.Focused conversations help the team align, form, and build enough trust for collaborating. You'll build a common understanding of the teams' context within business goals. Every liftoff is unique, but success is common!

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Book SynopsisEvery organization develops a bureaucracy, and open source projects are no exception. When your structure is intentional and serves the project, it can lead to a successful and predictable conclusion. But project management alone won't get you there. Take the next step to full program management. Become an expert at facilitating communication between teams, managing schedules and project lifecycle, coordinating a process for changes, and keeping meetings productive. Make decisions that get buy-in from all concerned. Learn how to guide your community-driven open source project with just the right amount of structure. Bureaucratic processes naturally develop in large organizations, and open source projects are no different. The trick is to keep the processes intentional and in service of the project. That's program management and you have probably been doing it even if you don't have that title. Make your open source projects successful, predictable, and enjoyable by applying the principles and skills of program management in this book. See how program management differs from project management. Build trust and credibility by building relationships, sharing information, and communicating effectively. Construct efficient decision-making and governance structures, with openness and clear responsibilities. Conduct more effective and enjoyable meetings. Hold the right kind of meeting for the matters to be discussed: text, phone, video, or face-to-face. Develop release lifecycles, including release planning, schedules, and go/no-go decisions, and keep on schedule. Create and manage an effective changes process. Use your bug tracker to better understand and manage the bugs and feature requests of your project. Make decisions that get buy-in from all concerned. Develop processes that serve your open source project instead of making the project serve the process.

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Book SynopsisIn Learning For Success, authors Peter Storm, Chantal Savelsbergh and Ben Kuipers contend that most projects have two different but complementary aims: to perform and to learn. Learning helps the performance of the current project and of future projects. It works in the reverse also: good performance stimulates the desire to become even better, which leads to discovering how to do it. In other words, good performance drives the desire to learn. How well do these principles bear out in practice? This book, subtitled How Team Learning Behaviors Can Help Project Teams to Increase the Performance of Their Projects, presents research on whether team performance and team learning are positively related. Simple laboratory experiments have shown this to be the case, but the authors test to see whether or not the same holds true on real-world projects, which are more complex, longer and more difficult.

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Book SynopsisThis book offers invaluable insights about the full spectrum of core design course contents systematically and in detail. This book is for instructors and students who are involved in teaching and learning of ‘capstone senior design projects’ in mechanical engineering.It consists of 17 chapters, over 300 illustrations with many real-world student project examples.The main project processes are grouped into three phases, i.e., project scoping and specification, conceptual design, and detail design, and each has dedicated two chapters of process description and report content prescription, respectively. The basic principles and engineering process flow are well applicable for professional development of mechanical design engineers.CAD/CAM/CAE technologies are commonly used within many project examples. Thematic chapters also cover student teamwork organization and evaluation, project management, design standards and regulations, and rubrics of course activity grading. Key criteria of successful course accreditation and graduation attributes are discussed in details. In summary, it is a handy textbook for the capstone design project course in mechanical engineering and an insightful teaching guidebook for engineering design instructors.Table of ContentsChapter 1. Framework and Syllabus: Introduction to Capstone Projects – a Hidden Gem of Engineering Education.- Chapter 2. Project Proposals and Intellectual Properties.- Chapter 3. Teamwork and Group Dynamics.- Design Process and Evolving Phases.- Chapter 5. Phase 1 Process: Problem Definition, Design Specification.- Chapter 6. Phase 2 Process: Concept generation, design and evaluation.- Chapter 7. Phase 3 Process: Detail Design.- Chapter 8. Phase 1 Report: Problem Definition, Design Specification, and Project Plan.- Chapter 9. Phase 2 Report: Conceptual Design.- Chapter 10. Phase 3 Report: Detailed Design.- Chapter 11. Research and Information Resources in Mechanical Engineering Design.- Chapter 12. Industrial Design Elements in Product Development, Part 1: WHAT MAKES A GOOD INDUSTRIAL DESIGN?.- Chapter 13. Industrial Design Part 2: Cases in Product Development, WHAT MAKES A GOOD PRODUCT DESIGN?.- Chapter 14. Project planning and management.- Chapter 15. How to Write Engineering Report.- Chapter 16. Design Standards and Regulations.- Chapter 17. Accreditation and Graduate Attributes.

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Book SynopsisSince 1960, two-thirds of very large governmental projects in Nigeria have not only failed, but been abandoned mid-course. This presents a bigger failure rate than mega projects elsewhere, and yet there is no available data or analysis to help us understand the reasons behind such failures. This book provides an authoritative examination into why very large projects in Nigeria have failed so badly, and provides practical recommendations on how the Nigerian government can improve its project performance.Drawing on data from 38 very large projects (19 completed and 19 abandoned) with a total budget of over $25B, this book presents detailed analysis of these projects and in-depth case studies 11 of the projects, and presents lessons for improvement. Through this, the authors have identified a small number of key success drivers, and argue that making moderate improvements on any of them would, on average, save hundreds of millions of dollars on one large project alone.This book is a game-changer in the management of government mega projects in Nigeria. With clear implications for other developing economies, this is a vital resource for project management practitioners, executives and civil servants.This is an open access book.Table of Contents1 Introduction: The Project Abandonment Problem. References. 2 What We Know About the Management of Very Large Projects. 2.1 Project Success Factors as Lists. 2.2 The Project Success Frameworks of Miller and Lessard and Morris and Hough. 2.2.1 Miller and Lessard (2000). 2.2.2 Morris and Hough (1987). 2.3 The Nigerian Context. 2.4 The Extended Theoretical Framework. 2.5 What About Corruption?. References. 3 Structure of the Investigation. 3.1 Overview of the Approach Taken in This Study. 3.2 Construction and Execution of the Survey. 3.3 Construction of the Sample of Projects. 3.4 Construction of the Case Studies. Appendix: Full Questionnaire as It Was Administered. Our Request. Project Variables. References. 4 A Description of the 38 Matched Projects. 4.1 Lagos-Ibadan Express Road. 4.2 Lagos-Badagry Express Road. 4.3 Third Mainland Bridge. 4.4 Second Niger Bridge. 4.5 Egbin Power Station. 4.6 Calabar Power Station. 4.7 Zungeru Hydropower Plant. 4.8 Delta State (Oghareki) Power Plant. 4.9 Shiroro Hydroelectric Power Station. 4.10 Omoku Power Plant Station. 4.11 Mambilla Hydroelectric Power. 4.12 Ajaokuta Steel Project. 4.13 Kanji Dam. 4.14 Otukpo Dam. 4.15 Nigeria Satellite 2. 4.16 Nigeria Satellite 1. 4.17 Airtel Nigeria. 4.18 Nigerian Telecommunications Limited (NITEL). 4.19 Godswill Akpabio International Stadium. 4.20 (Samuel) Ogbemudia Stadium. 4.21 Abuja International Airport. 4.22 Lagos MMA2 Airport. 4.23 Yenagoa International Cargo Airport. 4.24 Jigawa Airport Project. 4.25 Tin Can Island Port. 4.26 Calabar Seaport. 4.27 Victoria Garden City (VGC) Housing Estate. 4.28 Festac Town Federal Housing Estate. 4.29 1004 Housing Estate. 4.30 Abuja Mass Federal Housing Project. 4.31 Olusegun Obasanjo Presidential Library. 4.32 Abuja National Library. 4.33 Nigerian Youth Empowerment Scheme (N-Power). 4.34 Nigeria Subsidy Reinvestment and Empowerment Programme (SURE-P). 4.35 Lagos State Waste Management Authority (LAWMA). 4.36 Cleaner Lagos Initiative (Visionscape). 4.37 University College Teaching Hospital (UCH) Ibadan. 4.38 University of Abuja Teaching Hospital (UATH). References. 5 Insights from the Analysis of the Questionnaires. 5.1 Variable Distributions and Variable Capability to Detect Differences Across Projects. 5.1.1 Each Respondent Type Adds Unique Perspectives and Information. 5.1.2 The Variables Capture Robust Differences Between Abandoned and Completed Projects. 5.2 Condensing Variables into Aggregated Success Factors. 5.2.1 Approach. 5.2.2 Identifying the Factors. 5.3 Econometric Prediction of Project Completion. 5.4 Econometric Prediction of Cost and Schedule Overruns for Completed Projects. 5.4.1 Effect of Variables on Budget Overruns. 5.4.2 Effect of Variables on Schedule Overruns. 5.5 The Corrosive Effect of Corruption. Appendix 1 Correlations Among Independent Variables Across All 114 Responses. Appendix 2 Factor Analysis. Appendix 3 Specification of the Logistical Regression. Appendix 4 The Logistical Completion Probability Regression by Respondent Group. Appendix 5 Robustness Analysis: Cost Overrun Regressions by Respondent Group. Appendix 6 Robustness Analysis: Schedule Overrun Regressions by Respondent Group. 6 Two Library Projects. 6.1 The National Library of Nigeria in Abuja: An Abandoned Project. 6.1.1 Project Initiation. 6.1.2 Contract Signature and Execution. 6.1.3 Conclusion. 6.2 Olusegun Obasanjo Presidential Library: A Completed Project. 6.2.1 Project Initiation. 6.2.2 Project Execution and Outcome. 6.2.3 The Difference Between the Two Projects: In the Words of Former President Obasanjo. References. 7 Two Bridge Projects. 7.1 The Second Niger Bridge: A Stalled Project. 7.1.1 Project Initiation. 7.1.2 Contract Disputes and Recontracting. 7.1.3 Continued Stalling. 7.1.4 Diagnosis of the Reasons for Failure, in the Words of (Former) President Jonathan. 7.1.5 Conclusion. 7.2 The Third Mainland Bridge: A Completed Project. 7.2.1 Introduction. 7.2.2 Starting and Stalling. 7.2.3 Restarting the Project Under President Babangida. 7.2.4 Project Execution and Outcome. 7.2.5 Conclusion. References. 8 Two Power Plants. 8.1 Egbin Power Station, Ikorodu Lagos State: A Completed Project. 8.1.1 Initiation and Completion. 8.1.2 Success Conditions and Challenges. 8.1.3 Privatization and Trouble. 8.2 The Calabar Odukpani Power Station: Completed but with Little Delivery. 8.2.1 Project Initiation. 8.2.2 Project Complications and Delays. 8.2.3 Delivery of the Calabar Power Station in 2015. 8.2.4 What Has Been Delivered? Lessons from the Project. References. 9 Two Express Road Rehabilitation Projects. 9.1 The Lagos-Ibadan Express Road Rehabilitation: A Completed Project. 9.1.1 Original Construction of the Express Road. 9.1.2 A Reconstruction Project in a PPP Scheme. 9.1.3 Restructuring the Project as a Government-Owned Project. 9.1.4 Discussion. 9.2 Lagos-Badagry Express Road Rehabilitation: A Stalled Project. 9.2.1 Brief History. 9.2.2 Was the Problem the Fault of the Contractor?. 9.2.3 Dodgy Funding and Accounting. 9.2.4 Protest, Additional Funding and Patching Up. 9.2.5 Conclusion. References. 10 Two More Power Plants. 10.1 The Zungeru Dam/Hydropower Plant: A (Soon-to-Be) Completed Project. 10.1.1 Brief History. 10.1.2 Enabling Factors of Completion. 10.2 The Delta State Oghareki Power Plant: An Abandoned Project. 10.2.1 Initiation. 10.2.2 The Alleged Corruption. 10.2.3 Implications. References. 11 The Ajaokuta Steel Project. 11.1 Project Initiation. 11.2 Project Construction and Cessation by 1988. 11.3 The PPP Revival of 2000–2007. 11.4 The State of the Asset. 11.5 Conclusion. References. 12 Insights and Recommendations. 12.1 Summary and Discussion of the Findings. 12.2 Developing Solutions: Inspiration from Other Countries. 12.3 Recommendations. 12.3.1 Recommendations Part 1: Short-Term Changes. 12.3.2 Recommendations Part 2: Longer-Term Structural Changes. 13 Conclusion: The Government Responsibility.

