Economic upheavals have sharpened the need to effectively manage transformation and innovation. Project management remains critical but is no longer sufficient; project portfolio management is now widely embraced as a strategy for aligning resources with strategic direction.
This edition retains its original focus on excellence in project management, and has increased its treatment of enterprise project management. Parts 1 through 4 have been refreshed to stay current, with additional examples of project management in action. The most substantial updates to this edition appear in Part 5. Chapter 16 brings the pre-project analysis into focus. The work done before a project is approved is arguably the most important work of the project, as it establishes the need and purpose for the project. Chapter 17 examines the plight of information technology (IT) projects, describing the factors that routinely contribute to disappointment and the available remedies, including agile software development. Chapter 18 updates the explanation of project portfolio management to bring it up to date with current practices.
More than ever, organizations are in need of leaders who can synthesize facts and assumptions to set a direction. Many government, for-profit, and nonprofit organizations have less predictability about their future than at any time in the past 50 years. Project management continues to be a discipline for navigating through turbulent circumstances.
The basics of project management ...