The One-Page Project Manager for Execution: Drive Strategy and Solve Problems with a Single Sheet of Paper

by Clark A. Campbell, Mike Collins

Overview

The One-Page Project Manager set a new standard as an understandable and easy-to-apply organizational tool, allowing managers to summarize complex projects on a single information-rich page. This book, third in the OPPM series, describes how to combine the OPPM with the Toyota A3 report to create an enhanced, integrated management tool. With a refreshingly clear style, the authors walk users through implementing the OPPM/A3 using a variety of real-world case studies, as well as their own experience at O.C. Tanner Company. Rich with tools, templates, and teaching, the emphasis throughout remains on maintaining simplicity across the organization-communicating the right information to the right people at the right time to get the right things done.

Product Details

ISBN-13:	9780470591291
Publisher:	Wiley
Publication date:	01/15/2010
Sold by:	JOHN WILEY & SONS
Format:	eBook
Pages:	208
File size:	4 MB

About the Author

Clark A. Campbell is Professor (Lecturer) of Executive Education at the David Eccles School of Business, University of Utah, founder of OPPM International, and author of the highly acclaimed OPPM book series.

Mike Collins is Vice President of Lean Enterprise Development at O.C. Tanner Company, Adjunct Professor at Westminster College, and former VP and general manager of the American Shizuki Corporation.

Read an Excerpt

Click to read or download

Table of Contents

Figures ix

Foreword

Rich McKeown xiii

Harold Simons xvi

Acknowledgments xviii

Introduction xix

Chapter 1 OPPM and Strategy Execution 1

Chapter 2 What is an OPPM? 9

Chapter 3 OPPM For ISO 9000 43

Chapter 4 An Introduction to the A3 53

Chapter 5 OPPM/A3 for ISO 9000 62

Chapter 6 The Project Management Office and Execution 90

Chapter 7 OPPMS, A3S, And Strategy Deployment 107

Chapter 8 The Use of the Oppm/A3 in Problem Solving 141

Appendix A Origins and Calculations for an A3 154

Appendix B The Toyota Business System and Lean Thinking 159

Appendix C Critical Path and Earned Value Management 169

About the Authors 175

Index 177