本書系統地講解了，在企業多項目運作的環境中，如何設計和開展多項目運營管理的績效考核和評價機制，以幫助正處于轉型變革中的企業有效地建立新環境下的評價和管控機制，達成轉型目標。本書可以指導讀者設計項目管理的評價指標，并與企業經營指標和其他相關職能指標鏈接，實現企業運營和項目的快速決策，推動企業項目管理從粗放型、模糊化向精細化、定量化發展，從而提升企業管理的成熟度。在第4版中，作者更新了部分案例和行業示例，并大幅擴充了有關敏捷實踐的內容。
哈羅德·科茲納，國際學習集團高級執行總監。國際學習集團是一家在世界范圍內提供專業培訓和咨詢服務的全球學習方案解決公司。科茲納博士在項目管理行業內的深遠影響，促使國際學習集團協同項目管理協會建立了“年度科茲納國際項目經理獎”，每年對杰出PMP持證者或全球范圍內同等級人員進行嘉獎。
李聃資深項目管理專家，擁有10多年的項目管理方面的咨詢和培訓經驗。曾就職于世界500強企業，擔任過多家企業的PMO領導者。多次受邀擔任SAFe、DevOpsDays等大會的演講者。獲得了54個國際認證，涉及項目管理、產品管理、精益、敏捷、DevOps、IT服務管理等領域。譯有《SAFe 4.5》《DevOps最佳實踐》《項目管理工具箱》等書籍。周琴軟件開發經理，CSM、PMP、DevOps Master、國際專業教練ACTP，是情商教練和敏捷踐行者。擁有超過15年的世界500強企業的實戰經驗，為這些企業提供大規模敏捷、項目管理和項目組合管理、價值流管理的解決方案。關注敏捷轉型，曾擔任產品負責人、研發管理、敏捷教練，主持過團隊的敏捷轉型、轉型設計等工作。譯有《用看板管理敏捷項目》。孫爽項目管理從業者，曾就職于貝殼、滴滴、百度等互聯網公司，具有豐富的互聯網業務及產品項目管理經驗，現就職于寶馬(中國)北京研發中心，專注于車機語音系統的軟件開發項目管理。獲得PMP、ACP、PBA、PRINCE II、SAFe、PSMII等國際認證，以及人事部筆譯二級證書。張晨資深項目管理專家，擁有豐富的國際項目管理經驗。在市場營銷、渠道管理、系統集成和產品研發等多個關鍵領域，長期致力于項目管理理論與實踐的結合。曾就職于佳能、華碩、神州數碼、中國交建，曾參與科倫坡港口城、深圳地鐵、成都地鐵及港珠澳大橋等重要工程。獲得PMP、NPDP、DevOps等國際認證，在項目管理方面具有獨特視角和見解。
第1 章 項目管理的變化趨勢·································································1
1.0 介紹·····················································································2
1.1 高管對項目管理的觀點···························································2
1.2 復雜項目···············································································5
1.3 全球項目管理······································································.12
1.4 項目管理方法論和框架··························································.14
1.5 有效治理的必要性································································.19
1.6 約定項目管理······································································.19
1.7 客戶關系管理······································································.21
1.8 項目管理的其他發展·····························································.22
1.9 從一個新的視角來定義項目成功··············································.23
1.10 無紙化項目管理的發展························································.28
1.11 項目管理成熟度和度量指標··················································.29
1.12 項目管理標桿對照和度量指標···············································.33
1.13 結論················································································.38
第2 章 度量指標改善的驅動力··························································.39
2.0 介紹··················································································.39
2.1 干系人關系管理···································································.40
2.2 項目審計和PMO ·································································.50
2.3 對范圍蔓延的介紹································································.51
2.4 項目健康檢查······································································.57
2.5 管理不良項目······································································.62
第3 章 度量指標·············································································.75
3.0 介紹··················································································.75
3.1 項目管理度量指標：早期·······················································.76
3.2 項目管理度量指標：當前視角·················································.78
3.3 對度量指標管理的誤解··························································.79
3.4 向企業高管推銷度量指標管理·················································.80
3.5 理解度量指標······································································.81
3.6 度量指標管理缺乏支持的原因·················································.86
3.7 在員工績效評估中使用度量指標··············································.87
3.8 度量指標的特征···································································.87
3.9 度量指標類別和類型·····························································.89
3.10 選擇度量指標····································································.92
3.11 選擇度量指標/KPI 所有者·····················································.95
3.12 度量指標和信息系統···························································.95
3.13 關鍵成功因素····································································.96
3.14 度量指標和 PMO ·······························································.98
3.15 度量指標和項目監督/治理····················································101
3.16 度量指標的陷阱·································································101
3.17 推廣度量指標····································································102
3.18 丘吉爾唐斯公司的項目績效評估方法······································102
第4 章 關鍵績效指標····································································.107
4.0 介紹··················································································108
4.1 KPI 的需要·········································································108
4.2 KPI 的使用·········································································112
4.3 KPI 的分解·········································································113
4.4 KPI 的特征·········································································115
4.5 KPI 的類別·········································································119
4.6 KPI 的選擇·········································································120
4.7 KPI 測量············································································1
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