微權力下的項目管理：如何在有責無權的狀況下帶領項目團隊獲得項目成功（第3版）
定 價：88 元
- 作者：肖楊
- 出版時間：2024/6/1
- ISBN：9787121478246
- 出 版 社：電子工業(yè)出版社
- 中圖法分類：F272
- 頁碼：288
- 紙張：
- 版次：01
- 開本：16開
隨著時代的發(fā)展，中國已經進入了一個人人都是項目經理的時代，獲得各類西方項目管理證書或項目管理碩士學位的人比比皆是，然而許多項目經理僅僅學到了項目管理的形式卻沒有真正掌握項目管理的精髓，也不知道如何才能在中國特色環(huán)境下發(fā)揮出項目管理方法的價值。理論與實際相結合在項目管理領域是相當難的一件事情，尤其是當我們嘗試將西方項目管理的方法在中國這樣一個非常有特色的環(huán)境下應用的時候，更是會遇到各種各樣不可控的挑戰(zhàn)。本書作者融會貫通全球各大項目管理流派，基于其多年在國內外擔任各種不同類型、不同級別的項目經理、項目群經理和 PMO 負責人的經驗，多年教授項目管理公開課和進行企業(yè)內訓的經驗，以及通過咨詢和輔導的方式幫助各類行業(yè)龍頭企業(yè)建設組織級項目管理體系的豐富實踐經驗，深刻地理解了項目管理的本質與項目經理的定位，沉淀出了一套適用于中國當下環(huán)境的項目管理思想和方法論——微權力下的項目管理，并配有大量實踐案例、高效的工具和模板，是目前國內非常接地氣和實戰(zhàn)導向的項目管理方法論，可以幫助讀者理解如何在中國當下環(huán)境下當好一個有責無權的項目經理，把極具挑戰(zhàn)的項目做成功。
肖楊，微薄之力（北京）管理咨詢有限公司董事長，國際知名組織級項目管理專家，中國微權力下的項目管理思想創(chuàng)始人和倡導者，全國項目管理標準化技術委員會（ SAC /TC343）副秘書長，項目、項目群及項目組合管理標準化技術委員會（ ISO / TC 258)WG12核心專家兼全球工作組秘書，全國項目管理標準化技術委員會 CSPM 認證體系資深專家級講師， GB / T 41831-2022《項目管理專業(yè)人員能力評價要求》和 GB / T 42892-2023《項目管理敏捷化指南》等多個自主研發(fā)的中國項目管理國家標準的起草組組長。擁有英國 AXELOS 項目管理PRINCE2、項目群管理 MSP 、組織級項目管理辦公室P3O和風險管理 MoR 的全球培訓師資格。曾在摩托羅拉半導體、飛思卡爾半導體、泛林集團( LAM Research )、索尼愛立信、 L G 電子、英國標準協(xié)會、智聯招聘等擔任重要的技術和管理崗位，并曾在全球著名風力發(fā)電設備制造商、兩地上市公司金風科技擔任集團首席項目管理專家和金風大學管理學院執(zhí)行副院長。熟悉全球各種不同流派的項目管理方法并精通培訓、教練和管理咨詢的工作方式，目前專注于通過剪裁西方管理方法論結合中國自身文化特點的方式，幫助行業(yè)龍頭企業(yè)如國家能源、一汽紅旗、中國電信、中海油、航天科技、華為、三一重工和寧德時代等知名企業(yè)提升組織級項目管理能力。
思維篇：項目管理的底層邏輯
第 1 章 轉換思維，認識項目和項目管理 ··················································.2
1.1 為打破部門墻而誕生的項目··················································.2
1.2 項目到底是什么·································································.3
1.3 項目的五個典型特點···························································.5
1.4 項目管理和管理項目不是一回事············································10
1.5 PMBOK 與 PRINCE2 的差異 ················································11
1.6 項目管理的 ISO 國際標準與中國國家標準 ·······························12
1.7 線性、敏捷型和適應型項目管理············································15
本章小結 ················································································18
第 2 章 卓越項目經理的人才畫像與能力進階的五個層次 ·····························19
2.1 理解項目經理的角色···························································19
2.2 游走于領導與管理之間的項目管理模式···································22
2.3 學會用正確的方式與領導者溝通············································24
2.4 技術骨干轉型項目經理的四個難點·········································28
2.5 基于國家標準的卓越項目經理人才畫像···································31
2.6 項目管理專業(yè)人員能力進階的五個層次與職業(yè)發(fā)展路徑 ·············34
本章小結 ················································································39
第 3 章 中國特色，微權力下的項目管理方法 ············································40
3.1 微權力下的項目管理方法模型···············································40
3.2 一個核心思想：“借力”·····················································41
3.3 三項核心任務：定方向、搞定人和干成事 ·······························43
3.4 項目生命周期的四個發(fā)展階段：確立目標、建立組織、交付項目
和移交收尾·······································································45
3.5 項目經理必須具備的六個人格特質·········································50
3.6 項目經理必須掌握的八項實戰(zhàn)技能·········································52
本章小結 ···············································································.56
第 4 章 如何建立受控的項目組織環(huán)境 ····················································.57
4.1 明確項目的召集人（項目發(fā)起人） ·······································.57
4.2 任命項目總監(jiān) ··································································.58
4.3 任命項目經理 ··································································.59
4.4 通過業(yè)務價值論證澄清項目目標 ··········································.59
4.5 通過 WBS 分解項目的最終目標 ···········································.60
4.6 物色最適合擔任工作包負責人的人選 ····································.61
4.7 建立以項目總監(jiān)為核心的項目領導小組 ·································.62
4.8 項目經理通過向項目領導小組匯報獲得項目所需的資源 ············.62
4.9 項目經理要把自己變成項目領導小組的授權代表 ·····················.64
本章小結 ···············································································.65
方法篇：項目經理的八項實戰(zhàn)技能
第 5 章 分析環(huán)境，找到借力的來源 ·······················································.67
5.1 項目管理所處的環(huán)境——敏捷組織環(huán)境··································.67
5.2 企業(yè)由野蠻生長走向敏捷的路徑 ··········································.70
5.3 適應性組織框架下的戰(zhàn)略管理、職能管理、流程管理與項目
管理的關系 ·····································································.78
本章小結 ···············································································.80
篇外篇 某研究所在項目管理上的“痛” ·····································.81
第 6 章 論證價值，統(tǒng)一大家的方向 ·······················································.84
6.1 論證項目是否具備投資價值的三個維度 ·································.84
6.2 梳理從項目產出到成果到收益的路線圖 ·································.86
6.3 編寫項目業(yè)務可行性分析報告 ·············································.89
6.4 項目業(yè)務價值論證的生命周期 ·············································.90
6.5 常用的投資評估技術 ·························································.92
本章小結 ···············································································.92
篇外篇 以價值為導向的項目閉環(huán)管理 ········································.93
第 7 章 分解目標，編制科學的項目計劃 ·················································.98
7.1 項目管理計劃與項目進度計劃 ·············································.99
