How to Save a Failing Project: Chaos to Control | by Ralph R. Young, Steven M. Brady and Dennis C. Nagle | 2009 | ISBN: 9781567262391. Project Management Books. How To Minimize The Risk Of Project Failure.
How to Save a Failing Project: Chaos to Control
by Ralph R. Young, Steven M. Brady and Dennis C. Nagle
2009 (262 pages)
ISBN:9781567262391
Giving you the knowledge, insight and tools you need to recognize that a project is in trouble, this book helps you determine what to do about it, transform a failing project into a successful one, and keep from getting into difficulty on future projects.
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How to Save a Failing Project—Chaos to Control
Foreword
Preface
Introduction
Overview
Which Processes and Practices Are Critical?
In Brief
Suggested Reading and Resources
Part I – Project Awareness—How To Recognize A Failing Project
Chapter 1 – Why Projects Fail
Overview
Key Factors Leading to Failure
The End Results of a Failed Project
In Brief
Suggested Reading and Resources
Chapter 2 – Is Your Project Out of Control?
Overview
Missed Milestones or Deliverables
Lack of Product Quality
Different Opinions of the Project’s Purpose
Failure to Estimate Costs and Schedule in Advance
Dependence on Heroes
Customer Disapproval
Employee Frustration
Other Subtle Signs of Trouble
Regaining Control
In Brief
Suggested Reading and Resources
Part II – Project Planning—How To Recover A Failing Project
Chapter 3 – Analyzing Your Project
Assessing Why Your Project Is Failing
Defining the Business Objectives the Project Should Meet
Defining the Functional Goals the Project Should Satisfy
Deciding Whether To Move Forward
Encouraging Management’s Positive Involvement
Performing Process and Procedure Development
Changing the Culture of a Project
In Brief
Suggested Reading and Resources
Chapter 4 – Why Create a Plan?
Overview
Creating a Single Vision
The Plan Components
The Plan Development Process
Fact-based Management
Controlling Change
In Brief
Suggested Reading and Resources
Chapter 5 – Creating the Plan
Overview
Defining the Plan Requirements
Defining the Plan Elements
Project Activity Types
Applicability of Planning Activities
How to Write a Section of a Plan
Planning Using Inch Stones
Monitoring and Communicating Plan Development Status
In Brief
Suggested Reading and Resources
Chapter 6 – Building a Team
Overview
Defining the Team Composition
Creating the Team Vision
Setting the Team’s Expectations
Communicating with Stakeholders
In Brief
Suggested Reading and Resources
Chapter 7 – Identifying the Products
The Purpose of the PBS
Preparing to Build the PBS
Developing the PBS and Defining the Products
Estimating Product Size
Defining Quality Objectives
In Brief
Suggested Reading and Resources
Chapter 8 – Identifying the Work
Overview
The Purpose of the WBS
Preparing to Build the WBS
Developing the WBS and Defining the Work
Estimating Effort
In Brief
Suggested Reading and Resources
Chapter 9 – Establishing a Schedule
The Purpose of the Schedule
Transitioning from the WBS
Reviewing the Schedule
Communicating with Stakeholders
In Brief
Suggested Reading and Resources
Part III – Project Execution—How To Minimize The Risk Of Future Failure
Chapter 10 – Executing the Plan
Overview
Creating Mini-Schedules
Documenting Processes
Frequent Replanning
Keeping the Right Team
In Brief
Suggested Reading and Resources
Chapter 11 – Managing External and Internal Expectations
Where Expectations Come From
Expectations of Different Stakeholders
Communicating and Managing Expectations
Meeting Minutes
In Brief
Suggested Reading and Resources
Chapter 12 – Managing Scope
Overview
Defining the Requirements
Evolving the Real Requirements
Prioritizing Requirements
Tracing Requirements
Managing Requirements
In Brief
Suggested Reading and Resources
Chapter 13 – Managing Quality
What Is Quality?
Planning for Quality: Quality Control Audits
Peer Reviews and Inspections
Defect Prevention
Quantitative Management
Improving Quality by Improving Performance
In Brief
Suggested Reading and Resources
Chapter 14 – Optimizing the Plan
Overview
Techniques
Defect Prevention Using Statistical Methods
Defect Prevention Using Nonstatistical Techniques
Return on Investment
In Brief
Suggested Reading and Resources
Final Thoughts
A Recommended Approach for Project Success
Key Processes and Guidelines
Characteristics of the Project Approach We Recommend
Suggested Reading and Resources
Acronyms
Glossary
References
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The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, Second Edition | by Gerald J. Langley et al. | 2009 | ISBN: 9780470192412. Improvement Tools and Methods.
The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, Second Edition
by Gerald J. Langley et al.
2009 (512 pages)
ISBN:9780470192412
Presenting a practical tool kit of ideas, examples, and applications, this guide offers an integrated approach to process improvement that delivers quick and substantial results in quality and productivity in diverse settings.
