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• Table of Contents and Preface
  • Cover Page
  • Title Page
  • Copyright Page
  • The McGraw-Hill Series Operations and Decision Sciences
  • Connect
  • About the Authors
  • Dedication
  • Preface
    • Audience
    • Content
    • Student Learning Aids
    • Acknowledgments
  • Guided Tour
  • Note to Student
    • Chapter-by-Chapter Revisions for the 2024 Release Edition
  • Brief Contents
  • Contents
• Chapter 1: Modern Project Management
  • Introduction
  • 1.1 What Is a Project?
    • What a Project Is Not
    • Program versus Project
    • The Project Life Cycle
    • The Project Manager
    • Being Part of a Project Team
  • 1.2 Agile Project Management
  • 1.3 Current Drivers of Project Management
    • Compression of the Product Life Cycle
    • Knowledge Explosion
    • Triple Bottom Line (Planet, People, Profit)
    • Increased Customer Focus
    • Small Projects Represent Big Problems
  • 1.4 Project Management Today: A Socio-Technical Approach
  • Summary
  • Text Overview
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 1.1
    • A Day in the Life—2024
  • Case 1.2
    • The Hokies Lunch Group1
  • Appendix 1.1
    • 2021 PMI: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Seventh Edition and Its Ancillaries
• Chapter 2: Organization Strategy and Project Selection
  • Introduction
  • 2.1 Why Project Managers Need to Understand Strategy
  • 2.2 The Strategic Management Process: An Overview
    • Four Activities of the Strategic Management Process
  • 2.3 The Need for a Project Priority System
    • Problem 1: Behavioral Biases
    • Problem 2: The Implementation Gap
    • Problem 3: Organization Politics
    • Problem 4: Resource Conflicts and Multitasking
  • 2.4 Project Classification
  • 2.5 Phase Gate Model
  • 2.6 Selection Criteria
    • Financial Criteria
    • Nonfinancial Criteria
    • Two Multi-Criteria Selection Models
  • 2.7 Applying a Selection Model
    • Project Classification
    • Sources and Solicitation of Project Proposals
    • Ranking Proposals and Selection of Projects
  • 2.8 Managing the Portfolio System
    • Senior Management Input
    • Governance Team Responsibilities
    • Balancing the Portfolio for Risks and Types of Projects
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 2.1
    • Hector Gaming Company
  • Case 2.2
    • Film Prioritization
  • Case 2.3
    • Fund Raising Project Selection
• Chapter 3: Organization: Structure and Culture
  • Introduction
  • 3.1 Project Management Structures
    • Organizing Projects within the Functional Organization
    • Organizing Projects as Dedicated Teams
    • Organizing Projects within a Matrix Arrangement
    • Different Matrix Forms
  • 3.2 Project Management Office (PMO)
  • 3.3 What Is the Right Project Management Structure?
    • Organization Considerations
    • Project Considerations
  • 3.4 Organizational Culture
    • What Is Organizational Culture?
    • Identifying Cultural Characteristics
  • 3.5 Implications of Organizational Culture for Organizing Projects
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 3.1
    • Moss and McAdams Accounting Firm
  • Case 3.2
    • Horizon Consulting
• Chapter 4: Defining the Project
  • Introduction
  • 4.1 Step 1: Defining the Project Scope
    • Employing a Project Scope Checklist
  • 4.2 Step 2: Establishing Project Priorities
  • 4.3 Step 3: Creating the Work Breakdown Structure
    • Major Groupings in a WBS
    • How a WBS Helps the Project Manager
    • A Simple WBS Development
  • 4.4 Step 4: Integrating the WBS with the Organization
  • 4.5 Step 5: Coding the WBS for the Information System
  • 4.6 Process Breakdown Structure
  • 4.7 Responsibility Matrices
  • 4.8 Project Communication Plan
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 4.1
    • Celebration of Colors 5K
  • Case 4.2
    • The Home Improvement Project
• Chapter 5: Estimating Project Times and Costs
  • Introduction
  • 5.1 Factors Influencing the Quality of Estimates
    • Planning Horizon
    • Project Complexity
    • People
    • Project Structure and Organization
    • Padding Estimates
    • Organizational Culture
    • Other Factors
  • 5.2 Estimating Guidelines for Times, Costs, and Resources
  • 5.3 Top-Down versus Bottom-Up Estimating
