PPMP20009 Report: Implementing Lean Project Management for Consultancy

This report examines the implementation of Lean Project Management (LPM) within a consultancy to secure government work. It begins by outlining the initial reasons for adopting LPM, emphasizing the maximization of business value, minimization of waste, and addressing previous project delays and inefficiencies. The report then details the benefits for various stakeholders, including increased productivity, improved efficiency, enhanced product quality, and higher profit margins. It identifies critical success factors (CSFs) such as connection to the Lean Project Management, executive involvement, effective communication, and collaborative teamwork. The report proposes steps to ensure these CSFs are in place, including training requirements and achieving the LPM mindset within the consultancy staff. Finally, it explores how the organization can assess its successful adoption of LPM to effectively tender for government contracts. The report emphasizes the importance of waste reduction, process improvement, and customer satisfaction.

Running head: IMPLEMENTING LEAN PROJECT MANAGEMENT
Implementing Lean Project Management
Name of the Student
Name of the University
Author Note
Introduction
It is extremely important for an organisation that lean project management is
implemented within. The understanding of lean project management and preparing the
TO All staff
CC Board of Directors
DATE [Insert Date]
SUBJEC
T The Introduction of Lean Project Management (LPM) principles to secure
government work

1IMPLEMENTING LEAN PROJECT MANAGEMENT
organisation for implementing this technique for replacing the older way in which the
company used to handle the projects is extremely important. For this reason, this
memorandum is being created for the acceptance of lean product management in this
organisation. The memorandum will hold why the organisation need to apply lean project
management and what are the reason that for this the previous way in which the organisation
used to handle the projects would be replaced completely (Elias, 2016). The process will
establish the idea behind the development and implementation of lean project management
and along with it how the organisation would come to a closure about a particular project
should be formulated. This should ensure that the organisation is not just looking for closure
of a running project but also prepares itself for serving the end product to the customers
keeping in mind about all the aspects of the organisation and in the process, making sure that
not just the customers are regarded as the sole parity behind the project. Lean project
management can be defined as the way by which particular organisation handles its project
for reducing the waste at the same time reduce the cost of developing products or services.
All these principles of project management are put to the real life implementations in lean
project management at the same time providing the organisation with a benefit of continuous
improvement. Therefore this memorandum would have the detailed description about the
initial reason for implementing in lean project management in this organisation, wood list the
benefits that the organisation can gain for its stakeholders with implementation of lean
project management, who described the critical success factors and the steps by which the
critical success factor preposition would be ensured the achievement of lean project
management mind set with consultancy staff and the method that would help in assessing
when the organisation has sufficiently adopted the lean project management approach that it
has enabled the organisation to tender for government work.
KEY POINTS
Initial reason for implementing LPM
For implementing the lean project management within the organisation, it is important
to understand what are the primary reasons behind implementing such a management
principle for handling projects within the organisation when there is already an existing
project management principle followed for the development of products and services. This is
probably because the organisation is trying to look forward to the maximization of business
value and at the same time minimization of waste (Sarhan et al., 2017). Both of these were

2IMPLEMENTING LEAN PROJECT MANAGEMENT
not controlled during the previous project management principles. it was also found that
during the previous project implementation plans their random delays without a particular
reason was occurring. there was also a lot of noted wastage found during the project
progressions and also so there was noted reports about the increasing drop in the project
quality including the reduction in quality of the products or services as per the wastage cost.
It was also found that the company could not cope up with the random changes in the
business world. the project phases were impacting negatively to the project progression.
therefore, it is necessary to implement the methodologies of lean project management to
make sure that the project was providing services and products to the customers in the best
way possible utilising the least amount of resources and providing the best quality products.
This was what the business was intending to you for adding much more value to the business
by producing high quality products and services and make a continuous improvement with
the implementation of lean project management principles. The company also believes that
with this implementation procedures, the company can also reduce the potential risks within
the organisation.
The company was looking forward to utilise the least amount of resources for the
organisation with the implementation of lean project management methodologies, at the same
time it ensures that high quality product was also produced. it was found by various reports
that the implementation of lean project management was inspired from the manufacturing
processes of Toyota (Noori, 2015). This has what mean a competing management principle
after it was implemented to real life situations to the project processes making them appear to
be the best possible project management methodologies that can be adopted by an
organisation. However, following would be the list of the ideologies that was developed by
Toyota and help other organisation in adopting lean project management principle and
achieve the benefits in the real world scenarios:
Muda: This is a Japanese term for the elimination of wastage and this is the ideology
that forms the idea behind an organisation reducing their production waste and improving the
project progression. This also make sure that how the proper deployment of resources is
distracted in the current process and how lean project management principles would ensure
the appropriate utilisation of the resources for the production in the most visible way
(Bieraugel, 2015). This process did not let the organisation compromise for any extra
wastage.

