PMBOK&® Guide is the go-to resource for project management practitioners. The project management profession has significantly evolved due to emerging technology, new approaches and rapid market changes. Reflecting this evolution, The Standard for Project Management enumerates 12 principles of project management and the PMBOK&® Guide &– Seventh Edition is structured around eight project performance domains.This edition is designed to address practitioners' current and future needs and to help them be more proactive, innovative and nimble in enabling desired project outcomes.This edition of the PMBOK&® Guide:•Reflects the full range of development approaches (predictive, adaptive, hybrid, etc.);•Provides an entire section devoted to tailoring the development approach and processes;•Includes an expanded list of models, methods, and artifacts;•Focuses on not just delivering project outputs but also enabling outcomes; and• Integrates with PMIstandards+™ for information and standards application content based on project type, development approach, and industry sector.

Agile Practice Guide – First Edition has been developed as a resource to understand, evaluate, and use agile and hybrid agile approaches. This practice guide provides guidance on when, where, and how to apply agile approaches and provides practical tools for practitioners and organizations wanting to increase agility. This practice guide is aligned with other PMI standards, including A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, and was developed as the result of collaboration between the Project Management Institute and the Agile Alliance.

This is an update and expansion upon PMI's popular reference, The Practice Standard for Project Risk Management. Risk Management addresses the fact that certain events or conditions may occur with impacts on project, program, and portfolio objectives. This standard will: identify the core principles for risk management; describe the fundamentals of risk management and the environment within which it is carried out; define the risk management life cycle; and apply risk management principles to the portfolio, program, and project domains within the context of an enterprise risk management approach It is primarily written for portfolio, program, and project managers, but is a useful tool for leaders and business consumers of risk management, and other stakeholders.

The Standard for Business Analysis – First Edition is a new PMI foundational standard, developed as a basis for business analysis for portfolio, program, and project management. This standard illustrates how project management processes and business analysis processes are complementary activities, where the primary focus of project management processes is the project and the primary focus of business analysis processes is the product. This is a process-based standard, aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition, and to be used as a standard framework contributing to the business analysis body of knowledge.

A Guide to the Project Management Body of Knowledge (PMBOK� Guide) provides generalized project management guidance applicable to most projects most of the time. In order to apply this generalized guidance to construction projects, the Project Management Institute has developed the Construction Extension to the PMBOK� Guide. This Construction Extension provides construction-specific guidance for the project management practitioner for each of the PMBOK� Guide Knowledge Areas, as well as guidance in these additional areas not found in the PMBOK� Guide: * All project resources, rather than just human resources * Project health, safety, security, and environmental management * Project financial management, in addition to cost * Management of claims in construction This edition of the Construction Extension also follows a new structure, discussing the principles in each of the Knowledge Areas rather than discussing the individual processes. This approach broadens the applicability of the Construction Extension by increasing the focus on the "what” and "why” of construction project management. This Construction Extension also includes discussion of emerging trends and developments in the construction industry that affect the application of project management to construction projects.

PMI's latest foundational standard, The Standard for Organizational Project Management (OPM), expands upon the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. This newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version. OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization. The approach further advances an organization's performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives. OPM helps organizations deliver value through the following principles: Aligning strategy Consistent execution and delivery Cross-functional collaboration Adding value to the organization Continuous training Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach.

American cities are increasingly turning to revitalization strategies that embrace the ideas of new urbanism and the so-called creative class in an attempt to boost economic growth and prosperity to downtown areas. These efforts stir controversy over residential and commercial gentrification of working class, ethnic areas. Spanning forty years, Latino City provides an in-depth case study of the new urbanism, creative class, and transit-oriented models of planning and their implementation in Santa Ana, California, one of the United States’ most Mexican communities. It provides an intimate analysis of how revitalization plans re-imagine and alienate a place, and how community-based participation approaches address the needs and aspirations of lower-income Latino urban areas undergoing revitalization. The book provides a critical introduction to the main theoretical debates and key thinkers related to the new urbanism, transit-oriented, and creative class models of urban revitalization. It is the first book to examine contemporary models of choice for revitalization of US cities from the point of view of a Latina/o-majority central city, and thus initiates new lines of analysis and critique of models for Latino inner city neighborhood and downtown revitalization in the current period of socio-economic and cultural change. Latino City will appeal to students and scholars in urban planning, urban studies, urban history, urban policy, neighborhood and community development, central city development, urban politics, urban sociology, geography, and ethnic/Latino Studies, as well as practitioners, community organizations, and grassroots leaders immersed in these fields.

Projects continue to grow larger, increasingly strategic, and more complex, with greater collaboration, instant feedback, specialization, and an ever-expanding list of stakeholders. Now more than ever, effective project management is critical for the success of any deliverable, and the demand for qualified Project Managers has leapt into nearly all sectors. Project Management provides a robust grounding in essentials of the field using a managerial approach to both fundamental concepts and real-world practice. Designed for business students, this text follows the project life cycle from beginning to end to demonstrate what successful project management looks like on the ground. Expert discussion details specific techniques and applications, while guiding students through the diverse skill set required to select, initiate, execute, and evaluate today's projects. Insightful coverage of change management provides clear guidance on handling the organizational, interpersonal, economic, and technical glitches that can derail any project, while in-depth cases and real-world examples illustrate essential concepts in action.

Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness.