Lean and agile project management: how to make any project better, faster, and more cost effective
When project managers are faced with budget cuts and fewer resources, waste elimination becomes a priority in maintaining effectiveness. This does not mean shortening or abandoning traditional project cycles. In fact, fast results on critical assignments can only be completed with strong plans and a...
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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New York, NY
Routledge/Productivity Press
2020
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| Ausgabe: | Second edition |
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| Online-Zugang: | FHD01 FWS01 FWS02 UBG01 |
| Zusammenfassung: | When project managers are faced with budget cuts and fewer resources, waste elimination becomes a priority in maintaining effectiveness. This does not mean shortening or abandoning traditional project cycles. In fact, fast results on critical assignments can only be completed with strong plans and a detailed work breakdown structure. The connections, or lack thereof, are what strongly impact performance and quality. Lean and Agile, as covered in this book, are meant to enhance traditional project management, not replace the science. A strong foundation in traditional project management is necessary to appreciate the benefits of adopting Lean and Agile. Lean and Agile Project Management: How to Make Any Project Better, Faster, and More Cost Effective defines the wastes and issues found in project management and demonstrates how they can be addressed by engaging Lean thinking and Agile techniques. This book also: Shows how to apply Lean principles to project management (PM) Teaches the application of simple Six Sigma metrics in PM Discusses the adoption of Agile techniques in PM in order to stay on task and remain flexible Helps readers discover the theoretical synergies between popular PM programs Promotes an understanding of how Lean people skills can help a person become a better leader and manager Since the publication of the first edition of this book, the bodies of knowledge have all been systematically updated. In addition, through conducting peer groups and detailed workshops, the Author has simplified many of the basics, and they are now much easier to understand. Essentially, the Author believes traditional project management can benefit from adding Lean and Agile, but she has simplified the model for greater efficiency |
| Beschreibung: | 1 Online-Ressource (xxiii, 329 Seiten) |
| ISBN: | 9781000064841 9780429343414 |
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| 505 | 8 | |a Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Preface -- About the Author -- Chapter 1 The Three Faces of Traditional Project Management -- Project Initiation -- Project Planning -- Project Execution -- Project Monitoring and Controlling -- Project Closing -- PRINCE2, Change Management -- Roles and Responsibilities -- Project Team -- Project Manager -- Sponsor -- Steering Committee -- Customer -- Stakeholders -- Vendors or Service Providers -- Common Project Management Challenges -- Cost -- Time (Schedule) -- Scope | |
| 505 | 8 | |a Managing Project Success -- Chapter 2 A Lean History of Lean -- Sigma -- Lean Six Sigma Yellow Belt -- Lean Six Sigma Green Belt -- Lean Six Sigma Black Belt -- Lean Six Sigma Master Black Belts -- Five Laws of Lean -- Flow -- Push/Pull -- Value -- Value Stream Mapping -- Chapter 3 Agile Comprehensive with an Emphasis on Scrum -- Earned Value Management -- Recognized Certifications in Agile -- Agile Basic Tools and Techniques -- Scrum -- Sprints -- Sprint Retrospectives -- Agile Stages -- Agile Manufacturing -- Agile Change Management -- Agile Project Management -- Agile Challenges | |
| 505 | 8 | |a Chapter 4 Initiating the Project -- Project Selection Using the Lean Six Sigma Method -- Stakeholder Analysis -- Process Map -- CTQ Factors -- CTQ Tree -- Suppliers, Input, Process, Output, Customer -- Voice of the Customer -- Affinity Diagram -- SWOT Analysis -- Develop a Business Case -- Feasibility Study -- Project Charter -- Setting Up a Project Management Office -- Forming the Team -- Training the Team -- Chapter 5 The Planning Process -- Work Breakdown Structure -- The Project Plan -- Models for Planning -- Structured Problem Solving When Planning -- PDCA Model -- DMAIC Model -- 3Ps Method | |
