Rea功l3 World Project Management.docVIP

wholly different methodology and philosophy doesn’t paralyze them and render them unable to contribute. While on the topic of education, all project personnel, from the new hire to the project director, should under-stand the importance of developing, understanding, and adhering to project compliance. Project success should be based upon all important factors, not simply cost or schedule, but functionality and whatever other factors the initial statement of work detailed. The closer we can get to properly completed projects, the greater their contribu-tion to competitive advantage, and the more value they add to the firm. REFERENCES [1] C. Berggren and J. S?derland, “Rethinking Project Management Education: Social Twists and Knowledge,” International Journal of Project Management, Vol. 26, No. 3, 2008, pp. 286-296. [2] J. Córdoba and A. Piki, “Facilitating Project Management Education Through Groups As Systems,” International Journal of Project Management, Vol. 30, No. 1, 2012,pp.83-93./10.1016/j.ijproman.2011.02.011 [3] I. Pant and B. Baroudi, “Project Management Education: The Human Skills Imperative,” International Journal of Project Management,” Vol. 26, 2008, pp. 124-128./10.1016/j.ijproman.2007.05.010 [4] J. Fortune, D. White, K. Jugdev and K. Walker, “Looking Again At Current Practice In Project Management,” International Journal of Managing Projects In Business, Vol. 4, No. 4, 2011, pp. 553-572. /10.1108/17538371111164010 [5] C. Besner and B. Hobbs, “The Perceived Value and Potential Contribution of Project Management Practices to Project Success,” Project Management Journal, Vol. 37, No. 3, 2006, pp. 37-48. [6] Project Management Institute, “A Guide to the Project Management Body of Knowledge,” 4th Edition, Project Management Institute, Newtown Square, 2008 [7] R. S. Poston and S. M. Richardson, “Designing an Academic Project Management Program: A Collaboration between a University and a PMI Chapter,” Journal of Information Systems Educ