Lean in Project Management - Revision history

Tkokotas at 15:45, 18 December 2018

2018-12-18T15:45:41Z

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			''Developed by Lea Greiling''


	The article handles the topic of Lean Management within Project Management with a focus on the Relay Racer theory. As Lean has been in important in Manufacturing processes since Taiichi Ohno developed the Toyota Production System, it has been applied to more than just production. Lean nowadays is applied throughout all departments in a company in order to eliminate as much waste as possible and thus increase profits.		The article handles the topic of Lean Management within Project Management with a focus on the Relay Racer theory. As Lean has been in important in Manufacturing processes since Taiichi Ohno developed the Toyota Production System, it has been applied to more than just production. Lean nowadays is applied throughout all departments in a company in order to eliminate as much waste as possible and thus increase profits.

Lea at 07:50, 28 September 2015

2015-09-28T07:50:59Z

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	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.		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.
	[[File:Critical chain.png\|frame\|~~50px~~\|Figure 2: Reducing waste by implementing buffers and resource leveling<ref name="Leach2005"></ref>]]		[[File:Critical chain.png\|frame\|200px\|Figure 2: Reducing waste by implementing buffers and resource leveling<ref name="Leach2005"></ref>]]

Lea at 07:44, 28 September 2015

2015-09-28T07:44:49Z

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	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.		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.
	[[File:Critical chain.png\|frame\|~~200px~~\|Figure 2: Reducing waste by implementing buffers and resource leveling<ref name="Leach2005"></ref>]]		[[File:Critical chain.png\|frame\|50px\|Figure 2: Reducing waste by implementing buffers and resource leveling<ref name="Leach2005"></ref>]]

Lea at 08:14, 27 September 2015

2015-09-27T08:14:44Z

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	= Annotated Bibliography =		= Annotated Bibliography =
	Leach (2005): This was the main book used for the article. It gives an overview of the Lean topic and relates it then to the 8 principles which Leach has developed. It is a good introduction into the topic and has a high focus on the Critical Chain Management. It leads the practitioner to understanding what he or she has to do in order to start a Lean project.		Leach, L. P. (2005): This was the main book used for the article. It gives an overview of the Lean topic and relates it then to the 8 principles which Leach has developed. It is a good introduction into the topic and has a high focus on the Critical Chain Management. It leads the practitioner to understanding what he or she has to do in order to start a Lean project.

	Reusch (2013): The article by Reusch is quite short, but summarizes the topic of Lean Project Management very well. It is a good starting point for someone who quickly wants to get an overview of the main issues like processes, waste reduction, potential areas for improvement, future perspectives. The article has to be read including the articles of the bibliography since many key words are not explained and the author only refers to other articles.		Reusch, P. J. A., Reusch, P. (2013):The article by Reusch is quite short, but summarizes the topic of Lean Project Management very well. It is a good starting point for someone who quickly wants to get an overview of the main issues like processes, waste reduction, potential areas for improvement, future perspectives. The article has to be read including the articles of the bibliography since many key words are not explained and the author only refers to other articles.

	Mascitelli (2002): This book focuses more on the enterprise and how to set up the organization in a more project and lean oriented way. Mascitelli introduces 12 methods which help the practitioner to create a Lean environment for projects by giving situation based examples. He also gives guidance on how to measure each of these steps. The book closes with a thorough chapter about how to implement Lean Project Management within an enterprise.		Mascitelli, R. (2002): This book focuses more on the enterprise and how to set up the organization in a more project and lean oriented way. Mascitelli introduces 12 methods which help the practitioner to create a Lean environment for projects by giving situation based examples. He also gives guidance on how to measure each of these steps. The book closes with a thorough chapter about how to implement Lean Project Management within an enterprise.


	=References=		=References=
	<references />		<references />

Lea at 08:11, 27 September 2015

2015-09-27T08:11:14Z

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	*See the whole.		*See the whole.

	~~Further~~ Reusch identified examples of waste in projects in relation to the categories of waste introduced above. The results are shown below.		Furthermore, Reusch identified examples of waste in projects in relation to the categories of waste introduced above. The results are shown below.
	{\| class="wikitable"		{\| class="wikitable"
	\|+Waste in Lean Project Management		\|+Waste in Lean Project Management
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	= Application of Lean Project Management =		= Application of Lean Project Management =
			Application of the relay racer theory has been discussed in the chapter above. Now follows the general applicability of Lean Project Management.

			As can be seen from the application of the relay race theory, knowledge and involvement are crucial for a successful output. Reusch<ref name="Reusch2013"></ref> found out that Project Management Guides should not be treated as the plus ultra. For a Lean Management, standards are not the solution but the access to knowledge is more important. Knowledge can reduce waste and supports stakeholder management. A high level of transparency leads to higher opportunities to reduce waste.

