1. Lean Project Management Principles
“ Any Project worth doing
is worth doing fast and right”.
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2. Definitions of Lean
Lean System: emphasizes the prevention of waste ( Mura) :
extra time, labor or material spend that does not add value to
the product or service.
Lean Enterprise: foster a company culture where
employees constantly look to improve their skills levels
and production processes. Product and Services are driven
the right amounts, to the right location, at the right time
and in the right condition.
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3. Lean Thinking
The goal of Lean Thinking is the creation of a
continuous stream which delivers customer
value with the least waste of resources within
the shortest possible time.
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4. Definitions of Project
PMBOK: “A Project is temporary endeavor
undertaken to create a unique product, service
or result”
PMBOK: “Project Management is an application
of knowledge, skills tools and techniques to
project activities to meeting project
Requirements”
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5. Lean Goals Project Goals
Improve Quality Complete on time
Eliminate Waste Complete on Budget
Reduce Lead Time Meet Performance
Reduce Total Costs Requirements
More about Behaviors, More about Tools,
Change, Improvement Techniques, Methods,
Results
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6. Lean Principles LPM Principles
Specify Value Eliminate Waste
Identify the Value Stream Empowerment, Respect,
Flow Integrity
Pull Decide later, Deliver fast
Perfection Amplify Learning
See the whole
Risk Management
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8. Shift Mindset
CURRENT REQUIRED
THINKING THINKING
Material
Movement Waiting
M W
Over
Inventory Production
WASTE I TYPES O
OF
WASTE
T O
Over
Transport D Processing
Defects
WASTE NOT DEFINED S
REACT TO LARGE EXAMPLES Skills
REACTIVE IMPROVEMENT
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9. The Baton Pass-Goal to Win the Race
Preparing a Building
Plan Team Work
Practice Avoid
for Perfection Rework
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10. Project as a Value Stream
Look at Project as a Processes
(chains) : a set of activities with inputs, processing and outputs
Looks for sets of processes (work packages) as a value stream
Look for weak links in a project’s chains exposes some of the
most wasteful practices in an organization.
Eliminate Bottlenecks within teams, Build Strong routines
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11. Value Stream Thinking
Problem Solving
Validate Root Causes
Current State Analysis
IdentifyWaste Solutions Actions
Plans
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12. Lean Project Manager
Lean project managers prefer to review the way that work
elements pass between team members.
Lean project management differentiates itself from other
methodologies by emphasizing the opportunity to improve
“hand-offs”
Focus on Dependencies not on Deadlines
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13. Strong WBS
Eliminating waste
Build strong Plans
Build strong teams that understand their value
Build a Strong WBS
Responsibilities for deliverables and milestones
Visibility for the Project Manager to see relations
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15. Where to you Start?
Customer Needs?
Customer Requirements?
Financial Performance?
Customer Satisfaction?
Ahhhhh !
Who is the Customer? –Who are my Stakeholders?
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17. Leading Projects
Manage things, Lead people - Stephen Covey
Identify Project Stakeholders
Needs of each Stakeholders
(in terms of product and process)
Clear Plans, Goals, Targets, including Stakeholders
RASIC
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18. Team Building
Forming
Storming
Norming
Performing
Leading toward the Goal
Initial State of Project Team Align the Team Towards the Goal
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19. Empower your Team
EMPOWER (def.) give power or authority to;
to authorize; to enable; to delegate
Functional managers empower team members to represent
functional discipline without approval for decisions or actions
Self directed teams -describe what is required; let teams
determine how
Requires more management planning & capable, trained
personnel
Results in greater commitment and ownership
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20. The Last Planner
The person who will execute the planned work of the Project
Make Last Planner indentify the work
Increase commitment from the process owner
Increase Empowerment, Decrease Centralized Delegating
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21. The Last Planner Principle
Plan in greater detail as you get closer to doing the work.
Produce plans collaboratively with those who will do the
work.
Reveal and remove constraints on planned tasks as a team.
Make reliable promises.
Learn from breakdowns.
