ABSTRACT
After the introductory remarks of the first chapters, this chapter finally derives and describes the basic concept of Lean Project Management. In addition to a definition, the core principles and terms of Lean Management are interpreted in the context of project management (PM). This includes, in particular, the question of what waste actually is in the context of projects or project management, since in many projects, in contrast to production, it relates to intangible value streams, such as the flow of information. PM-specific types of waste are identified as Waiting, Over-processing, Defects, Misallocation, Misdirection, unnecessary Movement and Under-processing.
All the other core principles of Lean Management – customer focus, the flow and pull principles, but also the pursuit of perfection – require a specific interpretation. The pull principle proves to be more in need of adaptation, but nevertheless promises innovative practices, such as work-in-progress limitation, applied through a project Kanban board. Last but not least, the idea of Lean Project Management leads to a reinterpretation of the well-known Magic Triangle of PM, which induces in particular the customer- and thus application- and benefit-orientation of project results.
In the form of three simple guidelines (the “3Gs”) – “Participation”, “Application of the Pareto Principle” and finally “Fit” – guidance is finally formulated on how to design projects or project management according to Lean Project Thinking. These are underpinned by a number of application elements, such as the involvement of “downstream” stakeholders in “upstream” activities.
