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Kathleen Fasanella is on top again. I don't know where to start commenting on her Great Workgroup kaizen posting. Kathleen writes from experience at gemba. While you might not be interested in cutting and stitching patterns, you will learn from her complete examples.
LPSThe Last Planner System® is a lean approach to planning and delivering projects. It is based on a hierarchy of planning: should, can, will, and did. LPS is not a computer system. It is a set of protocols corresponding with the four above items: pull planning, look-ahead planning, task planning, and daily coordination.
The Last Planner System is a registered trademark of the Lean Construction Institute.
Last Planner SystemThe Last Planner System® is a lean approach to planning and delivering projects. It is based on a hierarchy of planning: should, can, will, and did. LPS is not a computer system. It is a set of protocols corresponding with the four above items: pull planning, look-ahead planning, task planning, and daily coordination.
The Last Planner System is a registered trademark of the Lean Construction Institute.
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I am often asked
Where do we begin when improving our project management processes?
Similar to your project kaizen outline.
I work with PRINCE2 as a project methodology and one of its initial points is control.
1. Controlled Start
2. Controlled Progress and
3. Controlled Close
Many a successful project has been built on solid foundations, so I would push people in the direction of improving their project initiation and business case (that will be used throughout the project to guide decisions on change). If you already have solid initiation processes that produce good artifacts / products then move down the line and look at the controls around work authorisation and quality, finally end with the controlled close aspects.
Just my thoughts to help people think about kaizen within their project environments