Managing Lean Project for FIFA 2018 World Cup

This study discusses how to manage lean projects under the case study of FIFA World Cup 2018. It covers different elements like CTQ, CCR, and VOC. It also outlines different deployment methods of a lean project with investigating, Lean Six Sigma, Agile Practices, PRINCE 2 AND PMBOK guidelines.

Running head:MANAGING LEAN PROJECT
Managing Lean Project
(FIFA 2018 World Cup football tournament)
Name of the student:
Name of the university:
Author Note

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Executive summary
In this study, lean projects are managed under the case study of FIFA World Cup 2018, Football
World Cup. Here the different voice of customers, critical to customer requirements, essential to
quality parameters has been analysed. Then the lean project deployment methods for FIFA are
demonstrated. Then it is understood under the lights of PMBOK, PRINCE2, Agile Practices and
Lean Six Sigma techniques are outlined in this situation.

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Discussion on lean project management under the case study of FIFA 2018
Football World Cup:
Introduction:
Lean projects aim to quantify value and decrease unwanted elements in projects. Thus more
value is created for a customer through few resources. In this study managing a Lean project is
understood under the case scenario of FIFA 2018 Football World Cup.
The event has taken place in Russia. It is regarded as the first world cup event that is held in
Eastern Europe. To understand how lean project are managed in this scenario, the study discusses
various elements like CTQ or Critical to Quality parameters, CCR or Critical to Customer
Requirement and VOC or Voice of Customer. Next, different deployment methods of a lean project
with investigating, Lean Six Sigma, Agile Practices, PRINCE 2 AND PMBOK guidelines are also
highlighted in the report.
1. Voice of Customer AT FIFA 2018:
Voice of Customer is the method of handling feedbacks to requirements from external to
internal customers. This is to supply their customers with the most effective product and service
quality. Here, the entire procedure has been to become proactive and consistently capture a change
in requirements of customers within the proper time (Drohomeretski et al., 2014). Thus it should be
used to demonstrate various unstated and stated necessities for clients. For FIFA, it is captured
through multiple ways like focus groups, customer specifications, field reports, warranty logs and
complaint logs. Here, the data utilised for identifying quality attributes ate required or supplied
elements and material to include product and process. Voice of Customers is also used for analysing

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how the services and products of the event have been meeting CTQ requirements. This has also been
supplying large data as per new services, and products are concerned. This is to achieve various
necessities for customers. Here, FIFA has tuned to VOC that is based on their quality development
project of Six Sigma (Cheng, 2017). The event responsive and attuned to customer necessitates
having internal tracks to provide services and products offering value that customers have wished to
pay (Elias, 2016). Retrieving VOC data is designed on Six Sigma methods. This from the previous
stages to create a project charter, VCOC data are needed to understand the ultimate outcomes.
However, it must be reminded that obtaining VOC has not been anything that companies
have been performing just one as the define phase of Six Sigma goes on. Since the customers have
been defining the quality and value of services and products produced by organisations, the
requirements of customers are found to be changing consistently. This has been attuned to VOC that
is complicated to raise sales revenue by satisfying customers (Galily & Samuel-Azran, 2018).
However, it can be said that Six Sigma has not been acknowledging the significance of customer
awareness. This has been thriving to infuse awareness to all kinds of aspects of FIFA World Cup. It
has made customers receive value and quality has a primary part of the event.
2. Critical to Customer Requirements:
To understand customer requirements, VOC has been collecting many raw and naïve data.
This has required careful business insights that are converted into elements. Here, a group of experts
has been accessing VOC and determining the perquisites of FIFA’s customers as essential
parameters. Here, for instance, the FIFA has planned to develop a call centre that has been
supporting solving of complaints with product lines. This has collected VOC of customers over the
same. Here, one of the VOC of customers is to get their complaint been solved. This customer
requirement has needed a quicker resolution (Galily & Samuel-Azran, 2018). Then there is

