Leading Lean Projects: Implementation Report - CQUniversity, 2019

This report outlines the introduction of Lean Project Management (LPM) principles within a consultancy to secure government work. It begins by contextualizing the implementation of LPM, highlighting its data-driven methods and focus on continuous process development, emphasizing quality and efficiency. The report identifies the initial reasons for implementing LPM, driven by client needs for improved communication, cost management, and innovative processes. It details the benefits for stakeholders, including the government, through reduced surprises, better understanding of needs, and improved communication. The report then describes Critical Success Factors (CSFs) such as managerial commitment, workforce training, and resource allocation, and outlines steps to ensure these CSFs are in place to foster an LPM mindset within the consultancy staff. Furthermore, it lists and describes training requirements for individual employees and suggests a method for analyzing whether the consultancy has sufficiently adopted LPM to tender for government work. Ultimately, the goal is to improve service delivery, transparency, and predictability within the consultancy's projects.

Introduction
Background and contextualising the implementation:
The lean project management utilizes the methods that are data-driven. This is useful to
control the projects by focusing on constantly developing the process. Here, the approach has been
stemming from lean management. It has been emphasizing on quality.
The current study makes a clear and suitable demonstration of the initial cause. Then,
various advantages achieved from different stakeholders in projects to deploy LPM is been
analyzed. Next, various steps through which one can suggest for assuring CSF is the proper place is
been demonstrated in the study. This also includes how one can gain the LPM mindset under the
consultancy staff is discussed in the study. Next, various training requirements are listed and
described for the distinct staffs are involved in the analysis. Lastly, a method is described for
analyzing as the consultancy has adopted LPM sufficiently in order to tender the government work.
Aim of the memo:
The present study has been making that a suitable and clear demonstration for the initial reason for
leading lean project. For this the various aims are identified below.
 To identify different benefits are gained from various stakeholders within the projects. This
refers to the implementation of LPM that is examined in the study.
Ruth O’Neill
Associate Lecturer
ALC
Sydney
AUSTRALIA
Tel +61 7
Email: r.o@ cqu.edu.au
www.cqu.edu.au
TO All staff
CC Board of Directors
DATE 5 April 2019
SUBJECT The Introduction of Lean Project Management
(LPM) principles to secure government work

 Further, different steps through which one can propose to ensure the CSF is at suitable place
is needed to be discussed in the analysis. It has also included how one can achieved the
mindset for leading lean project, within the consultancy staffs.
 After that, different requirements are to be described and listed for different employees are
included in the study.
 At last, the process is required to be demonstrated as the consultancy has found to adopt the
LPM in enough way for tendering the tasks of government.
Initial reasons for implementing LPM
The present consultancy has required undertaking the tasks of the government activities.
However, it has been informed that it has required highlighting the use of LPM or Lean Project
Management guidelines. This has been taking place in the process of project management. This is
prior to implementing the tasks of government. Here, the broad of directors has been found to be
introducing the principles of LPM at all the further projects. This is to eventually be eligible for the
works of governments.
According to Suhail Iqbal et al., (2015) the main reason for impemeting LPM is that the
clients has needed the necessities of it. For instance, one should think to set up the “kick off meeting
at the beginning of the new matter. This involves the areas of agreeing on the scopes, reporting
requirements and timeliness. Further, the LPM has been providing wide range of tools for assisting
of reporting and monitoring expenses as the concern develops. Next, the LPM has been encouraging
the constant clear communications among various team members and the clients. Further, there are
more spaces for greater ideas. Here, the primary aim of the LPM is to decrease the amount of
coordination and administration across the edges of the matters. This is to deploy the streamlines
upfront processes. This will be helpful to concentrate on more tasks that are needed. However, it
also permits more spaces to think about the innovative new process and projects. This differentiates
the practice from the competitors.
This applies to x company because at its simplest, the Lean Project Management has been
useful for the lawyers to deliver the legal services. This is done is effective, transparent and
predictable way. This is done through various suite of tools. This is helpful for assisting the scopes,
manage and monitor the matters effectively and proactively.
A second reason to implement LPM adaptibilty because LPM is useful to flex the necessities
and is scalable to the size of the matter and practice. Here, for instance, one might take decisions to
concentrate to cost tracking and reporting and move away from there.

