Leading Lean project (FIFA World Cup 2018)

This article discusses the implementation of lean project management for FIFA World Cup 2018. It covers topics such as the voice of customers, critical to quality parameters, PMBOK guidelines, PRINCE2 methodology, organizational project management, and more. The article provides insights into how FIFA can reduce waste and deliver more value to its stakeholders.

Running head: LEADING LEAN PROJECT
Leading Lean project
(FIFA World Cup 2018)
Name of the student:
Name of the university:
Author Note

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Table of Contents
Discussion on Voice of Customers:.......................................................................................................2
Understanding Critical to Customer Requirements:..............................................................................3
Critical to Quality parameters:...............................................................................................................3
Implementing lean project management for FIFA:...............................................................................4
PMBOK guidelines:...............................................................................................................................6
PRINCE2 methodology:........................................................................................................................7
Organizational project management:.....................................................................................................8
Implementation of an Agile method:.....................................................................................................9
Lean Six Sigma method:........................................................................................................................9
References:..........................................................................................................................................12

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Understanding lean project management implemented in FIFA 2018 Football World Cup:
“Fédération Internationale de Football Association”, merely put as FIFA, refers to world cup
football. It is contested among national football team of men. To understand lean project
management under the context of FIFA, the study undergoes analysis. It includes deployment of lean
ideas such as lean thinking. The essay aims to deliver more value with reducing wastes for project
management at FIFA.
In this study voice of customers, deploying lean management and critical to quality elements
are demonstrated. The organisational management with Agile practices is also discussed here. Next,
control of lean six sigma methods is also analysed here.
Understanding the voice of customers:
It is the way to understand the various methods of intentions, preferences and aversions. This
has been identifying the necessities of clients. Particular challenges are faces through requirements
and expectations of clients that are to be studied. Here, for those qualities are the freeways from
defects, valuing delivery time, lean time, the value of costs and money are needed to be understood
(Elias, 2016). This has also included different availability and warranties of parts with corporate
roles. VOC is also helpful to know various environmental situations, ethical and legal compliances.
Discussion on critical to customer requirements:
This denotes different concise, calculative and specific intentions that are considered crucial
by the customers, as far as services and products are concerned. Here these elements are significant
for customers or must be taken care of by customers. This is because these are based on various
“must-have” attributes and satisfying customers and have been delighting them potentially. It has

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always been an established and measurable target. Here, customer specifications are also needed
with an acceptable range of performances (Galily & Samuel-Azran, 2018). Various client
expectations are having different service and product aspects like quality and speed. Here, the
customers are also expected to refuse and purchase any competitor and expectations that are not met.
These decisions are lying from complicated systems of different complex requirements of customers.
The methods to decode essential customer elements are known, then various business processes
instead of any confidence.
Moreover, the standards of different measurable performances for products and services are
essential for meeting customer requirements. Here, in the case of world cup’s event are critical to
meeting customer requirements. These elements are being targeted for various process development
initiates for FIFA (Gillett & Tennent, 2018). This is to determine different ways in developing
manufacturing and business processes. This is considered as the input to multiple tasks such as
deploying quality functions, originating from customer ends. These customer elements are targeted
about processes developing initiates to identify methods to build business and manufacturing
processes.
Critical to quality parameters:
Here, the complex internal settings are vital for meeting the necessities and wants of clients.
These are known as outputs of critical-to-quality. In this way, the vent of the World Cup can use
various “trees” to draw multiple lines taking place elements of CTQ and CTC. This is a type of tool
to design diagrams (Sánchez, 2015). This has been interconnecting many dots present between
requirements of measurable performances and particular towards customer needs. Thus to gain many
perquisites of customers lesser noisy tires, the CTQ elements are considered to be the latest type of

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material to design. This has been a measurable property to help FIFA in achieving useful results
from satisfied clients.
Thus it is seen that CTC and CTQ are parts of quality programs that is also known as Six
Sigma. Here, data are used to erase various problems within any process. It takes place from
manufacturing for transactional and multiple services and products. It is to indicate what is being
delivered to be effective. Besides, as the quality is considered. Customers are the utmost judges.
They have been revealing anything to be good (Lientz & Rea, 2016). For FIFA, the options have
been from whether those factors are being supposed to be any actual quality having performance
levels for exhibiting all elements. In the current session of world cup 2018, these opportunities have
been based on whether those factors are being supposed to be any quality that has existed with
various levels of performance of all kinds of exhibiting elements. Further, FIFA has also required
remaining within CTQ and different corresponding levels of achievements. These standards are the
same and exceeding common measures of the customers.
Deployment of lean project management for FIFA:
Different methods to deploy lean sigma techniques are tracking performances and make
outcomes clear. Leaders should be focused on various long-term understandings. The short-term
aims are important to be fulfilled. However, it is also vital to focus on the long ones. FIFA must
adopt these long-term strategies to retrieve benefits. They create happy stakeholders and employees
and create interested clients. Next executive commitments are to be asked. These senior leaders of
FIFA support projects and initiates. Resources are not to be allocated here. Time and money must
have proper returns that are also complicated. Executives negotiate those resources that are cross-
functional and running roadblocks. FIFA’s project managers have been thinking of consistent
implementations (Kaiser, El Arbi & Ahlemann, 2015). Apart from this, they are also able to organise