  • 5.4 Methods for Estimating Project Times and Costs
    • Top-Down Approaches for Estimating Project Times and Costs
    • Bottom-Up Approaches for Estimating Project Times and Costs
    • A Hybrid: Phase Estimating
  • 5.5 Level of Detail
  • 5.6 Types of Costs
    • Direct Costs
    • Direct Project Overhead Costs
    • General and Administrative (G&A) Overhead Costs
  • 5.7 Refining Estimates
  • 5.8 Creating a Database for Estimating
  • 5.9 Mega Projects: A Special Case
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 5.1
    • Sharp Printing, AG
  • Case 5.2
    • Post-Graduation Adventure
  • Appendix 5.1
    • Learning Curves for Estimating
    • Exercise A5.1
• Chapter 6: Developing a Project Schedule
  • Introduction
  • 6.1 Developing the Project Network
  • 6.2 From Work Package to Network
  • 6.3 Constructing a Project Network
    • Terminology
    • Basic Rules to Follow in Developing Project Networks
  • 6.4 Activity-on-Node (AON) Fundamentals
  • 6.5 Network Computation Process
    • Forward Pass—Earliest Times
    • Backward Pass—Latest Times
    • Determining Slack (or Float)
  • 6.6 Using the Forward and Backward Pass Information
  • 6.7 Level of Detail for Activities
  • 6.8 Practical Considerations
    • Network Logic Errors
    • Activity Numbering
    • Use of Computers to Develop Networks
    • Calendar Dates
    • Multiple Starts and Multiple Projects
  • 6.9 Extended Network Techniques to Come Closer to Reality
    • Laddering
    • Use of Lags to Reduce Schedule Detail and Project Duration
    • An Example Using Lag Relationships—the Forward and Backward Pass
    • Hammock Activities
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
    • Creating a Project Network
    • Work Breakdown Structure
    • Drawing AON Networks
    • AON Network Times
    • Computer Exercises
    • Whistler Ski Resort Project
    • Optical Disk Preinstallation Project
    • Lag Exercises
    • CyClon Project
  • References
  • Case 6.1
    • Advantage Energy Technology Data Center Migration*—Part A
  • Case 6.2
    • Ventura Baseball Stadium—Part A
  • Case Appendix
    • Technical Details for the Ventura Baseball Stadium
• Chapter 7: Managing Risk
  • Introduction
  • 7.1 Risk Management Process
  • 7.2 Step 1: Risk Identification
  • 7.3 Step 2: Risk Assessment
    • Probability Analysis
  • 7.4 Step 3: Risk Response Development
    • Mitigating Risk
    • Avoiding Risk
    • Transferring Risk
    • Escalating Risk
    • Retaining Risk
  • 7.5 Contingency Planning
    • Technical Risks
    • Schedule Risks
    • Cost Risks
    • Funding Risks
  • 7.6 Opportunity Management
  • 7.7 Contingency Funding and Time Buffers
    • Contingency Reserves
    • Management Reserves
    • Time Buffers
  • 7.8 Step 4: Risk Response Control
  • 7.9 Change Control Management
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 7.1
    • Alaska Fly-Fishing Expedition*
  • Case 7.2
    • Silver Fiddle Construction
  • Case 7.3
    • Trans LAN Project
  • Case 7.4
    • XSU Spring Concert
  • Case 7.5
    • Sustaining Project Risk Management during Implementation
  • Appendix 7.1
    • PERT and PERT Simulation
  • Case A7.1
    • International Capital, Inc.—Part A
  • Case A7.2
    • Advantage Energy Technology Data Center Migration—Part B
• Chapter 8: Scheduling Resources and Costs
  • Introduction
  • 8.1 Overview of the Resource Scheduling Problem
  • 8.2 Types of Resource Constraints
  • 8.3 Classification of a Scheduling Problem
  • 8.4 Resource Allocation Methods
    • Assumptions
    • Time-Constrained Projects: Smoothing Resource Demand
    • Resource-Constrained Projects
  • 8.5 Computer Demonstration of Resource-Constrained Scheduling
    • The Impacts of Resource-Constrained Scheduling
  • 8.6 Splitting Activities
  • 8.7 Benefits of Scheduling Resources
  • 8.8 Assigning Project Work
  • 8.9 Multiproject Resource Schedules
  • 8.10 Using the Resource Schedule to Develop a Project Cost Baseline
    • Why a Time-Phased Budget Baseline Is Needed
    • Creating a Time-Phased Budget
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 8.1
    • Blue Mountain Cabin
  • Case 8.2
    • Power Train, Ltd.
  • Case 8.3
    • Tham Luang Cave Rescue
  • Case 8.4
    • Midnight Sun II Project
  • Appendix 8.1
    • The Critical-Chain Approach
  • Case A8.1
    • The CCPM Dilemma
