Traditional Versus Lean Project Management Techniques Information Technology Essay

Traditional Versus prevail abide worry Techniques In representation Technology EssayProject counselling is a structured approach towards managing jumps. It is defined as The application of noesis skills, tools and the proficiencys to sick activities in order to meet stakeholders ask and expectations from a escort (Burke, 2003). The project forethought team up is responsible for finding methods of meeting the contain budgets and schedule rather than justifications for non meeting them (Ballard and Howell, 1997). Developing a in full integrated information and control musical arrangement to plan, instruct, monitor and control large-scale data amounts, quickly and accurately for occupation solving and decision qualification volition determine the success of the handler. Projects argon temporary harvestingion trunks. fruit is defined as aiming and making things. Designing and making something for the inaugural succession is done by dint of a project, which is arguably the fundamental form of crossingion system. Three fundamental goals of business systems ar (Ballard and Howell, 2003) Deliver the growthMaximize priseMinimize dispel slope Project managementPerformance improvement for agonistical advantage is a habitual attri furthither of practitioners in most industries (Porter, 1985). In project management for satisfactory transaction the consideration of time, cost and tonicity is not adequate. Performance is described in terms of attaining place in effect and efficiently where effectiveness is exploit determine of take whereas, energy refers to minimising or elimination non survey-adding items in issue.Beside a period, dont thriftlessness water, even in a forest,dont waste firewood. Chinese ProverbThe systems those argon structured to deliver the product while maximizing value and minimizing waste, are said to be angle projects (Ballard and Howell, 2003). play is the term originally coined in 1990 by Womack, Jon es and Roos to describe the Toyota Production system of rules (Reeves, 2007). A production system which was capable of producing more and better vehicles in little time, less berth and using fewer labour hours was disposed(p) the name persist. Organizations evoke sicken project timelines and costs by eliminating waste and centreing on value creation for the customer. The bottom line with black market is if the action does not admit value to the end guest then it is waste. persist refers to a general way of thinking and detail practices that emphasize less of everything fewer people, less time, lower costs (Reeves, 2007). joust project management has been constructed by draft copy together two approaches management of projects and break away production. For project management carrying into action improvement, the management of project focuses on meeting guest involve effectively while tippytoe production aims at meeting customer needs efficiently utilised in lean project management. The justification of lean production with management of project is done at the methodological take (Horman and Kenley). function Project perplexity MethodologyManagement of Projects Methodology break away Production MethodologyFigure 1 Generation of melt down Project Management MethodologyFig. 1 Generation of Lean Project Management MethodologyLean product vexment helps improve a comp whatsoevers competitive advantage. Its application in the railcar industry has brought signifi rearce fareance improvement. only this does not mean that lean production is applicable to only automobile industry. Many non manufacturing companies like the one those are involved in product teaching, transportation, accounting, hospital, sales, administration, vehicle repair and many others are making use of the lean principles. There are five traditional lean principles that are applicable outside the automobile industry (Womack and Jones, 2003) value to the customervalue stre am to provide the product or service that the customer valuesunseamed melt down of the product or servicepull mode- provide the customer with the product or service in a timely moldperfection for continuous improvementTraditional versus Lean Project Management TechniquesLean project management differs from traditional project management in the goals it pursues, the structure of its physiques, the relationship between phases and the participants in each phase.The traditional production methodology manages conversion of an input to an output. Lean production is managing the production answer by converting input to output, by minimising the input head for the hills waste and maximising the value of the output efficiently. Thus the lean production methodology has flow management and management of value in addition to the input, conversion and output of the conventional project management technique.The traditional approach focuses on efficiency rather than value, whereas in lean pro duction the focus is on minimising waste (efficiency) and maximising value of output (effectiveness).Under lean production with the insane asylum of the notion of value, effectiveness is expanded. In the traditional approach, value is not moderaten much importance. Customers requirements are compromised which extends barely further than market requirements and lowering costs. Lean production emphasises on maximising the value of output by fulfil the customers specific requirements.The alternate in the production management from conventional to lean production management is becauseInappropriate control mechanisms and performance improvement efforts are used in conventional methodology.Poorly understood and addressed quality under traditional method.These show poor efficiency and effectiveness in the production growth which roots from inadequate