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prioritisation of requirements. However, this has not been reflecting anywhere over the CTQ tree.
This is a vital step. These customer requirements have even compiled and holding the same
significance from the customer viewpoints. Here, there has been various “must have” elements and
“please to have” sections. These project teams have been able to recognize multiple features and
where they have been standing under the perspective of clients. Here, techniques such as KANO
model are highly useful for that. There lies the central part of the tasks (Crawford, Muriel &
Conway, 2018). Next, after collecting the the requirements of customers, every parameter has been
drilled down to calculative settings of business. From a target to meet every CTQ set, this has been
acting as the guideline for every team to performing, testing and validating the processes, product
performance against customer requirements.
3. Critical to Quality parameters:
The primary and foremost step to derive CTQ or Critical to Customer requirements is to
achieve VOC that are founding a base of CTQ. Here, there are various ways to do this. This includes
Social Media forums, direct interactions, complaint forms, focus groups and surveys. VOC has been
collecting every segment of clients and active customers (Elias, 2016). CTQ is a vital method in
designing new products and services for FIFA 2018. It is a measurable data required for service and
product that the customers have specified as a part of the vital requirement. Here the reason is that
CTQ has been dictating processes included. Risks and anything going to the manufacturing of the
product and create service. There has been a necessity of CTQ has the central part of FIFA 2018
(Gillett& Tennent, 2018).
Further, it has been highly crucial and the information collected has assured that the business
has been remaining at the top. This is because a customer has seemed to be an essential aspect of
requirements to be met. However, one tool vital to define CTQ is QFD or Quality Function

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Deployment. It is a template used to prioritise methods of service and products for meeting customer
requirements effectively. Hence, for CTQ, the primary steps are identifying customers, collecting
VOC data, analysing VOC data, developing CTQ requirements and picking CTQ necessities and
create CTQ tree for a specific one.
However, it must be reminded that any tool has been helping to prioritise various non-
specific requirements of customers having precise necessities. This separate CTQ tree is being done
for every CTQ requirements (Glanville, 2018). The excessive data collection has been processing
more value. However, this has been predicting risks and factors having an accuracy to address them.
Besides, FIFA is unable this tree vital customer satisfaction sufficiently. However, it has been a very
central Six Sigma philosophy.
4. Implementing lean project for FIFA:
The lean manufacturing philosophy has been from principles that have been guiding lean
thinking. These principles of lean manufacturing have been including value specification, mapping
of the value stream, optimisation of flow, a system of pull production and continuous and perfection
improvement. The standardisation of lean service is a service operation that is made up of various
activities generating value for clients of FIFA (Loge, 2018). Moreover, there has been a focus of
specific tangibles that are aimed to meet expectations of customers regarding price and quality. It has
a high similarity of Womack’s model to create a flow process of production in services. This has
been using pull systems by a customer. Further, there are suggestions to use empowerment of teams
and employees. FIFA’s project is different from other sectors, since it has involved huge people. The
principles of Lean service has been developed focusing on low cost customers, standardisation of
natural processes, information tools and co-production that are accepted by customers (Hill et al.,
2018).

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These lean principles that are applied to FIFA’s project have focused on clients, has raised
autonomy. To use thin services properly for FIFA, there has been a necessity to deploy vital
principles like solving problems of customers. This is done by ensuring that every facility has been
operating and working together and never wasting customer time. Here, two laws are applicable. At
first, the customer expectations ate to be compared with viewpoints of service delivery. This takes
place at the perceived service is more than expectations (Galily & Samuel-Azran, 2018). They have
been proved to be happy customers. Moreover, the second law has stated that the initial impression
has been influencing the residual consumption of the experience. This, from these laws, which are
the two primary variables identified concerning FIFA’s project.
 Customers being first.
 An employee who have been delivering services.
To manufacture those operations, huge expenses and in-depth focuses have been related to
equipment and raw materials. However, in service operations, workforce is the most important factor
as far as costs to perform the tasks are considered. The human element is a relevant variable for
service sectors (Messnarz et al., 2018). Besides, the similarity of few lean service guidelines and
lean manufacturing, these lean services have never comprised of a specific and single model. This is
taken as the reference to any case or area of service such as standard steps. On the other hand,
various models can also be applied to the kind of service. These statements are justified through a
wide variety of types of services. Here, there are can be services related trap air transport of
passengers, information technology, food productions, logistics and hospitals.
To implement a lean project in FIFA’s scenario, the project managers must start with value
streaming of pilots for demonstrating systems and providing a “go see” model. Here an effective tool
of “value stream mapping”. This tool has been helpful to develop maps for both values and various

