Lean Project Management and Process Improvement is the trend for many Industries

Push ( Not Pull) Planning: Lack of collaborative planning ,Improper sequencing of activities, unpredictable & interrupted construction workflow, failure to eliminate constraints, lack of clarity on hands- off among trades , no real pact among project participants, and mindset of what work we THINK can be done, rather what work we KNOW can be done. Collaboration Gaps : Many trade & legal entities involved, lack of daily human interaction without two-way flow of information, lack of visual display of performance, lack of common understanding of project among project participants and no continuous performance improvement (daily) Leakage Of Snags : Clashes, incompatibility among trades, hidden quality issues, and difficult-to-build design & impact on construction Low Quality: Less focus on prefabrication & modularization, high snags & low customer referenceability, lack of self-comparisons against standards/ samples , poor inspection specification of incoming materials against drawing specifications and Inability to trap the defects at source or early stage Consistent cost overruns : Project cost is not a design parameter, lack of alignment between estimator & designers, lack of target cost focus during execution and contract driven execution and rework by trades

Exposure to Conventional Project Management is not sufficient in complex construction projects. Therefore in the outer core, the following steps are introduced in Lean Project Management

Lean Tools for People, Lean Tools for Process, and Lean Tools for Products will effectively combine and resut in positive > 40% improvement overall. Integration of a Lean culture across the organization, among all employees or project team members while creating a lean organization will invariably focus on areas such as innovation to reduce waste, improve efficiency and reduce time and start late - finish fast with quality product. This is an overall transformation of people with culture. This must be practiced from the CEO to the average for results to be visible visible within 6 months such as 40% savings and less defective products or services. Every organization moving towards the lean culture will contribute towards a “leaner” country with higher results.

Traditional Project Management and Lean project management has multiple difference as illustrated below as well as how value is added by tracking and monitoring during the whole project Life cycle including planning, initiation and closing stages, not only during execution and control stages. To be continued next week