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CHAPTER 1
INTRODUCTION

1.1GENERAL

Lean project management has its roots in the software development

industry, and it has developed through empirical progress. This methodology's
uses are not limited to that industry. It defines values and principles that can be
adopted by other industry as well. Moreover, it includes different tools and
methods of conducting a project, which will lead to follow its values and
principles. The lean methodologies are widely used by the software
development industry where the customer recognized his need and improving
it by repeated tests.

A traditional concept of management, the responsibilities and authorities

are defined in a hierarchy so if a middle level chain is broken than the ground
level subjects are failed. In lean concept, the basic belief is to keep all
responsibilities & authorities on the same level such that even if there is a failure
in single subject, the remaining subject can work efficiently in their sectors.

Utilizing agile methods to develop and implement systems has improved

the speed in which companies meet market demands. Given the relative
newness of the lean project management approach, some research exists, but
much more is needed to understand how the backbone components of agile
management can be used in a construction project development process.
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1.2 OBJECTIVE OF THE PROJECT

The objective of this thesis is to develop a framework to reduce time

overrun in the construction project by applying Lean Project Management
(LPM) methodology and proves the scope of AM in future.

1.3 SCOPE OF THE PROJECT

 To study the delay factors in the construction projects.

 To introduce the lean project management approach in construction
projects.
 To study the traditional project management and lean project
management principles related to construction industry.
 To develop a management framework based on the study results.

1.4 PROJECT MANAGEMENT BOOK OF KNOWLEDGE

The Project Management Body of Knowledge (PMBOK) guide is a set

of knowledge that gives information about the project management skills, tools,
application and techniques. It has guidelines to manage any individual or large
scale project. It is made based on global standards for the worldwide application
as a project management profession along with other professions such as
accounting, law and medicines. These standards are formal document that
deeply explains about the project norms, advance practices, methods and
processes for the project success. The PMBOK framework is mainly divided
into following stages: Initiation, Planning, and Executing, Controlling and
Closing/Handling over.

The PMBOK Guide also provides and promotes a common vocabulary

within the project management profession for using and applying project
management concepts. A common vocabulary is an essential element of a
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professional discipline. The PMI Lexicon of Project Management Terms

provides the foundational professional vocabulary that can be consistently used
by project, program, and portfolio managers and other stakeholders.

INITATION → PLANNING → EXECUTION → CONTROLLING → HAND OVERING

Fig no 1.4.1 Project management book of knowledge

1.5 TRADITIONAL/WATERFALL PROJECT MANAGEMENT

Traditional project management is used worldwide in construction

industries. It is also known as Waterfall project management. Traditional
project management is consisting of one predefined path that whole
organization follows, which includes following five stages: Initiation, Planning,
Execution, Monitoring and controlling, Closing. It has a set of construction
techniques that helps project to achieve success on time, within budget and to
fulfill given specifications. It is mostly used where the changes to be made
during construction is very rare. Traditional project management is mainly
based on the experience and tools.

Traditional project management has been used in creating some of the biggest
projects, from building Taj-mahal to the Inter-country railroads. These large-
scale projects helped project management to grow progressively. As a result,
the ultimate goal was to complete the project following below predefined
sequence of traditional project management.
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1.6 EVALUATION OF LEAN PROJECT MANAGEMENT

Lean project management has evolved significantly over the years,

incorporating new principles, tools, and techniques to optimize efficiency and
effectiveness. Here's an overview of its evolution:

Early Days (1950s-1980s)

 Inspired by Toyota's Production System (TPS) and the work of W.

Edwards Deming
 Focus on eliminating waste, continuous improvement, and respect for
people

Agile and Lean Software Development (1990s-2000s)

 Agile methodologies (e.g., Scrum, Kanban) emerged, emphasizing

iterative development, flexibility, and customer satisfaction
 Lean principles applied to software development, focusing on delivering
value quickly and efficiently

Lean Project Management (2000s-2010s)

 Lean principles expanded to project management, emphasizing value

stream mapping, waste reduction, and continuous improvement
 Tools like Kanban boards, value stream maps, and A3 problem-solving
became popular

Digital Transformation and Scaling (2010s-present)

 Lean project management adapted to digital transformation,

incorporating new technologies and tools (e.g., project management
software, automation)
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 Focus on scaling lean principles to larger, more complex projects and

organizations
 Emphasis on data-driven decision-making, metrics, and visualization

Modern Lean Project Management (present day)

 Integration with other frameworks and methodologies (e.g., Agile,

Design Thinking, DevOps)

Increased focus on:

 Customer-centricity and value delivery

 Collaboration, empowerment, and leadership
 Continuous learning, innovation, and experimentation
 Digital literacy and technology enablement
 Social responsibility and sustainability

This evolution reflects the growing recognition of lean project management

as a flexible, adaptable, and effective approach to delivering value in
various contexts.

1.6.1 LEAN MANUFACTURING

Iterative and incremental development methodologies were first

defined by Shewart in the 1930s and then expanded upon by Deming in Japan
(1982), focusing on causes of deviation and acting on those causes. Indeed, the
PlanDo- Check-Act (PDCA) cycle is still being used in Toyota product
development (Liker, 2004) and conforms to the scientific experimentation
model of control.
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Fig no: 1.6.1 Lean manufacturing

In the field of information systems, anarchic ad-hoc code and fix

developments of the 1960s led on to the welcome embrace of Royce's
sequential (or waterfall) development method in 1970 (Royce, 1970).
Unfortunately, the iterative aspects of Royce's paper were largely ignored or
misapplied; rigid adherence to early definition and fixing of system and
software requirements resulted in errors being propagated and compounded
throughout projects, leading to widespread failures in delivered value. Several
voices (notably Gilb's and Boehm's) were raised against such an approach to
information systems development in the 80s and early 90s. (Futrell et al., 2002)
The work of Imai, Nonaka and Takeuchi (1986) was a catalyst to the
establishment in 1990 of a US Department of Defense and National Science
Foundation funded study at Lehigh University to investigate the competitive
environment of 2005 and beyond. This study was a response to greater
efficiencies achieved by Japanese industries, and led on to the development of
an Agile Forum for manufacturing in 1992.
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1.6.2 LEAN PROJECT MANAGEMENT

Coincidentally. in 1990 DeGrace and Stahl analysed the Waterfall model

use information systems development and found it wanting (DeGrace and Stahl.
(1990): in Japan the Waterfall model was reduced to four overlapping phases
(as in Sashimi). Sutherland (2001) merged Scrum reactive methodology with
his earlier work with other agile processes in 1993 and spread its use to a
number of corporations. In 2001 the term 'Lean' was adopted as an umbrella
term for advanced software development methodologies which were largely
rooted in the early 1990's. The Lean Movement became particularly active
within the information systems industry from early 2003. The use of Scrumn
for software development project management was then popularized through
Schwaber and Beedle's book (Schwaber and Beedle, 2002).