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wastes in the process (Trzeciak et al., 2018). Through developing a modern state map, a future state
map and different action plan to implement, a cross-functional group can be used for managers.
They can authorise resources and perform who are part of processes that are mapped. This value
stream mapping is also applicable to particular products.
Then the value streams are to be organised. Here a matrix organisation is recommended,
where there are heads of departments with value stream managers. Next, feedback and
communication channels can be developed for every people. It has been aiding support through
including people at different levels. This is also done through sharing thoughts for creating strategies
for moving positively ahead at this lean journey of FIFA (O’Donnell & Kessler, 2018). Further, the
leadership is kept focused over long-term learning. The resistance must be prepared from middle
management as the implementation phase goes on. Also, FIFA should be opportunities in
recognising various scopes for a more significant financial impact. They must assure that dedicated
time is applied to distinguish those scopes. This is vital to convince people that lean has been
creating an essential difference. Besides, metrics can be realigned from the perspective of a value
stream. These non-lean metrics can be eradicated. This has been wreaking highly on those severe
investments to develop operational excellence. Then a measure of value stream has been leading
time towards inventory level for passing quality. Lean would be cutting across departmental or
functional restrictions that might lead to restricting responsibility for most business processes instead
of present economic ownership of the activity at FIFA (Goffnett, Lepisto & Hayes, 2016). Further,
lean leaders can be hired or developed with succession system. The key is to consider the property of
plan to deliver situations where the team has been able to deploy lean. Here the approach is to
develop a crowd trained in lean tools. They must have experienced lean through hands-on
applications and possessing external support moving on to help in creating lean processes by
transferring knowledge.

8MANAGING LEAN PROJECT
Project leaders of FIFA should be understanding the tasks in details and realise how to
include people. For keeping the results sustainable, one should possess result-based and process-
based measurement of performances. This must involve calculations of a velocity of entire business
and individual business procedures (Hayat & Qureshi, 2016). Then they must create a positive
ambience. They should be tolerant towards mistakes that are committed under the lean environment
having a supportive and learning attitude. Then the experts to teach must retrieve quick outcomes.
Then FIFA’s project should be data-driven. Without this data, they are left with opinions. They
should assure that every decision must be considered to optimise methods from sound data (Dahm &
Mohos, 2018). Moreover, the performance can be tracked, and the results should be made visible.
Here, real time data tracking is the best one. Every process having primary measures are to be
ensured, and they are to be reviewed regularly. Here, a lean enterprise steering team must be set up
ultimately. This team must be liable to deliver support follow-up, implement and resource
implementation accountability. This internal resources with various external consultants have been
providing consulting support to groups. Here the system has been resolving issues of inter-
departments.
5. Identification of various processes for the lean project of FIFA:
PMBOK process:
The first step is initiating. As per PMI, this is the process to start bits of help in setting a
vision of what has been accomplished. It is a place where projects are formally authorised through
sponsors, an initial scope which is defined and where the stakeholders are identified. Then there is
planning which is a vital element to establish the overall extent. Then there is executing to have a
new p[project management plan (Antony, Rodgers & Cudney, 2017). Lastly, there is monitoring and
controlling while the process groups have been occurring sequentially. This controlling and