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Book SynopsisStefan Wolpers is a Professional Scrum Trainer at Scrum.org, Agile Coach, and Scrum Master, specializing in guiding agile transformations through practices like Scrum, LeSS, Kanban, Lean Startup, and professional product management. He's a licensed Agile Fluency Team Diagnostic facilitator with a history of senior leadership roles. His agile coaching focuses on scaling product delivery for fast-growing, venture-capital-backed startups as well as transitioning existing teams in established enterprises. Stefan curates the widely-followed Food for Agile Thought newsletter, engaging 50,000+ global Agile enthusiasts. He shares insights on Age-of-Product.com, hosts a vibrant Slack community of 18,000+ agile practitioners, and has authored e-books on agile themes, garnering over 100,000 downloads.Table of ContentsForeword by Dave West xv Foreword by Janna Bastow xvii Preface xix Introduction xxv Chapter 1. Scrum Master Anti-Patterns 1 Introduction 1 The Scrum Master According to the Scrum Guide 2 Possible Reasons Why Scrum Masters Leave the Path 2 Anti-Patterns from Acting as an Agile (Line) Manager 5 Scrum Master Anti-Patterns by Scrum Events 15 The Sprint Planning 15 The Sprint 17 The Daily Scrum 20 The Retrospective 22 Food for Thought 26 Conclusion 26 Chapter 2. Product Owner Anti-Patterns 29 Introduction 29 The Role of the Product Owner According to the Scrum Guide 30 Product Backlog and Refinement Anti-Patterns 31 Sprint Planning Anti-Patterns 40 Sprint Anti-Patterns 42 Product Owner Anti-Patterns during the Daily Scrum 46 Sprint Review Anti-Patterns 50 Food for Thought 52 Conclusion 52 Chapter 3. Scrum Developer Anti-Patterns 55 Introduction 55 The Role of the Developers in Scrum 56 Developer Anti-Patterns by Scrum Events 56 Sprint Anti-Patterns 56 Sprint Planning Anti-Patterns of the Developers 66 Anti-Patterns during the Daily Scrum 68 Developer Anti-Patterns Concerning the Sprint Review 75 Sprint Retrospective Anti-Patterns of Developers 76 Anti-Patterns at the Product Backlog Level 77 Food for Thought 81 Conclusion 81 Chapter 4. Scrum Stakeholder Anti-Patterns 83 Introduction 83 Common Scrum Stakeholder Anti-Patterns 84 Scrum Stakeholder Anti-Patterns at the Organizational Level 84 Sprint Anti-Patterns of the IT Management 96 Incentivized Scrum Stakeholder Anti-Patterns 98 Stakeholder Anti-Patterns at Scrum Event Level 104 Product Backlog and Refinement Anti-Patterns 105 The Daily Scrum 105 Sprint Planning Anti-Patterns of Stakeholders 106 The Sprint Review 106 The Sprint Retrospective 107 Food for Thought 108 Conclusion 108 Chapter 5. Sprint Anti-Patterns 109 Introduction 109 The Purpose of the Sprint 109 Sprint Anti-Patterns 111 Sprint Anti-Patterns of the Product Owner 111 Sprint Anti-Patterns of the Developers 112 Sprint Anti-Patterns of the Scrum Master 113 Sprint Anti-Patterns of the Scrum Team 113 Sprint Anti-Patterns of the IT Management 118 Sprint Review Anti-Patterns of Stakeholders 121 Food for Thought 123 Conclusion 124 Chapter 6. Sprint Planning Anti-Patterns 125 Introduction 125 Preparing the Sprint Planning 127 Sprint Planning Anti-Patterns 127 Sprint Planning Anti-Patterns of the Developers 127 Sprint Planning Anti-Patterns of the Product Owner 132 Sprint Planning Anti-Patterns of the Scrum Team 134 Sprint Planning Anti-Patterns of the Scrum Master 138 Food for Thought 139 Conclusion 140 Chapter 7. Daily Scrum Anti-Patterns 141 Introduction 141 The Purpose of the Daily Scrum According to the Scrum Guide 142 Daily Scrum Anti-Patterns 143 Daily Scrum Anti-Patterns of the Scrum Team 143 Daily Scrum Anti-Patterns of the Developers 146 Daily Scrum Anti-Patterns of the Product Owner 150 Daily Scrum Anti-Patterns of the Scrum Master 150 Daily Scrum Anti-Patterns of the Stakeholders 151 Food for Thought 154 Conclusion 155 Chapter 8. Sprint Review Anti-Patterns 157 Introduction 157 The Scrum Guide on the Sprint Review 158 Sprint Review Anti-Patterns 159 Sprint Review Anti-Patterns of the Scrum Team 159 Sprint Review Anti-Patterns of the Product Owner 162 Sprint Review Anti-Patterns of the Developers 165 Sprint Review Anti-Patterns of the Stakeholders 167 Food for Thought 174 Conclusion 175 Chapter 9. Sprint Retrospective Anti-Patterns 177 Introduction 177 The Scrum Guide on the Sprint Retrospective 178 Sprint Retrospective Anti-Patterns 179 Sprint Retrospective Anti-Patterns of the Scrum Team 179 Sprint Retrospective Anti-Patterns of the Scrum Master 187 Sprint Retrospective Anti-Patterns of the Organization 191 Food for Thought 194 Conclusion 195 Chapter 10. Product Backlog and Refinement Anti-Patterns 197 Introduction 197 The Product Backlog According to the Scrum Guide 198 Common Product Backlog Anti-Patterns 200 General Product Backlog Anti-Patterns 200 Product Backlog Anti-Patterns of the Product Owner 207 Product Backlog Anti-Patterns of the Developers 209 Product Backlog Anti-Patterns of the Scrum Team 211 Food for Thought 212 Conclusion 213 Chapter 11. Sprint Backlog Anti-Patterns 215 Introduction 215 Sprint Backlog Anti-Patterns 216 Sprint Backlog Anti-Patterns of the Scrum Team 217 Sprint Backlog Anti-Patterns of the Developers 220 Sprint Backlog Anti-Patterns of the Product Owner 225 Food for Thought 228 Conclusion 228 Chapter 12. Increment Anti-Patterns 229 Introduction 229 The Purpose of the Increment According to the Scrum Guide 230 Increment Anti-Patterns 231 Increment Anti-Patterns by the Scrum Team 231 Increment Anti-Patterns of the Stakeholders or the Organization 240 Food for Thought 242 Conclusion 242 Chapter 13. Product Goal Anti-Patterns 245 Introduction 245 The Purpose of the Product Goal According to the Scrum Guide 246 Product Goal Anti-Patterns 247 Product Goal Anti-Patterns of the Product Owner 247 Product Goal Anti-Patterns of the Scrum Team 251 Product Goal Anti-Patterns of the Organization 254 Food for Thought 257 Conclusion 257 Chapter 14. Sprint Goal Anti-Patterns 259 Introduction 259 How to Create Sprint Goals 260 Sprint Goal Anti-Patterns 261 Sprint Goal Anti-Patterns of the Scrum Team 262 Sprint Goal Anti-Patterns Induced by the Organization 267 Sprint Goal Anti-Patterns by the Developers 269 Sprint Goal Anti-Patterns by the Product Owner 271 Food for Thought 272 Conclusion 272 Chapter 15. Definition of Done Anti-Patterns 273 Introduction 273 Creating a Successful Definition of Done 275 Definition of Done Anti-Patterns 277 Definition of Done Anti-Patterns of the Developers 278 Definition of Done Anti-Patterns of the Scrum Team 281 Definition of Done Anti-Patterns of the Organization 289 Definition of Done Anti-Patterns of the Product Owner 290 Food for Thought 291 Conclusion 291 Appendix A. How to Sabotage Scrum Masters and Product Owners at an Organizational Level 293 Appendix B. Toolbox 305 Index 369

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Book SynopsisDr. Vijay Kanabar is an associate professor and the director of Project Management Programs at Boston University's Metropolitan College. In recognition of his outstanding contributions to the field, he was honored with the PMI Linn Stuckenbruck Teaching Excellence Award in 2017. He has a track record of advising organizations such as Blue Cross Blue Shield, Staples, United Way, and Fidelity Investments on training and technology needs. As a distinguished author, he delved into AI research three decades ago, developing AI expert systems that aided project practitioners in cost estimation. Additionally, he holds certifications such as PMP, PMI-ACP, and CSM. Jason Wong is an IT leader at a Boston-based hospital and an adjunct professor at Boston University, where he teaches project, program, and portfolio management and shares his profound understanding of generative AI with students, guiding them to master the methods necessary for developing gTable of ContentsChapter 1 Dawn of A New Era Chapter 2 Stakeholders and Generative AI Chapter 3 Building and Managing Teams Using AI Chapter 4 Choosing A Development Approach With AI Chapter 5 AI-Assisted Planning for Predictive Projects Chapter 6 Adaptive Projects and AI Chapter 7 Monitoring Project Work Performance With AI Chapter 8 The Role of AI In Risk Management Chapter 9 Finalizing Projects with AI Chapter 10 AI Tools for Project Management Chapter 11 Looking Ahead

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Book SynopsisLearn essentials of managing projects well and within budget, from scheduling and jobsite safety to quality and customer service in this long-anticipated revision of Basic Construction Management.Trade ReviewThis book is a must-read for anyone considering a career in construction supervision. I have not seen a better training guide in my 20 years in homebuilding. -- Ken Condit, Construction Training ManagerThis book is an essential tool for new superintendents and can help experienced superintendents polish their skills. By using the principles in Basic Construction Management, you will build higher quality projects more efficiently and safely. -- Jay Christofferson, Chair, Brigham Young University construction management program

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Book SynopsisAgile Practice Guide has been developed as a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organizations wanting to increase agility. This practice guide is aligned with other PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK Guide) sixth edition, and was devel-oped as the result of collaboration between the Project Man-agement Institute and the Agile Alliance.

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Book SynopsisA Guide to the Project Management Body of Knowledge (PMBOK®) Guide is the go-to resource for project management practitioners. Over the past few years, the project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains. Both the standard and the guide reflect the wide range of development approaches that lead to value delivery. This edition is designed to address practitioners’ current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.) Provides an entire section devoted to tailoring the development approach and processes Includes an expanded list of models, methods, and artifacts Focuses on not just delivering project outputs but also enabling outcomes; and Integrates with PMIstandards+ for information and standards application content based on project type, development approach, and industry sector.

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Book SynopsisThe Standard for Portfolio Management – Fourth Edition has been updated to best reflect the current state of portfolio management. It describe the principles that drive accepted good portfolio management practices in today's organizations. It also expands the description of portfolio management to reflect its relation to organizational project management and the organization.

