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Project Management for Performance Improvement Teams by H. James Harrington, William S. Ruggles

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1

The Traditional Frameworks for Project Management and Continual Improvement

INTRODUCTION

“I have been assigned to manage a series of projects over the past few years, each of which has had a set of expectations—‘good, fast, and cheap’—that when combined, I believe to be both unreasonable and impractical. When it first happened, I tried hard to get my project teams to achieve all three expectations, but I soon learned that there was never enough time or money to do all the work right the first time. So, we’ve usually resorted to doing the best we could with what we had, and failing; then, we ended up making the time and finding the money to fix it…seemingly forever! That’s not what I call ‘successful’!”

We’ve heard this “rant” over and ...

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