Gary L. Richarson retired from the University of Houston, College of Technology's graduate project management program as the PMI Houston Endowed Professor. During his tenure, he taught PMP certification and project-related programs for the university, plus external organizations. He also taught various project management programs to international audiences in Finland, Russia, Iraq, China, and South America. He previously held professional certifications as a Professional Engineer (PE), Project Management Professional (PMP), and Certification in Earned Value Management (EVM). During his various academic stints, he produced thirteen professional texts and numerous articles on general topics associated with project management and Information Technology.Brad M. Jackson is co-founder and CEO of cordin8, llc. The company’s strategy execution platform, cordin8, is based on his vision of an “organizational operating system” and “digital group memory” that he described in a 1996 paper, “The Dynamic, Re-configurable Organization of 2025: Mastering the Interplay Between Information Technology and Organizational Design” and “cordin8: The Organizational Operating System”. He has spent over thirty-five years researching, designing, and developing collaborative technology solutions and creating “digital teaming and governing” practices to improve organizational performance. Along with Gary Richardson, they published, Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming (CRC Press, 2024). He has worked with global clients in oil and gas, insurance, consulting, and telecommunications industries.

• I. The Project Environment 1. Introduction 2. Evolution of Project Management 3. Project Types 4. Organizational Environment 5. Project Life Cycle 6. Project Success Strategies II. Project Foundation 7. Project Initiation 8. Project Scope Management 9. Developing the Project Schedule 10. Project Cost Management 11. Project Resource Management 12. Risk Management III. Project Foundation Extended 13. Communication Management 14. Procurement Management 15. Quality Management 16. Project Integration 17. Project Team Management IV. Project Performance Monitoring 18. Project Execution and Control 19. Change Management 20. Earned Value Management 21. Project Metrics 22. Tracking Project Status 23. Project Closing Process V. Advanced Techniques 24. Project Model Variability and Reality 25. Adaptive Life Cycle Models 26. Critical Chain Model 27. Variable Tasks Planning and Control Model 28. Project Simulation 29. A Conceptual Hybrid Model 30. The Future of Project Management

Gary L. Richarson retired from the University of Houston, College of Technology's graduate project management program as the PMI Houston Endowed Professor. During his tenure, he taught PMP certification and project-related programs for the university, plus external organizations. He also taught various project management programs to international audiences in Finland, Russia, Iraq, China, and South America. He previously held professional certifications as a Professional Engineer (PE), Project Management Professional (PMP), and Certification in Earned Value Management (EVM). During his various academic stints, he produced thirteen professional texts and numerous articles on general topics associated with project management and Information Technology.Brad M. Jackson is co-founder and CEO of cordin8, llc. The company’s strategy execution platform, cordin8, is based on his vision of an “organizational operating system” and “digital group memory” that he described in a 1996 paper, “The Dynamic, Re-configurable Organization of 2025: Mastering the Interplay Between Information Technology and Organizational Design” and “cordin8: The Organizational Operating System”. He has spent over thirty-five years researching, designing, and developing collaborative technology solutions and creating “digital teaming and governing” practices to improve organizational performance. Along with Gary Richardson, they published, Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming (CRC Press, 2024). He has worked with global clients in oil and gas, insurance, consulting, and telecommunications industries.

• I. The Project Environment 1. Introduction 2. Evolution of Project Management 3. Project Types 4. Organizational Environment 5. Project Life Cycle 6. Project Success Strategies II. Project Foundation 7. Project Initiation 8. Project Scope Management 9. Developing the Project Schedule 10. Project Cost Management 11. Project Resource Management 12. Risk Management III. Project Foundation Extended 13. Communication Management 14. Procurement Management 15. Quality Management 16. Project Integration 17. Project Team Management IV. Project Performance Monitoring 18. Project Execution and Control 19. Change Management 20. Earned Value Management 21. Project Metrics 22. Tracking Project Status 23. Project Closing Process V. Advanced Techniques 24. Project Model Variability and Reality 25. Adaptive Life Cycle Models 26. Critical Chain Model 27. Variable Tasks Planning and Control Model 28. Project Simulation 29. A Conceptual Hybrid Model 30. The Future of Project Management

Gary L. Richarson retired from the University of Houston, College of Technology's graduate project management program as the PMI Houston Endowed Professor. During his tenure, he taught PMP certification and project-related programs for the university, plus external organizations. He also taught various project management programs to international audiences in Finland, Russia, Iraq, China, and South America. He previously held professional certifications as a Professional Engineer (PE), Project Management Professional (PMP), and Certification in Earned Value Management (EVM). During his various academic stints, he produced thirteen professional texts and numerous articles on general topics associated with project management and Information Technology.Brad M. Jackson is co-founder and CEO of cordin8, llc. The company’s strategy execution platform, cordin8, is based on his vision of an “organizational operating system” and “digital group memory” that he described in a 1996 paper, “The Dynamic, Re-configurable Organization of 2025: Mastering the Interplay Between Information Technology and Organizational Design” and “cordin8: The Organizational Operating System”. He has spent over thirty-five years researching, designing, and developing collaborative technology solutions and creating “digital teaming and governing” practices to improve organizational performance. Along with Gary Richardson, they published, Digital Office Complex: Reengineering Vision Delivery by Transforming Teaming (CRC Press, 2024). He has worked with global clients in oil and gas, insurance, consulting, and telecommunications industries.

• I. The Project Environment 1. Introduction 2. Evolution of Project Management 3. Project Types 4. Organizational Environment 5. Project Life Cycle 6. Project Success Strategies II. Project Foundation 7. Project Initiation 8. Project Scope Management 9. Developing the Project Schedule 10. Project Cost Management 11. Project Resource Management 12. Risk Management III. Project Foundation Extended 13. Communication Management 14. Procurement Management 15. Quality Management 16. Project Integration 17. Project Team Management IV. Project Performance Monitoring 18. Project Execution and Control 19. Change Management 20. Earned Value Management 21. Project Metrics 22. Tracking Project Status 23. Project Closing Process V. Advanced Techniques 24. Project Model Variability and Reality 25. Adaptive Life Cycle Models 26. Critical Chain Model 27. Variable Tasks Planning and Control Model 28. Project Simulation 29. A Conceptual Hybrid Model 30. The Future of Project Management