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| 內容簡介： |
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本书系统地讲解了，在企业多项目运作的环境中，如何设计和开展多项目运营管理的绩效考核和评价机制，以帮助正处于转型变革中的企业有效地建立新环境下的评价和管控机制，达成转型目标。本书可以指导读者设计项目管理的评价指标，并与企业经营指标和其他相关职能指标链接，实现企业运营和项目的快速决策，推动企业项目管理从粗放型、模糊化向精细化、定量化发展，从而提升企业管理的成熟度。在第4版中，作者更新了部分案例和行业示例，并大幅扩充了有关敏捷实践的内容。
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| 關於作者： |
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哈罗德·科兹纳，国际学习集团高级执行总监。国际学习集团是一家在世界范围内提供专业培训和咨询服务的全球学习方案解决公司。科兹纳博士在项目管理行业内的深远影响，促使国际学习集团协同项目管理协会建立了“年度科兹纳国际项目经理奖”，每年对杰出PMP持证者或全球范围内同等级人员进行嘉奖。李聃资深项目管理专家，拥有10多年的项目管理方面的咨询和培训经验。曾就职于世界500强企业，担任过多家企业的PMO领导者。多次受邀担任SAFe、DevOpsDays等大会的演讲者。获得了54个国际认证，涉及项目管理、产品管理、精益、敏捷、DevOps、IT服务管理等领域。译有《SAFe 4.5》《DevOps最佳实践》《项目管理工具箱》等书籍。周琴软件开发经理，CSM、PMP、DevOps Master、国际专业教练ACTP，是情商教练和敏捷践行者。拥有超过15年的世界500强企业的实战经验，为这些企业提供大规模敏捷、项目管理和项目组合管理、价值流管理的解决方案。关注敏捷转型，曾担任产品负责人、研发管理、敏捷教练，主持过团队的敏捷转型、转型设计等工作。译有《用看板管理敏捷项目》。孙爽项目管理从业者，曾就职于贝壳、滴滴、百度等互联网公司，具有丰富的互联网业务及产品项目管理经验，现就职于宝马(中国)北京研发中心，专注于车机语音系统的软件开发项目管理。获得PMP、ACP、PBA、PRINCE II、SAFe、PSMII等国际认证，以及人事部笔译二级证书。张晨资深项目管理专家，拥有丰富的国际项目管理经验。在市场营销、渠道管理、系统集成和产品研发等多个关键领域，长期致力于项目管理理论与实践的结合。曾就职于佳能、华硕、神州数码、中国交建，曾参与科伦坡港口城、深圳地铁、成都地铁及港珠澳大桥等重要工程。获得PMP、NPDP、DevOps等国际认证，在项目管理方面具有独特视角和见解。
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| 目錄：
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第1 章 项目管理的变化趋势·································································1
1.0 介绍·····················································································2
1.1 高管对项目管理的观点···························································2
1.2 复杂项目···············································································5
1.3 全球项目管理······································································.12
1.4 项目管理方法论和框架··························································.14
1.5 有效治理的必要性································································.19
1.6 约定项目管理······································································.19
1.7 客户关系管理······································································.21
1.8 项目管理的其他发展·····························································.22
1.9 从一个新的视角来定义项目成功··············································.23
1.10 无纸化项目管理的发展························································.28
1.11 项目管理成熟度和度量指标··················································.29
1.12 项目管理标杆对照和度量指标···············································.33
1.13 结论················································································.38
第2 章 度量指标改善的驱动力··························································.39
2.0 介绍··················································································.39
2.1 干系人关系管理···································································.40
2.2 项目审计和PMO ·································································.50
2.3 对范围蔓延的介绍································································.51
2.4 项目健康检查······································································.57
2.5 管理不良项目······································································.62
第3 章 度量指标·············································································.75
3.0 介绍··················································································.75
3.1 项目管理度量指标：早期·······················································.76
3.2 项目管理度量指标：当前视角·················································.78
3.3 对度量指标管理的误解··························································.79
3.4 向企业高管推销度量指标管理·················································.80
3.5 理解度量指标······································································.81
3.6 度量指标管理缺乏支持的原因·················································.86
3.7 在员工绩效评估中使用度量指标··············································.87
3.8 度量指标的特征···································································.87
3.9 度量指标类别和类型·····························································.89
3.10 选择度量指标····································································.92
3.11 选择度量指标/KPI 所有者·····················································.95
3.12 度量指标和信息系统···························································.95
3.13 关键成功因素····································································.96
3.14 度量指标和 PMO ·······························································.98
3.15 度量指标和项目监督/治理····················································101
3.16 度量指标的陷阱·································································101
3.17 推广度量指标····································································102
3.18 丘吉尔唐斯公司的项目绩效评估方法······································102
第4 章 关键绩效指标····································································.107
4.0 介绍··················································································108
4.1 KPI 的需要·········································································108
4.2 KPI 的使用·········································································112
4.3 KPI 的分解·········································································113
4.4 KPI 的特征·········································································115
4.5 KPI 的类别·········································································119
4.6 KPI 的选择·········································································120
4.7 KPI 测量············································································1
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