Lean Project Management - How to Apply Lean Thinking to Project Management

Description

This book shows how the principles of Lean Management can be applied to project management and how some typical problems of project management can be solved  by this.  The author first provides a  theoretical description of what project management is about and explains its tasks and methods as well as its limitations. He also describes how the Lean idea came about and derives five principles from it that can also be applied to project management. Along these principles, the author then  elaborates typical current challenges of project management and shows how these challenges can be tackled through Lean Project Management. In doing so, he does not stop at the level of principles, but describes specific tasks and tools that are useful especially for experienced practitioners of project management.  This book is a translation of the original German 1st edition Lean Project Management – Wie man den Lean-Gedanken im Projektmanagement einsetzen kann  by Rainer Erne, published by Springer Fachmedien Wiesbaden GmbH, part of Springer Nature in 2019. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors. Contents Why an Additional Book on Project Management? References What Is the Meaning and Use of Project Management? 2.1 Definition of a Project Are the Following Ventures Projects? 2.2 Tasks of Project Management 2.3 Effectiveness and Limitations of Project Management Standards Conclusion 2.4 Possible Sources of Waste in Project Management 2.5 Minimizing Waste in Project Management Through Agile Approaches References What Are the Key Ideas of `Lean´? 3.1 The Emergence of the `Lean´ Idea Conclusion 3.2 The Spread of the `Lean´ Idea 3.3 The Key Points of `Lean´ Idea References How Can Projects Be Managed in a `Lean´ Way? 4.1 Principle 1: Identify the Best Possible Cost-Benefit Ratio from the Customer´s Point of View Problem Definition Case Study: Segway PT Study: Value Creation Through Projects Tasks Tools Case Study: Project Outline for a Post-merger Integration 4.2 Principle 2: Define the Minimum Value-Adding Work Packages and Work Processes Problem Definition Case Study: Standardization of Project Management at Ericsson Study: Management Overhead in U.S. Companies Tasks Case Study: ``Lean Meetings and Reportings´´ at Goodyear Tools Case Study: Project Plan for a Post-merger Integration Case Study: Project Management Processes in a Company 4.3 Principle 3: Establish Clear Responsibilities, Tasks and Authorities on the Lowest Possible Organizational Level Problem Definition Case Study: Project Organization of a Major Project Case Study: Anna Gets the Leadership Role Tasks Tools Case Study: An Efficient Project Organization 4.4 Principle 4: Ensure a Continuous Flow of Results by Limiting Work in Progress Problem Definition Case Study: Toggotec Study: Status and Consequences of Multitasking in Project Management Case Study: Damages in Multi-project Management of IT Companies Tasks Tools Case Study: Infinite Open Item Lists 4.5 Principle 5: Identify Defects Immediately and Remove or Repair Them Problem Definition Case Study: Billions in Losses for the German Economy Study: Project Reviews and Lessons Learned Are Often Only an End in Themselves in the Further Course of the Project Study: The Use of a Specific Project Management Method Does Not Necessarily Lead to Effective Value Contribution Management Study: Benefit Realization as the Most Difficult Project Management Process to Embed Tasks Tools Case Study: Quality Problems in the Project References Can ``Lean Project Management´´ Be Standardized Throughout the Organization? 5.1 Organization-Wide Standardization Efforts in Project Management Case Study: Standardization Initiative at a Supplier of Railway Safety Technology 5.2 Standardization of Lean Project Management References Index