微權(quán)力下的項(xiàng)目管理：如何在有責(zé)無權(quán)的狀況下帶領(lǐng)項(xiàng)目團(tuán)隊(duì)獲得項(xiàng)目成功（第3版）
定 價(jià)：88 元
- 作者：肖楊
- 出版時(shí)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(shí)代的發(fā)展，中國(guó)已經(jīng)進(jìn)入了一個(gè)人人都是項(xiàng)目經(jīng)理的時(shí)代，獲得各類西方項(xiàng)目管理證書或項(xiàng)目管理碩士學(xué)位的人比比皆是，然而許多項(xiàng)目經(jīng)理僅僅學(xué)到了項(xiàng)目管理的形式卻沒有真正掌握項(xiàng)目管理的精髓，也不知道如何才能在中國(guó)特色環(huán)境下發(fā)揮出項(xiàng)目管理方法的價(jià)值。理論與實(shí)際相結(jié)合在項(xiàng)目管理領(lǐng)域是相當(dāng)難的一件事情，尤其是當(dāng)我們嘗試將西方項(xiàng)目管理的方法在中國(guó)這樣一個(gè)非常有特色的環(huán)境下應(yīng)用的時(shí)候，更是會(huì)遇到各種各樣不可控的挑戰(zhàn)。本書作者融會(huì)貫通全球各大項(xiàng)目管理流派，基于其多年在國(guó)內(nèi)外擔(dān)任各種不同類型、不同級(jí)別的項(xiàng)目經(jīng)理、項(xiàng)目群經(jīng)理和 PMO 負(fù)責(zé)人的經(jīng)驗(yàn)，多年教授項(xiàng)目管理公開課和進(jìn)行企業(yè)內(nèi)訓(xùn)的經(jīng)驗(yàn)，以及通過咨詢和輔導(dǎo)的方式幫助各類行業(yè)龍頭企業(yè)建設(shè)組織級(jí)項(xiàng)目管理體系的豐富實(shí)踐經(jīng)驗(yàn)，深刻地理解了項(xiàng)目管理的本質(zhì)與項(xiàng)目經(jīng)理的定位，沉淀出了一套適用于中國(guó)當(dāng)下環(huán)境的項(xiàng)目管理思想和方法論——微權(quán)力下的項(xiàng)目管理，并配有大量實(shí)踐案例、高效的工具和模板，是目前國(guó)內(nèi)非常接地氣和實(shí)戰(zhàn)導(dǎo)向的項(xiàng)目管理方法論，可以幫助讀者理解如何在中國(guó)當(dāng)下環(huán)境下當(dāng)好一個(gè)有責(zé)無權(quán)的項(xiàng)目經(jīng)理，把極具挑戰(zhàn)的項(xiàng)目做成功。
肖楊，微薄之力（北京）管理咨詢有限公司董事長(zhǎng)，國(guó)際知名組織級(jí)項(xiàng)目管理專家，中國(guó)微權(quán)力下的項(xiàng)目管理思想創(chuàng)始人和倡導(dǎo)者，全國(guó)項(xiàng)目管理標(biāo)準(zhǔn)化技術(shù)委員會(huì)（ SAC /TC343）副秘書長(zhǎng)，項(xiàng)目、項(xiàng)目群及項(xiàng)目組合管理標(biāo)準(zhǔn)化技術(shù)委員會(huì)（ ISO / TC 258)WG12核心專家兼全球工作組秘書，全國(guó)項(xiàng)目管理標(biāo)準(zhǔn)化技術(shù)委員會(huì) CSPM 認(rèn)證體系資深專家級(jí)講師， GB / T 41831-2022《項(xiàng)目管理專業(yè)人員能力評(píng)價(jià)要求》和 GB / T 42892-2023《項(xiàng)目管理敏捷化指南》等多個(gè)自主研發(fā)的中國(guó)項(xiàng)目管理國(guó)家標(biāo)準(zhǔn)的起草組組長(zhǎng)。擁有英國(guó) AXELOS 項(xiàng)目管理PRINCE2、項(xiàng)目群管理 MSP 、組織級(jí)項(xiàng)目管理辦公室P3O和風(fēng)險(xiǎn)管理 MoR 的全球培訓(xùn)師資格。曾在摩托羅拉半導(dǎo)體、飛思卡爾半導(dǎo)體、泛林集團(tuán)( LAM Research )、索尼愛立信、 L G 電子、英國(guó)標(biāo)準(zhǔn)協(xié)會(huì)、智聯(lián)招聘等擔(dān)任重要的技術(shù)和管理崗位，并曾在全球著名風(fēng)力發(fā)電設(shè)備制造商、兩地上市公司金風(fēng)科技擔(dān)任集團(tuán)首席項(xiàng)目管理專家和金風(fēng)大學(xué)管理學(xué)院執(zhí)行副院長(zhǎng)。熟悉全球各種不同流派的項(xiàng)目管理方法并精通培訓(xùn)、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(jié)合中國(guó)自身文化特點(diǎn)的方式，幫助行業(yè)龍頭企業(yè)如國(guó)家能源、一汽紅旗、中國(guó)電信、中海油、航天科技、華為、三一重工和寧德時(shí)代等知名企業(yè)提升組織級(jí)項(xiàng)目管理能力。
思維篇：項(xiàng)目管理的底層邏輯
第 1 章 轉(zhuǎn)換思維，認(rèn)識(shí)項(xiàng)目和項(xiàng)目管理 ··················································.2
1.1 為打破部門墻而誕生的項(xiàng)目··················································.2
1.2 項(xiàng)目到底是什么·································································.3
1.3 項(xiàng)目的五個(gè)典型特點(diǎn)···························································.5
1.4 項(xiàng)目管理和管理項(xiàng)目不是一回事············································10
1.5 PMBOK 與 PRINCE2 的差異 ················································11
1.6 項(xiàng)目管理的 ISO 國(guó)際標(biāo)準(zhǔn)與中國(guó)國(guó)家標(biāo)準(zhǔn) ·······························12
1.7 線性、敏捷型和適應(yīng)型項(xiàng)目管理············································15
本章小結(jié) ················································································18
第 2 章 卓越項(xiàng)目經(jīng)理的人才畫像與能力進(jìn)階的五個(gè)層次 ·····························19
2.1 理解項(xiàng)目經(jīng)理的角色···························································19
