项目管理2.0：利用工具、分布式协作和度量指标助力项目成功

本书紧扣书名，深入剖析在当今不断变化的世界里面，面对更高的商业需求、更加复杂多变的项目目标，以及项目管理如何更好地与企业战略相结合与匹配等新更高要求，项目管理与项目经理所面对的现实挑战。全书围绕若干核心要点，独到地分析了传统项目管理（项目管理1.0）与现代或未来项目管理（项目管理2.0）的区别，对项目管理2.0就聚集与关注的问题、方法、工具进行了介绍。本修订版根据新出版的《项目管理知识体系指南》（第7版）对部分术语及内容进行了修订。

哈罗德.科兹纳，MS, PhD, MBA，项目管理领域世界权威大师，国际学习集团（International Institute of Learning, Inc.）（一家提供专业培训与咨询服务的全球学习解决方案公司）高级执行董事，美国一流企业与跨国公司的资深咨询顾问和培训师，曾获得伊利诺伊州与犹他州州立大学卓越成就奖与卓越服务奖。他被公认为项目管理、项目集管理和项目组合管理、全面质量管理以及战略规划方面的大师级专家。项目管理协会（PMI）还以他的名字设立了“项目管理科兹纳奖”和“科兹纳奖学金捐赠基金”，以表彰他在项目管理领域的杰出贡献。 傅永康PMP、PMI-ACP、东南大学本科、复旦大学MBA、清华大学EMBA、香港城市大学-复旦DBA、九三学社社员、清晖项目管理创始人、PMI中国项目管理大奖评委、《PMBOK?指南》（第7版）中文审校专家、ISO/TC258注册专家、全国项目管理准化技术委员会委员、曾主持翻译二十余本项目管理领域的专业书籍。

