Learn from Lean: use Collaborative Design for faster and cheaper projects

 When should a project manager plan to use the project budget? Should you keep a lot of budget in reserve for the last part of the project, to fire-fight problems? Intuitively, the answer is YES.

But the answer from Lean is NO. You should invest up-front in Collaborative Design. You will have fewer fires to fight. This article explains why.

Collaborative Design in Lean Manufacturing

Lean Project Management is based on Lean Manufacturing. Lean Manufacturing was pioneered in Japan by Toyota and Honda. Collaborative design was an integral part of the success of Lean Manufacturing.

It’s often hard to transfer concepts from Lean Manufacturing to Lean Project Manufacturing. But in this case it’s easy, because Collaborative Design comes from Lean’s new product introduction: for automobile manufacturers, introducing a new car is a project. Toyota and Honda pioneered Collaborative Design to optimise their project success.

It’s explained in the excellent book The Machine that Changed the World : the Story of Lean Production by James Womack et al.

In the best lean projects, the numbers of people involved are highest at the very outset. All the relevant specialities are present, and the project manager’s job is to force the group to confront all the difficult trade-offs they’ll have to make to agree on the project. As development proceeds, the number of people involved drops…

In many mass production design exercises, the number of people involved is very small at the outset but grows to a peak very close to time of launch… to resolve problems that should have been cleared up in the beginning.

The budget is spent very differently in Lean: it’s spent upfront. Whereas in Mass Production, it’s saved for downstream trouble-shooting.

Let’s draw this as a graph. Let’s compare two projects which have the same budget in man-days (effort). We see that the two graphs of effort against time are very different.

Collaborative Design drives project success. The authors quote some figures:

• cheaper: a nearly two-to-one reduction in effort
• faster: a saving of one-third in time

Collaborative Design in Project Management

Let’s bring this back from automobiles to project management.

A lot of projects follow the same curve as Mass Production. Planning is largely a solitary activity, mostly done by the project manager. Resources are added down-stream to firefight problems late in the project.

Collaborative Design brings together the key stakeholders (such as work package owners, subject matter experts and users) ...

Read the rest of the article here

•  to see other comparative graphs 
•  understand the three features of Collaborative Design
  

Lean: multi-functional project teams

Lean or not lean? I'm struggling to get multi-functional teams working in our programme. Today, our programme organisation mirrors the current business teams (the BAU "silos"). In the coming months we have some major deliverables to produce, where all functional teams must cooperate. With today's organisation, the teams can't readily plan their work, as they each have a silo view - they are highly dependent on other teams for scheduling and decisions, for inputs and outputs.

The lean approach is to maximise cross functional team work. Each multi-functional team can then work back from the deliverable due date and manage its own work plan. The cross functional team produces a single, unified deliverable. It has its own internal communications (meetings, chats, virtual spaces...)

That's lean project management.