1.6.3 WHAT IS LEAN?

The Lean methodology is a project management approach that involves

breaking the project into phases and emphasizes continuous collaboration and
improvement. Teams follow a cycle of planning, executing, and evaluating.
Whereas the traditional "waterfall" approach has one discipline contribute to
the project, then "throw it over the wall" to the next contributor, lean calls for
collaborative cross-functional teams. Open communication, collaboration,
adaptation, and trust amongst team members are at the heart of Lean. Although
the project lead or product owner typically prioritizes the work to be delivered,
the team takes the lead on deciding how the work will get done, self-organizing
around granular tasks and assignments. Lean isn't defined by a set of
ceremonies or specific development techniques. Rather, lean is a group of
methodologies that demonstrate a commitment to tight feedback cycles and
continuous improvement.
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Fig no: 1.6.2 Lean principles

Whilst some continued to eschew the information systems waterfall

method, it until 2001l that a 'Manifesto for Lean Software Development' (Beck
and et al, 2001 a) evolved through the efforts of leaders in the field and the Lean
became synonymous with a variety of existing information systems
development methodologies, under the auspices of the Lean Alliance. The
Manifesto' (which must be reproduced in full) states: We are uncovering better
ways of developing software by doing it and helping others do it?

Through this work we have come to value:

o Individuals and interactions over processes and tools

o Working software over comprehensive documentation
o Customer collaboration over contract negotiation
o Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the
left more.'
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The Manifesto, together with its underlying 'Principles' (Beck and et al,
2001b) depict a substantial concentration on the early and regular delivery of
value, and the use of changes as opportunities to enhance that value. Working
practices focus on frequent, sustainable iterative deliveries by facilitated multi-
functional, self- organizing intercommunicative teams.

Scrum and other Lean methodologies add to those overall foci by

prescribing numbers for the optimum team size (typically 5 to 20) and iteration
periods (typically around 30 days, although varying widely).

The Lean Project Leadership Network (LPLN) has a wider focus than just
software and focuses on: value, customer, teams, individuals, context and
uncertainty. The LPLN Declaration of Interdependence (Anderson and et al,
2005) for agile and adaptive management states that, based on the experience
of the authors, the following interrelated strategies deliver highly successful
results:

 'We increase return on investment by making continuous flow of value

our focus.
 We deliver reliable results by engaging customers in frequent
interactions and shared ownership.
 We expect uncertainty and manage for it through iterations, anticipation,
and adaptation
 We unleash creativity and innovation by recognizing that individuals are
the ultimate source of value, and creating an environment where they can
make a difference.
 We boost performance through group accountability for results and
shared\ responsibility for team effectiveness.
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 We improve effectiveness and reliability through situational specific

strategies, processes and practices.'

Whilst not unique, the functional engagement of customers is more

explicit here. The value of individuals in value generation remains a common
theme. Agility itself is defined by one of its originators (Dove), as follows: 'The
Ability of an Organization to Adapt Proficiently (Thrive) in a Continuously
Changing. Unpredictable Business Environment. (Dove, 1996) Agile systems
are ones that can respond to both reactive needs and proactive opportunities -
when these are unpredictable, uncertain, and likely to change.' (Dove, 2005)

Dove considers that agility consists of practices and processes for

knowledge management, value propositioning and response ability and sees
these practices and processes as positioning an enterprise to cope with change.
Indeed, dictionary definitions of agility generally include words such as quick,
quick- witted and nimble. Whilst some see agility as a state of mind, others
focus on methodologies; those who implement 'agile' frequently confuse it with
lean'. In terms of manufacturing, lean and agile are different, as pointed out
below (Sanchez and Nagi , 2001): 'Lean manufacturing' developed as 'a
response to competitive pressures with limited resources. Agile manufacturing,
on the other hand, is a response to complexity brought about by constant
change. Lean is a collection of operational techniques focused on productive
use of resources.

Agility is an overall strategy focused on thriving in an unpredictable

environment. Flexible manufacturing systems (offer) reactive adaptation,
while' agile manufacturing systems offer 'proactive adaptation'. To amalgamate
the common themes of the various individuals, teams and initiatives set out
above: to be agile an enterprise or project must be structured appropriately to
proactively and quickly adapt to change, seizing such opportunities to enhance
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value outcomes. In terms of methodologies, these should depend upon the

specifics of the project but common themes should include the use of
empowered, multi- disciplinary, small teams to iteratively, incrementally and
continuously develop value through the transformation of emergent and
evolving requirements, products or processes which involve, and provide early
enhanced value for stakeholder(s).

Excessive discrete planning or documentation should be waste, indeed it

is the recombining of thinking' (planning) and 'doing' (following the plan)
which leads to agility.
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CHAPTER 2
LITERATURE REVIEW
2.1 GENERAL

Various literatures were reviewed related on the agile management and

application of agile management in various phases in construction which is
useful for the project. The literature reviews helps to give a better idea about
the utilization of agile management.

Robert owen &lauri koskela, (2016), discussed in the paper briefly

summaries the evolution of Lean Project Management (LPM) and differentiates
it from lean and agile production and leagile' construction. The significant
benefits being realized through employment of LPM within the information
systems industry are stated. The characteristics of LPM are explored, including:
philosophy, organizational attitudes and practices, planning, execution control
and learning. Finally, LPM is subjectively assessed as to its potential
contribution to the pre-design, design and construction phases. In conclusion, it
is assessed that LPM offers considerable potential for application in predesign
and design but that there are significant hurdles to its adoption in the actual
construction phase. Should these be overcome, LPM offers benefits well
beyond any individual project.

R.L owen and I. Koskela, The university of Salford, discussed that,

Project management in the information systems industry has had a poor record
of delivering value and has consequently seized upon the recent evolutional of
agile project management. What is meant by Lean project management, from
where it originated and whether it has further applicability are not widely
understood.
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The construction industry also has a less than perfect project management
record and might benefit from the adoption of lean project management. In
order to resolve to an lean theory, the underlying rationales for lean have been
explored. Leading to the identification of further promising research.

Prof. Divakar .K And Ashitha, (2016) discussed that, Completion of

construction projects on time seems to be challenging tasks in large-scale
construction. It has been observed that about 90% of government infrastructure
projects fail to achieve on time completion in India Time is a major factor in
construction and on time completion will bring about many benefits to the
client, contractor and the society. Lean Project Management (LPM) is an
interactive and incremental method of management which is applicable for
highly flexible environment. Lean methodology has been found to improve the
reliability of project delivery by decomposing the project into smaller
manageable parts and completing these parts with greater delivery value. This
paper is about developing a suitable framework for the application of lean
methodology in the construction of infrastructure project by adopting data
survey and case study analysis. Two case studies about road construction
delayed 3 years each other. LPM is reduce the delay for 60-80 percentage in
construction industry.

