Lean Project Management

Detalles Bibliográficos
Otros Autores:	Hüsselmann, Claus, author (author)
Formato:	Libro electrónico
Idioma:	Inglés
Publicado:	Abingdon, Oxon : Routledge 2024.
Materias:	Project management.
Ver en Biblioteca Universitat Ramon Llull:	https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009809019306719

Tabla de Contenidos:

Cover
Half Title
Title Page
Copyright Page
Table of Contents
Foreword
Preface
Acknowledgement
Summaries
Introduction
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Introduction
Challenges in Modern Project Management
Motivation for Lean Project Management
1 Basics for Lean Project Management
1.1 Project Management
1.1.1 Value Creation Through Projects
1.1.2 The Unified Project Management Framework for PM
1.2 Basics of Lean Management
1.2.1 Origin From Production
1.2.2 Identification of Waste
1.2.3 Core Principles of Lean Management
2 Agility and Complexity
2.1 The Essence of Agility
2.1.1 Motivation
2.1.2 Origin of the Term
2.1.3 Agility - a Definition of the Term
2.1.4 Core Principles and Practices of Agility
2.1.5 Hybrid Approaches
2.1.6 Examples of Hybrid Project Approaches
2.1.6.1 Bimodal Design
2.1.6.2 Evolutionary Design
2.1.6.3 Best-Of-Breed Design
2.2 How Much PM Is in Scrum?
2.2.1 The Scrum Framework
2.2.2 The Delta Analysis
2.2.3 Results of the Practices and Methods
2.2.4 The Process Analysis in Detail
2.3 Dealing With Complexity
2.3.1 What Does Complexity Mean?
2.3.2 Definition of Terms
2.3.3 Procedure
2.3.4 Handling
2.3.5 The Dilemma of Complexity
2.3.6 The Quintessence of Managing Complexity
3 Core Principles of Lean Project Management
3.1 Definition of Lean PM
3.2 Waste in Projects
3.3 Interpretation of the Lean Management Core Principles
3.3.1 Customer and Value Concept
3.3.1.1 Customer - General Definition and Characteristics
3.3.1.2 Transfer of the Customer Concept to Projects
3.3.1.3 Identification and Characteristics of the Value Streams in the Project
3.3.2 Flow- and Pull-Principle.
3.3.2.1 Flow in the Technical-Progressive Project Processing
3.3.2.2 Flow in the PM Processes
3.3.2.3 How Can the Pull Principle Be Implemented in the Project?
3.3.2.4 What Does the Pull Principle Mean for the Project Approach Level?
3.3.2.5 What Does the Pull Principle Mean for the PM Level?
3.3.3 Perfection
3.3.4 Project Products
3.3.5 Application of the Lean Principles
3.4 Action Maxims for Lean PM
3.4.1 Selected Well-Known Guiding Principles for Action
3.4.2 The 3Gs for Lean Project Management
4 Practices of Lean Project Management
4.1 What Are Practices?
4.2 Integrative Contract Design
4.2.1 Characteristics
4.2.2 The Relational Contract
4.2.3 The Agile Fixed Price Contract
4.3 Breathing Scope
4.3.1 Definition of the Breathing Scope
4.3.2 The MuSCoW System
4.3.3 Target Value Design
4.3.4 Weighted Shortest Job First
4.4 Goal-Oriented, Flexible Project Planning
4.4.1 Last Responsible Moment
4.4.2 Set-Based Design
4.4.3 Rolling Wave Planning
4.4.4 Last Planner
4.5 Process-Oriented Control
4.5.1 Value Stream Method
4.5.2 Project Kanban
4.6 Continuous Improvement
4.6.1 Kaizen/Continuous Improvement Process
4.6.2 Retrospectives/Lessons Learned
4.7 Further Practices
4.7.1 Voice of the Customer and User Story
4.7.2 Expense Calculation
4.7.2.1 Three-Point Estimate
4.7.2.2 Effort Driver-Based Estimation
4.7.2.3 Planning Poker
4.7.3 Defect Avoidance
4.7.3.1 Poka Yoke
4.7.3.2 Nudging
4.7.3.3 Failure Mode and Effects Analysis
4.7.4 Cause Identification
4.7.4.1 (Typed) Ishikawa Diagram
4.7.4.2 5W Questioning Technique
4.7.5 Facilitating Work
4.7.5.1 Visual Management
4.7.6 5S Method
4.7.7 Complementary Practices
4.8 Agile Or Classic? - the Agilometer
4.9 The PM Value Stream Analysis.
4.9.1 The Identification of Value Streams
4.9.2 Lean Project Risk Management
4.9.3 Lean Project Knowledge Management
5 Use Cases of Lean Project Management
5.1 Case Study 1 - Personnel Management System
5.1.1 The Project at a Glance
5.1.2 Personnel and Organisation
5.1.3 Procedures and Project Flow
5.1.4 Scope and Task Management
5.1.5 Other Elements
5.2 Case Study 2 - ZLP (Central Police Control Centre)
5.2.1 The Project at a Glance
5.2.2 Scope Management
5.2.3 Project Organisation
5.2.4 Project Planning and Control
5.2.5 Mission Orientation
5.2.6 Other Selected PM Disciplines
6 Analysing the Conditions of a Project
6.1 Classification of Projects
6.2 Project Characterisation Criteria
6.2.1 General Alignment of the PM System
6.2.2 Case Study: Creating an Audio Tour
6.3 Overall View of the PM System Adaptation
7 Implementation of Lean Project Management
7.1 Organisational Classification
7.1.1 Cultural Framework
7.1.2 Systemic View
7.1.3 Employee-Related Leadership
7.1.4 Project-Related Application of Lean PM
7.1.4.1 Derivation
7.1.4.2 Improvement of the Corporate PM System
7.1.4.3 Setting Up the PM System of a Project
7.1.4.4 Problem Solving in an Ongoing Project
7.1.4.5 Use in the Project
7.2 Procedure for the Introduction
7.2.1 Introduction of Lean PM as a Change Project
7.2.1.1 Procedure Model
7.2.1.2 Success Factors
7.2.2 Technical Procedure
7.2.3 Practices in Project Implementation
7.2.4 Success Factors in the Implementation of Lean PM
8 Perspective of Lean Project Portfolio Management
8.1 Background of Project Portfolio Management
8.2 Criticism of the Classic PPM
8.3 Success Factors in Project Portfolio Management
8.4 Approaches to Increase the Agility of Project Portfolio Management.
8.5 Application of the Lean Core Principles
8.5.1 Basics
Waste in PPM?
Customer in PPM?
Value Streams in PPM?
Flow Principle in PPM?
Pull Principle in PPM?
Perfection in the PPM?
Interpretation of the Core Principles of PPM
8.5.2 Customer and Value in PPM
8.5.3 Value Streams in PPM
8.5.4 Waste in PPM
8.5.5 Flow Principle in PPM
8.5.5.1 First Defect Stop
8.5.5.2 One-Piece Flow
8.5.6 Pull Principle in PPM
8.5.7 Perfection in the PPM
8.6 Preliminary Concluding Remarks On Lean-Agile PPM
References
Index.

Lean Project Management

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