The following graphic is perhaps familiar to many of you from another context. It is a process of how you can make any project transparent, cooperative and lean. So, you manage every project and make it productive.
The special thing about this process is that it can be processed completely graphically and digitally. This does not mean, however, that you should refrain from project meetings in principle. Without a personal contact, “lean” approaches do not work. But you can now forget to stick sticky notes on the wall or use manual boards. No matter which manual tools you use as a project manager or BIM Manager, you have a lot of post-processing overhead. I also add software products for spreadsheets to the manual tools. Also, all software products currently on the market that use the word “lean” in their name or description are not really lean. They lack the necessary collaborative component.
First example from the planning phase
A BIM manager wants to successfully implement LOD 100 in a planning with its planning team in a certain period of time. For me, the LOD100 phase is one of the most creative periods in a project. The team is meeting. Everyone knows what to do in the project. The project is discussed, tasks are formulated and then the tasks are put into the right order in a collaborative way. At the same time, the team discusses where it may be possible to save time and where the critical points in the planning are. At the end of the meeting, the schedule with the milestone and its associated tasks is set. Everyone then has this information at their workplace: No photos, no notes, no logs, just no additional tasks. Also, not for the BIM manager. Anyone can start editing their actual task immediately. This is lean. Accordingly, the sequence can be followed for all subsequent LODs and LOIs. This creates the complete time structure for planning. As a rule, the milestone is determined first when the complete planning is complete. The way there is divided into sensible sequences to be worked out.
What happens if the client has something to think about later?
The planned milestones and the associated tasks remain completely digital collaborative. With sticky notes on the wall, a hectic hanging begins. The original complete sequence is no longer visible on the wall. The big picture is missing. The digital version preserves the large coherent image and makes it easy to talk about the consequence of the client’s desire.
Second example from the construction
The construction is exactly the same. In a very large project the expansion of the 10th floor of a high building is to be organized. The procedure is the same as in the previous example. But at this point we want to extend the example a little further. The teams work not only on the 10th floor, but gradually on all floors and not only in a skyscraper, but in two more. It’s not a project, it’s actually a multiproject. Because of any project structure plans, everything can be organized in such a clear way that I can look at each house for itself, but also see how the workload of the teams is overall and what consequences it will have if a task sequence is not in time can be processed. The primary principle for a multiproject and a lean approach is that each team member can control and view his or her own tasks.
What happens when a rework is required?
Where people work, mistakes can always be made. Now it is possible to think immediately about how and whether the date of the milestone can still be considered in a collaborative and digital way. This discussion does not necessarily require all team members. This discussion can also be done completely digitally and online. No arrival, no traffic jams, no waste of time.
If you would also like to work lean with digital Kanban boards, work breakdown structure plans and calendar views as well as with collaborative preview views in projects or multiprojects, then you should contact me.