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How can PMOs--which are renowned for their classic command-and-control structures and often maligned for their lack of flexibility and strangling bureaucracy--even begin to share headspace with terms such as “lean” and “agile”?
Lean governance is a term that is being thrown around a lot, but what exactly does it mean? And is it important for the future of PMOs? Yes, but the challenge for PMOs might be in creating the environment where they can leverage lean governance.
Lean practices have been working miracles in manufacturing for decades, driving early adopters, most notably Toyota, to the top of their markets. Given that track record, lean processes are now cropping up in project management across industries. This article examines how using lean principles can drive waste and inefficiencies out of programs and save millions in the process.
The first installment of this series introduced team development activities in general, including engineering and software development, as being built on three foundations: cooperative games, craft and lean processes. This installment expands on lean processes.
One needs only to "Google" lean project management (LPM) to appreciate the call for a new, more streamlined approach to project management. Is the so-called lean approach to project management necessarily different from traditional project management? If the answer is yes, what is LPM, and more importantly, how does it foster more efficient accomplishment of project work? The purpose of this paper is to explore the concept of LPM by examining a Fortune 100 organization's application of lean to some of its project work.
A bad economy demands heightened scrutiny of costs, but organizations might do better by focusing on shortening their project lead times instead of firing capable people. Some companies are already doing just that through Critical Chain-based project management.
Quality has always been the key factor in successful project management. The philosophies of lean, agile and kaizen are proving to be key enablers of delivering quality products and services consistently.
Our webinar Lean-Driven Project Management shared some lean principles and practices and gave examples of how they could be used in a large variety of projects. Here, the presenter continues the conversation with this Q&A session that followed his presentation.
증거는 이해 당사자 갈등, 규제 및 정책 관련 문제, 부적절한 외부 환경이 주요 원인으로 언급되는 높은 수준의 천연 자원 프로젝트 실패를 보여줍니다. 이는 종종 환경 성과 문제 및 과거 관행의 유산 문제로 인해 발생합니다. 그 외에도 의사 소통의 붕괴와 관련 위험 및 요구 사항의 불완전한 식별이 근본 원인으로 인식되었습니다.
High workforce performance cannot be maintained when knowledge management is not administered properly. So why is the necessary support so rare?
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Egotism is the anesthetic that dulls the pain of stupidity. - Frank Leahy |
