an introduction to critical chain project management (ccpm)
DESCRIPTION
A presentation by Gary Palmer, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013TRANSCRIPT
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Gary Palmer Critical Point Consulting
1
An extract of a presentation given to the APM PMC SIG Seminar on
2nd October 2013
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Intellectual Property
This document is the Intellectual Property of Critical Point Ltd
This document is supplied for the personal use of
the recipient and is not to be copied, edited, transmitted or broadcast in part or in whole
without the prior permission of Critical Point Ltd.
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Late
What do we mean by ‘Project Failure’?
3
Over Budget
Below Specification
Below Quality
Any one (or more) of the above
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Late
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Over Budget
Below Specification
Below Quality
Why do we need to change? - 1
Because many projects are one or more of the above
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Why do we need to change? - 2
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Productivity & Throughput:
Often Low
Excessive Wastage
Slow Progress
Costly
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Why do we need to change? - 3
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Business Impact:
Product Expensive
Late to Market
Customer Dissatisfaction
Reputation
Project Failure & Slow Costly Projects Cripples Business
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1. The traditional methods in use,
VIRTUALLY GUARANTEE these results.
Why do we continue to have poor project performance?
7
2. We have not had a viable alternative.
Until now…
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CCPM Statistics:
Project Delivery: 90%+ on time
Project Completion: 20% - 50% Faster
Productivity: 20% - 60% Increase
Throughput: 50% - 200% Increase
Critical Chain Project Management
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Without increasing resources
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By resolving:
Endemic problems in Traditional Proj. Mgmt
How Does CCPM Deliver These Improvements?
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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Techniques: Working practices, Behaviours
Tools: Processes, Software
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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Individually: Resolve a specific problem
Collaboratively: In unison to support the whole
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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Improvements: Efficient processes
Faster operation
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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Scheduling: Optimum, realistic schedule
Effective contingency protection
Execution: Efficient working practices
Excellent progress visibility, focus, control
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‘A set of interlinked techniques and tools that work individually and collaboratively to significantly improve the processes and operation of scheduling and execution in project, programme and portfolio environments’
What is CCPM?
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Projects: Single projects
Programme: Multi-project
Portfolio: Enterprise-wide
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Traditional Project Management
The Five Elements of Failure
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
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So, what are the problems in Traditional Proj. Mgmt.?
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Traditional Project Management
The Five Elements of Failure
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
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Planned Completion
Attempt to impose a Rigid construct on a Variable situation
Actual dates will always change
… and will need constant and continued updating
09/09 1/10
13/09 23/09 04/10
10/09 1/09 15/09 23/09 1/10 15/10
10/09 15/09 21/09 07/10
23/09 22/09
30/09
13/10
22/09 03/10 09/10
09/09 14/09 22/09 13/10
14/09 20/09 06/10 13/10
Traditional Project Management
Task Deadline Scheduling – Planning to Fail
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Shouldn’t early and late finishes balance out?
Usually not.
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Traditional Project Management
Task Deadline Scheduling – Planning to Fail
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Potential Early Finish
Parkinson’s Law – ‘Work expands to fill the time available’
Task
Deadline Date
Missed Time-Saving
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Traditional Project Management
Task Deadline Scheduling – Planning to Fail
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3 d
5 days
7 days
Late Finish Adds Time
Early Finish Gain Lost
5 days
5 days 5 days
Planned
2 days added to schedule
No benefit to schedule
Parallel Converging Tasks tied to schedule dates
Losses Accumulate - Gains Don’t …And the schedule moves out
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Traditional Project Management
Task Deadline Scheduling – Planning to Fail
5 days 5 days 5 days
✓
✓
✓
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Dates attempt a rigid structure on a variable situation
Parkinson’s Law often prevents early finishes
Losses increase time and costs, not offset by gains
Schedule is guaranteed to require frequent changes
Project end-date slip is almost inevitable
Summary
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Traditional Project Management
Task Deadline Scheduling – Planning to Fail
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Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
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CCPM Schedule
Critical Chain Project Management
The Five Elements of Success
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09/09 1/10
13/09 23/09 04/10
10/09 1/09 15/09 23/09 1/10 15/10
10/09 15/09 21/09 07/10
23/09 22/09
30/09
13/10
22/09 03/10 09/10
09/09 14/09 22/09 13/10
14/09 20/09 06/10 13/10
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Why use dates if we know that they are going to change?
