作者：肖杨
页数：288
出版社：电子工业出版社
出版日期：2024
ISBN：9787121478246
电子书格式：pdf/epub/txt
内容简介
随着时代的发展，中国已经进入了一个人人都是项目经理的时代，获得各类西方项目管理证书或项目管理硕士学位的人比比皆是，然而许多项目经理仅仅学到了项目管理的形式却没有真正掌握项目管理的精髓，也不知道如何才能在中国特色环境下发挥出项目管理方法的价值。理论与实际相结合在项目管理领域是相当难的一件事情，尤其是当我们尝试将西方项目管理的方法在中国这样一个非常有特色的环境下应用的时候，更是会遇到各种各样不可控的挑战。本书作者融会贯通全球各大项目管理流派，基于其多年在国内外担任各种不同类型、不同级别的项目经理、项目群经理和 PMO 负责人的经验，多年教授项目管理公开课和进行企业内训的经验，以及通过咨询和辅导的方式帮助各类行业龙头企业建设组织级项目管理体系的丰富实践经验，深刻地理解了项目管理的本质与项目经理的定位，沉淀出了一套适用于中国当下环境的项目管理思想和方法论――微权力下的项目管理，并配有大量实践案例、高效的工具和模板，是目前国内非常接地气和实战导向的项目管理方法论，可以帮助读者理解如何在中国当下环境下当好一个有责无权的项目经理，把极具挑战的项目做成功。
作者简介
肖杨，微薄之力（北京）管理咨询有限公司董事长，国际知名组织级项目管理专家，中国微权力下的项目管理思想创始人和倡导者，全国项目管理标准化技术委员会（ SAC /TC343）副秘书长，项目、项目群及项目组合管理标准化技术委员会（ ISO / TC 258)WG12核心专家兼全球工作组秘书，全国项目管理标准化技术委员会 CSPM 认证体系资深专家级讲师， GB / T 41831-2022《项目管理专业人员能力评价要求》和 GB / T 42892-2023《项目管理敏捷化指南》等多个自主研发的中国项目管理国家标准的起草组组长。拥有英国 AXELOS 项目管理PRINCE2、项目群管理 MSP 、组织级项目管理办公室P3O和风险管理 MoR 的全球培训师资格。曾在摩托罗拉半导体、飞思卡尔半导体、泛林集团( LAM Research )、索尼爱立信、 L G 电子、英国标准协会、智联招聘等担任重要的技术和管理岗位，并曾在全球著名风力发电设备制造商、两地上市公司金风科技担任集团首席项目管理专家和金风大学管理学院执行副院长。熟悉全球各种不同流派的项目管理方法并精通培训、教练和管理咨询的工作方式，目前专注于通过剪裁西方管理方法论结合中国自身文化特点的方式，帮助行业龙头企业如国家能源、一汽红旗、中国电信、中海油、航天科技、华为、三一重工和宁德时代等知名企业提升组织级项目管理能力。
目录
第 1 章 转换思维，认识项目和项目管理 ··················································.2
1.1 为打破部门墙而诞生的项目··················································.2
1.2 项目到底是什么·································································.3
1.3 项目的五个典型特点···························································.5
1.4 项目管理和管理项目不是一回事············································10
1.5 PMBOK 与 PRINCE2 的差异 ················································11
1.6 项目管理的 ISO 国际标准与中国国家标准 ·······························12
1.7 线性、敏捷型和适应型项目管理············································15
本章小结 ················································································18
第 2 章 卓越项目经理的人才画像与能力进阶的五个层次 ·····························19
2.1 理解项目经理的角色···························································19
2.2 游走于领导与管理之间的项目管理模式···································22
2.3 学会用正确的方式与领导者沟通············································24
2.4 技术骨干转型项目经理的四个难点·········································28
2.5 基于国家标准的卓越项目经理人才画像···································31
2.6 项目管理专业人员能力进阶的五个层次与职业发展路径 ·············34
本章小结 ················································································39
第 3 章 中国特色，微权力下的项目管理方法 ············································40
3.1 微权力下的项目管理方法模型···············································40
3.2 一个核心思想：“借力”·····················································41
3.3 三项核心任务：定方向、搞定人和干成事 ·······························43
3.4 项目生命周期的四个发展阶段：确立目标、建立组织、交付项目
和移交收尾·······································································45
3.5 项目经理必须具备的六个人格特质·········································50
3.6 项目经理必须掌握的八项实战技能·········································52
本章小结 ···············································································.56
第 4 章 如何建立受控的项目组织环境 ····················································.57
4.1 明确项目的召集人（项目发起人） ·······································.57
4.2 任命项目总监 ··································································.58
4.3 任命项目经理 ··································································.59
4.4 通过业务价值论证澄清项目目标 ··········································.59
4.5 通过 WBS 分解项目的最终目标 ···········································.60
4.6 物色最适合担任工作包负责人的人选 ····································.61
4.7 建立以项目总监为核心的项目领导小组 ·································.62
4.8 项目经理通过向项目领导小组汇报获得项目所需的资源 ············.62
4.9 项目经理要把自己变成项目领导小组的授权代表 ·····················.64
本章小结 ···············································································.65
方法篇：项目经理的八项实战技能
第 5 章 分析环境，找到借力的来源 ·······················································.67
5.1 项目管理所处的环境——敏捷组织环境··································.67
5.2 企业由野蛮生长走向敏捷的路径 ··········································.70
5.3 适应性组织框架下的战略管理、职能管理、流程管理与项目
管理的关系 ·····································································.78
本章小结 ···············································································.80
篇外篇 某研究所在项目管理上的“痛” ·····································.81
第 6 章 论证价值，统一大家的方向 ·······················································.84
6.1 论证项目是否具备投资价值的三个维度 ·································.84
6.2 梳理从项目产出到成果到收益的路线图 ·································.86
6.3 编写项目业务可行性分析报告 ·············································.89
6.4 项目业务价值论证的生命周期 ·············································.90
6.5 常用的投资评估技术 ·························································.92
本章小结 ···············································································.92
篇外篇 以价值为导向的项目闭环管理 ········································.93
第 7 章 分解目标，编制科学的项目计划 ·················································.98
7.1 项目管理计划与项目进度计划 ·············································.99
7.2 项目任务书 ···································································.100
7.3 项目产品描述 ································································.100
7.4 项目中的管理阶段与技术阶段 ···········································.102
7.5 三层项目阶段评审模式 ····················································.105
7.6 产品项目管理模式端到端流程框架······································.106
7.7 基于产品的规划技术··································7
