微權(quán)力下的項目管理：如何在有責(zé)無權(quán)的狀況下帶領(lǐng)項目團隊獲得項目成功（第3版）
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- 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(jīng)進(jìn)入了一個人人都是項目經(jīng)理的時代，獲得各類西方項目管理證書或項目管理碩士學(xué)位的人比比皆是，然而許多項目經(jīng)理僅僅學(xué)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(jié)合在項目管理領(lǐng)域是相當(dāng)難的一件事情，尤其是當(dāng)我們嘗試將西方項目管理的方法在中國這樣一個非常有特色的環(huán)境下應(yīng)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(nèi)外擔(dān)任各種不同類型、不同級別的項目經(jīng)理、項目群經(jīng)理和 PMO 負(fù)責(zé)人的經(jīng)驗，多年教授項目管理公開課和進(jìn)行企業(yè)內(nèi)訓(xùn)的經(jīng)驗，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)組織級項目管理體系的豐富實踐經(jīng)驗，深刻地理解了項目管理的本質(zhì)與項目經(jīng)理的定位，沉淀出了一套適用于中國當(dāng)下環(huán)境的項目管理思想和方法論——微權(quán)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(nèi)非常接地氣和實戰(zhàn)導(dǎo)向的項目管理方法論，可以幫助讀者理解如何在中國當(dāng)下環(huán)境下當(dāng)好一個有責(zé)無權(quán)的項目經(jīng)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(quán)力下的項目管理思想創(chuàng)始人和倡導(dǎo)者，全國項目管理標(biāo)準(zhǔn)化技術(shù)委員會（ SAC /TC343）副秘書長，項目、項目群及項目組合管理標(biāo)準(zhǔn)化技術(shù)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(biāo)準(zhǔn)化技術(shù)委員會 CSPM 認(rèn)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(biāo)準(zhǔn)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(fēng)險管理 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( LAM Research )、索尼愛立信、 L G 電子、英國標(biāo)準(zhǔn)協(xié)會、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)任集團首席項目管理專家和金風(fēng)大學(xué)管理學(xué)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(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(zhuǎn)換思維，認(rèn)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(biāo)準(zhǔn)與中國國家標(biāo)準(zhǔn) ·······························12
1.7 線性、敏捷型和適應(yīng)型項目管理············································15
本章小結(jié) ················································································18
第 2 章 卓越項目經(jīng)理的人才畫像與能力進(jìn)階的五個層次 ·····························19
2.1 理解項目經(jīng)理的角色···························································19
2.2 游走于領(lǐng)導(dǎo)與管理之間的項目管理模式···································22
2.3 學(xué)會用正確的方式與領(lǐng)導(dǎo)者溝通············································24
2.4 技術(shù)骨干轉(zhuǎn)型項目經(jīng)理的四個難點·········································28
2.5 基于國家標(biāo)準(zhǔn)的卓越項目經(jīng)理人才畫像···································31
2.6 項目管理專業(yè)人員能力進(jìn)階的五個層次與職業(yè)發(fā)展路徑 ·············34
本章小結(jié) ················································································39
第 3 章 中國特色，微權(quán)力下的項目管理方法 ············································40
3.1 微權(quán)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(wù)：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(biāo)、建立組織、交付項目
和移交收尾·······································································45
3.5 項目經(jīng)理必須具備的六個人格特質(zhì)·········································50
3.6 項目經(jīng)理必須掌握的八項實戰(zhàn)技能·········································52
本章小結(jié) ···············································································.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(jīng)理 ··································································.59
4.4 通過業(yè)務(wù)價值論證澄清項目目標(biāo) ··········································.59
4.5 通過 WBS 分解項目的最終目標(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 建立以項目總監(jiān)為核心的項目領(lǐng)導(dǎo)小組 ·································.62
4.8 項目經(jīng)理通過向項目領(lǐng)導(dǎo)小組匯報獲得項目所需的資源 ············.62
4.9 項目經(jīng)理要把自己變成項目領(lǐng)導(dǎo)小組的授權(quán)代表 ·····················.64
本章小結(jié) ···············································································.65
方法篇：項目經(jīng)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(yīng)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(guān)系 ·····································································.78
本章小結(jié) ···············································································.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(chǎn)出到成果到收益的路線圖 ·································.86
6.3 編寫項目業(yè)務(wù)可行性分析報告 ·············································.89
6.4 項目業(yè)務(wù)價值論證的生命周期 ·············································.90
6.5 常用的投資評估技術(shù) ·························································.92
本章小結(jié) ···············································································.92
篇外篇 以價值為導(dǎo)向的項目閉環(huán)管理 ········································.93
第 7 章 分解目標(biāo)，編制科學(xué)的項目計劃 ·················································.98
7.1 項目管理計劃與項目進(jìn)度計劃 ·············································.99
