Done," drives Lean IPD

The Lean Champion CoP is delighted to bring to you a sneak peek into a presentation that is scheduled for LCI Congress in Detroit this October featuring past Chairs of LCI Board of Directors, Mike Staun (2020) and Rebecca Snelling (2021).

There is a new book out by Bent Flyvbjerg, How Big Things Get Done.  Anyone whose livelihood depends on projects, especially big projects up to and including megaprojects, should read it.  If you are a Lean IPD Champion, you will not only want to read it, but you will want to take notes and discuss the findings with your fellow Champions and those on the fence.

The reason is simple. The findings Flyvbjerg has spent a lifetime uncovering do more to promote a Lean IPD approach to project delivery than anything that has been published to date.  For example, Flyvbjerg espouses “Think Slow, Act Fast.” Sounds a lot like “Go Slow to Go Fast.”  There are 10 more Heuristics for Better Project Leadership that Flyvbjerg shares to summarize and conclude his book, and every one of them has a Lean IPD equivalent.

The key question is then, "How can we use this book to drive Lean IPD adoption?" This presentation will answer that question.

Speakers:

• Mike Staun - Lean IPD Advisor, Lean IPD Advisors, LLC 
  Mike Staun was Procter & Gamble’s Engineering leader for Global Capital Management where he was responsible for ensuring the Company’s $3.5 billion annual capital budget was spent wisely and effectively. Mike knew that for P&G to win versus competition they needed greater value from their capital investments. That’s why he championed Lean IPD (Integrated Project Delivery).
  
  P&G’s Lean IPD efforts began in earnest with the first of 15 pilot projects in July 2016. Fifteen months later, P&G signed its first poly-party IFOA. Mike sees all major P&G projects eventually being done under a Master IFOA with trusted Engineering & Construction partners following Lean principles and practices. The 7 practices that P&G identified as “Essential” are (1) Partner Selection, (2) Collaborative Design Sessions, (3) Big Room, (4) Conditions of Satisfaction, (5) Target Value Design, (6) Last Planner®, and (7) IPD Agreement.
  
  A key emphasis in P&G’s approach is to not “Procterize” things. This allows P&G to take advantage of industry available training, facilitators, and contracts. It also eliminates the waste partners would incur translating and deciphering P&G’s lingo. P&G estimated the size-of-the-prize for their Lean IPD efforts at $1 billion per year.
  
  Mike was recognized by the Lean Construction Institute (LCI) by being added to their board in 2018. He was elected Vice Chair in 2019 and Chairman of the Board in 2020. He has also been a featured speaker in the Engineering & Construction industry and a Senior Advisor to McKinsey & Company’s Capital Excellence Practice where he helps other companies make the move to collaborative contracting. 
  
  Mike graduated from Cornell University with a BSME, M.Eng. and MBA. He and his wife, Pam, have been married for 42 years and have 3 adult children. As empty nesters, they restored a 100-year old house in Newport, Kentucky, right across the Ohio River from downtown Cincinnati. Now retired, Mike and Pam winter in Bradenton, Florida
  
  
• Rebecca Snelling - Coach and Lean Consultant, RS Consulting
  Rebecca Snelling coaches people, teams and organizations on Leadership and Transformation with an emphasis on advancing culture. This entails working with leaders, building high performing teams and growing organizational cultures. She facilitates change at both the individual and organizational levels by helping people reframe their thinking, grow into coaches and develop an overall growth mindset. With the focus on change management and organizational improvement, she helps pro-actively evolve company cultures around learning, effective communication and accountability. Starting in construction in 1996, she has spent the last sixteen years coaching various companies and teams to apply Lean thinking and principles to their organizations and projects.  Rebecca has developed and delivered training materials on Lean applications. She has written numerous white papers and blog posts on Lean culture and tools. She has been actively involved in the Lean Construction Institute (LCI) since 2008 and is a contributing author of both LCI books Transforming Design and Construction, a Framework for Change and Target Value Delivery: Practitioner Guidebook to Implementation. She speaks at various industry events across the US and abroad. Rebecca is on the LCI Board of Directors as well as the Center for Innovation in the Design and Construction Industry (CIDCI) Board of Directors. Rebecca has been on the Core Teams of multiple LCI Communities of Practice, the Chair of the LCI Education Committee for over 4 years, is an LCI Certified Instructor, a Master Trainer of the Choosing by Advantages Decision making System and is Dare to Lead™ trained.
  
  
• James Pease - Executive Director of Health Design and Construction, UCSF

  James is an owner’s representative for the delivery of complex construction projects using Lean Integrated Project Delivery.  He is the executive director of Health Design and Construction at the University of California, San Francisco.  James is a board member of the Lean Construction Institute and is committed to improving the design and construction industry as a recognized speaker, Lean IPD Coach and executive editor of leanipd.com.  James has a B.S. in Management Science from the University of California, San Diego and is a CA licensed general contractor.