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Managing Lean Projects
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Table of Contents

The Long Road to Lean
Quality: A Short Historical Perspective
Ten Trends in Quality
Drivers for Lean
Lean, a Long History

What Is Lean?
Key Lean Concepts
Benefits
Challenges
Lean and Project Management

Overview of Project Management Fundamentals
What Is a Project?
Stakeholders
Projects, Programs, Portfolios
Organizational Location of Projects
Leading and Six Key Processes
Project Phases and Project Management Processes
How Much Project Management Is Enough?
Enterprise Project Management
Project Management Is Necessary

Fundamental Lean Concepts, Tools, and Techniques
Determine Context
Capture Existing and Proposed Value Streams
Define Requirements
Collect Data and Information
Perform Analysis
Apply Tools and Techniques for Solutions
Make Recommendations
Plan and Execute
Lean 101

Lean and Project Management Processes
Key Concepts
Overview of Project Management Processes
Relationship to Lean
Benefits
Challenges
Getting Started
Defining Process
Statement of Work
Organizing
Planning
Executing Process
Monitoring and Controlling
Closing
Final Insights
Getting Started Checklist

Lean Project Management Using the PDCA Cycle
PDCA Cycle and Project Management Basics
Goals
Benefits
Challenges
Case Study
Final Insights
Getting Started Checklist

Project Management for a Lean Project Using DMAIC
Basics of DMAIC and Project Management
Goal
Benefits
Challenges
Case Study
Project Management Works with DMAIC, Too
Getting Started Checklist

Ten Final Thoughts about Lean
What Lean Is Not
What Lean Is
Project Management and Lean: One Final Thought

About the Author

Ralph L. Kliem, PMP, CBCP, President of LeanPM, LLC, has more than 30 years of experience with Fortune 500 firms, including Safeco Insurance Companies and The Boeing Company. As a senior project manager with The Boeing Company, he managed several process improvement, maturity model, and Lean projects. Ralph was the project manager for the companywide re-engineering of The Boeing Company's policies and procedures process during and after the merger with McDonnell Douglas. He was also the project manager for information technology projects that supported the 787 and P8A programs. Ralph was the project manager for a Lean initiative that improved the business continuity processes supporting several of the major airplane programs such as the 747, 767, 777, and 787, and major business units and programs within The Boeing Company. Ralph teaches PMP certification courses and conducts project management seminars and workshops. He is an adjunct faculty member of City University and a former member of Seattle Pacific University in Seattle, Washington. He is the author or coauthor of more than 15 books and 300 articles with leading business and information technology publications.

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