Lean Project Management

In the current economic and political situation, most organizations began to look for new approaches to creating a product in order to meet the demands of consumers with minimal costs for various types of resources. In this connection, widespread production concepts, aimed at the development of the following areas: • product or service improvement; • increase in service quality; • process improvement; • cost optimization; • increase customer satisfaction; • increase in profitability of capital. Significant results in the presented directions are possible due to the combination of Lean Production and Six Sigma in the project activity. In this regard, it becomes relevant to the study, which allows you to identify the tools of lean manufacturing and 6 sigma that can bring significant results in project activities. For a long time, lean production tools have been used in organizations that carry out project activities. In some organizations that began their activities during the Soviet era, previously the use of such concepts seemed unnecessary, but in recent years, project management managers have gained considerable interest from such organizations. In particular, it is worth noting that in manufacturing plants specialists are separately allocated in the Lean direction. This is due to the fact that the majority of Soviet enterprises work in the knowledge-intensive sphere of production, which in the framework of the current economic situation creates the need to reduce production costs. To meet this need, we need specialist managers with a “lean” approach to the organization of processes. Lean concepts came from the manufacturing sector, which raises the following questions: can a number of combined concept tools be defined for project management? What can the concept of 6 Sigma bring to the well-established Lean Project Management? What Lean Six Sigma tools are applicable at different stages of project management? To answer the presented questions, the goal of the final qualifying work was formulated - to determine the tools and principles of the Lean Six Sigma concept that can be implemented in project management. As part of the final qualifying work, the main project is presented, which will be described later, and the following areas of project management, such as content management, stakeholder management and communication management, are investigated. The study of these areas in the project will achieve the goal. The project is being carried out in the state unitary enterprise Moscow Metro, the largest transport organization in Moscow. The main problem in organizations of this type is significant delays in the coordination of documents. In the framework of the project under study, this problem leads to an increase in the duration of the development of the technical specifications, which in turn increases the deadlines for the project. In addition to the lengthy process of agreeing the terms of reference as a result of periodic project communication with key stakeholders, changes arise that were not originally envisaged in the project. Such adjustments have a significant impact on the implementation of the project schedule. To reduce the use of resources, an organization should identify and implement a number of lin-management tools for project implementation. The presented work describes the project of erection of a non-capital construction object on the Kievsky Station Square - a demonstration pavilion of Moscow central diameters. The project of Moscow central diameters was discussed for many years, but at the end of 2017 the Government of Moscow set the task to implement an infrastructure project for the coming years to improve the transport accessibility of residents of Moscow and the Moscow region. A significant number of partners are participating in this project: the Government of Moscow, the Government of the Moscow Region, the Ministry of Transport, Russian Railways JSC, Central PPK JSC, Moscow Metro State Unitary Enterprise and others. Taking into account the number of participants in the project and the complexity of their structures, in the shortest possible time it is quite difficult to achieve a unified position on any issue. The following work will describe the way of interaction between the glass holders of the IDC project to create a demonstration pavilion in the center of Moscow.