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Welcome to the sixth edition of the Handbook of Project Management. This is the fourth edition edited by Rodney, but we welcome Martina as part of the natural progression. The scope of this book is quite different from the fifth edition. In moving from the fourth to the fifth edition, Rodney kept many of the chapters similar, just changed the authors. In this sixth edition, there is quite a different set of chapters. You might think that is the influence of Martina. Martina has brought a fresh approach, but Rodney is also well aware that project management is changing. We have reintroduced the part on managing people. It was dropped from the fifth edition because there was a Gower Handbook on managing people on projects. But managing people is an essential part of project management, thus we brought it back. What might raise eyebrows are the things we have left out of this edition. Chapters 7 and 8 cover the management of scope. But there are no explicit chapters on managing time, cost, schedule, or quality explicitly. However, Chapter 14 considers managing cost and schedule from a data analytics perspective and Chapter 32 offers a discussion on behavioural bias. What people want to know about in a handbook of project management is the new ideas pushing new boundaries and giving us a new understanding of how to manage projects. Similarly, Rodney was going to write a chapter on project start-up, but we decided we had said everything we wanted to say about start-up in our Chapter 9 on project organization. Also, Chapter 20 on feasibility and Chapter 26 on teams cover start-up. In the preface to the third edition, Rodney said he was sad there wasn’t a chapter on close-out. He said it made it look as though project managers enjoyed the chase more than the finish. Start-ups and close-outs are things that were well explored in the 1980s. People now know how to do them. We have included in this handbook topics which are the subject of more temporary research. As with previous editions, Rodney and Martina do not necessarily share the views of all the authors. There is nothing we violently disagree with, but we have a range of authoritative views. Project management is a social construct, so we would not say anything is wrong, but people can have different ways of viewing the same thing. Each chapter has a list of references and further reading. We told the authors that they were writing a handbook for practitioners, so they could say what they believed, and not support every claim with a reference. We said there were three purposes for references. The most important was to guide readers where to look for further information on the topic. The second is to acknowledge the source of somebody else’s material. The third is for the author to blow their own trumpet. Books primarily satisfy the first purpose, though research articles in the leading research journals, which are readily accessible can be useful. Again we have tried to use the original English spelling program (with the same root as diagram and epigram). When you realize all the grief about whether it is a program or programme is caused by the Victoria affectation of theatre owners wanting to make the theatre programs look posh by using the French spelling, you do think, “Give it a rest, keep it simple”. Finally, we would like to thank Helga Baumschabl for her help in editing the book.