Chinese Traditional Management Philosophy and Their Modern Project Management Style
1．Chinese traditional management plulosophy
2．Chinese philosophy and principle for project nsks
3．Chinese philosophy and principle for project risk management
4．Chinese methodology for project risk management
5．The methodology forproject integration management
6．Conclusion and discussion
Chinese Characteristics in Modern Project Management Development
1．Introduction
2．Definition and framework of PROJECTICS
3．Chinese project management body of knowledge
4．A universal management model for permanent organizations based on management by projects
5．Project management maturity modelwith Clunese characteristics
6．The Chinese assessment model for project excellence
7．Conclusions
Chinese Wisdomin Project Governance
1．Chinese need of being understood by world and China
2．The Clunese dialectical logic based on the judgment ofsituation and tendency
3．Chinese wisdom source of solving contradiction
4．Key contradiction of project govemance
5．Conclusion
Research，Knowledge Management， and the Future of Our Project Management Profession
1．Context： 80 years of PM perspective
2．A change agent's retrospective
3．Visions summarized
4．Revelations
5．Trajectory and discontinuity scenarios
6．Caveats
7．Progress check
8．Conclusion
Research on the Multiple Capabilities Influence Model of the POC Innovation Performance—Based on Network Capability
1．Introduction
2．The network capacity and innovation performance of POC
3．The multiple ability influence model of enterprise innovation performance of POC
4．Conclusions and suggestions
5．Limitations
The Practical Applicahon of the Wu Wei Principle and the Five Elements Approach
1．The challenge
2．The Wu De Approach： Following Chinese wisdom
3．The Wu Wei Principle
4．Western and Eastem process models
5．Principle of similarity or resonance
6．Dynamic balance
7．Human activities and interaction
8．Pattems of imbalance or disorder
9．How should we react？
10．Intervention principles
11．Application areas and benefits
Project Governance's Control System and Its Components： Survey Results from Chinese PM Professionals
1．Introduction
2．Explanation of the four control systems of project govemance
3．Research method
4．Result analysis
5．Conclusions
Needs that are Emerging in the Professional Formation about Project Management in Colombia （South America）：ALiterature Review of the Implementation of Theories and BestPractices
1．Introduction
2．Offer programs in gerencia， managerial process， administration and evaluation of projects in Latin
America： Looking under a development context
3．Field of action in academic education of projects in Colombia： Requirements and opportunities for focus oriented sustainable development and sustainability
4．Bogota—Cundinamarca Capital Region： Opportunities for academic training on projects from a sustainable and sustainability perspective
5．Conclusions
Stakeholders'Trust in Construction Industry： A View from Game Theory
1．Introduction
2．Trust
3．Trustin game theory
4．Trust benefits in construction industry
5．Conclusion
Towards a New Theory of Project Management： Could Client—side， Construction， Project Management be a Form of Strategic Management？
1．Introduction
2．Background
3．Literature review
4．Methodology
5．Findings
6．Discussion
7．Conclusion
Project Delay： Causes and Remedies
1．Introduction
2．Project delay for closed and active projects
3．Conclusion