Maulik Parcliya, (2019), researched, that what are the opportunities and
benefits to implement a lean project management approach in the construction
phase (execution phase) of any building project. This Research is conducted
PSP projects Ltd., case studies are chosen from their projects. The results was
LPM in construction phase project will decrease uncertainty & risk and
Decrease delay by scheduling, time management, employees' motivation and
client's involvement.
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Kth, Abclinnea (2009), researched that into how lean methodologies can
make the program and system stages, of construction project, more efficient
and thereby increase the client satisfaction. In this project dividing each stage
in to shorter cycles, it is easier to keep the goal focus through whole project.
The Cost of making unwanted changes becomes decreased. The client's
involvement and client satisfaction positively

Mattias Yllen Johnson (2012), the Lean project management approach

evolved from the software industry where it has grown and developed through
empirical progress. It is suited for large complex projects where it is difficult to
specify the product in advance. This thesis has researched what opportunities
there might be in implementing the lean project management approach in the
design phase of construction projects. The major advantages found with
implementing the lean approach is an increase in the client's involvement. It can
also decrease uncertainty and improve risk management

Thomas Streule et al, (2016), investigate the implementation of a

framework from the IT sector into the construction industry: Scrum.
Conducting a case study, the implementation and application of Scrum was
analyzed through the evaluation of its different artifacts. This research covers
the following questions: Can Scrum be implemented in the design phase of the
construction industry? What adaptations are needed to use Scrum to improve
the design phase of construction projects? How and where could Scrum, or parts
of it, be used by the design and planning departments of construction
companies? The results from this study show that Scrum has great potential in
the design and planning departments of construction firms. Finally, this paper
gives recommendations about the use of Scrum in the design phase and
proposes an outlook to implement Scrum in other phases of construction
projects.
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Blessie John, (2018), discussed that, though the Construction project

management field is persistently developing, the construction industry with its
unique nature is facing time-cost overrun during the execution phase. AFD
means, in each meeting Approval (A), Finalization (F), Discussion (D) has to
be carried. With an ultimate goal of delivering projects on time, within
estimated cost and approved work orders, a Lean's framework for execution
phase is established. Also as in IT industry, the structure of Sprint meeting is
developed to ease the performance to obtain effective results in the construction
project management field.

Yingchenliu, (2018), researches the implementation of scrum (a

framework of lean project management) from the IT field into the construction
industry by means of case study, personal interviews, & literature review. Lean
management creates a work environment with transparency and increase the
share of real time information and feedbacks. Since the people become more
aware of their responsibilities, task, and goal, the deliverables are better
product. The thesis also includes the recommendation section to provide the
suggestions for the future researches.

Roy S.Morile, (2017), researched and illustrate what is involved with the
process of adopting and transforming companies from traditional to the lean
methodology and will explain the benefits, the hardships, and other components
relevant to illustrate what needs to take place in order to implement lean in the
construction industry, as well as layout possible solutions that can ease the
adoption process. Using Kanban visualization techniques, the team's processes
will become quicker and more effective in order to carry out the various tasks.
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2.2 LITERATURE SUMMARY

The literature review deals with the utilization of lean management in

various phases in construction industry. The literature review may evaluate the
lean construction management. From the literature review carried above it is
concluded that the lean management can be help to reduce the time overrun in
construction projects by manually.
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CHAPTER 3

METHODOLOGY

LITERATURE REVIEW

APPLICATIONS OF LEAN APPLICATIONS

MANAGEMENT

BENEFITS OF LEAN
MANAGEMENT

TYPES OF LPM

CONCLUSION

Fig no 3.1 Methodology

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3.1 Literature review

For the support of the project of the research several journals have been
collected. Each literature explains different aspects that are relevant to the main
aim of the project.

3.2 Application of LPM

Implement the lean project management where the delay is identified.

3.3 Developing frame work for LPM

Develop a frame work the most important enablers are only used in the
framework.

3.4 Benefits of LPM

To overcome the delay and utilize the purpose of lean
3.5 Types of LPM
Based on purpose LPM are categorized.
3.6 Concluding remarks

The suggestions and solutions are given to implement agile project

management in construction.
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3.2 APPLICATION OF LEAN MANAGEMENT

3.2.1 GENERAL

Lean management is a management philosophy and set of practices

aimed at minimizing waste and maximizing value for customers. Its
applications are diverse and can be seen in various industries. Lean enablers or
activators can be applied which will reduce the delay or time overrun.

3.2.2 APPLICATION
1. Manufacturing: Streamlining production processes, reducing
inventory, and improving quality.
2. Healthcare: Enhancing patient flow, reducing wait times, and
improving care quality.
3. Software development: Implementing Lean methodologies,
continuous improvement, and rapid delivery.
4. Services: Improving efficiency, reducing lead times, and enhancing
customer experience.
5. Supply chain management: Optimizing logistics, reducing lead
times, and improving delivery performance.
6. Construction: Streamlining processes, reducing waste, and improving
project delivery.
7. Government: Enhancing citizen services, reducing bureaucracy, and
improving efficiency.
8. Finance: Streamlining processes, reducing errors, and improving
customer satisfaction.

3.2.3 Kick off-meeting

Lean management recommends starting the project with project kick-off
meeting (face to face conversation) with pre-qualified consultants and client to
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envision the requirement as the first phase. Pre-qualified consultants are the
ones who must have experience in handling the same kind of project in the past
and they need not be the same chosen party on the execution phase, but involved
to get a better understanding on various perspectives to envision the
requirements.

This acts as the start of architect's design thinking process. Drawings then
are made is discussed with other consultants in the next meeting and updated if
necessary. The revised drawings are given for tendering: this process can
control the change of design in the middle of the execution and helps in the
efficient bidding process. After selection, a contract should be signed agreeing
that they abide by the lean management framework by accepting for weekly
meetings with consultants and daily meeting with site people.

Kick-off-meeting is the Face to face conversation with pre-qualified

consultants and client and drawing are made discussed with other consultants.
In these two projects there are many reasons to need this kick-off-meeting.
According to these projects delay in producing design documents, unclear and
inadequate details in drawing, complexity of project design, slow decision
making, late in revising and approving design documents by owner, delaying
approving shop drawings and sample materials are indicate the need of a kick-
off-meeting. If we use lean management in the projects, we can solved these
issues and easily move to the construction work. Design drawings are the basics
of a construction work, so the Lean management method is help to avoid these
types of problems.

3.2.4 Scrum development

The Scrum Team consists of the Product Owner, the Development Team
and the Scrum Master. The team is self-organized and cross-functional. A
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decisions of the project are taken within this entity and they have all the
competencies needed for the project - there are no advisors to the Scrum Team.
The management's sole purpose is to assist and support the Scrum Team to the
best of their abilities so that the Scrum Team achieves their goal. The size of
the team varies depending on the area of operations, but a size of seven (+/-
two) members has proven to be successful. The Product Owner is responsible
for maximizing the value of the project and is the sole representation of the
client. He is in charge of creating, updating, and prioritizing the Product
Backlog Items. In addition, other responsibilities include optimizing the work
performance of the Development Team, to ensure that the PBIs are clear,
transparent and understood by everyone. The Product Owner also takes into
account other stakeholders interests and is the only one who can make changes
to the PBIs. The individuals that do the actual work are in the Development
Team. The members of this team are all equal no project manager and although
each and everyone has their field of expertise, the team is hold accountable as
a whole. The Scrum Master ensures that everyone in the Scrum Team
understands what is meant by Scrum. The Scrum Master simply enforces the
framework given by Scrum and the changes made considering new information.
Additionally, the Scrum Master sets all the Scrum Events and explains to
individuals outside the Scrum Team how they can (or cannot) interact with the
Scrum Team. One of the main task of the Scrum Master is to remove any
obstacles brought to the Scrum Team so that the Development Team can focus
on their work and are not slowed down by insignificant things.

