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Descripción
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| This chapter becomes challenging from its title as it does include the use of process-oriented strategic planning concepts -Hoshin Kanri (HK)- for managing projects. As the reader already knows, there is a huge difference between processes and projects inside the organizations, even though both concepts can be somehow interrelated. Process becomes the proper approach when systematic behavior offers ways for improvement as the goal can be decomposed into a repeated sequence of actions. However, projects are the preferred approach when something new or significantly different need to be provided in a limited period of time by using a limited amount of resources. Therefore, projects have become important instruments for change and development in organizations. | |
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Internacional
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Si |
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DOI
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Edición del Libro
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1 |
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Editorial del Libro
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CRC Press |
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ISBN
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978-1498785501 |
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Serie
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Título del Libro
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The Hoshin Kanri Forest: Lean Strategic Organizational Design |
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Desde página
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71 |
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Hasta página
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90 |