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No Due Dates / Deadlines Schedule is used only as a Dependency Chart
Work is progressed as a ‘Relay Race’ No schedule updating necessary
CCPM Schedule
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Potential Early Finish
Task
Deadline Date
CCPM Schedule
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So now, without deadlines to fuel Parkinson behaviours,
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High Levels of Embedded Contingency
CCPM Project-Level Contingency
Traditional Task-Level Contingency (Review)
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CCPM Project-Level Contingency
Remove task-level contingency
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CCPM Project-Level Contingency
Remove task-level contingency
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Task Estimates have no in-built contingency
Estimates are based on ‘Aggressive-but-possible’ task times
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Shorter Task Durations & much reduced timeline
No space for Parkinson or Student Syndrome
But where is our contingency now?
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CCPM Project-Level Contingency
Remove task-level contingency
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Buffer protects the Project – not individual tasks Provides the project Commit Date
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CCPM Project-Level Contingency
Aggregate Contingency
Project Commit
Date
Project Buffer
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Critical Task over-runs are absorbed by the Buffer
The Project ’Schedule’ remains unchanged
The Project Commit Date is not affected
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CCPM Project-Level Contingency
Project Protection
Project Commit
Date
Project Buffer
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CCPM Project-Level Contingency
Project Protection
Project Commit
Date
Project Buffer
Buffer Status shows the impact on contingency
And we are able to measure and manage our contingency
Buffer Status
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If a Critical Task finishes early…
The time saved is ‘added back’ into our contingency
Buffer Status always shows the latest position
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CCPM Project-Level Contingency
Project Protection
Project Commit
Date
Project Buffer
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Buffer Status
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Project Contingency which results in
Student Syndrome which results in
Parkinson’s Behaviours and
Streamlined Schedules with
Aggregated Uncertainties are built into a
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Visible, Manageable Contingency which prevents
Protected From Delays and
Fast and Efficient Projects which are
Do not require Schedule Changes
CCPM Project-Level Contingency
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Project-Level Contingency Cascade
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Traditional Project Management
The Five Elements of Failure
Poor Measures & Control
Multi-tasking
Critical Path
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CCPM Schedule
Project-Level Contingency
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Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
Task E
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Critical Path ignores resources Critical Path based ONLY on task dependency & duration
Valid only in an environment without resource constraints
But what happens if we have resource contentions?
Traditional Project Management
Critical Path – A dangerous path to follow?
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Critical Path Problems
Resource Contentions
Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
Task E
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Critical Path Problems
Post–CP Resource Levelling
Task E
Task H
Task F
Task I
Task B Task D
Task G
Task A Task J
Levelling resolves the issue… but increases timescales
And the vision of the Critical Path dominates
…and so tactical manoeuvres soon start...
