本書緊扣書名，深入剖析在當今不斷變化的世界里面，面對更高的商業需求、更加復雜多變的項目目標，以及項目管理如何更好地與企業戰略相結合與匹配等新更高要求，項目管理與項目經理所面對的現實挑戰。全書圍繞若干核心要點，獨到地分析了傳統項目管理（項目管理1.0）與現代或未來項目管理（項目管理2.0）的區別，對項目管理2.0就聚集與關注的問題、方法、工具進行了介紹。本修訂版根據新出版的《項目管理知識體系指南》（第7版）對部分術語及內容進行了修訂。
哈羅德.科茲納，MS, PhD, MBA，項目管理領域世界權威大師，國際學習集團（International Institute of Learning, Inc.）（一家提供專業培訓與咨詢服務的全球學習解決方案公司）高級執行董事，美國一流企業與跨國公司的資深咨詢顧問和培訓師，曾獲得伊利諾伊州與猶他州州立大學卓越成就獎與卓越服務獎。他被公認為項目管理、項目集管理和項目組合管理、全面質量管理以及戰略規劃方面的大師級專家。項目管理協會（PMI）還以他的名字設立了“項目管理科茲納獎”和“科茲納獎學金捐贈基金”，以表彰他在項目管理領域的杰出貢獻。
傅永康PMP、PMI-ACP、東南大學本科、復旦大學MBA、清華大學EMBA、香港城市大學-復旦DBA、九三學社社員、清暉項目管理創始人、PMI中國項目管理大獎評委、《PMBOK?指南》（第7版）中文審校專家、ISO/TC258注冊專家、全國項目管理準化技術委員會委員、曾主持翻譯二十余本項目管理領域的專業書籍。
第1 章 項目管理2.0 概述 ·········.1
1.0 簡介：變化的時代 ············.1
1.1 PM1.0 的特征 ··················.1
1.2 PM1.0 的其他關鍵問題 ······.2
1.3 項目管理2.0 的定義 ··········.4
1.4 對PM2.0 的批評 ··············.7
1.5 項目管理2.0：技術祝福或詛咒 ···························.7
1.6 監管PM2.0 ···················.12
1.7 在PM2.0 中與干系人共事 .14
1.8 發現信息 ······················.16
1.9 完成百分比困境 ·············.17
1.10 信息過載 ·····················.18
1.11 客戶滿意“頭痛癥” ······.19
1.12 確定項目健康 ···············.20
1.13 顯示數據的儀表板規則 ···.22
1.14 減少紙面工作成本 ·········.22
1.15 減少行政干預 ···············.24
1.16 項目管理技能 ···············.24
1.17 應急規劃 ·····················.25
討論題 ································.26
第2 章 項目管理未來一瞥 ········.27
2.0 變化的時代 ···················.27
2.1 經濟衰退的影響 ·············.27
2.2 項目管理的高管視角 ·······.28
2.3 參與式項目管理 ·············.30
2.4 復雜項目的增長 ·············.32
2.5 對更多度量指標的需要 ····.33
2.6 項目管理的新發展 ··········.34
2.7 項目管理工具箱 ·············.35
2.8 持續改進的需要 ·············.36
2.9 結論 ····························.36
討論題 ································.37
第3 章 理解成功與失敗 ···········.38
3.0 簡介 ····························.38
3.1 項目管理——早期：1945—1960 年 ···············.39
3.2 項目管理開始成長：1970—1985 年 ···············.40
3.3 競爭性制約因素的增長 ····.41
3.4 反演規則 ······················.43
3.5 測量技術的進步 ·············.44
3.6 權衡 ····························.46
3.7 聚攏成功組件 ················.47
3.8 成功的新定義 ················.48
3.9 理解項目失敗 ················.49
3.10 項目失敗的原因 ············.53
討論題 ································.55
第4 章 價值驅動型項目管理 ·····.56
4.0 簡介 ····························.56
4.1 理解今天的價值觀點 ·······.57
4.2 價值模型 ······················.60
4.3 PM2.0 的價值與領導力變化 ····························.61
4.4 基于價值的權衡 ·············.67
4.5 價值度量的需要 ·············.68
4.6 創建價值度量指標 ··········.69
4.7 在儀表板上顯示價值度量指標 ······················.76
4.8 選擇價值屬性 ················.76
4.9 價值度量指標的額外復雜性 ·························.77
討論題 ································.81
第5 章 日益重要的PM2.0度量指標 ····················.82
5.0 簡介 ····························.82
5.1 企業資源計劃 ················.83
5.2 對更好的項目度量指標的需要 ·························.83
5.3 度量指標管理缺乏支持的原因 ·························.85
5.4 度量指標的特征 ·············.87
5.5 度量指標選擇 ················.88
5.6 關鍵績效指標 ················.89
5.7 儀表板和計分卡 ·············.97
5.8 商業智能 ·····················.100
5.9 儀表板信息系統的增長 ···.100
5.10 選擇信息圖表設計師 ·····.101
5.11 項目健康檢查度量指標 ··.102
5.12 維持項目方向 ··············.106
5.13 度量指標和虛擬團隊 ·····.107
5.14 度量指標狂熱癥 ···········.108
5.15 度量指標培訓會議 ········.109
5.16 度量指標負責人 ···········.110
5.17 回答度量指標問題 ········.111
討論題 ·······························.112
第6 章 項目管理方法論：1.0 與2.0 ·················.113
6.0 簡介 ···························.113
6.1 PM 2.0 對項目管理卓越的定義 ··················.113
6.2 方法論的必要性 ············.114
6.3 企業級方法論的需求 ······.116
6.4 標準化方法論的收益 ······.122
6.5 關鍵組件 ·····················.123
6.6 從方法論到框架 ············.125
6.7 生命周期階段 ···············.126
6.8 PM2.0 的以客戶為本靈活性的驅動力 ·········.127
