The Lean Compass: Tandem Application of the Project Manager's Compass and Lean Organizational Theory

Abstract

This research study seeks to identify and explore the ways in which tandem application of the Project Manger’s Compass and Lean philosophy can optimize project management activities using a studied organization as a practical example. The study explores its guiding research questions and hypothesis by examining data gleaned from informant interviews in terms of existing project management and Lean theory, positing that implementation of an integrated “Lean Compass” will enhance project efficacy. The Lean Compass delineates the project manager as the driving force behind project communications, as well as the workflow optimizations to be carried out in the Lean Lifecycle. The project manager is thusly responsible for not just controlling the project lifestyle, driving results, and managing stakeholder relationships, but also appropriately identifying value in the workflow, mapping the value system, creating flow, establishing pull, and seeking perfection. This process allows for the correction of reported non-value added activities in the organization and in turn optimization of the project workflow.