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Task C
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Critical Path Problems
Avoidance Tactics 1- Multi-Tasking
Task H
Task B Task D Task A Task J
Task E
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Quality may be reduced
Predictability becomes less certain
Work becomes fragmented and control less easy
But because Multi-tasking takes longer…
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Critical Path Problems
2 - Overtime
Task H
Task B Task D Task A Task J
Task E
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…Extra hours need to be worked
Scheduling becomes difficult
And Control starts to ebb away
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Critical Path Problems
Slippage
Task H
Task B Task D Task A Task J
Task E
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Multi-tasking is high risk
High potential for slippage
Diminishing returns due to staff morale / burnout
Schedule long since become unmanageable 42
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Critical Path Problems
Scope Cut
Task H
Task B Task D Task A Task J
Task E
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Last resort to hit target date is a Scope Cut
May cause work in other areas
Further degrades quality
‘Project Meltdown’
Sco
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Cu
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op
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ut
Sco
pe
Cu
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Incorrect Dependency Path often with
Misleading Priorities which encourages a spiral of
Ignoring Resources Contentions leads to an
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Unstable Schedule which needs
Traditional Project Management
Critical Path Problems
Fire-fighting tactics which leads to an
Unrealistic Completion Dates and
Out of Control Project with an
Critical Path Cascade
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Frequent Changes
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Poor Measures & Control
Multi-tasking
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CCPM Schedule
Project-Level Contingency
Critical Chain
Critical Chain Project Management
The Five Elements of Success
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Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
Task E
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CCPM Critical Chain
1. Build Dependency Network As Normal
Include Resource Requirements
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CCPM Critical Chain
2. CCPM Software - Resource Levelling
Task E
Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
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Prevents over-allocation of resources
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CCPM Critical Chain
3. CCPM Software - Identify the Critical Chain
Task E
Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
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CCPM treats Resource Constraints as dependencies…
…which changes the project priority path
Priority sequence ‘jumps’ to resource dependencies
A realistic critical sequence – The Critical Chain 48
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Critical Chain / Critical Path Comparison
Task E
Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
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Task H
Task F
Task I
Task B Task C Task D
Task G
Task A Task J
Task E
Critical Chain
Critical Path
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Correct Dependency Path with
Realistic Priorities which provides a
Including Resources Contentions leads to a
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Stable Schedule that
Realistic Project Duration and
Project Under Control with a
CCPM Critical Chain
Critical Chain Cascade
50
Does not need changes
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Traditional Project Management
The Five Elements of Failure
Poor Measures & Control
Multi-tasking
51
CCPM Schedule
Project-Level Contingency
Critical Chain
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3d
Task 1: 9 days Task 2: 9 days Task 3: 9 days
Time
3d 3d 3d 3d 3d 3d 3d 3d
Without Multi-tasking:
With Multi-tasking:
27 Days
29 Days
• Nothing gets completed until day 23.
2 days added to overall duration. Quality likely to be poorer.
Day 23 Day 9
• Everything is late.
Task 1: +14 days late(+155%) Task 2: + 8 days late (+42%)
Task 3: +2 days late (+22%)
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Traditional Project Management Multi-tasking:
The Illusion of being productive
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Multi-tasking; The SINGLE best way…
…to screw up TWO JOBS.
It slows everything down
It reduces quality
It wastes time and costs more
It is bad for morale
It complicates scheduling & control
It removes planning predictability
It causes delivery delays
Summary
Traditional Project Management Multi-tasking:
The Illusion of being productive
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Poor Measures & Control
54
CCPM Schedule
Project-Level Contingency
Critical Chain
Single-tasking
Critical Chain Project Management
The Five Elements of Success
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One task only worked on at a time
No interruptions
Dedicated work until complete
CCPM - Task Management
Single Tasking
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3d
Task 1: 9 days Task 2: 9 days Task 3: 9 days
Time
3d 3d 3d 3d 3d 3d 3d 3d
Without Multi-tasking:
With Multi-tasking:
27 Days
29 Days
• Nothing gets completed until day 23.
2 days added to overall duration. Quality likely to be poorer.
Day 23 Day 9
• Everything is late.
Task 1: +14 days late(+155%) Task 2: + 8 days late (+42%)
Task 3: +2 days late (+22%)
Traditional Project Management Multi-tasking
The Illusion of being productive
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Task 1: 9 days Task 2: 9 days Task 3: 9 days
Time
Without Multi-tasking:
27 Days
CCPM Single Tasking
The reality of being productive
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It improves quality
It reduces time & money spent
It simplifies scheduling & control
It enables planning predictability
It is good for morale
It speeds everything up
Summary
CCPM Single Tasking
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Traditional Project Management
The Five Elements of Failure
Poor Measures & Control
Multi-tasking
59
CCPM Schedule
Project-Level Contingency
Critical Chain
Single-tasking
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Use of ‘Percentage Complete’:
Report to expectation – no bad news to give
Can’t be challenged – only task owner knows
Often simply aligned with time used
Optimism that time can be pulled back
Reality is often ignored - An easy place to hide
Traditional Project Management
Progress Measurement
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Measurements - Percentage Complete, Time / money used / left
Position against base line, Milestones achieved…
What do they tell us? How much time/money used - Retrospective
What do they tell us about the future? Very little…
Traditional Project Management
Progress Measurement
61
What is the Only Question PM’s get asked?
