商品描述
Why human skills and expertise, not technical tools, are what make projects succeed. The project is the basic unit of work in many industries. Software applications, antiviral vaccines, launch-ready spacecraft: all were produced by a team and managed as a project. Project management emphasizes control, processes, and tools--but, according to
The Smart Mission, that is not the right way to run a project. Human skills and expertise, not technical tools, are what make projects successful. Projects run on knowledge. This paradigm-shifting book--by three project management experts, all of whom have decades of experience at NASA and elsewhere--challenges the conventional wisdom on project management, focusing on the human dimension: learning, collaboration, teaming, communication, and culture.
The authors emphasize three themes: projects are fundamentally about how teams work and learn together to get things done; the local level--not an organization's upper levels--is where the action happens; and projects don't operate in a vacuum but exist within organizations that are responsible to stakeholders. Drawing on examples and case studies from NASA and other organizations, the authors identify three project models--micro, macro, and global--and their different knowledge needs. Successful organizations have a knowledge-based culture. Successful project management guides the interplay of knowledge, projects, and people.
商品描述(中文翻譯)
為什麼人類技能和專業知識，而非技術工具，才是使專案成功的關鍵。
專案是許多行業中工作的基本單位。軟體應用、抗病毒疫苗、準備發射的太空船：這些都是由團隊製作並以專案形式管理的。專案管理強調控制、流程和工具，但根據《The Smart Mission》，這並不是管理專案的正確方式。使專案成功的關鍵在於人類技能和專業知識，而非技術工具。專案運作依賴於知識。這本具有範式轉變意義的書籍，由三位專案管理專家撰寫，他們在NASA及其他地方擁有數十年的經驗，挑戰了傳統的專案管理智慧，專注於人類層面：學習、合作、團隊合作、溝通和文化。
作者強調三個主題：專案根本上是關於團隊如何一起工作和學習以完成任務；行動發生在地方層級，而非組織的高層；專案並不在真空中運作，而是存在於對利益相關者負責的組織內。作者借鑒NASA及其他組織的例子和案例研究，確定了三種專案模型——微觀、宏觀和全球——以及它們不同的知識需求。成功的組織擁有以知識為基礎的文化。成功的專案管理引導知識、專案和人員之間的相互作用。
作者簡介
Edward J. Hoffman, currently CEO of Knowledge Strategies, LLC, and Senior Lecturer at Columbia University, was NASA's first Chief Knowledge Officer and founder of the NASA Academy of Program/Project and Engineering Leadership (APPEL). Following the Columbia shuttle failure, he led the team that designed the Strategic Management and Governance Handbook. He is the coauthor of
Shared Voyage: Learning and Unlearning from Remarkable Projects.
Matthew Kohut, former major communication advisor to NASA, is coauthor of
Compelling People: The Hidden Qualities That Make Us Influential, named one of Amazon's Best Business Books of 2013.
Laurence Prusak, former strategy consultant to Hoffman at NASA, is Senior Lecturer in the Information and Knowledge Strategy graduate program at Columbia University and the coauthor of
Working Knowledge, a widely cited text about how knowledge works in organizations, and other books.
作者簡介(中文翻譯)
愛德華·J·霍夫曼（Edward J. Hoffman）目前是Knowledge Strategies, LLC的首席執行官及哥倫比亞大學的高級講師，曾擔任NASA的首任首席知識官，並創立了NASA項目/計畫與工程領導學院（APPEL）。在哥倫比亞號航天飛機失敗後，他領導了設計《戰略管理與治理手冊》的團隊。他是《共享航程：從卓越項目中學習與忘卻》（Shared Voyage: Learning and Unlearning from Remarkable Projects）的共同作者。
馬修·科胡特（Matthew Kohut）曾擔任NASA的主要傳播顧問，是《引人注目的人：讓我們具影響力的隱藏特質》（Compelling People: The Hidden Qualities That Make Us Influential）的共同作者，該書被評選為2013年亞馬遜最佳商業書籍之一。
勞倫斯·普魯薩克（Laurence Prusak）曾擔任霍夫曼在NASA的策略顧問，目前是哥倫比亞大學資訊與知識策略研究生課程的高級講師，也是《工作知識》（Working Knowledge）的共同作者，該書廣泛引用，探討知識在組織中的運作方式，以及其他書籍。
