is a new paradigm in architectural methodology. It involves the application of
lean thinking in every aspect of professional practice. Lean aims at smarter
information flow and the improving the 3 main goals for implementation by
architects: Project management, documentation and technology. This paper aims
at understanding the implementation of Lean practice to maintain quality of
work as well as the time of the project. It will detail out bringing cross-disciplinary teams together at the
outset of a project, reducing the need to expend resources on redesign,
construction delays, and change orders. Lean architectural identifies
what adds value and aluminates what does not.
This paper serves as an overview of this improvement strategy as it applies to
project management and discusses different applications of the Lean Principles
for each phase of project management.
Obtaining and managing
firms often get a variety of projects at the same time and it is important for
the firm to spread their resources accordingly to every project in order to
make sure the project is completed in time. When a team is focuses all of its
appropriate resources to complete a single project at one time, it will benefit
in the project realizing faster. Most often firms focus on having the same team
work on multiple projects at the same time through resource sharing. Instead a
system to focus on one project at one time should be implemented. This helps
realize the team to complete the project sooner as well as focus their complete
attention. Most project managers struggle with the concept of project
prioritization as they want all the projects to be completed as soon as
possible. Without proper project prioritization none of the project would
either anticipated results. Prioritization of projects should be looked at both
financially as well as the scheduling of the project itself. Working with
consultants and contractors provides the opportunity to see the development and
practical application of lean thinking especially the shift our focus from the
construction site to the audio project stages and then to implementing the lean
culture in the teams contributing to the project.
a project has been set selected then comes the planning/design phase. Most
often project managers create solid project plans but the field to account for
the other projects that would be using the same resources. It is necessary to
allocate time taking into consideration several other projects using the same
resources at the same time projects using the same resources at the same time.
In an architectural project two weeks of design time maybe assigned for a healthcare
project but at the same time they may be other projects which would need design
work by the same people. Thus, it’s important to take into consideration the
schedule of all the team members working on the project. Before adding a team
member in the contract of the project it would be useful to discuss with them
the amount of time they have available for the period of the project. Once this
time frame is available an efficient scheduling could be established
a project helps plan the project timeline, budget, tasks and overall quality of
the project. It is also critical that the project team identify any anything
that may go wrong and also add Solutions to the issues that may arise. Instead
of every team establishing their individual schedule such as the construction
manager architect consultants etc. it would be efficient to have the entire
team together and establish a schedule. This maps out a plan and reduces any
risk of a major delay or an over -budget. Schedule would be the driver of the
project planning status and performance.
a visual management board to assign tasks is a great technique for managing
work. This would avoid the many to-do lists or trying to track information via
email, Excel sheets or through various folders. Using full plan methods is one
of the visual management systems in architecture this would help stay focused
and get work done efficiently. Visual management helps save time by simplifying
the complex scheduling process, reducing waste by communicating, overcoming
impediments to flow as well as collaborating on improving the team.
Executing tasks in the
the execution phase of the project, planning of the project has been concluded.
The project manager tracks and report the progress of the project as it
proceeds. It is necessary for him/her to keep notes as to the issues that arise
as well as provide solutions to them. Project execution tools such as Kanban-
style, agile project management system are components of Lean thinking. Lean
project management streamlines the handoff between various teams and also
eliminates downtime through the project.