"Traditional" Project Management (--> read more about) - overview of basics concepts and core principles:
- What is a Project
- The 3 core parameters of a project
- The integration of Planning and Control
- The role of the Project Manager
- Symptoms of Projects lacking adequate Management and likely causes
- The traditional "matrix" organisational structure in projects
- The traditional organisation of Project Teams
- The main Project actors: Proposal Manager, Project Manager, Project Engineer, Project Controller, Contract Manager, Site Manager, Site Foreman, etc.
- The flexibility factor - Responsibilities: integration vs. distribution
- Planning, Scheduling, Controlling Projects
- Why Planning - how to plan a project
- The traditional PBS (Project Breakdown Structure)
- PERT and CPM - basics
- The Project Program - Gantt (Bar) Diagram
- Project Risk Management
- Project Cost Control (basics)
- Project Financial Control (basics)
- Project Resources Management - Site Management
Analysis of the weaknesses and failures in Traditional Project Management: why many private project-driven enterprises and public/semi-public organisations don't "perform"? The root causes of poor performance date back to over 2 centuries ago. We have gone into the 21st century, with enterprises designed in the 18th and 19th centuries to perform well in the 20th... Is our Industrial DNA still polluted by those obsolete principles that gave birth to the first Industrial Revolution? Case studies.
...then, the world changed... the scenario - the environmental change must be understood and managed effectively.
Today's key to World-Class Performance in all Industrial Sectors: Lean Thinking (--> read more about).
The origins of Lean Thinking - 1. Remember! Irrespective of whether you fish it, you farm it, you breed it, you mine it, you manufacture it, you mill it, you brew it, you construct it, you simply sell it, or you dance it or sing it... no matter what you do - you must generate value for your customers!
The origins of Lean Thinking - 2. Remember! Everyone that works in your organization is doing one of three things: a) They are generating value for your customers - or, b) They are creating or reshuffling waste - or, c) They are doing absolutely nothing! The market leaders will always have the majority of their people dedicated to the first of these.
The 5 Core Concepts of Lean Thinking: 1) Value (as defined/perceivable by the customer) 2) Value Stream (the way Value is produced and delivered) 3) Flow (internal: Organisation-side, and external: Customer-side) 4) Pull (the Value Stream must flow pulled by the Market) 5) Excellence (the continuous improvement of a Lean Organisation)
The integration of the Value Adding Management discipline (--> read more about) with traditional Project Management - impact and implications. Value Adding Management in Industry: the pilot light and driving philosophy for the new millennium. Focusing on processes to maximise value and eliminate waste. Today's relationship between value, productivity, and quality. How to "re-engineer" a project-driven organisation for generating high levels of output value.
The origins of Lean Thinking: Lean Manufacturing and Flow Production (--> read more about) - The "lot" issue in Manufacturing. The small-lot production systems: the smaller the lot, the less the waste! Case study: One-Piece Flow vs. Batch Production.
The conversion of Lean Manufacturing principles for deployment in other Industries. The implementation of the one-piece-flow principles in the Project-Driven/Construction Industries. The result: Lean Project Management and Lean Construction Management.
What is a Lean Project and Lean Project Management. Where does waste hide in traditional projects - how to identify it - how to reduce it drastically. How to plan project's processes for lean implementation - the role of creativity in planning - flow project processes.
Lean Project Management and the old and new tools for seeing and eliminating waste: Time Observation - loading Bar Charts - the 5W2H approach - the 5Why method - the TAKT-time principle - Communication Circles - Process and Value Stream Mapping - Spaghetti Diagram - Flow Charting. Practical exercising and case studies. The core tool: Creative Thinking.
The secret of Lean Project Management: Lean Planning - workshop and case studies. The concept of the Last Planner: how to eliminate all waste in Project/Contract works.
How to conceive "realistic assignments" - how to plan them - how to assure a high PPC (Percent Plan Complete) - how to improve the PPC even further.
Lean Project Management in multi-projects situations: the TOC (Theory of Constraints) approach to Lean management of several projects at once. Workshop. Identifying the "critical chain" - introducing "buffers" - identifying the "drum resource". The final results: all projects early instead of all projects late!
Lean Project Management in Engineering, Design and Architectural works - practical principles for Engineering and Project Management Companies.
Lean Project Management in the Public Sector - practical principles and case studies.
Lean Project Management in Developing New Products and Services - the "Concurrent Engineering" (--> read more about) against the "over-the-wall" approach - practical principles for the Manufacturers, Banks and the Service Industry in general.
Lean Project Management in Software Development - practical principles. Lean Thinking and the IT world. What has gone wrong in the IT sector and how it should be reviewed to cater for Lean.
Lean Project Management in multi-disciplinary "turn-key" projects: the integration of suppliers and sub-contractors in the "lean value chain" (--> read more about). The Lean Supply Chain: new horizons for Procurement and Contract Management. Co-makership: the present and the future.
Lean Project Management and Quality: ...eventually, the dust settled. What is TQM today, what is different from 10 and 15 years ago. Today's core principles of Total Quality Management in a Lean environment (--> read more about). The relationship between Quality Assurance and Total Quality Management. Is the ISO Quality Assurance system or similar really beneficial? When should an enterprise go "top-down" ISO style, and when should it go "bottom-up", kaizen style? Can the 2 approaches be combined? How to harmonise a Quality Assurance System to ISO standards with a TQM System targeting at eliminating all defects and opening the door to lean processes. The "turn-this-board" strategy.
