{"product_id":"the-fast-forward-mba-in-project-management-isbn-9781119700760","title":"The Fast Forward MBA in Project Management","description":"\u003cp\u003e\u003cb\u003eThe all-inclusive guide to exceptional project management that is trusted by hundreds of thousands of readers—now updated and revised\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe Fast Forward MBA in Project Management: The Comprehensive, Easy to Read Handbook for Beginners and Pros,\u003c\/i\u003e 6th Edition is a comprehensive guide to real-world project management methods, tools, and techniques. Practical, easy-to-use, and deeply thorough, this book gives you the answers you need now. You'll find cutting-edge ideas and hard-won wisdom of one of the field's leading experts, delivered in short, lively segments that address common management issues. Brief descriptions of important concepts, tips on real-world applications, and compact case studies illustrate the most sought-after skills and pitfalls you should watch out for. This sixth edition now includes: \u003c\/p\u003e \u003cul\u003e \u003cli\u003eA brand-new chapter on project quality\u003c\/li\u003e \u003cli\u003eA new chapter on managing media, entertainment, and creative projects\u003c\/li\u003e \u003cli\u003eA new chapter on the project manager's #1 priority: leadership\u003c\/li\u003e \u003cli\u003eA new chapter with the most current practices in Change Management\u003c\/li\u003e \u003cli\u003eCurrent PMP certification study tips\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eReaders of \u003ci\u003eThe Fast Forward MBA in Project Management\u003c\/i\u003e also receive access to new video resources available at the author's website.\u003c\/p\u003e \u003cp\u003eThe book teaches readers how to manage and deliver projects on-time and on-budget by applying the practical strategies and concrete solutions found within. Whether the challenge is finding the right project sponsor, clarifying project objectives, or setting realistic schedules and budget projections, \u003ci\u003eThe Fast Forward MBA in Project Management\u003c\/i\u003e shows you what you need to know, the best way to do it, and what to watch out for along the way.\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eAbout the Author xv\u003c\/p\u003e \u003cp\u003ePreface xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 1 Introduction\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1—Project Management: A Platform For Innovation \u003c\/b\u003e\u003cb\u003e2\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Timeless Leadership Toolset 3\u003c\/p\u003e \u003cp\u003eProject Management is Keeping Pace with Global Change 4\u003c\/p\u003e \u003cp\u003eProject Management is an Essential Leadership Skillset 5\u003c\/p\u003e \u003cp\u003eSuccessful Projects Deliver Value 6\u003c\/p\u003e \u003cp\u003eThe Art and Science of Project Leadership 6\u003c\/p\u003e \u003cp\u003eA Practical Checklist for Successful Projects: How This Book Will Help You 8\u003c\/p\u003e \u003cp\u003eBeyond the Book: Tools for Application and Continuous Learning 12\u003c\/p\u003e \u003cp\u003eEnd Point 13\u003c\/p\u003e \u003cp\u003eStellar Performer: OrthoSpot 14\u003c\/p\u003e \u003cp\u003eStellar Performer: PM4NGOs 15\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2—Project Leadership: People Before Process \u003c\/b\u003e\u003cb\u003e16\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Project Leadership Challenge 17\u003c\/p\u003e \u003cp\u003eBuild a Team Culture Suited to a Journey of Discovery 19\u003c\/p\u003e \u003cp\u003eTemporary Teams Form Before They Perform 21\u003c\/p\u003e \u003cp\u003eBuild Personal Authority and Influence 24\u003c\/p\u003e \u003cp\u003eProject Leaders Need Political Savvy 25\u003c\/p\u003e \u003cp\u003eYour Decision to Lead 26\u003c\/p\u003e \u003cp\u003eEnd Point 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3—Foundation Principles of Project Management \u003c\/b\u003e\u003cb\u003e29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProjects Require Project Management 29\u003c\/p\u003e \u003cp\u003eHow a Project is Defined 30\u003c\/p\u003e \u003cp\u003eThe Challenge of Managing Projects 31\u003c\/p\u003e \u003cp\u003eThe Evolution of a Discipline 32\u003c\/p\u003e \u003cp\u003eThe Definition of Project Success 36\u003c\/p\u003e \u003cp\u003eProject Management Functions 38\u003c\/p\u003e \u003cp\u003eProject Life Cycle 40\u003c\/p\u003e \u003cp\u003eOrganizing for Projects 43\u003c\/p\u003e \u003cp\u003eProject Managers Are Leaders 44\u003c\/p\u003e \u003cp\u003eEnd Point 45\u003c\/p\u003e \u003cp\u003eStellar Performer: Seattle Children’s Hospital and Regional Medical Center 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4—Agile and Waterfall: Choose A Development Process \u003c\/b\u003e\u003cb\u003e51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Value: A New Lens for Judging Projects Informs the Development Process 52\u003c\/p\u003e \u003cp\u003eChoose a Product Development Process That Delivers Value 53\u003c\/p\u003e \u003cp\u003eBest Practices for Capturing Requirements Are Integrated into a Product Development Process 57\u003c\/p\u003e \u003cp\u003eA Development Process is \u003ci\u003eNot \u003c\/i\u003eProject Management 58\u003c\/p\u003e \u003cp\u003eWaterfall or Agile: Which Delivers the Best Value? 58\u003c\/p\u003e \u003cp\u003eCommon Agile Practices 63\u003c\/p\u003e \u003cp\u003eCommon Agile Benefits 65\u003c\/p\u003e \u003cp\u003eChoosing Between Agile and Waterfall Development 67\u003c\/p\u003e \u003cp\u003eInnovation Projects Experiment to Discover Desirability and Viability 69\u003c\/p\u003e \u003cp\u003eProduct Development Methods Influence Project Management 70\u003c\/p\u003e \u003cp\u003eEnd Point 71\u003c\/p\u003e \u003cp\u003eStellar Performer: The Lean Startup Innovation Movement 72\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 2 Defining The Project\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5—Project Initiation: Turn A Problem Or Opportunity Into A Business Case \u003c\/b\u003e\u003cb\u003e78\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Initiation’s Place in the Project Life Cycle 79\u003c\/p\u003e \u003cp\u003eA Mini-Analysis Phase or a Complete Project 79\u003c\/p\u003e \u003cp\u003eThe Role of a Project Manager in Project Initiation 80\u003c\/p\u003e \u003cp\u003eA Business Case Defines the Future Business Value 81\u003c\/p\u003e \u003cp\u003eBusiness Risk and Project Risk 82\u003c\/p\u003e \u003cp\u003eManaging Requirements is Tightly Linked to Project Initiation 82\u003c\/p\u003e \u003cp\u003eCommon Principles for Project Initiation 84\u003c\/p\u003e \u003cp\u003eProject Selection and Prioritization 89\u003c\/p\u003e \u003cp\u003eBasic Business Case Content 90\u003c\/p\u003e \u003cp\u003eDesigning a Realistic Initiation Process 94\u003c\/p\u003e \u003cp\u003eProject Leadership: Focus on Value 94\u003c\/p\u003e \u003cp\u003eEnd Point 95\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 95\u003c\/p\u003e \u003cp\u003eStellar Performer: The Logical Framework Approach 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6—Engage Your Stakeholders and Win Their Cooperation \u003c\/b\u003e\u003cb\u003e105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholder Focus Throughout the Life of the Project 106\u003c\/p\u003e \u003cp\u003eStakeholder Management is Risk Management for People 108\u003c\/p\u003e \u003cp\u003eStakeholder Roles on Every Project 109\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Project Manager 109\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Project Team 110\u003c\/p\u003e \u003cp\u003eStakeholder Roles: Management 111\u003c\/p\u003e \u003cp\u003eStakeholder Roles: The Customer 114\u003c\/p\u003e \u003cp\u003eAffected Stakeholders Can Make Crucial Contributions 116\u003c\/p\u003e \u003cp\u003eEngage Affected Stakeholders 118\u003c\/p\u003e \u003cp\u003eLead the Stakeholders 118\u003c\/p\u003e \u003cp\u003eEnd Point 119\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7—Write The Rules: Manage Expectations and Define Success \u003c\/b\u003e\u003cb\u003e121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProject Rules Are the Foundation 122\u003c\/p\u003e \u003cp\u003ePublish a Project Charter 124\u003c\/p\u003e \u003cp\u003eWrite a Project Charter 126\u003c\/p\u003e \u003cp\u003eResponsibility Matrix 134\u003c\/p\u003e \u003cp\u003eEnd Point 136\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 3 The Planning Process\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8—Risk Management: Minimize The Threats To Your Project \u003c\/b\u003e\u003cb\u003e143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAll Project Management is Risk Management 145\u003c\/p\u003e \u003cp\u003eThe Risk Management Framework 147\u003c\/p\u003e \u003cp\u003eStep One: Identify the Risks 149\u003c\/p\u003e \u003cp\u003eStep Two: Analyze and Prioritize the Risks 153\u003c\/p\u003e \u003cp\u003eStep Three: Develop Response Plans 159\u003c\/p\u003e \u003cp\u003eStep Four: Establish Contingency and Reserve 165\u003c\/p\u003e \u003cp\u003eStep Five: Continuous Risk Management 166\u003c\/p\u003e \u003cp\u003eUnexpected Leadership 167\u003c\/p\u003e \u003cp\u003eEnd Point 168\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9—A Work Breakdown Structure Makes A Project Manageable \u003c\/b\u003e\u003cb\u003e170\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining the Work Breakdown Structure 171\u003c\/p\u003e \u003cp\u003eBuilding a Work Breakdown Structure 175\u003c\/p\u003e \u003cp\u003eCriteria for a Successful Work Breakdown Structure 177\u003c\/p\u003e \u003cp\u003eWork Package Size 181\u003c\/p\u003e \u003cp\u003eWhen Very Small Tasks Make Sense 182\u003c\/p\u003e \u003cp\u003ePlanning for Quality 183\u003c\/p\u003e \u003cp\u003eBreaking Down Large Programs 184\u003c\/p\u003e \u003cp\u003eContractors or Vendors Can Provide a WBS 185\u003c\/p\u003e \u003cp\u003eEnd Point 186\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10—Realistic Scheduling \u003c\/b\u003e\u003cb\u003e188\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePlanning Overview 189\u003c\/p\u003e \u003cp\u003ePlanning Step Two: Identify Task Relationships 190\u003c\/p\u003e \u003cp\u003ePlanning Step Three: Estimate Work Packages 195\u003c\/p\u003e \u003cp\u003ePlanning Step Four: Calculate an Initial Schedule 201\u003c\/p\u003e \u003cp\u003ePlanning Step Five: Assign and Level Resources 208\u003c\/p\u003e \u003cp\u003eSmall Projects Need Smaller Plans 220\u003c\/p\u003e \u003cp\u003eEnd Point 221\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 222\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11—Manage Agile Development With Scrum \u003c\/b\u003e\u003cb\u003e223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScrum is a Framework 225\u003c\/p\u003e \u003cp\u003eScrum at a Glance 225\u003c\/p\u003e \u003cp\u003eManaging the Product Backlog 230\u003c\/p\u003e \u003cp\u003eMake the Plan Visible: Task Boards and Burndown Charts 232\u003c\/p\u003e \u003cp\u003eKey Factors for Scrum to Be Effective 235\u003c\/p\u003e \u003cp\u003eScrum and Project Management 236\u003c\/p\u003e \u003cp\u003eEnd Point 236\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12—The Art and Science of Accurate Estimating \u003c\/b\u003e\u003cb\u003e238\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEstimating Fundamentals 239\u003c\/p\u003e \u003cp\u003eEstimating Techniques 245\u003c\/p\u003e \u003cp\u003eBuilding the Detailed Budget Estimate 255\u003c\/p\u003e \u003cp\u003eGenerating the Cash Flow Schedule 262\u003c\/p\u003e \u003cp\u003eEnd Point 263\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 264\u003c\/p\u003e \u003cp\u003eStellar Performer: Tynet, Inc. 265\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13—Balance The Trade-Off Among Cost, Schedule, and Scope \u003c\/b\u003e\u003cb\u003e269\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThree Levels of Balancing a Project 270\u003c\/p\u003e \u003cp\u003eBalancing at the Project Level 271\u003c\/p\u003e \u003cp\u003eBalancing at the Business Case Level 281\u003c\/p\u003e \u003cp\u003eBalancing at the Enterprise Level 285\u003c\/p\u003e \u003cp\u003eEnd Point 286\u003c\/p\u003e \u003cp\u003eStellar Performer: Seattle Mariners Baseball Park 287\u003c\/p\u003e \u003cp\u003eStellar Performer: Boeing 767-400ER Program 291\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14—Managing Creative Projects: Insights From Media and Entertainment \u003c\/b\u003e\u003cb\u003e294\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLessons from Film, Television, and Video Production 295\u003c\/p\u003e \u003cp\u003eLessons from Creating Video Games 299\u003c\/p\u003e \u003cp\u003eLessons from Music Production 302\u003c\/p\u003e \u003cp\u003eLearning to Manage Media, Entertainment, Technology, and Art (M.E.T.A.) Projects 305\u003c\/p\u003e \u003cp\u003eEnd Point 310\u003c\/p\u003e \u003cp\u003eStellar Performer: Flexible Life Cycle Transcends Industries 311\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 4 Controlling The Project \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15—Build A High-Performance Project Team \u003c\/b\u003e\u003cb\u003e314\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Framework