{"product_id":"competency-based-engineering-project-management-a-handbook-for-managing-technical-projects-hardback-9781394395842","title":"Competency-Based Engineering Project Management; A Handbook for Managing Technical Projects (Hardback) 9781394395842","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eCompetency-Based Engineering Project Management\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eA Handbook for Managing Technical Projects\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eValerie P. Denney (Edited by), V Denney (Author), Gene Dixon (Edited by), Artem Shushkov (Edited by)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9781394395842, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 11 May 2026\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e448 pages\u003cbr\u003e23.1 x 15.5 x 3 cm, 0.816 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003eA competency-based framework for leading complex engineering projects\u003c\/b\u003e \u003c\/p\u003e\n\u003cp\u003eEngineering projects require leadership that integrates technical depth with strategic management. This handbook provides a structured, competency-based framework designed specifically for high-pressure technical environments. Unlike traditional textbooks, this guide offers a non-sequential model for practitioners to find immediate, actionable answers to complex challenges. \u003c\/p\u003e\n\u003cp\u003eIt bridges the gap between standards and implementation, focusing on the core competencies essential for project success—from Project Controls to Knowledge Management. Whether you are an engineer transitioning into management or a veteran lead, this resource provides the technical specifics and leadership strategies needed to deliver value, manage high uncertainty, and align project outcomes with global strategic organizational goals. It is the essential reference for those seeking to enhance professional skills in a knowledge-intensive landscape. \u003c\/p\u003e\n\u003cp\u003eReaders will also find: \u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cb\u003ePractitioner-Focused Design:\u003c\/b\u003e Jump directly to the competency you need; every chapter is self-contained with curated reading lists for deeper study\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eIntegrated AI Guidance:\u003c\/b\u003e Navigate the impact of artificial intelligence, IoT, and blockchain woven throughout the project lifecycle—grounded in engineering practice\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003eEngineering-Specific Mastery:\u003c\/b\u003e Focus on Intellectual Property, Configuration Management, and Value Engineering—critical competencies often missing from generic project management frameworks\u003c\/li\u003e \u003cli\u003e\n\u003cb\u003e130+ Years of Collective Expertise:\u003c\/b\u003e Leverage actionable strategies validated by a globally diverse editorial team and over 30 subject matter experts\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003eDesigned for engineering project managers and technical leads, this handbook connects competency-based frameworks with actionable strategies. It equips professionals to lead multidisciplinary teams through complex lifecycles while navigating the legal, ethical, and technological shifts reshaping the global landscape of modern engineering projects.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eList of Figures xx\u003c\/p\u003e \u003cp\u003eList of Tables xxiv\u003c\/p\u003e \u003cp\u003eList of Contributors xxv\u003c\/p\u003e \u003cp\u003eAbout the Authors and Editors xxvii\u003c\/p\u003e \u003cp\u003ePreface xxix\u003c\/p\u003e \u003cp\u003eAcknowledgments xxxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM and Valerie P. Denney, DBA, PMP\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e1.1 Purpose of This Handbook 1\u003c\/p\u003e \u003cp\u003e1.2 EPMgrs Are Unique 1\u003c\/p\u003e \u003cp\u003e1.3 Engineering Project 2\u003c\/p\u003e \u003cp\u003e1.4 The Evolving Landscape of Project Management 4\u003c\/p\u003e \u003cp\u003e1.5 Interrelations Between R\u0026amp;D, Technology, Engineering, and Innovation 5\u003c\/p\u003e \u003cp\u003e1.6 Role of Technology in Corporate Competitiveness 7\u003c\/p\u003e \u003cp\u003e1.6.1 Technology Strategy—Why It Matters for EPMgrs 7\u003c\/p\u003e \u003cp\u003e1.6.2 Types of Technology Strategy 8\u003c\/p\u003e \u003cp\u003e1.7 The Handbook: Competency Previews 9\u003c\/p\u003e \u003cp\u003e1.7.1 The Handbook Competencies 9\u003c\/p\u003e \u003cp\u003e1.8 How the Handbook Is Organized 13\u003c\/p\u003e \u003cp\u003eAcronyms 14\u003c\/p\u003e \u003cp\u003eGlossary 14\u003c\/p\u003e \u003cp\u003eReferences 16\u003c\/p\u003e \u003cp\u003eRecommended Reading List 16\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Life Cycle Models and Tailoring 17\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e2.1 Introduction 17\u003c\/p\u003e \u003cp\u003e2.2 Fundamental Concepts 18\u003c\/p\u003e \u003cp\u003e2.3 Comparing Popular Life Cycle Models 19\u003c\/p\u003e \u003cp\u003e2.3.1 Waterfall Model 20\u003c\/p\u003e \u003cp\u003e2.3.2 V-shaped Model 21\u003c\/p\u003e \u003cp\u003e2.3.3 Spiral Model 21\u003c\/p\u003e \u003cp\u003e2.3.4 Iterative and Incremental Models 22\u003c\/p\u003e \u003cp\u003e2.3.5 Agile Model 23\u003c\/p\u003e \u003cp\u003e2.3.6 Hybrid Model 24\u003c\/p\u003e \u003cp\u003e2.4 Selecting the Right Model: Key Factors 25\u003c\/p\u003e \u003cp\u003e2.5 Scaling Models to Specific Project Needs 26\u003c\/p\u003e \u003cp\u003e2.5.1 Scaling Up for Large Projects 27\u003c\/p\u003e \u003cp\u003e2.5.2 Scaling Down for Small Projects 27\u003c\/p\u003e \u003cp\u003eAcronyms 28\u003c\/p\u003e \u003cp\u003eGlossary 28\u003c\/p\u003e \u003cp\u003eReferences 30\u003c\/p\u003e \u003cp\u003eRecommended Reading List 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Project Controls 33\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM and Terry R. Collins, PhD, PE, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e3.1 Introduction 33\u003c\/p\u003e \u003cp\u003e3.2 Quantitative Tools and Techniques 33\u003c\/p\u003e \u003cp\u003e3.3 Qualitative Tools and Techniques 34\u003c\/p\u003e \u003cp\u003e3.4 Fundamental Concepts 34\u003c\/p\u003e \u003cp\u003e3.4.1 Project Controls Concept 34\u003c\/p\u003e \u003cp\u003e3.4.2 KPIs and Milestones 37\u003c\/p\u003e \u003cp\u003e3.4.3 Role of an EPMgr 39\u003c\/p\u003e \u003cp\u003e3.4.4 KPIs and Types of a Project 39\u003c\/p\u003e \u003cp\u003e3.4.4.1 Examples of a Project and Relevant KPIs 40\u003c\/p\u003e \u003cp\u003e3.4.5 Setting the Right KPIs 43\u003c\/p\u003e \u003cp\u003e3.4.6 Balancing the Right KPIs 45\u003c\/p\u003e \u003cp\u003e3.5 Artificial Intelligence in Project Controls 47\u003c\/p\u003e \u003cp\u003e3.6 Global Considerations for