Delays in the project management of change (MOC) process result in cost inefficiencies, poor reputation, and poor quality, so it is important to address these delays. This study identifies the factors causing the delay and proposes improvements as a solution. The concept approach is Lean Project Management. The research design is an exploratory sequential mixed method by selecting one sample of the MOC project using the purposive sampling technique. Primary data collection was use Focus Group Discussions (FGD) and observation, while secondary data uses documentation studies. The analysis technique uses value stream mapping (VSM) and why-why analysis. Mapping each work process and time using VSM to find out which jobs are value-added, non-value added, and non-value added but necessary. The results showed that there were communication gaps, poorly controlled plans and time schedules, and unclear RACI (responsibility, accountability, consult, and information) from everyone involved. This results in waste in the form of inappropriate waiting and processing. This is because understanding the concept of modification and detailed design of the MOC cannot be achieved comprehensively. The proposed improvement plan is to use a project charter, develop a realistic and consistent schedule plan, and review and socialize RACI.