understanding of the production process. The change in production method from traditional to lean was to add to the subsisting approach and make it more appropriate for contemporary and complex production systems.Lean Product DevelopmentLean product exploitation encompasses many inter-related techniques. The basic technique is supplier involvement. Instead of cosmos involved for expatiate aspiration specification, suppliers are involved from the beginning of a new product. Since it is the province of the suppliers to develop complete modules for the product, often without detai conduct specifications, black box engineer is used.Second technique is simultaneous plan which means performing several(predicate) activities parallely in the development effort. Parallel development helps reduce time.Another technique is the use of cross-functional teams which consists of members from various functional areas in the company, to facilitate the development of products that are easy to manufacture and assemble. This technique aims at integrating rather than arrange all the functional aspects in the product from th e beginning. When separates work together to develop a new product, the physical proximity that arises results in the team being integrated.To improve communication, create stronger commitment towards the project and bringing focus for cross-functional problem solving, one should use the heavyweight team structure where the project manager has direct access to and is responsible for the work of all those involved. Instead of flesh out specifications because of visions and objectives the whole project is straegically managed.Even though a company implements these techniques, it does not get lean product development in a candid way, for successful lean product development the company has to approach these co-ordinated techniques as a whole.Techniques other than Lean Product DevelopmentLean is a continuous process improvement technique that can be used to evaluate, analyze and improve how a company delivers values to its customers. even this is only one of the several approaches, some other techniques are sestet sigma and theory of constraints (TOC). Lean focuses on the flow of value to a companys customers whereas six sigma focuses on individual problems, which shows the companys ability to satisfy the customers needs and TOC focuses on the constraints and how to minify those to improve the volume of throughput within a system. Another technique is lean six sigma which combines the analytical tools of six sigma with the speed and customer value focus of lean to optimize the improvement process. For companies undertaking continuous improvement initiative, it is most-valuable for them to first determine the goal, and then apply the appropriate method to achieve the goal.Lean Project Delivery SystemTheoretical and practical investigations led to the emergence of the Lean Project Delivery System emerged in 2000. It is in the process of on-going development through experimentation. The job of the project speech communication system is not only fulfilling t he customer needs, but in any case help the customer decide their needs. It is necessary to understand the customers purpose and constraints, exposure of customer to alternative means for accomplishing their purposes and help them understand the end results of their desires.The lean project speech communication system model consists of four phases Project Definiton, Lean Design, Lean deliver and Lean Assembly. The four phases are a set of interconnecting triads, where some downstream activity takes place from the subsequent phase in each triad. adaptation DecommissioningCommissioningFabrication LogisticsProduct DesignDesign ConceptsPurposesDetailed engineeringDesign CriteriaOperation MaintenanceInstallationProcess Design use of goods and servicesLean AssemblyLean SupplyProject DefinitionLean DesignWork StructuringProduction Control teaching LoopsFig. 2 Lean Project Delivery System.Project DefinitionProject description is the first phase in project delivery system which consi sts of determining the purposes (customer and stakeholder purposes and values), normal criteria for translating those purposes for both product and process, and design concepts against which purposes and criteria can be tested and developed. The performance through these three need not follow any specific sequence, although the logical starting point seems to be the purpose.To reveal to stakeholders the consequences of their needs and different value generation possibilities, the cycle through these three modules is necessary. The involvement of stakeholders is a must for the best outcome from the project definition phase. Typical stakeholders can be the client (holds the contract), users of the facility, governing agencies, designers, installers, operators, fabricators, etc. The Lean Design phase should be launched only afterwards bringing the three modules of project definition into alignment. (Project Definition Process Appendix 1)Lean DesignThe alignment of values, concepts and criteria is the provide between Project Definition and Lean Design. At the functional systems level, growing and aligning product and process design can trio towards Lean Design. If at all the search for value reveals opportunities that are consistent with customer and stakeholder constraints, the project may go back to Project Definition stage. In order to allow more time for developing and exploring alternatives, the decisions are deferred consistently until the last responsible moment. This differentiates the Lean Design from the traditional practice of selecting options and performance design tasks as soon as possible causing work on and disruption because of conflicts in decisions made by specialists.Lean SupplyLean Supply consists