Project Management: Theory and Practice, Third Edition gives students a broad and real flavor of project management. Bringing project management to life, it avoids being too sterilely academic and too narrowly focused on a particular industry view. It takes a model-based approach towards project management commonly used in all industries.

The textbook aligns with the latest version of the Project Management Institute’s Project Management Body of Knowledge (PMBOK®) Guide, which is considered to be the de facto standard for project management. However, it avoids that standard’s verbiage and presents students with readable and understandable explanations. Core chapters align with the Project Management Institute’s model as well as explain how this model fits real-world projects. The textbook can be used as companion to the standard technical model and help those studying for various project management certifications. The textbook takes an in-depth look at the following areas important to the standard model:

  • Work Breakdown Structures (WBS)
  • Earned Value Management (EVM)
  • Enterprise project management
  • Portfolio management (PPM)
  • Professional responsibility and ethics
  • Agile life cycle

The text begins with a background section (Chapters 1–9) containing material outside of the standard model structure but necessary to prepare students for the 10 standard model knowledge areas covered in the chapters that follow. The text is rounded out by eight concluding chapters that explain advanced planning approaches models and projects’ external environments.

Recognizing that project management is an evolving field, the textbook includes section written by industry experts who share their insight and expertise on cutting-edge topics. It prepares students for upcoming trends and changes in project management while providing an overview of the project management environment today. In addition to guiding students through current models and standards, Project Management: Theory and Practice, Third Edition prepares students for the future by stimulating their thinking beyond the accepted pragmatic view.

part I|92 pages

Conceptual Overview of the Project Environment

chapter 1|8 pages


chapter 2|14 pages

Evolution of Project Management

chapter 3|12 pages

Project Management Model

chapter 4|6 pages

Industry Trends in Project Management

chapter 5|4 pages

Project Types

chapter 6|7 pages

Project Organization Concepts

chapter 7|12 pages

Project Life Cycle Management

chapter 8|7 pages

Role of Projects in the Organization

chapter 9|18 pages

Project Success Factors

part II|126 pages

Foundation Processes

chapter 10|7 pages

Project Initiation

chapter 11|7 pages

Project Plan Development

chapter 12|17 pages

Scope Management

chapter 13|6 pages

Quick Start Example

chapter 14|26 pages

Schedule Management

chapter 15|16 pages

Cost Management

chapter 16|37 pages

Quality Management

part III|68 pages

Soft Skill Processes

chapter 17|22 pages

Resource Management

chapter 18|15 pages

Project Communications

chapter 19|11 pages

Project Stakeholder Management

chapter 20|15 pages

High Performance Teams

part IV|62 pages

Support Processes

chapter 21|22 pages

Procurement Management

chapter 22|24 pages

Risk Management

chapter 23|13 pages

KA Integration and Plan Completion

part V|60 pages

Advanced Planning Models

chapter 24|11 pages

Analyzing Variable Time Estimates

chapter 25|13 pages

Adaptive Life Cycle Models

chapter 26|9 pages

Project Simulation

chapter 27|22 pages

Critical Chain Model

part VI|88 pages

Project Executing, Monitoring, and Control

chapter 28|17 pages

Project Execution and Control

chapter 29|10 pages

Change Management

chapter 30|16 pages

Project and Enterprise Metrics

chapter 31|21 pages

Earned Value Management

chapter 32|10 pages

Tracking Project Progress

chapter 33|8 pages

The Closing Process

part VII|80 pages

Project Environmental Support

chapter 34|17 pages

Organizational Maturity

chapter 35|19 pages

Project Portfolio Management

chapter 36|16 pages

Enterprise Project Management Office

chapter 37|16 pages

Project Governance