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Tips:  Content： By looking at how teams can work more efficiently and by identifying non-essential project elements, project managers can eliminate bottlenecks and improve productivity. 项目经理可以通过观察团队如何能够更高效地进行工作，以及识别无关紧要的项目要素去消除瓶颈，并提升生产率。 Trim the Fat 去除“脂肪” Some project managers explain the concept of “lean project management" as an offshoot of Six Sigma. Other professionals regard this practice as an adaptation of traditional project management principles by computer programmers working on fast paced assignments. 一些项目经理将“精益项目管理”的概念解释成六西格玛的分支，而另外一些专业人士则将这种做法视作是对由电脑程序员所处理的快节奏工作的传统项目管理原则的适应。 Regardless of how it evolved, lean project management is a methodology that has become attractive to team leaders looking for fast results on critical “turnaround assignments." Most project managers decide to “go lean" when faced with budget cuts or other constraints. Tasked with eliminating waste throughout a project or a process, managers can discover how to make their teams more effective using fewer resources. 无论如何演变，精益项目管理是一种方法，其对在关键“周转任务”中寻找快速成绩的团队领导者很有吸引力。在面临预算削减或其他限制时，大多数项目经理会决定选择“精益”。管理者通过在整个项目中或者过程中消除浪费，去发现如何用更少的资源让团队更高效。 Start with a Work Breakdown Structure 从工作分解结构开始 Some project managers find themselves attracted to lean project management, thinking that “eliminating waste" means shortening or abandoning the traditional project cycle. In fact, lean teams rely more heavily on the project cycle and on their organizational processes than traditional project teams. 一些项目经理会发现自己被精益的项目管理所吸引，认为“消除浪费”意味着：需要去缩短，或抛弃传统的项目周期。实际上，精益团队远比传统项目团队更多依赖项目周期和组织过程。 Without strong plans and teams that understand their value, lean project management principles can’t help managers eliminate waste. A strong work breakdown structure identifies which team members hold responsibilities for various deliverables and milestones. Armed with this information, a lean project manager can watch how connections between team members impact quality and performance. 如果没有强有力的计划和了解他们价值的团队，精益项目管理原则就不能帮助管理者去消除浪费。一个强大的工作分解结构，可以确定哪些团队成员可以对各种可交付成果和重要事件负责。有了这些信息，精益项目经理可以观察团队成员之间的关系是怎么样影响质量与绩效的。 Measure Everything 测量每件事情 Lean project management developed, in part, because of the excellent measurement tools available to most project managers. In today’s workplace, managers can review any kind of data, from the number of project hours clocked by a team to the amount of time required for specific tasks. 精益项目管理之所以得以发展，部分原因得益于大多数的项目经理都有优秀的测量工具。在今天职场中，从团队的项目工时，到特定任务所需要的时间，管理人员是可以回顾任何类型的数据。 Because adding measurement elements might sometimes appear to be wasteful or redundant to some team members, lean project management emphasizes a culture of trust and respect. This project management philosophy works best when team members understand that new forms of measurement are focused on getting better results instead of placing blame for past problems. 因为添加测量元素，对某些团队成员来说，有时看起来似乎是浪费，或多余的，而精益项目管理所强调的是信任和尊重的文化。只有团队成员理解新的测量方法是重点关注取得更好的结果，而不是把责任归咎于以往的问题，这种项目管理理念才能起到最好的作用。 Emphasize Dependencies over Deadlines 强调依赖关系胜过最后期限 In early phases of lean project management, expert project managers prefer to review the way that work elements pass between team members. Lean project management differentiates itself from other methodologies by emphasizing the opportunity to improve “hand-offs" while assuming that team members can hold themselves accountable to improving their solo performance. 精益项目管理的早期阶段，经验丰富的项目经理更会倾向于去回顾工作元素在团队成员间的传递方式。精益项目管理有别于其他的方法论，其强调有机会改善“交接”，同时，假设团队成员可以对自己提升其个人的绩效负责。 【特别提醒】 |
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