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Book SynopsisTrade Review"Agile coaches, you're gonna be happy with this book. Kenny Rubin has created an indispensable resource for us. Do you have a manager that just doesn't 'get it'? Hand them this book and ask them to flip to Chapter 3 for a complete explanation of how Scrum is less risky than plan-driven management. It's written just for them-in management-speak. Want to help the team come to a common understanding of Scrum? The visual icon language used throughout this book will help you help them. These are just two ways this book can aid you to coach Scrum teams. Use it well." -Lyssa Adkins, Coach of Agile Coaches, Agile Coaching Institute; author, Coaching Agile Teams "One of the best, most comprehensive descriptions of the core Scrum framework out there! Essential Scrum is for anyone-new to or experienced with Scrum-who's interested in the most important aspects of the process. Kenny does an excellent job of distilling the key tenets of the Scrum framework into a simple format with compelling visuals. As a Scrum coach for many teams, I continually reference the material for new ways to help teams that are learning and practicing the framework. I've seen Scrum continually misinterpreted and poorly implemented by big companies and tool vendors for more than ten years. Reading this book will help you get back to the basics and focus on what's important." -Joe Balistrieri, Process Development Manager, Rockwell Automation "Corporate IT leadership, which has been slow to embrace agile methods, would benefit immensely from giving a copy of this book to all of their project and delivery managers. Kenny Rubin has laid out in this book all the pragmatic business case and process materials needed for any corporate IT shop to successfully implement Scrum." -John F. Bauer III, veteran of technical solution delivery in large corporate IT shops "Kenny's extensive experience as a consultant, trainer, and past managing director of the Scrum Alliance is evident in this book. Along with providing the basics and introduction to Scrum, this book addresses the questions of masses-what happens to project managers? Essential Scrum helps us understand the big picture and guides how organization leaders can support and be involved with their Scrum teams for successful agile transformations." -Sameer S. Bendre CSM, PMP, Senior Consultant, 3i Infotech Inc. "If you're new to agile development or to Scrum, this book will give you a flying start. The examples and descriptions are clear and vivid, and you'll often find yourself asking a question just before the book addresses that very topic." -Johannes Brodwall, Principal Solution Architect, Steria Norway "Kenny's well-structured explanations have a clarity to them that echoes the sensibilities of Smalltalk-the development environment with which he worked for years and from which both Scrum and Extreme Programming were born. This book pulls together a thorough set of agile management principles that really hit the mark and will no doubt guide you toward a more effective agile approach." -Rowan Bunning, Founder, Scrum WithStyle "There are lots of books on Scrum these days, but this book takes a new angle, a reality check for software practitioners. Kenny uses real-world examples and clear illustrations to show what makes a solid foundation for successful agile development. Readers will understand the value of building quality in, and the reality that we can't get everything right up front; we must work incrementally and learn as we go. It might have 'Scrum' in the title, but the book leverages effective practices from the larger agile universe to help managers and their teams succeed." -Lisa Crispin, coauthor, Agile Testing "Kenny Rubin managed to write the book that I want everyone associated with Scrum development to read! He covers everything you'll need to know about Scrum and more!" -Martine Devos, European Scrum Pioneer and Certified Scrum Trainer "I've reviewed a number of agile books in the past few years, so the question of 'Do we really need another one?' always comes to my mind. In the case of Kenny's book, I very much believe the answer is 'yes.' Getting the benefit of different, experienced perspectives on commonly encountered and needed material is valuable. Kenny has one of those valuable perspectives. One unique aspect of the book is an interesting 'iconography'-a new icon language for Scrum and agile that Kenny has created. I believe you'll find value-added material in this book to expand your ideas for how Scrum can be applied." -Scott Duncan, Agile/Scrum coach and trainer "Anyone who has had Scrum training or has been part of a Scrum team will find Essential Scrum to be a great follow-up read. It dives into the details of how to become more agile through implementing Scrum processes, and it explains exactly how to break down complex projects into manageable initiatives (or 'sprints'). Kenny Rubin provides a wealth of relevant case studies on what worked-or what didn't-in a variety of organizations. The simple layout and businesslike graphics make it easy to scan quickly and find specific topics. Any organization that is seeking to evolve from a traditional waterfall approach toward a more agile methodology will find Essential Scrum a definitive guidebook for the journey." -Julia Frazier, product manager "Developing software is hard. Adopting a new way of working while in a project is even harder. This book offers a bypass of many of the pitfalls and will accelerate a team's ability to produce business value and become successful with Scrum. I wish I had this kind of book when I started using Scrum." -Geir Hedemark, Development Manager, Basefarm AS "I am convinced that Essential Scrum will become the foundation reference for the next generation of Scrum practitioners. Not only is it the most comprehensive introduction to Scrum in publication today, but it is also extremely well written and easy on the eye with its fantastic new visual Scrum language. If that isn't enough, Kenny shares a range of his valuable personal insights and experiences that we can all certainly learn from." -Ilan Goldstein, Agile Solutions Manager, Reed Elsevier "Scrum is elegantly simple, yet deceptively complex. In Essential Scrum, Kenny Rubin provides us with a step-by-step guide to those complexities while retaining the essential simplicity. Real-world experiences coupled with enlightening illustrations make Scrum come to life. For senior managers and team members alike, this is a must-read book if you are starting or considering whether to implement Scrum in your organization. This will certainly be a book recommended to my students." -John Hebley, Hebley & Associates "Kenny unpacks a wealth of wisdom and knowledge in Essential Scrum, providing valuable and comprehensive insights to the practical application of agile/Scrum. Whether you're new to agile or are looking to reach a greater maturity of continuous improvement in your organization, this is a definitive handbook for your toolbox." -David Luzquinos, Head of Agile Enablement, Agile Coach, Betfair "Kenny Rubin continues to provide clarity and insight into adopting agile in a pragmatic way. In one hand he holds the formal or ideal Scrum definition and in the other, the pragmatic application of it. He brings the wisdom of his workshops and years of experience to the table, and now for you to read in his latest book. If you are about to start out on your agile adoption journey or are seeking guidance midcourse, grab a copy." -Cuan Mulligan, freelance coactive Agile coach "A decade after publication of the first Scrum books, it is time to combine the essential aspects of the Scrum framework with the practical experiences and approaches of the last ten years. Kenny Rubin does so in a satisfying and nondogmatic way. The reader gets a pragmatic look at Scrum and learns when and how to best apply Scrum to achieve business benefits." -Yves Stalgies, PhD, Director IT, www.etracker.com "Adoption of Scrum is most successful when everyone involved-even peripherally-with product development has a good understanding of the fundamentals. Essential Scrum provides an ideal overview of both the big picture and the details in an accessible style. It is sure to become a standard reference." -Kevin Tureski, Principal, Kevin Tureski ConsultingTable of ContentsList of Figures xxv Foreword by Mike Cohn xxxi Foreword by Ron Jeffries xxxiii Preface xxxv Acknowledgments xxxix About the Author xliii Chapter 1: Introduction 1 What Is Scrum? 1 Scrum Origins 3 Why Scrum? 4 Genomica Results 4 Can Scrum Help You? 5 Closing 10 Part I: Core Concepts 11 Chapter 2: Scrum Framework 13 Overview 13 Scrum Roles 14 Scrum Activities and Artifacts 16 Closing 28 Chapter 3: Agile Principles 29 Overview 29 Variability and Uncertainty 32 Prediction and Adaptation 37 Just-in-Time Work 43 Validated Learning 44 Work in Process (WIP) 48 Progress 54 Performance 56 Closing 58 Chapter 4: Sprints 61 Overview 61 Timeboxed 62 Short Duration 64 Consistent Duration 67 No Goal-Altering Changes 69 Definition of Done 74 Closing 78 Chapter 5: Requirements and User Stories 79 Overview 79 Using Conversations 81 Progressive Refinement 82 What Are User Stories? 83 Level of Detail 86 INVEST in Good Stories 88 Nonfunctional Requirements 93 Knowledge-Acquisition Stories 93 Gathering Stories 95 Closing 98 Chapter 6: Product Backlog 99 Overview 99 Product Backlog Items 100 Good Product Backlog Characteristics 101 Grooming 104 Definition of Ready 108 Flow Management 110 Which and How Many Product Backlogs? 112 Closing 118 Chapter 7: Estimation and Velocity 119 Overview 119 What and When We Estimate 120 PBI Estimation Concepts 123 PBI Estimation Units 128 Planning Poker 129 What Is Velocity? 133 Calculate a Velocity Range 134 Forecasting Velocity 135 Affecting Velocity 135 Misusing Velocity 137 Closing 138 Chapter 8: Technical Debt 139 Overview 139 Consequences of Technical Debt 141 Causes of Technical Debt 144 Technical Debt Must Be Managed 148 Managing the Accrual of Technical Debt 149 Making Technical Debt Visible 153 Servicing the Technical Debt 155 Closing 162 Part II: Roles 163 Chapter 9: Product Owner 165 Overview 165 Principal Responsibilities 166 Characteristics/Skills 171 A Day in the Life 174 Who Should Be a Product Owner? 176 Product Owner Combined with Other Roles 181 Product Owner Team 182 Closing 184 Chapter 10: ScrumMaster 185 Overview 185 Principal Responsibilities 185 Characteristics/Skills 188 A Day in the Life 190 Fulfilling the Role 191 Closing 193 Chapter 11: Development Team 195 Overview 195 Role-Specific Teams 195 Principal Responsibilities 196 Characteristics/Skills 198 Closing 211 Chapter 12: Scrum Team Structures 213 Overview 213 Feature Teams versus Component Teams 213 Multiple-Team Coordination 218 Closing 223 Chapter 13: Managers 225 Overview 225 Fashioning Teams 227 Nurturing Teams 231 Aligning and Adapting the Environment 233 Managing Value-Creation Flow 235 Project Managers 237 Closing 243 Part III: Planning 245 Chapter 14: Scrum Planning Principles 247 Overview 247 Don’t Assume We Can Get the Plans Right Up Front 248 Up-Front Planning Should Be Helpful without Being Excessive 248 Keep Planning Options Open Until the Last Responsible Moment 249 Focus More on Adapting and Replanning Than on Conforming to a Plan 249 Correctly Manage the Planning Inventory 251 Favor Smaller and More Frequent Releases 252 Plan to Learn Fast and Pivot When Necessary 254 Closing 255 Chapter 15: Multilevel Planning 257 Overview 257 Portfolio Planning 259 Product Planning (Envisioning) 259 Release Planning 261 Sprint Planning 264 Daily Planning 264 Closing 265 Chapter 16: Portfolio Planning 267 Overview 267 Scheduling Strategies 270 Inflow Strategies 275 Outflow Strategies 280 In-Process Strategies 283 Closing 285 Chapter 17: Envisioning (Product Planning) 287 Overview 287 SR4U Example 290 Visioning 291 High-Level Product Backlog Creation 294 Product Roadmap Definition 295 Other Activities 298 Economically Sensible Envisioning 299 Closing 306 Chapter 18: Release Planning (Longer-Term Planning) 307 Overview 307 Release Constraints 311 Grooming the Product Backlog 315 Refine Minimum Releasable Features (MRFs) 316 Sprint Mapping (PBI Slotting) 316 Fixed-Date Release Planning 318 Fixed-Scope Release Planning 323 Calculating Cost 325 Communicating 326 Closing 330 Part IV: Sprinting 333 Chapter 19: Sprint Planning 335 Overview 335 Approaches to Sprint Planning 338 Determining Capacity 340 Selecting Product Backlog Items 343 Acquiring Confidence 344 Refine the Sprint Goal 346 Finalize the Commitment 346 Closing 346 Chapter 20: Sprint Execution 347 Overview 347 Sprint Execution Planning 349 Flow Management 349 Daily Scrum 354 Task Performance—Technical Practices 355 Communicating 356 Closing 360 Chapter 21: Sprint Review 363 Overview 363 Participants 364 Prework 365 Approach 368 Sprint Review Issues 372 Closing 373 Chapter 22: Sprint Retrospective 375 Overview 375 Participants 377 Prework 378 Approach 380 Follow Through 391 Sprint Retrospective Issues 392 Closing 393 Chapter 23: The Path Forward 395 There Is No End State 395 Discover Your Own Path 396 Sharing Best Practices 396 Using Scrum to Discover the Path Forward 397 Get Going! 398 Glossary 401 References 423 Index 427

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Book SynopsisMelanie Franklin is a globally recognized thought leader in change management who has effected business change programmes across public and private sector organizations. Based in London, UK, she is the Director of Agile Change Management Ltd and Founder of the Continuous Change Community. An impressive array of clients in Europe, the US and the Middle East benefit from her unique insights into change. She designs and runs in-house programs to develop skills in change and transformation and advises boards on strategies for change. She is Chief Examiner for the Agile Change Agent qualification from APMG International and works for several professional bodies to help grow the consulting and change management professions. She is the author of several publications and a regular keynote speaker at various conferences worldwide.Trade Review"This book is full of practical tools, which are real life and easy to understand. I found inspiration in the well-structured guide through the life of change, from start to finish. My inspiration has led to igniting that fire of agile change within the teams around me! This book is everything that the title says it is, it is easy to follow, has helped me apply the best aspects of the agile approach to my daily work. Thank you, Melanie, for your ever enthusiastic and dedicated mission to agile change." * Theresa Walker, Head of Customer Excellence *"This book is full of practical tools and it guides the reader through the life of a change from start to finish. I keep it to hand and dip into it regularly - it always delivers something valuable." * Kate Nowicki, Director of Strategic Planning, Performance and Change *"This book provides a clear, structured approach to managing change throughout the full lifecycle. It is agile made easy and provides very practical tools and techniques which support managing both small- and large-scale change. It is a fantastic reference point for anyone involved in Change Management and really helps to get results." * Jane Blackman, Head of Business Transformation *"This book is full of practical tools and is easy to understand -- a well-structured guide through the life of a change from start to finish." * Theresa Moulton, Editor-in-Chief, Change Management Review *"This book provides a well-structured framework, full of practical tools and techniques that has helped me apply the best aspects of the agile approach to my work." * Anthony Brown, Business Change Lead *"I'd recommend this book for any manager looking to build their Agile skills. Packed full of useful tools, this book will help you plan and deliver changes with confidence." * Graham Goodwin, Change Manager and Agile Coach *"This book is an easy to understand, well-structured guide through the life of a change from start to finish. It's full of practical tools and tips that makes it easy to apply the best aspects of agile change to my work." * Liz Losty, Agile & Change Manager *"This book is an easy to understand, well-structured guide through the life of a change from start to finish. It comes high on my list of recommendations to anyone managing a change project!" * Caroline Fitzpatrick, Senior People Development & Learning Manager *"This book is always on my desk as a reference guide that I reach for frequently. Not only is it full of practical tools and easy to understand, but it has enabled me to apply the best aspects of the agile approach to my work." * Kerry McCulloch, Change Lead, Change Management, John Lewis Partnership *"Melanie understands the need for fast benefit realization and is pragmatic about how to deal with the continuous and evolving nature of change. This book is a must-read for any change practitioner today." * Soraya Robertson, Head of Benefits Management and Business Change, Investment, Portfolio & Strategy *Table of Contents Chapter - 01: Concept; Chapter - 02: Roadmap; Chapter - 03: Business need; Chapter - 04: Relationship building; Chapter - 05: Environment; Chapter - 06: Coaching for Change