This Section describes the different events in which the Scrum Team can
uphold to the key factors of Scrum: transparency, inspection, and adaption. Like
in any other project a Kick-Off meeting is held based on the client's demands -
and the Product Owner creates the Product Backlog to fulfil this demand. The
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Sprint Planning has a maximum duration of eight hours for a Sprint of a month
(proportionally smaller for a shorter Sprint). During this Sprint Planning, the
Development Team guesses the amount of work for the most important Items
of the Product Backlog with Planning Poker. After that, the Development Team
chooses the Items they think can be done in the Sprint, starting with the most
important one; this list is called the Sprint Backlog. While considering all the
Items from the Sprint Backlog, a bigger goal the Sprint goal- must be defined.
This enables the Development Team to always ask (inspect) themselves: Is this
work I am currently doing really necessary for this Sprint When the Sprint
Planning is done, the Development Team can start working on the Items during
the Sprint. The Sprint is a fixed timeframe in which the Development Team
aims to reach the state of done for Each Item. During the Sprint no changes are
permitted to the Items, unless the value or the scope of the Items with
consultation of the

Product Owner - is increased. By the end of the Sprint, the Items that
cannot be considered as done are moved back to the Product Backlog and will
be reevaluated in the next Sprint Planning.

The Scrum Master is responsible that during these 15 minutes only these
three questions are answered and that the entire Development Team is present.
If needed, a follow-up meeting can be set between the involved members. This
meeting is also used for inspection: The members of the Development Team
are seeing their own progress and everyone knows what the others are working
on. Further, through the constant interactions between experts of different areas
everyone starts to gain new knowledge outside their expertise. After each
Sprint, the Increment is inspected by the Scrum Team during the Sprint Review
and, if needed, adaptions are made to the Product Backlog based on new
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information. The Sprint Review has a maximum duration of four hours for a
one-month Sprint. The following actions occur during the Sprint Review:

 The Scrum Master has a first-hand contact with all the members of the
Scrum Team and checks that all are present.
 The Product Owner explains what Items reached the state of done and
which did not.
 The Development Team discusses what went well during the Sprint, what
did not, and how the problems were resolved.
 The Development Team presents the Increment and answers questions if
needed.
 The Product Owner discusses the Product Backlog and guesses a
completion date.
 Considering the newly updated Increment, the Scrum Team decides what
is important for the next Sprint and therefore sets a preliminary Sprint
goal.

After the Sprint Review, the Sprint Retrospective meeting is usually held.
The goal of this meeting is to critically evaluate involved parties, the processes
and techniques used, as well as their relations and interactions. Therefore, "what
was done?" is not inspected, the Scrum Team can suggest improvements to the
process and gradually improve their performance. The framework displayed in
Figure 1 uses incremental steps on a daily basis (Daily Scrum), as well as on a
weekly/monthly basis to complete the Sprint and corresponding Product
Backlog. The crucial benefit of this incremental approach is that by focusing on
one Task, less distraction arise, leading to expedited completion of work: No
matter how good one person may be, multi-tasking is always slower. In general,
the use of Scrum has proven to be very valuable in complex projects, especially
those where the requirements and/or the vital technology are not yet very
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mature, and it is, amongst all the different lean methods (e.g., Extreme
Programming, Adaptive Project Management, Dynamic Project Management),
are the one most frequently used .

In these two projects have to identify the main problem is presence of

unskilled labours. If we applying agile management method in these two
projects, we can avoid these types of issues created in the construction site.
Scrum development can help to avoid these problems. Scrum development is a
self-supporting team with scrum leader/head. These team contains full of
skilled workers. Workers Involved in planning, executing, controlling.
Monitoring and reporting to the scrum leader. Scrum team should try to follow
iterative method.

3.2.5 Sprint meeting

With response to the scale of the project, the schedule is divided as

"Sprints" in the size of two to four weeks (14 - 28 days) duration with a
respective task which is discussed and agreed by consultants, This integrates
five chosen principles of lean management like Short term planning, Client
involvement, Reconciliations, Required reflection & adaptation, and Business
people & developers work together which can address all the causes for the
delay. The timing for sprint meeting with consultants will be 45 to 60 minutes.
Meetings should be headed by Scrum master who can be a project manager
exclusively for handling lean framework.

In the meeting, evaluation of work of a completed sprint (previous weeks'

work) as per product backlog is carried out. If qualified work with respect to
the specification given by the contractor is completed then it is marked as
"closed"; if not done with anticipated quality then it will be added to next sprint,
additional to the work allotted for the upcoming sprint. Doing this, ambiguity
 25

and uncertainty of client about quality is avoided thus giving them satisfaction.
As the quality test is done at every sprint by the quality tester, rework is avoided
resulting in no loss of time and cost. Simple and necessary documentation is
only done for future reference by project managers thus avoiding overloading.

Daily Scrum meeting at the site has to be conducted by the Scrum master
cum project manager with employees who are involved at work the same day
for 10 to 15 minutes the first meeting should be conducted three weeks before
the commencement of work on site. On the first meeting of Sprint, Approval-

Finalization- Discussion of sprint 1, 2, 3 respectively should be done.

Procedures for handling changes, the time limit for freezing the design
converse, agreed and fixed.

Changes are allowed only for the 3rd sprint work i.e. tasks in the
discussion. This will control the change during execution phase and necessary
actions can be taken in the weeks before commencement or any comments can
be discussed and the decision can be taken in the common forum. If changes
are required. The justification and negotiation of the change are to be done by
the consultant followed by written approval of the client. As signed in the
contract, "Exchange Request" is given in place of "Change request" in the
traditional method. After bidding the contractor should be signed agreeing that
the lean management framework by accepting for weekly meeting (40-45mins)
with the consultants and daily meeting (10-1 5mins) with site people. In these
projects many problems are noticed by delaying the projects. Mainly delay in
site mobilization, suspension of work, delay to furnish and payments of
completed work by owner. These issues can be reduced by conducting sprint
meetings in these construction works.
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3.2.6 Backlogs

Site kick-off meeting should be held on site with selected consultants by

signing the second contract with prepared product backlog. Product backlog
shows the milestones to be achieved like excavation, column, and ground floor
roof etc. which acts as the base for Sprint meeting. This need not have complete
work breakdown structure but only the milestone to avoid ambiguity in
handling project. Product backlog acts as the skeleton of the sprint meeting. The
interval between the sprint meetings will be decided up on the time taken for a
milestone to get completed or in the middle. Status of each milestone should be
updated in the meeting as open or closed or on the process with respective color
codes. This is placed at site office as well as in the work environment as a
medium of visual communication. This aims at motivating the employees and
keeps them informed about the progress of work.

The Product Backlog is a prioritized list of different Items (e.g. creating

floor plans, defining the fire protection concept, designing load bearing
elements). Each item is divided into Tasks and represents a simple and detailed
description want needs to be done by the Development Team. A task is a work
package addressed by one or more members of the Development Team and
ideally can be completed during one or two days.

The Sprint Backlog contains a number of items which are selected by the
Product Owner and the Development Team from the Product Backlog. This list
(i.e. Sprint B Backlog) contains the Items that the Development Team believes
can reach the state of done during a Sprint.