| 505 | 8 | |a 6Ms Method -- 6Ws Approach -- A3 Format: Lean and Agile -- 5 Why Approach: Lean and Agile -- Six Thinking Hats -- Analysis -- Design -- Development -- Implementation -- Evaluation -- Chapter 6 Project Execution -- Evaluation Metrics for Piloting or Testing -- Schedule and Effort/Cost Variance -- Resource Utilization -- Change Requests to Scope of Work -- Number of Problems Reported by Pilot Attendees -- Performance Monitoring -- Provide Project Status -- Chapter 7 Monitoring, Controlling, and Closing a Project -- The Data Collection Plan -- Change Management -- Making Communication Easier | |
| 505 | 8 | |a Specific Activities -- Managing and Tracking Decisions -- Managing and Tracking Action Items -- Execute and Revise Project Schedule -- Manage Risk -- Cause-and-Effect Matrix -- Control Charts -- Tools -- Celebrate the Success -- Talk about Lessons Learned -- Record Best Practices -- Create Standard Work -- Why Implement Standard Work? -- Elements of Standard Work -- How to Develop Standard Work -- Chapter 8 Applying Lean and Agile Techniques to Project Management Areas of Knowledge Promoted in the PMBOK -- Project Integration Management -- Continuous Integration -- Value Stream Mapping | |
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| contents | Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Preface -- About the Author -- Chapter 1 The Three Faces of Traditional Project Management -- Project Initiation -- Project Planning -- Project Execution -- Project Monitoring and Controlling -- Project Closing -- PRINCE2, Change Management -- Roles and Responsibilities -- Project Team -- Project Manager -- Sponsor -- Steering Committee -- Customer -- Stakeholders -- Vendors or Service Providers -- Common Project Management Challenges -- Cost -- Time (Schedule) -- Scope Managing Project Success -- Chapter 2 A Lean History of Lean -- Sigma -- Lean Six Sigma Yellow Belt -- Lean Six Sigma Green Belt -- Lean Six Sigma Black Belt -- Lean Six Sigma Master Black Belts -- Five Laws of Lean -- Flow -- Push/Pull -- Value -- Value Stream Mapping -- Chapter 3 Agile Comprehensive with an Emphasis on Scrum -- Earned Value Management -- Recognized Certifications in Agile -- Agile Basic Tools and Techniques -- Scrum -- Sprints -- Sprint Retrospectives -- Agile Stages -- Agile Manufacturing -- Agile Change Management -- Agile Project Management -- Agile Challenges Chapter 4 Initiating the Project -- Project Selection Using the Lean Six Sigma Method -- Stakeholder Analysis -- Process Map -- CTQ Factors -- CTQ Tree -- Suppliers, Input, Process, Output, Customer -- Voice of the Customer -- Affinity Diagram -- SWOT Analysis -- Develop a Business Case -- Feasibility Study -- Project Charter -- Setting Up a Project Management Office -- Forming the Team -- Training the Team -- Chapter 5 The Planning Process -- Work Breakdown Structure -- The Project Plan -- Models for Planning -- Structured Problem Solving When Planning -- PDCA Model -- DMAIC Model -- 3Ps Method 6Ms Method -- 6Ws Approach -- A3 Format: Lean and Agile -- 5 Why Approach: Lean and Agile -- Six Thinking Hats -- Analysis -- Design -- Development -- Implementation -- Evaluation -- Chapter 6 Project Execution -- Evaluation Metrics for Piloting or Testing -- Schedule and Effort/Cost Variance -- Resource Utilization -- Change Requests to Scope of Work -- Number of Problems Reported by Pilot Attendees -- Performance Monitoring -- Provide Project Status -- Chapter 7 Monitoring, Controlling, and Closing a Project -- The Data Collection Plan -- Change Management -- Making Communication Easier Specific Activities -- Managing and Tracking Decisions -- Managing and Tracking Action Items -- Execute and Revise Project Schedule -- Manage Risk -- Cause-and-Effect Matrix -- Control Charts -- Tools -- Celebrate the Success -- Talk about Lessons Learned -- Record Best Practices -- Create Standard Work -- Why Implement Standard Work? -- Elements of Standard Work -- How to Develop Standard Work -- Chapter 8 Applying Lean and Agile Techniques to Project Management Areas of Knowledge Promoted in the PMBOK -- Project Integration Management -- Continuous Integration -- Value Stream Mapping |
| ctrlnum | (OCoLC)1164629146 (DE-599)BVBBV046748829 |
| edition | Second edition |
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| index_date | 2024-07-03T14:41:26Z |
| indexdate | 2025-02-20T07:01:49Z |
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| isbn | 9781000064841 9780429343414 |
| language | English |
