Summary: Lean Project Management: How to Apply Lean Thinking to Project Management by George Stevens (2017)

Introduction to Lean Thinking in Project Management

George Stevens’ book, “Lean Project Management: How to Apply Lean Thinking to Project Management,” delves deeply into applying lean principles to enhance project management effectiveness. Lean thinking originates from the manufacturing sector, most notably the Toyota Production System, and revolves around eliminating waste and optimizing processes. Stevens bridges these principles into project management to create a focused approach that maximizes value and minimizes inefficiencies.

1. Core Principles of Lean Thinking

Stevens opens with the core tenets of lean thinking:
– Value: Identifying what adds value from the customer’s perspective.
– Value Stream: Mapping all steps in the project delivery process to highlight and eliminate waste.
– Flow: Ensuring smooth progression of project activities without interruptions.
– Pull: Producing only what is needed when it is needed.
– Perfection: Striving for continuous improvement.

Actionable Step: Start project planning by engaging stakeholders to clearly define what they consider as “value.” Using tools like the Value Stream Map, identify and remove non-value-adding activities.

Example: Stevens describes a software development firm that reassessed its process through stakeholder consultation, finding that multiple approval layers were unnecessary and delayed project delivery. By eliminating these, they enhanced value delivery time.

2. Waste Identification and Elimination

Stevens emphasizes the importance of waste (or “muda”) elimination. He identifies seven types of waste:
– Overproduction
– Waiting
– Extra Processing
– Inventory
– Motion
– Defects
– Underutilized Talent

Actionable Step: Implement a regular review cycle in the project management process where project activities are scrutinized for waste, and create a waste log to maintain focus on reduction.

Example: A construction company, whose approval process was contributing to significant waiting time, introduced a digital approval system, reducing lead time and paper wastage, as Steven explains in detail.

3. Visual Management and Communication

Lean project management places a premium on visual tools and effective communication. Tools like Kanban boards, Gantt charts, and visual workspaces help teams maintain transparency and focus.

Actionable Step: Utilize Kanban boards to visualize workflow stages and identify bottlenecks quickly. Arrange daily standup meetings to discuss progress and issues.

Example: Stevens illustrates a marketing firm using a Kanban board to track campaign progress, allowing team members to see real-time project statuses and address impediments promptly.

4. The Role of Leadership in Lean Project Management

Leadership is pivotal in fostering a lean culture. Leaders should embody lean principles and encourage their teams to do the same.

Actionable Step: Leaders should perform “gemba walks” (a Japanese term for going to the actual site) to observe workflows, engage with team members firsthand, and identify improvement areas.

Example: Stevens recounts a company where managers performed regular gemba walks, which resulted in immediate identification and rectification of inefficiencies, boosting morale and productivity.

5. Continuous Improvement (Kaizen)

Continuous improvement, or “Kaizen,” is fundamental to lean thinking. It involves every team member working towards incremental improvements consistently.

Actionable Step: Establish a culture where team members are encouraged to propose and implement small, continuous improvements. Regularly celebrate these improvements, no matter how small.

Example: A tech startup initiated monthly Kaizen workshops where employees shared potential improvements. This led to a 15% improvement in process efficiency, as noted by Stevens.

6. Lean Tools and Techniques Specific to Project Management

Stevens discusses several tools and techniques pivotal to lean project management:
– 5S (Sort, Set in order, Shine, Standardize, Sustain): Organization methodology.
– PDCA (Plan-Do-Check-Act): Iterative improvement cycle.
– Value Stream Mapping: Visual depiction of work processes.

Actionable Step: For immediate implementation, use the 5S methodology in organizing project documents and resources to ensure easy access and mitigate workflow disruptions.

Example: A financial firm adopted the 5S system in its document management process, resulting in a 20% reduction in time spent searching for information, as described by Stevens.

7. Managing Risks and Issues in Lean Projects

Risk management is integral in lean projects. Identifying potential risks early and developing mitigation strategies is crucial.

Actionable Step: Incorporate regular risk assessment sessions into project meetings. Use a risk register to track identified risks and mitigation actions.

Example: Stevens highlights an engineering firm that routinely updated its risk register, allowing the team to anticipate and address potential project derailments proactively.

8. Lean Project Planning and Scheduling

Effective planning and scheduling are paramount. Using lean principles, project managers should create lean schedules that are flexible and adaptive to changes.

Actionable Step: Apply “Last Planner System,” a lean scheduling approach involving the team in planning to ensure accuracy and commitment.

Example: A real estate development project that adopted the Last Planner System saw a reduction in project delays and increased satisfaction among stakeholders, as cited by Stevens.

9. Ensuring Quality in Lean Project Management

Quality assurance and control are essential in delivering a successful project. Lean thinking strives for high standards by eliminating defects and ensuring continuous quality checks.

Actionable Step: Implement a peer review process where team members review each other’s work for quality before advancing to the next stage.

Example: An aerospace project team reduced defects by 30% after initiating peer reviews, as detailed in Stevens’ case studies.

10. Engaging and Empowering Team Members

Engagement and empowerment of team members are significant. Lean philosophy believes that empowering the team leads to better decision-making and innovation.

Actionable Step: Create cross-functional teams and ensure everyone has the authority to suggest and implement improvements.

Example: Stevens mentions a pharmaceutical company where cross-functional teams reduced the product development cycle by 25% by developing a more cohesive workflow.

Conclusion: The Lean Project Manager

Stevens concludes by emphasizing the role of a lean project manager as both a coach and facilitator. They must guide their teams towards continuous improvement, efficiency, and value maximization.

Actionable Step: Project managers should invest in lean training and mentoring for their teams, creating an environment where lean principles can thrive.

Example: A project manager implementing consistent lean training sessions saw enhanced team collaboration and project efficiency, as Stevens encapsulates.

In “Lean Project Management: How to Apply Lean Thinking to Project Management,” Stevens provides a comprehensive guide, complete with practical examples and actionable steps, to help project managers integrate lean principles into their workflows. Through commitment to value, waste elimination, continuous improvement, and effective leadership, project managers can significantly enhance the quality and efficiency of their projects.