思維篇：項(xiàng)目管理的底層邏輯
第 1 章 轉(zhuǎn)換思維，認(rèn)識(shí)項(xiàng)目和項(xiàng)目管理 ··················································.2
1.1 為打破部門墻而誕生的項(xiàng)目··················································.2
1.2 項(xiàng)目到底是什么·································································.3
1.3 項(xiàng)目的五個(gè)典型特點(diǎn)···························································.5
1.4 項(xiàng)目管理和管理項(xiàng)目不是一回事············································10
1.5 PMBOK 與 PRINCE2 的差異 ················································11
1.6 項(xiàng)目管理的 ISO 國(guó)際標(biāo)準(zhǔn)與中國(guó)國(guó)家標(biāo)準(zhǔn) ·······························12
1.7 線性、敏捷型和適應(yīng)型項(xiàng)目管理············································15
本章小結(jié) ················································································18
第 2 章 卓越項(xiàng)目經(jīng)理的人才畫像與能力進(jìn)階的五個(gè)層次 ·····························19
2.1 理解項(xiàng)目經(jīng)理的角色···························································19
2.2 游走于領(lǐng)導(dǎo)與管理之間的項(xiàng)目管理模式···································22
2.3 學(xué)會(huì)用正確的方式與領(lǐng)導(dǎo)者溝通············································24
2.4 技術(shù)骨干轉(zhuǎn)型項(xiàng)目經(jīng)理的四個(gè)難點(diǎn)·········································28
2.5 基于國(guó)家標(biāo)準(zhǔn)的卓越項(xiàng)目經(jīng)理人才畫像···································31
2.6 項(xiàng)目管理專業(yè)人員能力進(jìn)階的五個(gè)層次與職業(yè)發(fā)展路徑 ·············34
本章小結(jié) ················································································39
第 3 章 中國(guó)特色，微權(quán)力下的項(xiàng)目管理方法 ············································40
3.1 微權(quán)力下的項(xiàng)目管理方法模型···············································40
3.2 一個(gè)核心思想：“借力”·····················································41
3.3 三項(xiàng)核心任務(wù)：定方向、搞定人和干成事 ·······························43
3.4 項(xiàng)目生命周期的四個(gè)發(fā)展階段：確立目標(biāo)、建立組織、交付項(xiàng)目
和移交收尾·······································································45
3.5 項(xiàng)目經(jīng)理必須具備的六個(gè)人格特質(zhì)·········································50
3.6 項(xiàng)目經(jīng)理必須掌握的八項(xiàng)實(shí)戰(zhàn)技能·········································52
本章小結(jié) ···············································································.56
第 4 章 如何建立受控的項(xiàng)目組織環(huán)境 ····················································.57
4.1 明確項(xiàng)目的召集人（項(xiàng)目發(fā)起人） ·······································.57
4.2 任命項(xiàng)目總監(jiān) ··································································.58
4.3 任命項(xiàng)目經(jīng)理 ··································································.59
4.4 通過業(yè)務(wù)價(jià)值論證澄清項(xiàng)目目標(biāo) ··········································.59
4.5 通過 WBS 分解項(xiàng)目的*終目標(biāo) ···········································.60
4.6 物色*適合擔(dān)任工作包負(fù)責(zé)人的人選 ····································.61
4.7 建立以項(xiàng)目總監(jiān)為核心的項(xiàng)目領(lǐng)導(dǎo)小組 ·································.62
4.8 項(xiàng)目經(jīng)理通過向項(xiàng)目領(lǐng)導(dǎo)小組匯報(bào)獲得項(xiàng)目所需的資源 ············.62
4.9 項(xiàng)目經(jīng)理要把自己變成項(xiàng)目領(lǐng)導(dǎo)小組的授權(quán)代表 ·····················.64
本章小結(jié) ···············································································.65
方法篇：項(xiàng)目經(jīng)理的八項(xiàng)實(shí)戰(zhàn)技能
第 5 章 分析環(huán)境，找到借力的來源 ·······················································.67
5.1 項(xiàng)目管理所處的環(huán)境——敏捷組織環(huán)境··································.67
5.2 企業(yè)由野蠻生長(zhǎng)走向敏捷的路徑 ··········································.70
5.3 適應(yīng)性組織框架下的戰(zhàn)略管理、職能管理、流程管理與項(xiàng)目
管理的關(guān)系 ·····································································.78
本章小結(jié) ···············································································.80
篇外篇 某研究所在項(xiàng)目管理上的“痛” ·····································.81
第 6 章 論證價(jià)值，統(tǒng)一大家的方向 ·······················································.84
6.1 論證項(xiàng)目是否具備投資價(jià)值的三個(gè)維度 ·································.84
6.2 梳理從項(xiàng)目產(chǎn)出到成果到收益的路線圖 ·································.86
6.3 編寫項(xiàng)目業(yè)務(wù)可行性分析報(bào)告 ·············································.89
6.4 項(xiàng)目業(yè)務(wù)價(jià)值論證的生命周期 ·············································.90
6.5 常用的投資評(píng)估技術(shù) ·························································.92
本章小結(jié) ···············································································.92
篇外篇 以價(jià)值為導(dǎo)向的項(xiàng)目閉環(huán)管理 ········································.93
第 7 章 分解目標(biāo)，編制科學(xué)的項(xiàng)目計(jì)劃 ·················································.98
7.1 項(xiàng)目管理計(jì)劃與項(xiàng)目進(jìn)度計(jì)劃 ·············································.99
7.2 項(xiàng)目任務(wù)書 ···································································.100
7.3 項(xiàng)目產(chǎn)品描述 ································································.100
7.4 項(xiàng)目中的管理階段與技術(shù)階段 ···········································.102
7.5 三層項(xiàng)目階段評(píng)審模式 ····················································.105
7.6 產(chǎn)品項(xiàng)目管理模式端到端流程框架······································.106
7.7 基于產(chǎn)品的規(guī)劃技術(shù)··································7