			It is important to not hold up information to be able to take correcting steps. Riis <ref name="Riis" >Riis, J. O. (1993) “Lean Project Management” International Journal of Project Management. Vol 11, Issue 1, Feburary. </ref> states that a Lean Project can only be efficient if cooperative attitudes are created within the group and people are willing to learn from experience. By succeeding in this, there are more opportunities to identify wasteful activities and eliminate them.

			Riis<ref name="Riis" > </ref> summed up focus areas for Lean Project Management well by stating that one needs to focus on
			*leadership rather than management,
			*the nature of uncertainty and the definition of attention areas rather than standard plans,
			*organizational learning than standard procedures,
			*adjustment of success criteria,
			*development of project culture in the organization.

	= Limitations =		= Limitations =
			As the application refers to relying not so much on standards and believing in transparency and knowledge, these are also limiting factors. Organizations rely on standards in order to be faster by time through the repetition of these standards. To be very open-minded and share a lot of information is also challenging for some departments. The limits for being Lean within a project thus lie in the ability of all stakeholders to share information and get involved. This has to be efficiently managed through the project leader (Principle 2 of Leach).

			Furthermore, Lean has been widely accepted in Production but organizations have been negligent to adopt this thinking to technical-administrative activities.<ref name="Riis" > </ref> Creating a common knowledge about what is Lean and what purpose it is, is important in order to implement Lean Project Management.

			The article shows that Lean Project Management is a wide topic and that waste can be created during the execution of Projects. Leach’s 8 principles show how important preparation is and the relay race theory reveals the essentials of early customer involvement and information sharing.

	= Annotated Bibliography =		= Annotated Bibliography =
			Leach (2005): This was the main book used for the article. It gives an overview of the Lean topic and relates it then to the 8 principles which Leach has developed. It is a good introduction into the topic and has a high focus on the Critical Chain Management. It leads the practitioner to understanding what he or she has to do in order to start a Lean project.

			Reusch (2013): The article by Reusch is quite short, but summarizes the topic of Lean Project Management very well. It is a good starting point for someone who quickly wants to get an overview of the main issues like processes, waste reduction, potential areas for improvement, future perspectives. The article has to be read including the articles of the bibliography since many key words are not explained and the author only refers to other articles.

			Mascitelli (2002): This book focuses more on the enterprise and how to set up the organization in a more project and lean oriented way. Mascitelli introduces 12 methods which help the practitioner to create a Lean environment for projects by giving situation based examples. He also gives guidance on how to measure each of these steps. The book closes with a thorough chapter about how to implement Lean Project Management within an enterprise.


	=References=		=References=
	<references />		<references />

Lea at 13:12, 24 September 2015

2015-09-24T13:12:52Z

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	The article handles the topic of Lean Management within Project Management with a focus on the Relay Racer theory. As Lean has been in important in Manufacturing processes since Taiichi Ohno developed the Toyota Production System, it has been applied to more than just production. Lean nowadays is applied throughout all departments in a company in order to eliminate as much ~~was~~ as possible and thus increase profits.		The article handles the topic of Lean Management within Project Management with a focus on the Relay Racer theory. As Lean has been in important in Manufacturing processes since Taiichi Ohno developed the Toyota Production System, it has been applied to more than just production. Lean nowadays is applied throughout all departments in a company in order to eliminate as much waste as possible and thus increase profits.

	First the thinking behind Lean will be explained. Afterwards the subject of Lean Project Management will be introduced by giving an overview of the idea, key principles, waste types and where Lean affects the process and knowledge areas of Project Management. Lean Project Management will be further be described by looking at Lawrence Leach’s “8 Principles for Success”. It incorporates the standards of the PMI while giving guidance on where to focus when being lean and setting up a Lean Project. The article then focuses on the Relay Racer Theory which is crucial for eliminating waste within Lean Project Management such as wrong understood requirements and approval delays. Finally, the applicability and limitations of the theory will be discussed.		First the thinking behind Lean will be explained. Afterwards the subject of Lean Project Management will be introduced by giving an overview of the idea, key principles, waste types and where Lean affects the process and knowledge areas of Project Management. Lean Project Management will further be described by looking at Lawrence Leach’s “8 Principles for Success”. It incorporates the standards of the PMI while giving guidance on where to focus when being lean and setting up a Lean Project. The article then focuses on the Relay Racer Theory which is crucial for eliminating waste within Lean Project Management such as wrong understood requirements and approval delays. Finally, the applicability and limitations of the theory will be discussed.

