Log in
Log inBook a demo

Lean Project Management

Gardeners Not Mechanics
4 hrs

Lean Project Management

Gardeners Not Mechanics
4 hrs
Included in GO1 PremiumStarting from $12 per user for teamsLearn moreTry it free
Included in GO1 PremiumStarting from $12 per user for teamsLearn moreTry it free

Course Overview

Learn to how to run projects that deliver lasting business value NOT a meaningless list of milestones.

Don't be one of the regular crowd, whose projects fail to deliver what was expected, running late and over budget. Instead of the daily grind and stress of trying to keep things on course, imagine running projects that surprise customers by delivering regular value that customers can use, earlier than they expected.

I have devised this approach, from over 20 years experience of delivering complex projects and from in-depth research into project success and failure. It's my personal recipe for success and you will not find it anywhere else, either in courses or in books.

Conventional project management approaches pretend that projects are predictable. They focus on delivering lists of milestones or software releases that don't actually deliver any real, usable business value. In contrast, Lean Project Management recognises that projects are inherently unpredictable and structures your project to deliver, regular, usable business value throughout the project, not just at the end.

The approach that I teach in this course is applicable to all types of projects but is particularly useful for IT-based projects. This is because the output of an IT-based project is less tangible and less easy to define than something like a bridge. But equally, IT is more flexible than a bridge and thus lending itself to a lean approach.

The course is delivered as series of bite-sized videos, with accompanying notes and references.

In total there is around over 4 hours of video lectures and 17 straightforward exercises that ask you to apply what you have learned to “your own project". For those without a project they can used, a suggested "case study" is provided.

Ask yourself this questions: how do projects get to be a year late?

The answer is: one day at a time.

Who this course is for:

  • This course will benefit any one who has or will be taking a leading role in a project, such as a project manager or business manager
  • The course will benefit experienced project managers looking for a new approach to break the cycle of failure
  • New project managers will benefit from early exposure to leading edge thinking
  • Project sponsors and business managers will learn to understand how best to get what they need from their projects without getting embroiled in technical details.
  • Those responsible for IT-based or IT-enabled projects will benefit most
  • The course is not aimed at those involved in Civil and Mechanical Engineering projects, unless they have significant IT content

Learning Objectives

  • Define, design and run projects that deliver lasting business value
  • Apply the principles of Lean thinking to their projects
  • Use the Lean Project Management Framework to deliver successful projects
Why do we need Lean Project Management?
Introduction to Lean Project Managementvideo • 5 mins
IT-based project success rate?quiz
Project failure rates: what does the research say?video • 4 mins
Underlying causes of project failure?quiz
Optional reading: 5 situations in which to avoid software developmentdocument
Optional: What sort of project manager do you want to be?document
The Principles of Lean Thinking for Projects
Choosing "your project"document
Principle #1 Identify Customers and Specify Vauevideo • 8 mins
Understanding Valuequiz
Exercise summary: Types of valuedocument
Emotion is The Root of Valuevideo • 3 mins
Standford Introduction To Design Thinkingdocument
Understanding Value IIquiz
Exercise summary: Map of the Value Streamdocument
Principle #2 Identify and Map The Value Streamvideo • 6 mins
Regular valuequiz
Principle #3 Create Flow by Eliminating Wastevideo • 5 mins
Exercise Summary: where are your project bottlenecks?document
Principle #4 Respond to Customer Pullvideo • 5 mins
How do we respond to customer pull?quiz
Exercise Summary: Respond to customer pulldocument
Principle #5 Pursue Perfectionvideo • 3 mins
Pursuing perfection?quiz
Exercise Summary: Pursue perfectiondocument
Identifying Value and Customers
Defining the problem, need or mission - the essence of valuevideo • 10 mins
How to Avoid Poor Project Framingdocument
Framing the problem need or missionquiz
Exercise Summary: Defining the right problemdocument
Creating a Shared Project Visionvideo • 9 mins
Exercise Summary: Creating a shared project visiondocument
Project Visionquiz
Identifying Customers and Stakeholdersvideo • 2 mins
Customers and Stakeholdersquiz
Exercise Summary: Identifying customers and stakeholdersdocument
Mapping Customers and stakeholdersvideo • 4 mins
Mapping customers and stakeholdersquiz
Exercise Summary: Mapping C\customers and stakeholdersdocument
Optional reading: Mapping Value Flowdocument
Generating Alternative Solutions
Opening up thinkingvideo • 6 mins
The lecture says that best way to generate a good idea is to ...quiz
Exercise Summary: Opening up Thinkingdocument
The Role of Constraintsvideo • 5 mins
Exercise Summary: Constraintsdocument
Performance Criteriaquiz
Defining Performance Criteriavideo • 6 mins
Performance Criteriaquiz
Exercise summary: Defining Performance Criteriadocument
Capturing Assumptions and Risksvideo • 7 mins
Assumptions and risksquiz
Exercise summary: Assumptions and Risksdocument
Comparing Solution Optionsvideo • 13 mins
Comparing Solution Options - Examplesdocument
Comparing solution optionsquiz
Exercise summary: Comparing solution options exercisedocument
Optional reading: Running Solution Workshopsdocument
Business Model Canvas Posterdocument
Optional reading: Net Present Value (NPV) Primerdocument
Managing Delivery
Managing Deliveryvideo • 15 mins
Net Present Value Calculation used in videotext
Exercise summary: Managing Deliverydocument
One Page Business Case Templatetext
Example of Completed One Page Business Casedocument
Optional: Earned Value Analysis example walk-throughvideo • 10 mins
Spreadsheet of Data Used to Construct Earned Value Analysis Exampletext
Optional: What are "Agile" and "Waterfall" approaches and how do they differ?video • 9 mins
Optional: What is Kanban for Projects? A journey into "flow"video • 17 mins
Optional reading: Why organisational change needs gardeners not mechanicsdocument
Optional reading: Free e-book: Delivering Project Valuedocument