Designing and Managing Programs

出版者:Sage Pubns

作者:Kettner, Peter M./ Moroney, Robert M./ Martin, Lawrence L.

页数:262

价格:65.95

装帧:Pap

isbn号码:9780761915492

具体描述

Designing and Managing Programs: An Effectiveness-Based Approach, Third Edition, is an updated version of THE classic book on program management and design. This new edition is written in a deliberate manner that has students following the program planning process in a logical manner. Students will learn to track one phase to the next, resulting in a solid understanding of the issues of internal consistency and planning integrity. The book's format guides students from problem analysis through evaluation, enabling students to apply these concepts to their own program plans.

作者简介

Peter M. Kettner is Professor Emeritus at the Arizona State University School of Social Work. He is the author of six books, 50 articles, monographs, and book chapters on the topics of purchase-of-service contracting, privatization, macro practice in social work, human services planning, and social work administration. Over his 30 year career in academia he served as a consultant to five different state human service agencies and dozens of local nonprofit agencies on their purchase of service contracting practices and in the design and implementation of effectiveness-based planning systems. In retirement he has continued his writing and consultation with local government and nonprofit agencies. Lawrence L. Martin is Professor of Public Affairs, Social Work and Public Administration at the University of Central Florida in Orlando. He was previously on the faculty of the Columbia University School of Social Work in New York City where he directed the program in social work administration. He is the author of 20 books and major monographs and over 100 articles and book chapters. Robert M. Moroney is Professor of Social Policy and Planning at the School of Social Work at Arizona State University. He is the author of ten books and over 60 articles and book chapters on various aspects of policy, planning, and program evaluation. He currently serves as a board member of the Rosalyn Carter Institute for Human Development. He does extensive consultation with numerous national, state, and local human service organizations.

目录信息

Preface PART I. ASSESSING CURRENT PRACTICES 1. Contemporary Issues in Social Service Program Planning and Administration Chapter Overview The Era of Accountability The Logic Model Community Focus The Issue of Effectiveness Assessing an Existing Program What Is Effectiveness-Based Program Planning? Using Effectiveness Principles to Understand Existing Programs PART II. PROBLEM ANALYSIS/NEEDS ASSESSMENT 2. The Contribution of Theory to Program Planning Chapter Overview The Use of Theory in Program Planning Theory of Practice Theory in Practice Theory of Program Planning Types of Planning Theory in Program Planning 3. Understanding Social Problems Chapter Overview Addressing Social Problems Stating Problems as Solutions The Need for a New Approach Identifying a Social Condition Defining Problems Frameworks for Problem Analysis 4. Needs Assessment: Theoretical Considerations Chapter Overview The Concept of Need Theoretical Understandings of Need Needs Assessment and the Planning Process Factors Influencing the Definition of Need Different Perspectives on Need Need Categories and the Planning Process Determining Who Is in Need Two Major Problems: Reliability and Availability of Data 5. Needs Assessment: Approaches to Measurement Chapter Overview Methodologies Used in Measuring Need Extrapolating From Existing Studies (Normative Need) Using Resource Inventories (Normative Need) Using Service Statistics (Expressed Need) Conducting a Social Survey (Perceived Need) Holding a Public Forum (Perceived Need) Selecting the Best Method Approaches Useful for Locating Concentrations of High-Risk Groups Concluding Comments on Needs Assessment PART III: PLANNING, DESIGNING, AND TRACKING THE INTERVENTION 6. Selecting the Appropriate Intervention Strategy Chapter Overview The Program Hypothesis Types of Program Hypotheses The Process of Developing a Program Hypothesis Program Hypotheses and the Idea of Consequences From Program Hypothesis to Service Incorporating Problem Analysis Into Program Design 7. Setting Goals and Objectives Chapter Overview Goals and Objectives: A Framework for Action From Program Hypothesis to Goals and Objectives The Function of a Mission Statement The Formulation of Goals The Formulation of Objectives Requirements for All Objectives Outcome Objectives Process Objectives and Activities Integrating Outcome Objectives, Process Objectives, and Activities 8. Designing Effective Programs Chapter Overview The Significance of Program Design Designing the Elements of a System Defining the Elements of a Program The Relationship Between Objectives and System Components Specifying the Program Hypothesis 9. Using Management Information Chapter Overview Documentation Practices in Social Services Designing a Data Collection System for a Program PART IV: CALCULATING THE COSTS AND VALUE OF THE INTERVENTION 10. Budgeting for Control, Management, and Planning Chapter Overview The Differences Between Budgeting and Accounting The Principal Purposes of Budgeting Budgeting and the Systems Framework Models of the Budgetary Process Major Budgeting Systems Dealing With Revenue Increases and Decreases Budgeting in Social Service Agencies Today 11. Line-Item, Functional, and Program Budgeting Systems Chapter Overview The Focus of Major Budgeting Systems Line-Item Budgeting Systems The Link Between Line-Item Budgeting and Functional and Program Budgeting Functional Budgeting Systems Program Budgeting Systems A Comprehensive Budgeting System 12. Performance Measurement, Monitoring, and Program Evaluation: Data Requirements Chapter Overview The Link Between Performance Measurement, Monitoring and Evaluation, and Management Information Systems Feedback and Self-Evaluating Systems Performance Measurement Monitoring Program Evaluation Program Data Requirements Performance Measurement, Monitoring, Program Evaluation, and Program Data The Utility of Performance Measurement, Monitoring, and Program Evaluation 13. Program Impact Evaluation and Hypothesis Testing Chapter Overview Differentiating Program Evaluation From Performance Measurement Impact Program Evaluation Impact Program Evaluation and Hypothesis Testing Research Designs for Impact Program Evaluation A Concluding Comment About the Authors
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用户评价

