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\"Economically speaking, the world is flat again. Globalization, projectization, fragmentation of the enterprise - including outsourcing - and real-time collaboration across the planet have enabled companies to reduce costs, leverage a global talent pool, and execute challenging deliverables with a dispersed yet incredibly connected project workforce.\" \"In the Rise of the Project Workforce, Rudolf Melik reveals how the flattening of the world has fundamentally transformed the structure of modern organizations and the nature of the work we do. He explores the disciplines, technology, and tools required to execute projects and initiatives in today's business climate. Surveying the way we work, collaborate, and make business decisions, Melik shows you how you can manage the constant change and how you can leverage that change and new technologies to beat the competition\"--book jacket.

An updated and revised edition of the bestselling guide to managing projects For any professional responsible for coordinating projects among different departments, across executive levels, or with technical complexity, The Fast Forward MBA in Project Management offers comprehensive instruction on how to deliver on time and on budget. Get the step-by-step advice you need to find the right sponsor, clarify objectives, and set realistic schedules and budget projections. This Fourth Edition of the 200,000-copy bestseller now covers critical new topics including: software and IT projects, agile techniques, and project selection. Perfect for beginners or experienced managers needing to bring their systems up to date, The Fast Forward MBA in Project Management allows readers to extract maximum information in minimum time. The most comprehensive introduction to project management, updated to reflect changes in the business environment over the past few years Full of downloadable forms and spreadsheets to help you implement the techniques in the book Offers updated advice on getting the most from Microsoft Project.

Return on Investment (ROI) remains one of the most challenging and intriguing issues facing human resource development and performance improvement professionals. Drawing on their expertise in developing and implementing ROI programs in human performance and training, Jack J. Phillips, Ph.D., Timothy W. Bothell and G. Lynn Snead demonstrate how you can effectively apply ROI to project management. Today, almost every industry requires employees to manage multiple projects with competing priorities, critical deadlines, and unexpected interruptions—rendering everyone a project manager in some respect. Most employees feel the pressure of juggling any number of key projects simultaneously. Organizations have responded by investing large amounts of both time and money to improve project management, and most strive to justify the efforts and resources dedicated to improving this goal. 'The Project Management Scorecard' is a welcome relief for anyone managing a project or multiple projects, as well as the trainers, human resource development staff, or supervisors charged with measuring, evaluating, and managing project managers. Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe. Let three HRD experts show you how to apply the hugely popular ROI process to the key organizational issue of successful project management including: * Project management issues and challenges * Measuring reaction and satisfaction * How to calculate and interpret ROI * Capturing business impact data * Measuring skill and knowledge changes during the project * Monitoring the true costs of the project solution * Converting business measure to monetary values * Forecasting ROI The authors' step-by-step approach allows you to begin the ROI process immediately. Start measuring the success of your project management results today. \"Project Management continues to be a critical function in organizations. Almost any new product, service, system, or technology must be introduced and implemented through a formal project management process. Until now, there has been no book that focuses on how to measure the success of project management solutions. With this new publication, Jack, Tim and Lynne provide the answers to critical questions about project management measurement. Using six types of data, including the actual ROI, this book simplifies the measurement process and provides credible data needed for the senior management team. It should be a valuable reference for every project manager.\" - Dr. Stephen R. Covey, author, 'The 7 Habits of Highly Effective People' \"'The Project Management Scorecard' is a valuable tool to support project success. With these tools we can improve management of the triple constraints and stakeholder needs during the project, and the project's long term business impact.\" - Nancy Foltz, Administrator, Learning and Development Division, Michigan Department of Transportation \"'The Project Management Scorecard' is a book that is long overdue. The authors have provided an easy method of setting up and measuring the success of projects. The methodology provided by the authors is presented in a sequence of events that can and should be applied by everyone that is considering managing a project. They have taken a process that can be very confusing and onerous and have presented it in a simplified manner.\" - Sam Morales, Chief Information Officer, Vice President of IT, Alaska Communications Systems Setting the Stage; Project Management Issues and Challenges; The Project Management Process; Project Management Solutions; The Project Management Scorecard; How to Measure Reaction and Satisfaction; How to Measure Skill and Knowledge Changes During the Project; How to Measure Implementation, Application, and Progress; How to Capture Business Impact Data; How to Calculate and Interpret ROI; Identifying Intangible Measures of a Project Management Solution; Monitoring the True Costs of the Project Solution; How to Isolate the Effects of the Project Management Solutions; How to Convert Business Measures to Monetary Values; Forecasting ROI: How to Build a Business Case for the Project Management Solution; How to Provide Feedback and Communicate Results to the Client; Overcoming Resistance and Barriers to the Project Management Scorecard.

Written by one of the nation's most highly regarded project management mentors, The Complete Project Management Methodology and Toolkit provides a business-relevant project management solution that can be readily applied in any industry by both novice and experienced project managers. Aligned with common business practices, Gerard Hill's method shows how to develop project plans, keep on schedule, manage budgets, maintain areas of responsibility, and evaluate a project's progress from concept to completion. The text also offers insight for customizing the methodology to meet the unique needs of individual organizations.

