Dan Epstein has over twenty five years of experience in the project management field and has worked for several major US and Canadian corporations. He also spent four years teaching university students project management and several software engineering subjects. Throughout his career, Mr. Epstein managed multiple complex inter-dependent projects and programs around the globe. This subject matter expert possesses multi-industry business analysis, process reengineering, best practices, and professional training development experience and a technical background in a wide array of technologies. Dan earned a Master's Degree in Engineering, a Master's Certificate in Project Management from George Washington University (2000), a Professional Engineer certification from the Canadian Association of Professional Engineers - Ontario (1987), and a PMP certification from the Project Management Institute (2001). He is a published author and has been a keynote speaker and educator at the PMI sponsored International Project Management Symposium.Rich Maltzman, PMP, was the winner of PMI's prestigious Cleland Award for literature in 2011 for a book he co-authored entitled Green Project Management. He has published numerous articles and also professionally developed project management professional (PMP) Exam prep courseware and books. Mr. Maltzman has been an engineer at a major telecom since 1978, a project management director since 1988, and has directed large telecom projects such as the 1996 Summer Olympics. In his global PMO work, Rich has been responsible for the learning and professional advancement (career path, competency models, accreditation, credentialing, training) for about 2500 project managers. He is an active speaker and has also focused on consulting and teaching, having developed curricula and/or taught at the Boston University Corporate Education Center, Merrimack College, Northern Essex Community College, and the University of Massachusetts. Rich earned a BSEE from the University of Massachusetts, an MSIE from Purdue University, and Masters Certificates in Business Management from Wharton (University of Pennsylvania) and INSEAD (France). He obtained his Masters certificate in project management from Stevens Institute of Technology.

"Project Workflow Management condenses decades of hard-won experience into a recipe for successfully completing projects of enormous complexity. While knowing what to do is a great start, this book guides you expertly through exactly how to do it." -- Kimberley Wiefling, Founder & President "Wiefling Consulting"; "Project Workflow Management is not the ultimate cure for all of your project management ills, but right now it appears to be the best alternative and significantly more valuable to the project manager than complex methodologies and processes." -Dr. Harold Kerzner, Senior Executive Director for Project Management, International Institute for Learning and Best-Selling Author; "Project Workflow Management is an excellent guide to what needs to be done in a project, while explaining how it can be done. The richness of unique concepts, formulas, and templates in this book make it a one-stop reference for all new and experienced project managers, anyone studying or teaching project management, and for organizations that are standardizing their project management methodologies."-Jean Binder, PMP, Author of the Best Book of the Year-PMI(R) Cleland Award Winner 2008, Executive Lecturer, University of Fribourg; "Great coverage! This book takes the processes of project management to a new, higher level of competency. It effectively addresses all essential project management processes needed to ensure a successful project outcome. The effective planning, executing, and tracking process guidance prescribed for each frame will serve readers and their organizations well in keeping projects on schedule and on budget."-Gerrard M. Hill, Principal Consultant, Hill Consulting Group, Author of The Complete Project Management Office Handbook and The Complete Project Management Methodology and Toolkit

• Part I - Project Management OverviewChapter 1 - Introduction to Project Management and Workflow Part II - Requirements FrameChapter 2 - Introduction and Initial Project AnalysisChapter 3 - Business Requirements Analysis (BRA) - R4Chapter 4 - Requirements Management Part III - Planning/High-Level Design FrameChapter 5 - Planning Frame Process FlowChapter 6 - Risk Management (P1)Chapter 7 - WBS and the Preliminary Project PlanningChapter 8 - Issue and Configuration ManagementChapter 9 - Communications Management (P6)Chapter 10 - Scope Change Control (P7)Chapter 11 - EstimatingChapter 12 - Outsourcing and Resource ManagementChapter 13 - Statement of Work (P10)Chapter 14 - Quality Management (P2) Part IV - Construction/Tracking FrameChapter 15 - Construction/Tracking Frame Part V - Closing/Testing FrameChapter 16 - Closing/Testing Frame Appendix A - Project Workflow Process HierarchyAppendix B - Frames Interaction DiagramAppendix C - Keeping Track of Multithreaded Processes Index