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The Improvement Guide—A Practical Approach to Enhancing Organizational Performance, Second Edition
Foreword
Preface
Overview
Second Edition
Introduction—The Improvement Guide, Second Edition
Overview
Why Take the Initiative?
How Is This Book Different?
Structure of the Book
How to Read the Book
Part One – Introduction to Improvement
Chapter One – Changes That Result in Improvement
Principles of Improvement
The Model for Improvement
Key Points from Chapter One
Chapter Two – Skills to Support Improvement
Overview
Supporting Change with Data
Developing a Change
Testing a Change
Implementing a Change
Spreading Improvements
The Human Side of Change
Key Points from Chapter Two
Chapter Three – Improvement Case Studies
Overview
Case Study 1: Improving the Morning Meeting
Case Study 2: Improving Service in a Dental Office
Case Study 3: Improving Methods for Teaching Biology
Case Study 4: Contamination in Shipping Drums
Case Study 5: Reducing Energy Use in School
Key Points from Chapter Three
Part Two – Methods For Improvement
Chapter Four – The Science of Improvement
Overview
Profound Knowledge
Milestones in the Development of Profound Knowledge
Key Points from Chapter Four
Chapter Five – Using the Model for Improvement
Overview
What Are We Trying to Accomplish?
How Will We Know That a Change Is an Improvement?
What Changes Can We Make That Will Result in Improvement?
The Plan -Do-Study-Act Cycle
Using the Cycle to Build Knowledge
Key Points from Chapter Five
Chapter Six – Developing a Change
Overview
Some Typical Problems in Developing Changes
Reactive Versus Fundamental Change
Theory for Change
Methods for Developing Fundamental Change
Key Points from Chapter Six
Chapter Seven – Testing a Change
Applying the Science of Improvement to Testing
Designs for Testing a Change
Strategies for Testing
Key Points from Chapter Seven
Chapter Eight – Implementing a Change
Testing a Change
Implementing a Change
Implementation as a Series of Cycles
Implementing Changes to Achieve and Maintain Improvement
The Social Aspects of Implementing a Change
Key Points from Chapter Eight
Chapter Nine – Spreading Improvements
Overview
A Framework for Spread
Phase for Organizational Readiness for Spread
Phase for Developing an Initial Spread Plan
Phase for Executing and Refining the Spread Plan
Key Points from Chapter Nine
Chapter Ten – Integrating Methods for the Improvement of Value
Overview
Eliminating Quality Problems
Reducing Costs While Maintaining or Improving Quality
Expanding the Expectations of Customers to Increase Demand
Developing an Environment Conducive to the Improvement of Value
Key Points from Chapter Ten
Chapter Eleven – Improving Large or Complex Systems
Overview
Project Setup and Management
Understanding the System and Developing High-Impact Changes
Testing and Learning Systems
Key Points from Chapter Eleven
Chapter Twelve – Case Studies of Improvement Efforts
Overview
Case Study 1: Reducing the Occurrence of No-Fault-Found Components
Case Study 2: Improving the Drill Process
Case Study 3: Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit
Case Study 4: Improving Safety at a Manufacturing Plant
Progressive Discipline System
Other Areas of Improvement
Summary of Results
Case Study 5: Improving the Credentialing Process at CareOregon
Case Study 6: Improving Sales at a Specialty Chemical Company
Key Points from Chapter Twelve
Part Three – Improving Value as a Business Strategy
Chapter Thirteen – Making the Improvement of Value a Business Strategy
Overview
Building the System of Improvement
Key Points from Chapter Thirteen
Chapter Fourteen – Developing Improvement Capability
Overview
Developing Improvement Capability in the Workforce
Organization to Support the Focus on Improvement
Development of Other Capabilities
Key Points from Chapter Fourteen
Sample Agendas for Getting Started, Sponsors, and Improvement Advisors
Development of Internal Improvement Advisors: Topical Agenda
Part Four – Appendixes
Appendix A – A Resource Guide to Change Concepts
How to Use Change Concepts
The Change Concepts
Appendix B – Tools and Methods to Support Improvement
Overview
Methods and Tools for Viewing Systems and Processes
Methods and Tools for Gathering Information
Methods and Tools for Organizing Information
Methods and Tools for Understanding Variation
Methods and Tools for Understanding Relationships
Methods and Tools for Project Management
Appendix C – The Model for Improvement and Other Roadmaps
Fundamental Questions for Improvement
Alternative Roadmaps for Improvement Projects
Summary
Notes
Chapter One
Chapter Two
Chapter Three
Chapter Four
Chapter Five
Chapter Six
Chapter Seven
Chapter Eight
Chapter Nine
Chapter Ten
Chapter Eleven
Chapter Twelve
Chapter Thirteen
Chapter Fourteen
Appendix A
Appendix B
Appendix C
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