第1 章 项目管理2.0 概述 ·········.1

1.0 简介：变化的时代 ············.1

1.1 PM1.0 的特征 ··················.1

1.2 PM1.0 的其他关键问题 ······.2

1.3 项目管理2.0 的定义 ··········.4

1.4 对PM2.0 的批评 ··············.7

1.5 项目管理2.0：技术祝福或诅咒 ···························.7

1.6 监管PM2.0 ···················.12

1.7 在PM2.0 中与干系人共事 .14

1.8 发现信息 ······················.16

1.9 完成百分比困境 ·············.17

1.10 信息过载 ·····················.18

1.11 客户满意“头痛症” ······.19

1.12 确定项目健康 ···············.20

1.13 显示数据的仪表板规则 ···.22

1.14 减少纸面工作成本 ·········.22

1.15 减少行政干预 ···············.24

1.16 项目管理技能 ···············.24

1.17 应急规划 ·····················.25

讨论题 ································.26

第2 章 项目管理未来一瞥 ········.27

2.0 变化的时代 ···················.27

2.1 经济衰退的影响 ·············.27

2.2 项目管理的高管视角 ·······.28

2.3 参与式项目管理 ·············.30

2.4 复杂项目的增长 ·············.32

2.5 对更多度量指标的需要 ····.33

2.6 项目管理的新发展 ··········.34

2.7 项目管理工具箱 ·············.35

2.8 持续改进的需要 ·············.36

2.9 结论 ····························.36

讨论题 ································.37

第3 章 理解成功与失败 ···········.38

3.0 简介 ····························.38

3.1 项目管理——早期：1945—1960 年 ···············.39

3.2 项目管理开始成长：1970—1985 年 ···············.40

3.3 竞争性制约因素的增长 ····.41

3.4 反演规则 ······················.43

3.5 测量技术的进步 ·············.44

3.6 权衡 ····························.46

3.7 聚拢成功组件 ················.47

3.8 成功的新定义 ················.48

3.9 理解项目失败 ················.49

3.10 项目失败的原因 ············.53

讨论题 ································.55

第4 章 价值驱动型项目管理 ·····.56

4.0 简介 ····························.56

4.1 理解今天的价值观点 ·······.57

4.2 价值模型 ······················.60

4.3 PM2.0 的价值与领导力变化 ····························.61

4.4 基于价值的权衡 ·············.67

4.5 价值度量的需要 ·············.68

4.6 创建价值度量指标 ··········.69

4.7 在仪表板上显示价值度量指标 ······················.76

4.8 选择价值属性 ················.76

4.9 价值度量指标的额外复杂性 ·························.77

讨论题 ································.81

第5 章 日益重要的PM2.0度量指标 ····················.82

5.0 简介 ····························.82

5.1 企业资源计划 ················.83

5.2 对更好的项目度量指标的需要 ·························.83

5.3 度量指标管理缺乏支持的原因 ·························.85

5.4 度量指标的特征 ·············.87

5.5 度量指标选择 ················.88

5.6 关键绩效指标 ················.89

5.7 仪表板和计分卡 ·············.97

5.8 商业智能 ·····················.100

5.9 仪表板信息系统的增长 ···.100

5.10 选择信息图表设计师 ·····.101

5.11 项目健康检查度量指标 ··.102

5.12 维持项目方向 ··············.106

5.13 度量指标和虚拟团队 ·····.107

5.14 度量指标狂热症 ···········.108

5.15 度量指标培训会议 ········.109

5.16 度量指标负责人 ···········.110

5.17 回答度量指标问题 ········.111

讨论题 ·······························.112

第6 章 项目管理方法论：1.0 与2.0 ·················.113

6.0 简介 ···························.113

6.1 PM 2.0 对项目管理卓越的定义 ··················.113

6.2 方法论的必要性 ············.114

6.3 企业级方法论的需求 ······.116

6.4 标准化方法论的收益 ······.122

6.5 关键组件 ·····················.123

6.6 从方法论到框架 ············.125

6.7 生命周期阶段 ···············.126

6.8 PM2.0 的以客户为本灵活性的驱动力 ·········.127

6.9 理解目标偏移 ···············.128

6.10 客户专属度量指标的需求 ······················.129

6.11 商业论证开发 ··············.129

6.12 验证假设 ····················.131

6.13 设计冻结 ····················.133

6.14 客户批准 ····················.134

6.15 敏捷项目管理方法论 ·····.135

6.16 实施方法论 ·················.137

6.17 实施的错误 ·················.138

6.18 克服开发和实施障碍 ·····.139

6.19 在方法论中使用危机仪表板 ················.139

6.20 终止项目 ····················.149

讨论题 ·······························.151

第7 章 项目治理 ··················.152

7.0 简介 ···························.152

7.1 项目治理的需要 ············.152

7.2 定义项目治理 ···············.153

7.3 项目治理与公司治理 ······.154

7.4 角色、职责和决策权 ······.155

7.5 治理框架 ·····················.156

7.6 项目治理的三大支柱 ······.157

7.7 信息的曲解 ··················.162

7.8 过滤信息 ·····················.163

7.9 理解项目环境中的政治 ···.163

7.10 管理全球性干系人关系 ··.170

7.11 项目治理的失败 ···········.172

7.12 挽救危难项目 ··············.173

讨论题 ·······························.174

第8 章 项目经理在战略规划和组合管理中的角色 ···.175

8.0 简介 ···························.175

8.1 战略规划为何失败 ·········.176

8.2 项目管理：高管的视角 ···.177

8.3 战略规划：项目管理的视角 ························.177

8.4 通用战略规划 ···············.178

8.5 项目管理的好处 ············.182

8.6 走出误区 ·····················.183

8.7 项目管理协助战略规划的方法 ························.185

8.8 变革型项目管理领导力 ···.189

8.9 项目经理在组合管理中的角色 ························.193

8.10 价值管理和收益实现 ·····.194

8.11 收益实现度量指标 ········.203

8.12 组合管理治理 ··············.205

讨论题 ·······························.207

第9 章 研发项目管理 ············.208

9.0 简介 ···························.208

9.1 战略规划中研发的角色 ···.209

9.2 产品组合分析 ···············.211

9.3 研发项目经理参与市场营销 ·····················.214

9.4 产品生命周期 ····