for Building High-Performance Teams 318\u003c\/p\u003e \u003cp\u003eLeadership Responsibilities 323\u003c\/p\u003e \u003cp\u003eBuilding a Positive Team Culture 324\u003c\/p\u003e \u003cp\u003eGround Rules 325\u003c\/p\u003e \u003cp\u003eTeam Identity 326\u003c\/p\u003e \u003cp\u003eTeam Listening Skills 331\u003c\/p\u003e \u003cp\u003eMeeting Management 335\u003c\/p\u003e \u003cp\u003eCollaborative Problem-Solving 337\u003c\/p\u003e \u003cp\u003eProblem Analysis 338\u003c\/p\u003e \u003cp\u003eDecision Modes 340\u003c\/p\u003e \u003cp\u003eConflict Management 345\u003c\/p\u003e \u003cp\u003eContinuous Learning 348\u003c\/p\u003e \u003cp\u003eJob Satisfaction 353\u003c\/p\u003e \u003cp\u003eEnd Point 353\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 354\u003c\/p\u003e \u003cp\u003eStellar Performer: Habitat for Humanity 355\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16—Communicate With Project Stakeholders \u003c\/b\u003e\u003cb\u003e357\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmbrace Your Role as a Leader 358\u003c\/p\u003e \u003cp\u003eCreating a Communication Plan 358\u003c\/p\u003e \u003cp\u003eCommunicating Within the Project Team 365\u003c\/p\u003e \u003cp\u003eVirtual Teams Benefit from Formal Communication 371\u003c\/p\u003e \u003cp\u003eCloseout Reporting 374\u003c\/p\u003e \u003cp\u003eEnd Point 375\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 376\u003c\/p\u003e \u003cp\u003eStellar Performer: Lockheed Martin Aeronautics 377\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17—Change Management: Engage Your Stakeholders To Maximize Value \u003c\/b\u003e\u003cb\u003e381\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy the People Side Matters 382\u003c\/p\u003e \u003cp\u003eOutcomes Desired: Individual Change Management Using ADKAR 385\u003c\/p\u003e \u003cp\u003eActions Required: Organizational Change Management 389\u003c\/p\u003e \u003cp\u003eRoles: Who Does Change Management 391\u003c\/p\u003e \u003cp\u003eEnd Point 392\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18—Control Scope To Deliver Value \u003c\/b\u003e\u003cb\u003e393\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Change Control Process 394\u003c\/p\u003e \u003cp\u003eConfiguration Management 400\u003c\/p\u003e \u003cp\u003eChange Control is Essential for Managing Expectations 402\u003c\/p\u003e \u003cp\u003eEnd Point 402\u003c\/p\u003e \u003cp\u003eFast Foundation in Project Management 402\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19—Measure Progress \u003c\/b\u003e\u003cb\u003e404\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMeasuring Schedule Performance 404\u003c\/p\u003e \u003cp\u003eMeasuring Cost Performance 409\u003c\/p\u003e \u003cp\u003eEarned Value Reporting 411\u003c\/p\u003e \u003cp\u003eEscalation Thresholds 419\u003c\/p\u003e \u003cp\u003eCost and Schedule Baselines 421\u003c\/p\u003e \u003cp\u003eEnd Point 423\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20—Solve Common Project Problems \u003c\/b\u003e\u003cb\u003e425\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eResponsibility Beyond Your Authority 425\u003c\/p\u003e \u003cp\u003eDisaster Recovery 426\u003c\/p\u003e \u003cp\u003eWhen the Customer Delays the Project 427\u003c\/p\u003e \u003cp\u003eThe Impossible Dream 428\u003c\/p\u003e \u003cp\u003eFighting Fires 429\u003c\/p\u003e \u003cp\u003eManaging Volunteers 429\u003c\/p\u003e \u003cp\u003eEnd Point 430\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart 5 Advancing Your Practice of Project Management\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21—Enterprise Project Management: Align Projects With Strategy \u003c\/b\u003e\u003cb\u003e433\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefining Enterprise Project Management 435\u003c\/p\u003e \u003cp\u003eThree Tiers of Management Within EPM: Portfolio, Program, Project 436\u003c\/p\u003e \u003cp\u003eThe Four Components of EPM: Process, People, Technology, PMO 440\u003c\/p\u003e \u003cp\u003eEstablish Consistent EPM Processes 441\u003c\/p\u003e \u003cp\u003eTechnology Enables EPM Processes 444\u003c\/p\u003e \u003cp\u003eThe People Who Deliver Projects 447\u003c\/p\u003e \u003cp\u003eSupport Project Management: The Project Management Office 448\u003c\/p\u003e \u003cp\u003eEnd Point 456\u003c\/p\u003e \u003cp\u003eStellar Performer: Bill \u0026amp; Melinda Gates Foundation 