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Book SynopsisDavid Roberts co-founded the 1st APMG Consultancy and Training Accredited Organisation, leading client initiatives in strategy implementation and continuously adapting services to ever-changing requirements. He is a Director of the Agile Business Consortium since 2019, a Chartered Project Professional (Ch.PP) and Chartered Management Consultant (Ch.MC). He is based in Bournemouth. Sheila Roberts was a Sister in Intensive Care. After 20 years in health she co-founded the 1st jointly accredited APMG Training and Consulting Organization. She has had appointments as a best practice examiner, quality reviewer and member of the PRINCE2 Reference Group. She is currently an APM Assessor for Chartered Project Professionals and Chair of Examiners for some APM qualifications. Sheila is Chair of the Industry Body, Association for Training Excellence and has contributed to publications. She is based in Bournemouth. Dr Islam Choudhury is Associate Professor in the School of CoTrade Review"It's truly refreshing to see PACE culture at the centre of the Business Resilience Framework; it proves beyond doubt that culture is not only critical to survival, but is what makes an organization a great place to work whilst creating progress in a VUCA world." * Gretchen Hallberg, Global Learning and Development Technology Leader, PwC *"The Business Resilience Framework provides an entirely practical approach to improving the organization's resilience, enabling it to make Progress @ Pace. Most usefully, this framework can be adopted and adapted to make sustained improvements in any organization." * Vikram Ramnath, IS Program Director, Providence St Joseph Health *"Business Resilience is a very popular topic in the current climate; but no one has taken the theories and produced such a clear and practical framework that is so easily adaptable in any organization." * Timothy Fulton, Finance Director Formula One Abu Dhabi, former CFO/COO Jumeirah Group *"Executives can now face the threat of disruption with confidence; Business Resilience offers a fresh and eminently practical model for how companies can adapt and succeed in a continuously changing landscape." * Amanda Welsh, Faculty Director, Leadership and Project Management Programs, Northeastern College of Professional Studies *"Every business endeavour starts with a forecast to build on our hopes for success; but by the time we realize it was far too optimistic, it can be too late. Until now we've lacked clarity on how to strengthen business thinking and structures to react and survive unprecedented change. Now we have a blueprint to better position any business for an increasingly VUCA world." * Richard Pharro, CEO, APMG International *"Guides abound to managing planned changes or identified risks in projects, programs, and portfolios; this book boldly identifies how to take advantage of 'unknown unknowns.' Developing professional resilience practices is key to making systematic progress from events which might otherwise undermine organizational existence." * Peter Johnson, Senior Consultant Peter Johnson Consultants Ltd *"As someone new to resilience I found this book to be an invaluable asset. Complex concepts are explained clearly and in an engaging manner to help you gain a deep understanding by the end of each chapter. It is such practical guide to implementing resilience throughout the organization." * Ben Snell, Project Support Officer, Department of Work and Pensions, UK *"In today's VUCA world, bouncing forward, not simply bouncing back, is core to pivoting at the right moment with the right speed. Business Resilience clarifies the importance of utilizing organizational strengths to provide more customer value. Whilst better processes and tools are important, competency for sustained progress crucially depends upon ethical behaviour and enhancing organization culture. Business Resilience is full of practical ideas; how to investigate new insights whilst maintaining focus on resilient journeys; it's a book to use and re-use, time and again. How resilient is that?" * Peter Coesmans, Chief Agility Officer, Agile Business Consortium *"Organizations have witnessed significant impact on their business models as a consequence of the pandemic. They have realized the critical need to build back better and the power of developing business resilience within their organizational processes, procedures and culture to achieve success. This book offers great insights and strategies to build resilience within your daily business operations. It includes case study illustrations which add great value." * Dilshad Sheikh (CMgr CCMI), Dean, Faculty of Business, Arden University CMI Chair West Midlands and North-West Regions, UK *"As soon as I learned about the Business Resilience Framework, I started knowledge sharing with current and next-gen PM professionals. Project leaders, delivery experts and change specialists will appreciate the practical know-how that the framework provides - integrating business resilience with existing methodologies. Organizations adopting this framework should see significant improvement in project performance and business results." * Merv Wyeth, Director of Technology & Digital Events, Project Management Institute (PMI UK) *"As delivery consultant working on multibillion digital transformation programmes in major government departments, I found this book to be innovative, clear and able to open pathways to new ideas. It's a must read when applying the tools and techniques needed to successfully build resilience, navigating through challenging times and beyond." * Wahid Ali, Delivery Consultant, Capgemini *"Resilience is now an essential part of any senior software team; adopting the Resilience Professional role, as shown in this book, will add robustness to any programme, change or transformation team, by ensuring that adapting products, services processes or practices makes the organization both stronger and more profitable." * Pip Nelson, Senior Director of Software Engineering, DHL eCommerce Solutions *"This book provides a well-structured and comprehensive approach to ensuring an organization stays current in a rapidly changing world. It is a must for anyone wanting to ensure that their organization remains agile, robust, competitive and profitable. Well done to the team that produced such a good set of guidance." * Steve Messenger, former Chairman of DSDM, author of Agile Programme Management *"In the rapidly changing business landscape we live in, 'resilience' is an essential quality required by all business leaders. This book defines the core principles of business resilience and is an indispensable tool for organizations of any size." * Yaqub Yousef, Chief Brand Ideator, Quadragina *Table of Contents Chapter - 01: Introduction; Chapter - 02: Principles – Underpinning the framework; Chapter - 03: Progress@PACE ‘8-4-8 model’ – Double infinity loop design; Chapter - 04: Progress cycle – First infinity loop; Chapter - 05: PACE elements – Linking progress cycle and resilience foundations; Chapter - 06: Resilience Foundations – Second infinity loop; Chapter - 07: Progress@PACE – Tools and techniques; Chapter - 08: Established tools and techniques; Chapter - 09: Progress measures; Chapter - 10: PACE profiling with gap analysis; Chapter - 11: Progress@PACE roles; Chapter - 12: Case histories – Examples of Progress@PACE

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Book SynopsisRon Eringa is a Leadership Developer. His mission is to create organizations where people love to work and where real customer value is created. In the last 20 years he has built expertise on how to lead IT organizations that use Agile and Scrum. After an initial education in electrical engineering and software engineering he ended up in different leadership roles. In these roles he discovered the leadership capabilities that are essential to create autonomous teams with a high level of maturity and creativity. He believes that autonomous teams are the fundament of a modern organization that thrives in this complex and ever-changing world. Kurt Bittner has been delivering working products in short, feedback-driven cycles for nearly 40 years, and has helped many organizations do the same. He is particularly interested in helping people form strong, self-organizing, high-performance teams that deliver solutions that customers love, and helping organizations use emTable of ContentsForeword xi Preface xv Introduction xvii Acknowledgments xxv About the Authors xxvii Chapter 1: An Organization at a Crossroads 1 Complex Challenges Create Urgency for Agility 2 Reducing Dependencies Makes Change Possible 4 Organizational Change Requires Protective, Progressive Dictatorship 10 Two Paths, One Goal 12 Reflections on the Journey 15 Chapter 2: Forming Teams and Discovering Purpose 17 Changing the Organization, One Team at a Time 18 Finding the Right People 22 Empowering Teams 26 Placing the Customer at the Center of the Change 29 Reflections on the Journey 35 Chapter 3: Shifting from Output to Impact 37 "What Gets Measured Gets Done" 38 Reflections on the Journey 53 Chapter 4: Learning to Let Go 55 Empowerment Doesn't Come for Free 56 Agile Leaders Help Teams to Grow Their Ability to Reach Audacious Goals 60 Letting Go in Small Steps 65 Slow Decision-Making Kills Team Self-Management 69 Reflections on the Journey 73 Chapter 5: The Predictable Existential Crisis 75 New Ways of Working Threaten the Old System 76 Reflections on the Journey 97 Chapter 6: Leaders, Everywhere 99 Nurturing and Growing an Agile Organization 100 Reward Building Teams and Leadership, Not Silos 114 Promotional Rewards Lock in Organizational Structures 117 Performance Reviews Don't Go Away, but They Do Change Dramatically 118 Reflections on the Journey 122 Chapter 7: Aligning the Organization 123 Evolving the Operating Model 124 Scale Agility by Removing Dependencies 131 Consolidating Support and Eliminating Opposition 132 Realign Compensation Plans 140 Realign Career Paths 141 Embrace Catalytic Leadership 142 Replace Status Meetings with Transparency 143 Be Realistic About How Long the Transition Will Take, and What It Means 146 Reflections on the Journey 147 Chapter 8: Aligning the Culture 149 What Makes Changing Culture Hard 150 Agile Leaders Must First Find Their Own Way 152 Build Bridges to the New Culture 153 Anticipate and Overcome Setbacks 159 Use "Self-Sustenance" as a Measure of Success 162 Agile Journeys Never Really End 165 Reflections on the Journey 168 Appendix A: Patterns and Anti-Patterns for Effective Leadership 169 Appendix B: Doreen's Sketchnotes 171 Index

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Book SynopsisA Guide to the Project Management Body of Knowledge (PMBOK®) Guide is the go-to resource for project management practitioners. Over the past few years, the project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK® Guide – Seventh Edition is structured around eight project performance domains. Both the standard and the guide reflect the wide range of development approaches that lead to value delivery. This edition is designed to address practitioners’ current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes. This edition of the PMBOK® Guide: Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.) Provides an entire section devoted to tailoring the development approach and processes Includes an expanded list of models, methods, and artifacts Focuses on not just delivering project outputs but also enabling outcomes; and Integrates with PMIstandards+ for information and standards application content based on project type, development approach, and industry sector.

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This practice-oriented handbook presents practitioners and students with a comprehensive overview of the essential knowledge and current best practices in project management. It includes the most up-to-date thinking in the discipline, describing recent developments in a way that practitioners can immediately use in their work.The Handbook of Project Management was the first APM Body of Knowledge Approved title for the Association for Project Management. Over the course of six editions, The Handbook of Project Management has become the definitive desk reference for project management practitioners. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The book is divided into six parts: Projects; Performance; Process; People; Portfolio; and Perspectives. Including over 25 completely new chapter

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Book SynopsisMitch Lacey, founder of Mitch Lacey & Associates, Inc., helps companies reach their maximum potential by building high-performing organizations through the adoption of agile practices, including Scrum and XP. Mitch's rich, practical experience and his pragmatic approach are trusted by many companies including Adobe Systems, Aera Energy, Bio-Rad, EchoStar, Microsoft, Oracle, Qualcomm, Salem Hospital, SAP, Sony, and more. He is a CST, a PMI Project Management Professional (PMP), and an Agile Certified Practitioner (ACP). Mitch has served on the board of directors for the Agile Alliance and the Scrum Alliance. Learn more at www.MitchLacey.com.  Table of ContentsChapter 1: Scrum: Simple, Not Easy Part I: Getting Prepared Chapter 2: Getting People on Board Chapter 3: Using Team Consultants to Optimize Team Performance Chapter 4: Predicting Team Velocity Chapter 5: Implementing the Scrum Roles Chapter 6: Determining Sprint Length Chapter 7: How Do You Know You're Done? Chapter 8: The Case for a Full-Time ScrumMaster Part II: Field Basics Chapter 9: Why Engineering Practices Are Important in Scrum Chapter 10: Core Hours Chapter 11: Release Planning Chapter 12: Decomposing Stories and Tasks Chapter 13: Keeping Defects in Check Chapter 14: Sustained Engineering and Scrum Chapter 15: The Sprint Review Chapter 16: Retrospectives Part III: First Aid Chapter 17: Facilitating a Productive Daily Scrum Chapter 18: The Fourth Question in Scrum Chapter 19: Keeping People Engaged with Pair Programming Chapter 20: Adding New Team Members Chapter 21: When Cultures Collide Chapter 22: Sprint Emergency Procedures Part IV: Advanced Survival Techniques Chapter 23: Sustainable Pace Chapter 24: Delivering Working Software Chapter 25: Optimizing and Measuring Value Chapter 26: Up-Front Project Costing Chapter 27: Documentation in Scrum Projects Chapter 28: Outsourcing and Offshoring Chapter 29: Prioritizing and Estimating Large Backlogs–The Big Wall Chapter 30: Writing Contracts Part V: Wilderness Essentials Chapter 31: Driving to Done through Collaboration Chapter 32: How Story Points Relate to Hours Chapter 33: Immersive Interviewing and Hiring Chapter 34: Aligning Incentives with Outcomes Chapter 35: Risk Management in Scrum Appendix: Scrum Framework Index