这本书实在是让人大开眼界，它不仅仅是一本关于项目管理的教科书，更像是一本系统工程的“武功秘籍”。我尤其欣赏作者在探讨“项目生命周期”时那种近乎偏执的严谨性。他没有停留在传统的瀑布模型或敏捷开发的表面，而是深入挖掘了在不同组织文化背景下，如何灵活地裁剪和组合这些理论框架。书中对“风险识别与量化”的章节，简直是教科书级别的示范。作者用一系列生动的案例，展示了如何将那些抽象的、难以预测的潜在问题，转化为清晰的概率分布和可操作的缓解计划。比如，他描述了一个大型软件升级项目，如何通过建立一个多维度的风险矩阵，成功地避开了一个可能导致系统崩溃的集成错误。这种将理论与实践无缝对接的能力，是很多同类书籍所欠缺的。读完这一部分，我感觉自己看待任何复杂任务的视角都提高了好几个档次，不再仅仅是关注“要做什么”，而是更深入地思考“可能出现什么问题”以及“我们如何提前布局”。那种对细节的把控和对全局的洞察力，让人叹为观止。

这本书在处理“质量保证与持续改进”这一环节时，展现出一种近乎于哲学思辨的深度。它挑战了那种将质量视为项目末端检验环节的传统观念。作者强有力地论证了，质量不是一个被动检测的结果，而是一个贯穿始终的主动构建过程。他引入了“内建质量文化”的概念，并详细阐述了如何通过跨职能团队的早期参与和定期的流程复盘会议（而非仅仅是事后总结）来实现这一点。书中对“度量指标的选择”部分，尤其值得称赞。它没有盲目推崇那些容易获取但价值不高的指标（比如代码行数），而是聚焦于那些真正反映业务价值和长期健康度的关键绩效指标（KPIs）。我尝试将其中关于“缺陷逃逸率”的分析方法应用到我最近的一个维护项目中，结果发现我们对系统稳定性的认知完全被颠覆了。这本书提供的不是速效药，而是能够治本的“内功心法”，它教会你如何设计一个能自我修正、自我优化的组织系统。

与那些充斥着商业术语和空洞口号的管理书籍相比，这本书的论述风格显得异常沉稳和内敛，但这种低调反而蕴含着巨大的能量。它的语言风格更像是一位资深架构师在娓娓道来他的设计哲学，而不是推销某种流行的管理方法论。我印象最深的是关于“干系人期望管理”的那几页。作者并未简单地建议“要多沟通”，而是细致地剖析了不同层级干系人（从高层决策者到一线执行人员）的动机、权力基础以及信息需求差异。他提出了一种“期望值调谐模型”，强调在项目启动初期，就要有意识地去平衡那些相互冲突的需求，将“不可能完成的任务”转化为“可量化的、分阶段的里程碑”。读到这里，我突然明白了为什么我过去参与的很多项目总是陷入“需求蔓延”的泥潭——根本原因在于早期对“谁真正想要什么”的理解不够深刻。这本书提供了一种实用的工具箱，去解剖这些复杂的人际和政治动态，让项目经理能够游刃有余地驾驭这些无形的障碍。

坦率地说，阅读这本书的过程，与其说是学习，不如说是一种思维模式的重塑。尤其是在探讨“资源优化与约束理论”的部分，作者的分析角度非常独特，完全跳出了传统上对人力和预算的线性管理思维。他引入了系统理论中的瓶颈概念，并展示了如何在资源受限的环境下，通过识别并集中所有精力解决最主要的瓶颈，从而实现整体产出的最大化。书中的图示和数学模型虽然看起来复杂，但作者的文字解释却异常清晰，他总能用最生活化的比喻来阐释最抽象的理论。比如，他将项目流程比喻成一条水管，强调水流速度取决于最细的那一段，而不是最宽的那一段。这种清晰的逻辑链条，使得原本令人望而生畏的运营科学变得触手可及。对于那些总是在“时间、成本、范围”三者之间疲于奔命的实践者来说，这本书提供了一条跳出“铁三角”思维怪圈的高级路径。

这本书最让我感到惊喜的一点，是它对“项目收尾与知识沉淀”的重视程度，这常常是市面上其他书籍忽略的“收官阶段”。作者强调，一个项目的真正价值，不仅在于它交付了什么成果，更在于它为组织留下了什么可复用的智慧。书中设计了一套非常详尽的“知识资产回收清单”，它不仅仅包括最终文档，还涵盖了那些在非正式会议中讨论的关键决策、失败的尝试路径以及团队成员积累的隐性技能。他把收尾阶段提升到了战略高度，认为这是下一次启动项目成功的基石。我过去总觉得项目结束了就万事大吉，但读完这一部分，我才意识到，我们错失了多少宝贵的、本可以被系统性捕获的组织记忆。这种对“可持续发展”的关注，让整本书的格局一下子就提升了，它不再仅仅指导你如何“完成”一个项目，而是教你如何利用每一个项目来“强化”你的组织能力。这绝对是一部值得反复研读的里程碑式的作品。