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内容介绍
本书紧扣书名，深入剖析在当今不断变化的世界里面，面对更高的商业需求、更加复杂多变的项目目标，以及项目管理如何更好地与企业战略相结合与匹配等新更高要求，项目管理与项目经理所面对的现实挑战。全书围绕若干核心要点，独到地分析了传统项目管理（项目管理1.0）与现代或未来项目管理（项目管理2.0）的区别，对项目管理2.0就聚集与关注的问题、方法、工具进行了介绍。本修订版根据新出版的《项目管理知识体系指南》（第7版）对部分术语及内容进行了修订。
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目录
*1 章 项目管理2.0 概述 ·········.1
1.0 简介：变化的时代 ············.1
1.1 PM1.0 的特征 ··················.1
1.2 PM1.0 的其他关键问题 ······.2
1.3 项目管理2.0 的定义 ··········.4
1.4 对PM2.0 的批评 ··············.7
1.5 项目管理2.0：技术祝福或诅咒 ···························.7
1.6 监管PM2.0 ···················.12
1.7 在PM2.0 中与干系人共事 .14
1.8 发现信息 ······················.16
1.9 完成百分比困境 ·············.17
1.10 信息过载 ·····················.18
1.11 客户满意“头痛症” ······.19
1.12 确定项目健康 ···············.20
1.13 显示数据的仪表板规则 ···.22
1.14 减少纸面工作成本 ·········.22
1.15 减少行政干预 ···············.24
1.16 项目管理技能 ···············.24
1.17 应急规划 ·····················.25
讨论题 ································.26
*2 章 项目管理未来一瞥 ········.27
2.0 变化的时代 ···················.27
2.1 经济衰退的影响 ·············.27
2.2 项目管理的高管视角 ·······.28
2.3 参与式项目管理 ·············.30
2.4 复杂项目的增长 ·············.32
2.5 对更多度量指标的需要 ····.33
2.6 项目管理的新发展 ··········.34
2.7 项目管理工具箱 ·············.35
2.8 持续改进的需要 ·············.36
2.9 结论 ····························.36
讨论题 ································.37
第3 章 理解成功与失败 ···········.38
3.0 简介 ····························.38
3.1 项目管理——早期：1945—1960 年 ···············.39
3.2 项目管理开始成长：1970—1985 年 ···············.40
3.3 竞争性制约因素的增长 ····.41
3.4 反演规则 ······················.43
3.5 测量技术的进步 ·············.44
3.6 权衡 ····························.46
3.7 聚拢成功组件 ················.47
3.8 成功的新定义 ················.48
3.9 理解项目失败 ················.49
3.10 项目失败的原因 ············.53
讨论题 ································.55
第4 章 价值驱动型项目管理 ·····.56
4.0 简介 ····························.56
4.1 理解现-在的价值观点 ·······.57
4.2 价值模型 ······················.60
4.3 PM2.0 的价值与领导力变化 ····························.61
4.4 基于价值的权衡 ·············.67
4.5 价值度量的需要 ·············.68
4.6 创建价值度量指标 ··········.69
4.7 在仪表板上显示价值度量指标 ······················.76
4.8 选择价值属性 ················.76
4.9 价值度量指标的额外复杂性 ·························.77
讨论题 ································.81
第5 章 日益重要的PM2.0度量指标 ····················.82
5.0 简介 ····························.82
5.1 企业资源计划 ················.83
5.2 对更好的项目度量指标的需要 ·························.83
5.3 度量指标管理缺乏支持的原因 ·························.85
5.4 度量指标的特征 ·············.87
5.5 度量指标选择 ················.88
5.6 关键绩效指标 ················.89
5.7 仪表板和计分卡 ·············.97
5.8 商业智能 ·····················.100
5.9 仪表板信息系统的增长 ···.100
5.10 选择信息图表设计师 ·····.101
5.11 项目健康检查度量指标 ··.102
5.12 维持项目方向 ··············.106
5.13 度量指标和虚拟团队 ·····.107
5.14 度量指标狂热症 ···········.108
5.15 度量指标培训会议 ········.109
5.16 度量指标负责人 ···········.110
5.17 回答度量指标问题 ········.111
讨论题 ·······························.112
第6 章 项目管理方法论：1.0 与2.0 ·················.113
6.0 简介 ···························.113
6.1 PM 2.0 对项目管理*越的定义 ··················.113
6.2 方法论的必要性 ············.114
6.3 企业级方法论的需求 ······.116
6.4 标准化方法论的收益 ······.122
6.5 关键组件 ·····················.123
6.6 从方法论到框架 ············.125
6.7 生命周期阶段 ···············.126
6.8 PM2.0 的以客户为本灵活性的驱动力 ·········.127
6.9 理解目标偏移 ···············.128
6.10 客户专属度量指标的需求 ······················.129
6.11 商业论证开发 ··············.129
6.12 验证假设 ····················.131
6.13 设计冻结 ····················.133
6.14 客户批准 ····················.134
6.15 敏捷项目管理方法论 ·····.135
6.16 实施方法论 ·················.137
6.17 实施的错误 ·················.138
6.18 克服开发和实施障碍 ·····.139
6.19 在方法论中使用危机仪表板 ················.139
6.20 终止项目 ····················.149
讨论题 ·······························.151
第7 章 项目治理 ··················.152
7.0 简介 ···························.152
7.1 项目治理的需要 ············.152
7.2 定义项目治理 ···············.153
