Lean and agile project management : how to make any project better, faster, and more cost effective, second edition

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
		Takt Time
		Fishbone and Five Whys
		Poka-Yoke
	Project Scope Management
	Project Time Management
	Project Cost Management
	Project Quality Management
	Project Human Resource Management
	Project Communications Management
	Project Risk Management
Chapter 9 A Leaner, More Agile Approach to the Project Management Life Cycle: SSD Project Life Cycle™
	Selection
	Planning
	Execution
	Close Out
Chapter 10 Making the DMAIC Model Leaner and More Agile: Define
	DEFINE, Measure, Analyze, Improve, Control
	Process Mapping
	Project Charter
	SWOT Analysis
	Critical to Quality
	SIPOC Diagram
	Quality Function Deployment
	DMAIC WBS
		Affinity Diagram
		Kano Model
Chapter 11 Making the DMAIC Model Leaner and More Agile: Measure
	Define, MEASURE, Analyze, Improve, Control
	Detailed Process Map
	Benchmarking
	Scorecards
	Failure Mode and Effects Analysis
	Sigma Calculations
	Cp and Pp Indexes
	Measurement Systems Analysis
	Data Collection Plan
Chapter 12 Making the DMAIC Model Leaner and More Agile: Analyze
	Define, Measure, ANALYZE, Improve, Control
	Key Tools: The Big Seven
	Flowchart
	Histogram
	Pareto Chart
	Scatter Diagrams
	Fishbone Diagram
	Check Sheet
	Control Charts
	The Five Whys
	Statistical Thinking
	Statistical Process Control
	Stem-and-Leaf Diagram
	Type I and Type II Errors
	Design of Experiment
	Analysis of Variance
Chapter 13 Making the DMAIC Model Leaner and More Agile: Improve
	Define, Measure, Analyze, IMPROVE, Control
	Project Plan
Chapter 14 Making the DMAIC Model Leaner and More Agile: Control
	Define, Measure, Analyze, Improve, CONTROL
	ROI Calculations
	ROI Formula
	Sustainability
		5S Plans
	Closeout Activities
	Summary of DMAIC
Chapter 15 Ethics and Social Responsibility
	What Project Managers Should Know about Ethics and Values in a Lean and Agile Environment
	Ethics
	Values
Chapter 16 The Lean and Agile Project Leader/Manager Model
	Being Both a Leader and a Manager
	Appreciation of a System
	Knowledge of Variation
	Theory of Knowledge
	Understanding of Psychology
Chapter 17 Change Management Basics: Lean and Agile Project Managers
Chapter 18 Lean and Agile Project Management: International Influences
Chapter 19 ISO 13053 International Standards for Six Sigma
	ISO 13053-1
	ISO 13053-2
Chapter 20 The Difference between Lean and Agile
Appendix A: Lean and Agile Project Management Body of Knowledge (SSD Global Solutions Version 4.2)
Appendix B: Lean and Agile Project Management Terms
Appendix C: Lean Six Sigma Competency Models
Index