基于项目的管理手册:领导组织级战略变革 (英)特纳　著 清华大学出版社，【正版可开发票】 下载 网盘 kindle mobi 115盘 pdf pdb rtf

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。

Preface

Acknowledgments

Chapter 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

References

Part 1: Managing the Context

Chapter 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

References

Chapter 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

References

Chapter 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

References

Part 2: Managing Performance

Chapter 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

References

Chapter 6: Managing Project Organization

6.1 Principles

6.2 The External Organization

6.3 The Internal Organization

6.4 Responsibility Charts

Summary

References

Chapter 7: Managing Quality

7.1 Quality in the Context of Projects

7.2 Achieving Quality on Projects

7.3 Configuration Management

Summary

References

Chapter 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

References

Chapter 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

References

Chapter 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

References

Part 3: Managing the Process

Chapter 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

References

Chapter 12: Project Start-Up

12.1 The Start-Up Process

12.2 Start-Up Workshops

12.3 Project Definition Report and Manual

Summary

References

Chapter 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

References

Chapter 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 Dianding the Team

14.5 Postpletion Reviews

Summary

References

Part 4: Governance of Project-Based Management

Chapter 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

References

Chapter 16: Program and Portfolio Management

16.1 Definitions

16.2 Managing Portfolios

16.3 Managing Programs

16.4 The Project Office

Summary

References

Chapter 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

References

Chapter 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

References

Chapter 19: International Projects

19.1 Types of International Project

19.2 The Problem of International Projects

19.3 Managing Culture

Summary

References

Chapter 20: Epilogue

20.1 Principles of Project Management

20.2 Key Success Factors

Appendix A: Project Definition Report for the CRMO Rationalization Project

Appendix B: Project Control Documents for the CRMO Rationalization Project

Subject index

Author and Source Index

Project Index

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编辑推荐

这是一本21世纪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。

书籍介绍

《基于项目的管理手册:领导组织级战略变革(第3版)》内容简介：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《基于项目的管理手册:领导组织级战略变革(第3版)》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。