基于項目的管理手冊

前言

近二十多年來是國際項目管理理論和方法大發(fā)展的時代，也是中國項目管理發(fā)展的關(guān)鍵階段。在國際領(lǐng)域，一大批學(xué)者和項目管理專業(yè)組織致力于建立與完善項目管理學(xué)科體系，擴大項目管理應(yīng)用范圍；在國內(nèi)，各類建設(shè)項目紛紛上馬，極大地豐富與加快了我國項目管理的發(fā)展進程。自1991年中國第一個全國性、跨行業(yè)的專業(yè)學(xué)術(shù)組織——中國（雙法）項目管理研究委員會（PMRC）成立以來，眾多的專家學(xué)者努力普及項目管理知識，廣泛開展國際交流，使我國項目管理大踏步地進入了國際舞臺。在這個項目管理大發(fā)展的時代，涌現(xiàn)出了眾多卓越的項目管理專家。在項目管理學(xué)術(shù)界享有很高國際聲譽的羅德尼·特納（Turner，John. Rodney）教授就是其中的一位杰出代表。他的14本項目管理著作影響了眾多的項目管理人員和企業(yè)管理人員，現(xiàn)在奉獻在讀者面前的The Hand book of Project-Based Management：Leading Strategic Changein Organizations（《基于項目的管理手冊——領(lǐng)導(dǎo)組織級戰(zhàn)略變革（第3版）》）就是他的代表作之一。這是一本21世紀最新的項目管理手冊和指南，它包括了管理項目績效的知識體系、方法、流程和工具；它擴展了項目生命周期理論，并強調(diào)各種不同行業(yè)的項目特點以及該如何應(yīng)用項目管理。不僅如此，特納教授還闡述了許多關(guān)于組織戰(zhàn)略設(shè)計、利益相關(guān)者管理以及如何發(fā)展企業(yè)級項目管理能力的方法。他以全新的視角重新闡釋組織級項目管理的重點，由分離的流程與行政管理轉(zhuǎn)型為全面的項目治理，并緊密地與公司治理結(jié)構(gòu)相結(jié)合。在這次2009年的新版中，提出了項目管理的重點由“完成組織目標”擴展到“贏得組織級戰(zhàn)略變革成功”這一全新理念。特納教授特別強調(diào)了以項目管理帶動全過程的組織變革，項目來源于組織變革的需求，也是實現(xiàn)組織變革的戰(zhàn)略手段，項目完成后更要將變革成果深深根植于組織的結(jié)構(gòu)和日常運營之中，從而持續(xù)提高組織績效。

內(nèi)容概要

當代社會，基于項目的組織理念日益普及，項目管理已經(jīng)成為所有管理者的基本能力。而本書站在領(lǐng)導(dǎo)組織戰(zhàn)略變革的高度，給項目導(dǎo)向型組織的管理者——包括決策者和執(zhí)行者——提供一種結(jié)構(gòu)化的方法管理項目以及項目群，促使組織得以通過變革管理提高組織的績效。

