How Is This Book Organized?

Part I: Understanding the Project Management Landscape

The purpose of Part I is to introduce you to the tools, templates, and processes that compose the effective project manager's toolkit. Because many of my readers will be familiar with the PMI A Guide to the Project Management Body of Knowledge (PMBOK^® Sixth Edition) standards document, I have decided to group the toolkits around the five Process Groups, which I call Scoping, Planning, Launching, Monitoring and Controlling, and Closing.

Part I consists of five chapters:

• Chapter 1, “What Is a Project?”
• Chapter 2, “What Is Project Management?”
• Chapter 3, “What Is Strategic Project Management?”
• Chapter 4, “What Is a Collaborative Project Team?”
• Chapter 5, “What Are Project Management Process Groups?”

Part II: Traditional Project Management

Part II discusses TPM and presents project management fundamentals as most would understand it from casual conversations and experiences. It begins with Chapter 6, “How to Scope a TPM Project” and continues with individual chapters (Chapters 7–10) devoted to planning, launching, monitoring and controlling, and finally closing. Many of the tools, templates, and processes that will be used and adapted to more complex situations are introduced here. For those who wish to prepare for the PMP certification exams, this would be a good start on that study.

Part II consists of five chapters:

• Chapter 6, “How to Scope a TPM Project”
• Chapter 7, “How to Plan a TPM Project”
• Chapter 8, “How to Launch a TPM Project”
• Chapter 9, “How to Execute a TPM Project”
• Chapter 10, “How to Close a TPM Project”

Part III: Complex Project Management

Part III is an in‐depth presentation of the contemporary world of project management. In addition to a discussion of the five PMLC models, it also includes a new topic—Hybrid Project Management. The final chapter is a discussion of all of the complex project management–specific PMLC models along with a comparison of each.

Part III consist of five chapters:

• Chapter 11, “Complexity and Uncertainty in the Project Landscape”
• Chapter 12, “Agile Complex Project Management Models”
• Chapter 13, “Extreme Project Management Models”
• Chapter 14, “Hybrid Project Management Framework”
• Chapter 15, “Comparing TPM and CPM Models”

Appendices

EPM8e includes updated versions of the EPM7e Appendices as well as two new Appendices on case studies that can be used to supplement in class team exercises:

• Appendix A, “Terms and Acronyms”
• Appendix B, “Case Study: Workforce and Business Development Center”
• Appendix C, “Case Study: Pizza Delivered Quickly (PDQ)”
• Appendix D, “Cited References”
• Appendix E, “What's on the eiipubs.com Website?”