The entity of the Scrum Team defines a state of done. When an Item from
the Sprint Backlog is considered as done, it is removed from the Sprint Backlog
and is then part of the increment. Therefore, the increment is the sum of all
 27

Items To be able to estimate how many items from the Product Backlog can be
worked off within a Sprint, Scrum suggests the use of Planning Poker, by which
each member of the Development Team receives several cards with the
numbers zero, one, two, three, five, eight, thirteen, and so on (following the
Fibonacci sequence) that will be used to estimate the amount of work needed
for a certain Item to reach the state of done by the end of the upcoming sprint.
That includes for example that an architect makes an assumption for the water
sewage system even it is not his/her field of expertise. If the returned card have
numbers further than three numbers apart in the Fibonacci sequence, the people
with the highest and lowest number must explain why they picked their number
and the game is repeated until all the cards are within a range of three numbers
in the sequence. The average is then used as an estimation of the effort for a
given Item. Throughout Scrum the Development Team estimates the amount of
needed work Using points instead of time (e.g., man-hours). This is done
because suggests that Gantt-Charts are never accurate and therefore there is no
point in trying to assume a number of hours for a task if it is not going to be
met. For example, these points merely stipulate that an Item with an eight is
more work than an item with a three or five However, This information could
be used at a later time by the Product Owner to estimate project durations (i.e.
completion dates).

In these projects have some issues according to the construction work.

They are low productivity, delay in subcontractor work, poor site management
and supervision by contractors, etc...These problems can be reduce by using
lean management methodology. Backlogs are help to inspire the workers and
head of the works. Frame backlogs shows he milestone to achieve, which act
as a base of sprint meeting. Status of each milestone should be updated in the
meeting like open, closed and processed.
 28

3.2.7 Fixed time

The use of lean management that the project delivers a quality product
much earlier than would happen on traditional projects. The product will not
yet have all of the required features but, on the pareto principle, the delivery of
the most important 20% of the features is likely to deliver around 80% of the
benefit because of fixed time. The customer should be giving a fixed to
complete the project in lean methodology.

In this projects have many problems noted because of the absents of fixed
time to give the contract from the customer. Delay in sub-contractors work,
insufficient planning and scheduling of the project by the contractor, improper
construction method implemented by contractor, slow decision making, and
unrealistic contract duration are main problems noted from these two projects
due to the absents of fixed time giving by the customer. The lean management
can be help to avoid these type of problems and also help to complete the
construction projects quickly with good quality. Fix a restricted time limit
within the time limit provided by the client. The float between the restricted
time limit and expected finishing time is flexible time. Create fixed milestones
following same restricted time limit for each milestone providing float.

3.2.8 Short cycle planning

In order to get quick response to unexpected changes, lean work teams

should be organized as self-motivated and empowered cells. Project manager
as a leader but not taskmaster should facilitate lean teams to continuously adapt
to improve their methods as they incorporate lessons learned from the previous
cycle into the next iteration. in addition, lean work teams should consist of
multi-functional crews, which can largely save time for deploying people from
other teams in case of unforeseen tasks. In these two projects having issues like
 29

delay in site mobilization, improper construction method implemented by

contractor, slow decision making, unrealistic contract duration etc... Short cycle
planning is an important principle in lean management because that helps to
manage the whole work in construction within a short period and also help to
provide a better performance. In short cycle planning principle, Prepare a
flexible short cycle plan e.g. for every milestone or major activity instead of
detail full plan. Expect uncertainties and plan.

3.2.9 Flexibility

Short-term planning is considered as one of best methods to maintain

flexibility in a highly-fluid construction site. Frequent review of original plans
keep all project participants in communication with each other. Timely
adjustment to plans can effectively diminish the risks of time delay due to
unexpected events. In addition, delay is usually related to a productivity issue
in terms of idle time and resource waste. Thus, overlapping independent
construction activities can effectively reduce this waste of time for creating a
flexible, efficient and streamlined work flow.

Flexible planning to achieve flexibility. Proper forecasting of

uncertainties. In these project have some issues like late in selection of finishing
material, unavailability of water, environmental restrictions are present. If
proper forecasting is doing in construction site can help to avoid such type of
issues happens in the construction work. And also help to reduce the lags in the
construction work
 30

3.2.10 Communication

The communication worked well within the project management teams

and communication vertically was functioning fairly well however the
horizontal communication was almost none existing between different design
areas. The reason for why it worked well for the project management group
could be that they usually sat together with the client which enabled them to
have continually communication on a daily basis (informal communication).
However this was not the case for the designers who sat at their own offices on
different locations, thus the communication between them did not work. In one
of the projects the project management did a kick-off activity at the start of the
project where everyone who would participate in the project was invited. This
activity was done to promote group collaboration and enhanced
communication, though it turned out to not reach the wanted rate of
communication and knowledge transfer between the designers. One design
manager said "rather often people do not speak with one and another between
the technical areas outside the meetings we tried to avoid this by having a
startup work shop. When the whole organization had been procured we invited
everyone to a work shop that we had on one of the project sites and visited the
other one so that everyone would have seen what we were going to work with
[...] partly was the thought that everyone should have seen each other because
it is much easier to send an e-mail or call someone that one have met [...
everyone was really positive about this but we have anyway not really got the
communication going" (author's translation). Further on the communication
between designers only took place when someone is in need of a delivery. This
according to a design manager's expression "I believe it is because everyone
has a lot to do and if no one screams, nothing happens thus those who screams
the loudest get its delivery'" (author's translation).
 31

The communication with the client seems to mostly be informal because

the project management team sits at the same location as the client in all of the
studied projects.

The Lean Manifesto values "customer collaboration over contract

negotiation." A more traditional way of doing things would be to lock-in the
system requirements early on in the project. Any subsequent change in direction
will require contractual changes for "added scope" or "scope change", and
formal CCP (Contract Change Proposal) negotiations. Although this type of
project control mechanism helps keep the size of the project in check(and thus
helping limit growth in costs and schedule) in the end it may mean that a very
long time could be spent up front developing, refining, and validating
requirements, but the customer may not get the best product. In these projects
have some issues like problems with neighbors, mistakes and discrepancies in
design documents, insufficient data collection and survey before design, delay
in site mobilization, poor communication and coordination by contractor with
other parties, owner interferences etc...These issues happens due to the lack of
communication in the whole project member.

The lean management help avoid this types of problems. LM provide

good communication in the whole project. Develop proper communication flow
between the client, contractor and consultant/designer. Develop inter and intra
department communication Matrix communication for easier and faster
communication.

3.2.11 Integration

Follow integrated pattern. No department should work alone. Client,

contractor and consultant coordination and integration is of key importance. In
these project have low productivity, delay in subcontractor's work and delay in
 32

site mobilization. These problems are mainly happens due to the lack of
coordination between the different departments of the construction work. The
integration concept can motivate the all members work in that project to work
together. The lean management can help to reduce these type of issues in the
work site and also helps to improve the productivity.

3.2.12 Iteration

Another principle of the Lean Alliance is to "deliver working frequently,

from a couple of weeks to a couple of months." In this approach, development
will start with a simple implementation of a subset of the requirements and
iteratively enhance the evolving versions until the full system is implemented.
With each iteration, design modifications are made and new functional
capabilities are added. Most value is derived when iterations are designed such
that early tasks help resolve uncertainty later in the project re product.

The Iterative-Incremental concept is not novel or unique to lean

methodologies. There is well documented evidence of extensive Incremental
Iterative Development (ID) for major software development efforts dating back
to the Sixties. Software historians seem to agree that Royce's original work on
the Waterfall has been misrepresented as calling for a single iteration of the
waterfall.