The bestselling project management text for students andprofessionals—now updated and expanded This Eleventh Edition of the bestselling \"bible\" ofproject management maintains the streamlined approach of the prioreditions and moves the content even closer to PMI's ProjectManagement Body of Knowledge (PMBOK). New content has been added tothis edition on measuring project management ROI, value to theorganization and to customers, and much more. The capstone \"super\"case on the \"Iridium Project\" has been maintained, covering allaspects of project management. Increased use of sidebars throughoutthe book helps further align it with the PMBOK and the ProjectManagement Professional (PMP) Certification Exam. This new edition features significant expansion, including morethan three dozen entirely new sections and updates on processsupporting; types of project closure; project sponsorship; andculture, teamwork, and trust. This comprehensive guide to theprinciples and practices of project management: Offers new sections on added value, business intelligence,project governance, and much moreProvides twenty-five case studies covering a variety ofindustries, almost all of which are real-world situations drawnfrom the author's practiceIncludes 400 discussion questions and more than 125multiple-choice questionsServes as an excellent study guide for the PMP CertificationExam.

The COVID-19 pandemic outbreak deeply impressed supply chains in different aspects. In response to this unexpected situation, supply chain managers have decided to recover and reinforce their supply chains. Considering the expanse of these decisions, project management principle and tools seems inevitable to successfully manage the transformation from before pandemic to post-pandemic supply chains (SCs). In this study, the problem of time–cost tradeoff is extended to time, cost, and risk tradeoff. The risk factor is considered to convey the uncertainty arising from the COVID-19 pandemic situation. Since projects are affected by the level of pandemic expansion and different countries ruled out various quarantine policies (isolation, quarantine, social distancing, and lock-down), the tradeoff problem is influenced accordingly. Therefore, a scenario-based robust optimization model is proposed to deal with time, cost, and risk tradeoff problems to reflect the effects of the global pandemic of COVID-19 on managing projects in supply chains. In addition, various quarantine policies (isolation, quarantine, social distancing, and lock-down) as a prevalent response to the pandemic have been investigated separately. To illustrate the model, a real-world case study in the emerging economy of Iran is examined using the proposed approach. The results indicated that supply chain managers can use the designed model and approach as a tool for a flexible and adaptable decision-making framework dealing with a global pandemic such as COVID-19.

Industry 4.0 (I4.0) grew from and is guided by smart manufacturing. The fourth industrial revolution’s I4.0 would induce radical changes and transformations in the everyday operations of businesses and people’s life. Due to these major changes impacting all sectors and industries worldwide, the sustainability of the new future systems and operations is pertinent. The current research literature points out that the social (human factor) aspect is relatively underrepresented in the I4.0 sustainability-related studies. The few studies related to the social aspect usually investigate the so-called ‘techno-centric’ approach to the subject. This study aimed to investigate the I4.0 construction project management (PM) profession from the socially sustainable ‘worker-centric’ approach. Five key assets of the new I4.0 project managers role, specifically in the construction industry, were explored to achieve this goal. This was conducted through a survey questionnaire aimed at 100 construction project managers based in Gulf Cooperation Council (GCC) region. The overall research results showed that academic and professional qualifications were found to be key factors in the process of adapting to the new I4.0 methodologies.

In spite of advances in the project management profession, research studies have shown that many projects fail, underlining the importance of the project manager's role as manager. Specifically, the manager's leadership role is of great importance in motivating people and creating an effective working environment in order for the project team to meet greater challenges in today's global economy. In this research study, using the literature review, important people-related factors of project performance are identified, then surveys and structured, personal interviews were used to develop a project manager leadership and management model, which helped to analyze underlying interactions among these factors and the role of leadership in project performance.

Developed nations noticed pivotal relevance of Construction 5.0 through various cutting-edge digital solutions, contributing to promoted progress control and various alleviated risks. This offered a road map for developing countries to implement such strategies for amended construction project management (PM). Out of all these breakthroughs, digital twin (DT), building information modeling (BIM), and the Internet of Things (IoTs) have been extensively introduced lately. Construction PM aims to organize complex enterprise tasks, alleviate delays and cost overruns, and reduce controversies that could cause court claims and lengthy disputes. This paper utilizes PRISMA to highlight diverse DT, BIM, and IoT implementation impediments in developing lands, providing key statistics, influential insights, and possible plans of action to adopt DT, BIM, and IoTs flexibly in construction. The PRISMA results revealed that DT supplies project managers with a clear image concerning potential opportunities and risks of construction projects before being executed. BIM enables full visualization of the project. It fosters influential collaboration and understanding among parties. It raises productivity. Cheap IoTs sensors can be installed at critical project locations to record real-time data and track the progress. Simulations can predict future progress scenarios from these data. Since construction has the low pace of digitalization globally, evidence-based practices are still needed. Thus, consultants, contractors, and project managers can adopt these dynamic Construction 5.0 tools.

Project management (PM) has undergone significant transformation with the advancement of artificial intelligence (AI), which has introduced new capabilities for managing complex projects and streamlining processes. This paper aimed to explore the evolving role of AI in PM, highlighting key opportunities and obstacles for effective adoption. This paper addressed the successful integration of AI into PM by examining real scenarios that have occurred in various companies.