Project Management For Performance Improvement Teams (the Little Big Book Series)

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. Annotation Value proposition, an old concept, is taking on new significance in today's innovation-driven environment. Business focus has shifted from developing many creative ideas to developing only those that will successfully flow through the product cycle and fulfill a customer need. The old approach resulted in less than a 10 percent success rate for concepts that started through the product cycle; this can no longer be tolerated. This new book on value propositions outlines a systematic approach to making an early evaluation of potential projects and programs so you can determine if they can add real value to your organization or its customers--potentially saving you millions of dollars and months of valuable time. Focusing on the necessary data collection efforts, Maximizing Value Propositions to Increase Project Success Rates will help you identify easy opportunities for improvement and will guide you through the process of creating value propositions for the ideas that will drive the organization's future profits. It outlines a four-stage approach to creating value propositions and explains how to create effective value proposition documents. The book illustrates the role of the opportunity center in capturing new ideas, describes how to present value propositions to management, and includes an example of a new product value proposition. Detailing a method for continuous review of the improvement process, it will help you foster an entrepreneurial mind-set within your employees and encourage them to actively search and document value-adding ideas. Through the effective use of value propositions it is completely possible for your organization to increase the number of new products/services it offers to your customers byover 100 percent. It is not unusual for this to result in more than a 40 percent increase in profits per year. Adopting the approach outlined in the text for using value propositions can save your organizations millions of dollars and much time. What could be better than reducing costs while increasing sales? Content: Preface ã ã ã ã ã AcknowledgmentsAbout the AuthorsIntroduction ã ã ã ã ã ã The Traditional Frameworks for Project Management and Continuous ImprovementA Contemporary Framework for Applyingã Project Management to Continuous ImprovementProject Change Management ã ã Project Technology Management ã ã ã ã Stage #1:ã Align the Project ã ã ã ã Stage #2:ã Plan the Project ã ã ã ã ã Stage #3:ã Execute the Project Work ã ã Stage #4:ã Check/Act-On the Latest Performance DataStage #5:ã Confirm the Results (Iterate?) ã ã ã ã Sustaining the Gains and Realizing the Benefits ã ã ã ã Connecting with the Organization's PMO ã ã ã Epilogue ã ã ã ã Glossary of Termsã Index ã About the author -- Introduction -- The traditional frameworks for project management for continual improvement -- A contemporary framework for applying project management to continual improvement for performance improvement teams -- Project change management -- Project technology management -- Chatper 5. stage #1: Align the project -- Stage #2: Plan the project -- Stage #3: Execute the project work -- Stage #4: Check/act-on the latest performance data -- Stage #5: Confirm the results (iterate?) -- Sustaining the gains and realizing the benefits -- Connecting with the organization's pmo -- Epilogue -- Glossary of terms -- Index OverviewVirtual TerminologyFactors Affecting the Movement from Traditional Work Environments to Virtual OrganizationsChallenges of Leading in Virtual OrganizationsLooking Ahead: The Application of Traditional Leadership Models and Theories to Virtual Project ManagementReferencese-Leadership for ProjectsIntroductionDefining e-LeadershipApplication of Traditional Leadership Models and Theories to Virtual Project Management Control-Related Leadership Leadership through Empowerment Transformational and Transactional Leadership Styles Contingency School of Leadership Situationa "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. It shows how to successfully complete a project using a scalable, iterative framework based on an innovative foundation fusing elements of both Project Management and Continuous Improvement to create a "Lean Project Management" model."--Provided by publisher