PMI

• Standard language has been incorporated throughout the document to aid reader understanding.
• New data flow diagrams clarify inputs and outputs for each process.
• Greater attention has been placed on how Knowledge Areas integrate in the context of Initiating, Planning, Executing, Monitoring & Controlling, and Closing process groups.
• Two new processes are featured: Identify Stakeholders and Collect Requirements.

 

Construction Extension to the PMBOK® Guide Third Edition

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Third Edition outlines the standards and methodologies generally applicable to all types of projects. Some important project management principles are not common among or relevant to all project types, however. Project managers can obtain information about principles related to more specific project types by referring to extensions, such as the Construction Extension to the PMBOK® Guide Third Edition.

The construction industry calls for a unique type of project management, as many projects require large amounts of materials, physical tools and labor, and involve numerous and diverse stakeholders. Also, construction projects often affect—or are affected by—the environment. Due to these and other characteristics specific to construction projects, the Project Management Institute (PMI) has produced the Construction Extension. The book aims to improve the efficiency and effectiveness of construction project management. Like other extensions, the book is meant to be a companion to the PMBOK® Guide—Third Edition, rather than a stand-alone document.  In addition, the Construction Extension provides materials directly related to the construction industry that are not offered in the PMBOK® Guide—Third Edition, including the following.
Safety Management – the processes required to ensure that accidents are prevented and personal injury and property damage are avoided
Environmental Management – the practices necessary to ensure that the project follows all laws and regulations pertaining to the environment affected by the project
Financial Management – the steps needed to acquire and manage the financial resources for the project
Claim Management – the processes required to prevent or eliminate construction claims from arising

The primary purpose of the PMBOK® Guide is to identify the standards of project management that are generally accepted. The Construction Extension supports this goal by identifying the generally accepted practices within the unique realm of construction project management.

 

The Standard for Program Management - 2nd Edition

The Standard for Program Management – Second Edition continues to recognize good practices for managing multiple projects and programs successfully with even more knowledge areas and processes.

What’s new?

• Nine new Knowledge Areas, including Program Financial Management, Stakeholder Management and Program Governance. This helps ensure proper metrics are developed so that organizations can successfully manage large and complex programs.
• 14 new processes.

Start meeting your standards for better project performance.

The Standard for Portfolio Management - 2nd Edition

The Standard for Portfolio Management – Second Edition continues to recognize good practices in the discipline of portfolio management. With new knowledge areas it helps portfolio managers “do the right work.”

What’s new?

• Two new Knowledge Areas: Portfolio Risk Management and Portfolio Governance. (Governance is accountable for investment decisions throughout the portfolio lifecycle.)
• Greater emphasis on these areas means increased awareness of the opportunity costs throughout the process and an increased focus on delivering results!

Start meeting your standards for better project performance.

Organizational Project Management Maturity Model (OPM3®) Knowledge Foundation - 2nd Edition

OPM3® – Second Edition continues to provide the tools necessary for organizations to measure their maturity against a comprehensive set of best practices.

What’s new?

• Greater alignment with other PMI Standards.
• Introduction of Organizational Enablers – to promote smooth transitions within the domain, stages and process groups and to achieve a higher degree of organizational maturity.

• Categorization by Knowledge Area, by Business Results and by Balanced Scorecard.
• Consolidated best practices to eliminate duplication.

Start meeting your standards for better project performance.

PMI Risk Management Professional (PMI-RMP)SM Examination Specification

In response to market demand for roles of advanced expertise in critical areas of project risk management, the Project Management Institute (PMI®) is introducing a new specialized credential: PMI Risk Management Professional (PMI-RMP)SM. Because projects are getting bigger, more complex, and more globally diverse, the market suggests that project risk management is a critical aspect of a project.

The PMI-RMPSM credential addresses the need for project practitioners to distinguish their roles and contributions in this critical area of project risk management.

PMI conducted a global role delineation study to initiate the PMI-RMPSM credentialing examination. The study results are used to establish the PMI Risk Management Professional (PMI-RMP)SM Examination Specification, describing the tasks that risk professionals perform and the knowledge and skills used to complete each task.  The PMI Risk Management Professional (PMI-RMP)SM Examination Specification is an excellent resource for educators, trainers, administrators, practitioners, and individuals interested in pursuing the PMI-RMPSM credential.

PMI Scheduling Professional (PMI-SP)SM Examination Specification

In response to market demand for roles of advanced expertise in critical areas of project management, the Project Management Institute (PMI®) is introducing a new specialized credential: PMI Scheduling Professional (PMI-SP)SM credential. Because projects are getting bigger, more complex, and more globally diverse, the market suggests that scheduling management is a critical aspect of a project.

The PMI-SPSM credential addresses the need for project practitioners to distinguish their roles and contributions in this critical area of project scheduling.

PMI conducted a global role delineation study to initiate the PMI-SPSM credentialing examination. The study results are used to establish the PMI Scheduling Professional (PMI-SP)SM Examination Specification, describing the tasks that scheduling professionals perform and the knowledge and skills used to complete each task.

The PMI Scheduling Professional (PMI-SP)SM Examination Specification is an excellent resource for educators, trainers, administrators, practitioners, and individuals interested in pursuing the PMI-SPSM credential.
 

Practice Standard for Project Risk Management

The Practice Standard for Project Risk Management provides a benchmark for the project management profession that defines the aspects of Project Risk Management that are recognized as good practice on most projects most of the time.

The Practice Standard for Project Risk Management covers risk management as it is applied to single projects only. It does not cover risk in programs or portfolios. This practice standard is consistent with A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition and is aligned with other PMI practice standards. Different projects, organizations and situations require a variety of approaches to risk management and there are several specific ways to conduct risk management that are in agreement with principles of Project Risk Management as presented in this practice standard.

Written for project managers, project team members, supervisors and stakeholders, the Practice Standard for Project Risk Management outlines the principles of effective risk management:

• Risk Management Planning
• Risk Identification 
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Risk Response Planning
• Risk Monitoring and Control

This practice standard can be used by project management practitioners to validate the risk management process being employed in a specific situation, project or organization.

 

Practice Standard for Earned Value Management

 Often referred to as "management with the lights on," Earned Value Management (EVM) helps the project manager objectively and succinctly identifies where a project is and where it is going. EVM methodology incorporates project scope, schedule and costs, and is applicable across a broad range of knowledge areas and practice groups.

Practice Standard for Earned Value Management expands on the EVM information in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition. With detailed explanations of the basic EVM elements, this book is valuable to novices and EVM-proficient practitioners alike, offering clear demonstrations of how EVM can be scaled to fit varying project sizes and situations. When applied in concert with sound project management principles, the EVM methodology described in the Practice Standard will provide you with greater return on your project - and results that will directly benefit your organization.

Practice Standard for Work Breakdown Structures-Second Edition

Defining project objectives and delegating work to team members are among a project manager's biggest tasks. Successful projects require thorough planning on the part of the project manager to accomplish these tasks. The Work Breakdown Structure (WBS) serves as a guide for defining work as it relates to a specific project's objectives. The Practice Standard for Work Breakdown Structures-Second Edition supplies project managers and team members with direction for the preliminary development and the implementation of the WBS. Consistent with A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition, the WBS Practice Standard presents a standard application of the WBS as a project management tool. Throughout the book, the reader will learn what characteristics constitute a high-quality WBS and discover the substantial benefits of using the WBS in every-day, real-life situations.

 

Organizing Projects for Success: The Human Aspects of Project Management, Volume One

How do project management practitioners get anything done? It would seem impossible, given their substantial responsibilities and reliance upon the cooperation of other project stakeholders for their success. In Organizing Projects for Success, Vijay Verma shows how understanding the issues of authority, accountability, reliability and responsibility, along with knowing how to delegate effectively and gain committed project participants, can make or break good project management. He also shows how even the best soft skills can be overridden by an organizational structure that does not support management by-products. This useful book is Volume One of The Human Aspects of Project Management Series.

 

 

 

Human Resource Skills for the Project Manager: The Human Aspects of Project Management, Volume Two

People are the backbone and most valuable resource for successfully executing any project. To survive and grow in the 21st century, project management practitioners must learn and use appropriate interpersonal skills that inspire all those involved in a project.

This book offers practical guidelines that can be used to develop and implement the practices of communication, motivation, negotiation, conflict resolution, conflict and stress management and leadership. Human Resource Skills for the Project Manager is Volume Two of the Human Aspects of Project Management Series.

 

 

 

Managing the Project Team: The Human Aspects of Project Management, Volume Three

Today's project management practitioner works on joint projects characterized by cultural diversity.Teamwork is their only hope for success. Managing the Project Team is Vijay Verma's powerful third installment in The Human Aspects of Project Management Series.

Here, Verma shares the key to success- developing and sustaining a project team until project completion, while working interdependently in a climate of mutual trust, respect and win-win beliefs. This book will help readers understand the stages of team development, build strong project teams, select, organize and prepare a team for success, and develop a matching skill and responsibility matrix. After reading this book, project leaders should feel confident in their abilities to facilitate open and effective communication, develop trust and motivation, and develop appropriate styles and strategies to suit any project.

 

Products	Price (AED)	Price (USD)
PMBOK® Guide 4th Edition Book	240.00	65.00
Construction Extension to PMBOK® Guide 3rd Edition	145.00	40.00
PMI Risk Management Professional(PMI-RMP)SM Examination Specification	145.00	40.00
PMI Scheduling Professional(PMI-SP)SM Examination Specification	145.00	40.00
Standard for Program Management	220.00	60.00
Standard for Portfolio Management	220.00	60.00
Practice Standard for Project Risk Management	200.00	55.00
Organisational PM Maturity Model (OPM3)	350.00	95.00
Practice Standard for Earned Value Management (EVM)	165.00	45.00
Practice Standard for Work Breakdown Structures (WBS)	165.00	45.00
Organizing Projects for Success - Vijay Verma Volume 1	100.00	27.00
Human Resource Skills for the Project Manager - Volume 2	100.00	27.00
Managing the Project Team - Vijay Verma Volume 3	100.00	27.00

 

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