Project Controls 47\u003c\/p\u003e \u003cp\u003e3.7 Inter-competency Linkages 48\u003c\/p\u003e \u003cp\u003e3.8 Practical Applications and\/or Case Studies 49\u003c\/p\u003e \u003cp\u003eAcronyms 51\u003c\/p\u003e \u003cp\u003eGlossary 51\u003c\/p\u003e \u003cp\u003eReferences 54\u003c\/p\u003e \u003cp\u003eRecommended Reading List 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Financial Management 57\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction 57\u003c\/p\u003e \u003cp\u003e4.2 Quantitative Tools and Techniques 57\u003c\/p\u003e \u003cp\u003e4.3 Qualitative Tools and Techniques 58\u003c\/p\u003e \u003cp\u003e4.4 Fundamental Concepts of Project Selection 58\u003c\/p\u003e \u003cp\u003e4.4.1 Financial Life Cycle of an Engineering Project 59\u003c\/p\u003e \u003cp\u003e4.4.2 Forecasted Project Cash Flows 60\u003c\/p\u003e \u003cp\u003e4.4.3 Project Cost Estimation 61\u003c\/p\u003e \u003cp\u003e4.4.4 Valuation Techniques of an Engineering Project 61\u003c\/p\u003e \u003cp\u003e4.4.5 Macro-parameters 64\u003c\/p\u003e \u003cp\u003e4.4.6 Stage 1 Evaluation 65\u003c\/p\u003e \u003cp\u003e4.4.7 Stage 2 Selection 65\u003c\/p\u003e \u003cp\u003e4.4.7.1 Obtaining Value: High-certainty and High-uncertainty Projects 65\u003c\/p\u003e \u003cp\u003e4.4.7.2 Technology Readiness Level and Probability of Success in High-uncertainty Projects 66\u003c\/p\u003e \u003cp\u003e4.4.7.3 Obtaining Value: High-certainity and High-uncertainity Projects Metrics 67\u003c\/p\u003e \u003cp\u003e4.4.7.4 Other Evaluation Techniques for High-complexity and High-uncertainty Projects 76\u003c\/p\u003e \u003cp\u003e4.4.8 Stage 3 Definition 80\u003c\/p\u003e \u003cp\u003e4.4.8.1 Sensitivity Analysis 81\u003c\/p\u003e \u003cp\u003e4.4.9 Stage 4 Predevelopment Assessment 82\u003c\/p\u003e \u003cp\u003e4.4.10 Stage 5 Development 83\u003c\/p\u003e \u003cp\u003e4.4.11 Stage 6 Trials and Launch 83\u003c\/p\u003e \u003cp\u003e4.4.12 Stage 7 Transfer 84\u003c\/p\u003e \u003cp\u003e4.4.13 Stage 8.1 Maintenance and Upgrade 84\u003c\/p\u003e \u003cp\u003e4.4.14 Stage 8.2 Termination 85\u003c\/p\u003e \u003cp\u003e4.5 Artificial Intelligence in Financial Management 86\u003c\/p\u003e \u003cp\u003e4.6 Global Considerations for Financial Management 87\u003c\/p\u003e \u003cp\u003e4.7 Inter-competency Linkages 88\u003c\/p\u003e \u003cp\u003e4.8 Practical Applications and\/or Case Studies 88\u003c\/p\u003e \u003cp\u003e4.8.1 Option “As-is” and $85,000,000 of CAPEX Invested in R\u0026amp;D 90\u003c\/p\u003e \u003cp\u003e4.8.2 Option “As-to Be” and $66,000,000 of CAPEX Invested in R\u0026amp;D 90\u003c\/p\u003e \u003cp\u003e4.8.3 Difference in Tax Liability 91\u003c\/p\u003e \u003cp\u003eAcronyms 91\u003c\/p\u003e \u003cp\u003eGlossary 92\u003c\/p\u003e \u003cp\u003eReferences 95\u003c\/p\u003e \u003cp\u003eRecommended Reading List 96\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Requirements Management 97\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJames Marion, PhD, RMP, PMP and Valerie P. Denney, DBA, PMP\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 97\u003c\/p\u003e \u003cp\u003e5.2 Quantitative Tools and Techniques 98\u003c\/p\u003e \u003cp\u003e5.3 Qualitative Tools and Techniques 98\u003c\/p\u003e \u003cp\u003e5.4 Fundamental Concepts 98\u003c\/p\u003e \u003cp\u003e5.4.1 Requirement Categories 98\u003c\/p\u003e \u003cp\u003e5.4.2 The Product Life Cycle Model 101\u003c\/p\u003e \u003cp\u003e5.4.2.1 Initiating Process Group: The Project Begins 101\u003c\/p\u003e \u003cp\u003e5.4.2.2 Product Development 101\u003c\/p\u003e \u003cp\u003e5.4.3 Integrating Research and Technology into New Products—Concept to Realization 102\u003c\/p\u003e \u003cp\u003e5.4.4 Systems Engineering Method 102\u003c\/p\u003e \u003cp\u003e5.4.4.1 Requirements Elicitation Process 103\u003c\/p\u003e \u003cp\u003e5.4.4.2 Requirements Documentation and Storage Process 103\u003c\/p\u003e \u003cp\u003e5.4.4.3 Requirements Tracing Process 103\u003c\/p\u003e \u003cp\u003e5.4.4.4 Requirements Validation Process 103\u003c\/p\u003e \u003cp\u003e5.4.4.5 Conversion of Requirements into Specifications Process 103\u003c\/p\u003e \u003cp\u003e5.4.5 Project Stages 103\u003c\/p\u003e \u003cp\u003e5.4.5.1 Stage 1: Evaluation 104\u003c\/p\u003e \u003cp\u003e5.4.5.2 Stage 2: Selection 104\u003c\/p\u003e \u003cp\u003e5.4.5.3 Stage 3: Definition 105\u003c\/p\u003e \u003cp\u003e5.4.5.4 Stage 4: Predevelopment Assessment 105\u003c\/p\u003e \u003cp\u003e5.4.5.5 Stage 5: Development 105\u003c\/p\u003e \u003cp\u003e5.4.5.6 Stage 6: Trials \u0026amp; Launch 105\u003c\/p\u003e \u003cp\u003e5.4.5.7 Stage 7: Transfer 106\u003c\/p\u003e \u003cp\u003e5.4.5.8 Stage 8.1: Maintenance \u0026amp; Upgrade 106\u003c\/p\u003e \u003cp\u003e5.4.5.9 Stage 8.2: Termination 106\u003c\/p\u003e \u003cp\u003e5.4.6 Key Skills \u0026amp; Processes in Requirements Management 106\u003c\/p\u003e \u003cp\u003e5.4.7 Tools, Techniques, and Methods Used in Requirements Management 107\u003c\/p\u003e \u003cp\u003e5.4.7.1 Project Charter 107\u003c\/p\u003e \u003cp\u003e5.4.7.2 CROPIS Analysis 108\u003c\/p\u003e \u003cp\u003e5.4.7.3 SIPOC Analysis 109\u003c\/p\u003e \u003cp\u003e5.4.7.4 Quality Function Deployment and House of Quality 109\u003c\/p\u003e \u003cp\u003e5.4.7.5 Forecasting Methods 110\u003c\/p\u003e \u003cp\u003e5.4.7.6 Document Analysis 110\u003c\/p\u003e \u003cp\u003e5.4.7.7 Brainstorming 111\u003c\/p\u003e \u003cp\u003e5.4.7.8 Interviews 111\u003c\/p\u003e \u003cp\u003e5.4.7.9 Prototyping 111\u003c\/p\u003e \u003cp\u003e5.4.7.10 Workshops 112\u003c\/p\u003e \u003cp\u003e5.4.7.11 Survey 112\u003c\/p\u003e \u003cp\u003e5.4.7.12 Mind Maps 112\u003c\/p\u003e \u003cp\u003e5.4.7.13 User Stories 112\u003c\/p\u003e \u003cp\u003e5.4.7.14 Use Case Diagrams 113\u003c\/p\u003e \u003cp\u003e5.4.7.15 Process Flows 113\u003c\/p\u003e \u003cp\u003e5.4.7.16 Context Diagrams 114\u003c\/p\u003e \u003cp\u003e5.4.7.17 Mock-ups 116\u003c\/p\u003e \u003cp\u003e5.4.7.18 Requirements Traceability Matrix 116\u003c\/p\u003e \u003cp\u003e5.5 Artificial Intelligence in Requirements Management 117\u003c\/p\u003e \u003cp\u003e5.6 Global Considerations for Requirement Management 118\u003c\/p\u003e \u003cp\u003e5.6.1 Cultural and Communication Challenges 118\u003c\/p\u003e \u003cp\u003e5.6.2 Language Barriers 118\u003c\/p\u003e \u003cp\u003e5.6.3 Regulatory and Legal Considerations 118\u003c\/p\u003e \u003cp\u003e5.6.4 Time Zone and Coordination Issues 119\u003c\/p\u003e \u003cp\u003e5.7 Inter-competency Linkages 119\u003c\/p\u003e \u003cp\u003e5.8 Practical Applications and\/or Case Studies 120\u003c\/p\u003e \u003cp\u003e5.8.1 Case 1: Evolving Requirements in Agile Hardware Software Integration 120\u003c\/p\u003e \u003cp\u003e5.8.1.1 Summary 120\u003c\/p\u003e \u003cp\u003e5.8.1.2 Supporting Information 120\u003c\/p\u003e \u003cp\u003e5.8.1.3 Challenges 121\u003c\/p\u003e \u003cp\u003e5.8.1.4 Lessons Learned 121\u003c\/p\u003e \u003cp\u003e5.8.2 Case 2: Balancing Engineering, Regulatory, and Environmental Requirements 121\u003c\/p\u003e \u003cp\u003e5.8.2.1 Summary 121\u003c\/p\u003e \u003cp\u003e5.8.2.2 Supporting Information 121\u003c\/p\u003e \u003cp\u003e5.8.2.3 Challenges 122\u003c\/p\u003e \u003cp\u003e5.8.2.4 Lessons Learned 122\u003c\/p\u003e \u003cp\u003e5.8.3 Case Study 3: Managing Conflicting and Evolving Requirements 122\u003c\/p\u003e \u003cp\u003e5.8.3.1 Summary 122\u003c\/p\u003e \u003cp\u003e5.8.3.2 Supporting Information 122\u003c\/p\u003e \u003cp\u003e5.8.3.3 Challenges 123\u003c\/p\u003e \u003cp\u003e5.8.3.4 Lessons Learned 123\u003c\/p\u003e \u003cp\u003eAcronyms 124\u003c\/p\u003e \u003cp\u003eGlossary 124\u003c\/p\u003e \u003cp\u003eReferences 125\u003c\/p\u003e \u003cp\u003eRecommended Reading List 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Value Engineering 129\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 129\u003c\/p\u003e \u003cp\u003e6.2 Quantitative Tools and Techniques 129\u003c\/p\u003e \u003cp\u003e6.3 Qualitative Tools and Techniques 130\u003c\/p\u003e \u003cp\u003e6.4 Fundamental Concepts 130\u003c\/p\u003e \u003cp\u003e6.4.1 Function and Cost 131\u003c\/p\u003e \u003cp\u003e6.4.2 Stage 2 Selection 133\u003c\/p\u003e \u003cp\u003e6.4.3 Stage 3 Definition 133\u003c\/p\u003e \u003cp\u003e6.4.4 Stage 4 Predevelopment Assessment 137\u003c\/p\u003e \u003cp\u003e6.4.5 Stage 5 Development 138\u003c\/p\u003e \u003cp\u003e6.4.6 Stage 6 Trials and Launch 140\u003c\/p\u003e \u003cp\u003e6.4.7 Stage 7 Transfer 141\u003c\/p\u003e \u003cp\u003e6.4.8 Stage 8.1 Maintenance and Upgrade 141\u003c\/p\u003e \u003cp\u003e6.4.9 Stage 8.2 Termination 143\u003c\/p\u003e \u003cp\u003e6.4.10 Sustainability 143\u003c\/p\u003e \u003cp\u003e6.4.10.1 Life Cycle Sustainability Analysis 143\u003c\/p\u003e \u003cp\u003e6.4.10.2 Sustainable Engineering 144\u003c\/p\u003e \u003cp\u003e6.5 Artificial Intelligence in Value Engineering 145\u003c\/p\u003e \u003cp\u003e6.6 Global Considerations for Value Engineering 146\u003c\/p\u003e \u003cp\u003e6.7 Inter-competency Linkages 147\u003c\/p\u003e \u003cp\u003e6.8 Practical Applications and\/or Case Studies 147\u003c\/p\u003e \u003cp\u003eAcronyms 148\u003c\/p\u003e \u003cp\u003eGlossary 149\u003c\/p\u003e \u003cp\u003eReferences 151\u003c\/p\u003e \u003cp\u003eRecommended Reading List 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Risk and Safety Management 155\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJames Marion, PhD, RMP, PMP and Valerie P. Denney, DBA, PMP\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e7.1 Introduction 155\u003c\/p\u003e \u003cp\u003e7.2 Quantitative Tools and Techniques 156\u003c\/p\u003e \u003cp\u003e7.3 Qualitative Tools and Techniques 156\u003c\/p\u003e \u003cp\u003e7.4 Fundamental Concepts 156\u003c\/p\u003e \u003cp\u003e7.4.1 Elements of Risk Management 157\u003c\/p\u003e \u003cp\u003e7.4.1.1 Elements of Success in Risk Management 157\u003c\/p\u003e \u003cp\u003e7.4.1.2 Purpose of Risk Management 158\u003c\/p\u003e \u003cp\u003e7.4.1.3 Risk Appetite and Risk Tolerance 159\u003c\/p\u003e \u003cp\u003e7.4.1.4 Iterative Risk Identification 159\u003c\/p\u003e \u003cp\u003e7.4.1.5 Distinguishing Risks, Issues, and Assumptions 159\u003c\/p\u003e \u003cp\u003e7.4.1.6 Contingency Reserves and Management Reserves 160\u003c\/p\u003e \u003cp\u003e7.4.1.7 Purpose of Risk Reassessment 160\u003c\/p\u003e \u003cp\u003e7.4.2 Elements of Safety Management 161\u003c\/p\u003e \u003cp\u003e7.4.2.1 Elements of Success in Safety Management 161\u003c\/p\u003e \u003cp\u003e7.4.2.2 Understanding Safety Regulations 162\u003c\/p\u003e \u003cp\u003e7.4.2.3 Incident Management 162\u003c\/p\u003e \u003cp\u003e7.4.2.4 Emergency Preparedness 162\u003c\/p\u003e \u003cp\u003e7.4.3 Planning: Understanding Project Scope and Objectives 163\u003c\/p\u003e \u003cp\u003e7.4.3.1 Impact of Project Environment on Risk and Safety Management 163\u003c\/p\u003e \u003cp\u003e7.4.3.2 Components of Risk and Safety Management Plans 163\u003c\/p\u003e \u003cp\u003e7.4.4 Identification: Systematically Identify Potential Risks and Safety Concerns 164\u003c\/p\u003e \u003cp\u003e7.4.4.1 Assumptions Analysis 164\u003c\/p\u003e \u003cp\u003e7.4.4.2 Brainstorming 164\u003c\/p\u003e \u003cp\u003e7.4.4.3 Checklists 164\u003c\/p\u003e \u003cp\u003e7.4.4.4 Historical Information Reviews 164\u003c\/p\u003e \u003cp\u003e7.4.4.5 Project Document Reviews 165\u003c\/p\u003e \u003cp\u003e7.4.4.6 Risk Breakdown Structures 165\u003c\/p\u003e \u003cp\u003e7.4.4.7 SWOT Analysis 166\u003c\/p\u003e \u003cp\u003e7.4.4.8 Risk Register 166\u003c\/p\u003e \u003cp\u003e7.4.4.9 Assumption Log 168\u003c\/p\u003e \u003cp\u003e7.4.4.10 Issue Log 168\u003c\/p\u003e \u003cp\u003e7.4.5 Qualitative Analysis and Prioritization Tools 168\u003c\/p\u003e \u003cp\u003e7.4.5.1 Bubble Chart 169\u003c\/p\u003e \u003cp\u003e7.4.5.2 Probability and Impact Matrix 169\u003c\/p\u003e \u003cp\u003e7.4.5.3 Risk Categorization Assessment 171\u003c\/p\u003e \u003cp\u003e7.4.5.4 Risk Data Quality Assessment 171\u003c\/p\u003e \u003cp\u003e7.4.5.5 What-if Analysis 171\u003c\/p\u003e \u003cp\u003e7.4.6 Quantitative Risk Analysis and Prioritization Tools 173\u003c\/p\u003e \u003cp\u003e7.4.6.1 Cost Benefit Analysis 173\u003c\/p\u003e \u003cp\u003e7.4.6.2 Critical Chain Project Management 173\u003c\/p\u003e \u003cp\u003e7.4.6.3 Decision Tree Analysis 174\u003c\/p\u003e \u003cp\u003e7.4.6.4 Failure Mode and Effects Analysis 175\u003c\/p\u003e \u003cp\u003e7.4.6.5 Monte Carlo Simulation 175\u003c\/p\u003e \u003cp\u003e7.4.6.6 Multi-criterion Selection Techniques 175\u003c\/p\u003e \u003cp\u003e7.4.6.7 Program Evaluation and Review Technique 176\u003c\/p\u003e \u003cp\u003e7.4.6.8 Root Cause Analysis 177\u003c\/p\u003e \u003cp\u003e7.4.6.9 Sensitivity Analysis 178\u003c\/p\u003e \u003cp\u003e7.4.7 Response Planning and Execution 179\u003c\/p\u003e \u003cp\u003e7.4.7.1 Contingency Response Strategies 179\u003c\/p\u003e \u003cp\u003e7.4.7.2 Risk Handling Techniques 179\u003c\/p\u003e \u003cp\u003e7.4.7.3 Safety Measures 181\u003c\/p\u003e \u003cp\u003e7.4.8 Monitoring and Control 181\u003c\/p\u003e \u003cp\u003e7.4.8.1 Components of a Risk Report 181\u003c\/p\u003e \u003cp\u003e7.4.8.2 Risk Control Tools and Techniques 182\u003c\/p\u003e \u003cp\u003e7.4.8.3 Monitoring and Enforcement in Safety Management 183\u003c\/p\u003e \u003cp\u003e7.4.9 Primary Project Stages and Application 183\u003c\/p\u003e \u003cp\u003e7.5 Artificial Intelligence in Risk and Safety Management 183\u003c\/p\u003e \u003cp\u003e7.6 Global Considerations for Risk and Safety Management 184\u003c\/p\u003e \u003cp\u003e7.6.1 Cultural and Behavioral