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22. Continuous Improvement
Look for Quick Wins
Promote Positive Impact of Procedural changes
Keep it small
Small = Small = Less Total = Less Team = Less
Projects Impacts Disaster Failure Punished PM
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24. Small Commitment
Map out a series of interconnected projects
Smaller achievable projects
More efficient Scheduling
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25. Pipeline Management
Manage the number of projects in the pipeline and their release to avoid
overloading resources and increasing work in process
Focus resources on highest priority projects to finish sooner; don’t start
other projects until resources become available. Use DRUM
Project start dates and completion dates should not be bunched together -a
steady flow (and constant “new news” to the market) and not a log jam
Use your Drum resources and build you Drum Schedule
Project 1
Project 2 Project 6
Project 3 Project 2 Project 4 Pj. 7
Project 4 Project 7 Project 1 Project 5
Project 5 Project 3 Project 6
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26. Defer Decisions
Baseline Case Module 1 Design
Complete definition before
development begins. Product Mod. 2
Integration Build & test
Development of all modules Definition Design
starts immediately. Mod 3
Design
Alternative 1 M.1
Module 1 Design
Phased definition. Definition Def
& development of modules System M.2 Mod. 2
Integration Build & test
deferred to allow flexibility Definition Def Design
for changes.
M.3 Mod 3
Def Design
Alternative 2 M.1
Module 1 Design
Phased definition. If one Def
module not on the critical System M.2 Mod. 2
Integration Build & test
path requires significant lead Definition Def Design
time to build, begin sooner
M.3 Mod 3
Build
Def Design
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27. Deciding as Late as Possible
Delivering as fast as possible
Emphasis on Planning and Development phases
Relay Race culture
Eliminate waste: Inventory, Waiting and Defects
Dynamic and Motivational Environment
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28. Critical Chain Project Management (CCPM)
Traditional Project Management
Task estimates are padded to
better insure meeting
schedule
Tasks started late because of
other pressing demands
Work fills available time
By coordinating via start and
finish dates, effort spent
finishing early often wasted
Lateness is always passed on -
can’t be made up without
reducing scope or increasing
resources
Critical Chain Project Management (CCPM) can significantly reduce the
development schedule
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30. Educate your Team
Plan for Training in the
WBS
Specially on new and
mostly unique Projects
Look for members on
waiting spaces
Prepare your members for
future phases
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31. Promote, Promote, Promote
Promote the impact of
Professional Development
Make promotion part of your plan
Show successful experiences
Go beyond long term effects to
create a productive workplace
Look for quality idea generation
behavior
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32. Synchronize Activities
Collocation of development personnel
Visual management tools to show status and performance
Frequent, short coordination meetings
Tools to share information
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33. Rapidly Explore Activities
While an emphasis on value and time with lean practices would
suggest not wasting time exploring alternatives when an
acceptable solution exists, this is not the case
Greatest value when multiple alternatives can be rapidly explored
–this is the only way to move towards a more optimum solution
Set-Based Design involves developing multiple sets of solutions in
parallel & relatively independently.
As the design progresses, the sets of solutions are gradually
narrowed based on additional information from development,
testing, the customer, etc., and the best solution 'emerges'
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35. Project Cycle
See whole = Watch the Project Cycle Constantly
Strong Project Chartering
Move through Project Cycle many times
Look for new opportunities
Free team from unnecessary tasks (non-value Tasks)
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36. Project Chartering
Project: New Opportunity or Solve a Problem
Start Lean Thinking
No Project Charter , No Project
“The Project Charter is the tool to get people aligned on
understanding the Project”, Leach, 2005
“ The document that formally authorize the project” ,
PMBOK
Get all stakeholders to agree on it
Use your project Charter in project selection
Make it visual and accessible
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37. Elements of
Project Charter
1-3 Pages / 1-3 hour
Use a Project Mind
Mapping Software
Vision
Mission/Objectives
Membership
Organizational Linkage
Boundaries
Key Assumptions and
Constraints
Team and Individual
Responsibilities
Metrics
Operating Guidelines
Feasibility Studies
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39. The Project Delivery System
Project Systems consist of
People
Processes
Products/Services
Relationships
The Goal : Define a PMO
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40. Lean Project Management
Is about:
Building Lean Behaviors in your organizations
Thank You
Q&A
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