book

Project Management for Performance Improvement Teams

Name: Project Management for Performance Improvement Teams
ISBN: 9781351643962

by William S. Ruggles, H. James Harrington

March 2018

Intermediate to advanced

225 pages

5h 9m

English

Productivity Press

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Cover
Half Title
Series Page
Title Page
Copyright Page
Dedication
Table of Contents
Preface
Acknowledgments
About the Authors

Introduction
Chapter 1 The Traditional Frameworks for Project Management and Continual Improvement
IntroductionTraditional Project Management FrameworkWhat’s Wrong with the Traditional Framework for Project Management?Shortcoming #1: The Outdated “Triple Constraint” and the “Iron Triangle” ConceptsShortcoming #2: Two Missing Project Management Knowledge Areas and 12 ProcessesShortcoming #3: The Ambiguous Interrelationships among and Interactions between the Five Project Management Process GroupsTraditional Continual Improvement FrameworkWhat’s Wrong with the Traditional Framework for Continual Improvement?Shortcoming #1: Overloaded “Plan” StepShortcoming #2: Overlooked “Check” StepShortcoming #3: Inadequate “Act” StepShortcoming #4: Prevention Is Missing—Inadequate Focus on New Product Design and Performance ReliabilityA Better WayReferences
Chapter 2 A Contemporary Framework for Applying Project Management and Continual Improvement for Performance Improvement Teams
IntroductionContemporary Project Management FrameworkCorrecting The Shortcomings of The Tradtional Framework for Project ManagementThe Basic VersionThe Expanded VersionContemporary Continual Improvement FrameworkCorrecting the Shortcomings of the Traditional Framework for Continual ImprovementCombined Contemporary FrameworkA Summary of Our Iterative APECC FrameworkReferences
Chapter 3 Project Change Management (PCM)
IntroductionProject Change Management ProcessesSummaryReferences
Chapter 4 Project Technology Management (PTechM)
IntroductionProject Technology Management ProcessesSummaryReferences
Chapter 5 Stage #1: Align the Project
IntroductionAlign the ProjectPM4PITs Scalable Approach Options—Full, Lean, or HybridAlign Stage–Full Approach: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Align Stage–Full ApproachKey Iterative Steps for the Align Stage–Full ApproachKey Outputs for the Align Stage–Full ApproachAlign Stage–Lean Approach: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Align Stage–Lean ApproachKey Iterative Steps for the Align Stage–Lean ApproachKey Outputs for the Align Stage–Lean ApproachAlign Stage–Hybrid Approach: Processes, Key Inputs, Key Steps, and Key OutputsSummaryReferences
Chapter 6 Stage #2: Plan the Project
IntroductionPlan the ProjectPlan Stage–Full: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Plan Stage–Full ApproachKey Iterative Steps for the Plan Stage–Full ApproachKey Outputs for the Plan Stage–Full ApproachPlan Stage–Lean: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Plan Stage–Lean ApproachKey Iterative Steps for the Plan Stage–Lean ApproachKey Outputs for the Plan Stage–Lean ApproachPlan Stage–Hybrid Approach: Processes, Key Inputs, Key Steps, and Key OutputsSummary
Chapter 7 Stage #3: Execute the Project Work
IntroductionExecute the Project WorkExecute Stage–Full: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Execute Stage–Full ApproachKey Iterative Steps for the Execute Stage–Full ApproachKey Outputs for the Execute Stage–Full ApproachExecute Stage–Lean: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Execute Stage–Lean ApproachKey Iterative Steps for the Execute Stage–Lean ApproachKey Outputs for the Execute Stage–Lean ApproachExecute Stage–Hybrid Approach: Processes, Key Inputs, Key Steps, and Key OutputsSummary
Chapter 8 Stage #4: Check/Act on the Latest Performance Data
IntroductionCheck the Latest Performance to DateCheck/Act Stage–Full: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Check/Act Stage–Full ApproachKey Iterative Steps for the Check/Act Stage–Full ApproachKey Outputs for Check/Act Stage–Full ApproachCheck/Act Stage-Lean: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Check/Act Stage–Lean ApproachKey Iterative Steps for the Check/Act Stage–Lean ApproachKey Outputs for Check/Act Stage–Lean ApproachCheck/Act Stage–Hybrid Approach: Processes, Key Inputs, Key Steps, and Key OutputsSummary
Chapter 9 Stage #5: Confirm the Results (Iterate?)
IntroductionConfirm the ResultsConfirm Stage–Full: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Confirm Stage–Full ApproachKey Iterative Steps for the Confirm Stage–Full ApproachKey Confirm Stage–Full Approach OutputsConfirm Stage–Lean: Processes, Key Inputs, Key Steps, and Key OutputsKey Inputs for the Confirm Stage–Lean ApproachKey Iterative Steps for the Confirm Stage–Full ApproachKey Confirm Stage Outputs–Lean ApproachConfirm Stage–Hybrid Approach: Processes, Key Inputs, Key Steps, and Key OutputsSummary
Chapter 10 Sustaining the Gains and Realizing the Benefits
IntroductionProject Benefits Management PlanSustain-The-Change Management PlanImplementation PlanSummaryReferences
Chapter 11 Connecting with the Organization’s PMO
IntroductionReferences
Epilogue
Glossary of Terms
Index

Content preview from Project Management for Performance Improvement Teams

11 Connecting with the Organization’s PMO

INTRODUCTION

One of the biggest wastes occurring today in organizations in both the private and public sectors is the high percentage of failed projects and programs with many of them performance improvement projects and programs. Billions of dollars are flushed down the drain and millions of employee hours are wasted each year that should be directed toward improving our work culture, our natural environment, and advancements in science, technology, engineering, and math (STEM). Redeploying 25 percent of these wasted resources to medical research, for example, could result in huge gains in decreasing mortality rates and extending life expectancy.

As we declared in a previous book,¹ there are many ...

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Project Management for Performance Improvement Teams

by William S. Ruggles, H. James Harrington

11

Connecting with the Organization’s PMO

INTRODUCTION

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