Finally, the decision to implement LPM has been taken because there must be necessities for
us and our team for managing huge matters. These are common-sense tools that are helpful to make
the life easier.
Benefts to stakeholders
The government
The government will benefit from the organisations implementation of LPM in the following ways:-
 There are fewer surprises. As an effective individual, as any stakeholder enter into the
project various concerns can arise. This can cause an additional cost and reworks that results
in issue of team morale (Da Silva, 2017).
 Further, there are more costly engagement. Then there are better understanding of
necessities. The projects are the temporary endeavours that results in distinct results, service
and product.
 Further, the particular individuals, organizations and teams are affected. Every stakeholders
comprise of necessities (Khamidullina & Puryaev, 2016).
 Moreover, the concerns can be understood better. Next, it is helpful to understand that time
that invested is in proper place. Further, there are developed communications. The
stakeholder management involves the determination of stakeholders and fetching to
understand the preferences. This, armed with the stakeholder data, the project managers can
design smart plans of communications.
 Moreover, the expectations can be managed better. Then, there is developed reputation. The
project managers with the stellar reputations has been relating well to people and the
projects (Dunsford & Reimer, 2017).
Describing of advantages achieved by stakeholders in the project to deploy LPM:
a. Extension of various benefits identified:
LPM has been utilizing lesser resources. However, it has been gaining better productivity
with lesser costs with a better amount of quality. Further, the primary advantages of the Lean
System have been a reduction in inventory. Here, the lean system has been aiming to hold less and
no inventory. In turn, it has been giving rise to a decrease in space requirements and hold and carry
the expense (Holmemo, Rolfsen & Ingvaldsen, 2018). Moreover, it is a smart business philosophy.
This has been proved to be highly successful as it is able to decrease the expenses, eradicate the

wastes, raise productivity, maintaining greater levels of quality. In this way, it is able to make an
important rise in profit.
b. Sufficiency of descriptions:
Lean thinking has been present under five principles of lean manufacturing. The first one is
the value. Here, the lean approach starts with a detailed analysis of what value the customer has
been assigning to the services and products. Apart from this, it was comprised of the value stream,
flow, pulls and perfection. The value is developed by the producers. This is the reason why the
producers are been there from the standpoint of customers. It is seen that the critical starting point
of lean thinking is its value (Wellman, Jeffries & Hagan, 2016). Various steps have been found for
unambiguously developing the value. Different steps have been seen to be unambiguously
developing value. Apart from this, there are various steps seen to be creating no value. However,
this is unavoidable with the present technologies and resources of production.
Further, various extra steps are seen to be developing the value and have been quickly
available. Here, the initially visible impact on converting the batches and departments for the
product teams and the flow is that the time is needed to move from idea of launching, delivery sale,
raw - materials to the customers falling drastically (Graban, 2016). Further, there is the pull where
the lean principle of the pull has been useful to assure the flow through making assurances that
nothing is made of ahead of time. Thus, it has stopped the synchronized flow. Here, the, marching
towards the suitable process has incurred step by step since the constant development address is the
root cause of quality issues and waste of productions. Next, the relentless perfection pursuit has
been driving the users with an approach to dig deeper, change more, measure more frequently than
the competitors (Shokri, Waring & Nabhani, 2016).
Demonstration of CSFs or Critical Success Factors required putting within the consultancy:
This is helpful to gain the successful deployment of LPM:
a. Extension of factors described:
Commitment of the lean programs:
This has been beyond the questioning that the practitioners have thought that the managerial
commitment is the vital factor of success. This is irrespective of the distinctions under plant size,
location, corporation and additional factors.
Training the workforce:
This is the second critical success factor. This is to deliver education and training under lean
production for the overall workforce.
Having the plan and following that up:

This is a third complex factor that has the plan and following that up.
Allocating the resources and sharing the achievements:
Allocation of the needed resources is to be done assisting the deployment. Then the gains
are to be shared with every employee is alsocomplicated for success.
Using lean tools and the methods:
Ultimately, the implementation of methods and lean tools are vital.
b. Adequacy of descriptions:
However, this has not been sufficient for only leading from the office. Here, the managers
should also take part personally over the shop-floor. It has included constant communications and
hearing of suggestions and queries from employees. Further, they must explain why the lean
indicates the change for betterment (D’Andreamatteo et al., 2015).
Despite the knowledge of lean management, the plant can never likely to get success with
the deployments. Most importantly, the managers are the initial one who requireseducation and
training. The learning in performing that is a superior method of learning (Dulaimi & Ellahham,
2016). However, this has needed local training coached by staffs and managers. At the prior steps of
lean implementation, the external consultancy firms and the internal corporate resources are helpful
to create the knowledge required. Here, the overall plan is required to be categorized into various
steps. Here, the targets that are defined clearly are been set and controlled.
The regular meetings are held for following up the deployments of particular projects. Apart
from this, the managers must be found to deploy lean in daily business instead of running that has a
spate temporary projects over the side of the activities. This is complicated for changing the lean
despite the training and local lean team. This also involves the distributed force of tasks in the
company. Further, it is also needed to dedicate the budget for the transformation (Orzen & Bell,
2016). Apart from this, the gains through the developments are also required to be shared. Here, the
particular lean tools and the processes have been mentioned frequently in the survey. Here, the
waste reduction, visualization problem solving,the concept of team, constant development regular
management, mapping of value streams and the 5 Sigma.
Description of steps to assure the CSF is in the proper place:
This is helpful to understand how to gain the LPM mindset under the consultancy staffs.
Appropriateness of steps to be put the CSF in the proper place:
The CSF or the Critical Success Factor has been sounding complex. However, this has
beena pretty easy idea. The CSF comprises of greater level aims. It is imperative for business for
the meeting. For being effective, the CSF must involve various factors. They are required to be vital

