项目管理：计划、进度和控制的系统方法(第10版英文)

Dr.Kerzner’s16PointstoProjectManagementMaturity1.Adoptaprojectmanagementmethodologyanduseitconsistently.2.Implementaphilosophythatdrivesthecompanytowardprojectmanagementmaturityandcommunicateittoeveryone.3.Committodevelopingeffectiveplansatthebeginningofeachproject.4.Minimizescopechangesbycommittingtorealisticobjectives.5.Recognizethatcostandschedulemanagementareinseparable.6.Selecttherightpersonastheprojectmanager.7.Provideexecutiveswithprojectsponsorinformation,notprojectmanagementinformation.8.Strengtheninvolvementandsupportoflinemanagement.9.Focusondeliverablesratherthanresources.10.Cultivateeffectivecommunication,cooperation,andtrusttoachieverapidprojectmanagementmaturity.11.Sharerecognitionforprojectsuccesswiththeentireprojectteamandlinemanagement.12.Eliminatenonproductivemeetings.13.Focusonidentifyingandsolvingproblemsearly,quickly,andcosteffectively.14.Measureprogressperiodically.15.Useprojectmanagementsoftwareasatool—notasasubstituteforeffectiveplanningorinterpersonalskills.16.Instituteanall-employeetrainingprogramwithperiodicupdatesbasedupondocumentedlessonslearned.ffirs.qxd1/21/094:44PMPageiiPROJECTMANAGEMENTASystemsApproachtoPlanning,Scheduling,andControllingTENTHEDITIONHAROLDKERZNER,Ph.D.SeniorExecutiveDirectorforProjectManagenmentTheInternationalInsituteforLearningNewYork,NewYorkJohnWiley&Sons,Inc.ffirs.qxd1/21/094:44PMPageiiiThisbookisprintedonacid-freepaper.
Copyright©2009byJohnWiley&Sons,Inc.AllrightsreservedPublishedbyJohnWiley&Sons,Inc.,Hoboken,NewJerseyPublishedsimultaneouslyinCanadaNopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recording,scanningorotherwise,exceptaspermittedunderSection107or108ofthe1976UnitedStatesCopyrightAct,withouteitherthepriorwrittenpermissionofthePublisher,orauthorizationthroughpaymentoftheappropriateper-copyfeetotheCopyrightClearanceCenter,222RosewoodDrive,Danvers,MA01923,[phone],fax[phone],oronthewebat(201)748-6011,fax[phone],oronlineat:Whilethepublisherandauthorhaveusedtheirbesteffortsinpreparingthisbook,theymakenorepresentationsorwarrantieswithrespecttotheaccuracyorcompletenessofthecontentsofthisbookandspecificallydisclaimanyimpliedwarrantiesofmerchantabilityorfitnessforaparticularpurpose.Nowarrantymaybecreatedorextendedbysalesrepresentativesorwrittensalesmaterials.Theadviceandstrategiescontainedhereinmaynotbesuitableforyoursituation.Youshouldconsultwithaprofessionalwhereappropriate.Neitherthepublishernorauthorshallbeliableforanylossofprofitoranyothercommercialdamages,includingbutnotlimitedtospecial,incidental,consequential,orotherdamages.Forgeneralinformationaboutourotherproductsandservices,pleasecontactourCustomerCareDepartmentwithintheUnitedStatesat(800)762-2974,outsidetheUnitedStatesat(317)572-3993orfax(317)572-4002.Wileyalsopublishesitsbooksinavarietyofelectronicformats.Somecontentthatappearsinprintmaynotbeavailableinelectronicbooks.FormoreinformationaboutWileyproducts,visitourwebsiteat:asystemsapproachtoplanning,scheduling,andconrolling/HaroldKerzner.—10thed.p.cm.Includesindex.ISBN978-0-470-27870-3(cloth:acid-freepaper)1.Projectmanagement.I.Title.HD69.P75K472009658.404—dc222008049907PrintedintheUnitedStatesofAmerica.10987654321ffirs.qxd1/21/094:44PMPageivToDr.HermanKrier,myFriendandGuru,whotaughtmewellthemeaningoftheword“persistence”ffirs.qxd1/21/094:44PMPagevffirs.qxd1/21/094:44PMPageviContentsPrefacexxi1OVERVIEW11.0Introduction11.1UnderstandingProjectManagement21.2DefiningProjectSuccess71.3TheProjectManager–LineManagerInterface81.4DefiningtheProjectManager’sRole121.5DefiningtheFunctionalManager’sRole141.6DefiningtheFunctionalEmployee’sRole171.7DefiningtheExecutive’sRole171.8WorkingwithExecutives181.9TheProjectManagerasthePlanningAgent191.10ProjectChampions201.11TheDownsideofProjectManagement211.12Project-DrivenversusNon–Project-DrivenOrganizations221.13MarketingintheProject-DrivenOrganization241.14ClassificationofProjects261.15LocationoftheProjectManager271.16DifferingViewsofProjectManagement291.17ConcurrentEngineering:AProjectManagementApproach301.18StudyingTipsforthePMI®ProjectManagementCertificationExam30Problems33CaseStudyWilliamsMachineToolCompany35viiftoc.qxd1/19/092:27PMPagevii2PROJECTMANAGEMENTGROWTH:CONCEPTSANDDEFINITIONS372.0Introduction372.1GeneralSystemsManagement382.2ProjectManagement:1945–1960382.3ProjectManagement:1960–1985392.4ProjectManagement:1985–2009452.5ResistancetoChange502.6Systems,Programs,andProjects:ADefinition542.7ProductversusProjectManagement:ADefinition572.8MaturityandExcellence:ADefinition582.9InformalProjectManagement:ADefinition592.10TheManyFacesofSuccess602.11TheManyFacesofFailure632.12TheStage-GateProcess662