03429oam 2200517I 450 991016388090332120230810002120.01-315-16608-91-351-67898-11-4987-3917-210.1201/9781315166087 (CKB)3710000001051164(MiAaPQ)EBC4799813(OCoLC)752398501(EXLCZ)99371000000105116420180706d20172016 uy 0engurcnu||||||||rdacontentrdamediardacarrierLean and agile project management how to make any project better, faster, and more cost effective /by Terra Vanzant Stern and PhDFirst edition.Boca Raton, FL :Productivity Press, an imprint of Taylor and Francis,[2017].©20161 online resource (355 pages)Includes index.1-4987-3916-4 section 1 Understanding Project Management Theory -- chapter 1 The Three Faces of Traditional Project Management -- chapter 2 A Lean History of Lean -- chapter 3 Agile Comprehensive -- section 2 Applying Lean and Agile to the Project Management Life Cycle -- chapter 4 Initiating the Project -- chapter 5 The Planning Process -- chapter 6 Project Execution -- chapter 7 Monitoring, Controlling, and Closing a Project -- chapter 8 Applying Lean and Agile Techniques to Project Management Areas of Knowledge Promoted in the PMBOK® -- section 3 Applying Lean, Agile, and Traditional Project Management to the DMAIC Process -- chapter 9 Making the DMAIC Model More Lean for Project Managers: Define -- chapter 10 Making the DMAIC Model More Lean and Agile: Measure -- chapter 11 Making the DMAIC Model More Lean and Agile: Analyze -- chapter 12 Making the DMAIC Model More Lean and Agile: Improve -- chapter 13 Making the DMAIC Model More Lean and Agile: Control -- section 4 Human Performance Problems in Maintenanc -- chapter 14 Ethics and Social Responsibility -- chapter 15 The Lean and Agile Project Manager -- chapter 16 Change Management Basics for Lean and Agile Project Managers n * -- chapter 17 Lean and Agile Project Management International -- chapter 18 ISO 13053 International Standards for Six Sigma.When project managers are faced with budget cuts and fewer resources, waste elimination becomes a priority in maintaining effectiveness. This does not mean shortening or abandoning traditional project cycles, though. In fact, fast results on critical assignments can only be completed with strong plans and a detailed work-breakdown structure. The connections, or lack thereof, are what strongly impact performance and quality. This book defines nine wastes found in project management and demonstrates how they can be addressed with lean technology.Project managementLean manufacturingCost effectivenessSix sigma (Quality control standard)Project management.Lean manufacturing.Cost effectiveness.Six sigma (Quality control standard)658.4/013Vanzant Stern PhD, Terra1242200FlBoTFGFlBoTFGBOOK9910163880903321Lean and agile project management2881388UNINA02046oam 2200517Ia 450 991069913420332120230902162250.0(CKB)5470000002400556(OCoLC)436870521(EXLCZ)99547000000240055620090916d2009 ua 0engurcn|||||||||txtrdacontentcrdamediacrrdacarrierHelping students navigate the path to college[electronic resource] what high schools can do /William G. Tierney ... [and others]Washington, DC :National Center for Education Evaluation and Regional Assistance, Institute of Education Sciences, U.S. Dept. of Education,[2009]1 online resource (iv, 80) pages digital, PDF fileIES practice guideTitle from title screen (viewed on Sept. 16, 2009)."September 2009.""What Works Clearinghouse"--Cover."NCEE 2009-4066."Includes bibliographical references.IES practice guide.Helping students navigate the path to college High schoolsCurriculaUnited StatesCounseling in secondary educationUnited StatesEducation, SecondaryAims and objectivesUnited StatesHigh school teachingUnited StatesHigh schoolsCurriculaCounseling in secondary educationEducation, SecondaryAims and objectivesHigh school teachingTierney William G1082793What Works Clearinghouse (Institute of Education Sciences)Institute of Education Sciences (U.S.)National Center for Education Evaluation and Regional Assistance (U.S.)NIENIEGPOBOOK9910699134203321Helping students navigate the path to college3444687UNINA