2.2 游走于領(lǐng)導(dǎo)與管理之間的項(xiàng)目管理模式···································22
2.3 學(xué)會(huì)用正確的方式與領(lǐng)導(dǎo)者溝通············································24
2.4 技術(shù)骨干轉(zhuǎn)型項(xiàng)目經(jīng)理的四個(gè)難點(diǎn)·········································28
2.5 基于國(guó)家標(biāo)準(zhǔn)的卓越項(xiàng)目經(jīng)理人才畫像···································31
2.6 項(xiàng)目管理專業(yè)人員能力進(jìn)階的五個(gè)層次與職業(yè)發(fā)展路徑 ·············34
本章小結(jié) ················································································39
第 3 章 中國(guó)特色，微權(quán)力下的項(xiàng)目管理方法 ············································40
3.1 微權(quán)力下的項(xiàng)目管理方法模型···············································40
3.2 一個(gè)核心思想：“借力”·····················································41
3.3 三項(xiàng)核心任務(wù)：定方向、搞定人和干成事 ·······························43
3.4 項(xiàng)目生命周期的四個(gè)發(fā)展階段：確立目標(biāo)、建立組織、交付項(xiàng)目
和移交收尾·······································································45
3.5 項(xiàng)目經(jīng)理必須具備的六個(gè)人格特質(zhì)·········································50
3.6 項(xiàng)目經(jīng)理必須掌握的八項(xiàng)實(shí)戰(zhàn)技能·········································52
本章小結(jié) ···············································································.56
第 4 章 如何建立受控的項(xiàng)目組織環(huán)境 ····················································.57
4.1 明確項(xiàng)目的召集人（項(xiàng)目發(fā)起人） ·······································.57
4.2 任命項(xiàng)目總監(jiān) ··································································.58
4.3 任命項(xiàng)目經(jīng)理 ··································································.59
4.4 通過業(yè)務(wù)價(jià)值論證澄清項(xiàng)目目標(biāo) ··········································.59
4.5 通過 WBS 分解項(xiàng)目的最終目標(biāo) ···········································.60
4.6 物色最適合擔(dān)任工作包負(fù)責(zé)人的人選 ····································.61
4.7 建立以項(xiàng)目總監(jiān)為核心的項(xiàng)目領(lǐng)導(dǎo)小組 ·································.62
4.8 項(xiàng)目經(jīng)理通過向項(xiàng)目領(lǐng)導(dǎo)小組匯報(bào)獲得項(xiàng)目所需的資源 ············.62
4.9 項(xiàng)目經(jīng)理要把自己變成項(xiàng)目領(lǐng)導(dǎo)小組的授權(quán)代表 ·····················.64
本章小結(jié) ···············································································.65
方法篇：項(xiàng)目經(jīng)理的八項(xiàng)實(shí)戰(zhàn)技能
第 5 章 分析環(huán)境，找到借力的來源 ·······················································.67
5.1 項(xiàng)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(zhǎng)走向敏捷的路徑 ··········································.70
5.3 適應(yīng)性組織框架下的戰(zhàn)略管理、職能管理、流程管理與項(xiàng)目
管理的關(guān)系 ·····································································.78
本章小結(jié) ···············································································.80
篇外篇 某研究所在項(xiàng)目管理上的“痛” ·····································.81
第 6 章 論證價(jià)值，統(tǒng)一大家的方向 ·······················································.84
6.1 論證項(xiàng)目是否具備投資價(jià)值的三個(gè)維度 ·································.84
6.2 梳理從項(xiàng)目產(chǎn)出到成果到收益的路線圖 ·································.86
6.3 編寫項(xiàng)目業(yè)務(wù)可行性分析報(bào)告 ·············································.89
6.4 項(xiàng)目業(yè)務(wù)價(jià)值論證的生命周期 ·············································.90
6.5 常用的投資評(píng)估技術(shù) ·························································.92
