項目管理2.0：利用工具、分布式協(xié)作和度量指標助力項目成功（收藏版）
定 價：98 元
叢書名：項目管理核心資源庫
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- 作者：（美）Harold Kerzner（哈羅德·科茲納）
- 出版時間：2025/2/1
- ISBN：9787121498138
- 出 版 社：電子工業(yè)出版社
- 中圖法分類：F272
- 頁碼：348
- 紙張：
- 版次：01
- 開本：16開
本書緊扣書名，深入剖析在當今不斷變化的世界里面，面對更高的商業(yè)需求、更加復雜多變的項目目標，以及項目管理如何更好地與企業(yè)戰(zhàn)略相結(jié)合與匹配等新更高要求，項目管理與項目經(jīng)理所面對的現(xiàn)實挑戰(zhàn)。全書圍繞若干核心要點，獨到地分析了傳統(tǒng)項目管理（項目管理1.0）與現(xiàn)代或未來項目管理（項目管理2.0）的區(qū)別，對項目管理2.0就聚集與關(guān)注的問題、方法、工具進行了介紹。本修訂版根據(jù)新出版的《項目管理知識體系指南》（第7版）對部分術(shù)語及內(nèi)容進行了修訂。
哈羅德.科茲納，MS, PhD, MBA，項目管理領(lǐng)域世界權(quán)威大師，國際學習集團（International Institute of Learning, Inc.）（一家提供專業(yè)培訓與咨詢服務的全球?qū)W習解決方案公司）高級執(zhí)行董事，美國一流企業(yè)與跨國公司的資深咨詢顧問和培訓師，曾獲得伊利諾伊州與猶他州州立大學卓越成就獎與卓越服務獎。他被公認為項目管理、項目集管理和項目組合管理、全面質(zhì)量管理以及戰(zhàn)略規(guī)劃方面的大師級專家。項目管理協(xié)會（PMI）還以他的名字設(shè)立了“項目管理科茲納獎”和“科茲納獎學金捐贈基金”，以表彰他在項目管理領(lǐng)域的杰出貢獻。
傅永康PMP、PMI-ACP、東南大學本科、復旦大學MBA、清華大學EMBA、香港城市大學-復旦DBA、九三學社社員、清暉項目管理創(chuàng)始人、PMI中國項目管理大獎評委、《PMBOK?指南》（第7版）中文審校專家、ISO/TC258注冊專家、全國項目管理準化技術(shù)委員會委員、曾主持翻譯二十余本項目管理領(lǐng)域的專業(yè)書籍。
第1 章 項目管理2.0 概述 ·········.1
1.0 簡介：變化的時代 ············.1
1.1 PM1.0 的特征 ··················.1
1.2 PM1.0 的其他關(guān)鍵問題 ······.2
1.3 項目管理2.0 的定義 ··········.4
1.4 對PM2.0 的批評 ··············.7
1.5 項目管理2.0：技術(shù)祝�；蛟{咒 ···························.7
1.6 監(jiān)管PM2.0 ···················.12
1.7 在PM2.0 中與干系人共事 .14
1.8 發(fā)現(xiàn)信息 ······················.16
1.9 完成百分比困境 ·············.17
1.10 信息過載 ·····················.18
1.11 客戶滿意“頭痛癥” ······.19
1.12 確定項目健康 ···············.20
1.13 顯示數(shù)據(jù)的儀表板規(guī)則 ···.22
1.14 減少紙面工作成本 ·········.22
1.15 減少行政干預 ···············.24
1.16 項目管理技能 ···············.24
1.17 應急規(guī)劃 ·····················.25
討論題 ································.26
第2 章 項目管理未來一瞥 ········.27
2.0 變化的時代 ···················.27
2.1 經(jīng)濟衰退的影響 ·············.27
2.2 項目管理的高管視角 ·······.28
2.3 參與式項目管理 ·············.30
2.4 復雜項目的增長 ·············.32
2.5 對更多度量指標的需要 ····.33
2.6 項目管理的新發(fā)展 ··········.34
2.7 項目管理工具箱 ·············.35
2.8 持續(xù)改進的需要 ·············.36
2.9 結(jié)論 ····························.36
討論題 ································.37
第3 章 理解成功與失敗 ···········.38
3.0 簡介 ····························.38
3.1 項目管理——早期：1945—1960 年 ···············.39
3.2 項目管理開始成長：1970—1985 年 ···············.40
3.3 競爭性制約因素的增長 ····.41
3.4 反演規(guī)則 ······················.43
3.5 測量技術(shù)的進步 ·············.44
3.6 權(quán)衡 ····························.46
3.7 聚攏成功組件 ················.47
3.8 成功的新定義 ················.48
3.9 理解項目失敗 ················.49
3.10 項目失敗的原因 ············.53
討論題 ································.55
第4 章 價值驅(qū)動型項目管理 ·····.56
4.0 簡介 ····························.56