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Book SynopsisRobert Benefield is an experienced technical leader who has decades of experience delivering robust on-demand services to solve hard problems in demanding ecosystems including banking and securities trading, medical and pharmaceutical, energy, telecom, government, and Internet services. His continual eagerness to learn and work with others to make a difference has taken him from building computers and writing code in the early days of the Internet at Silicon Valley startups to the executive suite in large multinational companies. He shares his unique experience in the hopes that others can continue to build on it without having to collect quite as many scars along the way. Table of ContentsIntroduction 1 Chapter 1: The Problem with IT Service Delivery 7 Approach #1: Reduce Delivery Friction 9 The Downsides of Targeting Delivery Friction 11 Approach #2: Managing Service Delivery Risk 12 The Downsides of Targeting Service Delivery Risk 14 The Essence of Delivery 15 Beginning the DevOps Journey 17 Summary 18 Chapter 2: How We Make Decisions 21 Examining the Decision-Making Process 22 Boyd and the Decision Process 23 The OODA Loop 26 The Ingredients of Decision Making 29 Ingredient 1: The Target Outcome 30 Delivering Measures over Outcomes 36 Ingredient 2: Friction Elimination 39 Ingredient 3: Situational Awareness 42 The Challenge of Trust 44 The Fragility of Mental Models and Cognitive Biases 45 Ingredient 4: Learning 48 Failing to Learn 48 The Pathway to Improved Decision Making 53 Summary 54 Chapter 3: Mission Command 55 The Origins of Mission Command 56 Learning How to Lead Effectively the Hard Way 57 Managing Through Unpredictability 58 Knowledge and Awareness Weaknesses 59 Misalignments 60 Misjudgment of Ecosystem Complexity 61 The Anatomy of Mission Command 62 Commander's Intent 63 Brief 66 Situational Overview 67 Statement of the Desired Outcome or Overall Mission Objective 67 Execution Priorities 67 Anti-Goals and Constraints 68 Backbriefing 69 Einheit: The Power of Mutual Trust 71 Creating Einheit in DevOps 74 Continual Improvement 75 Staff Rides 78 After Action Reviews 79 Organizational Impacts of Mission Command 80 Summary 81 Chapter 4: Friction 83 Understanding Ohno's Forms of Waste 84 Muda (Pure Waste) 86 Muri (Overburden) 109 Mura (Fluctuation and Irregularity) 113 See the Whole 125 Summary 126 Chapter 5: Risk 127 Cynefin and Decision Making 128 Ordered Systems 131 Unordered Systems 134 Reimagining Risk Management 143 Have Clear and Understood Target Outcomes 144 Make the Best Choice the Easiest Choice 145 Continually Improve Ecosystem Observability 147 Summary 151 Chapter 6: Situational Awareness 153 Making Sense of Our Ecosystem 154 The Mental Model 157 The Problems with Mental Models 158 Cognitive Bias 161 Gaining Better Situational Awareness 163 Framing 164 Finding and Fixing Framing Problems 165 Information Flow 169 Why Ecosystem Dynamics Matter 169 Meeting Your Information Flow Needs 172 Analysis and Improvement 181 Summary 182 Chapter 7: Learning 183 The Emergence of Skills Attainment Learning 184 The Rise of the One Right Way 186 Outcome-Directed Learning 188 Creating a Learning Culture 191 Day-to-Day Kata 191 Improvement and Problem-Solving Kata 192 The Coaching Practice 193 Summary 195 Chapter 8: Embarking on the DevOps Journey 197 The Service Delivery Challenge 204 Traditional Delivery Fog in the Service World 205 The Challenge of the "ilities" 207 The Path to Eliminating Service Delivery Fog 209 The Role of Managers in Eliminating Service Delivery Fog 210 Identifying What You Can or Cannot Know 214 Ways the Team Can Eliminate Service Delivery Fog 219 Summary 220 Chapter 9: Service Delivery Maturity and the Service Engineering Lead 221 Modeling Service Delivery Maturity 223 The Example of Measuring Code Quality 224 Service Delivery Maturity Model Levels 225 Service Delivery Maturity Areas of Interest 228 Configuration Management and Delivery Hygiene 232 Supportability 235 Single Point of Failure Mitigation and Coupling Management 239 Engagement 241 The Service Engineering Lead 243 Why Have a Separate Rotating Role? 244 How the SE Lead Improves Awareness 246 Organizational Configurations with the SE Lead 248 Challenges to Watch Out For 250 Incentivizing Collaboration and Improvement 251 Developers Running Production Services 253 Overcoming the Operational Experience Gap 254 Summary 256 Chapter 10: Automation 257 Tooling and Ecosystem Conditions 258 Building Sustainable Conditions 260 5S 261 Seeing Automation 5S in Action 278 Tools & Automation Engineering 283 Organizational Details 285 Workflow and Sync Points 285 Summary 287 Chapter 11: Instrumentation and Observability 289 Determining the "Right" Data 291 Know the Purpose and Value 293 Know the Audience 297 Know the Source 302 Making the Ecosystem Observable 307 Instrumenting for Observability 310 Instrumenting Development 310 Instrumenting Packaging and Dependencies 314 Instrumenting Tooling 316 Instrumenting Environment Change and Configuration Management 317 Instrumenting Testing 319 Instrumenting Production 320 Queryable/Reportable Live Code and Services 321 Presenting Task, Change, Incident, and Problem Records Together 321 Environment Configuration 322 Logging 323 Monitoring 324 Security Tracking and Analysis 325 Service Data 326 Pulling It All Together 327 Instrumenting a Wastewater Ecosystem 328 Instrumenting an IT Ecosystem 331 Summary 333 Chapter 12: Workflow 335 Workflow and Situational Awareness 336 Managing Work Through Process 337 Managing Work Organically 339 The Tyranny of Dark Matter 340 Learning to See the Disconnects in Action 343 Resolving Disconnects by Building Context 347 Visualizing the Flow 349 Workflow Board Basics 351 State Columns 352 State Columns for Operations 353 Swim Lanes 355 Task Cards 358 Preventing Dark Matter 359 Using the Board 362 Seeing the Problems 363 Limiting Work in Progress 365 The Limits of a Workflow Board 367 Managing the Board 367 Managing Flow and Improvement 368 Summary 368 Chapter 13: Queue Master 371 An Introduction to the Queue Master 372 Role Mechanics 374 "Follow the Sun" Queue Mastering 384 Queue Master Rollout Challenges 389 Team Members Don't See the Value 389 More Traditionally Minded Managers Thwarting Rollout 390 Pushy Queue Masters 391 Junior Team Members as Queue Masters 391 Queue Masters Who Struggle to Lead Sync Points 394 Summary 394 Chapter 14: Cycles and Sync Points 395 Inform, Align, Reflect, and Improve 396 Top-Down Alignment Control Approach 397 Alignment Through Iterative Approaches 397 Service Operations Synchronization and Improvement 400 The Tactical Cycle 400 Important Differences Between Kickoffs and Sprint Planning 404 Daily Standup 408 Retrospective 411 General Meeting Structure 413 The Learning and Improvement Discussion 415 The Strategic Cycle 421 Strategic Review 424 General Review Structure 426 A3 Problem Solving for the Strategic Review 427 Summary 432 Chapter 15: Governance 433 Factors for Successful Governance 434 Meeting Intent 435 No Target Outcome Interference 437 Maintain Situational Awareness and Learning 438 Common Governance Mistakes 440 Poor Requirement Drafting and Understanding 440 Using Off-the-Shelf Governance Frameworks 445 Out-of-the-Box Process Tooling and Workflows 450 Tips for Effective DevOps Governance 453 Understand Governance Intent 454 Make It Visible 454 Propose Reasonable Solutions 456 Automation and Compliance 458 Be Flexible and Always Ready to Improve 458 Summary 460 Appendix 461 9780133847505 TOC 6/7/2022

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Book SynopsisA completely updated guide to engineering and construction project managementThis up-to-date guide presents highly effective strategies for managing engineering and construction projects from the initial conceptual stage, to design and construction, all the way to completion. Reorganized to mirror the chronology of a real-world job, Project Management for Engineering and Construction: A Life-Cycle Approach, Fourth Edition addresses all phases of the project lifecycle. You will get field-ready tactics to manage the scope, budget, and schedule of a construction project, starting at the very earliest steps of the process.Coverage includes: Project initiation Preliminary development Work plan development Team selection and development Document control Early estimates Project budgeting Risk assessment and analysis Design proposals Project planning and scheduling Design c

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Book SynopsisBuilding a successful product usually involves teams of people, and many choose the Scrum approach to aid in creating products that deliver the highest possible value. Implementing Scrum gives teams a collection of powerful ideas they can assemble to fit their needs and meet their goals. The ninety-four patterns contained within are elaborated nuggets of insight into Scruma (TM)s building blocks, how they work, and how to use them. They offer novices a roadmap for starting from scratch, yet they help intermediate practitioners fine-tune or fortify their Scrum implementations. Experienced practitioners can use the patterns and supporting explanations to get a better understanding of how the parts of Scrum complement each other to solve common problems in product development. The patterns are written in the well-known Alexandrian form, whose roots in architecture and design have enjoyed broad application in the software world. The form organizes each pattern so you can navigate directly to organizational design tradeoffs or jump to the solution or rationale that makes the solution work. The patterns flow together naturally through the context sections at their beginning and end. Learn everything you need to know to master and implement Scrum one step at a time'the agile way.

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Book SynopsisTable of ContentsList of figures List of tables Preface Publisher's acknowledgements Chapter 1 The project concept and the organisational perspective 1.1 Projects and perspectives 1.2 The task perspective 1.2.1 Definition and main ideas 1.2.2 Theoretical base 1.2.3 Criticisms of task perspective 1.3 The organisational perspective 1.3.1 Definition and main ideas 1.3.2 Theoretical base 1.4 A universal project management theory or several contingency theories? 1.4.1 Types of project 1.4.2 Life cycle models 1.4.3 How this affects what follows 1.5 The project assignment 1.5.1 The rationale of the project – stability and change at the same time 1.5.2 Dividing responsibilities between the project and base organisation 1.5.3 What sort of changes is possible in a base organisation? 1.5.4 Pursuing different types of change at the same time – PSO 1.5.5 Evolutionary development 1.5.6 Resistance to change 1.5.7 The evolving task 1.6 Projects and time 1.6.1 Cyclical, linear and alternating time 1.6.2 Temporal focus and temporal depth 1.6.3 Polychronicity and monochronicity 1.6.4 Scheduling of activities – entrainment of processes 1.6.5 Coping with stress 1.7 A project management theory based on the organisational perspective 1.7.1 Concepts, theories and methods 1.7.2 A project management theory 1.7.3 Theory elaboration Notes to Chapter 1 Chapter 2 The foundation of the project 2.1 Strategies affecting projects 2.1.1 Change strategy: punctuated equilibrium 2.1.2 Change strategy: event pacing or time pacing 2.1.3 Positioning strategy 2.1.4 Implementation strategies 2.2 Project uncertainty 2.2.1 The concept of uncertainty 2.2.2 Attitudes to uncertainty 2.2.3 Uncertainty management strategies 2.3 Project stakeholders 2.3.1 Salience 2.3.2 A strategy for dealing with stakeholders 2.3.3 Constructing a coalition – the contribution/reward model 2.4 Establishing the project 2.4.1 Business case 2.4.2 Project mandate 2.5 Project mission, goals and success criteria 2.5.1 Missionand goals 2.5.2 Elaborating the mission – mission breakdown structure 2.5.3 Project success criteria 2.5.4 Moving targets 2.6 Project scope and delimitations 2.6.1 Freedom of action 2.6.2 Project responsibilities 2.6.3 Project completion date 2.7 &