7.2 項目任務(wù)書 ···································································.100
7.3 項目產(chǎn)品描述 ································································.100
7.4 項目中的管理階段與技術(shù)階段 ···········································.102
7.5 三層項目階段評審模式 ····················································.105
7.6 產(chǎn)品項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(jié) ·············································································.120
第 8 章 建立組織，打造項目利益相關(guān)方的統(tǒng)一戰(zhàn)線 ································.122
8.1 項目中的三種利益相關(guān)方··················································.123
8.2 項目中的層級劃分···························································.124
8.3 項目內(nèi)九種關(guān)鍵的項目角色的制衡關(guān)系································.126
8.4 項目管理委員會——項目經(jīng)理權(quán)力的來源·····························.133
8.5 打造項目利益相關(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)品項目和戰(zhàn)略項目的組織結(jié)構(gòu)
演變·············································································.138
本章小結(jié) ·············································································.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(zhì)量，確保項目利益相關(guān)方滿意 ·········································.144
9.1 項目質(zhì)量管理的關(guān)鍵路徑··················································.145
9.2 項目質(zhì)量控制方法···························································.154
9.3 質(zhì)量評審技術(shù)·································································.156
9.4 項目質(zhì)量管理的衛(wèi)道士——項目質(zhì)量保證·····························.160
本章小結(jié) ·············································································.161
第 10 章 管理風(fēng)險，學(xué)會有效地應(yīng)對不確定性········································.162
10.1 項目風(fēng)險管理沒有效果的三個主要原因······························.162
10.2 風(fēng)險≠不確定的事件 ······················································.163
10.3 用三段論描述風(fēng)險 ·························································.165
10.4 風(fēng)險管理全景圖 ····························································.169
10.5 風(fēng)險管理的第一個步驟：風(fēng)險識別····································.170
10.6 風(fēng)險管理的第二個步驟：風(fēng)險評估····································.174
10.7 風(fēng)險管理的第三個步驟：風(fēng)險計劃····································.175
10.8 風(fēng)險管理的第四個步驟：風(fēng)險實施····································.177
10.9 貫穿項目風(fēng)險管理的溝通和匯報機制·································.179
本章小結(jié) ·············································································.180
第 11 章 量化指標(biāo)，實現(xiàn)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(jīng)理評價 ················································.183
11.3 項目評價的維度——目標(biāo)達(dá)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(guān)方滿意度 ······························.195
11.6 項目經(jīng)理的績效評價······················································.196
11.7 項目成員的績效評價······················································.200
本章小結(jié) ·············································································.201
第 12 章 總結(jié)復(fù)盤，將項目經(jīng)歷轉(zhuǎn)化為自己的能力··································.202
12.1 什么是項目復(fù)盤····························································.202
12.2 為什么要開展項目復(fù)盤···················································.202
12.3 業(yè)界可借鑒的復(fù)盤方法···················································.203
12.4 微權(quán)力下的項目復(fù)盤······················································.204
本章小結(jié) ·············································································.208
進(jìn)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(xué)會通過培訓(xùn)在企業(yè)內(nèi)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(jié) ·············································································.214
第 14 章 項目管理辦公室的定位和使命·················································.215
14.1 PMO 出現(xiàn)的時機···························································.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，知道你動了哪個部門的奶酪嗎 ································.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 對組織的價值是什么···············································.229
本章小結(jié) ·············································································.229
篇外篇 ××科技集團“從 0 到 1”建設(shè)以 PMO 為核心的組織級
項目管理體系 ···························································.230
附錄 A 項目經(jīng)理常見困惑與解答 ························································.240
附錄 B 項目經(jīng)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(xiàn) ·························································································.277
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