3IMPLEMENTING LEAN PROJECT MANAGEMENT
Muri: This Japanese word translates to over burning which is the problem that is
found within moral is every organisation due to the stress level and time crunches. the
employees are most affected by it and this is probably the reason for delay in work and
scheduling problems. These also make the employees be overburdened with huge amount of
work and keep them front with stress of finishing the project in the scheduled time, which
also becomes difficult to achieve (Tezel et al., 2015). The result of the overburdening
therefore creates an impact on the project affecting the quality of the products and services.
delay in project management does ensure that all the schedule problems and issues with the
product cost is sorted out in such a way that the employees who become much more
productive without any stress or pressure to be felt.
Mura: This Japanese term translates to inconsistency which organisations face a lot
during the project progression (Dasig , 2017). In project management it helps in maintaining
consistency within an organisation to improve the quality of the products and services
including the project progression in a continuous manner.
Following all of the above reasons, it is understandable why the organisation is
initially looking forward to the implementation of lean project management principles. It is
believed that with the implementation of lean project management principles will allow the
organisation in looking forward to customer acquisition and also elevate the reputation of the
company (Sunder, 2016). This would be achieved through the best possible way of providing
the customers with the top quality products and services and at the same time the principal
will help in in tracking all the inventory items and the resources of the organisation to fulfil
the further requirements of not just customers but everybody involved within the business.
Benefits that can be gained by the various stakeholders in a project from implementing
LPM
The outcome of a project does not only affect the project stakeholders, but also
everybody associated with the organisation within the organisation or outside. The
stakeholders and identified to be the group of people who are directly associated with the
project progression or indirectly associated with it. The stakeholders also include the
customers of the company who would be at the receiving end of the outcomes of the project.
The stakeholders can also include the people who are directly associated with the
development of the project, including the project team, the executive the project and the

4IMPLEMENTING LEAN PROJECT MANAGEMENT
sponsors of the project (Gutierrez-Gutierrez, Leeuw & Dubbers, 2016). Application of lean
project management ensures that every stakeholder associated with the project directly or
indirectly, internal or external is taken care of their needs and requirements following the
outcome of the project. delay in project management principles also ensure that there is no
delay in the project reducing the costs as well so that all the stakeholders associated with the
project can be satisfied with the project outcomes. A project is not termed as a successful one
in lean project management if all the stakeholders involved in the project are not satisfied.
The stakeholders have a chance to gain huge amount of benefits with the
implementation of lean project. Following are the benefits that the stakeholders can enjoy.
1. Increase in productivity: This is what the stakeholders mostly look forward
to in a project management implementation (Timans et al., 2016). Due to the
implementation of lean project management, the expectation of a particular
stakeholders become much higher and this is why they are insured that they
would be provided with huge amount of productivity during the project
closure.
2. Improvement in the efficiency: The lean project management principles
insurance the stakeholders with a much more efficient project progression
resulting into a better quality of services and a better terms of manufacturing
the products. This also ensures that appropriate resources are utilised in the
project processes and wastage is removed completely for the development and
production of best possible products with high quality.
3. Improvement in the product quality: With the increase in efficiency of all
the project stages or phases, it is quite natural that the quality of product would
also be higher (Oakland & Marosszeky, 2017). The stakeholders, which
consists of the sponsors of the project is well, particularly look forward to this
direction of the project and thus, they would also be satisfied.
4. Profit margins: This is something that the sponsor of the project and the
project executive are always looking forward to. the implementation of lean
project management makes sure that all the customers are satisfied with the
products since their requirements would be implemented entirely within the
end product (Bortolotti, Boscari & Danese, 2015). Ensuring customer
satisfaction would also make sure that there would be proper customer

5IMPLEMENTING LEAN PROJECT MANAGEMENT
retention and accusation of more customers resulting into an obvious rise in
the return on Investments. This should make sure that the enhance customer
satisfaction results into greater production of profit margins.
Critical Success Factors and the steps by which CSF proposition can be ensured
It is important to identify the critical success factors of the implementation of Lean
Project Management, or it would be not feasibly and effectively understood about the benefits
to the organization that is set as the primary goal. The achievement of these goals would be
ensured by the Critical Success Factors that would specify how the organization would utilize
the benefits of the Lean Project management Principles to use it as their primary success
factor. The Critical Success Factors of the Lean Project would be described as follows:
Critical Success Factors Descriptions
1
.
Connection to the Lean Project
Management
The way LPM is perceived in business
organizations, people believe it to be providing
benefits to an organization depending on the size
(Belhadi & Touriki, 2016). However, the actual
implementation of LPM requires the total
involvement of everybody involved within the
project. The critical success factor of the LPM
techniques is only applied to the organization
when the executives and managers of the project
do not work from distant personal offices but
gets involved right in the shop floor (Irina et al.,
2016). The technique also establishes effective
communications for the organization during and
after the project as well. This ensures that not
just the executives and project managers, but all
the team members associated with the project are
thoroughly involved, making the project as a
collaborative teamwork.