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Book SynopsisFor many organizations, the way in which projects are managed is a fundamental factor in how well they can prosper in today's marketplace. Unfortunately, the current solutions available to companies for managing projects are proving to be increasingly ineffective in a complex world that is becoming more and more dynamic and unpredictable. Organization's pay for this complexity in delayed time-to-market, slow response to customer needs, and decreased productivity. While tweaking the current project management paradigm may provide some minimal gains, to have a real impact requires a fundamental change in mindset. New business models like Uber and AirBnB show us that the most efficient operations in today's business environment behave like complex adaptive systems (CAS) where self-managing participants, following a set of simple rules, organize themselves to solve incredibly complex problems. Instead of trying to function like a well-oiled machine where things work like cTrade Review"If you aren't following Jonathan's thinking today on how businesses and leaders should adapt and leverage modern technologies and paradigms to project management, get ready to eat the dust tomorrow of competitors who paid attention. Sapir has been consistently ahead of the game on handling the impact of emergent technologies in real-world business environments, and Thriving at the Edge of Chaos is more of the same, offering practical, insightful solutions to apparently intractable management problems in complex, fast-paced, resource-constrained environments."- Scott Wilson, Callisto Media"Jonathan has written one of the most coherent, deep, and ultimately useful books I’ve read in years. I wish I could mandate that my clients read it.Experienced project managers will benefit from Jonathan’s insights such as improving project flow and a dynamic way of tracking project health. Meanwhile, new project managers will find a wealth of real-world wisdom on subjects ranging from task estimates, resolving resource conflicts, and nudging project teams toward success.Both will find that Jonathan’s framework on Complex Adaptive Systems will reshape how they evaluate, plan, and manage every future project they lead. This book captures the simplicity on the other side of project complexity as well as any I’ve read."- Michael Clingan - Principal, The Claymore Group"This is a comprehensive, easily accessible text on the principles to employ to drive complex projects forward. I agree that that breakthrough performance comes from a different way of thinking about the problems in projects. If you want more of your projects completed in less time, these practical approaches will get you there." - Mark Woepel, President, Pinnacle Strategies, author of Visual Project Management: Simplifying Project Execution to Deliver On Time and On Budget"As a practitioner of applying adaptive systems theory to the improvement of business performance for the past 30 years, it has been my pleasure to work with Jonathan; a leader with intuitive insights into the engineering of emergent behavior within learning organizations. It is no longer sufficient to design business operations for performance. The pace of change increases steadily and change is the only constant. Organizations must be designed to evolve. Adaptivity occupies the sweet spot between stasis and chaos and successful companies must learn to surf within this dynamic zone. I am happy to have found such a capable ally in the mission to optimize performance from this holistic perspective". - Scott Perry, Principal Consultant, Eweye Designs"I’m an avid follower of Jonathan’s thoughts and body of work. Jonathan’s book Igniting the Phoenix: A New Vision for IT and interviews captured exactly what is now transpiring in terms of business transformation. I have quoted Jonathan on many, many occasions; his insights into understanding emerging key business issues both from the IT perspective and the line- of-business have been truly visionary." Rod Smith, VP Internet Emerging Technology, IBM"Jon is a wonderfully talented, exceptionally creative, and forward- thinking luminary that would be an asset to any technology team looking to add significant value to their organization and leap- frog their thinking. Jon has proven time and again that he can think things through, not only at a practical level, but also at a level of fore- thought that few venture." Ron Schmelzer, Principal Analyst, Cognilytica"Jonathan has a deep understanding of leading edge application development environments and a very practical sense of how best to apply technology for business gain. He is a visionary who has survived the technology wars with valuable experience and insight." David Shimberg, Strategic Advisor, iDeliver Technologies LLCTable of ContentsPreface. Acknowledgements. About the Author. Overview. Introduction. Part 1: Understanding Complexity. 1.The Current Paradigm. 2.The Paradigm Shifts. 3.Complex Adaptive Systems (CAS) Theory. 4.A Sense-making Framework for Project Management. 5.The DNA of Projects. Part 2: Project Management as a Complex Adaptive System. 6.Design.7.Estimates. 8.Scheduling. 9.Execution. 10.Resources. 11.Monitoring. 12.Optimization. 13.Implementation. 14.Benefits. Conclusion. Bibliography. Index.

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Book SynopsisAs featured on CNN, Forbes and Inc BookAuthority identifies and rates the best books in the world, based on recommendations by the world''s most successful business leaders and experts. Winning the spot of #19 out of 26 on the 2020 Bookauthority Best New Industrial Management Books of All Time. Winning the spot of #3 out of 8 on the 2021 Bookauthority Best New Industrial Management Books to Read in 2021. Winning the spot of #5 out of 11 on the 2021 Bookauthority Best New Product Design Books to Read in 2021. 2020 Taylor & Francis Award Winner for Outstanding Professional Book!Product Lifecycle Management (PLM): A Digital Journey Using Industrial Internet of Things (IIot) provides a summary of the essential topics of Product Lifecycle Management (PLM) and the Industrial Internet of Things (IIoT) in the era of IndustTable of Contents1. PLM Components. 2. PLM Ecosystem. 3. Evolution of IIoT. 4. Smart Product Development. 5. Convergence of PLM with IIoT. 6. Industry 4.0 Technologies That Enhance PLM. 7. PLM Using IIoT Use Case. Index.

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Book SynopsisEven leading organizations with sophisticated IT infrastructures and teams of lawyers can find themselves unprepared to deal with the range of issues that can arise in IT contracting. Written by two seasoned attorneys, A Guide to IT Contracting: Checklists, Tools, and Techniques distills the most critical business and legal lessons learned through the authors' decades of experience drafting and negotiating IT-related agreements.In a single volume, readers can quickly access information on virtually every type of technology agreement. Structured to focus on a particular type of IT agreement, each chapter includes a checklist of essential terms, a brief summary of what the agreement is intended to do, and a complete review of the legal and business issues that are addressed in that particular agreement. Providing non-legal professionals with the tools to address IT contracting issues, the book: Contains checklists to help readers organize key conceTable 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