In these project have a main issue is delay site mobilization, these

happens due to the absent of proper planning in the construction work. The lean
enabler iteration can help to maintain these problem in iteration processes the
whole time of the project is divided in to equal periods.

Follow iterative approach using Scrum team wherever possible to check

the defects and apply corrections in order to avoid rippling effects. In this
method, if the first iteration is completed, then it deliver to the customer and
 33

then the customer gives the feedback. According to that feedback give changes
to the first iteration.

3.2.13 Technology

Fluent project execution is built on smooth communication between all

project entities. Following this logic, the communication can be more lean as
inputs from different parties are integrated to one interface. Accordingly, the
emerging Building Information Modeling (BIM) technology is conceived of as
a platform for managing change and coordinating all project information.

BIM literally allows more flexible information sharing and performs

efficiency calculations on "what-if scenarios, which indirectly reduces delays
due to misunderstanding and ineffective communication of tasks and
objectives. In these projects have some technological problems like material
fluctuation, delay in recruitment of technical and managerial persons etc...The
proper use of technology can help to maintain these type of problems.

Using lean management in these projects can reduce the technical

problems. The technology can help to easily identify the material price
difference and good quality materials and also to identify the qualified persons
for the work .Use of computerization and Use of software for design and
management. Use of building management systems

3.2.14 Continuous learning and updating

Lean management emphasizes learning from changes, which is an

enterprise-level strategy. This learning is a collaborative process with all project
stakeholders actively working together to capture constant feedback, and
learning lessons from the previous iteration.
 34

An iterative process of planning, changing, evaluating, and learning can

drive agile work teams to improve the entire performance. Consequently, it
makes teams more responsive to changes and less sensitive to associated
negative impacts

In these two construction works have mainly some problems are happens
on and out the sites due to the lack of proper leaning and studying, that's are
environmental restrictions, changes in government regulation and law, slow
permit by the government, unavailability of water. When we start a project we
have to learning about the texture of site, climatic condition, availabilities of all
needed things, agree mental features, etc...If using of lean management can
easily identifies these important data as the lean enablers. Agile management
can help to reduce these types of unwanted issues in projects.

3.3 FRAMEWORK

Based on these above lean enabler suggestions a framework was

developed which is likely to reduce the delay in infrastructure projects. The
most important enablers are only used in the framework. Other enablers can be
used according the project conditions. The framework is given below

3.4 BENEFITS OF LEAN MANAGEMENT

Lean management helps organizations achieve higher efficiency, lower

costs, and better quality, all while fostering a more engaged and capable
workforce.
 35

Fig no: 3.6.1 Benefits of Lean

 36

The benefits of lean management include:

3.4.1. Increased Efficiency:

Streamlined processes reduce waste and minimize unnecessary steps.

Elimination of non-value-added activities saves resources and reduces costs.
Lean management focuses on eliminating waste, which leads to more efficient
processes and shorter cycle times

3.4.2. Improved Quality:

Focus on quality and defect reduction leads to higher quality products

and services. By optimizing workflow and reducing bottlenecks, organizations
can enhance productivity and throughput

 Focus on Continuous Improvement: Lean encourages ongoing

assessment and refinement of processes, which improves product quality
and reduces defects.
 Error Reduction: Standardized work processes and continuous feedback
help in identifying and addressing quality issues promptly

3.4.3. Enhanced Customer Satisfaction:

Improved quality, reduced lead times, and increased responsiveness lead

to higher customer satisfaction.

 Faster Response Times: Lean practices lead to quicker delivery times and
improved responsiveness to customer needs.
 Higher Product Quality: Better quality products and services enhance
customer satisfaction and loyalty.
 Faster Delivery: Streamlined processes and reduced lead times enable
faster delivery of products and services.
 37

3.4.4. Increased Employee Engagement:

Empowered employees contribute to continuous improvement and take

ownership of processes.

 Empowered Workforce: Lean management often involves employees in

problem-solving and process improvement, leading to higher
engagement and job satisfaction.
 Skill Development: Employees gain new skills and knowledge through
continuous improvement initiatives and cross-training opportunities.

3.4.5. Improved Competitiveness:

Lean organizations adapt quickly to changing market conditions, staying

ahead of competitors.

3.4.6. Cost Reduction:

Reduced waste, improved efficiency, and minimized inventory lead to

significant cost savings.

 Lower Operational Costs: By eliminating non-value-added activities,

companies can reduce costs associated with production, inventory, and
labor.
 Reduced Waste: Lean techniques help in reducing material waste and
minimizing excess inventory, leading to cost savings.

3.4.7. Better Use of Resources:

 Optimized Resource Allocation: Lean helps in making the most effective

use of resources, including labor, materials, and equipment.
 38

 Reduced Inventory: By aligning production with demand and

minimizing excess inventory, lean practices help in managing resources
more efficiently.

3.4.8. Stronger Organizational Culture:

 Continuous Improvement Mindset: Lean fosters a culture of continuous

improvement and innovation, encouraging teams to regularly seek out
and implement better ways of working.
 Collaboration: Lean practices often involve cross-functional teams
working together, enhancing communication and collaboration within
the organization.

3.4.9. Competitive Advantage:

 Improved Performance: Lean management can lead to superior

performance in terms of cost, quality, and delivery, giving organizations
a competitive edge.
 Market Responsiveness: Organizations that adopt lean practices can
respond more swiftly to market changes and customer demands.

3.4.10. Data-Driven Decision Making:

 Enhanced Metrics and Analysis: Lean management emphasizes the use

of data to drive decisions and measure performance, leading to more
informed and effective decision-making.

By implementing lean management, organizations can achieve sustainable

growth, innovation, and success.
 39

3.5 TYPES OF LEAN PROJECT MANAGEMENT

3.5.1 LEAN AGILE:

Combines lean principles with agile methodologies for iterative,

incremental delivery and to enhance efficiency, flexibility, and responsiveness
in organizations. While Lean focuses on eliminating waste and improving
process efficiency, Agile emphasizes iterative development, collaboration, and
adaptability. Integrating these approaches creates a powerful framework for
modern project and operational management.

3.5.1.1 Key Aspects of Lean Agile

3.5.1.1.1 Value Stream Mapping:

Lean: Identifies and eliminates waste throughout the value stream.

Agile: Ensures that value is delivered incrementally through frequent iterations.

3.5.1.1.2 Continuous Improvement:

Lean: Focuses on ongoing enhancements to processes and workflows.

Agile: Utilizes feedback loops and iterative cycles to continuously improve

products and practices.

3.5.1.1.3 Customer-Centric Approach:

Lean: Aims to deliver maximum value to the customer by streamlining

processes and reducing waste.

Agile: Emphasizes customer feedback and responsiveness, adapting to

changing customer needs and requirements.
 40

3.5.1.1.4 Empowered Teams:

Lean: Encourages employee involvement in process improvement and

problem-solving.

Agile: Promotes self-organizing teams with the autonomy to make decisions

and adapt their work.

3.5.1.1.5 Flexibility and Adaptability:

Lean: Strives for operational efficiency but allows for flexibility in processes
to respond to changing conditions.

Agile: Embraces change and adapts to new information or shifting priorities

through iterative development.

3.5.1.1.6 Efficient Resource Utilization:

Lean: Focuses on reducing waste and optimizing the use of resources.

