1 Software Project Management: Setting the Context -- Part I - Fundamentals -- 2 Rethinking Success in Software Projects: Looking Beyond the Failure Factors -- 3 Cost Prediction and Software Project Management -- 4 Human Resource Allocation and Scheduling for Software Project Management -- 5 Software Project Risk and Opportunity Management -- Part II - Supporting Areas -- 6 Model-based Quality Management of Software Development Projects -- 7 Supporting Project Management through Integrated Management of System and Project Knowledge -- 8 A Framework for Implementing Product Portfolio Management in Software Business -- 9 Managing Global Software Projects -- 10 Motivating Software Engineers Working in Virtual Teams across the Globe -- Part III - New Paradigms -- 11 Agile Project Management -- 12 Distributed Project Management -- 13 Management and Coordination of Free/Open Source Projects -- 14 Inner Source Project Management -- Part IV - Emerging Techniques -- 15 Search-based Software Project Management -- 16 Social Media Collaboration in Software Projects -- 17 Process Simulation - A Tool for Software Project Managers? -- 18 Occam's Razor and Simple Software Project Management.

By bringing together various current direc­tions, Software Project Management in a Changing World focuses on how people and organizations can make their processes more change-adaptive. The selected chapters closely correspond to the project management knowledge areas introduced by the Project Management Body of Knowledge, including its extension for managing software projects.  The contributions are grouped into four parts, preceded by a general introduction. Part I "Fundamentals" provides in-depth insights into fundamental topics including resource allocation, cost estimation, and risk management. Part II "Supporting Areas" presents recent experiences and results related to the management of quality systems, knowledge, product portfolios, and glob­al and virtual software teams. Part III "New Paradigms" details new and evolving software-development practices including agile, distributed, and open and inner-source development. Finally, Part IV "Emerging Techniques" introduces search-based tech­niques, social media, software process simulation and the efficient use of empirical data, and their effects on software-management practices. This book will attract readers from both academia and practice with its excellent balance between new findings and experience of their usage in new contexts. Whenever appropriate, the presentation is based on evidence from empirical evaluation of the proposed approaches.  For researchers and graduate students, it presents some of the latest methods and techniques to accommodate new challenges facing the discipline. For professionals, it serves as a source of inspiration for refining their project-management skills in new areas.