for organizational success, bring advantages for the department and company overall. They are
synonymous with the greater level goal and connect directly to the strategy of the business
(Harrison et al., 2016).
Listing and describing training requirements for individual employees:
Suitability of training:
The training for lean thinking has evolved from the initial stage. It includes the way it is
applicable to the various sector, activities and process and business. It is useful to know the depth of
the philosophy of lean project management, critical success factors and performance goals.
Moreover, it is helpful to understand the ways to develop a lean culture under the business
(Waterbury, 2015). Further, training must involve the usage of lean ideas for seeing the ways within
the project works as the process. It is helpful to think about the development and the overall value-
chain. Further, a strategy is to be developed with medium-term deployment planning. This is to
include the lean priorities to the projects (Antony & Cudney, 2016).
The extent of the described:
Since it has demystifying every conventional guideline of the 1st Industrial Revolution. This
involves most of the enterprises and is built across where they have been operating. Through
presenting the greater details of the philosophy of the 2nd Industrial revolution and the principles
disciples and tools that are readily available. This must be available for all the performance in smart
status. The training is a door-opener for lean practices. This is beneficial for who are ready for
listening to messages, who are prepared for abandons obsolete principles, approaches and formulas.
Lastly, it is effective for the people who are expecting to gain a “lean” status (Leon & Calvo-
Amodio, 2017).
Description of the methods in analysing as the consultancy has adopted the LPM approach:
This is to render the tasks of government:
Practicality of methods:
The methods include the following.
Determining the sources of wastes that are categorized under the industry of lean construction.
Further, the common principles are to be examined for the construction industry. This is under the
principles of lean construction practices. Next, the ways of eradiation and reduction of wastes as
categorized under the developing of the last planner system are to be studied. This must be with the
technique of lean construction deployment and analyse the efficiency of the deployment of the prior
planner (Johnsen & Drevland, 2016). This is helpful for analysing the efficiency of deployment of

the prior planner for rising the reliability of plan. Further, it is helpful to analyse the relationship
among the performances and lean constructions development programs under the construction of
organizations.
Next, the various properties of successful programs of performance development are to be
assessed. This is useful to model the identification of three complicated elements. The practicality
of method lies in the fact of determining of time spent on development and development of
mechanisms and skills. Next, there is the development of goals and perspectives. Various methods
for structuring development programs like critical Success Factors and Lean Construction are
interlinked here (Oakland & Marosszeky, 2017).
Sufficiency of the linkage for adopting the LPM:
The dynamic model mentioned above is a method of process of performance development.
Here, the model has examined the factors that have affected the interactions and processes. It is seen
that the direction of the development efforts has been influenced strongly by the structured aims.
The programs that are result-focused comprises of restricted capability for addressing the
complicated systematic issues. However, one question has been there that further research has been
driving the contractors in establishing the result focused and process focused program (Sunder,
2016). This has been appearing as the speciality contractors have been familiar with the process-
view points. This is because they are familiar with the studies of productivity development.
Nonetheless, it processes assessment of relatively easy concern. However, the common contractors
have been putting emphasize on the entire results of the project. Further, the further research also
requires the validating and developing of a more completed model for the performance of the
project (Antony et al., 2018). Apart from this, the behavior for the process development in due time
is also evaluated. Lastly, the model is the starting point for designing the system through inclusion
of the loops and then breaking the links.
Conclusion
The decision to implement LPM has been made because Listening to stakeholders is useful
for maximizing the investment in development and product research. Thus it is helpful to develop
the share of the market. As a result of this implementation x,y and z will benefit through assuring
the potential issues that are addressed. It is also helpful to understand the changes. It must be
reminded that finding the success factors in business is just the one-off project. Further, the steps
are helpful for raising the market share with the help of present customers. It is required to be
service oriented while working with customers. Then it is helpful to gain the order fulfilment
excellence with the help of process improvement through on-Line. Apart from this, the rewards and

incentives are to be aligned with the roles of employees for the rise of employee satisfaction.
Moreover, here the common pitfalls can be encountered as the lean is implemented. Next, the
primary requirements are to be explored for the involvement of successful employees in lean
practices. Next, the training must involve the understanding of the ways to develop the project
performance. This must be done with the people with the lean-thinking through assuring the job
satisfaction. Further, the training must involve the ways of gaining in-depth insights of how the lean
concepts have been evolving and continuing to develop to future and fascinating scenario.
Yours sincerely,
Ruth O'Neill
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