4.1 理解今天的價值觀點 ·······.57
4.2 價值模型 ······················.60
4.3 PM2.0 的價值與領(lǐng)導力變化 ····························.61
4.4 基于價值的權(quán)衡 ·············.67
4.5 價值度量的需要 ·············.68
4.6 創(chuàng)建價值度量指標 ··········.69
4.7 在儀表板上顯示價值度量指標 ······················.76
4.8 選擇價值屬性 ················.76
4.9 價值度量指標的額外復雜性 ·························.77
討論題 ································.81
第5 章 日益重要的PM2.0度量指標 ····················.82
5.0 簡介 ····························.82
5.1 企業(yè)資源計劃 ················.83
5.2 對更好的項目度量指標的需要 ·························.83
5.3 度量指標管理缺乏支持的原因 ·························.85
5.4 度量指標的特征 ·············.87
5.5 度量指標選擇 ················.88
5.6 關(guān)鍵績效指標 ················.89
5.7 儀表板和計分卡 ·············.97
5.8 商業(yè)智能 ·····················.100
5.9 儀表板信息系統(tǒng)的增長 ···.100
5.10 選擇信息圖表設(shè)計師 ·····.101
5.11 項目健康檢查度量指標 ··.102
5.12 維持項目方向 ··············.106
5.13 度量指標和虛擬團隊 ·····.107
5.14 度量指標狂熱癥 ···········.108
5.15 度量指標培訓會議 ········.109
5.16 度量指標負責人 ···········.110
5.17 回答度量指標問題 ········.111
討論題 ·······························.112
第6 章 項目管理方法論：1.0 與2.0 ·················.113
6.0 簡介 ···························.113
6.1 PM 2.0 對項目管理卓越的定義 ··················.113
6.2 方法論的必要性 ············.114
6.3 企業(yè)級方法論的需求 ······.116
6.4 標準化方法論的收益 ······.122
6.5 關(guān)鍵組件 ·····················.123
6.6 從方法論到框架 ············.125
6.7 生命周期階段 ···············.126
6.8 PM2.0 的以客戶為本靈活性的驅(qū)動力 ·········.127
6.9 理解目標偏移 ···············.128
6.10 客戶專屬度量指標的需求 ······················.129
6.11 商業(yè)論證開發(fā) ··············.129
6.12 驗證假設(shè) ····················.131
6.13 設(shè)計凍結(jié) ····················.133
6.14 客戶批準 ····················.134
6.15 敏捷項目管理方法論 ·····.135
6.16 實施方法論 ·················.137
6.17 實施的錯誤 ·················.138
6.18 克服開發(fā)和實施障礙 ·····.139
6.19 在方法論中使用危機儀表板 ················.139
6.20 終止項目 ····················.149
討論題 ·······························.151
第7 章 項目治理 ··················.152
7.0 簡介 ···························.152
7.1 項目治理的需要 ············.152
7.2 定義項目治理 ···············.153
7.3 項目治理與公司治理 ······.154
7.4 角色、職責和決策權(quán) ······.155
7.5 治理框架 ·····················.156
7.6 項目治理的三大支柱 ······.157
7.7 信息的曲解 ··················.162
7.8 過濾信息 ·····················.163
7.9 理解項目環(huán)境中的政治 ···.163
7.10 管理全球性干系人關(guān)系 ··.170
7.11 項目治理的失敗 ···········.172
7.12 挽救危難項目 ··············.173
討論題 ·······························.174
第8 章 項目經(jīng)理在戰(zhàn)略規(guī)劃和組合管理中的角色 ···.175
8.0 簡介 ···························.175
8.1 戰(zhàn)略規(guī)劃為何失敗 ·········.176
8.2 項目管理：高管的視角 ···.177
8.3 戰(zhàn)略規(guī)劃：項目管理的視角 ························.177
8.4 通用戰(zhàn)略規(guī)劃 ···············.178
8.5 項目管理的好處 ············.182