• Chapter 9: Reducing Project Duration
  • Introduction
  • 9.1 Rationale for Reducing Project Duration
  • 9.2 Options for Accelerating Project Completion
    • Options When Resources Are Not Constrained
    • Options When Resources Are Constrained
  • 9.3 Project Cost-Duration Graph
    • Explanation of Project Costs
  • 9.4 Constructing a Project Cost-Duration Graph
    • Determining the Activities to Shorten
    • A Simplified Example
  • 9.5 Practical Considerations
    • Using the Project Cost-Duration Graph
    • Crash Times
    • Linearity Assumption
    • Choice of Activities to Crash Revisited
    • Time Reduction Decisions and Sensitivity
  • 9.6 What If Cost, Not Time, Is the Issue?
    • Reduce Project Scope
    • Have Owner Take on More Responsibility
    • Outsource Project Activities or Even the Entire Project
    • Brainstorm Cost Savings Options
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 9.1
    • International Capital, Inc.—Part B
  • Case 9.2
    • Ventura Baseball Stadium—Part B
  • Case 9.3
    • Whitbread World Sailboat Race
  • Case 9.4
    • Nightingale Project—Part A
  • Case 9.5
    • Nightingale Project—Part B
  • Case 9.6
    • The “Now” Wedding—Part A*
  • Case 9.7
    • The “Now” Wedding—Part B
• Chapter 10: Being an Effective Project Manager
  • Introduction
  • 10.1 Managing versus Leading a Project
  • 10.2 Engaging Project Stakeholders
  • 10.3 Influence as Exchange
    • Task-Related Currencies
    • Position-Related Currencies
    • Inspiration-Related Currencies
    • Relationship-Related Currencies
    • Personal-Related Currencies
  • 10.4 Social Network Building
    • Mapping Stakeholder Dependencies
    • Management by Wandering Around (MBWA)
    • Managing Upward Relations
    • Leading by Example
  • 10.5 Ethics and Project Management
  • 10.6 Building Trust: The Key to Exercising Influence
  • 10.7 Qualities of an Effective Project Manager
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 10.1
    • The Blue Sky Project*
  • Case 10.2
    • Tom Bray
  • Case 10.3
    • Cerberus Corporation*
• Chapter 11: Managing Project Teams
  • Introduction
  • 11.1 The Five-Stage Team Development Model
  • 11.2 Situational Factors Affecting Team Development
  • 11.3 Building High-Performance Project Teams
    • Recruiting Project Members
    • Conducting Project Meetings
    • Establishing Team Norms
    • Establishing a Team Identity
    • Creating a Shared Vision
    • Managing Project Reward Systems
    • Orchestrating the Decision-Making Process
    • Managing Conflict within the Project
    • Rejuvenating the Project Team
  • 11.4 Managing Virtual Project Teams
    • Mixed Project Teams
    • Hybrid Project Teams
  • 11.5 Project Team Pitfalls
    • Groupthink
    • Bureaucratic Bypass Syndrome
    • Team Spirit Becomes Team Infatuation
    • Going Local
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 11.1
    • Kerzner Office Equipment
  • Case 11.2
    • Ajax Project
  • Case 11.3
    • Franklin Equipment, Ltd.*
• Chapter 12: Outsourcing: Managing Interorganizational Relations
  • Introduction
  • 12.1 Outsourcing Project Work
  • 12.2 Request for Proposal (RFP)
    • Selection of Contractor from Bid Proposals
  • 12.3 Best Practices in Outsourcing Project Work
    • Well-Defined Requirements and Procedures
    • Extensive Training and Team-Building Activities
    • Well-Established Conflict Management Processes in Place
    • Frequent Review and Status Updates
    • Co-location When Needed
    • Fair and Incentive-Laden Contracts
    • Long-Term Outsourcing Relationships
  • 12.4 The Art of Negotiating
    • 1. Separate the People from the Problem
    • 2. Focus on Interests, Not Positions
    • 3. Invent Options for Mutual Gain
    • 4. When Possible, Use Objective Criteria
    • Dealing with Unreasonable People
  • 12.5 A Note on Managing Customer Relations
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 12.1
    • Shell Case Fabricators
  • Case 12.2
    • The Accounting Software Installation Project
  • Case 12.3
    • Buxton Hall
  • Case 12.4
    • Goldrush Electronics Negotiation Exercise
  • Case 12.5
    • Umdanso Project
  • Appendix 12.1
    • Contract Management
• Chapter 13: Progress and Performance Measurement and Evaluation
  • Introduction
  • 13.1 Structure of a Project Monitoring Information System