Differences in Risk Perception 184\u003c\/p\u003e \u003cp\u003e7.6.2 Regulatory and Legal Variability 185\u003c\/p\u003e \u003cp\u003e7.6.3 Recommendations for Global Risk and Safety Management 185\u003c\/p\u003e \u003cp\u003e7.7 Inter-competency Linkages 185\u003c\/p\u003e \u003cp\u003e7.8 Practical Applications and\/or Case Studies 185\u003c\/p\u003e \u003cp\u003e7.8.1 Case Study 1: Boeing 737 MAX—Engineering Risk, Oversight, and Safety Failures 186\u003c\/p\u003e \u003cp\u003e7.8.1.1 Summary 186\u003c\/p\u003e \u003cp\u003e7.8.1.2 Supporting Information 186\u003c\/p\u003e \u003cp\u003e7.8.1.3 Challenges 186\u003c\/p\u003e \u003cp\u003e7.8.1.4 Lessons Learned 187\u003c\/p\u003e \u003cp\u003e7.8.2 Case Study 2: Nord Stream Pipeline Sabotage—Infrastructure Vulnerability and Risk Preparedness 187\u003c\/p\u003e \u003cp\u003e7.8.2.1 Summary 187\u003c\/p\u003e \u003cp\u003e7.8.2.2 Supporting Information 187\u003c\/p\u003e \u003cp\u003e7.8.2.3 Challenges 187\u003c\/p\u003e \u003cp\u003e7.8.2.4 Lessons Learned 187\u003c\/p\u003e \u003cp\u003e7.8.3 Case Study 3: Baltimore Key Bridge Collapse—Structural Risk and Maritime Safety 187\u003c\/p\u003e \u003cp\u003e7.8.3.1 Summary 187\u003c\/p\u003e \u003cp\u003e7.8.3.2 Supporting Information 188\u003c\/p\u003e \u003cp\u003e7.8.3.3 Challenges 188\u003c\/p\u003e \u003cp\u003e7.8.3.4 Lessons Learned 188\u003c\/p\u003e \u003cp\u003eAcronyms 188\u003c\/p\u003e \u003cp\u003eGlossary 189\u003c\/p\u003e \u003cp\u003eReferences 190\u003c\/p\u003e \u003cp\u003eRecommended Reading List 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Leadership 193\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGene Dixon, PhD, CPEM, FASEM and Daryl Watkins, DM, PMP, PCC\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction 193\u003c\/p\u003e \u003cp\u003e8.2 Quantitative Tools and Techniques 194\u003c\/p\u003e \u003cp\u003e8.3 Qualitative Tools and Techniques 194\u003c\/p\u003e \u003cp\u003e8.4 Fundamental Concepts 194\u003c\/p\u003e \u003cp\u003e8.4.1 Is Leadership Different for EPMgrs (or Should It Be Different)? 196\u003c\/p\u003e \u003cp\u003e8.4.2 How Has Leadership Theory Evolved 198\u003c\/p\u003e \u003cp\u003e8.4.2.1 Understanding Complexity 198\u003c\/p\u003e \u003cp\u003e8.4.2.2 Rethinking Leadership: From Control to Collaboration 198\u003c\/p\u003e \u003cp\u003e8.4.2.3 Essential Skills for Complexity Leadership 199\u003c\/p\u003e \u003cp\u003e8.4.3 Leadership as a Process 201\u003c\/p\u003e \u003cp\u003e8.4.4 EPMgr Duties 204\u003c\/p\u003e \u003cp\u003e8.4.4.1 KPIs 205\u003c\/p\u003e \u003cp\u003e8.4.4.2 Delegation 206\u003c\/p\u003e \u003cp\u003e8.5 Artificial Intelligence in Leadership 207\u003c\/p\u003e \u003cp\u003e8.6 Global Considerations in Leadership 208\u003c\/p\u003e \u003cp\u003e8.7 Inter-competency Linkages 209\u003c\/p\u003e \u003cp\u003e8.8 Practical Applications and\/or Case Studies 210\u003c\/p\u003e \u003cp\u003e8.8.1 Case Study: The Boeing 787 Dreamliner 210\u003c\/p\u003e \u003cp\u003eAcronyms 211\u003c\/p\u003e \u003cp\u003eGlossary 211\u003c\/p\u003e \u003cp\u003eReferences 212\u003c\/p\u003e \u003cp\u003eRecommended Reading List 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Communications 217\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGene Dixon, PhD, CPEM, FASEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction 217\u003c\/p\u003e \u003cp\u003e9.2 Qualitative Tools and Techniques 218\u003c\/p\u003e \u003cp\u003e9.3 Fundamental Concepts 218\u003c\/p\u003e \u003cp\u003e9.3.1 Principles of Effective Communication 221\u003c\/p\u003e \u003cp\u003e9.3.2 Barriers to Effective Communication 223\u003c\/p\u003e \u003cp\u003e9.3.3 Meetings and Communications 225\u003c\/p\u003e \u003cp\u003e9.3.4 Listening 226\u003c\/p\u003e \u003cp\u003e9.3.4.1 Advanced Listener Skills 227\u003c\/p\u003e \u003cp\u003e9.3.5 Communication Management 228\u003c\/p\u003e \u003cp\u003e9.3.5.1 Preventing Miscommunications 229\u003c\/p\u003e \u003cp\u003e9.3.5.2 Efficient Project Documentation 229\u003c\/p\u003e \u003cp\u003e9.3.6 Communications Management Planning 230\u003c\/p\u003e \u003cp\u003e9.3.7 Laws of Project 231\u003c\/p\u003e \u003cp\u003e9.3.8 Technical Presentations 233\u003c\/p\u003e \u003cp\u003e9.3.9 Principles of Rhetoric 235\u003c\/p\u003e \u003cp\u003e9.3.9.1 Principle 1: Invention 236\u003c\/p\u003e \u003cp\u003e9.3.9.2 Principle 2: Arrangement 236\u003c\/p\u003e \u003cp\u003e9.3.9.3 Principle 3: Style 237\u003c\/p\u003e \u003cp\u003e9.3.9.4 Principle 4: Memory 238\u003c\/p\u003e \u003cp\u003e9.3.9.5 Principle 5: Delivery 238\u003c\/p\u003e \u003cp\u003e9.4 Artificial Intelligence in Communications 240\u003c\/p\u003e \u003cp\u003e9.5 Global Considerations for Communication 241\u003c\/p\u003e \u003cp\u003e9.5.1 Stakeholder Engagement 242\u003c\/p\u003e \u003cp\u003e9.6 Inter-competency Linkages 244\u003c\/p\u003e \u003cp\u003e9.7 Practical Applications and\/or Case Studies 244\u003c\/p\u003e \u003cp\u003eAcronyms 245\u003c\/p\u003e \u003cp\u003eGlossary 245\u003c\/p\u003e \u003cp\u003eReferences 247\u003c\/p\u003e \u003cp\u003eRecommended Reading List 248\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Configuration Management 249\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eGene Dixon, PhD, CPEM, FASEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction 249\u003c\/p\u003e \u003cp\u003e10.2 Quantitative Tools and Techniques 249\u003c\/p\u003e \u003cp\u003e10.3 Qualitative Tools and Techniques 250\u003c\/p\u003e \u003cp\u003e10.4 Fundamental Concepts 250\u003c\/p\u003e \u003cp\u003e10.4.1 Application 251\u003c\/p\u003e \u003cp\u003e10.4.2 cm and Information Risks 253\u003c\/p\u003e \u003cp\u003e10.4.3 Configuration Management Plan 254\u003c\/p\u003e \u003cp\u003e10.4.4 Configuration Identification 257\u003c\/p\u003e \u003cp\u003e10.4.5 Configuration Control 257\u003c\/p\u003e \u003cp\u003e10.4.6 Configuration\/Change Control Board (CCB) 259\u003c\/p\u003e \u003cp\u003e10.4.7 Security Impact Analysis (SIA) 260\u003c\/p\u003e \u003cp\u003e10.4.8 Configuration Accounting 260\u003c\/p\u003e \u003cp\u003e10.4.9 Configuration Quality Verification 261\u003c\/p\u003e \u003cp\u003e10.4.10 Training 261\u003c\/p\u003e \u003cp\u003e10.5 Artificial Intelligence in cm 261\u003c\/p\u003e \u003cp\u003e10.6 Global Considerations for cm 262\u003c\/p\u003e \u003cp\u003e10.7 Inter-competency Linkages 263\u003c\/p\u003e \u003cp\u003e10.8 Practical Applications 263\u003c\/p\u003e \u003cp\u003e10.8.1 Case 1: Remediation Without Records 263\u003c\/p\u003e \u003cp\u003e10.8.2 Case 2: Compliance Through Configuration Audits 264\u003c\/p\u003e \u003cp\u003eAcronyms 264\u003c\/p\u003e \u003cp\u003eGlossary 265\u003c\/p\u003e \u003cp\u003eReferences 266\u003c\/p\u003e \u003cp\u003eRecommended Reading List 267\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Resource