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Book SynopsisThis pioneering text provides a holistic approach to decision making in transportation project development and programming, which can help transportation professionals to optimize their investment choices.Trade Review"Sinha and Labi compile a vast reservoir of knowledge and technique that transportation decision makers might use to identify and evaluate these diverse impacts as part of the decision making process." (Journal of the American Planning Association, February 2009) ""I am not aware of any other book covering such a huge variety of practically relevant and qualitive models." (Zentralblatt MATH, 2008) "The book does justice to the richness of the broader topic of decision making, covering the specific areas you would expect and more. Overall, the book is an excellent resource…the book is well-written and organized." (Journal of Transportation Engineering; 12/07)Table of ContentsPreface Chapter 1 Introductory Concepts in Transportation Decision Making 1 Introduction 1 1.1 Overall Transportation Program Development 1 1.1.1 Network-Level Planning 1 1.1.2 Project Development 2 1.1.3 Programming 2 1.1.4 Budgeting 2 1.1.5 Financial Planning 2 1.2 The Process of Transportation Project Development 2 1.2.1 PDP Steps 3 1.2.2 Federal Legislation That Affects Transportation Decision Making 5 1.3 Impacts of Transportation System Stimuli 6 1.3.1 Types of Transportation Stimuli 6 1.3.2 Impact Categories and Types 7 1.3.3 Dimensions of the Evaluation 9 1.4 Other Ways of Categorizing Transportation System Impacts 11 1.5 Role of Evaluation in PDP and Basic Elements of Evaluation 12 1.5.1 Role of Evaluation in PDP 12 1.5.2 Reasons for Evaluation 12 1.5.3 Measures of a Project’s Worth 12 1.6 Procedure for Transportation System Evaluation 13 1.6.1 Good Practices in Evaluation 18 Summary 18 Exercises 19 References 19 Chapter 2 Performance Measures in Transportation Evaluation 21 Introduction 21 2.1 Transportation System Goals, Objectives, and Performance Measures 21 2.2 Performance Measures at the Network and Project Levels 22 2.3 Properties of a Good Performance Measure 24 2.4 Dimensions of Performance Measures 25 2.5 Performance Measures Associated with Each Dimension 25 2.5.1 Overall Goals 25 2.5.2 System Objectives 26 2.5.3 Sector Concerns and Interests 29 2.5.4 Flow Entity (Passenger and Freight) 29 2.5.5 Type of Transportation Mode 29 2.5.6 Number of Transportation Modes Involved 30 2.5.7 Entity or Stakeholder Affected 32 2.5.8 Spatial Scope 33 2.5.9 Level of Agency Responsibility 33 2.5.10 Time Frame and Level of Refinement 33 2.6 Linking Agency Goals to Performance Measures: State of Practice 33 2.7 Benefits of Using Performance Measures 33 Summary 34 Exercises 34 References 35 Chapter 3 Estimating Transportation Demand 37 Introduction 37 3.1 Transportation Demand 37 3.1.1 Basic Concepts in Transportation Demand Estimation 37 3.1.2 Causes of Shifts in the Transportation Demand Curve 39 3.1.3 Categorization of Demand Estimation Models 39 3.1.4 Aggregate Methods for Project-Level Transportation Demand Estimation 39 3.2 Transportation Supply 48 3.2.1 Concept of Transportation Supply 48 3.2.2 Causes of Shifts in the Transportation Supply Curve 49 3.3 Equilibration and Dynamics of Transportation Demand and Supply 49 3.3.1 Demand–Supply Equilibration 49 3.3.2 Simultaneous Equation Bias in Demand–Supply Equilibration 49 3.3.3 Dynamics of Transportation Demand and Supply 50 3.4 Elasticities of Travel Demand 50 3.4.1 Classification of Elasticities by the Method of Computation 51 3.4.2 Classification of Elasticities by the Attribute Type 52 3.4.3 Classification of Elasticities by the Relative Direction of Response: Direct and Cross-Elasticities 52 3.4.4 Examples of Elasticity Values Used in Practice 53 3.4.5 Application of the Elasticity Concept: Demand Estimation 56 3.4.6 Consumer Surplus and Latent Demand 57 3.5 Emerging Issues in Transportation Demand Estimation 58 Summary 59 Exercises 59 References 61 Additional Resources 63 Chapter 4 Transportation Costs 65 Introduction 65 4.1 Classification of Transportation Costs 65 4.1.1 Classification by the Incurring Party 65 4.1.2 Classification by the Nature of Cost Variation with Output 65 4.1.3 Classification by the Expression of Unit Cost 66 4.1.4 Classification by Position in the Facility Life Cycle 69 4.1.5 Other Classifications of Transportation Costs 69 4.2 Transportation Agency Costs 69 4.2.1 Agency Costs over the Facility Life Cycle 70 4.2.2 Techniques for Estimating Agency Costs 70 4.2.3 Risk as an Element of Agency Cost 72 4.3 Transportation User Costs 72 4.3.1 User Cost Categories 72 4.3.2 Impacts of Demand Elasticity, Induced Demand, and Other Exogenous Changes on User Costs 73 4.4 General Structure and Behavior of Cost Functions 74 4.4.1 Components of a Transportation Cost Function 74 4.4.2 Economies and Diseconomies of Scale 75 4.5 Historical Cost Values and Models for Highway Transportation Systems 76 4.5.1 Highway Agency Cost Models 76 4.5.2 Transit Cost Values and Models 76 4.5.3 Relationships between Transit Operating Costs, System Size, Labor Requirements, and Technology 89 4.5.4 Air Transportation Costs 89 4.6 Issues in Transportation Cost Estimation 90 4.6.1 Aggregated Estimates for Planning vs. Detailed Engineering Estimates for Projects 90 4.6.2 Adjustments for Temporal and Spatial Variations (How to Update Costs) 90 4.6.3 Adjustments for Economies of Scale 91 4.6.4 Problem of Cost Overruns 92 4.6.5 Relative Weight of Agency and User Cost Unit Values 93 Summary 93 Exercises 94 References 94 Chapter 5 Travel-time Impacts 97 Introduction 97 5.1 Categorization of Travel Time 97 5.1.1 Trip Phase 97 5.1.2 Other Bases for Travel-Time Categorization 98 5.2 Procedure for Assessing Travel-Time Impacts 98 5.3 Issues Relating to Travel-Time Value Estimation 104 5.3.1 Conceptual Basis of Time Valuation 104 5.3.2 Factors Affecting the Travel-Time Value 104 5.3.3 Methods for Valuation of Travel Time 107 5.4 Concluding Remarks 115 Summary 115 Exercises 116 References 117 Additional Resources 118 Appendix A5.1: Estimation of Roadway Capacity Using the HCM Method (TRB, 2000) 118 Appendix A5.2: Estimation of Roadway Operating Speeds Using the HCM Method (TRB, 2000) 120 Appendix A5.3: Travel Times Used in World Bank Projects 123 Chapter 6 Evaluation of Safety Impacts 127 Introduction 127 6.1 Basic Definitions and Factors of Transportation Safety 128 6.1.1 Definition of a Crash 128 6.1.2 Transportation Crashes Classified by Severity 128 6.1.3 Categories of Factors Affecting Transportation Crashes 128 6.2 Procedure for Safety Impact Evaluation 131 6.3 Methods for Estimating Crash Reduction Factors 141 6.3.1 Before-and-After Studies 141 6.3.2 Cross-Sectional Studies 142 6.3.3 Comparison of the Before-and-After and Cross-Sectional Methods 143 6.3.4 Elasticity of Crash Frequency 143 6.4 Safety-Related Legislation 144 6.5 Software Packages for Safety Impact Evaluation of Transportation Investments 144 6.5.1 Interactive Highway Safety Design Model 144 6.5.2 Indiana’s Safety Management System 144 6.6 Considerations in Safety Impact Evaluation 144 Summary 145 Exercises 146 References 147 Additional Resources 148 Appendix A6: Crash Reduction and Accident Modification Factors 149 Chapter 7 Vehicle Operating Cost Impacts 157 Introduction 157 7.1 Components of Vehicle Operating Cost 157 7.1.1 Fuel 157 7.1.2 Shipping Inventory 157 7.1.3 Lubricating Oils for Mechanical Working of the Drivetrain 158 7.1.4 Preservation of the Vehicle–Guideway Contact Surface 158 7.1.5 Vehicle Repair and Maintenance 158 7.1.6 Depreciation 158 7.1.7 VOC Data Sources and Average National VOC Rates 158 7.2 Factors that Affect Vehicle Operating Cost 159 7.2.1 Vehicle Type 159 7.2.2 Fuel Type 160 7.2.3 Longitudinal Grade 161 7.2.4 Vehicle Speed 161 7.2.5 Delay 164 7.2.6 Speed Changes 166 7.2.7 Horizontal Curvature 166 7.2.8 Road Surface Condition 167 7.2.9 Other VOC Factors 169 7.3 Procedure for Assessing VOC Impacts 169 7.3.1 Steps for Assessing the Impacts 169 7.3.2 Implementation of Steps 4 to 6 Using the HERS Method 172 7.4 Special Case of VOC Estimation: Work Zones 176 7.5 Selected Software Packages that Include A VOC Estimation Component 176 7.5.1 AASHTO Method 176 7.5.2 HERS Package: National and State Versions 176 7.5.3 HDM-4 Road User Effects 176 7.5.4 Surface Transportation Efficiency Analysis Model 177 7.5.5 Other Models That Include a VOC Estimation Component 177 7.6 Comparison of VOC Estimation Methods and Software 177 7.6.1 Levels of Detail 177 7.6.2 Data Sources 177 Summary 178 Exercises 178 References 179 Additional Resources 180 Appendix A7.1: FHWA (2002) HERS Models for VOC Computation 180 Appendix A7.2: VOC Component Unit Costs 194 Appendix A7.3: Pavement Condition Adjustment Factors 194 Chapter 8 Economic Efficiency Impacts 197 Introduction 197 8.1 Interest Equations and Equivalencies 197 8.1.1 Cash Flow Illustrations 197 8.1.2 The Concept of Interest 197 8.1.3 Types of Compounding and Interest Rates 198 8.1.4 Interest Equations and Key Variables 199 8.1.5 Special Cases of Interest Equations 202 8.2 Criteria for Economic Efficiency Impact Evaluation 204 8.2.1 Present Worth of Costs 204 8.2.2 Equivalent Uniform Annual Cost 204 8.2.3 Equivalent Uniform Annual Return 204 8.2.4 Net Present Value 205 8.2.5 Internal Rate of Return 205 8.2.6 Benefit–Cost Ratio 205 8.2.7 Evaluation Methods Using Incremental Attributes 206 8.2.8 General Discussion of Economic Efficiency Criteria 207 8.3 Procedure for Economic Efficiency Analysis 207 8.4 Software Packages for Economic Efficiency Analysis 209 8.4.1 Surface Transportation Efficiency Analysis Model 209 8.4.2 MicroBenCost Model 209 8.4.3 Highway Development and Management Standards Model 210 8.4.4 Highway Economic Requirements system 210 8.4.5 California DOT’S Cal-B/C System 210 8.5 Life-Cycle Cost Analysis 210 8.6 Case Study: Economic Efficiency Impact Evaluation 210 8.7 Final Comments on Economic Efficiency Analysis 212 Summary 213 Exercises 213 References 215 Additional Resources 216 Appendix A8 216 Chapter 9 Economic Development Impacts 229 Introduction 229 9.1 Economic Development Impact Types 229 9.1.1 Economic Development Impact Types 229 9.1.2 Economic Development Impact Mechanisms 230 9.1.3 Selection of Appropriate Measures of Economic Impact 230 9.2 Tools for Economic Development Impact Assessment 231 9.2.1 Surveys and Interviews 232 9.2.2 Market Studies 235 9.2.3 Comparative Analysis Tools: Case Studies 235 9.2.4 Economic Multiplier/Input–Output Models 237 9.2.5 Statistical Analysis Tools 239 9.2.6 Economic Simulation Models 240 9.3 Estimation of Long-term Regional Economic Development Impacts 241 9.4 Case Study: Economic Development Impact Assessment 244 Summary 246 Exercises 246 References 247 Additional Resources 249 Chapter 10 Air Quality Impacts 251 Introduction 251 10.1 Air Pollution Sources and Trends 251 10.1.1 Pollutant Types, Sources, and Trends 251 10.1.2 Categories of Air Pollution 254 10.2 Estimating Pollutant Emissions 254 10.2.1 Some Definitions 254 10.2.2 Factors Affecting Pollutant Emissions from Motor Vehicles 254 10.2.3 Approaches for Estimating Pollutant Emissions from Highways 256 10.2.4 Procedure for Estimating Highway Pollutant Emissions 258 10.2.5 Software for Estimating Pollutant Emissions 261 10.3 Estimating Pollutant Concentration 265 10.3.1 Factors Affecting Pollutant Dispersion 265 10.3.2 Pollutant Dispersion Models 266 10.3.3 Software for Estimating Pollutant Dispersion and Concentrations 270 10.4 Air Pollution from Other Modes 271 10.4.1 Air Transportation 271 10.4.2 Rail Transportation 273 10.4.3 Marine Transportation 273 10.4.4 Transit (Various Modes) 273 10.5 Monetary Costs of Air Pollution 274 10.5.1 Methods of Air Pollution Cost Estimation 274 10.5.2 Air Pollution Cost Values 275 10.6 Air Quality Standards 276 10.7 Mitigating Air Pollution from Transportation Sources 276 10.8 Air Quality Legislation and Regulations 277 10.8.1 National Legislation 277 10.8.2 Global Agreements 278 Summary 278 Exercises 278 References 279 Additional Resources 280 Appendix A10.1: Using MOBILE6 to Estimate Emissions 280 Appendix A10.2: Values of the Gaussian Distribution Function 284 Chapter 11 Noise Impacts 287 Introduction 287 11.1 Fundamental Concepts of Sound 287 11.1.1 General Characteristics 287 11.1.2 Addition of Sound Pressure Levels from Multiple Sources 288 11.2 Sources of Transportation Noise 290 11.3 Factors Affecting Transportation Noise Propagation 290 11.3.1 Nature of Source, Distance, and Ground Effects 291 11.3.2 Effect of Noise Barriers 292 11.4 Procedure for Estimating Noise Impacts for Highways 292 11.5 Application of the Procedure using the FHWA Model Equations 293 11.5.1 Reference Energy Mean Emission Level 295 11.5.2 Traffic Flow Adjustment 295 11.5.3 Distance Adjustment 295 11.5.4 Adjustment for Finite-Length Roadways 295 11.5.5 Shielding Adjustment 296 11.5.6 Combining Noises from Various Vehicle Classes 299 11.6 Application of the Procedure Using the Traffic Noise Model (TNM) Software Package 300 11.6.1 The Traffic Noise Model 300 11.7 Estimating Noise Impacts for Other Modes 301 11.7.1 Transit Noise and Vibration 301 11.7.2 Air Transportation 301 11.7.3 Rail Transportation 301 11.7.4 Marine Noise 303 11.7.5 General Guidelines for Noise Impact Evaluation of New Transportation Improvements 303 11.8 Mitigation of Transportation Noise 304 11.8.1 Noise Barrier Cost Estimates 305 11.9 Legislation and Regulations Related to Transportation Noise 306 Summary 308 Exercises 308 References 309 Additional Resources 310 Appendix A11: Noise Attenuation Charts by Barriers Defined by N 0 , φ L ,andφ R 310 Chapter 12 Impacts on Wetlands and other Ecosystems 313 Introduction 313 12.1 Basic Ecological Concepts 313 12.1.1 Concept of Ecosystems 313 12.1.2 Physical Base 314 12.1.3 Wetland Ecosystems 314 12.2 Mechanisms of Ecological Impacts 315 12.2.1 Direct vs. Indirect Mechanisms 315 12.2.2 Impact Mechanism by Species Type 315 12.3 Ecological Impacts of Activities at Various PDP Phases 315 12.3.1 Locational Planning and Preliminary Field Surveys 316 12.3.2 Transportation System Design 319 12.3.3 Construction 319 12.3.4 Operations 319 12.3.5 Maintenance 320 12.4 Performance Goals for Ecological Impact Assessments 320 12.4.1 Diversity of the Physical Base of the Ecosystem 320 12.4.2 State of Habitat Fragmentation 320 12.4.3 Significant Species and Habitats 321 12.4.4 Diversity of Species 321 12.4.5 Ecosystem Stability 321 12.4.6 Ecosystem Quality or Productivity 322 12.5 Procedure for Ecological Impact Assessment 322 12.6 Key Legislation 329 12.6.1 Endangered Species Act of 1973 329 12.6.2 Laws Related to Wetlands and Other Habitats 329 12.7 Mitigation of Ecological Impacts 329 12.7.1 Mitigation at Various Phases of the Project Development Process 331 12.8 Methods and Software Packages for Ecological Impact Assessment 332 12.8.1 Wetland Functional Analysis 332 12.8.2 Hydrogeomorphic Classification Method 333 12.8.3 Habitat Evaluation Procedures Software 334 Summary 334 Exercises 334 References 335 Additional Resources 336 Chapter 13 Impacts on Water Resources 337 Introduction 337 13.1 Categories of Hydrological Impacts 337 13.1.1 Source of Impacts 337 13.1.2 Impact Types 338 13.1.3 Water Source Affected 338 13.1.4 Transportation Mode and Activity 338 13.2 Hydrological Impacts by Transportation Mode 338 13.2.1 Highway Impacts 338 13.2.2 Railway Impacts 339 13.2.3 Air Transportation Impacts 339 13.2.4 Marine Transportation Impacts 341 13.3 Performance Measures for Hydrological Impact Assessment 341 13.3.1 Measures Related to Water Quantity and Flow Patterns 342 13.3.2 Measures Related to Water Quality 342 13.4 Procedure for Water Quality Impact Assessment 343 13.5 Methods for Predicting Impacts on Water Resources 345 13.5.1 Impacts on Water Quantity 345 13.5.2 Impacts on Water Quality 348 13.6 Mitigation of Water Resource Impacts 353 13.6.1 Mitigation Measures by Impact Criterion 353 13.6.2 Mitigation Measures by Nature of Water Source 353 13.6.3 Mitigation Measures by PDP Phase 354 13.6.4 Discussion of Mitigation 354 13.7 Water Quality Standards 354 13.8 Legislation Related to Water Resource Conservation 354 13.9 Software for Water Resources Impact Assessment 355 Summary 355 Exercises 356 References 357 Additional Resources 358 Chapter 14 Visual Impacts 359 Introduction 359 14.1 Principles of Visual Performance 359 14.1.1 General Principles 359 14.1.2 Performance Measures for Visual Performance Assessment 360 14.2 Factors Affecting Visual Performance and Impact Mechanisms 361 14.2.1 Factors 361 14.2.2 Impact Mechanisms 363 14.3 Procedure for Visual Impact Assessment 363 14.4 Legislation Related to Visual Impact 371 14.5 Mitigation of Poor Visual Performance of Existing Facilities 371 14.6 Visual Performance Enhancement: State of Practice 372 14.6.1 Context-Sensitive Design Practices 373 14.6.2 Policies and Guidelines for Visual Performance Preservation and Enhancement 373 14.6.3 Cost of Visual Performance Enhancements 375 Summary 375 Exercises 376 References 376 Additional Resources 377 Chapter 15 Impacts on Energy Use 379 Introduction 379 15.1 Factors that Affect Transportation Energy Consumption 381 15.1.1 Fuel Prices and Taxes 381 15.1.2 Fuel Economy Regulation 381 15.1.3 Vehicle Sales by Class 381 15.1.4 Vehicle Technology 381 15.1.5 Road Geometry 381 15.1.6 Transportation Intervention 382 15.1.7 Other Factors 383 15.2 Energy Intensity 383 15.3 Framework for Energy Impact Analysis 383 15.3.1 Direct Consumption 384 15.3.2 Indirect Consumption 384 15.4 Procedures for Estimating Energy Consumption 386 15.4.1 Macroscopic Assessment: Approach A 386 15.4.2 Project Screening Level Model: Approach B 388 15.4.3 Microscopic Simulation: Approach c 393 15.5 The National Energy Modeling System 397 15.6 Approaches to Energy Consumption Estimation–a Comparison 399 15.7 Energy and Transportation: What the Future Holds 399 Summary 400 Exercises 400 References 401 Additional Resources 401 Chapter 16 Land-use Impacts 403 Introduction 403 16.1 The Transportation–Land-Use Relationship 404 16.1.1 Land-Use Impacts on Transportation 404 16.1.2 Transportation Impacts on Land Use 406 16.1.3 Land-Use Impacts in terms of Monetary Costs 406 16.2 Tools for Analyzing Land-Use Changes 407 16.2.1 Qualitative Tools 408 16.2.2 Quantitative Tools 409 16.3 Procedure for Land-Use Impact Assessment 413 16.4 Case Studies: Land-Use Impact Assessment 419 16.4.1 Evansville-Indianapolis I-69 Highway Project 419 16.4.2 Light-Rail Transit Project 420 Summary 422 Exercises 422 References 423 Chapter 17 Social and Cultural Impacts 427 Introduction 427 17.1 Mechanisms of Transportation Impacts on the Social and Cultural Environments 428 17.1.1 Direct Impacts 428 17.1.2 Indirect Impacts 428 17.1.3 Cumulative Impacts 429 17.2 Target Facilities and Groups, and Performance Measures 429 17.2.1 Target Facilities and Groups 429 17.2.2 Performance Measures 429 17.2.3 The Issue of Poverty Alleviation in Developing Countries 431 17.3 Equity and Environmental Justice Concerns 431 17.3.1 An Example of the Distribution of Project Costs and Benefits 434 17.4 Procedure for Social and Cultural Impact Assessment 435 17.5 Tools for Sociocultural Impact Assessment 439 17.5.1 Qualitative Tools 439 17.5.2 Quantitative Tools 441 17.6 Mitigation of Adverse Sociocultural Impacts 442 17.6.1 Sociocultural Impact Mitigation: State of Practice 442 17.7 Legislation Related to Sociocultural Impacts 443 Summary 444 Exercises 445 References 446 Additional Resources 447 Chapter 18 Evaluation of Transportation Projects and Programs Using Multiple Criteria 449 Introduction 449 18.1 Establishing Weights of Performance Criteria 449 18.1.1 Equal Weighting 449 18.1.2 Direct Weighting 450 18.1.3 Regression-Based Observer-Derived Weighting 450 18.1.4 Delphi Technique 451 18.1.5 Gamble Method 452 18.1.6 Pairwise Comparison of the Performance Criteria 453 18.1.7 Value Swinging Method 455 18.2 Scaling of Performance Criteria 456 18.2.1 Scaling Where Decision Making Is under Certainty 456 18.2.2 Scaling Where Decision Making Is under Risk 458 18.3 Combination of Performance Criteria 462 18.3.1 Combined Mathematical Functions of Value, Utility, or Cost-Effectiveness 462 18.3.2 Ranking and Rating Method 464 18.3.3 Maxmin Approach 465 18.3.4 Impact Index Method 466 18.3.5 Pairwise Comparison of Transportation Alternatives Using Ahp 467 18.3.6 Mathematical Programming 469 18.3.7 Pairwise Comparison of Alternatives Using the Outranking Method 472 18.4 Case Study: Evaluating Alternative Projects for a Transportation Corridor Using Multiple Criteria 473 18.5 General Considerations of Risk and Uncertainty in Evaluation 475 18.5.1 The Case of Certainty: Using Sensitivity Analysis 475 18.5.2 The Case of Objective Risk: Using Probability Distributions and Simulation 476 18.5.3 The Case of Uncertainty 477 Summary 479 Exercises 479 References 481 Additional Resources 481 Chapter 19 Use of Geographical and other Information Systems 483 Introduction 483 19.1 Hardware for Information Management 483 19.2 Software and Other Tools for Information Management 483 19.2.1 Non-GIS Relational Database Management Systems 483 19.2.2 Geographical Information Systems 484 19.2.3 Internet GIS 486 19.2.4 Video Log Information Management Systems 487 19.3 GIS Applications in Transportation Systems Evaluation 487 19.3.1 Query, Display, and Visualization of Initial Data 488 19.3.2 Buffer Analysis 488 19.3.3 Overlay Analysis 489 19.3.4 Analysis of Transportation Operations 489 19.3.5 Public Input in Transportation System Evaluation 489 19.3.6 Multicriteria Decision Making 490 19.4 Existing Databases and Information Systems 490 19.4.1 Information Systems and Data Items Available by Transportation Mode 490 19.4.2 General Databases Useful for Transportation Systems Evaluation 494 19.5 GIS-Based Software Packages for Information Management 495 Summary 495 Exercises 496 References 496 Chapter 20 Transportation Programming 497 Introduction 497 20.1 Roles of Programming 497 20.1.1 Optimal Investment Decisions 498 20.1.2 Trade-off Considerations 498 20.1.3 Linkage to Budgeting 498 20.1.4 Efficiency in Program and Project Delivery 498 20.1.5 Monitoring and Feedback 498 20.2 Procedure for Programming Transportation Projects 499 20.3 Programming Tools 504 20.3.1 Priority Setting 504 20.3.2 Heuristic Optimization 506 20.3.3 Mathematical Programming 506 20.4 Case Studies: Transportation Programming 512 20.4.1 Programming Process at a State Transportation Agency 513 20.4.2 Programming Process at a Metropolitan Area Level 515 20.5 Keys to Successful Programming and Implementation 518 20.5.1 Link between Planning and Programming 518 20.5.2 Uncertainties Affecting Transportation Programming 519 20.5.3 Intergovernmental Relationships 519 20.5.4 Equity Issues in Programming 519 Summary 520 Exercises 520 References 522 Additional Resources 523 General Appendix 1: Cost Indices 525 General Appendix 2: Performance Measures 527 Index 537