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Are we on target?
What do we really need to know?
How exposed are we?
Have we got enough safety in hand?
Is there a trend?
Is it upward or downward?
Should we be taking any action?
Where should we be taking action?
Traditional Project Management
Progress Measurement
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Often not a true / realistic picture
Real Status / safety contingency is hidden
False sense of schedule security
Leads to persisting ‘90% complete’ / late-emerging issues
Can cause major / incorrect re-scheduling
Doesn’t answer the Big Question
Summary
Traditional Project Management
Progress Measurement
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Critical Chain Project Management
The Five Elements of Success
Multi-tasking
64
CCPM Schedule
Project-Level Contingency
Critical Chain
Single-tasking
Good Measures Visible Control
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CCPM Progress Reporting:
Frequent – daily
Is task complete?
If not, how much task-time left remaining?
65
CCPM Progress Measurement
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CCPM Progress Measurement
‘Critical Chain’ Completed
✓
✓
✓
Critical Chain completed reported into CCPM software
66
A
B C D
E F
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CCPM Progress Measurement
Contingency Buffer Usage
67
+3
+3
A
B C D
E F
✓
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CCPM Progress Measurement
Contingency Buffer Usage
Task C has no effect on buffer
68
Buffer Used
+3
+3
+3 +3
Buffer Remaining
A
B C D
E F
✓
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CCPM Progress Measurement
Contingency Buffer Usage
Early report from task D that an additional 5 days will be required
This report also feeds into the Buffer usage
Provides earliest notification of expected position
69
Buffer Used
+3
+3
+5
+3 +3
Buffer Remaining
D C B
A E F
+5
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Amount of critical work completed: Critical Chain
Put these two together…
CCPM Progress Measurement
70
Now we have two key measurements:
How much contingency remaining: Project Buffer
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Singular
Objective
Predictive
Easily interpreted
Auto constructed
Up-to-date
Immediate
CCPM Progress Measurement
The Fever Chart
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Daily Reporting:
Progress is always up-to-date
Project position is always up-to-date
Summary - 1
CCPM Progress Measurement
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‘Remaining Duration’ Reporting:
More accurate / realistic picture
Focusses the task worker
Real Status / safety contingency is visible
Persisting ‘90% complete’ syndrome banished
Prevents late-emerging issues
Summary - 2
CCPM Progress Measurement
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Fever Chart:
Combined view of progress and contingency
Trends provide early warning
Objective, singular, visual, always available
Prevents unnecessary schedule changes
Answers the Big Question!
Summary - 3
CCPM Progress Measurement
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Critical Chain Project Management
The Five Elements of Success
Multi-tasking
75
CCPM Schedule
Project-Level Contingency
Critical Chain
Single-tasking
Good Measures Visible Control
Yes – but not just 5 problems, CCPM fixes 2 more as well.
So, have we fixed all of the problems?
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The Ever
Changing
Schedule
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Traditional Project Management