6IMPLEMENTING LEAN PROJECT MANAGEMENT
2
.
Workforce Training The people within the organization might not be
aware of the LPM techniques and this might
require training the staff and the associated
project team that would ensure a Critical Success
Factor to the organization (Eaidgah et al., 2016).
3
.
Planning and following up This is part of the LPM technique that adds up to
the added Critical Success factor of the
organization (Mkhaimer, Arafeh & Sakhrieh,
2017). The LPM technique enables lean thinking
and effective team management, project
handling and communication model not just for
a particular project but also for the day to day
activities of the organization. The employees
would gain a habit of planning beforehand and
following up the monitoring of every step to
ensure that any process is being followed up in
the most effective way possible.
4
.
Using the LPM Tools The LPM tools add up to the Critical Success
Factor of the implementation since it would help
in the reduction of wastes, exclusively
visualising and conceptualizing the team
committee to the business management, solving
the problems in a much better way than before
(Douglas, Douglas & Ochieng, 2015).
5
.
Resource allocation and sharing of
profit
One of the primary Critical Success factor of the
LPM technique is the allocation of the resources
in the most feasible way possible, utilizing the
least and adequate amount of resources for the
project and extracting out the most amount of

7IMPLEMENTING LEAN PROJECT MANAGEMENT
revenue from it (Moeuf, 2016). The gained
revenue is equally shared amongst all the people
associated with the project.
Achievement of the LPM mind-set within the consultancy staff
Following would be the achievement of the LPM mind-set within the consultancy
staff that would define the essentialism of the LPM techniques in the organization. The
primary or key achievements can be described as follows:
 The project team becomes ready for always accepting the relevant changes
required for the projects conducted in the organization. When the previous
ways by which the organization used to handle the projects is replaced by the
LPM techniques, it does not involve much explaining to the employees and
they would properly handle the understanding of the goals and achievements
of the project executives (Marodin & Saurin, 2015).
 The value stream that the organization is trying to achieve is clearly
demonstrated to all the stakeholders involved, so that they could clearly notice
how each of the stakeholders might gain benefit from the projects utilizing the
least amount of resources and extracting the best possible outcomes.
Description of the training requirements for individual staff
The training required for the staff must include the following:
 The management and the employees should be made to have the initial
awareness regarding the LPM techniques (Laureani & Antony, 2018).

8IMPLEMENTING LEAN PROJECT MANAGEMENT
 The roles and responsibilities of the LPM techniques should then be involved
in the procedure and all the process should be documented and presented to
them.
 The justification of waste reduction needs to be eliminated right at the
beginning of the training phases.
 They should be informed about the Kaizen or Continuous improvement theory
right before, during and after the project progression.
Method to assess when the consultancy has sufficiently adopted the LPM approach to
be able to tender for government work
To make sure that the consultancy can further take up government projects, the
company needs to ensure that government metrics are initialise within the organisation
including the lean Six Sigma and lean agile management (Pham & Pham, 2017). Through this
much more influence of the maintenance strategy can be provided to an organisation and the
project outcome would also follow the standardization process. The government would need
nothing but insurance of the quality of products and standardization during the project
development method.
Conclusion
Therefore, in conclusion, it might be ably put together that the organisation is
meaning to implement some strategies that would ensure a clean project management
principle to be implemented within the organisation as per the mentioned steps above in the
memorandum. This should include all the reasons that clear out why the organisation wants
to implement the principles of lean project management at the initial stage. The benefits that
the organisation would actually gain from the lean project management principles and how
will it be implemented into real life business scenario is also mentioned in the memorandum.
With the implementation of the lean project management the organisation can gain some
critical success factors by which the company can ensure their continuous improvements. this
is essential important because until and unless an organisation makes continuous progress and

9IMPLEMENTING LEAN PROJECT MANAGEMENT
improves their processes and products all the way through complying to the changes in the
business environment, the organisation that automatically gain immense reputation for both
the benefits of customer acquisition and resource allocation. The principles and the process
for implementing the lean project management in the organisation is also describe in details
as the above memorandum. Memorandum also replicates how the mind-set within the
consultancy staff would be assessed to make sure that in near future the company becomes
worthy of tendering government works along with the regular business purposes.
Yours sincerely,
[Insert Name]