作者簡介

作者：（英國）羅德尼·特納（Turner John Rodney）

書籍目錄

PrefaceAcknowledgmentsChapter 1: Leading Change through Projects  1.1 Projects and their Management  1.2 The Process Approach  1.3 The Management of Projects and this Book  1.4 Images of Projects  Summary  ReferencesPart 1: Managing the ContextChapter 2: Projects for Delivering Beneficial Change  2.1 Identifying the Need for Performance Improvement  2.2 Diagnosing the Change Required  2.3 The Benefits Map  2.4 Projects for Implementing Corporate Strategy  Summary  ReferencesChapter 3: Project Success and Strategy  3.1 Project Success Criteria  3.2 Key Performance Indicators  3.3 Project Success Factors  3.4 The Strategic Management of Projects  3.5 Principles of Project Management  Summary  ReferencesChapter 4: The People Involved  4.1 Reactions to Change  4.2 Managing Stakeholders  4.3 Communicating with Stakeholders  4.4 Project Teams  4.5 Leading Projects  Summary  ReferencesPart 2: Managing PerformanceChapter 5: Managing Scope  5.1 Principles of Scope Management  5.2 Project Definition  5.3 Planning at the Strategic Level: Milestone Plans  5.4 Planning at Lower Levels  5.5 Applications  Summary  ReferencesChapter 6: Managing Project Organization  6.1 Principles  6.2 The External Organization  6.3 The Internal Organization  6.4 Responsibility Charts  Summary  ReferencesChapter 7: Managing Quality  7.1 Quality in the Context of Projects  7.2 Achieving Quality on Projects  7.3 Configuration Management  Summary  ReferencesChapter 8: Managing Cost  8.1 Estimating Costs  8.2 Types of Costs  8.3 Estimating Techniques  8.4 Controlling Costs: Obtaining Value for Money  Summary  ReferencesChapter 9: Managing Time  9.1 The Time Schedule  9.2 Estimating Duration  9.3 Calculating the Schedule with Networks  9.4 Resource Histograms and Resource Smoothing  9.5 Controlling Time  Summary  ReferencesChapter 10: Managing Risk  10.1 The Risk Management Process  10.2 ldentifying Risk  10.3 Assessing Risk  10.4 Analyzing Risk  10.5 Managing Risk  Summary  ReferencesPart 3: Managing the ProcessChapter 11: The Project Process  11.1 The Project and Product Life Cycle  11.2 The Feasibility Study  11.3 The Design Phase  11.4 New Product Development  11.5 Concurrent Engineering  11.6 Information Systems Projects  Summary  ReferencesChapter 12: Project Start-Up  12.1 The Start-Up Process  12.2 Start-Up Workshops  12.3 Project Definition Report and Manual  Summary  ReferencesChapter 13: Project Execution and Control  13.1 Resourcing a Project  13.2 Implementation Planning  13.3 Allocating Work  13.4 Requirements for Effective Control  13.5 Gathering Data and Calculating Progress  13.6 Taking Action  Summary  ReferencesChapter 14: Project Close Out  14.1 Timely and Efficient Completion  14.2 Transferring the Asset to the Users  14.3 Embedding the Change and Obtaining Benefit  14.4 Disbanding the Team  14.5 Postcompletion Reviews  Summary  ReferencesPart 4: Governance of Project-Based ManagementChapter 15: Project Governance  15.1 Governance  15.2 Governance of the Project  15.3 The Principal-Agent Relationship  15.4 Communication between the Project Manager and Sponsor  Summary  ReferencesChapter 16: Program and Portfolio Management  16.1 Definitions  16.2 Managing Portfolios  16.3 Managing Programs  16.4 The Project Office  Summary  ReferencesChapter 17: Developing Organizational Capability  17.1 Defining Capability  17.2 Developing Individual Competence  17.3 Developing Organizational Capability  17.4 Improving Organizational Capability  17.5 Knowledge Management  17.6 Competency Traps  Summary  ReferencesChapter 18: Governance of the Project-Based Organization  18.1 Governance ofProjectManagement  18.2 Conducting Audits  18.3 Conducting Health Checks  18.4 End-of-Stage Reviews  Summary  ReferencesChapter 19: International Projects  19.1 Types of International Project  19.2 The Problem of International Projects  19.3 Managing Culture  Summary  ReferencesChapter 20: Epilogue  20.1 Principles of Project Management  20.2 Key Success FactorsAppendix A: Project Definition Report for the CRMO Rationalization ProjectAppendix B: Project Control Documents for the CRMO Rationalization ProjectSubject indexAuthor and Source IndexProject Index

章節(jié)摘錄

插圖：In forming the project team, the project manager brings together a group of people and develops amongst them a perceived sense of common identity, so that they can work together using a set of common values or norms to deliver the project's objectives. Charles Handys says this concept of perceived identity is critical to team formation; without it the group of people remain a collection of random individuals. What sets project teams apart is that a group of people, who may never have worked together before, have to come together quickly and effectively in order to achieve a task which nobody has done before. The novelty, uniqueness, risk, and transience are all inherent features of projects (Chap. 1). Because the team is novel, it has no perceived identity, ab initio, and no set of values or norms to work to. It takes time to develop the identity and norms, which delays achievement of the team's objective. Furthermore, because the objective is novel, and carries considerable risk, it takes time to define, and, if the project is to be successful, this must be done before the team begins to function effectively.

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《基于項目的管理手冊:領(lǐng)導(dǎo)組織級戰(zhàn)略變革(第3版)》：國外大學(xué)優(yōu)秀教材·影印版

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