Lean Project Management - Revision history

Tkokotas at 12:07, 20 December 2018

2018-12-20T12:07:59Z

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			''Developed by Laura Ramos Sancho''


	Many companies fully or partially live in a project world, although most of them do not act as project-driven companies. Competition in industry increasingly makes more important the desire of optimizing what leads to provide our customers better service or product, within the time and cost agreed, and to the extent expected by them. Lean Project Management (LPM) seeks precisely that goal.		Many companies fully or partially live in a project world, although most of them do not act as project-driven companies. Competition in industry increasingly makes more important the desire of optimizing what leads to provide our customers better service or product, within the time and cost agreed, and to the extent expected by them. Lean Project Management (LPM) seeks precisely that goal.

Lea: Undo revision 11678 by Lea (talk)

2015-09-21T20:41:12Z

Undo revision 11678 by Lea (talk)

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	*Principle 1: Specify the '''value''' of each project desired by the customer.		*Principle 1: Specify the '''value''' of each project desired by the customer.
	The project system is defined as the interaction of People, Process and Product that the project will produce. The system defines how the project will be executed and whether it will be successful. Further, each project is different. In order to act Lean, one should not rely on standards but adjust to the environment. The project leader has to identify the system, the inter-relationships and its sub-processes and evaluate what is essential in order to be successful.
	The next step is to make sure to create a critical chain with resource leveling and using buffers. Resource leveling means that one person only works at one job and not on three jobs at the same time while other people have to wait for that person to finish. The pictures below show how waste can be reduced through resource leveling and buffers.
	Leach shows that these tools allow projects to not having to finish all tasks on time to finish a project on time, that sometimes one can finish sooner by starting later and that adding buffers can reduce total project duration and cost. All of this can only be accomplished if one knows the system and the interrelationships.

	*Principle 2: Identify the '''value stream''' for each project.		*Principle 2: Identify the '''value stream''' for each project.

Lea at 20:40, 21 September 2015

2015-09-21T20:40:24Z

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	*Principle 1: Specify the '''value''' of each project desired by the customer.		*Principle 1: Specify the '''value''' of each project desired by the customer.
			The project system is defined as the interaction of People, Process and Product that the project will produce. The system defines how the project will be executed and whether it will be successful. Further, each project is different. In order to act Lean, one should not rely on standards but adjust to the environment. The project leader has to identify the system, the inter-relationships and its sub-processes and evaluate what is essential in order to be successful.
			The next step is to make sure to create a critical chain with resource leveling and using buffers. Resource leveling means that one person only works at one job and not on three jobs at the same time while other people have to wait for that person to finish. The pictures below show how waste can be reduced through resource leveling and buffers.
			Leach shows that these tools allow projects to not having to finish all tasks on time to finish a project on time, that sometimes one can finish sooner by starting later and that adding buffers can reduce total project duration and cost. All of this can only be accomplished if one knows the system and the interrelationships.

	*Principle 2: Identify the '''value stream''' for each project.		*Principle 2: Identify the '''value stream''' for each project.

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2014-12-01T11:34:34Z

Closing Process

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	== Closing Process ==		== Closing Process ==
	Project closure includes closing all of the project facilities, administrative closure and ensuring all project stakeholders have moved on to their next project or ~~tast~~. There is no much to say about the closing process from a Lean point of view. At this point, all processes need to be documented. It is important to document each of the previous steps; writing down what has been done ensure repeatability and the chances of doing good things that have been done good before increase or even will be done faster. Emphasizing the concept of continuous improvement, it is easier to find the cause of a mistake that has been documented and consequently action will be taken with greater success. The project should end with the beginning in mind <ref name="EightPrinciples">.</ref>, by bringing all stakeholders back together to collect the intellectual property developed during the project because it might help for the next ones.		Project closure includes closing all of the project facilities, administrative closure and ensuring all project stakeholders have moved on to their next project or task. There is no much to say about the closing process from a Lean point of view. At this point, all processes need to be documented. It is important to document each of the previous steps; writing down what has been done ensure repeatability and the chances of doing good things that have been done good before increase or even will be done faster. Emphasizing the concept of continuous improvement, it is easier to find the cause of a mistake that has been documented and consequently action will be taken with greater success. The project should end with the beginning in mind <ref name="EightPrinciples">.</ref>, by bringing all stakeholders back together to collect the intellectual property developed during the project because it might help for the next ones.