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across different value streams through those considerations. This efficient lean management tool has
analysed current situations and designed future stated regarding different event taking products and
services. These are from starting to customers having declined in lean wastes for current mappings.
It focuses on different areas of FIFA. This includes products and services. These value chains are
referred to all activities of FIFA. FIFA is known for material flow mapping and information. Here,
reductions of wastes are also to be found out. This is an initial priority. Smaller resources should be
in first place and must include strong avoiding of resources at sources. Further, these products can
also be reused. Moreover, the prior waste management options must also involve recycling of
materials (Holmemo, Rolfsen & Ingvaldsen, 2018).
For the present case, the project managers should know its values. They should be stressing
over products and services. This must be done the point of customers. Customers willing to pay for
products and services are directly related to how they have been giving value to that. They must
know the amount of the products as the first step in pricing lean management. At the current event,
the project adopted from top-to-bottom approach has priced that has defined how much the
customers have wanted to pay from products for the particular value. They have comprised various
wastes originating from different manufacturing processes to meter prices (Todorović et al., 2015).
Next, the world cup event has needed to map the value streams.
These are multiple tasks included to deliver end-producer having various mapping value and
agreed-on values indicating tools for visualising. Different spaghetti diagrams, Kanban and
flowcharts are included in this. It is helpful for business managers and different strategy makers to
find out various parts of their value streams. From here the wastes have been originating. All of
these are optimised value streams for waste reductions (Sears et al., 2015). Goals are preserved here,
and the flows are optimised. It has been indicating rates and evenness where data are processed

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through these channels. Apart from this, a pull approach can also be employed. This must be done to
traditional manufacturing used for push approach in producing targets seen from various viewpoints.
It is reactive to customer demands and leading to output to exceed and fail to meet essential needs.
However, it has been helping customer demands to seek creations. It is done to do away with wastes
that have been occurring across inventory costs and expenses (Galily & Samuel-Azran, 2018).
Further, it is complicated to deploy. It has depended on accurate and useful market analysis.
This has consisted of the ability to vary in production quickly and on demand. It has been quick to
assure that the customer requirements have been there as the product gets ready. However, this has
also required muscular coordination if data around value streams (Heagney, 2016). In this scenario,
individuals understand production requirements and different inefficiencies that have risen because
of confused and mismatched expectations. Next, constant development must be done. At the heart
of FIFA, lean management is an ongoing and incremental event.
It must be reminded that it is a waste-free system and practically unattainable. These goals
are driving perquisites of constant development. Here, value streams are optimised continuously. It
is a defective nature developed consistently and replaced with efforts to build quality. The main
guideline to establish lean software is involved in amplifying learning and deciding and providing
fast and empowering teams (Nicholas & Steyn, 2017).
PMBOK guidelines:
This is also used as a standard with PMP certification that is retrieved. It has occurred from a
survey of different FIFA’s practices. These benefits of using PMP Certified Project managers and
team members have comprised of resources that are already trained. It is expensive for companies
and employees of PMBOK. This is costly for FIFA and helping to standardise different practices

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across various departments. It shows that people have included developing managing projects
similar to that distribution (Walker, 2015). PMBOK is helpful for project managers to work with
standardising systems across FIFA. PMBOK has discussed those tasks. This method has documented
communities of project management. It has assisted people who are not sure of how to access risk
management. PMBOK has also discussed what has not worked. This has also prevented failures of
projects.
Further, FIFA has been familiar with PMBOK standards. This has customised tailoring
processes of project management to fit their business necessities best. It must be reminded, to break
those rules they are required to be understood first (Fleming & Koppelman, 2016). Project managers
have invested time to recognise those methods. They have also spent the time to find out how and
where those rules are getting broken. PMBOK has been developing around the world and is now a
globally determined and strategic competency. This is a career path and subjected to educate and
train. The PMBOK as comprised of different methods, areas of knowledge and processes of project
management.
PRINCE2 methods:
The process has mostly been focusing on different processes. This has been about beginning
projects, initiating that and continuing with management procedure possessing particular guides.
They have finalised plans for transferring that on average business. This has been as a linear method
to move in a series of stages (Turner, 2014). Besides, this is a predictive and a plan-based approach.
They have focused on higher goals across the projects. The roles and responsibilities of team
members are also clearly analysed. Further, they are provided with the freedom to work with the
goals that they have pleased.