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| spellingShingle | Stern, Terra Vanzant Lean and agile project management how to make any project better, faster, and more cost effective Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Preface -- About the Author -- Chapter 1 The Three Faces of Traditional Project Management -- Project Initiation -- Project Planning -- Project Execution -- Project Monitoring and Controlling -- Project Closing -- PRINCE2, Change Management -- Roles and Responsibilities -- Project Team -- Project Manager -- Sponsor -- Steering Committee -- Customer -- Stakeholders -- Vendors or Service Providers -- Common Project Management Challenges -- Cost -- Time (Schedule) -- Scope Managing Project Success -- Chapter 2 A Lean History of Lean -- Sigma -- Lean Six Sigma Yellow Belt -- Lean Six Sigma Green Belt -- Lean Six Sigma Black Belt -- Lean Six Sigma Master Black Belts -- Five Laws of Lean -- Flow -- Push/Pull -- Value -- Value Stream Mapping -- Chapter 3 Agile Comprehensive with an Emphasis on Scrum -- Earned Value Management -- Recognized Certifications in Agile -- Agile Basic Tools and Techniques -- Scrum -- Sprints -- Sprint Retrospectives -- Agile Stages -- Agile Manufacturing -- Agile Change Management -- Agile Project Management -- Agile Challenges Chapter 4 Initiating the Project -- Project Selection Using the Lean Six Sigma Method -- Stakeholder Analysis -- Process Map -- CTQ Factors -- CTQ Tree -- Suppliers, Input, Process, Output, Customer -- Voice of the Customer -- Affinity Diagram -- SWOT Analysis -- Develop a Business Case -- Feasibility Study -- Project Charter -- Setting Up a Project Management Office -- Forming the Team -- Training the Team -- Chapter 5 The Planning Process -- Work Breakdown Structure -- The Project Plan -- Models for Planning -- Structured Problem Solving When Planning -- PDCA Model -- DMAIC Model -- 3Ps Method 6Ms Method -- 6Ws Approach -- A3 Format: Lean and Agile -- 5 Why Approach: Lean and Agile -- Six Thinking Hats -- Analysis -- Design -- Development -- Implementation -- Evaluation -- Chapter 6 Project Execution -- Evaluation Metrics for Piloting or Testing -- Schedule and Effort/Cost Variance -- Resource Utilization -- Change Requests to Scope of Work -- Number of Problems Reported by Pilot Attendees -- Performance Monitoring -- Provide Project Status -- Chapter 7 Monitoring, Controlling, and Closing a Project -- The Data Collection Plan -- Change Management -- Making Communication Easier Specific Activities -- Managing and Tracking Decisions -- Managing and Tracking Action Items -- Execute and Revise Project Schedule -- Manage Risk -- Cause-and-Effect Matrix -- Control Charts -- Tools -- Celebrate the Success -- Talk about Lessons Learned -- Record Best Practices -- Create Standard Work -- Why Implement Standard Work? -- Elements of Standard Work -- How to Develop Standard Work -- Chapter 8 Applying Lean and Agile Techniques to Project Management Areas of Knowledge Promoted in the PMBOK -- Project Integration Management -- Continuous Integration -- Value Stream Mapping BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh BUSINESS & ECONOMICS / Project Management bisacsh Projektmanagement (DE-588)4047441-0 gnd Agilität Management (DE-588)1123527725 gnd Lean Management (DE-588)4300840-9 gnd |
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| title | Lean and agile project management how to make any project better, faster, and more cost effective |
| title_auth | Lean and agile project management how to make any project better, faster, and more cost effective |
| title_exact_search | Lean and agile project management how to make any project better, faster, and more cost effective |
| title_exact_search_txtP | Lean and agile project management how to make any project better, faster, and more cost effective |
| title_full | Lean and agile project management how to make any project better, faster, and more cost effective Terra Vanzant Stern, PhD |
| title_fullStr | Lean and agile project management how to make any project better, faster, and more cost effective Terra Vanzant Stern, PhD |
| title_full_unstemmed | Lean and agile project management how to make any project better, faster, and more cost effective Terra Vanzant Stern, PhD |
| title_short | Lean and agile project management |
| title_sort | lean and agile project management how to make any project better faster and more cost effective |
| title_sub | how to make any project better, faster, and more cost effective |
| topic | BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh BUSINESS & ECONOMICS / Project Management bisacsh Projektmanagement (DE-588)4047441-0 gnd Agilität Management (DE-588)1123527725 gnd Lean Management (DE-588)4300840-9 gnd |
| topic_facet | BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Quality Control BUSINESS & ECONOMICS / Project Management Projektmanagement Agilität Management Lean Management |
| work_keys_str_mv | AT sternterravanzant leanandagileprojectmanagementhowtomakeanyprojectbetterfasterandmorecosteffective |