8.6 走出誤區(qū) ·····················.183
8.7 項目管理協(xié)助戰(zhàn)略規(guī)劃的方法 ························.185
8.8 變革型項目管理領(lǐng)導力 ···.189
8.9 項目經(jīng)理在組合管理中的角色 ························.193
8.10 價值管理和收益實現(xiàn) ·····.194
8.11 收益實現(xiàn)度量指標 ········.203
8.12 組合管理治理 ··············.205
討論題 ·······························.207
第9 章 研發(fā)項目管理 ············.208
9.0 簡介 ···························.208
9.1 戰(zhàn)略規(guī)劃中研發(fā)的角色 ···.209
9.2 產(chǎn)品組合分析 ···············.211
9.3 研發(fā)項目經(jīng)理參與市場營銷 ·····················.214
9.4 產(chǎn)品生命周期 ···············.217
9.5 依據(jù)市場份額的研發(fā)項目規(guī)劃 ···············.217
9.6 研發(fā)項目分類 ···············.218
9.7 研究與開發(fā) ··················.219
9.8 研發(fā)比率 ·····················.220
9.9 進攻型研發(fā)與防守型研發(fā) .221
9.10 為研發(fā)規(guī)劃職能建模 ·····.222
9.11 優(yōu)先級設(shè)置 ·················.226
9.12 合同研發(fā) ····················.228
9.13 保密協(xié)議 ····················.229
9.14 政府的影響 ·················.229
9.15 創(chuàng)意來源 ····················.230
9.16 項目的經(jīng)濟評價 ···········.233
9.17 研發(fā)項目的重新調(diào)整 ·····.236
9.18 項目終止 ····················.238
9.19 跟蹤研發(fā)績效 ··············.239
討論題 ·······························.239
第10 章 問題解決與決策制定 ·.240
10.0 簡介 ··························.240
10.1 理解概念 ····················.241
10.2 項目環(huán)境：對問題解決和決策制定的影響 ··········.245
10.3 概念性問題解決和決策制定過程 ·············.247
10.4 識別并理解問題 ···········.249
10.5 收集問題相關(guān)數(shù)據(jù) ········.253
10.6 分析數(shù)據(jù) ····················.261
10.7 制訂備選方案 ··············.262
10.8 問題解決工具與技術(shù) ·····.265
10.9 創(chuàng)造力與創(chuàng)新 ··············.273
10.10 決策——選擇最佳解決方案 ··················.276
10.11 決策——工具與方法 ····.287
10.12 評估決策并采取糾正措施 ··················.294
討論題 ·······························.296
第11 章 項目管理的需求 ·······.298
11.0 項目管理成熟度模型的背景 ······················.298
11.1 使用成熟度模型的一些益處 ·····················.299
11.2 確定所需的成熟度 ········.299
11.3 準備工作 ····················.300
11.4 事情會出錯 ·················.300
11.5 選擇合適的成熟度模型 ·························.300
11.6 實現(xiàn)成熟度的估算時間 ·························.301
11.7 項目管理成熟度的戰(zhàn)略規(guī)劃 ···················.301
11.8 項目管理成熟度模型 ·····.302
11.9 PM 2.0 對PMMM 的輸入 ·························.305
討論題 ·······························.308
第12 章 讓PMO 成為推行PM 2.0 的先鋒 ·········.309
12.0 簡介 ··························.309
12.1 傳統(tǒng)型項目辦公室 ········.310
12.2 傳統(tǒng)PMO ··················.310
12.3 實施風險 ····················.311
12.4 專項PMO ··················.313
12.5 戰(zhàn)略PMO ··················.313
12.6 PMO 間的互聯(lián) ············.314
12.7 對項目治理的信任 ········.314
12.8 PMO 可能失敗的方式 ···.316
討論題 ·······························.324
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