THE LEADING LEAN PROJECT

Running head: LEADING LEAN PROJECT
Leading Lean Project
Name of the Student
Name of the University
Author’s Note:

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LEADING LEAN PROJECT
Table of Contents
1. Introduction............................................................................................................................2
2. Selection and Explanation of Different Project Management Processes...............................2
2.1 Finalization of the Client’s Requirements in terms of Scope..........................................2
2.2 Proper Communications with all Relevant Stakeholders being Effective and Efficient. 3
2.3 Successful Management of the Subcontractors and Vendors..........................................4
3. Detailed Explanation of the Aspects for Achieving Lean Project Management for building
the Home....................................................................................................................................5
3.1 Explanation of Lean Management to be implemented for Finalization of Client’s
Requirements..........................................................................................................................5
3.2 Explanation of Lean Management to be implemented for Communications with all
Stakeholders...........................................................................................................................6
3.3 Explanation of Lean Management to be implemented for Management of the
Subcontractors and Vendors..................................................................................................7
4. Conclusion..............................................................................................................................8
References..................................................................................................................................9

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LEADING LEAN PROJECT
1. Introduction
Lean project management can be referred to as the subsequent usage of different
principles of lean manufacturing towards proper practice of PM. The major goal of the lean
project management is to increase the value during minimization of waste (Martínez-Jurado
& Moyano-Fuentes, 2014). The following report outlines a brief discussion on leading lean
project for a case study of building of houses. Project management processes would be
proposed for the project manager for properly managing, building and delivering the project
within time.
2. Selection and Explanation of Different Project Management Processes
2.1 Finalization of the Client’s Requirements in terms of Scope
A project manager works for a housing builder, who is responsible for constructing
homes for clients. A client wants to build his house with the organization and he has a budget
of 500000 Australian dollars and the timeline provided is for 12 months (Fullerton, Kennedy
& Widener, 2014). The project managers would be responsible for ensuring that the client is
satisfied after building the house and after following every requirement within timeline and
budget, provided by the client. The Project Management Body of Knowledge or PMBOK is
the collection of standard terminology as well as guidelines for any particular project. This
particular guide even overlaps with the generalized management about proper planning,
organization, staffing, execution as well as controlling the detailed operations of the
respective company (Eastham et al., 2014). The other disciplines of this management involve
financial forecasting, budgeting, management science, organizational behaviour and even any
other methodology of planning.
The requirements of the client regarding his house related to budget and timeline are
needed to be fulfilled. The various knowledge areas of PMBOK are needed to be considered
for the project, which include project integration management, project scope management,
project schedule management, project cost management, project quality management, project
resource management, project communications management, project risks management,
project procurement management and finally project stakeholder management (Eastham et
al., 2014). In this particular case study, the client has provided two constraints to be
maintained, which are budget and timeline. The budget provided by the client is 500000
Australian dollars and the timeline provided is for 12 months (Charron et al., 2014). As a
result, the project manager has to consider few knowledge areas of PMBOK, such as project

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LEADING LEAN PROJECT
scope management, project cost management, project resource management and project
schedule management.
i) Project Scope Management: As there is a chance that scope might change with the
project work, it is extremely important and significant to define the boundaries of the project,
only to be monitored regularly (Tenera & Pinto, 2014). The first step would be planning
scope management and then collect all types of requirements. The detailed requirements of
the final product are being assembled and itemized. As soon as scope is being defined, the
scope of the project would be validated and controlled properly. The scope statement should
be revisited regularly for ensuring that the current project status is being completed.
ii) Project Cost Management: The client has provided a fixed budget of 500000
Australian dollars for completing the entire project work (Goetsch & Davis, 2014). As a
result, it is needed to maintain a constant monitoring of the budget is required for planning
cost management and successful estimating costs and controlling of costs.
iii) Project Resource Management: The project manager has to manage the project
resources for ensuring that the minimum requirements for the roles are being fulfilled and the
overall project structure is maintained under every circumstance. The activity resources are
being estimated and these resources are being controlled after proper analysis to ensure that
the usage is not exceeded.
iv) Project Schedule Management: This particular knowledge area of PMBOK is
required to be ensured as the respective client has given a timeline of 12 months for the
building (Bhasin, 2015). To maintain this particular schedule, it is required to plan schedule
management and activities should be defined properly. It would ensure that the project is
being completed within 12 months and would not exceed the timeline.
2.2 Proper Communications with all Relevant Stakeholders being Effective and
Efficient
Proper communications with all the stakeholders is extremely vital and noteworthy
for a successful execution of this project work. Project communications management is the
next vital knowledge area of PMBOK. This particular knowledge area enables the
stakeholders to be completely satisfied as soon as any type of unexpected change would take
place and hence it is required to develop a proper communications plan for keeping the
stakeholders within the loop in the entire project work for communicating early and reducing
any kind of unexpected issue (McCann et al., 2015). The communications management plan