LEADER 03429oam 2200517I 450 001 9910163880903321 005 20230810002120.0 010 $a1-315-16608-9 010 $a1-351-67898-1 010 $a1-4987-3917-2 024 7 $a10.1201/9781315166087 035 $a(CKB)3710000001051164 035 $a(MiAaPQ)EBC4799813 035 $a(OCoLC)752398501 035 $a(EXLCZ)993710000001051164 100 $a20180706d20172016 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aLean and agile project management $ehow to make any project better, faster, and more cost effective /$fby Terra Vanzant Stern and PhD 205 $aFirst edition. 210 1$aBoca Raton, FL :$cProductivity Press, an imprint of Taylor and Francis,$d[2017]. 210 4$d©2016 215 $a1 online resource (355 pages) 300 $aIncludes index. 311 $a1-4987-3916-4 327 $tsection 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. 330 3 $aWhen 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. 606 $aProject management 606 $aLean manufacturing 606 $aCost effectiveness 606 $aSix sigma (Quality control standard) 615 0$aProject management. 615 0$aLean manufacturing. 615 0$aCost effectiveness. 615 0$aSix sigma (Quality control standard) 676 $a658.4/013 700 $aVanzant Stern$b PhD, Terra$01242200 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910163880903321 996 $aLean and agile project management$92881388 997 $aUNINA