	= Discussion =		= Discussion =

S131063: /* Current status */

2014-12-01T11:21:57Z

Current status

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	Toyota has been the leading lean exemplar in the world and stands as the strongest proof of the power of lean enterprise. This continued success has over the past two decades created an enormous demand for greater knowledge about this management philosophy. Nowadays, there are hundreds of books and articles about lean thinking and there is an increasingly trend to spread the lean principles beyond manufacturing to other sectors (construction, services, logistics, healthcare…). Also lean thinking is beginning to take root among project managers and LPM is the application of Lean manufacturing to Project Management to improve quality and increase efficiency in projects. Firms are operating in fast-changing and highly competitive markets in which the quick adjustment to dynamic environments is essential, project managers increasingly work to improve quality, flexibility and customer response time using principles of Lean thinking <ref name="Leanmanufacturing">Rosemary R. Fullerton, Frances A. Kennedy, Sally K. Widener, (2014) ‘Lean manufacturing and firm performance: The incremental contribution of lean management accounting practices’, Journal of Operations Management, Volume 32, Issues 7-8, November 2014, pages 414-428.</ref>.		Toyota has been the leading lean exemplar in the world and stands as the strongest proof of the power of lean enterprise. This continued success has over the past two decades created an enormous demand for greater knowledge about this management philosophy. Nowadays, there are hundreds of books and articles about lean thinking and there is an increasingly trend to spread the lean principles beyond manufacturing to other sectors (construction, services, logistics, healthcare…). Also lean thinking is beginning to take root among project managers and LPM is the application of Lean manufacturing to Project Management to improve quality and increase efficiency in projects. Firms are operating in fast-changing and highly competitive markets in which the quick adjustment to dynamic environments is essential, project managers increasingly work to improve quality, flexibility and customer response time using principles of Lean thinking <ref name="Leanmanufacturing">Rosemary R. Fullerton, Frances A. Kennedy, Sally K. Widener, (2014) ‘Lean manufacturing and firm performance: The incremental contribution of lean management accounting practices’, Journal of Operations Management, Volume 32, Issues 7-8, November 2014, pages 414-428.</ref>.

	According to several studies from the [http://www.pmi.org/ ''Project Management Institute''] (PMI) and others that look into the success/failure rates of projects, only 40% of projects met schedule, budget and quality goals. The rest were aborted or completed unsuccessfully. This means that more than one out to three projects ~~fail~~. Also, it seems to be evident that the longer the project and the team size, the harder is the failure. The studies reveal that the main causes for projects failing are breakdown in communications, a lack of planning and poor quality control. As a consequence, the root cause for project failure can usually be tracked back to a lack of proper Project Management. Therefore there is a room of improvement in project processes and this is the goal of LPM philosophy.		According to several studies from the [http://www.pmi.org/ ''Project Management Institute''] (PMI) and others that look into the success/failure rates of projects, only 40% of projects met schedule, budget and quality goals. The rest were aborted or completed unsuccessfully. This means that more than one out to three projects fails. Also, it seems to be evident that the longer the project and the team size, the harder is the failure. The studies reveal that the main causes for projects failing are breakdown in communications, a lack of planning and poor quality control. As a consequence, the root cause for project failure can usually be tracked back to a lack of proper Project Management. Therefore there is a room of improvement in project processes and this is the goal of LPM philosophy.

	= Principles of LPM =		= Principles of LPM =

S131063 at 09:58, 1 December 2014

2014-12-01T09:58:57Z

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	Many companies fully or partially live in a project world, although most of them do not act as project-driven companies. Competition in industry increasingly makes more important the desire of optimizing what leads to provide our customers better service or product, within the time and cost agreed, and to the extent expected by them. Lean Project Management (LPM) seeks precisely that goal.		Many companies fully or partially live in a project world, although most of them do not act as project-driven companies. Competition in industry increasingly makes more important the desire of optimizing what leads to provide our customers better service or product, within the time and cost agreed, and to the extent expected by them. Lean Project Management (LPM) seeks precisely that goal.

