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Lean and Agile Project Management How to Make Any Project Better, Faster, and More Cost Effective, Second Edition.
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...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Milton :
Productivity Press,
2020.
|
| Edición: | 2nd ed. |
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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