The Five Problems
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
77 What other problem is common to each of these?
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Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
78 Each individual issue causes schedule changes
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
Traditional Project Management
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Project-Level Contingency
Rem. Duration Visible Control
Single-tasking
Critical Chain
CCPM Schedule
CCPM Schedule Stability
79
Each CCPM element fixes individual problems AND
removes the causes of Schedule Changes
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Vicious Circles C
riti
cal P
oin
t C
on
sult
ing
80
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Traditional Project Management
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
81
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
But…Not only does each problem area cause schedule
changes…
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Traditional Project Management
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
82 Each individual problem area perpetuates others
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
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Traditional Project Management
Self-Perpetuation
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
Schedule Changes
83 Locked-in to self-perpetuating systemic failure
Task-Level Contingency
Poor Measures & Control
Multi-tasking
Critical Path
Deadline Schedule
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Project-Level Contingency
Rem. Duration Visible Control
Single-tasking
Critical Chain
CCPM Schedule
CCPM Schedule Stability
84
CCPM removes the causes of individual problems,
constant schedule changes and systemic failure
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Seven Problems of Traditional PM…
…and the Seven Solutions of CCPM
Traditional Problems:
Deadline Scheduling
Task-Level Contingency
Critical Path
Multi-tasking
Poor Measures & Control
Schedule Volatility
Problem Perpetuation
85
CCPM Solutions:
Flexible Scheduling
Project-Level Contingency
Critical Chain
Single-tasking
Good Measures & Control
Schedule Stability
Solution Constancy
Traditional v’s CCPM – Overall Summary
+ Poor Work Environment
= ‘Progressive Excellence’
+ Good Work Environment
= ‘Terminal Mediocrity’
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Programme
& Portfolio
Myth
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Achieving Terminal
Mediocrity on a
Large Scale 86
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The Programme & Portfolio Myth
1. That the more projects you start, the more you will get done
87
CCPM in Programme and Portfolio
Environments
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KR
KR
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Overlapping Projects + Overloaded Resources
KR
KR
KR
Key Resource
KR
Project 1
Project 2
Project 3
88 Projects stopped by resource contention
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3mths
Project 1: 9mths Project 2: 9mths Project3: 9mths
3mths 3mths 3mths 3mths 3mths 3mths 3mths 3mths
Project Fragmentation:
27 mths
30 mths
mth 23
mth 9
Overloaded Programme
1. Project Fragmentation
Overloading can lead to project fragmentation
Fragmentation delays all projects
89
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3mths
Project 1: 9 mths Project 2: 9mths Project3: 9mths
3mths 3mths 3mths 3mths 3mths 3mths 3mths 3mths
27 mths
30 mths
Overloaded Programme
2. Increased Exposure to Change
9 mths
21 mths
Longer elapsed time gives more exposure time for changes
Changes generate more work and extend projects
Meanwhile unfinished work gets ‘rusty’ 90
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Project 1
Project 2
Project 3
Perception Reality at Working Level
Overloaded Programme
3. Generates Multi-tasking
Overloading creates multi-tasking at the working level Causes constant schedule changes
Causes fighting for resources Slows all projects
91
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Project 1
Project 2
Project 3
Plan Reality
Overloaded Programme
4. Loss of Completion Predictability
?
?
Multi-tasking leads to Fragmentation
Fragmentation makes completion unpredictable
?
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Project fragmentation causes delays
Increased exposure to changes
Drives multi-tasking
Competition for Resources
Loss of Planning Predictability
Summary
Traditional Project Management
Overloaded Programme
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The Programme & Portfolio Myth
1. That the more projects you start, the more you will get done’
… You won’t
94
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The Programme & Portfolio Myth
So what can we do to improve this?
1. That the more projects you start, the more you will get done
95
… You won’t
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Recognise that:
Increasing work in progress slows throughput
Decreasing work in progress speeds up throughput
CCPM in Multi-Project Environment: Maximising Throughput
96
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‘Reducing Work in Progress:
Reduce & Limit ‘In progress’ projects to optimum
‘Stagger’ new project starts
Implement a ‘Pull’ System: not a ‘Push’ System
CCPM in Multi-Project Environment: Maximising Throughput
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Overlapping Projects + Overloaded Resources
“It’s all TOP PRIORITY”
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Key Resource
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Project 1
Project 2
Project 3
98 Projects stopped by resource contention
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Project 1
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Stagger Project Starts on Key Resource
Project 2 KR
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Key Resource 99 Stagger projects = faster completions
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Reducing WIP accelerates throughput
Staggering starts reduces key resource contention
Multi-tasking greatly reduced
Competition for resources reduced
Planning predictability restored
Increased throughput improves profitability
Summary
CCPM in Multi-Project Environment: Maximising Throughput
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It’s what you finish…
…not what you start.