458\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22—Requirements: Describe The Solution Target \u003c\/b\u003e\u003cb\u003e465\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRequirements and Project Management Are Intimately Connected 466\u003c\/p\u003e \u003cp\u003eRequirement Types Illustrate the Evolving Product Vision 467\u003c\/p\u003e \u003cp\u003eRequirements Scope and Processes 469\u003c\/p\u003e \u003cp\u003eRequirements Development Activities 471\u003c\/p\u003e \u003cp\u003eRequirements Management Activities 474\u003c\/p\u003e \u003cp\u003eThe Audience for Requirements 476\u003c\/p\u003e \u003cp\u003eEnd Point 478\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23—Use The Quality Discipline To Hit The Target \u003c\/b\u003e\u003cb\u003e480\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Cost of Quality 481\u003c\/p\u003e \u003cp\u003eBuild the Quality Discipline into a Project 483\u003c\/p\u003e \u003cp\u003eQuality Assurance and Quality Control 485\u003c\/p\u003e \u003cp\u003eQuality Practices Improve Requirements 487\u003c\/p\u003e \u003cp\u003eThe Quality Discipline Improves Processes 488\u003c\/p\u003e \u003cp\u003eQuality is an Organizational Commitment 490\u003c\/p\u003e \u003cp\u003eEnd Point 491\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24—Pass The Pmp Exam \u003c\/b\u003e\u003cb\u003e493\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRequirements to Earn the PMP 494\u003c\/p\u003e \u003cp\u003eTop 10 Study Tips for the PMP Exam 494\u003c\/p\u003e \u003cp\u003eEnd Point 497\u003c\/p\u003e \u003cp\u003eAppendix A: Forms Available Online 498\u003c\/p\u003e \u003cp\u003eAppendix B: The Detailed Planning Model 499\u003c\/p\u003e \u003cp\u003eNotes 508\u003c\/p\u003e \u003cp\u003eIndex 511\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eERIC VERZUH\u003c\/b\u003e is President of The Versatile Company, which provides project management training to thousands of professionals each year. His clients include major government agencies, large and small companies, and nonprofit organizations in such diverse industries as transportation, aerospace, health care, education, and information technology. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eEVerzuh@VersatileCompany.com\u003c\/b\u003e   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eThe bestselling project management guidebook—updated and more comprehensive than ever!\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Fast Forward MBA in Project Management\u003c\/i\u003e is trusted by hundreds of thousands of working professionals around the globe. Practical explanations, real-world examples, and step by step instructions make this book indispensable reading for aspiring and experienced project managers who are responsible for projects of every size and purpose. \u003c\/p\u003e\u003cp\u003eNow in its \u003ci\u003eSixth Edition,\u003c\/i\u003e \u003ci\u003eThe Fast Forward MBA in Project Management\u003c\/i\u003e remains the practical, comprehensive guide for managing projects that deliver business results. With clear explanations, the author reveals how to find the right sponsor, clarify a project's objectives, set a realistic schedule, create accurate budget projections, develop a strong team, and build a common vision of success for all stakeholders. \u003c\/p\u003e\u003cp\u003eUpdated to align with current Project Management Institute standards, this edition also contains new chapters on project leadership, agile practices, change management, project quality, and managing creative projects. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eSpecial features include:\u003c\/b\u003e \u003c\/p\u003e\u003cul\u003e \u003cli\u003eConcise case studies that show project management in action\u003c\/li\u003e \u003cli\u003eNew videos with expanded content on planning techniques, risk, quality, earned value, and more\u003c\/li\u003e \u003cli\u003eDownloadable forms that make it easier to put every technique to work\u003c\/li\u003e \u003cli\u003eSample test questions and tips for the PMP\u003csup\u003e®\u003c\/sup\u003e exam\u003c\/li\u003e \u003c\/ul\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990227304677,"sku":"NP9781119700760","price":32.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119700760.jpg?v=1761786985","url":"https:\/\/k12savings.com\/es\/products\/the-fast-forward-mba-in-project-management-isbn-9781119700760","provider":"K12savings","version":"1.0","type":"link"}