Management 269\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e11.1 Introduction 269\u003c\/p\u003e \u003cp\u003e11.2 Quantitative Tools and Techniques 269\u003c\/p\u003e \u003cp\u003e11.3 Qualitative Tools and Techniques 269\u003c\/p\u003e \u003cp\u003e11.4 Fundamental Concepts 270\u003c\/p\u003e \u003cp\u003e11.4.1 Corporate Assets 270\u003c\/p\u003e \u003cp\u003e11.4.2 Intangible Assets 271\u003c\/p\u003e \u003cp\u003e11.4.3 Tangible Resource Estimation 272\u003c\/p\u003e \u003cp\u003e11.4.4 Intangible Resource Estimation 274\u003c\/p\u003e \u003cp\u003e11.4.5 Resource Breakdown Structure 275\u003c\/p\u003e \u003cp\u003e11.4.6 Resource Allocation Matrix 276\u003c\/p\u003e \u003cp\u003e11.4.7 Execution Responsibilities and Decision-making Roles 277\u003c\/p\u003e \u003cp\u003e11.4.8 Resource Performance Report 279\u003c\/p\u003e \u003cp\u003e11.4.9 Procurement 280\u003c\/p\u003e \u003cp\u003e11.5 Artificial Intelligence in Resource Management 282\u003c\/p\u003e \u003cp\u003e11.6 Global Considerations for Resource Management 283\u003c\/p\u003e \u003cp\u003e11.7 Inter-competency Linkages 284\u003c\/p\u003e \u003cp\u003e11.8 Practical Applications and\/or Case Studies 284\u003c\/p\u003e \u003cp\u003eAcronyms 285\u003c\/p\u003e \u003cp\u003eGlossary 286\u003c\/p\u003e \u003cp\u003eReferences 288\u003c\/p\u003e \u003cp\u003eRecommended Reading List 290\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Quality Management 291\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eJames Marion, PhD, PMP, PMI-RMP and Valerie P. Denney, DBA, PMP\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e12.1 Introduction 291\u003c\/p\u003e \u003cp\u003e12.2 Quantitative Tools and Techniques 291\u003c\/p\u003e \u003cp\u003e12.3 Qualitative Tools and Techniques 292\u003c\/p\u003e \u003cp\u003e12.4 Fundamental Concepts 292\u003c\/p\u003e \u003cp\u003e12.4.1 Key Principles in QM 295\u003c\/p\u003e \u003cp\u003e12.4.2 Tools Related to QM 296\u003c\/p\u003e \u003cp\u003e12.4.2.1 QM Plan (QMP) 296\u003c\/p\u003e \u003cp\u003e12.4.2.2 Activity Network Diagram 297\u003c\/p\u003e \u003cp\u003e12.4.2.3 Affinity Diagram 297\u003c\/p\u003e \u003cp\u003e12.4.2.4 Interrelationship Diagram 297\u003c\/p\u003e \u003cp\u003e12.4.2.5 Matrix Diagram 298\u003c\/p\u003e \u003cp\u003e12.4.2.6 Prioritization Matrix 300\u003c\/p\u003e \u003cp\u003e12.4.2.7 Process Decision Program Chart (PDPC) 300\u003c\/p\u003e \u003cp\u003e12.4.2.8 Tree Diagram 300\u003c\/p\u003e \u003cp\u003e12.4.2.9 Pareto Charts 300\u003c\/p\u003e \u003cp\u003e12.4.2.10 Cause-and-effect Diagrams (Fishbone or Ishikawa Diagrams) 303\u003c\/p\u003e \u003cp\u003e12.4.2.11 Scatter Charts 303\u003c\/p\u003e \u003cp\u003e12.4.2.12 Control Charts 303\u003c\/p\u003e \u003cp\u003e12.4.2.13 Project Reviews 304\u003c\/p\u003e \u003cp\u003e12.4.2.14 Design Reviews 304\u003c\/p\u003e \u003cp\u003e12.4.2.15 Engineering Project Checklists 305\u003c\/p\u003e \u003cp\u003e12.4.2.16 Root Cause Analysis\/Five Whys 305\u003c\/p\u003e \u003cp\u003e12.4.2.17 Flow Chart 305\u003c\/p\u003e \u003cp\u003e12.4.2.18 PDSA Cycle (Plan-do-study-act) 309\u003c\/p\u003e \u003cp\u003e12.4.2.19 Failure Mode and Effects Analysis (FMEA) 309\u003c\/p\u003e \u003cp\u003e12.4.2.20 Design of Experiments (DOE) 309\u003c\/p\u003e \u003cp\u003e12.4.2.21 Quality Function Deployment (QFD) 309\u003c\/p\u003e \u003cp\u003e12.5 Artificial Intelligence in QM 310\u003c\/p\u003e \u003cp\u003e12.6 Global Considerations for QM 311\u003c\/p\u003e \u003cp\u003e12.7 Inter-competency Linkages 312\u003c\/p\u003e \u003cp\u003e12.8 Practical Applications and\/or Case Studies 312\u003c\/p\u003e \u003cp\u003e12.8.1 Interstate 95 Philadelphia Rapid Rebuild—Emergency Design-build QA Under 312\u003c\/p\u003e \u003cp\u003e12.8.2 F-35 Modernization Delays—Software-integration and Supply-chain Quality Risks 313\u003c\/p\u003e \u003cp\u003e12.8.3 Boeing Starliner OFT-1–End-to-end Software-testing and Integration Gaps 314\u003c\/p\u003e \u003cp\u003eAcronyms 315\u003c\/p\u003e \u003cp\u003eGlossary 316\u003c\/p\u003e \u003cp\u003eReferences 318\u003c\/p\u003e \u003cp\u003eRecommended Reading List 320\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Ethics and Professional Responsibility 321\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eValerie P. Denney, DBA, PMP\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e13.1 Introduction 321\u003c\/p\u003e \u003cp\u003e13.2 Qualitative Tools and Techniques 322\u003c\/p\u003e \u003cp\u003e13.3 Fundamental Concepts 322\u003c\/p\u003e \u003cp\u003e13.3.1 Stakeholders and Ethics 323\u003c\/p\u003e \u003cp\u003e13.3.2 Stages of Ethical and Moral Development 324\u003c\/p\u003e \u003cp\u003e13.3.3 Ethical Theories 325\u003c\/p\u003e \u003cp\u003e13.3.4 Tools and Techniques in Ethics in Professional Responsibility 326\u003c\/p\u003e \u003cp\u003e13.3.4.1 Ethical Decision-making Framework (EDMF) 326\u003c\/p\u003e \u003cp\u003e13.3.4.2 Giving Voice to Values (GVV) 326\u003c\/p\u003e \u003cp\u003e13.3.4.3 Professional Codes of Conduct 327\u003c\/p\u003e \u003cp\u003e13.3.4.4 Ethics Escalation Principles and Whistleblowing 328\u003c\/p\u003e \u003cp\u003e13.4 Artificial Intelligence in Ethics and Professional Responsibility 328\u003c\/p\u003e \u003cp\u003e13.5 Global Considerations Ethics and Professional Responsibility 329\u003c\/p\u003e \u003cp\u003e13.6 Inter-competency Linkages 330\u003c\/p\u003e \u003cp\u003e13.7 Practical Applications and\/or Case Studies 330\u003c\/p\u003e \u003cp\u003eAcronyms 332\u003c\/p\u003e \u003cp\u003eGlossary 333\u003c\/p\u003e \u003cp\u003eReferences 333\u003c\/p\u003e \u003cp\u003eRecommended Reading List 335\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Regulatory Responsibility and Intellectual Property Management 337\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e14.1 Introduction 337\u003c\/p\u003e \u003cp\u003e14.2 Quantitative Tools and Techniques 337\u003c\/p\u003e \u003cp\u003e14.3 Qualitative Tools and Techniques 338\u003c\/p\u003e \u003cp\u003e14.4 Fundamental Concepts 338\u003c\/p\u003e \u003cp\u003e14.4.1 Regulatory Responsibility 338\u003c\/p\u003e \u003cp\u003e14.4.2 Contract Law 338\u003c\/p\u003e \u003cp\u003e14.4.3 Regulatory Requirements, Codes, and Standards 339\u003c\/p\u003e \u003cp\u003e14.4.4 Warranties, Liability, and Insurance Issues 340\u003c\/p\u003e \u003cp\u003e14.4.5 Environmental and Safety Issues 341\u003c\/p\u003e \u003cp\u003e14.4.6 USA and Europe’s AI and Data Privacy Regulations 341\u003c\/p\u003e \u003cp\u003e14.4.7 IP Management 342\u003c\/p\u003e \u003cp\u003e14.4.7.1 Patents 343\u003c\/p\u003e \u003cp\u003e14.4.7.2 Trademarks 346\u003c\/p\u003e \u003cp\u003e14.4.7.3 Copyright 349\u003c\/p\u003e \u003cp\u003e14.4.7.4 Trade Secrets 350\u003c\/p\u003e \u003cp\u003e14.4.8 IP Management by Stage 