The document discusses applying lean and agile principles beyond software development projects. It provides examples of using lean and agile in oil and gas, e-learning, and manufacturing projects. While lean and agile have been successful, challenges include resistance to change, lack of resources and awareness, and whether self-organized teams can work in all contexts. A hybrid approach combining traditional and modern methods may be most effective. Universities and continued learning are important to advancing the use of lean and agile principles in different project types and industries.

1. Lean and Agile
Beyond Software
Development
Projects
Dr. Mohamed Salama
Director of Corporate Executive Relations
School of Social Science
Heriot-Watt University

2. Overview
• Why do projects Fail?
• Are we delivering the right product?
• Or is it how we are trying to deliver?
• Process or Product?
• Is it really a matter of choice?
• Has Traditional PM become out of date?
• Strategic Project Managememt?
• Programme and Portfolio Management?
• Lean and Agile ?

3. Philosophy Versus
Methodologies
• Is there a “Panacea” to Project failure?
• What makes a project successful?
• Perception is Reality....is it?
• True or False?
• Lean is a Philosophy
• Agile is a methodology
• Is it the pathway or the outcome?
• What about the context?

4. Common Factors in Projects
• Clients do not always know what they want
• Change is inevitable
• Communication is a key success factor
• Effective teams are imperative
• Effective Risk management is crucial
So why L&A seems limited to
SWDP?

5. Lean and Agile in O&G Projects
Case study from Nigeria
• visual aids and tools,
• total quality management,
• kaban systems,
• last planner system,
• daily and weekly progress meetings,
• high performing cross-functional teams
• employee development through training
But self organised teams may not work??
50%?

6. E- Learning Projects
• Agree on an evaluation criteria,
• strong relationships, (Approvals)
• Training,
• managing risk,
• leadership skills,
• maintaining effective communication and
flow of information flow,
• managing change effectively.
Type of client will determine best method?

7. Customized Manufacturing:
A Case Study of an Italian Company
• Lean and Agile methodologies are being
employed intuitively, rather than
consciously.
• the organization is working in a hybrid
model, where it retains suitable practices
from conventional and modern project
management and manufacturing
methodologies.
Is it a spectrum? Positioning decision?

8. Customized Manufacturing
Key Findings
• Identifying the right process owners
• Relationships has to be handled very well
• Lack of follow through and commitment to
deadlines.
• Customer’s attitude
• Reluctance to change the way that they are
accustomed to doing things.
• Unwillingness to make time to learn a new
system or way of working.
• Political / power structure
• Content and approval gathering.

9. General Reflections
Type of Project
• Event Management
• Renovation/ Refurbishment
• New Service Development Projects
• New Product development projects
• Construction incl. Infra-structure Projects
• Change Management
• ??

10. General Reflections cont.
Internal Challenges
• Resistance to Change
• Awareness
• Aptitude to learning and development
• Resources
• Perceived applicability
• Org. Culture

11. General Reflections cont.
External Factors
• Client involvement
• Client Org. Structure
• Industry/ Sector Standards
• Competitors

12. Conclusions
• Lean and Agile can be applied beyond SDP
• Lean and Agile is still in the infant stage
• Lean and Agile is not a “PANACEA”
• A hybrid system can be an option
• Need to move forward building on the Past
• Universities have a significant role

13. Thank You
Questions?

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