Dr. Linda Nozick is Professor and Director of Civil and Environmental Engineering at Cornell University. She is a past Director of the College Program in Systems Engineering, a program she co-founded. She has been the recipient of several awards including a CAREER award from the National Science Foundation and a Presidential Early Career Award for Scientists and Engineers from President Clinton for “the development of innovative solutions to problems associated with the transportation of hazardous waste.” She has authored over 60 peer-reviewed publications, many focused on transportation, the movement of hazardous materials and the modeling of critical infrastructure systems. She has been an associate editor for Naval Research Logistics and a member of the editorial board of Transportation Research Part A. She has served on two National Academy Committees to advise the US Department of Energy on renewal of their infrastructure. During the 1998-1999 academic year she was a Visiting Associate Professor in the Operations Research Department at the Naval Postgraduate School in Monterey, California. Dr. Nozick holds a B.S. in Systems Analysis and Engineering from the George Washington University and a M.S.E and Ph.D. in Systems Engineering from the University of Pennsylvania.
In traditional project management, we tend to make assumptions: the customer knows precisely what they want, or the team’s workflow and tasks will go according to plan and in sequence.
Practically speaking, this is rarely the case. Sometimes the customer doesn’t know what they need until they see an early iteration of your team’s work and can provide feedback. Because of this, work is usually done incrementally. We must build flexibility, even agility, into the model in order to succeed.
This course is designed for project managers who want to get better practical results with adaptive approaches to projects. Students in this course will be most successful if they have a foundational understanding of traditional project management tools and processes including project networks, budgets and schedules.
- Apply lean principles in the project management arena
- Recognize how lean principles complement and “rightsize” project management concepts
- Relate lean to agile concepts
- See why scrum and extreme are implementations of lean
- Determine how the characteristics of a project dictate the right structure for project planning, management, and control