15 Topics
5 Days
Programme Overview
Training Description
Who Should Attend
- Programme and Portfolio Managers
- Business Analysts
- Process Improvement and Continuous Improvement Professionals
- Operations and Quality Managers
- Team Leaders and Supervisors
- Change and Transformation Professionals
- Consultants
- Professionals involved in Agile, Lean, or hybrid projects
Session Objectives
- Understand the core principles of lean management.
- Identify and eliminate the seven wastes of projects.
- Map and analyze a project's value stream.
- Apply the concept of "pull" to project workflows.
- Implement a continuous improvement mindset.
- Increase project speed and efficiency.
- Maximize value delivery to stakeholders.
- Reduce rework and unnecessary complexity.
- Foster a culture of learning and collaboration.
- Integrate lean practices with agile methodologies.
About the Course
The Lean & Agile Project Management for Maximizing Value & Minimizing Waste Training Course equips project professionals with practical approaches for delivering greater customer value while reducing waste, delays, inefficiencies, and unnecessary costs. The course combines Lean principles with Agile project management practices to help organizations respond quickly to changing requirements and continuously improve project performance.Participants will explore value-driven delivery, waste identification, Agile planning, iterative delivery, workflow optimization, team collaboration, continuous improvement, and performance measurement. Through practical exercises, case studies, and real-world scenarios, participants will learn how to apply Lean and Agile techniques to improve project outcomes.
Curriculum & Topics
15 Topics | 5 Days
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Subtopic 1.1:
The history and philosophy of lean
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Subtopic 1.2:
The five lean principles
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Subtopic 1.3:
The concept of value vs. waste
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Subtopic 1.4:
Lean thinking applied to knowledge work
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Subtopic 2.1:
Identifying and understanding the seven wastes
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Subtopic 2.2:
Overproduction, waiting, and transport
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Subtopic 2.3:
Inefficiency of inventory, motion, and defects
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Subtopic 2.4:
The waste of unused human talent
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Subtopic 2.5:
Practical examples and a waste-hunting exercise
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Subtopic 3.1:
What is value stream mapping
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Subtopic 3.2:
How to create a current-state map
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Subtopic 3.3:
Identifying value-add vs. non-value-add activities
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Subtopic 3.4:
Creating a future-state map for improvement
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Subtopic 3.5:
Using the map to find and remove waste
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Subtopic 4.1:
The difference between push and pull systems
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Subtopic 4.2:
Implementing a pull-based workflow
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Subtopic 4.3:
Using Kanban boards to visualize work
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Subtopic 4.4:
Limiting work in progress (WIP)
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Subtopic 4.5:
Improving flow and reducing lead time
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Subtopic 5.1:
The philosophy of Kaizen
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Subtopic 5.2:
Implementing continuous improvement cycles
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Subtopic 5.3:
The Plan-Do-Check-Act (PDCA) cycle
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Subtopic 5.4:
Fostering a culture of small, iterative changes
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Subtopic 5.5:
The role of retrospectives and feedback loops
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Subtopic 6.1:
What is standardized work
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Subtopic 6.2:
Creating standard operating procedures (SOPs)
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Subtopic 6.3:
The benefits of consistency and repeatability
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Subtopic 6.4:
Balancing standardization with flexibility
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Subtopic 6.5:
Maintaining and improving standards over time
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Subtopic 7.1:
A deep dive into a lean project's phases
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Subtopic 7.2:
From problem definition to final delivery
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Subtopic 7.3:
Iterative development and frequent releases
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Subtopic 7.4:
Building quality in from the start
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Subtopic 7.5:
The importance of continuous learning
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Subtopic 8.1:
Overview of key lean tools and techniques
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Subtopic 8.2:
5S and visual management
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Subtopic 8.3:
A3 problem-solving reports
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Subtopic 8.4:
Root cause analysis (5 Whys)
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Subtopic 8.5:
Gemba walks and going to the source
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Subtopic 9.1:
The relationship between lean and agile
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Subtopic 9.2:
Integrating lean principles into Scrum
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Subtopic 9.3:
Using Kanban to manage agile projects
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Subtopic 9.4:
The lean-agile mindset
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Subtopic 9.5:
Scaling lean practices in large organizations
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Subtopic 10.1:
The role of a lean project leader
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Subtopic 10.2:
Leading by example and coaching the team
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Subtopic 10.3:
Fostering a respectful and trusting environment
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Subtopic 10.4:
Empowering team members to own their work
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Subtopic 10.5:
The importance of humility and curiosity
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Subtopic 11.1:
Defining value from the customer's perspective
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Subtopic 11.2:
Techniques for gathering customer feedback
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Subtopic 11.3:
Building a feature roadmap based on value
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Subtopic 11.4:
Avoiding unnecessary features and scope creep
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Subtopic 11.5:
Delivering the right product to the right person
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Subtopic 12.1:
The importance of transparency and open communication
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Subtopic 12.2:
Visualizing work for all stakeholders
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Subtopic 12.3:
Stand-up meetings with a lean focus
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Subtopic 12.4:
Collaborative problem-solving sessions
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Subtopic 12.5:
The role of cross-functional teams
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Subtopic 13.1:
Beyond traditional metrics
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Subtopic 13.2:
Measuring flow, lead time, and cycle time
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Subtopic 13.3:
Using value stream metrics to show progress
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Subtopic 13.4:
Quantifying waste and its impact
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Subtopic 13.5:
Reporting on value delivered to the business
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Subtopic 14.1:
Overcoming resistance to lean change
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Subtopic 14.2:
Dealing with organizational silos
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Subtopic 14.3:
The myth of "more is better"
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Subtopic 14.4:
Maintaining lean practices in a busy environment
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Subtopic 14.5:
The importance of executive buy-in
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Subtopic 15.1:
Creating a lean project management pilot
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Subtopic 15.2:
Training and coaching your team
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Subtopic 15.3:
Building a roadmap for lean adoption
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Subtopic 15.4:
The role of champions and change agents
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Subtopic 15.5:
Communicating the benefits to the wider company