Agile: Uses resources efficiently by delivering small increments of value,

which helps in avoiding over commitment and resource strain.

3.5.1.1.7 Enhanced Communication and Collaboration:

Lean: Promotes collaboration across teams to solve problems and improve

processes.

Agile: Encourages regular communication and collaboration within and across

teams to ensure alignment and quick adjustments.

3.5.1.1.8 Incremental Delivery:

Lean: Supports incremental improvements to processes and products.

Agile: Delivers work in small, manageable increments or sprints, allowing for

frequent reassessment and realignment.
 41

By blending Lean and Agile principles, organizations can achieve a

dynamic and efficient approach to project and process management, leading to
better outcomes and increased competitiveness.

3.5.2. KANBAN:

Kanban is a visual workflow management method designed to help teams

manage work more effectively. Originating from Toyota’s production system,
Kanban has evolved beyond manufacturing to become a popular approach in
various fields, including software development, project management, and
personal productivity. Here’s a comprehensive look at Kanban and its
principles:

3.5.2.1 Core Principles of Kanban

3.5.2.1.1. Visualize Work:

 Kanban Board: Work is visualized using a Kanban board, which

typically consists of columns representing different stages of the
workflow (e.g., To Do, In Progress, Done). Each task or work item is
represented by a card that moves through these columns.
 Clarity: Visualization helps teams understand the status of work at a
glance, identify bottlenecks, and track progress.

3.5.2.1.2. Limit Work in Progress (WIP):

 WIP Limits: Setting limits on the number of tasks allowed in each

column helps prevent overloading the team and ensures focus on
completing tasks rather than starting new ones.
 Flow Efficiency: By managing WIP, teams can improve the flow of
work, reduce lead times, and increase throughput.
 42

3.5.2.1.3. Manage Flow:

 Optimize Flow: Teams continuously monitor and manage the flow of

work to ensure smooth progress from start to finish. This involves
identifying and addressing bottlenecks or inefficiencies.
 Continuous Delivery: Kanban promotes incremental delivery and
continuous improvement, allowing teams to make adjustments based on
real-time data and feedback.

3.5.2.1.4. Make Process Policies Explicit:

 Clear Policies: Define and communicate the rules and criteria for
moving tasks between columns. This ensures everyone
understands the process and can work consistently.
 Standardization: Clear policies help maintain process
consistency and improve predictability.

3.5.2.1.5. Implement Feedback Loops:

 Regular Reviews: Conduct periodic reviews (such as

retrospectives) to assess how well the process is working and
identify areas for improvement.
 Adaptation: Use feedback to make informed changes and
continuously refine the process.

3.5.2.1.6. Improve Collaboratively, Evolve Experimentally:

 Team Involvement: Encourage team members to collaborate on

improvements and experiment with new practices to enhance
workflow and efficiency.
 Incremental Changes: Implement changes gradually and
evaluate their impact before making further adjustments.
 43

3.5.3. SCRUM:

Emphasizes teamwork, accountability, and iterative progress toward

well-defined goals. Scrum is a widely used framework within Agile project
management, particularly effective in environments that require iterative
development and rapid adaptation. It provides a structured yet flexible approach
to managing complex projects, often used in software development but
applicable to many other fields.

3.5.3.1 Core Components of Scrum

3.5.3.1.1 Roles:

 Product Owner: Represents the stakeholders and customers. Responsible

for defining and prioritizing the product backlog, ensuring that the team
delivers value to the business.
 Scrum Master: Facilitates the Scrum process, helps the team adhere to
Scrum practices, and removes any obstacles or impediments that may
affect the team’s progress.
 Development Team: A self-organizing and cross-functional group
responsible for delivering the product increment. They work
collaboratively to complete the tasks outlined in the sprint.

3.5.3.1.2. Artifacts:

 Product Backlog: A prioritized list of work or features required for the

product, maintained by the Product Owner. It includes user stories, bugs,
technical work, and knowledge acquisition.
 Sprint Backlog: A subset of the Product Backlog that the team commits
to completing during a sprint. It is created during Sprint Planning and
includes tasks and user stories to be accomplished in the upcoming sprint.
 44

 Increment: The sum of all the Product Backlog items completed during
a sprint, integrated and tested, representing a usable and potentially
releasable product version.

3.5.3.1.3. Events:

 Sprint: A time-boxed iteration, usually lasting 2-4 weeks, during which

a set of Product Backlog items is developed into a product increment.
 Sprint Planning: A meeting held at the beginning of each sprint where
the team defines what will be done in the sprint and how it will be
achieved.
 Daily Scrum (Standup): A brief daily meeting (usually 15 minutes)
where team members discuss what they did yesterday, what they will do
today, and any obstacles they face.
 Sprint Review: Held at the end of each sprint to review the completed
increment, demonstrate the product to stakeholders, and gather feedback.
 Sprint Retrospective: A meeting following the Sprint Review where the
team reflects on the sprint, discusses what went well, what could be
improved, and how to enhance their processes.

3.5.3.1.4. Principles:

 Transparency: All aspects of the Scrum process should be visible to those

responsible for the outcome. This includes maintaining clear and updated
product and sprint backlogs, and open communication within the team.
 Inspection: Scrum encourages regular examination of the product and
processes to detect undesirable variances. This includes sprint reviews
and retrospectives to assess progress and adjust practices.
 Adaptation: Based on inspection, Scrum promotes making adjustments
to improve the process or product. This involves adapting the backlog,
 45

processes, or team practices based on feedback and changing

requirements.

3.5.4. LEAN SOFTWARE DEVELOPMENT:

Applies lean principles to software development, emphasizing rapid

delivery and continuous improvement. Lean Software Development adapts
principles from Lean manufacturing to the software development process,
aiming to increase efficiency, reduce waste, and improve value delivery. It
focuses on streamlining processes and enhancing customer value by eliminating
unnecessary work and improving workflow.

3.5.4.1 Core Principles of Lean Software Development

3.5.4.1.1. Eliminate Waste:

 Value Stream Mapping: Identify and remove activities that do not add
value to the customer. This includes unnecessary steps, redundant
processes, or features that do not align with customer needs.
 Minimize Overhead: Reduce overhead tasks such as excessive
documentation or bureaucratic procedures that do not contribute directly
to product development.

3.5.4.1.2. Build Quality In:

 Continuous Integration: Implement practices that ensure code quality

through frequent integration and automated testing.
 Defect Prevention: Address root causes of defects early in the
development process to prevent issues rather than fixing them later.
 46

3.5.4.1.3. Deliver Fast:

 Incremental Delivery: Deliver small, incremental improvements to the

software regularly, allowing for faster feedback and adaptation.
 Shorten Cycle Times: Streamline development cycles to speed up the
time from concept to delivery, ensuring quicker responses to changing
requirements.

3.5.4.1.4. Respect People:

 Empower Teams: Give development teams the autonomy and

responsibility to make decisions about their work, fostering a sense of
ownership and engagement.
 Encourage Collaboration: Promote collaboration between team
members and with stakeholders to ensure alignment and effective
problem-solving.

3.5.4.1.5. Optimize the Whole:

 End-to-End Optimization: Focus on optimizing the entire value stream

from concept to delivery rather than individual components or stages.
 Cross-Functional Teams: Use cross-functional teams that can handle
all aspects of development, reducing handoffs and improving efficiency.

