Project Management Institute imprint: 135 books

Emotional Intelligence and Projects investigates how emotional intelligence correlates with being successful at working in projects. It also explores how training in emotional intelligence can improve project professionals' abilities and relevant project management competences. The book explores ways...

Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action...

Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action...

Global projects bring many advantages and challenges. Cultural Imperatives in Perceptions of Project Success and Failure is one of the few, if not the first, reports of research that examines the interaction of culture and views of project success in a comprehensive way. In this highly complex issue,...

Today there is a gap between organizational strategy and day-to-day management activities. To capitalize on new opportunities, or "getting ahead" rather than just "staying in business," most workplaces need a radical transformation. This transformation can begin with how organizations...

Healthy conflict will make a project more likely to succeed. No conflict robs a project of opportunities to find optimal solutions. Unhealthy conflict corrodes team productivity, morale and integrity, which in turn threatens timelines and reduces profitability. In fact, depending on the scale of the...

Governance Frameworks for Public Project Development and Estimation includes a thorough investigation into theoretical perspectives and theories, mainly from economy and social sciences. Thirty-two aspects of theory are assessed, and it is indicated whether each framework design seems to have put...

In today's enterprise, technology isn't about software or hardware. It's about knowledge and competence. And it's the key to creating a sustained competitive advantage for your organization. Dr. Robert McGrath's new book not only redefines technology but reshapes how to approach the age-old challenges...

Creativity and productivity, rapid adaptation to change, value for the customer—these are just some of the advantages of implementing agile practices in project work. However, agile practices have been most widely and successfully undertaken in the context of small, colocated teams working on small...

This is a text for both thinkers and doers—those who study and those who practice project management. Project management does not exist in a one-size-fits-all world. This research examines practices in nine industries: aerospace and defense, automotive, engineering and construction, financial services,...

Gathering decades of research on communications and stakeholder relations, Mario Trentim, PfMP, CBAP, suggests a paradigm shift in the way project managers view their stakeholders. In this newly revised edition, Trentim goes beyond theory to offer real tools and valuable resources focused on presenting...

Large projects, especially in the construction and infrastructure sectors, involve collaborations of many different types, such as built-own-operate, public-private partnership, or competitive dialogue. This monograph details the authors' research on the types of collaborative projects. The research...

In 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...

Programs serve as a crucial link between strategy and the execution of business results and organizations implement them to achieve strategic goals. Although the practice of program management has evolved in lockstep with the project management profession, the root causes of program failure remain....