ABSTRACT
Lean Project Management is a concept that is both at the level of mindset (Lean Thinking) and at the level of concrete practices (methods, tools ... “recipes”). The implementation or application cannot therefore generally be done “at the push of a button” but requires the planned action of a change project. As we know from change management, people need to be brought along on the journey to the new if the journey is to be successful and bring benefits.
However, in the context of project management, it should be noted that not all people or corporate cultures are suitable for every management approach. For example, some people only develop their potential with complete freedom of design, while others much prefer to follow clear instructions as implementers. Consequently, these almost unchangeable (because human, character-related) boundary conditions must be taken into account when designing an organisation’s PM system. Based on some well-known sociological concepts (by Hofstede, Hall, Lewis and others), a connection with project business is derived in this chapter. Finally, the St. Gallen Management Model provides a framework for the question of which management functions should be sensibly fulfilled in the team or through leadership functions. Independent of all the sociological classification models described, the insight is justified that it is not the character of the manager but the circumstances in the team that should induce the required management style on a case-by-case basis.
The second part of the chapter deals more with the “hard facts” of how to implement Lean Project Management at the three levels of designing the corporate PM system, proactively setting up the PM system of an individual project, and situational, more reactive application during the course of a project. Various approaches, guiding questions, practices and key figures are presented. Finally, success factors are listed which, if taken into account, will improve the chances of success.
