Reforming project management: the role of lean construction

Greg Howell, Lauri Koskela

Research output: Contribution to conferenceConference articleScientificpeer-review


Project management as taught by professional societies and applied in current practice must be reformed because it is inadequate today and its performance will continue to decline as projects become more uncertain, complex and pressed for speed. Project management is failing because of flawed assumptions and idealized theory: it rests on a faulty understanding of the nature or work in projects, and a deficient definition of control. It is argued that a reform of project management will be driven by theories from production management that add the management of workflow and the creation and delivery of value to the current emphasis on activities. Of all the approaches to production management, the theory and principles drawn from Lean Production seem to be best suited for project management. Promising results in this regard have been reached already in one project management area, namely in Lean Construction.
Original languageEnglish
Publication statusPublished - 2000
MoE publication typeNot Eligible
Event8th Annual Conference of the International Group for Lean Construction, IGLC-8 - Brighton, United Kingdom
Duration: 17 Jul 200019 Jul 2000


Conference8th Annual Conference of the International Group for Lean Construction, IGLC-8
Country/TerritoryUnited Kingdom


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