A large of scaled development is ongoing in the industrial and infrastructure sectors in Indonesia. Megaproject especially in construction projects is considered disappointing due to over budget, delayed, and under quality. This lack of performance is due to the complexity and uncertainty of megaprojects. Therefore, the aim of this study is to discover how to use lean practices to maximize project value, shorten the project schedule, improve project quality, and reduce waste in the construction industry. This was achieved by analyzing a case study of a construction project in Indonesia. The case study revealed that implementation of critical chain project management as well as lean practices during the project, including the Last Planner System (LPS) and continuous improvement, all contributed to the improvement of project performance. To supplement the case study and to provide insights on the differences between local and international lean construction (LC) practices, interviews with project stakeholders and a questionnaire survey of global lean experts were conducted. Results indicated that interviewees and survey respondents both held the view that project waiting times and defects can be greatly reduced through the implementation of LC, and that improvement of construction workflow along with the project.