Project Management for Performance Improvement Teams Is Now Available for Purchase!

(Fair Lawn, NJ - April 23, 2018) - We are thrilled to announce that our COO, Bill Ruggles'  3rd book: Project Management for Performance Improvement Teams (PM4PITs) has left the printers and is now available to order online at,, or!

He co-authored this book, as was the case with his 2nd book (Effective Portfolio Management Systems), with noted performance excellence, quality, and innovation author Dr. H. James Harrington (pictured below):

This book provides practical guidance based on innovative concepts for Project Teams – especially performance improvement teams (PITs) – and their Project/Program Managers on how to successfully complete their projects and programs using a scalable, iterative framework based on an innovative foundation fusing elements of both Project Management and Continual Improvement to create a “Lean Project Management” model.

The co-authors describe the challenges they have faced trying to apply the “traditional” frameworks for Project Management and Continual Improvement and how they have been falling short in meeting the unique demands being placed on 21st century projects and programs.  Rather than simply complain about them, they decided to write this book to address the shortcomings and make it a part of the Little Big Book series!

For example, the authors assert that the “Triple Constraint” and the “Iron Triangle” concepts that have been so popular in the traditional framework for Project Management are outdated and, as such, they should be retired and replaced with their concepts that meet today’s unique challenges and struggles: the “Quadruple Constraint +1” and the “Flexible Quadrangle +1” (see the figure below). 

As for Continual Improvement:  the authors point out that the traditional Plan-Do-Check-Act (PDCA) Cycle for Continual Improvement (one of the most popular problem solving and CI Tools of the past 75 years) invented by Walter Shewhart in the 1930’s and the Plan-Do-Study-Act” (PDSA) Cycle adapted from it by W. Edwards Deming (“Deming Circle”) and made popular in the 1950’s, have both fallen short in four (4) critical ways in the early 21st century.  They are replaced by the iterative and adaptive "APECC" (Align-Plan-Execute-Check/Act-Confirm) Cycle (see Figure 2.6 below):

To overcome these challenges, the authors describe and illustrate how they have merged and enhanced the disciplines of Project Management and Continual Improvement to create a new, innovative framework with a truly scalable, iterative model for carrying out performance improvement projects, for Project Managers, Program Managers, Kaizen Leaders, Black Belts, Green Belts, and their Performance Improvement Project Teams.  This fused framework can be adjusted to function using a “Full” approach or a “Lean”, more agile one to manage projects, especially performance improvement projects, in a much more scalable fashion.

This new framework contains twelve (12) Project Management Knowledge Areas (Integration, Scope, Schedule, Cost, Quality, Risk, Resources, Procurement, Communication, Stakeholders, Change, and Technology Management) utilized across five (5) Iterative Stages (Align, Plan, Execute, Check/Act and Confirm) for managing performance improvement projects.

Since resistance-to-change occurs on all projects, the authors include one chapter describing Project Change Management, another one describing Project Technology Management, a third chapter on how to connect each Performance Improvement Project with the Project Management Office (PMO) and its Portfolio, and a fourth one on sustaining the gains and realizing the promised benefits of Performance Improvement Projects.

Since this is yet another book in the Little Big Book series, we recommend you read and apply its contents in the context of these other four companion texts in this series:

  • Performance Acceleration Management (PAM): Rapid Improvement to Your Key Performance Drivers (H. James Harrington)
  • Maximizing Value Propositions to Increase Project Success Rates (H. James Harrington & Brett Trusko)
  • Making the Case for Change: Using Effective Business Cases to Minimize Project and Innovation Failures (Christopher Voehl, H. James Harrington, & Frank Voehl)
  • Effective Portfolio Management Systems (Christopher Voehl, H. James Harrington, & William S. Ruggles)

Unlike these four (4) “prequel” books in the series, Project Management for Performance Improvement Teams (PM4PITs) is uniquely focused on managing a single Performance Improvement project or program and doing so both effectively and efficiently in a scalable manner.

To order a copy of our book, go to one of the following three online sites and look for the best deal (combination of purchase price and shipping): 


Our Publisher's Parent Company -- Taylor & Francis -- has just announced a limited-time discount offer (20-25% off) for print-books purchased through the CRC Press and Routledge Press links provided above (the 2nd and 3rd bullets).  This offer ends on April 30th.

In the meantime, please let us know if you have any questions or comments about it by contacting us either at or simply leaving us a comment below.

Bill will be speaking on "Aligning Your Project Portfolios Strategically" at the PMI New Jersey Chapter's Annual Symposium on Monday morning, May 7th in Edison, NJ where he will also be autographing purchased copies of his 2nd and 3rd books.  To register for this professional development event, go to:

Then, starting May 14th, Bill will be available to speak to your organization or professional group and to autograph purchased copies of this book afterwards.  To book him for your event, contact Vivi at (201)315-9737 or

Leave a comment

Please note, comments must be approved before they are published