基于项目的管理手册

出版时间：2010-8  出版社：清华大学出版社  作者：罗德尼·特纳  页数：452  
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前言

近二十多年来是国际项目管理理论和方法大发展的时代，也是中国项目管理发展的关键阶段。在国际领域，一大批学者和项目管理专业组织致力于建立与完善项目管理学科体系，扩大项目管理应用范围；在国内，各类建设项目纷纷上马，极大地丰富与加快了我国项目管理的发展进程。自1991年中国第一个全国性、跨行业的专业学术组织——中国（双法）项目管理研究委员会（PMRC）成立以来，众多的专家学者努力普及项目管理知识，广泛开展国际交流，使我国项目管理大踏步地进入了国际舞台。在这个项目管理大发展的时代，涌现出了众多卓越的项目管理专家。在项目管理学术界享有很高国际声誉的罗德尼·特纳（Turner，John. Rodney）教授就是其中的一位杰出代表。他的14本项目管理著作影响了众多的项目管理人员和企业管理人员，现在奉献在读者面前的The Hand book of Project-Based Management：Leading Strategic Changein Organizations（《基于项目的管理手册——领导组织级战略变革（第3版）》）就是他的代表作之一。这是一本21世纪最新的项目管理手册和指南，它包括了管理项目绩效的知识体系、方法、流程和工具；它扩展了项目生命周期理论，并强调各种不同行业的项目特点以及该如何应用项目管理。不仅如此，特纳教授还阐述了许多关于组织战略设计、利益相关者管理以及如何发展企业级项目管理能力的方法。他以全新的视角重新阐释组织级项目管理的重点，由分离的流程与行政管理转型为全面的项目治理，并紧密地与公司治理结构相结合。在这次2009年的新版中，提出了项目管理的重点由“完成组织目标”扩展到“赢得组织级战略变革成功”这一全新理念。特纳教授特别强调了以项目管理带动全过程的组织变革，项目来源于组织变革的需求，也是实现组织变革的战略手段，项目完成后更要将变革成果深深根植于组织的结构和日常运营之中，从而持续提高组织绩效。

内容概要

当代社会，基于项目的组织理念日益普及，项目管理已经成为所有管理者的基本能力。而本书站在领导组织战略变革的高度，给项目导向型组织的管理者——包括决策者和执行者——提供一种结构化的方法管理项目以及项目群，促使组织得以通过变革管理提高组织的绩效。

作者简介

作者：（英国）罗德尼·特纳（Turner John Rodney）

书籍目录

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

章节摘录

插图：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.

编辑推荐

《基于项目的管理手册:领导组织级战略变革(第3版)》：国外大学优秀教材·影印版

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•   晕死，全英文版滴！没法看。
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