book

Lean Project Management

Name: Lean Project Management
Author: Claus Hüsselmann
ISBN: 9781000991321

by Claus Hüsselmann

October 2023

Intermediate to advanced

260 pages

8h 21m

English

Routledge

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Cover
Half Title
Title Page
Copyright Page
Table of Contents
Foreword
Preface
Acknowledgement
Summaries
Introduction
Challenges in modern project managementMotivation for Lean Project Management

1 Basics for Lean Project Management
1.1 Project management1.1.1 Value creation through projects1.1.2 The Unified Project Management Framework for PM1.2 Basics of Lean Management1.2.1 Origin from production1.2.2 Identification of waste1.2.3 Core principles of Lean Management
2 Agility and Complexity
2.1 The essence of agility2.1.1 Motivation2.1.2 Origin of the term2.1.3 Agility – a definition of the term2.1.4 Core principles and practices of agility2.1.5 Hybrid approaches2.1.6 Examples of hybrid project approaches2.2 How much PM is in Scrum?2.2.1 The Scrum Framework2.2.2 The Delta Analysis2.2.3 Results of the practices and methods2.2.4 The process analysis in detail2.3 Dealing with complexity2.3.1 What does complexity mean?2.3.2 Definition of terms2.3.3 Procedure2.3.4 Handling2.3.5 The dilemma of complexity2.3.6 The quintessence of managing complexity
3 Core Principles of Lean Project Management
3.1 Definition of Lean PM3.2 Waste in projects3.3 Interpretation of the Lean Management core principles3.3.1 Customer and value concept3.3.2 Flow- and pull-principle3.3.3 Perfection3.3.4 Project products3.3.5 Application of the Lean principles3.4 Action maxims for Lean PM3.4.1 Selected well-known guiding principles for action3.4.2 The 3Gs for Lean Project Management
4 Practices of Lean Project Management
4.1 What are practices?4.2 Integrative contract design4.2.1 Characteristics4.2.2 The relational contract4.2.3 The agile fixed price contract4.3 Breathing scope4.3.1 Definition of the breathing scope4.3.2 The MuSCoW system4.3.3 Target Value Design4.3.4 Weighted Shortest Job First4.4 Goal-oriented, flexible project planning4.4.1 Last Responsible Moment4.4.2 Set-based design4.4.3 Rolling wave planning4.4.4 Last Planner4.5 Process-oriented control4.5.1 Value stream method4.5.2 Project Kanban4.6 Continuous improvement4.6.1 Kaizen/Continuous improvement process4.6.2 Retrospectives/Lessons Learned4.7 Further practices4.7.1 Voice of the Customer and User Story4.7.2 Expense calculation4.7.3 Defect avoidance4.7.4 Cause identification4.7.5 Facilitating work4.7.6 5S method4.7.7 Complementary practices4.8 Agile or classic? – the Agilometer4.9 The PM Value Stream Analysis4.9.1 The identification of value streams4.9.2 Lean Project Risk Management4.9.3 Lean Project Knowledge Management
5 Use Cases of Lean Project Management
5.1 Case study 1 – Personnel management system5.1.1 The project at a glance5.1.2 Personnel and organisation5.1.3 Procedures and project flow5.1.4 Scope and task management5.1.5 Other elements5.2 Case study 2 – ZLP (Central Police Control Centre)5.2.1 The project at a glance5.2.2 Scope management5.2.3 Project organisation5.2.4 Project planning and control5.2.5 Mission orientation5.2.6 Other selected PM disciplines
6 Analysing the Conditions of a Project
6.1 Classification of projects6.2 Project characterisation criteria6.2.1 General alignment of the PM system6.2.2 Case study: Creating an audio tour6.3 Overall view of the PM system adaptation
7 Implementation of Lean Project Management
7.1 Organisational classification7.1.1 Cultural framework7.1.2 Systemic view7.1.3 Employee-related leadership7.1.4 Project-related application of Lean PM7.2 Procedure for the introduction7.2.1 Introduction of Lean PM as a change project7.2.2 Technical procedure7.2.3 Practices in project implementation7.2.4 Success factors in the implementation of Lean PM
8 Perspective of Lean Project Portfolio Management
8.1 Background of project portfolio management8.2 Criticism of the classic PPM8.3 Success factors in project portfolio management8.4 Approaches to increase the agility of project portfolio management8.5 Application of the lean core principles8.5.1 BasicsValue streams in PPM?8.5.2 Customer and value in PPM8.5.3 Value streams in PPM8.5.4 Waste in PPM8.5.5 Flow principle in PPM8.5.6 Pull principle in PPM8.5.7 Perfection in the PPM8.6 Preliminary concluding remarks on Lean-Agile PPM
References
Index

Content preview from Lean Project Management

Foreword

In the middle of the last century, Toyota developed management principles that were instrumental in helping the Japanese car industry to catch up with Western car manufacturers, and in many cases to outperform them.

Western car manufacturers had relied for too long on their supposed economies of scale and a supposedly secure market situation with stable demand. Processes and planning were unable to respond to short-term fluctuations. Long-term detailed plans that left little room for change and were often unrealistic led to management methods and products that lagged behind customer requirements, resulting in high costs, errors and waste.

At the end of the 1980s, the opportunities offered by the so-called "Toyota Production System" ...

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Lean Project Management

by Claus Hüsselmann

Foreword

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.