    • What Data Are Collected?
    • Collecting Data and Analysis
    • Reports and Reporting
  • 13.2 The Project Control Process
    • Step 1: Setting a Baseline Plan
    • Step 2: Measuring Progress and Performance
    • Step 3: Comparing Plan against Actual
    • Step 4: Taking Action
  • 13.3 Monitoring Time Performance
    • Tracking Gantt Chart
    • Control Chart
    • Milestone Schedules
  • 13.4 Earned Value Management (EVM)
    • The Need for Earned Value Management
    • Percent Complete Rule
    • What Costs Are Included in Baselines?
    • Methods of Variance Analysis
  • 13.5 Developing a Status Report: A Hypothetical Example
    • Assumptions
    • Baseline Development
    • Development of the Status Report
  • 13.6 Indexes to Monitor Progress
    • Performance Indexes
    • Project Percent Complete Indexes
    • Software for Project Cost/Schedule Systems
    • Additional Earned Value Rules
  • 13.7 Forecasting Final Project Cost
  • 13.8 Other Control Issues
    • Technical Performance Measurement
    • Scope Creep
    • Baseline Changes
    • The Costs and Problems of Data Acquisition
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 13.1
    • Tree Trimming Project
  • Case 13.2
    • Ventura Stadium Status Report Case
  • Case 13.3
    • Scanner Project
  • Appendix 13.1
    • The Application of Additional Earned Value Rules
• Chapter 14: Project Closure
  • Introduction
  • 14.1 Types of Project Closure
  • 14.2 Wrap-up Closure Activities
  • 14.3 Project Audits
    • The Project Audit Process
    • Project Retrospectives
  • 14.4 Project Audits: The Big Picture
    • Level 1: Ad Hoc Project Management
    • Level 2: Formal Application of Project Management
    • Level 3: Institutionalization of Project Management
    • Level 4: Management of Project Management System
    • Level 5: Optimization of Project Management System
  • 14.5 Post-implementation Evaluation
    • Team Evaluation
    • Individual, Team Member, and Project Manager Performance Reviews
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 14.1
    • Halo for Heroes II
  • Case 14.2
    • Maximum Megahertz Project
  • Appendix 14.1
    • Project Closeout Checklist
• Chapter 15: Agile Project Management
  • Introduction
  • 15.1 Traditional versus Agile Methods
  • 15.2 Agile PM
  • 15.3 Agile PM in Action: Scrum
    • Roles and Responsibilities
    • Scrum Meetings
    • Product and Sprint Backlogs
    • Sprint and Release Burndown Charts
  • 15.4 Extreme Programming and Kanban
    • Extreme Programming (XP)
    • Kanban
  • 15.5 Applying Agile PM to Large Projects
  • 15.6 Limitations and Concerns
  • 15.7 Hybrid Project Management
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 15.1
    • Introducing Scrum at P2P
  • Case 15.2
    • Graham Nash
• Chapter 16: International Projects
  • Introduction
  • 16.1 Environmental Factors
    • Legal/Political Factors
    • Security
    • Geography
    • Economic Factors
    • Infrastructure
    • Culture
  • 16.2 Project Site Selection
  • 16.3 Cross-Cultural Considerations: A Closer Look
    • Adjustments
    • Working in Mexico
    • Working in France
    • Working in Saudi Arabia
    • Working in China
    • Working in the United States
    • Summary Comments about Working in Different Cultures
    • Culture Shock
  • 16.4 Selection and Training for International Projects
  • Summary
  • Key Terms
  • Review Questions
  • Discussion Questions
  • Exercises
  • References
  • Case 16.1
    • AMEX, Hungary
  • Case 16.2
    • Phuket A
  • Case 16.3
    • Mr. Wui Goes to America
• Solutions to Selected Exercises
  • Introduction
    • Solutions to Selected Exercises
• Computer Project Exercises
  • Introduction
    • Computer Project Exercises
• Glossary
  • Glossary
    • A
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• Acronyms
  • Acronyms
• Project Management Equations
  • Introduction
• A Socio-Technical Approach to Project Management
  • Introduction
• Index
  • Index
    • A
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• Additional Student Resources
  • Additional Student Resources
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  • Figure 13.4 Text Alternative (Chapter 13)
  • Figure 13.5 Text Alternative (Chapter 13)
  • Figure 13.6 Text Alternative (Chapter 13)
