CHAPTER 15
Establishing and Managing a Continuous Process Improvement Program
Become addicted to constant and never-ending self improvement.
— Anthony J. D'Angelo, The College Blue Book
We're supposed to be perfect our first day on the job and then show constant improvement.
— Ed Vargo, major league baseball umpire
Continual improvement is an unending journey.
— Lloyd Dobens and Clare Crawford-Mason, Thinking About Quality
In today's business climate, there is no difference between standing still and going backwards.
— Robert K. Wysocki, Ph.D. President, Enterprise Information Insights, Inc.
CHAPTER LEARNING OBJECTIVES
After reading this chapter, you will be able to:
- Understand the differences between project management processes and practices
- Know what process and practice maturity is all about
- Be able to explain the five levels of maturity
- Understand and be able to construct the Process Quality Matrix (PQM) and the Zone Map
- Have a working knowledge of the Continuous Process Improvement Model (CPIM)
- Know the benefits of having a CPIM
- Be able to diagram a business process
- Know how to use and interpret the eight tools for business process analysis
Once an organization implements a project management methodology and even takes the next step by putting a Project Support Office (PSO) in place to support it, the road to a mature project management environment has just begun. I have never had a client who put a project management life cycle (PMLC) model in place and didn't quickly ...
Get Effective Project Management: Traditional, Agile, Extreme, Sixth Edition now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.