University Project: Lean Project Management to Build Dream Home

This report delves into the application of lean project management methodologies within the context of constructing a client's dream home. It begins by outlining the project management processes necessary for defining client requirements, ensuring effective communication with stakeholders, and efficiently managing subcontractors and vendors. The report then explores the implementation of lean management principles, such as eliminating waste and ensuring fast delivery, to optimize these processes. It examines strategies for finalizing client requirements, fostering communication among project stakeholders, and controlling vendors and subcontractors effectively. The document emphasizes the importance of adapting lean principles to the unique challenges of the construction industry, focusing on value generation and workflow optimization to enhance profitability and customer satisfaction. It provides a comprehensive overview of how lean construction can be integrated with traditional management methods to improve project outcomes.

Running head: LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
Implementing lean project management to build the client’s dream home
Name of the student:
Name of the university:
Author Note

1LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
Executive summary
In the following study, the analysis of the process of project management is evaluated. This is
helpful to develop the present dream home taken as the case study. Apart from that, the procedures
to finalize the requirement of the client and ensure communication with stakeholders with various
proactive steps are investigated. Moreover, different vendors and subcontractors are controlled
discussed here, along with a demonstration is provided about lean project management to develop
the home. Besides, the methods to implement to lean management for finalizing the client
requirements is analyzed and the ways the communication with various project stakeholders could
be made is understood from the study. Lastly, the measure to control the subcontractors and vendors
are evaluated in the following report.

2LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
Table of Contents
Introduction:..........................................................................................................................................3
1. Project Management Process for Building the Dream Home:...........................................................3
1.a. Finalizing the Client’s Requirement:..........................................................................................4
1.b. Ensuring Communication with Stakeholders is Effective and Efficient:...................................4
1.c. Subcontractors and Vendors are effectively and efficiently managed:.......................................5
2. Explanation regarding Lean Project Management for Building the Home:......................................6
2.a. Implementing Lean Management for Finalizing Client’s Requirement:....................................7
2. b. Implementing Lean Management for ensuring Communication with Project Stakeholders:....8
2. c. Deploying lean management to assure the vendors and subcontractors to be controlled
efficiently and effectively:.................................................................................................................9
Conclusion:............................................................................................................................................9
References:..........................................................................................................................................11

3LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
Introduction:
The main reason for the lean management is to generate value for customers with resource
optimization and generate a steady level of workflow. This s on the basis of the actual customer
demands. This searches to eradicate the wastage of time, money or effort through determining every
step in the business process. Thus it is helpful to cut out and revise steps that never generate values.
Its ideology is based on manufacturing. The following report deals with the evaluation of the project
management process to create a dream home. Next, the ways to finalize the requirement of the client
and assure the communication with stakeholders with efficient and effective ways are understood.
Next, the vendors and subcontractors are efficiently and effectively managed, and an explanation is
provided about lean project management to create the home. Further, the ways to deploy the lean
management to finalize the requirement of clients is investigated and assure the communication with
different project stakeholders and ways to manage the vendors and subcontractors are demonstrated
here.
1. Project Management Process for Building the Dream Home:
Firstly, there must be planning ahead. There are many things as per finishing materials,
structural systems and design options. Then the budget is to be set and a realistic approach must be
taken for the costs. Then the references are to be gained and checked. Next, the rules are to be
followed like building the dream home without total permission of planning (Ratajczak et al., 2018).
Further, the investment is to be protected. Besides, the neighbours are to be kept onside. It must also
be reminded that running ragged and trying to secure some pennies on purchasing materials include
the strains regarding self-building and natural stresses. This takes up additional time with limited
gain. Moreover, the site must be made a nice place for working such ad giving appropriate breaks,

4LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
liberal team supply, biscuits and coffee and then settle the voices in due time. Then, it must be
realized that the stuff has been happening. Lastly, the professional like project managers, possibly
the common builder or architect are to be called in (Sunder, 2016).
1.a. Finalizing the Client’s Requirement:
For this, a reputable personal brand is to be created. It must be determined, as the dream
clients are researching on the project, what might be they finding what people were saying about the
project. Next, a portfolio site must be created that is able to convert. Moreover, a unique marketing
message must be crafted. The site and different other communications required to demonstrate why
one must hire the project over anyone else. This is the measure of confidence-building for making
the dram client make feel to be comfortable that they have made the proper choice as they choose
(Haugen & Nysether, 2017). The project must undertake those areas where they are excellent. This
goes without saying as one needs to chase the dream clients as they never have the confidence and
skills to perform what the need and provide the experience beyond the expectations.
1.b. Ensuring Communication with Stakeholders is Effective and Efficient:
Firstly, the stakeholders are to be identified. Verities of techniques are to be used for
determining the total range of the stakeholders. Methods like independent analysis with joint
brainstorming sessions are to be considered for consolidating the list. Some time is to be taken for
reviewing ho must be owning the advantages and influenced by the drawbacks of the dream home
project. This will helps to hone the opportunities of stakeholders. Further, the stakeholder’s profiles
are to be created and analyzed. Here, the stakeholders are to be prioritized as per the relative attitude,
interest and influences for the program having the guidance of the investment of time (Gubinelli,
Cesarotti & Introna, 2019). Next, the objectives are to be defined. The setting of the purpose of the
communication campaign must dictate the means and methods of delivery. Further, the activities are

5LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
to be planned and delivered. It must be reminded that timing is critical. It is seen communication
commonly fails due to the actions that are too late. Here, individuals require the time for adjusting
the changes and then accept the necessity. As this is not one, they are under resistance mode. Hence,
one must communicate earlier and use the suitable flow for the proper message for achieving the
communication aims. Moreover, the results are to be measured. It is seen communication can work
best as that is two-way (Pessôa & Trabasso, 2017). Hence, it must be measured that the mechanisms
are in a proper place for capturing, measuring and react to the feedback. For this, the research
techniques like Online discussion, surveys or face-to-face review sessions are helpful methods to
analyze how the project has been perceived.
1.c. Subcontractors and Vendors are effectively and efficiently managed:
For managing the vendors, the stapes to be considered are discussed hereafter. Firstly, the
rules of engagement are to be cleared. It includes the setting of expectations and the performance
guidelines from the starting of the relationship and reporting and revisiting them in a periodic
manner. Then there is the ethics. It is complicated to define expectations regarding non-disclosures,
competitions and the requirements applicable to the dream home project. It is also useful to assure
that the venders can accept those and then hold the standards. Next, a consistent and easy-to-flow
process of bidding is to be implemented. The RFP or request for proposal is laborious and one must
keep the RFP concise and short as much possible (Lishner & Shtub, 2019). Apart from that, realistic
timelines are to be set for the team for making decisions. Next, there are regular check-ins,
milestones and schedules. During the dream home projects kickoff, it must be assured that all the
stakeholders are aware of the time and able to generate the easy project management template for
measuring costs, deliverables and milestones. It is seen the regular check-ins has been permitting all
the sides to the curse-correct as required. This the valid points of pain and also the scopes found
while the project goes on are identified (Pavanello et al., 2018).

6LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
As far as the subcontractors are concerned the measures to be followed are explained
hereafter. Further, it must be determined whether one actuary requires the subcontractor. Then, the
suitable subcontractor must be found out for the first time. Then, the management must be done
efficiently by beginning with the contract. The good contractors should involve the proper payment
terms, statement of work, provisions, rights and duties. Lastly, the subcontractors must be kept on
track. Finally, the performance of the subcontractor is to be evaluated (Schniederjans et al., 2018).
2. Explanation regarding Lean Project Management for Building the Home:
Due to its tradition in construction, the lean is seen as the real measure of cost-cutting.
However, this might not be applicable to the current dream house project. Here, the aim is never to
cut the costs simply and generate the process through which the project can improve profitability and
generate more amount of value for the customers. The present construction industry might witness
distinct issues making the deployment of lean distinct from the other sectors. The current dream
house project is complex and unique and finished with large uncertain surroundings within notable
time with schedule pressure. The present project being forward-thinking in nature is looking forward
to adopting the lean principles for developing the methods practice, processes and people and work
together for finishing the construction project. The priorities and goals for the project involve the
development of workflow dependency or keeping the advancement continued, decrease the
inventory of tools and materials and decrease the costs through remaining on the schedule (Dursun,
Goker & Mutlu, 2019). The variability is a part of the construction, inventory issues, inclement
weather, inaccurate plans, unreliable suppliers and the change in requirements that can affect the
project progress. Hence, the aim of lean construction is never to eradicate variability totally. The
reason is that it is never attainable or realistic objective (Kunkel et al., 2018). Nonetheless, in all the
projects, there is an abundance of scopes to mitigate the disruption due to the variable that is both

7LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
external and internal to the dream house project. Further, the lean construction is helpful for the crew
to determine the scopes of development and act on that through constructive, valuable and
measurable manner. Apart from that, the lean construction must be seen as the supplement to
conventional methods of management. This must involve the following extra view-points. Here, the
two important and critical dimensions related to successful capital project delivery through needing
the deliberate way of considering the information and material flow and the generating value under
the production system (Jünge et al., 2019). Besides, there is various production and project
management of execution-control-planning paradigms. Hence, in other terms, the lean construction
has been helpful for every people to know how the information, materials and individuals must be
utilized effectively to provide greater quality outcomes within budget and time.
2.a. Implementing Lean Management for Finalizing Client’s Requirement:
Then there is the elimination of waste. It must be reminded that the process of client
comprises of no pressing necessity for the call lists. There is no intention to begin the fast and one
never deploy the module of call list in the production. At this place, the call list function is a
straightforward instance of waste. This delivers zero value to clients and results in notable costs are
per requirement definition, correction, testing and training. Here, time must be spent on anything that
the client needs part of that. Secondly, there is a fast delivery (van Nes, 2018). Apart from this
development of iterations as per the lean ideas has been demonstrating has been less focused and
more focused on customer than only Agile. For instance, here, the idea of the “feedback” can be
used for the dream house project instead of testing. Here, the testing is just the development activity
that is aimed to get feedback. Notably, for the present case of the dream house project, the term
“improvement” can be used for the client’s requirements rather than “correction” (Laurent & Leicht,
2017). As make activities in a sequential way within the assumption, one has all the things proper
from the starting of the requirement. The testing is just the error-finding and fixing task.

8LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
Nonetheless, as works in an iterative manner, the primary aim is to provide the value to customers
with insights and lessons that are achieved from the feedback. Thirdly, there is a deferring of
commitments. Here, it must be understood that the later the change is implemented, the higher is the
expense and impact (Lamine, 2019). Nonetheless, despite any feedback, the requirements work on
the basis of the facts and not on speculations that change out to be wrong under prolonged condition.
Thus wrong or early decisions have been based on the speculations that are costly instead of good or
late decisions on the basis of the feedback. This is the reason this is better to postpone specific
decisions though one might include few costs for introducing the later changes. Thus the thing that is
achieved in the customer value increase while making the proper fact-based decision is about the
requirements outweighing the expense to make the modifications later on in the process (Galli,
2019).
2. b. Implementing Lean Management for ensuring Communication with Project
Stakeholders:
Firstly, all the audience members are to be listed. Every individual audience member must be
entered in a distinct row. Secondly, one must determine what message is required to get
communicated. Then the great detail levels are to be identified for clarifying the data. After that, the
options of vehicle or media, timing, frequency and the feedback mechanism is to be considered.
Further, the best combination is to be selected for meeting the team and stakeholder needs. Apart
from that, the team members who are charged are to be indicated for overseeing the deployment of a
plan for every stakeholder is to be indicated (Richard & Erik, 2019). At last, a footnote is to be
added at the bottom side of the document denoting the date of development names of various
participants who are there to be contacted as any extra information is required. It is an effective
practice while generating project documentation while deploying lean management to assure
communication with the project stakeholders (Hammer & Kiesel, 2019).

9LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
2. c. Deploying lean management to assure the vendors and subcontractors to be controlled
efficiently and effectively:
Firstly, the value is to be identified from the point of view of the client. Here, this must
involve suppliers, subcontractors, common contractors, engineers, architect and owners.
Identification of the value of the client must start early during the conceptual planning phase of the
project and continued throughout the construction. Then, the processes must be identified that must
provide the value stream. Then the elimination of waste is to be considered (Antony, Rodgers &
Cudney, 2017). Firstly, the defects are to be identified. The time wastes must be made to be repaired
and the materials are required to be corrected for work. Then the overproduction is to be considered.
For the dream house project, this waste can happen has the activity is finished quicker than the
scheduled or prior to the upcoming activity in a sequence is there to start (Li & Wen, 2019). Further,
there is waiting where the time wasted sate stuck waiting for the materials to be provided and for the
preceding task is not finished. Then, the transport, inventory, motion and excess processing is to be
considered. After that, the flow of the work process is to be achieved. Here, the goal for the plan
construction is to gain constant workflow predictable and reliable in nature. Here, all the production
stage is to be performed in sequence. Then the pull planning and scheduling are to be used. Here, the
activities are released on the basis of downstream demand for generating dependable workflows.
After that the process must be perfected with the constant development (Schmidt et al., 2018). There
must constantly be making developments for eradicating the wastes and include value is vital for
perfecting the process of lean construction of the dream house.
Conclusion:
Traditionally the lengthy delivery time and notable waste in the process of construction have
resulted from the builders to find a more efficient model of production. There is a necessity of

10LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
developing process reliability, decrease the overall lead time and develop the quality. At the core of
lean philosophy there lies the value of the client. Throughout the world, the idea of “Lean IT” is
turning to be common parlance. The above report proposes the process of project management used
for effectively manage, deliver ad build the home for the clients. Further, various project
management practices are included for assuring they can meet the strong budget and restrictions of
restrictions that are imposed. The above study helps in understanding the ways to finalize the
requirement of the clients. It also makes an investigating of the communication process with every
important stakeholder and how the vendors and subcontractors are smartly managed. Again, there
are detailed explanations provided to gain lean project management to create a dream home. For all
the processes as mentioned earlier, the ways lean management can be implemented is also analyzed
from the above study.

11LEAN PROJECT MANAGEMENT TO BUILD THE CLIENT’S DREAM HOME
References:
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it a myth or reality?. International Journal of Quality & Reliability Management, 34(9),
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Dursun, M., Goker, N., & Mutlu, H. (2019, July). An Intuitionistic Fuzzy Cognitive Map Approach
to Evaluate Success Factors of Lean Six Sigma Project Management Methodology. In
International Conference on Intelligent and Fuzzy Systems (pp. 1138-1143). Springer, Cham.
Galli, B. J. (2019). Reflection of Literature on Using Lean Innovation Models For Start-Up
Ventures. The Journal of Modern Project Management, 7(2).
Gubinelli, S., Cesarotti, V., & Introna, V. (2019). The evolution of Project Management (PM): How
Agile, Lean and Six Sigma are changing PM. The Journal of Modern Project Management,
7(3).
Hammer, J., & Kiesel, M. (2019). A TRIZ and Lean-Based Approach for Improving Development
Processes. In Advances in Systematic Creativity (pp. 101-114). Palgrave Macmillan, Cham.
Haugen, M. L., & Nysether, M. H. (2017). How can an engineering project executed by an alliance
become more lean? (Master's thesis, NTNU).
Jünge, G. H., Alfnes, E., Kjersem, K., & Andersen, B. (2019). Lean project planning and control:
empirical investigation of ETO projects. International Journal of Managing Projects in
Business.