	The purpose of this article is to explain how the Lean principles can be applied to make project management more efficient. Lean Project Management guide organizations toward a model of high productivity management at all stages of a project. The procedure used to analyze this issue throughout the article is the following. First, the background is provided since LPM arises as an application of the Lean manufacturing ~~phylosophy~~ to Project Management. Also the general current situation of projects is pointed out in order to clarify that there is a necessary room of improvement. Second, the objectives and principles of LPM are defined. By recommending tools and techniques in all stages of a project process it is shown how to manage projects in a Lean way. The idea of the article is not to explain a specific LPM tool, but to provide a general framework of how to manage a project based on this philosophy. Special emphasis has been made in the controlling and monitoring step as it affects the rest of the project process and it is the most crucial step from a Lean perspective. For this reason more attention is given to the idea of continuous improvement and kaizen . Finally, a final discussion summarizes pros and cons of LPM. A collection of books and papers will support these ideas ~~thoughout~~ the article.		The purpose of this article is to explain how the Lean principles can be applied to make project management more efficient. Lean Project Management guide organizations toward a model of high productivity management at all stages of a project. The procedure used to analyze this issue throughout the article is the following. First, the background is provided since LPM arises as an application of the Lean manufacturing philosophy to Project Management. Also the general current situation of projects is pointed out in order to clarify that there is a necessary room of improvement. Second, the objectives and principles of LPM are defined. By recommending tools and techniques in all stages of a project process it is shown how to manage projects in a Lean way. The idea of the article is not to explain a specific LPM tool, but to provide a general framework of how to manage a project based on this philosophy. Special emphasis has been made in the controlling and monitoring step as it affects the rest of the project process and it is the most crucial step from a Lean perspective. For this reason more attention is given to the idea of continuous improvement and kaizen. Finally, a final discussion summarizes pros and cons of LPM. A collection of books and papers will support these ideas throughout the article.

	=Background=		=Background=

S131063: /* Planning Process */

2014-12-01T09:44:02Z

Planning Process

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	After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities. Some examples of commercial scheduling software which are already being implemented in industry can be seen in the links bellow. Also the video on the right side exemplifies clearly the idea.		After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities. Some examples of commercial scheduling software which are already being implemented in industry can be seen in the links bellow. Also the video on the right side exemplifies clearly the idea.

	[https://kanbanflow.com/ ''kanbanflow.com'']		[https://kanbanflow.com/ ''www.kanbanflow.com'']

	[http://www.agilezen.com/''www.agilezen.com/'']		[http://www.agilezen.com/''www.agilezen.com/'']

S131063: /* Planning Process */

2014-12-01T09:42:59Z

Planning Process

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	After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities. Some examples of commercial scheduling software which are already being implemented in industry can be seen in the links bellow. Also the video on the right side exemplifies clearly the idea.		After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities. Some examples of commercial scheduling software which are already being implemented in industry can be seen in the links bellow. Also the video on the right side exemplifies clearly the idea.
	[https://kanbanflow.com/ ''~~www.~~kanbanflow.com'']
			[https://kanbanflow.com/ ''kanbanflow.com'']

	[http://www.agilezen.com/''www.agilezen.com/'']		[http://www.agilezen.com/''www.agilezen.com/'']

S131063: /* Planning Process */

2014-12-01T09:42:02Z

Planning Process

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	All those purposes fit with Lean thinking and support its principles.		All those purposes fit with Lean thinking and support its principles.

	After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities.		After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities. Some examples of commercial scheduling software which are already being implemented in industry can be seen in the links bellow. Also the video on the right side exemplifies clearly the idea.
	[https://kanbanflow.com/ ''www.kanbanflow.com'']		[https://kanbanflow.com/ ''www.kanbanflow.com'']

	[http://www.agilezen.com/''www.agilezen.com/'']		[http://www.agilezen.com/''www.agilezen.com/'']

S131063: /* Planning Process */

2014-12-01T09:39:04Z

Planning Process

← Older revision		Revision as of 09:39, 1 December 2014
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	After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities.		After the elaboration of a reasonable schedule, the focus should turn to the reduction of waste. Looking at each worker contribution to the project and creating a list of prioritized tasks that each person needs to accomplish help to make the project flow smoother (Principle 3). Since projects involve multiple employees contributing to the project at different times, it is recommended the use of a '''scheduling software''' to build, status and report on the project. By means of a computerized system it is easier to record the start and completion date of each task and automatically generate a daily updated list of priorities.
			[https://kanbanflow.com/ ''www.kanbanflow.com'']
			[http://www.agilezen.com/''www.agilezen.com/'']

	== Executing Process ==		== Executing Process ==