微權力下的項目管理：如何在有責無權的狀況下帶領項目團隊獲得項目成功（第3版）

定　價：￥88.00

作　者：	肖楊
出版社：	電子工業(yè)出版社
叢編項：
標　簽：	暫缺

購買這本書可以去

當當網(wǎng) (￥69.50)

ISBN：	9787121478246	出版時間：	2024-06-01	包裝：	平裝-膠訂
開本：	128開	頁數(shù)：		字數(shù)：

內(nèi)容簡介

　　隨著時代的發(fā)展，中國已經(jīng)進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位的人比比皆是，然而許多項目經(jīng)理僅僅學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。理論與實際相結合在項目管理領域是相當難的一件事情，尤其是當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 負責人的經(jīng)驗，多年教授項目管理公開課和進行企業(yè)內(nèi)訓的經(jīng)驗，以及通過咨詢和輔導的方式幫助各類行業(yè)龍頭企業(yè)建設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與項目經(jīng)理的定位，沉淀出了一套適用于中國當下環(huán)境的項目管理思想和方法論——微權力下的項目管理，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)導向的項目管理方法論，可以幫助讀者理解如何在中國當下環(huán)境下當好一個有責無權的項目經(jīng)理，把極具挑戰(zhàn)的項目做成功。

作者簡介

　　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，中國微權力下的項目管理思想創(chuàng)始人和倡導者，全國項目管理標準化技術委員會（ SAC /TC343）副秘書長，項目、項目群及項目組合管理標準化技術委員會（ ISO / TC 258）WG12核心專家兼全球工作組秘書，全國項目管理標準化技術委員會 CSPM 認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準的起草組組長。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和風險管理 MoR 的全球培訓師資格。曾在摩托羅拉半導體、飛思卡爾半導體、泛林集團（ LAM Research ）、索尼愛立信、 L G 電子、英國標準協(xié)會、智聯(lián)招聘等擔任重要的技術和管理崗位，并曾在全球著名風力發(fā)電設備制造商、兩地上市公司金風科技擔任集團首席項目管理專家和金風大學管理學院執(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、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。

圖書目錄

思維篇：項目管理的底層邏輯
第 1 章轉換思維，認識項目和項目管理 ··················································.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 國際標準與中國國家標準 ·······························12
1.7 線性、敏捷型和適應型項目管理············································15
本章小結 ················································································18
第 2 章卓越項目經(jīng)理的人才畫像與能力進階的五個層次 ·····························19
2.1 理解項目經(jīng)理的角色···························································19
2.2 游走于領導與管理之間的項目管理模式···································22
2.3 學會用正確的方式與領導者溝通············································24
2.4 技術骨干轉型項目經(jīng)理的四個難點·········································28
2.5 基于國家標準的卓越項目經(jīng)理人才畫像···································31
2.6 項目管理專業(yè)人員能力進階的五個層次與職業(yè)發(fā)展路徑 ·············34
本章小結 ················································································39
第 3 章中國特色，微權力下的項目管理方法 ············································40
3.1 微權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：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、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·········································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 ···············································································.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)務價值論證澄清項目目標 ··········································.59
4.5 通過 WBS 分解項目的最終目標 ···········································.60
4.6 物色最適合擔任工作包負責人的人選 ····································.61
4.7 建立以項目總監(jiān)為核心的項目領導小組 ·································.62
4.8 項目經(jīng)理通過向項目領導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導小組的授權代表 ·····················.64
本章小結 ···············································································.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
管理的關系 ·····································································.78
本章小結 ···············································································.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)務可行性分析報告 ·············································.89
6.4 項目業(yè)務價值論證的生命周期 ·············································.90
6.5 常用的投資評估技術 ·························································.92
本章小結 ···············································································.92
篇外篇以價值為導向的項目閉環(huán)管理 ········································.93
第 7 章分解目標，編制科學的項目計劃 ·················································.98
7.1 項目管理計劃與項目進度計劃 ·············································.99
7.2 項目任務書 ···································································.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··································7