PPMP20009: Leading Lean Project - Dream Home Project Risk Analysis

This project report analyzes the construction of a dream home in Perth, Western Australia, addressing challenges such as design disagreements and funding constraints. The report identifies transformational leadership as the most effective style for guiding the project, emphasizing open communication and employee empowerment. It details the application of seven quality control tools, including flowcharts, Pareto diagrams, histograms, and cause-and-effect diagrams, to manage the project effectively. The report also outlines a comprehensive risk management strategy, identifying potential risks like design changes, delays in solar energy system offers, and difficulties with the Keystart initiative, along with mitigation strategies. The analysis underscores the importance of proactive planning, clear communication, and strategic decision-making to ensure project success. The report references several academic sources to support the findings and recommendations.

Running head: LEADING LEAN PROJECT
Leading Lean Project
Name of the Student
Name of the University
Author note

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Table of Contents
1. Discussion over the Chosen Leadership Style.............................................................................2
2. Use of Seven Quality Control for Project Management..............................................................3
3. Risk Management Strategy for concerned Project......................................................................6
References........................................................................................................................................8

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1. Discussion over the Chosen Leadership Style
The case is focused over the development of a dream home project in the Perth region of
Western Australia. There has been a certain application made by the project owners towards the
Keystart Initiative based on requesting of funds for the development and construction purpose of
the home. However, in the recent times, there are some kind of problem based on agreeing and
finalising of the design or layout of the home design (Zhao, Hwang & Lee, 2016). Further
discussion over the project areas are also being delayed due to certain lacking areas within the
initial project plan. Hence, in order to deal with such kind of problems, a certain leadership style
needs to be selected based on leading the projects.
There are seven forms of leadership style that have been defined in the aspect of project
management. However, from the different leadership style, the most effective leadership style
that could be considered as effective for the present project is Transformational Leadership Style
(Tabassi et al., 2016). This style of leadership mainly deals with leaders by providing them with
encouragement, inspiring and motivating the employees for innovating ideas and executing
them. This kind of leadership is mostly been administered by setting up a common example at
the upper executive level. This would thus be provided with a proper employee ownership,
independence and flexibility within the workplace and ownership over employees (Tyssen, Wald
& Heidenreich, 2014). With the discussion over the concepts over the project based on building
of a dream home, the project owners should discuss the plan of layout of the home with the
construction manager working over the project.
These owners should discuss the initial project plan that would be designed by the
construction manager. They should also consult with other people based on discussing of the
various forms of inclusions made within the home. The ideas that would be presented by the
owners to be maintained over the project would be considered as highly crucial in nature
(Opoku, Ahmed & Cruickshank, 2015). Owners would be the best resource who would be able
to provide various kind of suggestions in relation to making of their home. They should also
decide over the kind of electrical appliances to be used within the home. The flooring materials
that would be used within the home such as tiles, their designs and other aspects should be
clearly be discussed with the construction manager. Moreover, the construction manager would
also suggest their own ideas to the project owner (Akhavan Tabassi et al., 2014). They would

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also need to plan the entire kind of processes that needs to be performed at the later stages of the
project. Open form of communication if made within a project would be defined as highly
helpful in understanding the ideas established from both parties and thus make changes wherever
necessary. After a mutual understanding from both the parties, the ideas over the project would
be executed accordingly.
Thus, it can be discussed that with the impact of transformational leadership style, there
would be a high amount of emphasis on cooperation, authenticity and an open forum of
communication with the makers of the project (Aga, Noorderhaven & Vallejo, 2016). Mentoring
over the project aspects based on properly communicating with the construction manager would
help in making necessary decisions and taking an ownership right over the various tasks.
2. Use of Seven Quality Control for Project Management
The use of Seven Quality Control (7QC) tools and techniques based on the management
of the construction project are discussed as follows:
a) Flow chart – This technique is defined as a graphical description of each of the steps
meant within the workflow. During designing of the construction project, the most important
step would be design the workflow of activities that needs to be performed within the plan of
construction (Wang et al., 2015). During the construction activities that would be made, there
should be a proper workflow diagram that would list out the various activities. This would help
the owners in understanding the processes that are in order and which needs to be followed
accordingly.
b) Pareto Diagram – This diagram is demonstrated as a vertical chart and is further
divided into two categories that helps in displaying events or probabilities that could occur over
the future stages of the project. During the construction of dream home, there might some kind of
problems, which might be a result of many causes. With the help of this technique, it could be
discussed that the exact number of causes that leads to problems in the area of construction could
be determined.
c) Histogram – This tool used in project management could be useful for statistical
distribution, central tendency and various kind of measurements. These are defined on a vertical
chart (Nicholas & Steyn, 2017). These charts could be considered as to be important in the

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context of the construction project. The owners would be able to understand the availability of
resource at specific times during the project progress. The histogram would thus define a bar
chart based on displaying the times in which a particular resource would be scheduled for
working.
d) Cause and Effect Diagram (Fishbone Diagram) – This diagram that would be used
within the discussed construction project could help in representing of the cause and effect. The
head represents the objective or problem. The entire body depicts the causes for the problem and
certain actions, which should be undertaken in order to reach to the desired objective. With the
help of this diagram, construction manager would define the potential causes of a problem that
might lead to project failure. Hence, they would define technologies, facilities, practices and
policies, which would help in mitigating the problems.
e) Check sheets – This sheet consists of tests and inspections. It also defines the attribute
that would be resulted by each test. The use of this sheet in construction project could be useful
for gathering data in real-time from live locations. In the case of the construction project, the
construction manager responsible for the development works should create a check sheet based
on understanding various aspects such as shipment damages, late deliveries, late payments and
many others with the different days of the week.
(Figure 1: An example of check sheet)