  • Figure 13.7 Text Alternative (Chapter 13)
  • Figure 13.8 Text Alternative (Chapter 13)
  • Figure 13.9 Text Alternative (Chapter 13)
  • Figure 13.10 Text Alternative (Chapter 13)
  • Figure 13.11 Text Alternative (Chapter 13)
  • Figure 13.12 Text Alternative (Chapter 13)
  • Figure 13.14 Text Alternative (Chapter 13)
  • Figure 13.15 Text Alternative (Chapter 13)
  • Exercises Figure 13.1 Text Alternative (Chapter 13)
  • Exercises Figure 13-1.1 Text Alternative (Chapter 13)
  • Exercises Figure 13.2 Text Alternative (Chapter 13)
  • Exercises Figure 13-2.1 Text Alternative (Chapter 13)
  • Exercises Figure 13.3 Text Alternative (Chapter 13)
  • Exercises Figure 13-3.1 Text Alternative (Chapter 13)
  • Exercises Figure 13.4 Text Alternative (Chapter 13)
  • Exercises Figure 13.5 Text Alternative (Chapter 13)
  • Exercises Figure 13-5.1 Text Alternative (Chapter 13)
  • Exercises Figure 13.6 Text Alternative (Chapter 13)
  • Exercises Figure 13.7 Text Alternative (Chapter 13)
  • Exercises Figure 13.8 Text Alternative (Chapter 13)
  • Exercises Figure 13-8.1 Text Alternative (Chapter 13)
  • Exercises Figure 13.9 Text Alternative (Chapter 13)
  • Exercises Figure 13.10 Text Alternative (Chapter 13)
  • Exercises Figure 13-10.1 Text Alternative (Chapter 13)
  • Figure A13.1-1A Text Alternative (Chapter 13)
  • Figure A13.1-1B Text Alternative (Chapter 13)
  • Figure A13.1-1C Text Alternative (Chapter 13)
  • Figure A13.1-1D Text Alternative (Chapter 13)
  • Figure A13.1-2A Text Alternative (Chapter 13)
  • Figure A13.1-2B Text Alternative (Chapter 13)
  • Figure A13.1-2C Text Alternative (Chapter 13)
  • Project Closure Text Alternative (Chapter 14)
  • Figure 14.1 Text Alternative (Chapter 14)
  • Figure 14.2 Text Alternative (Chapter 14)
  • Elements of Project Management Text Alternative (Chapter 15)
  • Figure 15.1 Text Alternative (Chapter 15)
  • Figure 15.2 Text Alternative (Chapter 15)
  • Figure 15.3 Text Alternative (Chapter 15)
  • Figure 15.4 Text Alternative (Chapter 15)
  • Figure 15.5 Text Alternative (Chapter 15)
  • Figure 15.6 Text Alternative (Chapter 15)
  • Figure 15.7 Text Alternative (Chapter 15)
  • Figure 15.8 Text Alternative (Chapter 15)
  • Figure 15.9 Text Alternative (Chapter 15)
  • Figure 15.10 Text Alternative (Chapter 15)
  • International Projects Text Alternative (Chapter 16)
  • Figure 16.1 Text Alternative (Chapter 16)
  • Figure 16.2 Text Alternative (Chapter 16)
  • Figure 16.3 Text Alternative (Chapter 16)
  • Figure 16.4 Text Alternative (Chapter 16)
  • Figure 16.5 Text Alternative (Chapter 16)
  • Figure 16.6 Text Alternative (Chapter 16)
  • Figure 16.7 Text Alternative (Chapter 16)
  • Figure 1 Text Alternative (Appendix One)
  • Figure 2 Text Alternative (Appendix One)
  • Figure 3 Text Alternative (Appendix One)
  • Figure 4 Text Alternative (Appendix One)
  • Figure 5 Text Alternative (Appendix One)
  • Figure 6 Text Alternative (Appendix One)
  • Figure 7 Text Alternative (Appendix One)
  • Figure 8 Text Alternative (Appendix One)
  • Figure 8a Text Alternative (Appendix One)
  • Figure 8b Text Alternative (Appendix One)
  • Figure 8c Text Alternative (Appendix One)
  • Figure 8d Text Alternative (Appendix One)
  • Figure 9 Text Alternative (Appendix One)
  • Figure 10a Text Alternative (Appendix One)
  • Figure 10b Text Alternative (Appendix One)
  • Project Management Process Text Alternative (A Socio-Technical Approach to Project Management)
  • Project Life Cycle Text Alternative (A Socio-Technical Approach to Project Management)

  UM RAFBÆKUR Á HEIMKAUP.IS

  Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!
  
  Rafbók til eignar
  Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.
  
  Þú kemst í bækurnar hvar sem er
  Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).
  
  Auðvelt að fletta og leita
  Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.
  
  Glósur og yfirstrikanir
  Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.
  
  Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
  Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.
  
  
  
  Fleiri góðir kostir
  - Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
  - Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
  - Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
  - Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu