A Leading Voice in Physician Education Adopts Graffius' Material on Teamwork Tradecraft

About the Royal Australasian College of Physicians

• Physician and paediatrician training,
• Continuing professional development,
• Accreditation of training programs,
• Examinations and certification,
• Healthcare leadership, and
• Advancement of medical standards and practice.

About Graffius' "Phases of Team Development"

• Adobe,
• American Management Association,
• Bayer,
• Boston University,
• Broadcom,
• Cisco,
• DevOps Institute,
• Government of Finland,
• Hasso-Plattner-Institut für Digital Engineering GmbH,
• IEEE,
• Johns Hopkins University,
• Journal of Neurosurgery,
• Microsoft,
• Oracle,
• Technical University of Munich,
• Tufts University,
• U.S. National Park Service,
• U.S. Tennis Association,
• University of California at San Diego (UCSD),
• University of South Wales,
• University of Waterloo,
• Yale University,
• and many more.

Conclusion

References

About Scott M. Graffius

• Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions, his first book, earned 17 awards.
• Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change, his second book, was named one of the best Scrum books of all time by BookAuthority.
• Agile Protocol: The Transformation Ultimatum, his third book and his first work of fiction, was released in April 2025. The book trailer is on YouTube.

• Adobe,
• American Management Association,
• Amsterdam Public Health Research Institute,
• Bayer,
• BMC Software,
• Boston University,
• Broadcom,
• Cisco,
• Coburg University of Applied Sciences and Arts - Germany,
• Computer Weekly,
• Constructor University - Germany,
• Data Governance Success,
• Deimos Aerospace,
• DevOps Institute,
• Dropbox,
• EU's European Commission,
• Ford Motor Company,
• Gartner,
• GoDaddy,
• Harvard Medical School,
• Hasso Plattner Institute - Germany,
• IEEE,
• Innovation Project Management,
• Johns Hopkins University,
• Journal of Neurosurgery,
• Lam Research (Semiconductors),
• Leadership Worthy,
• Life Sciences Trainers and Educators Network,
• London South Bank University,
• Microsoft,
• MSN,
• NASSCOM,
• National Academy of Sciences,
• New Zealand Government,
• Oracle,
• Pinterest Inc.,
• Project Management Institute,
• Mary Raum (Professor of National Security Affairs, United States Naval War College),
• SANS Institute,
• SBG Neumark - Germany,
• Singapore Institute of Technology,
• Torrens University - Australia,
• TBS Switzerland,
• Tufts University,
• UC San Diego,
• UK Sports Institute,
• University of Galway - Ireland,
• US Department of Energy,
• US National Park Service,
• US Soccer,
• US Tennis Association,
• Verizon,
• Wrike,
• Yale University,
• and many others.

• The Standard for Artificial Intelligence in Portfolio, Program, and Project Management
• Agile Practice Guide – Second Edition
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Eighth Edition
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition
• The Standard for Program Management – Fourth Edition
• Practice Standard for Work Breakdown Structures – Second Edition
• The Practice Standard for Project Estimating – Second Edition

• Certified SAFe 6 Agilist (SA),
• Certified Scrum Professional - ScrumMaster (CSP-SM),
• Certified Scrum Professional - Product Owner (CSP-PO),
• Certified ScrumMaster (CSM),
• Certified Scrum Product Owner (CSPO),
• Project Management Professional (PMP),
• Lean Six Sigma Green Belt (LSSGB), and
• IT Service Management Foundation (ITIL).

• Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions — Deliver Products in Short Cycles with Rapid Adaptation to Change, Fast Time-to-Market, and Continuous Improvement
• Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
• Agile Protocol: The Transformation Ultimatum

Sign up for Miro—it's free!

(Want more features? You can always upgrade to a paid plan.)

List of Additional Articles

How to Cite This Article

Digital Object Identifier (DOI)

Content Acknowledgements

Tags and Hashtags

• Royal Australasian College of Physicians
• RACP
• Phases of Team Development
• Team Dynamics
• Teamwork Tradecraft
• Exotic Team Dynamics
• Healthcare Leadership
• Physician Education

• #RACP
• #RoyalAustralasianCollegeOfPhysicians
• #PhasesOfTeamDevelopment
• #TeamworkTradecraft
• #TeamDynamics
• #ExoticTeamDynamics
• #HealthcareLeadership

Post-Publication Notes

Copyright

Tags: Royal Australasian College of Physicians • RACP • #RACP • #TeamDynamics • #ExoticTeamDynamics • #TeamworkTradecraft • #HealthcareLeadership • #PhasesOfTeamDevelopment • #RoyalAustralasianCollegeOfPhysicians • Physician Education • Healthcare Leadership • Exotic Team Dynamics • Teamwork Tradecraft • Team Dynamics • Phases of Team Development

The Situation

Lessons for Human-AI Teams

The Bigger Lesson

Note

References

About Scott M. Graffius

• Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions, his first book, earned 17 awards.
• Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change, his second book, was named one of the best Scrum books of all time by BookAuthority.
• Agile Protocol: The Transformation Ultimatum, his third book and his first work of fiction, was released in April 2025. The book trailer is on YouTube.

• Adobe,
• American Management Association,
• Amsterdam Public Health Research Institute,
• Bayer,
• BMC Software,
• Boston University,
• Broadcom,
• Cisco,
• Coburg University of Applied Sciences and Arts - Germany,
• Computer Weekly,
• Constructor University - Germany,
• Data Governance Success,
• Deimos Aerospace,
• DevOps Institute,
• Dropbox,
• EU's European Commission,
• Ford Motor Company,
• Gartner,
• GoDaddy,
• Harvard Medical School,
• Hasso Plattner Institute - Germany,
• IEEE,
• Innovation Project Management,
• Johns Hopkins University,
• Journal of Neurosurgery,
• Lam Research (Semiconductors),
• Leadership Worthy,
• Life Sciences Trainers and Educators Network,
• London South Bank University,
• Microsoft,
• MSN,
• NASSCOM,
• National Academy of Sciences,
• New Zealand Government,
• Oracle,
• Pinterest Inc.,
• Project Management Institute,
• Mary Raum (Professor of National Security Affairs, United States Naval War College),
• SANS Institute,
• SBG Neumark - Germany,
• Singapore Institute of Technology,
• Torrens University - Australia,
• TBS Switzerland,
• Tufts University,
• UC San Diego,
• UK Sports Institute,
• University of Galway - Ireland,
• US Department of Energy,
• US National Park Service,
• US Soccer,
• US Tennis Association,
• Verizon,
• Wrike,
• Yale University,
• and many others.

• The Standard for Artificial Intelligence in Portfolio, Program, and Project Management
• Agile Practice Guide – Second Edition
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Eighth Edition
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition
• The Standard for Program Management – Fourth Edition
• Practice Standard for Work Breakdown Structures – Second Edition
• The Practice Standard for Project Estimating – Second Edition

• Certified SAFe 6 Agilist (SA),
• Certified Scrum Professional - ScrumMaster (CSP-SM),
• Certified Scrum Professional - Product Owner (CSP-PO),
• Certified ScrumMaster (CSM),
• Certified Scrum Product Owner (CSPO),
• Project Management Professional (PMP),
• Lean Six Sigma Green Belt (LSSGB), and
• IT Service Management Foundation (ITIL).

• Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions — Deliver Products in Short Cycles with Rapid Adaptation to Change, Fast Time-to-Market, and Continuous Improvement
• Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change
• Agile Protocol: The Transformation Ultimatum

Sign up for Miro—it's free!

(Want more features? You can always upgrade to a paid plan.)

List of Additional Articles

How to Cite This Article

Digital Object Identifier (DOI)

Content Acknowledgements

Tags and Hashtags

• Meta
• Future of Work
• AI Transformation
• Organizational Design
• Change Management
• Exotic Team Dynamics

• #Meta
• #FutureOfWork
• #OrganizationalDesign
• #ChangeManagement
• #ExoticTeamDynamics

Post-Publication Notes

Copyright

Tags: Meta • Future of Work • AI Transformation • #FutureOfWork • #ExoticTeamDynamics • #ChangeManagement • #OrganizationalDesign • #Meta • Exotic Team Dynamics • Organizational Design • Change Management

Introduction

Methodology

• Humans alone perform best
• AI alone performs best
• Human-AI collaboration performs best
• Findings are inconclusive

Discussion

• Of the 42 studies, 26 (61.9%) favored human-AI collaboration, 7 (16.7%) favored humans alone, 4 (9.5%) favored AI alone, and 5 (11.9%) were inconclusive.
• Excluding the five inconclusive studies, there are 37 studies. Of them, 26 (70.3%) favored human-AI collaboration, 7 (18.9%) favored humans alone, and 4 (10.8%) favored AI alone.

1. What does the task require?
2. What does the human bring, and what does the AI bring?
3. Where do those differences help, and where might they cause errors or friction?
4. What workflow would let the strengths combine?
5. How does each configuration actually perform: human alone, AI alone, and the two together?
6. What does the data say?

Limitations

• The 42 publications are not methodologically uniform. Some directly compare humans, AI, and human-AI configurations. Others compare only two conditions or examine aspects of human-AI collaboration. The percentages reported here describe this particular evidence set; they are not pooled effect estimates.
• The studies cover different domains and tasks.
• AI capabilities are changing rapidly. A result obtained with an earlier model does not necessarily predict the performance of a current or future model. This is why the analysis prioritizes 2024–2026 publications and should be updated as technology and the research base develop.
• Different studies use different designs or performance measures. Accuracy, speed, quality, creativity, diagnostic performance, decision quality, and other measures are not interchangeable. A collaboration can improve one dimension while worsening another.
• Some studies examine laboratory or controlled settings rather than long-term real-world teams. Real-world collaboration introduces factors such as organizational culture, training, incentives, trust, workload, accountability, and learning over time.
• Publication bias is possible. Studies reporting interesting positive or negative results may be more likely to be published or noticed than studies finding little or no difference. Vaccaro et al. specifically identify possible publication bias and variation in study designs as limitations of the existing evidence base.
• Classifications in this article necessarily involve judgment. The intent was to classify the principal finding relevant to the core question while avoiding overstatement.

Conclusion

Note

Table Annotations

1. Vaccaro et al. (2024): Overall, AI was indicated. On average, human–AI combinations performed worse than the better of human-only or AI-only. Gains were more common in creation tasks; losses in decision tasks. When humans > AI, combinations often gained; when AI > humans, combinations often lost.
2. Hemmer et al. (2025): Overall, human-AI collaboration was indicated. Supports complementary team performance (CTP) when information or capability asymmetries exist and are properly leveraged; CTP is not automatic.
3. Liu et al. (2025): Overall, AI was indicated. Medical AI augments clinicians, but full complementarity (HMT > both alone) is rare. Simultaneous teaming mode and junior clinicians show more benefit; sequential mode less so.
4. Wang et al. (2026): Inconclusive was indicated. Mixed / non-significant or uncertain advantages for H+AI vs human-only on key metrics; H+AI did not universally outperform AI-only in three-arm settings; high prediction-interval uncertainty.
5. Zöller et al. (2025): Overall, human-AI collaboration was indicated. Collectives outperformed individual physicians, physician collectives, individual LLMs, and LLM ensembles by leveraging complementary error patterns.
6. Berretta et al. (2026): Overall, human-AI collaboration was indicated. AI-first then human workflow was best overall (faster than human-only, fewer errors than AI-only); human–AI improved certain psychological measures.
7. Vo (2025): Inconclusive was indicated. Human outperformed on novelty; AI on style in some stages; collaboration finished last on key CPSS ratings. Results varied by design stage and criterion.
8. Lai & Rau (2026): Inconclusive was indicated. Leadership effectiveness was comparable across human-only and AI-only; hybrid structures did not significantly outperform single-leader conditions.
9. Memmert et al. (2026): Overall, human-AI collaboration was indicated. Individual humans did not improve with GLM support, but the human–AI dyad collectively achieved superior/complementary performance on standard brainstorming metrics.
10. Akben et al. (2026): Overall, human-AI collaboration was indicated. Aggregated / collective human–AI intelligence outperformed either component alone.
11. Fügener et al. (2025): Overall, human-AI collaboration was indicated. Appropriate human–AI role allocation produced higher performance than alternatives.
12. Hua et al. (2025): Overall, human-AI collaboration was indicated. Conditional support for teaming; poor AI teammates can substantially deteriorate performance.
13. Flathmann et al. (2024): Overall, human-AI collaboration was indicated. Training and preparation influenced human–AI team performance positively under studied conditions.
14. Schmutz et al. (2024): Overall, humans were indicated. Human–AI teams can underperform when core mechanisms (trust, communication, coordination, shared cognition) are weak.
15. Krzywdzinski et al. (2026): Overall, human-AI collaboration was indicated. Team organization and communication influenced AI-assisted performance positively.
16. Mascareño et al. (2026): Overall, humans were indicated. Proximal AI collaboration hindered innovation under certain conditions.
17. Ong et al. (2026): Overall, AI was indicated. Collaboration improved human performance under some conditions but remained below LLM performance overall.
18. Mayer et al. (2026): Overall, human-AI collaboration was indicated. Effective collaboration is possible under appropriate AI adaptation strategies; performance–preference trade-offs exist.
19. Wang et al. (2026): Overall, human-AI collaboration was indicated. Hybrid workflow produced the highest analyst accuracy.
20. Gonzalez et al. (2026): Overall, human-AI collaboration was indicated. The framework identifies conditions supporting effective complementary teaming.
21. Senoner et al. (2024): Overall, human-AI collaboration was indicated. Explainable AI improved human performance in collaboration.
22. Wu et al. (2025): Overall, human-AI collaboration was indicated. Collaboration improved immediate task performance (motivation effects noted separately).
23. Winter (2025): Overall, humans were indicated. Human teams outperformed human–AI teams under the study’s competitive conditions.
24. Liel & Zalmanson (2025): Overall, humans were indicated. Participants sometimes performed better without AI recommendations.
25. Rojas et al. (2025): Overall, human-AI collaboration was indicated. Trust dynamics affected performance in human–human–AI teams.
26. Simpson et al. (2026): Overall, humans were indicated. Human-led teams generally outperformed AI-led teams.
27. Cristofaro & Giardino (2026): Overall, human-AI collaboration was indicated. Conditional synergy depending on AI-use intensity and cognitive engagement.
28. Ngo (2025): Overall, AI was indicated. AI augmentation was observed, but generally negative collaboration effects.
29. Kuang et al. (2026): Overall, human-AI collaboration was indicated. Tailored AI + human review produced the highest-quality results.
30. Li et al. (2025): Overall, human-AI collaboration was indicated. Human–AI approach exceeded both human-only and AI-only performance.
31. Kang et al. (2025): Overall, human-AI collaboration was indicated. The combined approach produced the highest accuracy and fastest processing.
32. Zeng et al. (2026): Overall, human-AI collaboration was indicated. Human–computer collaboration improved multiple decipherment measures.
33. Al-Ali et al. (2026): Overall, human-AI collaboration was indicated. Adaptive hybrid exceeded human-only and uncalibrated AI; calibrated AI was slightly higher on raw reward in some comparisons.
34. Tannoubi et al. (2026): Overall, human-AI collaboration was indicated. Hybrid human–AI lesson design generally produced the strongest outcomes.
35. Gerlich (2025): Overall, human-AI collaboration was indicated. Guided human–AI interaction produced stronger critical reasoning.
36. Luan et al. (2025): Overall, human-AI collaboration was indicated. Collaboration did not automatically improve joint creativity; guided co-creation supported better-designed collaboration.
37. Tang et al. (2025): Overall, humans were indicated. Human–human teams performed better on divergent thinking.
38. Jin & Rho (2025): Overall, human-AI collaboration was indicated. Explanations improved accuracy and reduced inappropriate reliance.
39. Choi et al. (2026): Inconclusive was indicated. Primarily examined perceptions of trust and fairness rather than comparative task-performance outcomes.
40. Raj et al. (2026): Overall, humans were indicated. Participants consistently devalued AI-generated creative writing compared with human-generated work (primarily a preference/perception finding).
41. Choung et al. (2026): Inconclusive was indicated. Primarily examined fairness and trust perceptions.
42. Chen (2025): Overall, human-AI collaboration was indicated. Human oversight affected efficiency and depth positively in qualitative inquiry.

References

About Scott M. Graffius

• Paperback ISBN-13: 9781533370242
• Kindle ASIN: B01FZ0JIIY

• Paperback ISBN-13: 9781072447962
• Kindle ASIN: B07R9LJLPJ

• Kindle ASIN: B0F2SJ83WT
• Audible ASIN: B0DJG163R5

• Adobe,
• American Management Association,
• Amsterdam Public Health Research Institute,
• Bayer,
• BCG,
• BMC Software,
• Boston Consulting Group (BCG),
• Boston University,
• Broadcom,
• Cisco,
• Coburg University of Applied Sciences and Arts - Germany,
• Computer Weekly,
• Constructor University - Germany,
• Data Governance Success,
• Deimos Aerospace,
• DevOps Institute,
• Dropbox,
• EU's European Commission,
• Ford Motor Company,
• Gartner,
• GoDaddy,
• Harvard Medical School,
• Hasso Plattner Institute - Germany,
• IEEE,
• Innovation Project Management,
• Johns Hopkins University,
• Journal of Marketing,
• Journal of Neurosurgery,
• Lam Research (Semiconductors),
• Leadership Worthy,
• Life Sciences Trainers and Educators Network,
• London South Bank University,
• Microsoft,
• MSN,
• NASSCOM,
• National Academy of Sciences,
• New Zealand Government,
• Ohio State University,
• Oracle,
• Pinterest Inc.,
• Project Management Institute,
• Mary Raum (Professor of National Security Affairs, United States Naval War College),
• Round Square Global Educational Network,
• Royal Australasian College of Physicians (RACP),
• SANS Institute,
• SBG Neumark - Germany,
• Singapore Institute of Technology,
• Torrens University - Australia,
• TBS Switzerland,
• Tufts University,
• UC San Diego,
• UK Sports Institute,
• University of Galway - Ireland,
• US Department of Energy,
• US National Park Service,
• US Soccer,
• US Tennis Association,
• Verizon,
• Wrike,
• Yale University,
• and many others.

• The Standard for Artificial Intelligence in Portfolio, Program, and Project Management.
• Agile Practice Guide — Second Edition.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) — Eighth Edition.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) — Sixth Edition.
• The Standard for Program Management — Fourth Edition.
• Practice Standard for Work Breakdown Structures — Second Edition.
• The Practice Standard for Project Estimating — Second Edition.

• Certified SAFe 6 Agilist (SA),
• Certified Scrum Professional - ScrumMaster (CSP-SM),
• Certified Scrum Professional - Product Owner (CSP-PO),
• Certified ScrumMaster (CSM),
• Certified Scrum Product Owner (CSPO),
• Project Management Professional (PMP),
• Lean Six Sigma Green Belt (LSSGB), and
• IT Service Management Foundation (ITIL).

Booking

Sign up for Miro—it's free!

(Want more features? You can always upgrade to a paid plan.)

List of Additional Articles

How to Cite This Article

Digital Object Identifier (DOI)

Content Acknowledgements

Tags and Hashtags

• Artificial Intelligence
• Future of Work
• AI Research
• Decision Making
• Technology
• Human-AI Collaboration
• Human-AI Synergy
• Complementarity
• Human-AI Teams
• Human-AI Teaming
• Workflow Design
• Exotic Team Dynamics

• #AI
• #ArtificialIntelligence
• #FutureOfWork
• #Research
• #DecisionMaking
• #HumanAI
• #HumanAITeams
• #HumanAICollaboration
• #HumanAISynergy
• #HumanAITeaming
• #AugmentationVsAutomation
• #ExoticTeamDynamics
• #AIResearch

Post-Publication Notes

Copyright

Tags: Artificial Intelligence • Future of Work • AI Research • #AI • #ArtificialIntelligence • Exotic Team Dynamics • #FutureOfWork • #HumanAI • #AugmentationVsAutomation • #HumanAITeams • #ExoticTeamDynamics • #HumanAITeaming • #AIResearch • #HumanAISynergy • #HumanAICollaboration • #DecisionMaking • #Research • Workflow Design • Human-AI Teaming • Human-AI Teams • Complementarity • Human-AI Synergy • Decision Making • Human-AI Collaboration • Technology

Introduction

Overview of Exotic Team Dynamics

Androids, Defined

Robots (Pre-Androids) in the Workplace

The Four Pillars, Amplified

Opportunities

Risks

• OpenAI models breached Hugging Face, reported by Reuters. OpenAI agents probed Hugging Face for weaknesses two months before a major hack in July 2026, in which roughly 700 agents, including agents powered by GPT-5.6 Sol and an internal-only research model, took admin control of production systems.

• OpenAI agent breached the Australian Government / Medicare, reported by the Guardian. An OpenAI agent autonomously hacked Australia’s Medicare Statistics Reporting Service on June 18, 2026, bypassing blocks to access non-public files. Disclosure was delayed 84 days, until September 10.

• Anthropic's Claude breached outside organizations, reported by Slashdot. A review of 141,006 sessions found that Anthropic’s Claude models breached three outside organizations.

• Meta's Muse Spark breached external organization, reported by CNN. Meta said its Llama 4 / Muse Spark 1.1 model had accessed the internet and breached an external company’s systems.

• Google's Gemini broke into three companies, reported by the Wall Street Journal. Google’s Gemini model broke into three companies during cybersecurity testing conducted by Irregular.

Preparing for Human-Android Teamwork

Conclusion

References

About Scott M. Graffius

• Paperback ISBN-13: 9781533370242
• Kindle ASIN: B01FZ0JIIY

• Paperback ISBN-13: 9781072447962
• Kindle ASIN: B07R9LJLPJ

• Kindle ASIN: B0F2SJ83WT
• Audible ASIN: B0DJG163R5

• Adobe,
• American Management Association,
• Amsterdam Public Health Research Institute,
• Bayer,
• BCG,
• BMC Software,
• Boston Consulting Group (BCG),
• Boston University,
• Broadcom,
• Cisco,
• Coburg University of Applied Sciences and Arts - Germany,
• Computer Weekly,
• Constructor University - Germany,
• Data Governance Success,
• Deimos Aerospace,
• DevOps Institute,
• Dropbox,
• EU's European Commission,
• Federal Reserve Bank of New York,
• Ford Motor Company,
• Gartner,
• GoDaddy,
• Harvard Medical School,
• Hasso Plattner Institute - Germany,
• IEEE,
• Innovation Project Management,
• Johns Hopkins University,
• Journal of Marketing,
• Journal of Neurosurgery,
• Lam Research (Semiconductors),
• Leadership Worthy,
• Life Sciences Trainers and Educators Network,
• London South Bank University,
• Microsoft,
• MSN,
• NASSCOM,
• National Academy of Sciences,
• New Zealand Government,
• Ohio State University,
• Oracle,
• Pinterest Inc.,
• Project Management Institute,
• Mary Raum (Professor of National Security Affairs, United States Naval War College),
• Round Square Global Educational Network,
• Royal Australasian College of Physicians (RACP),
• SANS Institute,
• SBG Neumark - Germany,
• Singapore Institute of Technology,
• Torrens University - Australia,
• TBS Switzerland,
• Tufts University,
• UC San Diego,
• UK Sports Institute,
• University of Galway - Ireland,
• US Department of Energy,
• US National Park Service,
• US Soccer,
• US Tennis Association,
• Verizon,
• Wrike,
• Yale University,
• and many others.

• The Standard for Artificial Intelligence in Portfolio, Program, and Project Management.
• Agile Practice Guide — Second Edition.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) — Eighth Edition.
• A Guide to the Project Management Body of Knowledge (PMBOK Guide) — Sixth Edition.
• The Standard for Program Management — Fourth Edition.
• Practice Standard for Work Breakdown Structures — Second Edition.
• The Practice Standard for Project Estimating — Second Edition.

• Certified SAFe 6 Agilist (SA),
• Certified Scrum Professional - ScrumMaster (CSP-SM),
• Certified Scrum Professional - Product Owner (CSP-PO),
• Certified ScrumMaster (CSM),
• Certified Scrum Product Owner (CSPO),
• Project Management Professional (PMP),
• Lean Six Sigma Green Belt (LSSGB), and
• IT Service Management Foundation (ITIL).

Booking

Sign up for Miro—it's free!

(Want more features? You can always upgrade to a paid plan.)

List of Additional Articles