Applying lean principles to project management provides a simple, flexible, and tailored approach to projects of any scale. This allows SMEs to maximise their competitive advantages, such as flexibility and innovation, while minimising bureaucracy and waste.

Introducing the Lean Project Delivery System (LPDS) Framework

The LPDS framework aligns the five conventional project phases with Womack and Jones’ five core Lean principles: Identify Value, Map the Value Stream, Create Flow, Establish Pull, and Pursue Perfection.

In this five-part series, we will look at each of these principles in turn and how they can be applied to project delivery.

Part 3: Execution | Make Value Flow

Now we reach the exciting part…execution!  As discussed in previous posts, a fundamental element of a Lean project delivery system is focusing only on activities that add value.  In the execution phase, this becomes especially critical. Throughout delivery, the goal is to minimise delays and bottlenecks caused by handovers, context switching, or unclear priorities, thereby maximising team productivity.

Enable Single-Piece Flow

One way to achieve this is by enforcing single-piece flow, where each individual has only one task in the “work in progress” stage at any time.  This prevents ineffective multitasking and encourages deep focus.  That said, single-piece flow can be difficult to implement in organisations where people work across multiple projects, so consider your team structure when applying this principle.

Use Short, Agile Work Cycles

Another effective tactic is using agile scrum techniques to break work into small, discrete packages that can be completed quickly.  Short, iterative cycles not only maintain focus but also surface issues early, enabling faster adjustments and better flow.

Reframe the Project Manager’s Role

A lean mindset also shifts how we view the project manager.  Rather than acting as a command-and-control leader, the project manager should serve as a facilitator, actively removing roadblocks, supporting team focus, and fostering continuous flow of deliverables.  This subtle shift can significantly improve execution efficiency.

Involve Suppliers Early

Where suppliers are involved, bring them into both the planning and execution phases as early as possible.  Their expertise can provide valuable input on feasibility and manufacturability, improving design quality while reducing cost and lead time.

Lean execution is ultimately about maintaining uninterrupted progress by reducing waste and enabling the team to deliver value continuously. Check back next week for Part 4, where we’ll explore monitoring and control and how to ensure your projects are delivered to a high standard.