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商品描述
Description:
updated for today's businesses-a proven model FOR assessment and ongoing improvement
Using the Project Management Maturity Model, Second Edition is the updated edition of Harold Kerzner's renowned book covering his Project Management Maturity Model (PMMM). In this hands-on book, Kerzner offers a unique, industry-validated tool for helping companies of all sizes assess and improve their progress in integrating project management into every part of their organizations.
Conveniently organized into two sections, this Second Edition begins with an examination of strategic planning principles and the ways they relate to project management. In the second section, PMMM is introduced with in-depth coverage of the five different levels of development for achieving maturity. Easily adaptable benchmarking instruments for measuring an organization's progress along the maturity curve make this a practical guide for any type of company.
Complete with an associated Web site packed with both teaching and learning tools, Using the Project Management Maturity Model, Second Edition helps managers, engineers, project team members, business consultants, and others build a powerful foundation for company improvement and excellence.
Table of Contents:
Foreword.
Foreword to the First Edition.
Preface.
Introduction.
1. The Need for Strategic Planning for Project Management.
Introduction.
Misconceptions.
Wall Street Benefits.
Stakeholders.
Gap Analysis.
Concluding Remarks.
2. Impact of Economic Conditions on Project Management.
Introduction.
Historical Basis.
3. Principles of Strategic Planning.
General Strategic Planning.
What Is Strategic Planning for Project Management?
Executive Involvement.
The General Environment.
Critical Success Factors for Strategic Planning.
Qualitative Factors.
Organizational Factors.
Quantitative Factors.
Identifying Strategic Resources.
Why Does Strategic Planning for Project Management Sometimes Fail?
4. An Introduction to the Project Management Maturity Model (PMMM).
Introduction.
The Foundation for Excellence.
Overlap of Levels.
Risks.
Assessment Instruments.
5. Level 1: Common Language.
Introduction.
Roadblocks.
Advancement Criteria.
Risk.
Assessment Instrument for Level 1.
Questions.
Answer Key.
Explanation of Points for Level 1.
6. Level 2: Common Processes.
Introduction.
Life Cycles for Level 2.
Roadblocks.
Advancement Criteria.
Risk.
Overlapping Levels.
Assessment Instrument for Level 2.
Questions.
Explanation of Points for Level 2.
7. Level 3: Singular Methodology.
Introduction.
Integrated Processes.
Culture.
Management Support.
Informal Project Management.
Training and Education.
Behavioral Excellence.
Roadblocks.
Advancement Criteria.
Risk.
Overlapping Levels.
Assessment Instrument for Level 3.
Questions.
Answer Key.
Explanation of Points for Level 3.
8. Level 4: Benchmarking.
Introduction.
Characteristics.
The Project Office/Center of Excellence.
Benchmarking Opportunities.
Roadblocks.
Advancement Criteria.
Assessment Instrument for Level 4.
Questions.
Explanation of Points for Level 4.
9. Level 5: Continuous Improvement.
Characteristics.
Continuous Improvement Areas.
The Never-Ending Cycle.
Examples of Continuous Improvement.
Developing Effective Procedural Documentation.
Project Management Methodologies.
Continuous Improvement.
Capacity Planning.
Competency Models.
Managing Multiple Projects.
End-of-Phase Review Meetings.
Strategic Selection of Projects.
Portfolio Selection of Projects.
Horizontal or Project Accounting.
Organizational Restructuring.
Career Planning.
Assessment Instrument for Level 5.
Questions.
Explanation of Points for Level 5.
10. Sustainable Competitive Advantage.
Introduction.
Strategic Thrusts.
The Need for Continuous Improvement.
Project Management Competitiveness.
Products versus Solutions.
Enterprise Project Management.
Engagement Project Management.
11. Special Problems with Strategic Planning for Project Management.
Introduction.
The Many Faces of Success.
The Many Faces of Failure.
Training and Education.
Cultural Change Management.
Partnerships.
The Impact of Risk Control Measures.
Dependencies between Risks.
Selecting the Appropriate Response Mechanism.
Conclusions.
12. The Project Office.
Introduction.
The Project Office: 1950–1990.
The Project Office: 1990–2000.
The Project Office: 2000–Present.
Types of Project Offices.
Project Management Information Systems.
Dissemination of Information.
Mentoring.
Development of Standards and Templates.
Project Management Benchmarking.
Business Case Development.
Customized Training (Related to Project Management).
Managing Stakeholders.
Continuous Improvement.
Capacity Planning.
Risks of Using a Project Office, Reporting and Structure.
Reporting and Structure.
13. Six Sigma and the Project Management Office.
Introduction.
Traditional versus Nontraditional Six Sigma.
Understanding Six Sigma.
Six Sigma Myths.
Use of Assessments.
Project Selection.
Typical PMO Six Sigma Projects.
14. How to Conduct a Project Management Maturity Assessment.
Introduction.
Find Ways to Bypass the Corporate Immune System.
Explain Why You Are Doing This.
Pick the Model That Is Best for Your Organization.
Maturity Models: How Do They Compare?
Create the Right Fit.
Choose an Appropriate Delivery Method.
Establish Responsibility.
Decide Who Should Participate.
Turn the Results into an Action Plan.
Develop a Remedial Training Curriculum.
Keep Top Management Informed.
Virtual Reporting.
