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This third edition of Project and Program Management: A Competency-Based Approach expands on the second edition in every chapter. It brings fresh, updated insights gained from years of teaching and research. Specifically, the third edition delves deeper into the qualitative nature of program/project management to deepen the reader’s understanding of key concepts. The new edition also expands its approach to instruction to accommodate a variety of learning scenarios, from the new student encountering program/project management for the first time, to the working professional advancing job skills and exploring practical aspects of the multifaceted discipline.

Table of Contents

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  1. Cover
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  1. Title Page, Copyright
  2. pp. i-iv
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  1. About the Author
  2. pp. v-vi
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  1. Contents
  2. pp. vii-xi
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  1. List of Illustrations
  2. pp. xii-xvi
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  1. Preface
  2. pp. xvii-xviii
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  1. Introduction
  2. pp. 1-4
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  1. Chapter 1: Program/Project Management Competencies
  2. pp. 5-10
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  1. Chapter 2: The Importance of Program/Project Management
  2. pp. 11-16
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  1. Chapter 3: Process Management—Evolution and Definition
  2. pp. 17-28
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  1. Chapter 4: Contract Types—What Type of Contract Should I Enter Into?
  2. pp. 29-38
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  1. Chapter 5: The Bidding Process—Obtaining a Price Quote
  2. pp. 39-54
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  1. Chapter 6: Defining the Work to be Performed
  2. pp. 55-74
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  1. Chapter 7: Scheduling and Staffing the Work
  2. pp. 75-100
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  1. Chapter 8: Risk Management—Mitigating the Impact
  2. pp. 101-110
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  1. Chapter 9: Disruptive Technologies—Thinking Outside of the Box
  2. pp. 111-116
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  1. Chapter 10: Cost, Schedule, and Performance Management—A Quantitative Premise
  2. pp. 117-138
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  1. Chapter 11: Multiple Generations in the Workplace—It’s How We Grew Up
  2. pp. 139-176
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  1. Chapter 12: Connecting Generational Cohorts to Associative Thinking
  2. pp. 177-180
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  1. Chapter 13: Leadership and Gender—A Science-Based Understanding
  2. pp. 181-188
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  1. Chapter 14: Motivation and Leadership—Why We Do What We Do
  2. pp. 189-194
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  1. Chapter 15: Organization Design Models—Not Right or Wrong, More or Less Applicable
  2. pp. 195-202
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  1. Chapter 16: Building Teams—Understanding Ourselves and Others through MBTI
  2. pp. 203-210
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  1. Chapter 17: Capitalizing on the Collective Knowledge of the World
  2. pp. 211-258
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  1. Chapter 18: Establishing Program/Project Management as a Discipline
  2. pp. 259-268
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  1. Chapter 19: Managers, Leaders, and Entrepreneurs
  2. pp. 269-282
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  1. Chapter 20: The American Social Economic Context
  2. pp. 283-302
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  1. Chapter 21: Career Development—Models
  2. pp. 303-328
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  1. Chapter 22: Succession Planning—Providing Opportunities for Growth
  2. pp. 329-332
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  1. Chapter 23: The Business Case for Diversity and Inclusivity
  2. pp. 333-338
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  1. Chapter 24: Effective Communication Skills
  2. pp. 339-346
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  1. Chapter 25: Change Management—People, the Hardest Part
  2. pp. 347-364
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  1. Appendix A: Evaluating the Program Plan
  2. pp. 365-370
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  1. Appendix B: Executing the Program Plan
  2. pp. 371-376
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  1. Appendix C: Changes to the Program Plan
  2. pp. 377-396
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  1. Appendix D: Program Planning Master Process Flow
  2. pp. 397-418
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  1. Glossary
  2. pp. 419-450
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  1. Bibliography
  2. pp. 451-458
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  1. Index
  2. pp. 459-468
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