10IMPLEMENTING LEAN PROJECT MANAGEMENT
References
Bajjou, M. S., Chafi, A., & En-Nadi, A. (2017). The potential effectiveness of lean
construction tools in promoting safety on construction sites. In International Journal
of Engineering Research in Africa (Vol. 33, pp. 179-193). Trans Tech Publications.
Belhadi, A., & Touriki, F. E. (2016). A framework for effective implementation of lean
production in Small and Medium-sized Enterprises. Journal of Industrial Engineering
and Management, 9(3), 786-810.
Bieraugel, M. (2015). Managing library innovation using the lean startup method. Library
Management, 36(4/5), 351-361.
Bortolotti, T., Boscari, S., & Danese, P. (2015). Successful lean implementation:
Organizational culture and soft lean practices. International Journal of Production
Economics, 160, 182-201.
Dasig Jr, D. (2017). A frontier in organizational and business process innovation in service
management through lean six sigma Kaizen project implementation. JABS, 3(6), 263-
283.
Douglas, A., Douglas, J., & Ochieng, J. (2015). Lean Six Sigma implementation in East
Africa: findings from a pilot study. The TQM Journal, 27(6), 772-780.
Eaidgah, Y., Maki, A. A., Kurczewski, K., & Abdekhodaee, A. (2016). Visual management,
performance management and continuous improvement: a lean manufacturing
approach. International Journal of Lean Six Sigma, 7(2), 187-210.
Elias, A. A. (2016). Stakeholder analysis for Lean Six Sigma project
management. International Journal of Lean Six Sigma, 7(4), 394-405.
Franz, B. (2018). Total Construction Management: Lean Quality in Construction Project
Delivery. Engineering, Construction and Architectural Management, 25(2), 295-296.
Gutierrez-Gutierrez, L., De Leeuw, S., & Dubbers, R. (2016). Logistics services and Lean Six
Sigma implementation: a case study. International Journal of Lean Six Sigma, 7(3),
324-342.

11IMPLEMENTING LEAN PROJECT MANAGEMENT
Irina, K., Maria, G., Irina, B., & Ekaterina, K. (2016, April). The analysis of problems of
Lean-Management projects implementation in Russian companies. In The Seventh
International Congress on Social Sciences and Humanities (p. 211).
Laureani, A., & Antony, J. (2018). Leadership–a critical success factor for the effective
implementation of Lean Six Sigma. Total Quality Management & Business
Excellence, 29(5-6), 502-523.
Marodin, G. A., & Saurin, T. A. (2015). Classification and relationships between risks that
affect lean production implementation: a study in Southern Brazil. Journal of
Manufacturing Technology Management, 26(1), 57-79.
Mkhaimer, L. G., Arafeh, M., & Sakhrieh, A. H. (2017). Effective implementation of ISO
50001 energy management system: Applying Lean Six Sigma approach. International
Journal of Engineering Business Management, 9, 1847979017698712.
Moeuf, A., Tamayo, S., Lamouri, S., Pellerin, R., & Lelievre, A. (2016). Strengths and
weaknesses of small and medium sized enterprises regarding the implementation of
lean manufacturing. IFAC-PapersOnLine, 49(12), 71-76.
Noori, B. (2015). Identifying critical issues in lean implementation in hospitals. Hospital
topics, 93(2), 44-52.
Oakland, J., & Marosszeky, M. (2017). Total construction management: Lean quality in
construction project delivery. Routledge.
Oakland, J., & Marosszeky, M. (2017). Total construction management: Lean quality in
construction project delivery. Routledge.
Pham, A. T., & Pham, D. K. (2017). Business-Driven IT-Wide Agile (Scrum) and Kanban
(Lean) Implementation: An Action Guide for Business and IT Leaders. Productivity
Press.
Sarhan, J. G., Xia, B., Fawzia, S., & Karim, A. (2017). Lean construction implementation in
the Saudi Arabian construction industry. Construction Economics and
Building, 17(1), 46.

12IMPLEMENTING LEAN PROJECT MANAGEMENT
Sunder M, V. (2016). Lean Six Sigma project management–a stakeholder management
perspective. The TQM Journal, 28(1), 132-150.
Tezel, A., Koskela, L., Tzortzopoulos, P., Formoso, C. T., & Alves, T. (2015). Visual
management in Brazilian construction companies: taxonomy and guidelines for
implementation. Journal of management in engineering, 31(6), 05015001.
Timans, W., Ahaus, K., van Solingen, R., Kumar, M., & Antony, J. (2016). Implementation
of continuous improvement based on Lean Six Sigma in small-and medium-sized
enterprises. Total Quality Management & Business Excellence, 27(3-4), 309-324.
Vijaya Sunder, M. (2016). Lean Six Sigma in higher education institutions. International
Journal of Quality and Service Sciences, 8(2), 159-178.