Benchmark Your Results to Others.
Do It Again.
15. Understanding Best Practices.
Introduction.
What to Do with a Best Practice.
Critical Questions.
Levels of Best Practices.
Common Beliefs.
The Best Practices Library.
Case Studies.
Case 1: Packer Telecom.
Case 2: Luxor Technologies.
Case 3: Altex Corporation.
Case 4: Acme Corporation.
Case 5: Quantum Telecom.
Case 6: Lakes Automotive.
Case 7: Ferris HealthCare, Inc.
Case 8: Clark Faucet Company.
Case 9: Hyten Corporation.
Case 10: Como Tool and Die (A).
Case 11: Como Tool and Die (B).
Case 12: Macon Inc.
Case 13: The Trophy Project.
Case 14: The Blue Spider Project.
Case 15: Corwin Corporation.
Case 16: MIS Project Management at First National Bank.
Index.
商品描述(中文翻譯)
**描述：**
針對當今企業的更新版——一個經過驗證的評估和持續改進模型
《使用專案管理成熟度模型（第二版）》是哈羅德·克茲納（Harold Kerzner）著名著作的更新版，涵蓋了他的專案管理成熟度模型（PMMM）。在這本實用的書中，克茲納提供了一個獨特的、經過行業驗證的工具，幫助各種規模的公司評估和改善其在將專案管理整合到組織各個部分的進展。
本書方便地分為兩個部分，第二版首先檢視戰略規劃原則及其與專案管理的關係。在第二部分中，介紹了PMMM，深入探討了實現成熟度的五個不同發展階段。易於調整的基準工具可用於衡量組織在成熟度曲線上的進展，使本書成為任何類型公司的實用指南。
本書附有一個相關的網站，提供豐富的教學和學習工具，《使用專案管理成熟度模型（第二版）》幫助經理、工程師、專案團隊成員、商業顧問及其他人員建立公司改進和卓越的強大基礎。
**目錄：**
前言。
第一版前言。
序言。
導言。
**1. 專案管理的戰略規劃需求。**
導言。
誤解。
華爾街的好處。
利害關係人。
差距分析。
結論。
**2. 經濟條件對專案管理的影響。**
導言。
歷史基礎。
**3. 戰略規劃的原則。**
一般戰略規劃。
專案管理的戰略規劃是什麼？
高層參與。
一般環境。
戰略規劃的關鍵成功因素。
定性因素。
組織因素。
定量因素。
識別戰略資源。
為什麼專案管理的戰略規劃有時會失敗？
**4. 專案管理成熟度模型（PMMM）簡介。**
導言。
卓越的基礎。
層級重疊。
風險。
評估工具。
**5. 第1級：共同語言。**
導言。
障礙。
進步標準。
風險。
第1級評估工具。
問題。
答案鍵。
第1級分數解釋。
**6. 第2級：共同流程。**
導言。
第2級的生命週期。
障礙。
進步標準。
風險。
重疊層級。
第2級評估工具。
問題。
第2級分數解釋。
**7. 第3級：獨特方法論。**
導言。
整合流程。
文化。
管理支持。
非正式專案管理。
培訓與教育。
行為卓越。
障礙。
進步標準。
風險。
重疊層級。
第3級評估工具。
問題。
答案鍵。
第3級分數解釋。
**8. 第4級：基準測試。**
導言。
特徵。
專案辦公室/卓越中心。
基準測試機會。
障礙。
進步標準。
第4級評估工具。
問題。
第4級分數解釋。
**9. 第5級：持續改進。**
特徵。
持續改進領域。
無止境的循環。
持續改進的例子。
開發有效的程序文件。
專案管理方法論。
持續改進。
容量規劃。
能力模型。
管理多個專案。
階段結束回顧會議。
專案的戰略選擇。
專案的投資組合選擇。
橫向或專案會計。
組織重組。
職業規劃。
第5級評估工具。
問題。
第5級分數解釋。
**10. 可持續競爭優勢。**
導言。
戰略推進。
持續改進的需求。
專案管理的競爭力。
產品與解決方案。
企業專案管理。
參與專案管理。
**11. 專案管理的戰略規劃特殊問題。**
導言。
成功的多面性。
失敗的多面性。
培訓與教育。
文化變革管理。
夥伴關係。
風險控制措施的影響。
風險之間的依賴性。
選擇適當的應對機制。
結論。
**12. 專案辦公室。**
導言。
專案辦公室：1950–1990。
專案辦公室：1990–2000。
專案辦公室：2000年至今。
專案辦公室的類型。
專案管理資訊系統。
資訊的傳播。
導師制度。
標準和模板的開發。
專案管理基準測試。
商業案例開發。
定制培訓（與專案管理相關）。
管理利害關係人。
持續改進。
容量規劃。
使用專案辦公室的風險、報告和結構。
報告和結構。
**13. 六西格瑪與專案管理辦公室。**
導言。
傳統與非傳統六西格瑪。
理解六西格瑪。
六西格瑪的迷思。
評估的使用。
專案選擇。
典型的PMO六西格瑪專案。
**14. 如何進行專案管理成熟度評估。**
導言。
尋找繞過企業免疫系統的方法。
解釋為什麼要這樣做。
選擇最適合您組織的模型。
成熟度模型：它們如何比較？
創造合適的契合。
選擇適當的交付方法。
E
