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Le Lean Management dans la gestion de projet

Le Lean Management est une méthode d'optimisation des processus visant à minimiser le gaspillage et à obtenir des résultats plus efficaces. La philosophie de la gestion allégée part du principe que le client ne paie que pour la création de valeur et non pour le gaspillage ou les processus inutiles.

Appliquée à la gestion de projet, cette philosophie signifie que tous les processus et activités qui ne créent pas de valeur pour le client doivent être identifiés et éliminés. Les projets sont donc rationalisés. Le temps et les ressources doivent être économisés afin de maximiser les bénéfices pour le client et la réussite du projet. L'amélioration continue est un principe important. Cela signifie que les processus sont contrôlés et améliorés en permanence afin d'accroître l'efficacité et l'efficience. Cette méthode est également appelée "gestion de projet allégée".

The Pareto Principle in Time and Project Management

I'm sure your workday starts much like mine: I start with a cup of coffee in hand, check my calendar and the emails I received overnight. Then I create my to-do list and prioritize the tasks for the day.

There are many techniques to decide what needs to get done and in what order. Commonly used is the Pareto Principle to determine and prioritize tasks that have the greatest impact. This is how you increase your productivity.

Artificial Intelligence in Project Management – Blessing or Curse?

Nov. 30, 2022 permanently changed the world of so-called knowledge workers; OpenAI released access to the Chatbot ChatGPT to the interested public.

How will artificial intelligence change the project management profession? Will it make the profession easier or threaten it? These questions, of course, immediately come to mind for us project managers.

But let's ask ChatGPT itself…

What Is A MVP - A Minimum Viable Product?

Today we take a cautious look into our wizard's kitchen. I would like to show how we approach new development projects. There are two different approaches for us.

We Simply Build The App

When the scope of a new app is very manageable, it's easy to assess the risk of development. The cost is low because, for example, only one developer is working on it for a short time (less than a month). In this case, we define a feature set, the app is built and out to the public with it. This was the case with Phone Memos, Meeting Cards and also with Herein.

The Feature Set Is Too Large For "Just Building It".

Sometimes, during initial discussions about a new app, you can immediately see that this scope will exceed the person-month limit. Or - as in Merlin Project – the product is of strategic importance. In this case, we are talking about a risk investment and here, of course, we proceed accordingly more cautiously.

When To Pull The Plug On Your Project

Recently, an article appeared in our local newspaper reporting the closure of a restaurant just a few months after it opened. The reasons given by the operator were that despite the positive feedback from the guests, the restaurant operation will not be profitable in the foreseeable future. This is due to the general price increase and the associated cost explosion.

Surely this is only one case among many. A project is terminated here because the operator sees no future in the current situation. But when is it time to consider a project a failure and end it? Is it enough that the budget has been used up? Should it only be abandoned when the project goal cannot be achieved?