基于项目的管理手册

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

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

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。

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。