	= Lean thinking =		= Lean thinking =

Lea at 13:10, 24 September 2015

2015-09-24T13:10:14Z

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	Approval delays can be subject to waiting time for example because of a missing signature. The project leader has to make sure that not too many obligatory signatures exist. Furthermore, internal deliverables should rely on trust and discipline and not have to be approved by hierarchical authorities. Deadlines for feedback allow the task keeper to move the output to the next customer.		Approval delays can be subject to waiting time for example because of a missing signature. The project leader has to make sure that not too many obligatory signatures exist. Furthermore, internal deliverables should rely on trust and discipline and not have to be approved by hierarchical authorities. Deadlines for feedback allow the task keeper to move the output to the next customer.

	= Application of Lean Management =		= Application of Lean Project Management =

Lea at 12:59, 24 September 2015

2015-09-24T12:59:56Z

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	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 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. Figure 2 ~~and 3 show~~ how waste can be reduced through resource leveling and buffers. ~~In Figure 1~~ Larry is assigned 3 tasks at the same time. ~~In Figure 2~~ he is assigned 3 tasks but in different time slots. ~~In Figure 2~~ the project ends in the beginning of March and has a buffer until the end of March. ~~In Figure one~~ there are no buffers and the project only ends at the end of March.		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. Figure 2 shows how waste can be reduced through resource leveling and buffers. With the critical path (left) Larry is assigned 3 tasks at the same time. With the critical chain (right) he is assigned 3 tasks but in different time slots. With the critical chain the project ends in the beginning of March and has a buffer until the end of March. With the critical path there are no buffers and the project only ends at the end of March. (More information on critical chain: [[Critical Chain Project Management to cope with uncertainty]])

	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.		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.

Lea at 12:54, 24 September 2015

2015-09-24T12:54:31Z

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	*Closing		*Closing
	*Monitoring and Controlling		*Monitoring and Controlling
			[[File:8 Principles by Leach.png\|frame\|200px\|Figure 1: 8 principles by Leach<ref name="Leach2005"></ref>]]

	The PMI has also defined nine knowledge areas for project management which are crucial for a successful delivery of a project. These knowledge areas include Integration, Scope, Time, Cost, Quality, Human resources, Communication, Risk, and Procurement.		The PMI has also defined nine knowledge areas for project management which are crucial for a successful delivery of a project. These knowledge areas include Integration, Scope, Time, Cost, Quality, Human resources, Communication, Risk, and Procurement.
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	=Lean Project Management by Leach=		=Lean Project Management by Leach=
	Leach<ref name="Leach2005"></ref> introduced 8 principles which can lead to successful project results by using lean tools and critical chain management. (see Figure 1) A short overview of each step will be given below.		Leach<ref name="Leach2005"></ref> introduced 8 principles which can lead to successful project results by using lean tools and critical chain management. (see Figure 1) A short overview of each step will be given below.
	~~[[File:8 Principles by Leach.png\|frame\|200px\|Figure 1: 8 principles by Leach]]~~

	==Principle 1: Project System==		==Principle 1: Project System==
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	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.		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.
	[[File:Critical chain.png\|frame\|200px\|Figure 2: Reducing waste by implementing buffers and resource leveling]]		[[File:Critical chain.png\|frame\|200px\|Figure 2: Reducing waste by implementing buffers and resource leveling<ref name="Leach2005"></ref>]]

































	==Principle 2: Leading People==		==Principle 2: Leading People==
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	'''Define Deliverables and requirements'''		'''Define Deliverables and requirements'''

	Sometimes it is not easy if for example an internal customer doesn’t know yet what his requirements are or what the deliverable should look like. In order to support the process some actions can be taken to refine the understanding of the output.		Sometimes it is not easy if for example an internal customer doesn’t know yet what his requirements are or what the deliverable should look like. In order to support the process some actions can be taken to refine the understanding of the output.
	*Use deliverables from earlier projects to inspire needs;		*Use deliverables from earlier projects to inspire needs;
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	*Make sure that everyone uses the same or compatible information technology. For example Word and Latex.		*Make sure that everyone uses the same or compatible information technology. For example Word and Latex.
	This approach is less wasteful than into-the-blue hand-offs. Furthermore, does this early involvement of customers, internal or external, lead to enhancement of relationships and team building. Unused prototypes can be used for other project to inspire needs and requirements for projects. Even realizing what is not a requirement is constructive since this is yet an elimination of waste.		This approach is less wasteful than into-the-blue hand-offs. Furthermore, does this early involvement of customers, internal or external, lead to enhancement of relationships and team building. Unused prototypes can be used for other project to inspire needs and requirements for projects. Even realizing what is not a requirement is constructive since this is yet an elimination of waste.
			[[File:Feed_Forward_Method.png\|frame\|50px\|Figure 3: Feed Forward Method<ref name="Mas2002" ></ref> ]]