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These are defined under clear terms and adequately structured. The main focus here has been
on product quality. PRINCE 2 is also changed as per suit. As this has been highly planned, this has
remained under expense and time barriers. The main drawback has been related to a concept of
rigidity. It is deemed improper for smaller projects. Here these requirements are being found to
changing very fast. Complexities have been pivoting since these staggering quantities of documents
are created and then sustained around projects (Orzen & Bell, 2016). PRINCE 2 is the efficient
process-based for FIFA 2018 projects. This has been providing easily tailored and scalable solutions
to control various types of projects. These types of processes are defined with numerous inputs and
outputs with specific aims to be achieved and activities to get carried out. In this way, it is seen that
PRINCE 2 has been readily applicable to any area of FIFA. This has been identified and providing
various vocabularies about anything included in a project that is useful for fast communication. This
is also applicable to different kinds of precise determination of project roles (Messnarz et al., 2018).
Development of PRINCE 2 has been driven by feedback from end-users and various specialists of
project management and review panels of public sector organisations and private sectors. In this
way, they have generated best practices that are flexible enough to receive tailored for specific
requirements of different organisations of projects that are considering Agile delivery. Apart from
this, FIFA has been compatible with various certifications of project management. Thus technical
systems for projects are delivered. This has complemented softer skills learn from different other
qualifications.
Organizational project management methods:
This system of execution has been using projects, programs and portfolios through enabling
practices that are always and predictable to deliver strategies of various sustainable competitive
benefits having better results. Further, it has joined tools, knowledge, processes and identified

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standards to create platforms from where FIFA has fitted those proven tasks for distinct needs and
cases of strategies. In the present example of FIFA, OPM has consisted of process resources,
knowledge, integrated talents (MacRae, 2014). Irrespective of a situation of a market has ensured
stakeholders and functioning to deliver strategies. A project has represented changes in priority for
services and operations and products to customers. This has taken place through the difference that
FIFA has shown and gained through competitive benefits. The projects have shown how changes
have taken place. Integration of resources of FIFA across stakeholders and functions are essential to
ensure proper assimilation of rights of projects to be done. They have supplied value under the
strategy (Karout & Awasthi, 2017). Organizational project management has required replacing
various management systems that are needed to lead and control business effectively. They have
assured integration to maximise contribution and to engage to deliver the strategy.
Deployment of an Agile method:
They have created quick feedbacks, consistent adaptation and queries on various effective
practices towards iterations. Further, they have adopted processes such as continuous deployment
and integration through using tools of automated steps for quickening product uses and releases.
Besides, Agile project management is called for teams to analyse time and costs for moving through
tasks consistently (Holmemo, Rolfsen & Ingvaldsen, 2018). Further, various burnups can also be
sued with velocity charts to calculate those roles. It is done instead of different Gantt Charts and
milestones of projects for measuring progress.
Moreover, they are required to make the presence and participation of project managers.
These project managers have been necessary for success across traditional methods such as the
waterfall model. Role of project managers within APM is distributed among different team
members.

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Lean Six Sigma process:
The system has highlighting management systems, metrics and methods. As far as
methodologies are concerned, this has been helpful in business developments. This has been a
proven toolset to achieve transformational change at FIFA. Business development processes have
focused on timely execution, analytical rigours. These are data-driven, with client requirements and
aligned to operations. The management system has included govern-applies of processes
management to ensure sustainable outcomes that have accelerated applications (Hofmann, Gems &
Smith, 2018). Six Sigma has consisted of training sessions. These have frequently been taking place
across various questions originating from different participants.
DMAIC refers to the effective data-driven quality technique to improve processes. It is
always an integral section of Six Sigma Quality Initiative. DMAIC Six Sigma is also applicable as
the world cup has observed various defects in processes. They have waited for FIFA’s six sigma
projects. Further, they have started six sigma projects. The underpinning ideas behind DMAIX are
that whatever they have seen has needed focus (Gillett & Tennent, 2018). Also, they have focused
on leading developments. Here, complex factors of success are used for business processes.
Possessing six sigma is useful to create the entire process. It is a logical approach to develop a
method of business at FIFA. However, it must be reminded that sigma is a statistical term that has
measured amount with which processes have deviated. Hence, it is also regarded as the standard
deviation process from a mean. This is also helpful for the event to calculate the defects by any
means and methods that are eradicated and getting close to zero effects as possible. The managers
have been facing issues and efficiencies of business at FIFA (Garza-Reyes, 2015). For overcoming
these challenges, they are needed to deploy bet processes and techniques to control and assess the
processes. Thus the smartest process to create the outcomes the results has been to develop the entire
process.