本章小結(jié) ···············································································.92
篇外篇 以價(jià)值為導(dǎo)向的項(xiàng)目閉環(huán)管理 ········································.93
第 7 章 分解目標(biāo)，編制科學(xué)的項(xiàng)目計(jì)劃 ·················································.98
7.1 項(xiàng)目管理計(jì)劃與項(xiàng)目進(jìn)度計(jì)劃 ·············································.99
7.2 項(xiàng)目任務(wù)書 ···································································.100
7.3 項(xiàng)目產(chǎn)品描述 ································································.100
7.4 項(xiàng)目中的管理階段與技術(shù)階段 ···········································.102
7.5 三層項(xiàng)目階段評(píng)審模式 ····················································.105
7.6 產(chǎn)品項(xiàng)目管理模式端到端流程框架······································.106
7.7 基于產(chǎn)品的規(guī)劃技術(shù)························································.108
7.8 制訂項(xiàng)目計(jì)劃的兩個(gè)階段··················································.117
7.9 制訂項(xiàng)目計(jì)劃的幾個(gè)心得··················································.118
本章小結(jié) ·············································································.120
第 8 章 建立組織，打造項(xiàng)目利益相關(guān)方的統(tǒng)一戰(zhàn)線 ································.122
8.1 項(xiàng)目中的三種利益相關(guān)方··················································.123
8.2 項(xiàng)目中的層級(jí)劃分···························································.124
8.3 項(xiàng)目?jī)?nèi)九種關(guān)鍵的項(xiàng)目角色的制衡關(guān)系································.126
8.4 項(xiàng)目管理委員會(huì)——項(xiàng)目經(jīng)理權(quán)力的來源·····························.133
8.5 打造項(xiàng)目利益相關(guān)方的統(tǒng)一戰(zhàn)線·········································.134
8.6 案例：某金融行業(yè)產(chǎn)品部產(chǎn)品項(xiàng)目和戰(zhàn)略項(xiàng)目的組織結(jié)構(gòu)
演變·············································································.138
本章小結(jié) ·············································································.139
篇外篇 用項(xiàng)目管理的底層邏輯解讀《西游記》 ··························.139
第 9 章 控制質(zhì)量，確保項(xiàng)目利益相關(guān)方滿意 ·········································.144
9.1 項(xiàng)目質(zhì)量管理的關(guān)鍵路徑··················································.145
9.2 項(xiàng)目質(zhì)量控制方法···························································.154
9.3 質(zhì)量評(píng)審技術(shù)·································································.156
9.4 項(xiàng)目質(zhì)量管理的衛(wèi)道士——項(xiàng)目質(zhì)量保證·····························.160
本章小結(jié) ·············································································.161
第 10 章 管理風(fēng)險(xiǎn)，學(xué)會(huì)有效地應(yīng)對(duì)不確定性········································.162
10.1 項(xiàng)目風(fēng)險(xiǎn)管理沒有效果的三個(gè)主要原因······························.162
10.2 風(fēng)險(xiǎn)≠不確定的事件 ······················································.163
10.3 用三段論描述風(fēng)險(xiǎn) ·························································.165
10.4 風(fēng)險(xiǎn)管理全景圖 ····························································.169
10.5 風(fēng)險(xiǎn)管理的第一個(gè)步驟：風(fēng)險(xiǎn)識(shí)別····································.170
10.6 風(fēng)險(xiǎn)管理的第二個(gè)步驟：風(fēng)險(xiǎn)評(píng)估····································.174
10.7 風(fēng)險(xiǎn)管理的第三個(gè)步驟：風(fēng)險(xiǎn)計(jì)劃····································.175