3.5.4.1.6. Create Knowledge:

 Continuous Learning: Foster a culture of continuous learning and

experimentation. Encourage teams to explore new practices and
technologies to improve their skills and processes.
 Knowledge Sharing: Promote sharing of knowledge and best practices
within and across teams to leverage collective expertise.
 47

3.5.4.1.7. Defer Commitment:

 Flexible Decision-Making: Delay making irreversible decisions until

the last responsible moment, allowing for more informed choices based
on the latest information and feedback.
 Iterative Planning: Use iterative planning to adapt to new insights and
changing circumstances, rather than committing to long-term plans that
may become obsolete.

3.5.5. LEAN PRODUCT DEVELOPMENT:

Focuses on optimizing the development process by minimizing waste,

improving efficiency, and delivering value to customers quickly. It draws
principles from Lean Manufacturing, a system originally developed by Toyota,
and adapts them to product development.

Here are some key principles and practices in Lean Product Development:

 Value Stream Mapping: Identify all the steps in the product development
process and analyze them to determine which add value and which do
not. The goal is to eliminate or streamline non-value-adding activities.
 Customer Focus: Prioritize understanding and addressing the needs and
problems of the customer. Use customer feedback to guide development
and ensure that the product delivers real value.
 Cross-Functional Teams: Build teams with diverse skills and
perspectives to enhance problem-solving and innovation. Collaboration
among team members from different disciplines can lead to more
effective solutions.
 48

 Rapid Prototyping: Develop quick and inexpensive prototypes to test

ideas and gather feedback early in the development process. This helps
to identify and address issues before significant resources are invested.
 Iterative Development: Use short development cycles (sprints) to
continuously improve the product based on feedback and testing. This
allows for flexibility and adaptation to changing requirements or insights.
 Continuous Improvement (Kaizen): Foster a culture of ongoing
improvement. Encourage team members to regularly reflect on their
processes and seek ways to enhance efficiency and effectiveness.
 Pull System: Produce work based on actual demand rather than forecasts.
This helps to avoid overproduction and ensures that resources are
allocated efficiently.
 Minimize Waste: Focus on eliminating various forms of waste, such as
excess inventory, unnecessary movement, waiting time, and defects.
Lean development aims to maximize value by reducing these
inefficiencies.
 Empower Teams: Allow teams the autonomy to make decisions and
solve problems. Empowered teams are often more motivated and
effective in driving innovation.
 Standardization: Develop and adhere to best practices and standardized
processes where applicable. This helps to reduce variability and improve
quality and efficiency.

By applying these principles, organizations aim to create products that

better meet customer needs, are developed more efficiently, and are delivered
faster to the market.
 49

3.5.6. HYBRID LEAN:

Combines elements of different lean approaches to suit specific project

needs. Hybrid Lean refers to the integration of Lean principles with other
methodologies or frameworks to create a more flexible and effective approach
to product development, manufacturing, or process improvement. This hybrid
approach leverages the strengths of Lean while incorporating elements from
other methodologies to address specific needs or challenges.

3.5.7. LEAN SIX SIGMA:

Integrates lean principles with Six Sigma's focus on quality and defect
reduction. Lean and Six Sigma are both methodologies aimed at improving
processes, but they approach this goal from different angles. Combining Lean
and Six Sigma—often referred to as Lean Six Sigma—can provide a
comprehensive strategy for enhancing efficiency, quality, and overall
performance. Here's a breakdown of each methodology and how they can be
effectively integrated:

Focus: Lean methodology is centered around the concept of reducing waste and
improving efficiency. Waste is defined as any activity or process that does not
add value to the customer.

3.5.7.1 Core Principles:

 Value: Define what is valuable from the customer’s perspective.

 Value Stream: Map out all the steps in a process to identify value-adding
and non-value-adding activities.
 Flow: Ensure that value-creating steps flow smoothly without
interruptions.
 50

 Pull: Produce work based on actual demand rather than forecasts.

 Perfection: Continuously strive for improvement by eliminating waste.

3.5.8. LEAN STARTUP:

Applies lean principles to entrepreneurial ventures, emphasizing rapid

experimentation and customer feedback. Designed to help startups and new
ventures develop products and business models efficiently and effectively. It
emphasizes iterative development, validated learning, and rapid
experimentation to minimize risks and adapt to market needs.

3.5.8.1 Key Principles of Lean Startup

3.5.8.1.1. Build-Measure-Learn Loop:

 Build: Create a Minimum Viable Product (MVP) or a prototype with just

enough features to test a hypothesis.
 Measure: Collect data on how the MVP performs with real users.
 Learn: Analyze the data to validate or invalidate the initial hypothesis.
Use these insights to make informed decisions about whether to pivot or
persevere.

3.5.8.1.2. Minimum Viable Product (MVP):

Develop the simplest version of the product that allows you to start the
learning process as quickly as possible. The MVP should be a functional
product but with minimal features to test the core assumptions.

3.5.8.1.3. Validated Learning:

Use empirical evidence from MVP testing and customer feedback to

validate assumptions and learn what customers truly need. This approach is
based on data rather than intuition or assumptions.
 51

3.5.8.1.4. Pivot or Persevere:

 Pivot: Change direction based on what has been learned. This could
involve altering the product, target market, or business model.
 Persevere: Continue with the current strategy if the MVP testing shows
that the assumptions are valid and the product is on the right track.

3.5.8.1.5. Build-Measure-Learn Feedback Loop:

Continuously iterate through the build-measure-learn cycle to refine the

product, improve features, and align more closely with market needs.

3.5.8.1.6. Actionable Metrics vs. Vanity Metrics:

 Actionable Metrics: Metrics that provide insights into user behavior and
product performance, helping make informed decisions (e.g., conversion
rates, customer acquisition costs).
 Vanity Metrics: Metrics that may look impressive but don’t provide
actionable insights (e.g., total number of downloads without
understanding user engagement).

3.5.8.1.7. Lean Thinking:

Apply Lean principles to avoid waste by focusing only on activities and

features that deliver value to customers. Eliminate processes and features that
do not contribute to validated learning or customer satisfaction.

Each type of lean project management approach shares the core goal of
maximizing value while minimizing waste, but differs in its specific focus,
methods, and tools.
 52

CONCLUSION

Lean project management is the advanced type of method used for

construction project management instead of the traditional waterfall method. It
can be reduce the construction delay and uncertainty in the construction projects
and also give better customer satisfaction. It also reduces the time overrun in
construction work. Lean project management is reduce the delay for about 70%
to 80% as per the study based on survey in the two different infrastructure
project. Further studies on actual implementation of the framework can be done.
This modem management method can bring about reduction in delay achieving
greater efficiency in construction projects.

In conclusion, lean management is a powerful philosophy and set of

practices that can transform organizations by:
 Eliminating waste and maximizing value for customers
 Improving efficiency, quality, and productivity
 Enhancing customer satisfaction and loyalty
 Empowering employees and fostering a culture of continuous
improvement
 Driving innovation and competitiveness
By adopting lean principles, organizations can achieve:
o Sustainable growth and success
o Improved bottom-line performance
o Increased agility and adaptability
o Enhanced reputation and market position
In today's fast-paced and competitive business environment, lean
management offers a proven framework for organizations to stay ahead of the
curve and achieve excellence in all aspects of their operations.
 53

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