PMP Prep: An A+ Guide is intended to help readers to:

• Evaluate strengths and weaknesses in understanding the principles of project management

• Recall the 44 processes involved in managing a project

• Describe how the 44 processes relate to one another

• Define the key inputs and outputs needed for the project management processes

• Describe the tools and techniques necessary to transform process inputs into process outputs

• Prepare a personal action plan to help understand and apply project management concepts, tools, and techniques effectively

Cynthia Stackpole, PMP, MBA, is a professional project management consultant, instructor, and author who has written three books on project management and has been the technical editor on many others. She provides consulting and training services for government and private industry, and has taught classes for UC Irvine, CalTech, and USC. Cynthia is an active volunteer with the Project Management Institute (PMI®): she is the project manager for the PMBOK® Guide—Fourth Edition, and she has served on the Standards Member Advisory Group. Cynthia was Chair of the PMI Chapter Leadership Development and Excellence Committee for 2003–2005. She was President of the PMI Orange County Chapter in 2001 and 2002. In 2002 she received PMI’s award for Outstanding Chapter President of the Year.

PMP Prep: An A+ Guide, 2008, 217 pages, softcover with CD, published by Management Concepts, Vienna, VA, 978-1-56726-200-1 $39. This book is available from your local bookstore or directly from Management Concepts at www.managementconcepts.com.

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Management Concepts, Inc., is an integrated training, consulting, and publishing company dedicated to the mind at work—from entry level to executive leaders.
For more information, visit www.managementconcepts.com.

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Max Wideman has announced the latest updates to his popular project management website. According to the email from Max this month, here are the items that Max discusses or has added to his website this month.

In Papers Max continues with Part 7 of the Ten Steps to Project Portfolio Management by providing tips on Step 10: Improve the Portfolio that includes Transfer of Care, Custody and Control, Product Success and Ramping up use of the product.

Max’s Guest this month is Nicole Gelinas who has written a well-researched account of Boston's "Big Dig", one of the USA's most ambitious infrastructure engineering marvels, and the lessons learned from colossal mismanagement. It is an excellent case study.

In Musings, Max provides another short case study in which a Change in Project Method Sparks Litigation.

Have you ever wondered how to engage people in project management and establish continuous learning? Three new Issacons* this month suggest how.

• 1013c - Community of Practice - Part A: What is it?

• 1013d - Community of Practice - Part B: What does it do?

• 1013e - Community of Practice - Part C: How does it help?

*"Issacons" stands for "Issues and Considerations" that are presented in bullet form for quick and easy reference by project managers.

Have you seen Max’s book
A Management Framework for Project, Program and Portfolio Integration?
For information or to order a copy, visit http://www.maxwideman.com/papers/framework_book/intro.htm.

Do you have a project management question?
Find the answer at: http://www.maxwideman.com.

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Through four in-depth case studies from differing industries, authors Rodney Turner, DPhil; Martina Huemann, PhD and Anne Keegan, PhD. investigate the distinctive characteristics of project-oriented organizations that lead to the need for specific human resources management practices. The authors also consider the impact that emerging project management practices have on organizations, projects and individuals.

Given the temporary nature of projects in project-oriented organizations, human resource management practices and approaches must evolve to support the overall strategy and operations of the organization. Among the considerations recommended for project-oriented organizations are discussions of employee well-being, ethical treatment and individual career development needs when assigning people to projects.

Professor Rodney Turner (pictured) is the author of numerous books and articles about project management and is well known throughout the world of professional project management. Martina Huemann and Ann Keegan have teamed with Rodney to create an important addition to the literature on this important topic.

Human Resource Management in the Project Oriented Organization
ISBN: 9781933890364 | Paperback, 132 pp. | Retail: $39.95 (US)

With more than 260,000 members in 171 countries, the Project Management Institute (PMI) is the leading membership association for the project management profession and the largest association dedicated to project management in the world. As the leading advocate for the profession, PMI is actively engaged in setting professional standards, providing a professional career path for project managers and maintaining a family of globally-transferable professional credentials: Certified Associate in Project Management (CAPM®), Project Management Professional (PMP®) and Program Management Professional (PgMPSM). Additionally, the Institute provides members with access to the knowledge, skills, educational support and networking opportunities needed to drive business results through project management. PMI is highly regarded for its extensive research capabilities. PMI was founded in 1969. Visit PMI.org for more information.

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