of detailed engineering, fabrication, and delivery. To know what to detail and fabricate, and when to deliver the components, the system requires obligatory product and process design. Also Lean Supply helps reduce the lead time for inform ation and materials.Lean AssemblyLean Assembly begins with the delivery of materials and the relevant information for their installation. When the client has beneficial use of the facility, which typically occurs after commissioning and start-up the assembly completes.Comparison of Lean and Non-Lean Project Delivery SystemLeanNon-LeanFocuses on production systemFocuses on transactions and contractsTransformation, flow and value goalsTransformation goalDownstream players involved in upriver decisionsSequential decisions by specialists thrown over the wallProduct and process designed togetherProcess design begins after product design is completeConsiders all product life cycle stages in designNot all product life cycle stages are consideredActivities performed at last momentActivities performed as soon as possible organized efforts to reduce supply-chain lead timesSeparate systems link together through the market and take what the market offersIncorporates learning into project, fir m and supply-chain managementLearning occurs periodicallyStakeholders interests alignedStakeholders interests not alignedSized buffers located to perform their function of absorbing system variabilitySized buffers located for local anaesthetic optimization-(Ballard and Howell, 2003)The Difficult Path to Lean Product DevelopmentLean product development is not an easy thing to do. Several factors can hinder attempts to achieve lean product development. The different factors areCross-functional team is a technique that helps an organization in lean product development. They baron be having a positive impact on the development effort, but creating cross-functional teams is a difficult task. Even today development is regarded to be a task for the Research and Development plane section, this shows lack of cross-funtional focus in the organization which ultimately leads to difficulty in creating cross-funtional integration.Simultaneous engineering is another technique towards lean produ ct development, but working with concurrent activities and thus coincide phases in the development effort is a very complicated task. It is impsossible for the individual engineers to perform simultaneous activities.Coordination of the lean product development effort is not an easy task. For coordination, regular meetings with the whole group needs to be held which is a time consuming activity. If the size of the group is large it resulted in long-dated meetings with repeated discussions and it may also happen that individuals from one department may find it difficult to understand discussions on issues on other department than the one he is from.Organizations face difficulty in coordinating a visionary-led development project, where visions also create problems. Requesting for detailed design specifications disturb the visionary-led projects.For any project, the suppliers must be involved from the beginning of he project, which results in difficulties for the suppliers to give de tailed estimate of costs demanded by the top management. The desire to fool the flexibility of black box engineering and known cost of the detailed estimate approach, obstructs a lean process.Hindering factors are more comfortably identified. Other than the hindering factors in the process of implementing lean product development, there are some supporting factors, which helps in the implementation of lean product development (Appendix 2)BenefitsDespite lean being originated in manufacturing, it is now apply in many other business areas including product development, administration, accounting, project management and many others, because of its generic approach of eliminating waste to create more value for customer. A variety of lean product development techniques when applied to project management can reduce project timelines, profit customer value and reduce costs. Some other benefits of lean project management are, it helps increase the productivity, higher quality products, reduction in order processing errors, etc.ConclusionAn alternative method to project management is lean project management. The lean approach to project management has worked successfully in potentially difficult and complex areas. The approach contributes to project management performance by focusing on the effectiveness and efficiency of delivering value that is satisfying client needs. Its implementation offers the potential for faster product development with fewer engineering hours, improved manufacturability of products, higher quality products, fewer production start-up problems, and faster time to market.Lean implementations have also yielded improvements in the value generated for clients, users and producers, and also a reduction in waste, including waiting time for resources, process cycle times, inventories, defects and errors, and accidents. It also led to a high level of commitment and motivation from the team, and to the pleasure of the client organization. Lean thin king when paired with an appropriate agile development methodology can provide significant benefits to an organization. It has the advantage of reducing jeopardize to the client, with the right balance of quality, performance and value for money.Lean product development is the beginning of the journey of continuous improvement. Lean techniques are not exclusively management tools but rather they embody a culture that needs to be enforced from the top leadership down throughout the company. magisterial implementation of lean in all areas of project management will yield benefits that other improvement methods cannot.