Leveraging lean across multiple concurrent capital projects Background The Owner began work on three concurrent projects: an ambulatory center, a research institute, and a neurological institute. Each project was awarded to a unique designer and a unique builder. The Owner hoped to leverage an integrated lean project delivery model so engaged Boulder Associates. Obstacle The Owner had experience with Lean/IPD, but never on projects of this scale or on a program with multiple concurrent large projects. The local market was relatively new to lean and IPD as a delivery model. There were also large concurrent projects taking place in the region. We proposed that the owner embrace a program approach, seeking to optimize the whole of all three projects despite the challenges of integrating three separate project teams. Approach We worked with the Owner to enhance their delivery process, a method anchored in their founding medical roots wherein they ask their project teams to “behave as a unit.” Through weekly meetings, we worked with the Owner to develop and implement a plan for lean and integrated behavior across the projects. We worked with the Owner to develop and deploy the following elements: A Big Three Project Summit held multiple times […]