Measuring and Improving Performance : Information Technology Applications in Lean Systems book cover
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Measuring and Improving Performance
Information Technology Applications in Lean Systems




ISBN 9781420084184
Published August 26, 2009 by CRC Press
280 Pages 74 B/W Illustrations

 
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Book Description

As a pioneer in Lean improvement methods, Jim Martin was among the first to suggest that truly successful Lean initiatives are those applied across every facet of an organization, not just on the shop floor. Building on this concept, Martin demonstrates that one of the most effective ways to implement operational improvements across an organization is to approach it through the resource that permeates every facet of a modern organization—information technology.

Measuring and Improving Performance: Information Technology Applications in Lean Systems explains how the effective use of Lean project management methodologies can increase the productivity of information system deployment in service and manufacturing organizations. Starting with an overview of Lean and agile project management principles, the author walks readers through the implementation of Lean practices across key aspects of IT systems.

Created to provide Lean and Six Sigma practitioners with a clear understanding of the important concepts related to the creation and modification of software to support process improvement activities across Lean systems, this reference book:

  • Details how to apply Lean principles to IT systems on a global scale
  • Explains how to design IT systems capable of meeting evolving customer needs and expectations
  • Covers several project management methods including agile project management (APM), agile unified process (AUP), SCRUM, extreme programming (EP)
  • Identifies the operational issues that can help project execution and those that can hinder it

Complete with roadmaps and checklists, this book will help busy IT and Lean professionals discover more efficient ways to monitor business activity, gather business intelligence, manage and analyze business processes, and ultimately—increase overall operational efficiency.

Table of Contents

IT PROJECT MANAGEMENT CONCEPTS

 

Highly Structured Project Management

 

Capability Maturity Models

 

Highly Structured Project Management

 

Factors for Managing Project Risk

 

Classic Project Management Activities

 

Key Requirements Characteristics

 

Common Design Issues

 

Agile Project Management with Scrum

 

Open Exchange of Information to Stakeholders

 

Visual Display of Project Information

 

Provide Rapid Feedback of Project Status

 

Use Efficient Design Methods

 

Verify and Translate User Requirements

 

Develop Multigenerational Designs

 

End-User Control

 

PROCESS IMPROVEMENT METHODS

 

Accelerating Organizational Change

 

Change Readiness

 

Key Change Tools and Methods

 

Developing Project Charters

 

Team Authority and Clarity

 

Key Stakeholder Analysis

 

Analyzing Promoting and Restraining Factors

 

Analyzing Organizational Structures

 

Managing Project Risk and Issues

 

Planning Project Communications

 

Managing Lean IT Projects

 

Translating Customer Requirements

 

Key Design Goals

 

Translating Customer Requirements

 

Kano Needs

 

Value Expectations

 

Collecting the Customer Information

 

Specifications

 

Reasons for Poor Specification of Requirements

 

Translating Critical-to-Quality (CTQ) Requirements

 

Using the Analytical Hierarchy Process (AHP)

 

Analytical Hierarchy Process (AHP) Ranking Scale

 

Prioritizing Design Alternatives Using a Pugh Matrix

 

Mapping Specifications to Systems

 

Understanding Lean Concepts

 

Seven Forms of Waste

 

Lean Tenets

 

Lean Versus Agile Project Management (APM)

 

Reorganize Work Environment

 

Create a High-Performance Work Team

 

Understand Customer Value

 

Develop Metrics and Measurement Systems

 

Link Work Operations

 

Level Demand of a Scrum Sprint

 

Simplify Work

 

Standardize Work

 

Apply Mistake-Proofing Methods

 

Balance the Flow of Work between Team Members

 

Manage Bottlenecks

 

Use Transfer Batches

 

Reduce Setup Time

 

Maintain System Availability

 

Implement a Pull Scheduling System

 

Software Development and Project Support

 

Development of System Specifications

 

Capturing Stakeholder Requirements

 

Use Cases

 

E-Commerce Example

 

Key Concepts of Efficient Software Design

 

Software Quality Assurance

 

Software Documentation

 

Configuration Management

 

Software Testing

 

Software Deployment and Distribution

 

PROCESS INTEGRATION

 

Lean IT Applications in Manufacturing and Service Systems

 

Information Technology (IT) Applications in Lean Systems

 

Manufacturing Systems

 

Enterprise Resource Planning (ERP)

 

Forecasting

 

Capacity Requirements Planning (CRP)

 

Master Production Schedule (MPS)

 

Quick Response Manufacturing (QRM) Systems

 

Manufacturing Resource Planning (MRPII)

 

Manufacturing Automation Protocol (MAP)

 

Distribution Requirements Planning (DRP)

 

Warehouse Management System (WMS)

 

Advanced Shipping Notification (ASN)

 

Service Systems

 

Workflow Management (WM)

 

Enterprise Application Integration (EAI)

 

Business Activity Monitoring (BAM)

 

Business Intelligence (BI)

 

Business Process Modeling and Analysis (BMA)

 

Business Process Management (BPM)

 

Business Process Management Suite (BPMS)

 

Measuring and Improving Performance

 

IT Governance

 

Governmental and Industry Standards

 

Measuring and Improving Performance

 

Performance Metrics and Dashboards

 

Measuring Lean IT Project Teams

 

Measuring Software Creation and Deployment

 

Measuring the Software Testing Process

 

Measuring the Performance of Lean Systems

 

Mapping Project and Design Metrics

 

Measuring and Improving Performance

 

Lean IT Applications

 

Conclusion

 

Glossary

 

Appendix: List of Figures and Tables

 

Index

 

Each Chapter Starts With an "Overview" and Concludes With a  "Summary" and "Suggested Reading"

 

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