How Can Projects Be Managed in a ‘Lean’ Way?

In the previous two chapters it has been elaborated, firstly, what the possible sources of waste in project management are and, secondly, the key points of the ‘Lean’ idea. In this chapter the attempt is made to transfer the ‘Lean’ principles to project management. This is realized in such a way that in the first step, the respective key point of the ‘Lean’ idea is explored for its significance for project management (“problem definition”). Subsequently, the tasks for project management that derive from this principle are specified (“tasks”). In a third step, tools are proposed on how to implement the tasks (“tools”). These three steps are executed for all three principles of “Lean Project Management”. Hence, this chapter is structured in accordance to the five principles of “Lean Project Management”: 1. Identify the best possible cost-benefit ratio from the customer’s point of view (Sect. 4.1). 2. Define the minimum value-adding work packages and work processes (Sect. 4.2). 3. Establish clear responsibilities, tasks and authorities on the lowest possible organizational level (Sect. 4.3). 4. Ensure a continuous flow of results by limiting work in progress (Sect. 4.4). 5. Identify defects immediately and remove or repair them (Sec. 4.5).