Poka-Yoke (mistake-proofing) (--> read more about) tools for Lean Construction and zero defects - workshop.
Lean Thinking vs. 6-Sigma Methodologies (--> read more about): case studies. Can the "Lean" and the 6-Sigma approaches be beneficially combined? Can 6-Sigma be part of a greater approach to Performance Improvement?
Lean Risk Management vs. "traditional" Risk Management: the benefits.
Lean Construction Management, Plant and Equipment. Industrial competitiveness today is based on the motto: "Methods first, then Technology". What are the modern principles of Plant, Equipment and Machinery Management under the Lean angle of view. How to prevent major technological mistakes (the "super-star-galactica" cul-de-sac....). What machines are really suited for "lean construction" and what are not. How to harmonise People and Machines in a productive system geared to produce high levels of added-value. How TPM - Total Productive Maintenance principles (--> read more about) can be beneficially deployed not only in the Manufacturing, but also in the Project/Construction Industries. Case studies.
Lean Project Management and People. A new breed of people is required in the modern project-driven industry - the "multi-skill" and "multi-function" factors - the "empowerment" factor - self-planning - self-control (--> read more about). Should everybody be a "last planner"?
The demolition of Adam Smith's principles and the Second Industrial Revolution in the Project-driven Industry.
Duration: 24 hours
Lean Thinking is changing the way organisations operate. No longer stuck in the paradigm of "mass" thinking, many enterprises, including service and project-driven companies as well as governmental bodies/institutions, have tried to adopt some portions of the Toyota Production System, the Lean philosophy. Many have failed. Many have rushed off, taken a course and pronounced themselves LEAN. Yet very few have tested the depths of overall performance enhancement and added competitiveness possible with a complete change of paradigms in the "lean" direction.
Research by Gallup has uncovered that less than 30% of employees are truly engaged in their jobs. Lean Thinkers have long shown that an additional 25-40% of the work done by most organisations is waste or non-value added. This means that nearly 40% of every payroll dollar is lost.
My personal investigations have come to the conclusion that the civil construction sector, for instance, is polluted by an astonishing 65% of completely wasted labour. Can that be afforded any longer?
This course will be a shocking course for many of you. Because it demystifies all traditional principles of the first industrial revolution on which the majority of enterprises, still today, are built or around which they operate.
By presenting in rather great detail the philosophy of the second industrial revolution and the main tools and disciplines readily available to all enterprises to perform in an "excellent" status, this course is a door-opener to lean project/construction practices for whoever is:
- ready to listen to message
- prepared to abandon obsolete principles, formulas and approaches
- willing to get to "lean" status
This course will prove that competitiveness today can no longer be achieved by merely cutting costs or revamping technology: because cutting costs has a floor, while performance improvement through maximisation of value-added and waste elimination has no ceiling - and because technology alone does not generate the levels of output value enterprises and organisations need to tackle the challenges of the new millennium.
This course is the logic development and extrapolation of my "Lean Manufacturing" course, dedicated to the manufacturing Industry. It shows that lean principles can and should be adopted not only in operational manufacturing processes of any nature, but also in the operational processes of non-manufacturing enterprises, such as project-driven companies.
By showing that "thinking" is what must change at all levels of an organisation, this course will prove that higher levels of performance can be achieved if you create the right conditions.
I hope to see you there, best regards
Specific targets of this course include:
- Understand how lean thinking has evolved since its inception, and how it applies to different sectors, operations and business processes
- Understand in depth the Lean Project Management philosophy, performance goals and critical success factors
- Know how to develop a lean culture within your Organisation
- Use lean ideas to see project works as a "process" and to think about its improvement along the entire value-chain
- Develop a strategy and a medium-term implementation plan to incorporate lean principles into your projects
- Avoid the common pitfalls normally encountered during Lean implementation
- Explore the key requirements for successful employee involvement in Lean practices
- Implement strategies to increase Project Performance through Lean-Thinking people while assuring their job satisfaction
- Gain an in-depth insight into how lean ideas have evolved and are continuing to evolve into a fascinating, future scenario
Business Strategists - Chief Executive Officers - Managing Directors - General Managers - High and mid-level Managers (Operations, Project, New Project, Contract, Production, Quality, R&D, Engineering, Contract....) from private project-driven enterprises (project management companies - engineering/architectural companies - construction companies, turn-key companies - electrical, mechanical, air-conditioning, piping, etc. contractors - shop-fitters, interior/exterior decorators, landscaping contractors - developers - banks, service establishments - mining enterprises - special machinery manufacturers - software houses - and the like) of all sizes; and key personnel from public/governmental organisations and institutions active in public project works of any nature (civil construction, roads, railways, electrical distribution, municipal services, agricultural development, etc.).
This course is very interactive and supplemented with abundant practical exercises and case studies
This course is equally beneficial for all Industrial Project-Driven Sectors (Project/Construction - Engineering - Design - Development) and for Public/Governmental and semi-Public Bodies and Institutions active in Project works.
"a very thorough and comprehensive programme on all aspects of lean project management"
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