This book shows leaders how to achieve superior leadership results by applying a Lean DMAIC (Define, Measure, Analyze, Improve, and Control) structure to leadership systems and program office operations. It provides specific guidance on system improvement through development of best known practice, achievable best practice, and an operational plan to carry it out.
Mallory shows leaders how to align and evaluate systems using a Lean approach, that will eliminate duplication and waste of executive and senior management time, and that will reduce the wait time and non-value add in dependent processes.
The book shows how to set up an organization-wide scorecard to rank the maturity and capability of fact-based management in all systems, projects and processes throughout an organization, as a means of creating sustained and predictable delivery of excellent products and services.
Inhaltsverzeichnis
- Introducing System Management
- Systems, Processes, and Projects - and their Role in Managing Work
- Starting your System Map
- Defining Principal Activity Groups
- Defining Influencing Factors
- Defining Metrics and Indicators for your System Map
- Application of the System Management Standard
- The Overlap of System and Process Management
- The Overlap of System and Project Management
- The Overlap of Systems and Frameworks
- Wicked Problems, Logos, and the Future of System Science
Appendix A - Template for System Mapping
Appendix B - Lexicon of Key Terms
Appendix C - Auditable Quality Standards: Purpose and Origin
Appendix D - System Management as an Agile Quality Framework
Appendix E - Systems Management to Launch the Next Era of Quality