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The essay highlights that there are different ways to implement that are allowed on multi-
faced visions. The most important aspect of the lean project of FIFA has been that their products are
found to be manufactured within proper time and on customer demand. The study shows that the
world cup project has built into six sigma strategy and the underpinning and various driving forces
for others are the different unrelenting kinds of pursuits of accuracy within the system. The project
management of FIFA is designed through inventory shedding, potentials of waste cutting and quality
developments. Here, many ways to operate comfortably, better and faster are demonstrated. The
high importance is given to the ethos that is made standard for all processes. However, there are
various reasons why the business of FIFA has turned out to be a norm rather than an exception.
Despite that, at times difficult tasks with lack of proper appreciation and lean manufacturing have
gained momentums. It is spread over upcoming years, since, the core principles of lean project
management are universal and thin theosophy is adopted by FIFA. The study helps in developing the
data collection methods for lean management process. These are helpful to analyse data collected
and means to determine the leading causes of defects and scopes for development. The sources of
variation are also understood from here, and the target processes can be developed through designing
creative solutions for preventing and fixing problems. The study is useful to know how to create
innovative solutions to deploy lean project management through discipline and technology. These
developments can be controlled for keeping processes on new courses. Besides the current session of
FIFA 2018, gets prevented to be reverted to old ways through this research. However, they need
proper documentation, development and implementing of the current plan of monitoring. The event
can be institutionalised through modifying structure and systems.

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References:
Downing, C. G., & Belt, M. B. (2016). Stress Fracture: Adverse Effects of Lean Initiatives.
Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., & Garbuio, P. A. D. R. (2014).
Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International
Journal of Production Research, 52(3), 804-824.
Elias, A. A. (2016). Stakeholder analysis for Lean Six Sigma project management. International
Journal of Lean Six Sigma, 7(4), 394-405.
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Management Institute.
Furterer, S. L. (2016). Lean Six Sigma in service: applications and case studies. CRC press.
Galily, Y., & Samuel-Azran, T. (2018). Israel. In The Palgrave International Handbook of Football
and Politics (pp. 369-384). Palgrave Macmillan, Cham.
Garza-Reyes, J. A. (2015). Green lean and the need for Six Sigma. International Journal of Lean Six
Sigma, 6(3), 226-248.
Gillett, A. G., & Tennent, K. D. (2018). Shadow hybridity and the institutional logic of professional
sport: Perpetuating a sporting business in times of rapid social and economic change. Journal
of Management History, 24(2), 228-259.
Heagney, J. (2016). Fundamentals of project management. Amacom.

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Hill, J., Thomas, A. J., Mason-Jones, R. K., & El-Kateb, S. (2018). The implementation of a Lean
Six Sigma framework to enhance operational performance in an MRO facility. Production &
Manufacturing Research, 6(1), 26-48.
Hofmann, A., Gems, G. R., & Smith, M. (Eds.). (2018). Games and Sporting Events in History:
Organisations, Performances and Impact. Routledge.
Holmemo, M. D. Q., Rolfsen, M., & Ingvaldsen, J. A. (2018). Lean thinking: Outside-in, bottom-up?
The paradox of contemporary soft lean and consultant-driven lean implementation. Total
Quality Management & Business Excellence, 29(1-2), 148-160.
Kaiser, M. G., El Arbi, F., & Ahlemann, F. (2015). Successful project portfolio management beyond
project selection techniques: Understanding the role of structural alignment. International
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Karout, R., & Awasthi, A. (2017). Improving software quality using Six Sigma DMAIC-based
approach: a case study. Business Process Management Journal, 23(4), 842-856.
Lientz, B., & Rea, K. (2016). Breakthrough technology project management. Routledge.
MacRae, B. (2014). LEAN in the Laboratory: A Case Study With Eight Years of Continuous
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Messnarz, R., Sechser, B., Höhn, H., Lehmann, V., & Ekert, D. (2018, September). Assessing Agile
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Orzen, M. A., & Bell, S. C. (2016). Lean IT: Enabling and sustaining your lean transformation.
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Appendix:
Voice of Customer Channels:
Figure 1: “Voice of the Customer Channels”
(Source: Garza-Reyes, page number: 226-248)

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Various Critical Customer Requirements:
Figure 2: “Critical Customer Requirements”
(Source: Galily & Samuel-Azran, 2018, page number: 369-384)

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Different QUADRANTS OF CQFA:
Figure 3: (QUADRANTS OF CQFA)
(Source: Furterer, 2016)

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Value
Solution
Vision
Lean Project Management:
Figure 4: Lean Project Management”
(Source: Drohomeretski et al., 2014, page number: 804-824)

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The needs of drivers:
Figure 5: “Needs of drivers”
(Source: Downing & Belt, 2016)