	'''Successful hand-off'''		'''Successful hand-off'''
	Hand-offs usually fail because requirements are not met and iterations have to be initiated. The closer one gets to the completion of a task, the more urgent it becomes to involve the customer for approval. This leads to the ability to still adjust to changes and decrease the time of the final approval by only approving the last changes that have been made since the first approval. The feed-forward method <ref name="Mas2002" ></ref> can be used for this task. Before the project is completed a preliminary document of approval is send to the customer. The unapproved steps can then be revised, refined and in the end only the changes have to be approved (see Figure 4).
	~~[[File:Feed_Forward_Method.png\|frame\|50px\|Figure 2: Reducing waste by implementing buffers and resource leveling]]~~		Hand-offs usually fail because requirements are not met and iterations have to be initiated. The closer one gets to the completion of a task, the more urgent it becomes to involve the customer for approval. This leads to the ability to still adjust to changes and decrease the time of the final approval by only approving the last changes that have been made since the first approval. The feed-forward method <ref name="Mas2002" ></ref> can be used for this task. Before the project is completed a preliminary document of approval is send to the customer. The unapproved steps can then be revised, refined and in the end only the changes have to be approved (see Figure 3).



	'''Eliminate Approval delays'''		'''Eliminate Approval delays'''

	Approval delays can be subject to waiting time for example because of a missing signature. The project leader has to make sure that not too many obligatory signatures exist. Furthermore, internal deliverables should rely on trust and discipline and not have to be approved by hierarchical authorities. Deadlines for feedback allow the task keeper to move the output to the next customer.		Approval delays can be subject to waiting time for example because of a missing signature. The project leader has to make sure that not too many obligatory signatures exist. Furthermore, internal deliverables should rely on trust and discipline and not have to be approved by hierarchical authorities. Deadlines for feedback allow the task keeper to move the output to the next customer.

Lea at 12:36, 24 September 2015

2015-09-24T12:36:16Z

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	==The relay race and Lean Project Management==		==The relay race and Lean Project Management==
	This theory or metaphor is important for lean project management as it can describes the most Lean way of how dependent tasks should follow each other. It enables efficient hand overs of tasks and makes predictable schedules possible.		This theory or metaphor is important for lean project management as it can describes the most Lean way of how dependent tasks should follow each other. It enables efficient hand overs of tasks and makes predictable schedules possible.
	Looking at the relay race we can link the actions of the runners to actions within projects. In a project one ideally would want to have:<ref name="Mas2002" ></ref> <ref name="Leach2005"></ref>		Looking at the relay race we can link the actions of the runners to actions within projects. In a project one ideally would want to have:<ref name="Mas2002" >Mascitelli, R. (2002) “Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits Through Lean Project Management” California, Technology Perspectives. </ref> <ref name="Leach2005"></ref>

	*early collaboration to ensure understanding of requirements of the customer (practicing the handover of the baton);		*early collaboration to ensure understanding of requirements of the customer (practicing the handover of the baton);
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	'''Successful hand-off'''		'''Successful hand-off'''
	Hand-offs usually fail because requirements are not met and iterations have to be initiated. The closer one gets to the completion of a task, the more urgent it becomes to involve the customer for approval. This leads to the ability to still adjust to changes and decrease the time of the final approval by only approving the last changes that have been made since the first approval. The feed-forward method <ref name="Mas2002" ></ref> can be used for this task. Before the project is completed a preliminary document of approval is send to the customer. The unapproved steps can then be revised, refined and in the end only the changes have to be approved (see Figure 4).		Hand-offs usually fail because requirements are not met and iterations have to be initiated. The closer one gets to the completion of a task, the more urgent it becomes to involve the customer for approval. This leads to the ability to still adjust to changes and decrease the time of the final approval by only approving the last changes that have been made since the first approval. The feed-forward method <ref name="Mas2002" ></ref> can be used for this task. Before the project is completed a preliminary document of approval is send to the customer. The unapproved steps can then be revised, refined and in the end only the changes have to be approved (see Figure 4).
	[[File:~~Critical chain~~.png\|frame\|~~200px~~\|Figure 2: Reducing waste by implementing buffers and resource leveling]]		[[File:Feed_Forward_Method.png\|frame\|50px\|Figure 2: Reducing waste by implementing buffers and resource leveling]]