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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：
《使用專案管理成熟度模型，第二版》是哈羅德·克爾納（Harold Kerzner）的著作，該書是他的專案管理成熟度模型（PMMM）的更新版。在這本實用的書中，克爾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將專案管理融入組織各個部分的進展情況。
這本第二版分為兩個部分，首先探討戰略規劃原則及其與專案管理的關聯。第二部分介紹了PMMM，深入介紹了實現成熟度的五個不同發展階段。這本書提供了易於適應的基準儀器，用於衡量組織在成熟度曲線上的進展，使其成為任何類型公司的實用指南。
附帶的網站提供了豐富的教學和學習工具，使《使用專案管理成熟度模型，第二版》成為管理人員、工程師、專案團隊成員、商業顧問和其他人建立公司改善和卓越基礎的強大資源。
目錄：
前言。
第一版前言。
前言。
引言。
1. 專案管理的戰略規劃需求。
引言。
誤解。
華爾街的好處。
利益相關者。
差距分析。
結論。
2. 經濟環境對專案管理的影響。
引言。
歷史基礎。
3. 戰略規劃原則。
一般戰略規劃。
專案管理的戰略規劃是什麼？
高層管理參與。
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。
確定戰略資源。
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。
引言。
卓越的基礎。
層級的重疊。
風險。
評估工具。
5. 第一層級：共同語言。
引言。
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