351\u003c\/p\u003e \u003cp\u003e14.4.8.1 Stage 1: Evaluation 351\u003c\/p\u003e \u003cp\u003e14.4.8.2 Stage 2: Selection 352\u003c\/p\u003e \u003cp\u003e14.4.8.3 Stage 3: Definition 355\u003c\/p\u003e \u003cp\u003e14.4.8.4 Stage 4: Predevelopment Assessment 355\u003c\/p\u003e \u003cp\u003e14.4.8.5 Stage 5: Development 359\u003c\/p\u003e \u003cp\u003e14.4.8.6 Stage 6: Trials and Launch 359\u003c\/p\u003e \u003cp\u003e14.4.8.7 Stage 7: Transfer and IP Compliance 360\u003c\/p\u003e \u003cp\u003e14.4.8.8 Stage 8.1: Maintenance and Upgrade 361\u003c\/p\u003e \u003cp\u003e14.4.8.9 Stage 8.2: Termination 361\u003c\/p\u003e \u003cp\u003e14.5 Artificial Intelligence in Regulatory Responsibility and IP Management 362\u003c\/p\u003e \u003cp\u003e14.5.1 Artificial Intelligence in Regulatory Responsibility 362\u003c\/p\u003e \u003cp\u003e14.5.2 Artificial Intelligence in IP Management 363\u003c\/p\u003e \u003cp\u003e14.6 Global Considerations for Regulatory Responsibility and IP Management 364\u003c\/p\u003e \u003cp\u003e14.6.1 Global Considerations for Regulatory Responsibility 364\u003c\/p\u003e \u003cp\u003e14.6.2 Global Considerations for IP Management 365\u003c\/p\u003e \u003cp\u003e14.7 Inter-competency Linkages 367\u003c\/p\u003e \u003cp\u003e14.8 Practical Applications and\/or Case Studies 367\u003c\/p\u003e \u003cp\u003e14.8.1 Practical Applications and\/or Case Studies: Regulatory Responsibility 367\u003c\/p\u003e \u003cp\u003e14.8.2 Practical Applications and\/or Case Studies: IP Management 368\u003c\/p\u003e \u003cp\u003e14.8.2.1 New Type of Pump 368\u003c\/p\u003e \u003cp\u003e14.8.2.2 Trademark Obstacle 368\u003c\/p\u003e \u003cp\u003eAcronyms 369\u003c\/p\u003e \u003cp\u003eGlossary 370\u003c\/p\u003e \u003cp\u003eReferences 372\u003c\/p\u003e \u003cp\u003eRecommended Reading List 374\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Knowledge Management 375\u003cbr\u003e \u003c\/b\u003e\u003ci\u003eArtem Shushkov, CPEM\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e15.1 Introduction 375\u003c\/p\u003e \u003cp\u003e15.2 Quantitative Tools and Techniques 375\u003c\/p\u003e \u003cp\u003e15.3 Qualitative Tools and Techniques 376\u003c\/p\u003e \u003cp\u003e15.4 Fundamental Concepts 376\u003c\/p\u003e \u003cp\u003e15.4.1 Knowledge Differentiation 376\u003c\/p\u003e \u003cp\u003e15.4.2 Social Nature of KM 377\u003c\/p\u003e \u003cp\u003e15.4.3 Organizational Learning 378\u003c\/p\u003e \u003cp\u003e15.4.4 Effective KM System 378\u003c\/p\u003e \u003cp\u003e15.4.5 KM in an Engineering Project 380\u003c\/p\u003e \u003cp\u003e15.4.6 Sharing Tacit Knowledge in an Engineering Project 381\u003c\/p\u003e \u003cp\u003e15.4.7 Lessons Learned in an Engineering Project 382\u003c\/p\u003e \u003cp\u003e15.4.8 When to Perform Lessons Learned Extraction? 383\u003c\/p\u003e \u003cp\u003e15.4.9 Lessons Learned Techniques 385\u003c\/p\u003e \u003cp\u003e15.4.9.1 Lessons Learned Techniques: 6M 385\u003c\/p\u003e \u003cp\u003e15.4.9.2 Lessons Learned Techniques: Five Whys 387\u003c\/p\u003e \u003cp\u003e15.4.9.3 Lessons Learned Techniques: Peer Review 387\u003c\/p\u003e \u003cp\u003e15.4.9.4 Lessons Learned Techniques: Gap Analysis 388\u003c\/p\u003e \u003cp\u003e15.4.9.5 Lessons Learned Techniques: After-action Review 388\u003c\/p\u003e \u003cp\u003e15.5 Artificial Intelligence in KM 389\u003c\/p\u003e \u003cp\u003e15.6 Global Considerations for KM 390\u003c\/p\u003e \u003cp\u003e15.7 Inter-competency Linkages 391\u003c\/p\u003e \u003cp\u003e15.8 Practical Applications and\/or Case Studies 392\u003c\/p\u003e \u003cp\u003e15.8.1 Inefficiencies in Knowledge Retrieval Through the “Library Approach” 392\u003c\/p\u003e \u003cp\u003e15.8.2 Embedding Lessons Learned into Work Processes and OL 392\u003c\/p\u003e \u003cp\u003eAcronyms 393\u003c\/p\u003e \u003cp\u003eGlossary 393\u003c\/p\u003e \u003cp\u003eReferences 394\u003c\/p\u003e \u003cp\u003eRecommended Reading List 395\u003c\/p\u003e \u003cp\u003eAppendix A - Summary of Generative Artificial Intelligence Sections 397\u003c\/p\u003e \u003cp\u003eAppendix B - Summary of Case Studies and Practical Applications 401\u003c\/p\u003e \u003cp\u003eAppendix C - Summary of Global Considerations 405\u003c\/p\u003e \u003cp\u003eIndex 409\u003c\/p\u003e \u003cp\u003eFigure 1.1\u003c\/p\u003e \u003cp\u003eFigure 1.2\u003c\/p\u003e \u003cp\u003eFigure 1.3\u003c\/p\u003e \u003cp\u003eFigure 1.4\u003c\/p\u003e \u003cp\u003eFigure 1.5\u003c\/p\u003e \u003cp\u003eFigure 1.6\u003c\/p\u003e \u003cp\u003eFigure 1.7\u003c\/p\u003e \u003cp\u003eFigure 1.8\u003c\/p\u003e \u003cp\u003eFigure 1.9\u003c\/p\u003e \u003cp\u003eFigure 1.10\u003c\/p\u003e \u003cp\u003eFigure 1.11\u003c\/p\u003e \u003cp\u003eFigure 1.12\u003c\/p\u003e \u003cp\u003eFigure 1.13\u003c\/p\u003e \u003cp\u003eFigure 1.14\u003c\/p\u003e \u003cp\u003eFigure 1.15\u003c\/p\u003e \u003cp\u003eFigure 1.16\u003c\/p\u003e \u003cp\u003eFigure 1.17\u003c\/p\u003e \u003cp\u003eFigure 1.18\u003c\/p\u003e \u003cp\u003eFigure 1.19\u003c\/p\u003e \u003cp\u003eFigure 2.1\u003c\/p\u003e \u003cp\u003eGeneralized engineering project stages\u003c\/p\u003e \u003cp\u003eDecision-making criteria for engineering development options\u003c\/p\u003e \u003cp\u003eExample of PM adaptation across companies\u003c\/p\u003e \u003cp\u003eInterrelations between the four disciplines\u003c\/p\u003e \u003cp\u003eTypes of technology strategies\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, project controls\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, financial management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, requirements\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, value engineering\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, risk and safety\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, leadership competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, communications\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, configuration\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, resource management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, quality management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, ethics and professional\u003c\/p\u003e \u003cp\u003eresponsibility competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, regulatory\u003c\/p\u003e \u003cp\u003eresponsibility competency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, IP management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, knowledge\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eEvolution of life cycle models\u003c\/p\u003e \u003cp\u003eFigure 2.2\u003c\/p\u003e \u003cp\u003eFigure 2.3\u003c\/p\u003e \u003cp\u003eFigure 2.4\u003c\/p\u003e \u003cp\u003eFigure 2.5\u003c\/p\u003e \u003cp\u003eFigure 2.6\u003c\/p\u003e \u003cp\u003eFigure 2.7\u003c\/p\u003e \u003cp\u003eFigure 