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Project Management for Performance Improvement Teams

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Title: Project Management for Performance Improvement Teams
Author: H. James Harrington, William S. Ruggles
ISBN: 1466572558 / 9781466572553
Format: Soft Cover
Pages: 185
Publisher: Productivity Press
Year: 2018
Availability: 2 to 3 weeks
     
 
  • Description
  • Feature
  • Contents

Project Management for Performance Improvement Teams (or, PM4PITs, for short) provides practical guidance based on innovative concepts for project teams -- especially Performance Improvement Teams (PITs)—and their Project Managers on how to successfully complete individual projects and programs using an ingenious and scalable framework based on an innovative foundation fusing together elements of Project Management, Innovation Management, and Continual Improvement. This book lays out how Project and Program Managers and their teams can "do those right projects the right way," one project at a time.

It details what continual improvement, change, and innovation are, why they are so important, and how they apply to performance improvement—both incremental and transformative. The authors examine the four types of work and workforce management in organizations, Strategic, Operations, Projects, and Crises, using four common comparative variables: Proactive/Preventive versus Reactive/Corrective, Temporary/Unique versus Ongoing/Repetitive, Innovative versus Maintaining the Status Quo, and Schedule Focus: Fiscal Year versus Short Term versus Long Term. These comparisons set the stage for the uniqueness of the third type: Projects (and Programs) that are fundamentally change-driven.

  • Highlights the shortcomings of the traditional frameworks for Project Management and Continuous Improvement when applied to 21st-century performance excellence initiatives.
  • Presents a contemporary framework for managing 21st-century projects with 2 case studies: one for a non-profit healthcare program and the other for a for-profit pharmaceutical company.
  • Emphasizes continuous improvement applied to performance improvement projects.
  • Adds two new "performance domains" for managing 21st-century projects: "Project Change Management" and "Project Technology Management".
  • Shows how to ensure a project is aligned with its Business Case throughout the life cycle to ensure the promised benefits are delivered in a cost-effective, timely fashion.

Preface
Acknowledgments
About the Authors
Introduction

Chapter 1 : The Traditional Frameworks for Project Management and Continuous Improvement
Chapter 2 : A Contemporary Framework for Applying%u3000Project Management to Continuous Improvement
Chapter 3 : Project Change Management
Chapter 4 : Project Technology Management
Chapter 5 : Stage #1 : Align the Project
Chapter 6 : Stage #2 : Plan the Project
Chapter 7 : Stage #3 : Execute the Project Work
Chapter 8 : Stage #4 : Check/Act-On the Latest Performance Data
Chapter 9 : Stage #5 : Confirm the Results (Iterate?)
Chapter 10 : Sustaining the Gains and Realizing the Benefits
Chapter 11 : Connecting with the Organization’s PMO

Epilogue
Glossary of Terms
Index

 
 
 
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