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1、ffirs.qxd1/21/094:44PMPageiiDr.Kerzner’s16PointstoProjectManagementMaturity1.Adoptaprojectmanagementmethodologyanduseitconsistently.2.Implementaphilosophythatdrivesthecompanytowardprojectmanagementmaturityandcommunicateittoeveryone.3.Committodevelopingeffectiveplansatthebeginningofeachproject.4
2、.Minimizescopechangesbycommittingtorealisticobjectives.5.Recognizethatcostandschedulemanagementareinseparable.6.Selecttherightpersonastheprojectmanager.7.Provideexecutiveswithprojectsponsorinformation,notprojectmanagementinformation.8.Strengtheninvolvementandsupportoflinemanagement.9.Focusondel
3、iverablesratherthanresources.10.Cultivateeffectivecommunication,cooperation,andtrusttoachieverapidprojectmanagementmaturity.11.Sharerecognitionforprojectsuccesswiththeentireprojectteamandlinemanagement.12.Eliminatenonproductivemeetings.13.Focusonidentifyingandsolvingproblemsearly,quickly,andcos
4、teffectively.14.Measureprogressperiodically.15.Useprojectmanagementsoftwareasatool—notasasubstituteforeffectiveplanningorinterpersonalskills.16.Instituteanall-employeetrainingprogramwithperiodicupdatesbasedupondocumentedlessonslearned.ffirs.qxd1/21/094:44PMPageiiiPROJECTMANAGEMENTASystemsApproa
5、chtoPlanning,Scheduling,andControllingTENTHEDITIONHAROLDKERZNER,Ph.D.SeniorExecutiveDirectorforProjectManagenmentTheInternationalInsituteforLearningNewYork,NewYorkJohnWiley&Sons,Inc.ffirs.qxd1/21/094:44PMPageivThisbookisprintedonacid-freepaper.Copyright©2009byJohnWiley&Sons,Inc.Allrightsreserv
6、edPublishedbyJohnWiley&Sons,Inc.,Hoboken,NewJerseyPublishedsimultaneouslyinCanadaNopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recording,scanningorotherwise,exceptaspermittedunderSection107or108ofthe1976Unite
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