280 pages | 50 B/W Illus.
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, is 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 principals 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.
Foreword. Preface. About the Author. Chapter 1 The Three Faces of Traditional Project Management. Chapter 2 A Lean History of Lean. Chapter 3 Agile Comprehensive with an Emphasis on Scrum. Chapter 4 Initiating the Project. Chapter 5 The Planning Process. Chapter 6 Project Execution. Chapter 7 Monitoring, Controlling, and Closing a Project. Chapter 8 Applying Lean and Agile Techniques to Project Management Areas of Knowledge Promoted in the PMBOK®. Chapter 9 A Leaner, More Agile Approach to the Project Management Life Cycle: SSD Project Life Cycle™. Chapter 10 Making the DMAIC Model Leaner and More Agile: Define. Chapter 11 Making the DMAIC Model Leaner and More Agile: Measure. Chapter 12 Making the DMAIC Model Leaner and More Agile: Analyze. Chapter 13 Making the DMAIC Model Leaner and More Agile: Improve. Chapter 14 Making the DMAIC Model Leaner and More Agile: Control. Chapter 15 Ethics and Social Responsibility. Chapter 16 The Lean and Agile Project Leader/Manager Model. Chapter 17 Change Management Basics: Lean and Agile Project Managers. Chapter 18 Lean and Agile Project Management- International Influences. Chapter 19 ISO 13053 International Standards for Six Sigma. Chapter 20 The Difference Between Lean and Agile. Appendix A. Appendix B.