7.3 项目治理与公司治理 ······.154
7.4 角色、职责和决策权 ······.155
7.5 治理框架 ·····················.156
7.6 项目治理的三大支柱 ······.157
7.7 信息的曲解 ··················.162
7.8 过滤信息 ·····················.163
7.9 理解项目环境中的政治 ···.163
7.10 管理全球性干系人关系 ··.170
7.11 项目治理的失败 ···········.172
7.12 挽救危难项目 ··············.173
讨论题 ·······························.174
第8 章 项目经理在战略规划和组合管理中的角色 ···.175
8.0 简介 ···························.175
8.1 战略规划为何失败 ·········.176
8.2 项目管理：高管的视角 ···.177
8.3 战略规划：项目管理的视角 ························.177
8.4 通用战略规划 ···············.178
8.5 项目管理的好处 ············.182
8.6 走出误区 ·····················.183
8.7 项目管理协助战略规划的方法 ························.185
8.8 变革型项目管理领导力 ···.189
8.9 项目经理在组合管理中的角色 ························.193
8.10 价值管理和收益实现 ·····.194
8.11 收益实现度量指标 ········.203
8.12 组合管理治理 ··············.205
讨论题 ·······························.207
第9 章 研发项目管理 ············.208
9.0 简介 ···························.208
9.1 战略规划中研发的角色 ···.209
9.2 产品组合分析 ···············.211
9.3 研发项目经理参与市场营销 ·····················.214
9.4 产品生命周期 ···············.217
9.5 依据市场份额的研发项目规划 ···············.217
9.6 研发项目分类 ···············.218
9.7 研究与开发 ··················.219
9.8 研发比率 ·····················.220
9.9 进攻型研发与防守型研发 .221
9.10 为研发规划职能建模 ·····.222
9.11 优先级设置 ·················.226
9.12 合同研发 ····················.228
9.13 保密协议 ····················.229
9.14 政府的影响 ·················.229
9.15 创意来源 ····················.230
9.16 项目的经济评价 ···········.233
9.17 研发项目的重新调整 ·····.236
9.18 项目终止 ····················.238
9.19 跟踪研发绩效 ··············.239
讨论题 ·······························.239
*10 章 问题解决与决策制定 ·.240
10.0 简介 ··························.240
10.1 理解概念 ····················.241
10.2 项目环境：对问题解决和决策制定的影响 ··········.245
10.3 概念性问题解决和决策制定过程 ·············.247
10.4 识别并理解问题 ···········.249
10.5 收集问题相关数据 ········.253
10.6 分析数据 ····················.261
10.7 制订备选方案 ··············.262
10.8 问题解决工具与技术 ·····.265
10.9 创造力与创新 ··············.273
10.10 决策——选择*佳解决方案 ··················.276
10.11 决策——工具与方法 ····.287
10.12 评估决策并采取纠正措施 ··················.294
讨论题 ·······························.296
*11 章 项目管理的需求 ·······.298
11.0 项目管理成熟度模型的背景 ······················.298
11.1 使用成熟度模型的一些益处 ·····················.299
11.2 确定所需的成熟度 ········.299
11.3 准备工作 ····················.300
11.4 事情会出错 ·················.300
11.5 选择合适的成熟度模型 ·························.300
11.6 实现成熟度的估算时间 ·························.301
11.7 项目管理成熟度的战略规划 ···················.301
11.8 项目管理成熟度模型 ·····.302
11.9 PM 2.0 对PMMM 的输入 ·························.305
讨论题 ·······························.308
*12 章 让PMO 成为推行PM 2.0 的先锋 ·········.309
12.0 简介 ··························.309
12.1 传统型项目办公室 ········.310
12.2 传统PMO ··················.310
12.3 实施风险 ····················.311
12.4 专项PMO ··················.313
12.5 战略PMO ··················.313
12.6 PMO 间的互联 ············.314
12.7 对项目治理的信任 ········.314
12.8 PMO 可能失败的方式 ···.316
讨论题 ·······························.324
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作者介绍
哈罗德.科兹纳，MS, PhD, MBA，项目管理领域世界*威大师，国际学习集团（International Institute of Learning, Inc.）（一家提供专业培训与咨询服务的全球学习解决方案公司）*级执行董事，美国*流企业与跨国公司的*深咨询顾问和培训师，曾获得伊利诺伊州与犹他州州立大学*越成就奖与*越服务奖。他被公认为项目管理、项目集管理和项目组合管理、全面质量管理以及战略规划方面的大师级专家。项目管理协会（PMI）还以他的名字设立了“项目管理科兹纳奖”和“科兹纳奖学金捐赠基金”，以表彰他在项目管理领域的杰出贡献。
傅永康PMP、PMI-ACP、东南大学本科、复旦大学MBA、清华大学EMBA、香港城市大学-复旦DBA、九三学社社员、清晖项目管理创始人、PMI中国项目管理大奖评委、《PMBOK?指南》（第7版）中文审校专家、ISO/TC258注册专家、全国项目管理准化技术委员会委员、曾主持翻译二十余本项目管理领域的专业书籍。
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媒体评论
1）本书作者哈罗德·科兹纳博士是项目管理领域的思想*袖和畅销书作家。2）提出一套面向未来、适应变化的项目管理2.0思想，能够引*项目管理未来发展的经典之作。3）对项目管理的未来发展进行了探索，指明了未来项目管理工作中许多非常值得去为之努力的方向。
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关联推荐
1）本书作者哈罗德·科兹纳博士是项目管理领域的思想*袖和畅销书作家。2）提出一套面向未来、适应变化的项目管理2.0思想，能够引*项目管理未来发展的经典之作。3）对项目管理的未来发展进行了探索，指明了未来项目管理工作中许多非常值得去为之努力的方向。