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Book Synopsis

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Book SynopsisConstruction Company Management will give readers a detailed understanding of the critical aspects of managing a successful construction company in a dynamic and complex construction business environment characterised by intense competition, supply chain disruptions, and rapid changes in technology, regulations, client preferences, and market conditions.The book will introduce readers to different dimensions of construction company management. The topics covered reflect current business practices in the construction industry, including company strategy and business models, stakeholder management, contract management, resource management, risk management, knowledge management, company finance, digital innovation, organisational resilience, and the regulatory environment. The book also includes much-needed discussions on ethics, integrity and professional standards, and diversity, equity, and inclusion in construction companies. It explores the opportunities and challeng

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Book SynopsisSolid requirements engineering has increasingly been recognized as the key to improved, on-time, and on-budget delivery of software and systems projects. New software tools are emerging that are empowering practicing engineers to improve their requirements engineering habits. However, these tools are not usually easy to use without significant training. Requirements Engineering for Software and Systems, Fourth Edition is intended to provide a comprehensive treatment of the theoretical and practical aspects of discovering, analyzing, modeling, validating, testing, and writing requirements for systems of all kinds, with an intentional focus on software-intensive systems. It brings into play a variety of formal methods, social models, and modern requirements writing techniques to be useful to practicing engineers. The book is intended for professional software engineers, systems engineers, and senior and graduate students of software or systems engineering.Since the first edition, there have been made many changes and improvements to this textbook. Feedback from instructors, students, and corporate users was used to correct, expand, and improve the materials. The fourth edition features two newly added chapters: On Non-Functional Requirements and Requirements Engineering: Road Map to the Future. The latter provides a discussion on the relationship between requirements engineering and such emerging and disruptive technologies as Internet of Things, Cloud Computing, Blockchain, Artificial Intelligence, and Affective Computing.All chapters of the book were significantly expanded with new materials that keep the book relevant to current industrial practices. Readers will find expanded discussions on new elicitation techniques, agile approaches (e.g., Kanpan, SAFe, and DEVOps), requirements tools, requirements representation, risk management approaches, and functional size measurement methods. The fourth edition also has significant additions of vignettes, exercises, and references. Another new feature is scannable QR codes linked to sites containing updates, tools, videos, and discussion forums to keep readers current with the dynamic field of requirements engineering. Table of ContentsPreface. Acknowledgments. Authors. 1 Introduction to Requirements Engineering. 2 Preparing for Requirements Elicitation. 3 Requirements Elicitation. 4 Writing the Requirements Document. 5 On Nonfunctional Requirements. 6 Requirements Validations and Verifications. 7 Formal Methods. 8 Requirements Specification and Agile Methodologies. 9 Tool Support for Requirements Engineering. 10 Requirements Management. 11 Value Engineering of Requirements. 12 Requirements Engineering: A Road Map to the Future. Appendix A: Software Requirements Specification for a Smart Home. Appendix B: Software Requirements for a Wastewater Pumping Station Wet-Well Control System. Appendix C: Unified Modeling Language (UML). Appendix D: User Stories. Appendix E: Use Cases. Appendix F: IBM DOORS Requirements Management Tool. Glossary. Index.

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Book SynopsisExperiment Design for Civil Engineering provides guidance to students and practicing civil engineers on how to design a civil engineering experiment that will produce useful and unassailable results. It includes a long list of complete experiment designs that students can perform in the laboratory at most universities and that many consulting engineers can do in corporate laboratories. These experiments also provide a way to evaluate a new design against an existing experiment to determine what information is most appropriate in each section and how to format the data for the most effective outcome. Interpretation of output data is discussed, along with uncertainty, as well as optimal presentation of the data to others.The content of the first 8 chapters is similar in format to authors'' recent title, Experiment Design for Environmental Engineering: Methods and Examples (CRC Press, 2022) and has been revised for civil engineers. This textbook:Table of Contents1. Introduction. 2. How to Design an Engineering Experiment. 3. Sampling Source Media. 4. Expected Outcomes and Interpretation of Data. 5. Model Design Methodology. 6. Laboratory Report. 7. Effective Presentation of the Data to Others. 8. Designing Research Experiment Projects. 9. Material and Structural Analysis Experiments. 10. Concrete Testing Experiments. 11. Soil Testing Experiments. 12. Environmental Assessment Experiments. 13. Fluid Mechanics and Hydraulics Experiments.

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Book SynopsisEli Goldratt is known by millions of readers worldwide as a scientist, educator and business guru. His Theory of Constraints (TOC) is taught at business schools and MBA programs around the globe. Government agencies and businesses, large and small, have adopted his methodologies. TOC has been successfully applied in almost every area of human endeavor, from industry to healthcare to education. And while Eli Goldratt is indeed a scientist, an educator and a business leader, he is first and foremost a philosopher; some say a genius. He is a thinker who provokes others to do the same.In The Choice, Goldratt once again presents his thought-provoking approach, this time through a conversation with his daughter, Efrat, as they discuss his fundamental system of beliefs. Through examples and discussions, Eli Goldratt helps us understand, holistically, how the interrelation of emotions, intuition and logic influences our ability to think clearly and problem solve when making peTable of Contents1. What Choice Do We Have? 2. Uncommon Sense 3. Why is Common Sense Not Common Practice? 4. Inherent Simplicity 5. Contradictions and Conflicts 6. Putting the Belief to Work 7. Harmony 8. Never Say "I Know" 9. Win-Win 10. Never Say "I Know" (CONTINUED) 11. How Many Opportunities Are There? 12. Short Shelf Life Products 13. The Sky is Not the Limit 14. Thinking Clearly and Tautologies 15. Comfort Zones 16. People Are Good 17. Comfort Zones (CONTINUED) 18. Emotion, Intuition and Logic

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Book SynopsisWith a focus on project managers (PMs) in the construction industry, this book addresses the impact of smart technology applications on project management and examines how technologically competent PMs can be developed for successfully managing and delivering projects with smart technologies.The book assesses the changes to the knowledge and skillsets required to manage projects with smart technologies; develops a Technological Competency Framework to improve PM competency when managing projects with smart technologies; and develops a Knowledge-Based Technological Competency Analytics and Innovations System to assess and improve the technological competency of PMs and provide recommendations to improve their competency.Managing Projects with Smart Technologies is ideal for PMs and academics in the areas of construction project management, engineering, architecture, and infrastructure and anyone involved in the technical training of professionals in these areas

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