10.8 風(fēng)險(xiǎn)管理的第四個(gè)步驟：風(fēng)險(xiǎn)實(shí)施····································.177
10.9 貫穿項(xiàng)目風(fēng)險(xiǎn)管理的溝通和匯報(bào)機(jī)制·································.179
本章小結(jié) ·············································································.180
第 11 章 量化指標(biāo)，實(shí)現(xiàn)基于項(xiàng)目的考核和評(píng)價(jià) ·····································.181
11.1 項(xiàng)目成功的三個(gè)層次 ······················································.181
11.2 項(xiàng)目評(píng)價(jià)≠項(xiàng)目經(jīng)理評(píng)價(jià) ················································.183
11.3 項(xiàng)目評(píng)價(jià)的維度——目標(biāo)達(dá)成率 ·······································.185
11.4 項(xiàng)目評(píng)價(jià)的維度——過程符合性 ·······································.191
11.5 項(xiàng)目評(píng)價(jià)的維度——利益相關(guān)方滿意度 ······························.195
11.6 項(xiàng)目經(jīng)理的績(jī)效評(píng)價(jià)······················································.196
11.7 項(xiàng)目成員的績(jī)效評(píng)價(jià)······················································.200
本章小結(jié) ·············································································.201
第 12 章 總結(jié)復(fù)盤，將項(xiàng)目經(jīng)歷轉(zhuǎn)化為自己的能力··································.202
12.1 什么是項(xiàng)目復(fù)盤····························································.202
12.2 為什么要開展項(xiàng)目復(fù)盤···················································.202
12.3 業(yè)界可借鑒的復(fù)盤方法···················································.203
12.4 微權(quán)力下的項(xiàng)目復(fù)盤······················································.204
本章小結(jié) ·············································································.208
進(jìn)階篇：從個(gè)人走向組織
第 13 章 賦能他人，讓更多人理解項(xiàng)目管理的做法和價(jià)值·························.210
13.1 實(shí)踐再實(shí)踐，做到知行合一·············································.210
13.2 學(xué)會(huì)通過培訓(xùn)在企業(yè)內(nèi)傳播項(xiàng)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(jié) ·············································································.214
第 14 章 項(xiàng)目管理辦公室的定位和使命·················································.215
14.1 PMO 出現(xiàn)的時(shí)機(jī)···························································.215
14.2 PMO 幕后的老板是誰·····················································.216
14.3 PMO 到底是領(lǐng)導(dǎo)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(dòng)了哪個(gè)部門的奶酪嗎 ································.225
14.6 知道領(lǐng)導(dǎo)為什么不響應(yīng) PMO 的要求嗎·······························.227
14.7 PMO 對(duì)組織的價(jià)值是什么···············································.229
本章小結(jié) ·············································································.229
篇外篇 ××科技集團(tuán)“從 0 到 1”建設(shè)以 PMO 為核心的組織級(jí)
項(xiàng)目管理體系 ···························································.230
附錄 A 項(xiàng)目經(jīng)理常見困惑與解答 ························································.240
附錄 B 項(xiàng)目經(jīng)理能力測(cè)試··································································.245
附錄 C ××科技集團(tuán)項(xiàng)目管理制度示例 ···············································.251
附錄 D 項(xiàng)目管理模板 ·······································································.258
參考文獻(xiàn) ·························································································.277
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