Abstract
The early work in project management introduced project-oriented systems and methodologies, previously lacking in the project direct participants. The emphasis inevitably was on centralised project teams owning the systems. The paper illustrates through case studies the developed concept of lean project management, which recognises that the system and philosophy is now better understood by participants, who themselves provide and contribute to the project control mechanisms. The project manager becomes an individual client-based leader of the project team, the source of decision making and the conduit for communication. The approach has been successful on complex public arts buildings over 10 years and could be of general application in a wide range of project management and management by project environments.
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