Lean Project Management Training Course

Participants can define customer value and translate it into measurable project outcomes.

• Voice of customer converted into measurable project value requirements
• CTQ trees connect stakeholder needs with deliverable acceptance measures
• Problem statements separate symptoms, causes, impacts and desired conditions
• Benefits maps link outputs, outcomes, owners and measurement methods
• Scope boundaries prevent value dilution through uncontrolled requirements
• Success criteria establish quality, timing, cost and service expectations

Participants can map current-state project flow and identify delay, waste and hand-off risks.

• Current-state value stream maps show work, information and approval flows
• Process time, waiting time and lead time quantified consistently
• Swimlanes expose ownership gaps between project functions and suppliers
• Queue analysis identifies accumulation points and delayed decision stages
• Handover quality assessed through inputs, outputs and acceptance conditions
• Future-state maps define target flow, controls and improvement priorities

Participants can identify project waste and investigate its underlying causes systematically.

• TIMWOODS categories identify waste in project information and work
• Five Whys tests causal assumptions behind repeated delivery failures
• Fishbone diagrams organise causes across people, process, technology and policy
• Pareto analysis prioritises frequent defects and high-impact delays
• Failure demand distinguishes necessary rework from avoidable corrective activity
• Root-cause evidence separates facts, assumptions, correlations and opinions

Participants can create project plans that account for flow, dependencies and constraints.

• Work breakdown structures aligned with customer value and deliverable flow
• Dependency mapping distinguishes finish-to-start links from information needs
• Milestone planning establishes observable conditions for release and acceptance
• Batch size decisions reduce waiting, rework and coordination burden
• Takt thinking balances planned demand with team delivery capacity
• Constraint logs assign owners, due dates and escalation thresholds

Participants can design a Kanban system that controls project work flow.

• Kanban boards visualise committed, active, blocked and completed work
• Explicit pull policies define entry criteria and replenishment decisions
• Work-in-progress limits protect capacity and expose overloaded stages
• Classes of service distinguish standard, fixed-date, expedite and intangible work
• Blocked-work rules trigger escalation before delay becomes schedule variance
• Service delivery reviews assess flow performance and policy effectiveness

Participants can select project work using transparent value, risk and capacity criteria.

• Cost of Delay compares value loss from deferred project decisions
• Weighted Shortest Job First ranks work by economics and duration
• MoSCoW prioritisation clarifies minimum viable scope and trade-offs
• Decision rules protect critical commitments from unplanned work requests
• Capacity allocation balances delivery, improvement, support and contingency work
• Backlog refinement tests readiness before work enters active delivery

Participants can establish visual controls that support rapid project decisions.

• Visual management boards display commitments, flow, risks and ownership
• Daily huddles review blocked work, priorities and immediate countermeasures
• Obeya rooms connect strategic objectives with project execution evidence
• Andon signals make abnormal conditions visible to decision makers
• Escalation paths specify response times, authority levels and documentation
• Standard meeting agendas reduce reporting duplication and unresolved actions

Participants can build quality controls into project workflow rather than rely on final inspection.

• Definition of Done sets verifiable completion and acceptance conditions
• Poka-yoke controls prevent predictable errors in project hand-offs
• Check sheets capture defect patterns during reviews and approvals
• First-pass yield measures accepted deliverables without corrective rework
• Quality at the source assigns verification to work originators
• Control plans define checks, owners, frequencies and corrective actions

Participants can improve schedule reliability by managing commitments, buffers and constrained resources.

• Last Planner System principles improve promise reliability among delivery teams
• Look-ahead planning removes constraints before scheduled work begins
• Percent Plan Complete measures reliability of weekly work commitments
• Critical Chain buffers protect delivery against resource and dependency variation
• Resource levelling reduces multitasking and competing priority conflicts
• Weekly work plans match available capacity with ready project tasks

Participants can connect Lean flow controls with proportionate project risk management.

• Risk registers distinguish threats, opportunities, assumptions and constraints
• Probability-impact matrices prioritise treatment actions and contingency ownership
• Pre-mortems identify credible failure pathways before execution begins
• Trigger conditions convert risk monitoring into timely management action
• Assumption logs test uncertain planning premises at defined review points
• Flow metrics reveal emerging risks before milestone slippage occurs

Participants can manage project interfaces using clear agreements, feedback and escalation mechanisms.

• Stakeholder maps assess influence, interest, expectations and engagement needs
• RACI matrices clarify decisions, accountability, consultation and information duties
• Supplier hand-off agreements define quality, timing and evidence requirements
• Feedback loops capture user learning before expensive commitments harden
• Interface registers track dependencies between teams, vendors and regulators
• Escalation protocols resolve cross-functional conflicts within agreed response windows

Participants can create governance reports that support intervention rather than passive status review.

• Tiered governance aligns operational decisions with sponsor-level intervention
• A3 reports present problem, analysis, countermeasures and follow-up evidence
• Cumulative flow diagrams reveal queue growth and workflow instability
• Burn-up charts compare completed scope against approved delivery targets
• RAG status criteria anchored to evidence, thresholds and decisions
• Benefits reviews verify whether delivered outputs produce intended outcomes

Participants can run structured improvement cycles to improve project delivery performance.

• PDCA cycles test countermeasures through planned, measurable learning
• Kaizen events focus teams on bounded, high-value delivery problems
• Standard work documents repeatable planning, review and hand-off practices
• Retrospectives convert delivery experience into specific process improvements
• Before-and-after measures verify improvement rather than perceived progress
• Improvement backlogs sequence actions by impact, effort and ownership

Participants can combine Lean controls with established project management and Agile practices.

• PMBOK performance domains connected with Lean flow management controls
• Agile iterations supported by Kanban policies and work-in-progress limits
• Stage-gate governance adapted for evidence-based learning and feedback
• Hybrid delivery models combine predictive milestones with pull-based execution
• Change control evaluates value, flow impact, risk and capacity
• Method selection considers uncertainty, compliance, dependencies and stakeholder needs

Participants can build, review and present a complete Lean project delivery pack for a defined project.

• Project charter defines value, scope, stakeholders, measures and governance
• Current-state value stream map identifies waste, queues and constraints
• Future-state workflow specifies pull policies, limits and hand-off controls
• A3 proposal presents root causes, countermeasures, owners and follow-up
• Visual management design sets boards, metrics, cadences and escalation rules
• Implementation roadmap sequences pilots, reviews, training and adoption measures