2.8\u003c\/p\u003e \u003cp\u003eFigure 3.1\u003c\/p\u003e \u003cp\u003eFigure 3.2\u003c\/p\u003e \u003cp\u003eFigure 3.3\u003c\/p\u003e \u003cp\u003eFigure 3.4\u003c\/p\u003e \u003cp\u003eFigure 3.5\u003c\/p\u003e \u003cp\u003eFigure 3.6\u003c\/p\u003e \u003cp\u003eFigure 4.1\u003c\/p\u003e \u003cp\u003eFigure 4.2\u003c\/p\u003e \u003cp\u003eFigure 4.3\u003c\/p\u003e \u003cp\u003eFigure 4.4\u003c\/p\u003e \u003cp\u003eFigure 4.5\u003c\/p\u003e \u003cp\u003eWaterfall model\u003c\/p\u003e \u003cp\u003eStage-gate model\u003c\/p\u003e \u003cp\u003eV-shaped model\u003c\/p\u003e \u003cp\u003eSpiral model\u003c\/p\u003e \u003cp\u003eIterative and incremental models\u003c\/p\u003e \u003cp\u003eAgile model\u003c\/p\u003e \u003cp\u003eHybrid models\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, “project controls”\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eExample of the critical areas through classic triangle’s parameters\u003c\/p\u003e \u003cp\u003eNature of KPIs and milestones in an engineering project\u003c\/p\u003e \u003cp\u003eThe dimensions of earned value management\u003c\/p\u003e \u003cp\u003eAn example of the project’s team and appropriate focus areas and KPIs\u003c\/p\u003e \u003cp\u003eThe Arthur D. Little innovation metrics framework and representative\u003c\/p\u003e \u003cp\u003emetrics\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, financial management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eTypical financial structure of a project life cycle\u003c\/p\u003e \u003cp\u003eExamples of positive and negative cash flow drivers\u003c\/p\u003e \u003cp\u003eAn example of cost estimate applicability at different stages of an\u003c\/p\u003e \u003cp\u003eengineering project\u003c\/p\u003e \u003cp\u003eValuation techniques in relation to the level of project complexity and\u003c\/p\u003e \u003cp\u003euncertainty\u003c\/p\u003e \u003cp\u003eExample of a TRL Example of organizing project stages, TRL, and success probability High certainty and high-uncertainty project metrics NPV: Expected cash inflows are discounted and compared to outlays An example of a decision tree Example of a Monte Carlo simulation Example of a real options valuation Figure 4.6\u003c\/p\u003e \u003cp\u003eFigure 4.7\u003c\/p\u003e \u003cp\u003eFigure 4.8\u003c\/p\u003e \u003cp\u003eFigure 4.9\u003c\/p\u003e \u003cp\u003eFigure 4.10\u003c\/p\u003e \u003cp\u003eFigure 4.11\u003c\/p\u003e \u003cp\u003eFigure 4.12\u003c\/p\u003e \u003cp\u003eFigure 4.13 An example of a project EMV factor analysis, $M Figure 4.14 An example of a project cost factor analysis, $M Figure 4.15 Example of a sensitivity analysis with a class estimate +\/− 15% Figure 4.16\u003c\/p\u003e \u003cp\u003eFigure 4.17\u003c\/p\u003e \u003cp\u003eFigure 4.18\u003c\/p\u003e \u003cp\u003eFigure 5.1\u003c\/p\u003e \u003cp\u003eFigure 5.2\u003c\/p\u003e \u003cp\u003eFigure 5.3\u003c\/p\u003e \u003cp\u003eFigure 5.4\u003c\/p\u003e \u003cp\u003eFigure 5.5\u003c\/p\u003e \u003cp\u003eFigure 5.6\u003c\/p\u003e \u003cp\u003eFigure 5.7\u003c\/p\u003e \u003cp\u003eFigure 5.8\u003c\/p\u003e \u003cp\u003eFigure 5.9\u003c\/p\u003e \u003cp\u003eValue dynamics of an engineering project\u003c\/p\u003e \u003cp\u003eExpenses capitalization “as-is”\u003c\/p\u003e \u003cp\u003eExpenses capitalized “as-to be”\u003c\/p\u003e \u003cp\u003eKey questions covered in an engineering project, requirements\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eProject charter example\u003c\/p\u003e \u003cp\u003eExample of CROPIS analysis\u003c\/p\u003e \u003cp\u003eSIPOC analysis example\u003c\/p\u003e \u003cp\u003eQFD example\u003c\/p\u003e \u003cp\u003eMind map example\u003c\/p\u003e \u003cp\u003eUser stories example\u003c\/p\u003e \u003cp\u003eUse case example\u003c\/p\u003e \u003cp\u003eContext diagram example\u003c\/p\u003e \u003cp\u003eFigure 5.10 RTM example\u003c\/p\u003e \u003cp\u003eFigure 6.1 Key questions covered in an engineering project, value engineering\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eFigure 6.2 Total project life cycle cost\u003c\/p\u003e \u003cp\u003eFigure 6.3 Setting an appropriate cost of an outcome\u003c\/p\u003e \u003cp\u003eFigure 6.4 Setting a target cost reduction objective and cost-reduction challenge\u003c\/p\u003e \u003cp\u003eFigure 6.5 Setting a target cost for an outcome’s functions\u003c\/p\u003e \u003cp\u003eFigure 6.6 Value engineering and value analysis in an engineering life cycle\u003c\/p\u003e \u003cp\u003eFigure 7.1 Key question covered in an engineering project, risk and safety\u003c\/p\u003e \u003cp\u003emanagement competency\u003c\/p\u003e \u003cp\u003eFigure 7.2 Key factors of project risk and safety management\u003c\/p\u003e \u003cp\u003eFigure 7.3 RBS example\u003c\/p\u003e \u003cp\u003eFigure 7.4 Deriving threats and opportunities using SWOT analysis\u003c\/p\u003e \u003cp\u003eFigure 7.5 Risk register example-a\u003c\/p\u003e \u003cp\u003eFigure 7.6 Risk register example-b\u003c\/p\u003e \u003cp\u003eFigure 7.7 Assumption log example\u003c\/p\u003e \u003cp\u003eFigure 7.8 Issues list example\u003c\/p\u003e \u003cp\u003eFigure 7.9 Bubble chart example\u003c\/p\u003e \u003cp\u003eFigure 7.10 Probability and impact matrix showing both threats and opportunities Figure 7.11 Example of definitions for levels of probability and impact Figure 7.12 Prompt list examples used for Risk Categorization Figure 7.13 Risk data quality assessment example Figure 7.14 What-if analysis example Figure 7.15 Cost benefit analysis example Figure 7.16 CCPM example Figure 7.17 Decision Tree Analysis Example 1\u003c\/p\u003e \u003cp\u003eFigure 7.18 Decision tree analysis example 2\u003c\/p\u003e \u003cp\u003eFigure 7.19 FMEA example\u003c\/p\u003e \u003cp\u003eFigure 7.20 Monte Carlo histogram example\u003c\/p\u003e \u003cp\u003eFigure 7.21 Multi-criterion selection technique example\u003c\/p\u003e \u003cp\u003eFigure 7.22 PERT example\u003c\/p\u003e \u003cp\u003eFigure 7.23 Root cause analysis example\u003c\/p\u003e \u003cp\u003eFigure 7.24 Sensitivity analysis example—cost growth parameters\u003c\/p\u003e \u003cp\u003eFigure 7.25 Risk report example\u003c\/p\u003e \u003cp\u003eFigure 8.1 Key questions in an engineering project, leadership competency\u003c\/p\u003e \u003cp\u003eFigure 8.2 An all-leader organization\u003c\/p\u003e \u003cp\u003eFigure 8.3 The leadership triad\u003c\/p\u003e \u003cp\u003eFigure 9.1 Key questions in an engineering project, communication management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eFigure 9.2 Communications process\u003c\/p\u003e \u003cp\u003eFigure 9.3 Noise in the communications process\u003c\/p\u003e \u003cp\u003eFigure 10.1 Key questions covered in an engineering project, CM competency\u003c\/p\u003e \u003cp\u003eFigure 10.2 The CM process flow chart\u003c\/p\u003e \u003cp\u003eFigure 