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(Source: Nicholas & Steyn, 2017)
f) Scatter Diagram – This diagram is generally represented with axes X and Y. Thus,
any kind of desired data or measurement would be displayed within the Scatter Diagram in the
form of (X,Y). With the help of this diagram, the construction manager would be able to control
and investigate the output derived from a process from inputs. One example of using this chart is
during the determination of drill speed used in construction process against the smoothness
achieved after finishing of the task.
(Figure 2: An example of scatter diagram)
(Source: Nicholas & Steyn, 2017)
g) Control chart – This chart is only displayed during the determination of the factor
whether a particular process is in stable position or it is unstable. In case if a certain position
would be considered as unstable, a corrective action would be formed (Sears et al., 2015). These
charts are being used for facilitating the improvement in productivity of various activities in
relation the construction of dream home project. There might be several cases of inefficiencies
within the project such as incomplete construction activities required in a certain phase. Thus
process measurement would be translated in control charts based on identification of variation
points within the construction phases.

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3. Risk Management Strategy for concerned Project
The risks management strategy for the concerned project could be described as follows:
Risk Description Likelihood Impact Owner Mitigation Strategy
Improper design or layout that had been
planned during the design processes over
the project plan. The construction
manager might design a project plan,
which might not be liked by the project
owner (Taillandier et al., 2015). This
would lead to a certain risk based on
changing of the present project plan and
designing the project again.
Medium High Project Owner The layout plan for the house that would
be designed by the construction manager
should be discussed with the project
owner working over the project. They
should discuss and maintain an open
communication with the project owner
and thus discuss the areas in which
improvements would be made.
There has been a certain plan based on a
free installation of a 5kW solar energy
system. This offer is based for a limited
period of time. Hence, the delays made
by the project owner based on making of
clear designs for the home would be
delaying the project and thus the offer
might not be availed.
Low Medium Resource
providers
Certain improvements that need to be
made over the project designing plan need
to be made at the earliest. This would help
the project owner to plan for the free
installation of the solar energy system
(Qazi et al., 2016). Agreements based on
deciding of the project plan and budgeting
estimations should be discussed with the
builder and thus the new project should be

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prepared accordingly.
Based on the late approach made over the
project based on the estimations of cost
and budget for the project, the owners of
the project might not be able to apply for
the Keystart initiative (Dzhandzhugazova
et al., 2015). This would lead to critical
risk situations based on the fact that they
would not be able to apply for the
funding that would be supported from the
government.
Low High Project Owner The couple who are planning to develop
the project should apply for the Keystart
initiative should apply for the same on an
individual basis. Hence, the income of the
other party should not be disclosed during
the time of applying for the initiative.
Only a single source of income, which
would be required to apply for the
initiative should be displayed in order to
gain approval over the project.
(Table 1: The Risk Register for the Project)

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References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Akhavan Tabassi, A., Ramli, M., Hassan Abu Bakar, A., & Hamid Kadir Pakir, A. (2014).
Transformational leadership and teamwork improvement: the case of construction
firms. Journal of Management Development, 33(10), 1019-1034.
Dzhandzhugazova, E. A., Zaitseva, N. A., Larionova, A. A., Petrovskaya, M. V., & Chaplyuk, V.
Z. (2015). Methodological aspects of strategic management of financial risks during
construction of hotel business objects. Asian Social Science, 11(20), 229.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Opoku, A., Ahmed, V., & Cruickshank, H. (2015). Leadership style of sustainability
professionals in the UK construction industry. Built Environment Project and Asset
Management, 5(2), 184-201.
Qazi, A., Quigley, J., Dickson, A., & Kirytopoulos, K. (2016). Project Complexity and Risk
Management (ProCRiM): Towards modelling project complexity driven risk paths in
construction projects. International Journal of Project Management, 34(7), 1183-1198.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O. (2015). Construction
project management. John Wiley & Sons.
Tabassi, A. A., Roufechaei, K. M., Ramli, M., Bakar, A. H. A., Ismail, R., & Pakir, A. H. K.
(2016). Leadership competences of sustainable construction project managers. Journal of
Cleaner Production, 124, 339-349.
Taillandier, F., Taillandier, P., Tepeli, E., Breysse, D., Mehdizadeh, R., & Khartabil, F. (2015).
A multi-agent model to manage risks in construction project (SMACC). Automation in
Construction, 58, 1-18.

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Tyssen, A. K., Wald, A., & Heidenreich, S. (2014). Leadership in the context of temporary
organizations: A study on the effects of transactional and transformational leadership on
followers’ commitment in projects. Journal of Leadership & Organizational
Studies, 21(4), 376-393.
Wang, J., Sun, W., Shou, W., Wang, X., Wu, C., Chong, H. Y., ... & Sun, C. (2015). Integrating
BIM and LiDAR for real-time construction quality control. Journal of Intelligent &
Robotic Systems, 79(3-4), 417-432.
Zhao, X., Hwang, B. G., & Lee, H. N. (2016). Identifying critical leadership styles of project
managers for green building projects. International Journal of Construction
Management, 16(2), 150-160.