7.2 項目任務書 ···································································.100
7.3 項目產品描述 ································································.100
7.4 項目中的管理階段與技術階段 ···········································.102
7.5 三層項目階段評審模式 ····················································.105
7.6 產品項目管理模式端到端流程框架······································.106
7.7 基于產品的規(guī)劃技術························································.108
7.8 制訂項目計劃的兩個階段··················································.117
7.9 制訂項目計劃的幾個心得··················································.118
本章小結 ·············································································.120
第 8 章 建立組織，打造項目利益相關方的統(tǒng)一戰(zhàn)線 ································.122
8.1 項目中的三種利益相關方··················································.123
8.2 項目中的層級劃分···························································.124
8.3 項目內九種關鍵的項目角色的制衡關系································.126
8.4 項目管理委員會——項目經理權力的來源·····························.133
8.5 打造項目利益相關方的統(tǒng)一戰(zhàn)線·········································.134
8.6 案例：某金融行業(yè)產品部產品項目和戰(zhàn)略項目的組織結構
演變·············································································.138
本章小結 ·············································································.139
篇外篇 用項目管理的底層邏輯解讀《西游記》 ··························.139
第 9 章 控制質量，確保項目利益相關方滿意 ·········································.144
9.1 項目質量管理的關鍵路徑··················································.145
9.2 項目質量控制方法···························································.154
9.3 質量評審技術·································································.156
9.4 項目質量管理的衛(wèi)道士——項目質量保證·····························.160
本章小結 ·············································································.161
第 10 章 管理風險，學會有效地應對不確定性········································.162
10.1 項目風險管理沒有效果的三個主要原因······························.162
10.2 風險≠不確定的事件 ······················································.163
10.3 用三段論描述風險 ·························································.165
10.4 風險管理全景圖 ····························································.169
10.5 風險管理的第一個步驟：風險識別····································.170
10.6 風險管理的第二個步驟：風險評估····································.174
10.7 風險管理的第三個步驟：風險計劃····································.175
10.8 風險管理的第四個步驟：風險實施····································.177
10.9 貫穿項目風險管理的溝通和匯報機制·································.179
本章小結 ·············································································.180
第 11 章 量化指標，實現基于項目的考核和評價 ·····································.181
11.1 項目成功的三個層次 ······················································.181
11.2 項目評價≠項目經理評價 ················································.183
11.3 項目評價的維度——目標達成率 ·······································.185
11.4 項目評價的維度——過程符合性 ·······································.191
11.5 項目評價的維度——利益相關方滿意度 ······························.195
11.6 項目經理的績效評價······················································.196
11.7 項目成員的績效評價······················································.200
本章小結 ·············································································.201
第 12 章 總結復盤，將項目經歷轉化為自己的能力··································.202
12.1 什么是項目復盤····························································.202
12.2 為什么要開展項目復盤···················································.202
12.3 業(yè)界可借鑒的復盤方法···················································.203
12.4 微權力下的項目復盤······················································.204
本章小結 ·············································································.208
進階篇：從個人走向組織
第 13 章 賦能他人，讓更多人理解項目管理的做法和價值·························.210
13.1 實踐再實踐，做到知行合一·············································.210
13.2 學會通過培訓在企業(yè)內傳播項目管理思想和文化··················.211
13.3 不斷地修煉自己的平衡能力·············································.212
本章小結 ·············································································.214
第 14 章 項目管理辦公室的定位和使命·················································.215
14.1 PMO 出現的時機···························································.215
14.2 PMO 幕后的老板是誰·····················································.216
14.3 PMO 到底是領導還是打雜的············································.218
14.4 最牛的 PMO 是什么樣的·················································.221
14.5 PMO，知道你動了哪個部門的奶酪嗎 ································.225
14.6 知道領導為什么不響應 PMO 的要求嗎·······························.227
14.7 PMO 對組織的價值是什么···············································.229
本章小結 ·············································································.229
篇外篇 ××科技集團“從 0 到 1”建設以 PMO 為核心的組織級
項目管理體系 ···························································.230
附錄 A 項目經理常見困惑與解答 ························································.240
附錄 B 項目經理能力測試··································································.245
附錄 C ××科技集團項目管理制度示例 ···············································.251
附錄 D 項目管理模板 ·······································································.258
參考文獻 ·························································································.277
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