ABSTRACT
Experiences show that, even in Lean Design Management, work situations quickly become rather chaotic with a low degree of control. This chapter aimed at contributing to an appropriate structure for the management and control of complex design and engineering processes. The proposed model is based on two complementary ideas: (1) encapsulation of the complex and reciprocal aspects of work packages and sprints, where each sprint is controlled by self-organised teams; (2) progress of the specified deliverables from the self-organised teams is delivered according to a rigid time schedule. The model has been theoretically constructed and has recorded challenges encountered in a case study. The case study findings confirm the theoretical assumption that the main cause of failure in managing design processes is that design as a phenomenon often relates strongly to interdependencies, iterations and design as complex and wicked problems. The five principles of Last Planner have been applied to the proposed model for design management. However, Last Planner as a stand-alone concept for design management has been confirmed by the case study to be insufficient for managing iterations and reciprocal interdependencies.