6.9 理解目標偏移 ···············.128
6.10 客戶專屬度量指標的需求 ······················.129
6.11 商業論證開發 ··············.129
6.12 驗證假設 ····················.131
6.13 設計凍結 ····················.133
6.14 客戶批準 ····················.134
6.15 敏捷項目管理方法論 ·····.135
6.16 實施方法論 ·················.137
6.17 實施的錯誤 ·················.138
6.18 克服開發和實施障礙 ·····.139
6.19 在方法論中使用危機儀表板 ················.139
6.20 終止項目 ····················.149
討論題 ·······························.151
第7 章 項目治理 ··················.152
7.0 簡介 ···························.152
7.1 項目治理的需要 ············.152
7.2 定義項目治理 ···············.153
7.3 項目治理與公司治理 ······.154
7.4 角色、職責和決策權 ······.155
7.5 治理框架 ·····················.156
7.6 項目治理的三大支柱 ······.157
7.7 信息的曲解 ··················.162
7.8 過濾信息 ·····················.163
7.9 理解項目環境中的政治 ···.163
7.10 管理全球性干系人關系 ··.170
7.11 項目治理的失敗 ···········.172
7.12 挽救危難項目 ··············.173
討論題 ·······························.174
第8 章 項目經理在戰略規劃和組合管理中的角色 ···.175
8.0 簡介 ···························.175
8.1 戰略規劃為何失敗 ·········.176
8.2 項目管理：高管的視角 ···.177
8.3 戰略規劃：項目管理的視角 ························.177
8.4 通用戰略規劃 ···············.178
8.5 項目管理的好處 ············.182
8.6 走出誤區 ·····················.183
8.7 項目管理協助戰略規劃的方法 ························.185
8.8 變革型項目管理領導力 ···.189
8.9 項目經理在組合管理中的角色 ························.193
8.10 價值管理和收益實現 ·····.194
8.11 收益實現度量指標 ········.203
8.12 組合管理治理 ··············.205
討論題 ·······························.207
第9 章 研發項目管理 ············.208
9.0 簡介 ···························.208
9.1 戰略規劃中研發的角色 ···.209
9.2 產品組合分析 ···············.211
9.3 研發項目經理參與市場營銷 ·····················.214
9.4 產品生命周期 ···············.217
9.5 依據市場份額的研發項目規劃 ···············.217
9.6 研發項目分類 ···············.218
9.7 研究與開發 ··················.219
9.8 研發比率 ·····················.220
9.9 進攻型研發與防守型研發 .221
9.10 為研發規劃職能建模 ·····.222
9.11 優先級設置 ·················.226
9.12 合同研發 ····················.228
9.13 保密協議 ····················.229
9.14 政府的影響 ·················.229
9.15 創意來源 ····················.230
9.16 項目的經濟評價 ···········.233
9.17 研發項目的重新調整 ·····.236
9.18 項目終止 ····················.238
9.19 跟蹤研發績效 ··············.239
討論題 ·······························.239
第10 章 問題解決與決策制定 ·.240
10.0 簡介 ··························.240
10.1 理解概念 ····················.241
10.2 項目環境：對問題解決和決策制定的影響 ··········.245
10.3 概念性問題解決和決策制定過程 ·············.247
10.4 識別并理解問題 ···········.249
10.5 收集問題相關數據 ········.253
10.6 分析數據 ····················.261
10.7 制訂備選方案 ··············.262
10.8 問題解決工具與技術 ·····.265
10.9 創造力與創新 ··············.273
10.10 決策——選擇最佳解決方案 ··················.276
10.11 決策——工具與方法 ····.287
10.12 評估決策并采取糾正措施 ··················.294
討論題 ·······························.296
第11 章 項目管理的需求 ·······.298
11.0 項目管理成熟度模型的背景 ······················.298
11.1 使用成熟度模型的一些益處 ·····················.299
11.2 確定所需的成熟度 ········.299
11.3 準備工作 ····················.300
11.4 事情會出錯 ·················.300
11.5 選擇合適的成熟度模型 ·························.300
11.6 實現成熟度的估算時間 ·························.301
11.7 項目管理成熟度的戰略規劃 ···················.301
11.8 項目管理成熟度模型 ·····.302
11.9 PM 2.0 對PMMM 的輸入 ·························.305
討論題 ·······························.308
第12 章 讓PMO 成為推行PM 2.0 的先鋒 ·········.309
12.0 簡介 ··························.309
12.1 傳統型項目辦公室 ········.310
12.2 傳統PMO ··················.310
12.3 實施風險 ····················.311
12.4 專項PMO ··················.313
12.5 戰略PMO ··················.313
12.6 PMO 間的互聯 ············.314
12.7 對項目治理的信任 ········.314
12.8 PMO 可能失敗的方式 ···.316
討論題 ·······························.324
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