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Projects are hugely important to the world. Our recent analysis showed that global annual spend on projects is in the region of US$22 trillion. For countries, whether it is delivering on climate change or any other aspect of policy, projects are the means by which society changes. For organisations, the success or otherwise of their projects will provide key determinants of their futures. And for individuals, either leading or contributing to projects is almost certain to feature at least once in their career, even if it is not their specialism. The first edition of this book was published in 1996. Back then, the title was obvious as it reflected the thinking of the time – projects needed managing, we had a growing group of people who were identifiable project managers, and ‘Project Management’ was the ‘field’ in which we worked. The world, our thinking about it, and how we operate in it, have all changed significantly. Today, the title of so many courses is still ‘Project Management’ but our field is widely known as ‘Project Studies’, reflecting a broadening of the interests of those involved in the field. We could entitle this book ‘realising strategy’ or ‘delivering benefits’ or ‘leading change’. Regrettably, we cannot change the title but this doesn’t mean that we don’t recognise that leadership in projects is active – and it should be a verb, not a noun. Since the last edition, our thinking has developed, our analysis gets more powerful, our databases of experience fuller. Projects are not just process sets, but human systems of activity. In addition, I am reminded that a synonym for ‘project’ is ‘enterprise’. The original promises of project management included delivering both discipline and enterprise. It is notable how often the very skills of the entrepreneur are needed, but neither recognised nor developed. I trust that this will come through here, showing that we need to respond to the complexities inherent in projects through all three of our facets of project leadership: managerial, relational AND entrepreneurial. Finally, this 5th edition was very close to not happening. The level of copyright theft experienced with the fourth edition obliterated any financial rationale for spending many hundreds of hours updating the content. Fortunately, my co-author believed in the project and was prepared to look beyond this. Neil – you are a star! We wish you great projects. After all, they are hugely important.