10.3 Design change package inputs\u003c\/p\u003e \u003cp\u003eFigure 11.1 Key questions covered in an engineering project, resource management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eFigure 11.2 Example assets of an organization\u003c\/p\u003e \u003cp\u003eFigure 11.3 The value of the S\u0026amp;P 500 companies\u003c\/p\u003e \u003cp\u003eFigure 11.4 Average royalty rate by industry\u003c\/p\u003e \u003cp\u003eFigure 11.5 An example of a resource breakdown structure (RBS) Figure 11.6 An example of a RACI matrix Figure 11.7 An example of a RAPID matrix Figure 11.8 Typical transfer pricing essence Figure 12.1 Key questions covered in an engineering project, QM competency Figure 12.2 QM plan example Figure 12.3 Activity network diagram example Figure 12.4 Affinity diagram example 1\u003c\/p\u003e \u003cp\u003eFigure 12.5 Affinity diagram example 2\u003c\/p\u003e \u003cp\u003eFigure 12.6 Interrelationship diagram example\u003c\/p\u003e \u003cp\u003eFigure 12.7 Y-shaped matrix diagram example\u003c\/p\u003e \u003cp\u003eFigure 12.8 Priority matrix sample\u003c\/p\u003e \u003cp\u003eFigure 12.9 PDPC example\u003c\/p\u003e \u003cp\u003eFigure 12.10 Tree diagram example\u003c\/p\u003e \u003cp\u003eFigure 12.11 Pareto chart example\u003c\/p\u003e \u003cp\u003eFigure 12.12 Fishbone diagram example\u003c\/p\u003e \u003cp\u003eFigure 12.13 Scatter chart example\u003c\/p\u003e \u003cp\u003eFigure 12.14 Control chart example\u003c\/p\u003e \u003cp\u003eFigure 12.15 Project review checklist example\u003c\/p\u003e \u003cp\u003eFigure 12.16 Design review checklist example\u003c\/p\u003e \u003cp\u003eFigure 12.17 Engineering project checklist example\u003c\/p\u003e \u003cp\u003eFigure 12.18 Five whys example\u003c\/p\u003e \u003cp\u003eFigure 12.19 Flow chart example\u003c\/p\u003e \u003cp\u003eFigure 12.20 FMEA example\u003c\/p\u003e \u003cp\u003eFigure 13.1 Key questions covered in an engineering project, ethics and professional\u003c\/p\u003e \u003cp\u003eresponsibility competency\u003c\/p\u003e \u003cp\u003eFigure 14.1 Key questions covered in an engineering project, regulatory\u003c\/p\u003e \u003cp\u003eresponsibility competency\u003c\/p\u003e \u003cp\u003eFigure 14.2 Key questions covered in an engineering project, IP management\u003c\/p\u003e \u003cp\u003ecompetency\u003c\/p\u003e \u003cp\u003eFigure 14.3 Example of a patent landscape in nanotechnology\u003c\/p\u003e \u003cp\u003eFigure 14.4 Project outcome decomposition on the example of software\u003c\/p\u003e \u003cp\u003eFigure 14.5 An example of sales coverage by a mix of IPs for sustainable protection\u003c\/p\u003e \u003cp\u003eFigure 14.6 Possible options to exploit IP\u003c\/p\u003e \u003cp\u003eFigure 14.7 Core components of a commercialization strategy\u003c\/p\u003e \u003cp\u003eFigure 14.8 Breaking-down management issues on the example of a patent\u003c\/p\u003e \u003cp\u003eFigure 15.1 Key questions covered in an engineering project, KM competency\u003c\/p\u003e \u003cp\u003eFigure 15.2 Importance of components in a KMS\u003c\/p\u003e \u003cp\u003eFigure 15.3 Types of project completions\u003c\/p\u003e \u003cp\u003eFigure 15.4 Combination of the 6M technique and the Ishikawa diagram\u003c\/p\u003e \u003cp\u003eFigure 15.5 Example of five Whys technique\u003c\/p\u003e \u003cp\u003eFigure 15.6 Peer review technique\u003c\/p\u003e \u003cp\u003eTable 3.1\u003c\/p\u003e \u003cp\u003eTable 3.2\u003c\/p\u003e \u003cp\u003eTable 3.3\u003c\/p\u003e \u003cp\u003eTable 3.4\u003c\/p\u003e \u003cp\u003eTable 4.1\u003c\/p\u003e \u003cp\u003eTable 4.2\u003c\/p\u003e \u003cp\u003eTable 6.1\u003c\/p\u003e \u003cp\u003eTable 6.2\u003c\/p\u003e \u003cp\u003eTable 8.1\u003c\/p\u003e \u003cp\u003eTable 8.2\u003c\/p\u003e \u003cp\u003eTable 9.1\u003c\/p\u003e \u003cp\u003eTable 10.1\u003c\/p\u003e \u003cp\u003eTable 11.1\u003c\/p\u003e \u003cp\u003eTable 13.1\u003c\/p\u003e \u003cp\u003eTable 13.2\u003c\/p\u003e \u003cp\u003eTable 13.3\u003c\/p\u003e \u003cp\u003eTable 14.1\u003c\/p\u003e \u003cp\u003eTable 14.2\u003c\/p\u003e \u003cp\u003eTable 14.3\u003c\/p\u003e \u003cp\u003eTable 14.4\u003c\/p\u003e \u003cp\u003eTable A. 1\u003c\/p\u003e \u003cp\u003eTable B. 1\u003c\/p\u003e \u003cp\u003eTable C. 1\u003c\/p\u003e \u003cp\u003eExamples of the identified critical decision-making areas\u003c\/p\u003e \u003cp\u003eExamples of KPIs and milestones in an engineering project\u003c\/p\u003e \u003cp\u003eAn example of the final goals and objectives for an EPMgr\u003c\/p\u003e \u003cp\u003eThe home building EVM report for April\u003c\/p\u003e \u003cp\u003eHigh-uncertainty project. Example of EMV, EPVI, and J calculation\u003c\/p\u003e \u003cp\u003eHigh-uncertainty project. Example of EDPP calculation\u003c\/p\u003e \u003cp\u003eMiles’s cost and functionality of a proposed outcome questions\u003c\/p\u003e \u003cp\u003eDifferences between value engineering and value analysis\u003c\/p\u003e \u003cp\u003eThe evolution of leadership theories\u003c\/p\u003e \u003cp\u003eComplexity leadership case studies for EPMgrs\u003c\/p\u003e \u003cp\u003e5S for efficient document control\u003c\/p\u003e \u003cp\u003eProject stage vs. CMP\u003c\/p\u003e \u003cp\u003eAn example of a resource allocation matrix (RAM)\u003c\/p\u003e \u003cp\u003eKey engineering project management stakeholders and ethical decision\u003c\/p\u003e \u003cp\u003econsiderations\u003c\/p\u003e \u003cp\u003eKey moral values for EPMgrs\u003c\/p\u003e \u003cp\u003eSome common ethical problems and solutions for EPMgrs\u003c\/p\u003e \u003cp\u003eThe cooperative patent classification\u003c\/p\u003e \u003cp\u003eThe main advantages and disadvantages of IP types\u003c\/p\u003e \u003cp\u003eOptions for IP commercialization: advantages and disadvantages\u003c\/p\u003e \u003cp\u003eGlobal IP variations: the example of a patent\u003c\/p\u003e \u003cp\u003eSummary of GenAI applications by competency\u003c\/p\u003e \u003cp\u003eSummary of case and practical applications by competency\u003c\/p\u003e \u003cp\u003eSummary of global considerations by competency\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Mechanical engineering \u0026amp; materials [\u003ca title=\"See our other books on Mechanical engineering \u0026amp; materials\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Mechanical%20engineering%20\u0026amp;%20materials%20%5BTG%5D%22\"\u003eTG\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Wiley","offers":[{"title":"Brand New","offer_id":52433833034008,"sku":"9781394395842","price":91.78,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9781394395842.jpg?v=1784854809","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/competency-based-engineering-project-management-a-handbook-for-managing-technical-projects-hardback-9781394395842","provider":"Freshly Printed Books","version":"1.0","type":"link"}