9MANAGING LEAN PROJECT
monitoring has been hovering on the entire project has happened around the project that has not been
linear.
PRINCE 2 principles:
The first step is initiating a project. This includes the overall plans in a detailed way. Here
output document is the Project Initiation Document of PID. Then there is DP or directing projects. I
am aimed at Project Board. Here the managers have monitored through controls and various controls
through various decision points. Then there is controlling stage that involves ways where task
packages get authorised and later received (Isa & Usmen, 2015). Next, there is managing of stage
boundaries. Here, the process has included what is to do for every stage that has crossed the level of
tolerances. Then there are managing of product delivery of MP. It contains workflows from
assignment to delivery. This task is carried over and delivered to project managers. Lastly, there is
the closing of a project, where Prince 2 states what steps ate to be considered at the end of any
project.
Agile practices for lean project management of FIFA:
Agile users and teams have been enabling to hold evolutionary conversations are having
incremental steps for development. This feedback has allowed teams in testing user requirements for
managing feedbacks. This has been allowing FIFA’s project team in testing user requirements and
then adjuststhose development processes as per the situation. This feedback will enable
organisations to test user requirements and adapt the development process accordingly. The
customer values have been a number-one concern (Antony, Vinodh & Gijo, 2016). This idea has
been promoted through FIFA’s lean management. Here, the experts have believed in Lean and Agile
merging. The agile actioners have been using more vocabulary from lean instead of Agile. There has

10MANAGING LEAN PROJECT
been a reason to streamline and synchronise collaborative task of various teams. On the other hand,
Agile processes have been revealing lesser regarding value streams.
Lean Six Sigma under DMAIC technology:
The Lean Six Sigma of FIFA’s project has been, and there is a data-driven idea of the
development of various values of defect of prevention on detecting defects. This has driven customer
bottom-line and satisfaction results through reducing cycle-time, wastes and variations. It applies to
every place where ware and difference have been existing, and employees must be involved.
However, it must be reminded that this Six Sigma is unable to bring the dynamic environment to
deliver a full potential for improvement as it is isolated. This integration of lean and six sigma has
been ensuring unconventional developments. Here the lean methods can be used to eradicate wastes
in this process. This extent of approaches has been differing depending on processing improvements
and complexities to get sought. This assimilation of the methods is helpful to create processes that
are streamlined with results and high quality (Shokri, Waring & Nabhani, 2016). This has been
developing profits of the bottom line and helping the meetings of goals of a business. This
management process has been used around industries and sectors. This has been promoting
exceptional change underperformance of organisation.
These approaches have been moving simultaneously for realising the full potential of process
developments. These organisations have been adding extra steps for DMAIC at staying that is
needed to identify where they can analyse DMAIC for correct tools for using that necessity
(Youssouf, Rachid & Ion, 2014). This has been recognising essentials that have been stepping under
the article. This has been remising to appreciate the popularity of this addition. It is used in various
situations. This has pertained to particular scopes to improving a process. This has included three
primary things. This has been worth considering while analysing cases where DMAIC has fit. It is an

11MANAGING LEAN PROJECT
inevitable challenge for any form where the current process or processor set. This potential has been
there to decrease variables such as lead times and defects through developing variables such as cost
savings or productivity (Habidin, Mohd Yusof & Mohd Fuzi, 2016). In FIFA’s case, the processes
are quantifiable. It has included measurable data, and these results have been appropriately
understood through various measurable means.
Conclusion:
Applying lean project management approach is seen has highly increased in overall project
efficiency and effectiveness. This approach is applicable under FIFA, and various primary
takeaways are applicable to the scenario. However, it can be concluded that the closing phase is the
most challenging one, This has been making use of various available standards in this regard that has
been highly developed with the effort and time required for this closing stage. Here, it applies to
FIFA’s riles including various pre-defined conditions of handover. This has been dictating crystal
clear formulation for stability criteria. Thus the project hand over and closing has turned out to be
measurable criteria. There has been no room for debates of various kinds of interpretations.

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Enterprises: A Practical Guide. CRC Press.
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