As you are embarking on your Lean Construction, one of the most important and challenging things to do is training your team. In large organizations, there may be only one or two lean experts in a company with thousands of employees.
The lean design and construction community has long used the term “conditions of satisfaction” to describe a variety of project goals, value propositions, general terms and conditions, customer requirements and other broad ideals to be used on lean projects.
According to Koskela and Howell (2002), an explicit project management theory still lacks in prior literature. Current theories fall short of explaining issues in project management such as lack of commitment, frequent failures, and slow methodological renewal.
The International Organization for Standardization (ISO) has formed an ad-hoc group to consider whether an International Standard or similar document is needed for the “Agile/adaptive management of projects, programmes, portfolios and related governance.”
Many companies have a statement somewhere in their website’s “About Us” section that speaks to Corporate Culture or Core Values. These statements, if thoughtfully stated, communicate an organization’s mission.
The construction job sites are highly dynamic and chaotic environment for both workers and management. To ensure efficient task performances, workspace is a key resource on construction sites.
Implementing new technologies and management practices is all the rage in companies seeking to be on the knife’s edge in operational excellence.
The delivery of construction projects often follows ‘business as usual (BAU) model. BAU has made poor project delivery pervasive in construction.
The CPM concept is simply that the longest sequence of tasks, the critical path, will determine the duration of a project. Theoretically, that makes complete sense. The problem arises in execution. A project is a temporary endeavor undertaken to create a unique product, service, or result.