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Singular
Objective
Predictive
Easily interpreted
Auto constructed
Up-to-date
Immediate
CCPM Programme Management
The Programme Fever Chart
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Programme Fever Chart focusses on projects that need attention
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Critical Chain Project Management
Progress Monitoring
Drill Down for detail
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The Evidence
for CCPM
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High Tech 3M Advasense Technologies Agilent Technologie AMCC AMD Avaya Avitronics Barco Bell Canada BT Radianz Computer Sciences Corp Cray, Inc. ECI Telecom Ltd. Eclozion Informatique Ericsson Estonian Telephone Fairchild Semiconductor Graftech Hewlett Packard Hitachi Computer Products Honeywell IBM Ismeca Europe Semiconductor ITT Canon L-3 Communication Systems LSI Logic Lucent Technologies Marvell
High Tech / Medtronic, Inc. Microsoft Motorola Numonyx Philips Semiconductors Pioneer Qualcomm RSA Security SanDisk Sapient Seagate Technology LLC Sony Ericsson Spirent Communications Sprint Sun Microsystems Symbian Tadiran Spectralink Tektronix TT Technologies Tundra Semiconductor Workscape Xerox Corporation Business Education Ashridge Management College Project Management Institute London Business School + Over 160 Universities
Life Sciences Abbott Labs Adirondack Surgery AHIS-St. Vincent Health AMGEN Andover Healthcare Inc. Arterain Medical Baxter Boston Scientific Central Dupage Health Bovis Pharmaceuticals Converge Medical Inc. Cytori Therapeutics, Inc. Edwards Lifescience Ethicon Gambro Healthcare GlaxoSmithKline Johnson & Johnson Medtronic Merck Medco Managed Care Pfizer Pharmacia Roche Diagnostics Spectranetics Tenet Health Care Tyco Healthcare United Behavioral Health Vascore Medical Ventana
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Companies Using CCPM - 1
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Aerospace and Defense Aerojet Corporation Air Force Institute of Tech. BAE Systems The Boeing Company General Dynamics Halliburton ITT Space Systems Lockheed NASA Northrop Grumman Portsmouth Naval Shipyard Puget Sound Naval Shipyard Raytheon SAAB Avionics US Air Force
Consumer Products Coca-Cola Colgate Palmolive Del Monte Foods Fonterra Gillette Heineken IKEA Kraft Foods McKee Foods Nike Philip Morris
Industrial ABB Accoat Advanced Energy Technology Alcan Alfa Lava American Rubber Products Applied Plasmonics AREVA Atomic Energy of Canada . Balfour Beatty Bimba Manufacturing Bosal Bosch Rexroth Ltda. Brice Manufacturing BVR Technologies Company C.F. Roark Welding. Callaway Golf Celite Corporation s Conoco Corning Cable Systems Cueros Industrializados DaimlerChrysler UK Danfoss Delta Faucet Company Detroit Diesel Reman-West DuPont Eastman Kodak Company
Industrial/ ExxonMobil Chemical Fisher Controls Fluid Brasil Sistemas Fluke Corporation Fuel Cell Energy GE Industrial Systems Hach Honda ITT Corporation Kawasaki Heavy Industries, M&M Precision Systems Marshall Industries Merichem Chemicals Milwaukee Forge Rail care Raychem Rolls Royce Siemens Sylvania Unilever Tata UPC Technology Volvo Source:TOC International, Gatlinburg, TN.
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Companies Using CCPM - 2
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Space Shuttle Software Development Project Projects completed up to 42% ahead of schedule.
Space Shuttle Hardware Development Project Hardware delivered 36% early, 20% under budget, exceeded quality expectations
Space Shuttle Engineering Document Development Project Schedule reduction of 58%, exceeded customer expectations
Boeing Space Shuttle Development Results using CCPM:
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Some Results:
After having used it in 2,523 public works projects in 2007 and over 4,000 public works projects in 2008, the Japanese government has recommended that critical chain project management “be used on all projects henceforth (approximately 20,000 projects per year).”
Japanese Government
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Professional Recognition
APM Body of Knowledge. "An alternative to creating networks based on activity dependencies is to use a technique called critical chain. This method considers the availability of resources and the interdependencies between resources.“ - APM Body of Knowledge 6th edition (2012) p 155
Association for Project Management
PMI Body of Knowledge “Critical chain is a schedule network analysis technique that modifies the project schedule to account for limited resources. Initially, the project schedule network diagram is built using duration estimates with required dependencies and defined constraints as inputs. The critical path is then calculated. After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. The resulting schedule often has an altered critical path.” PMI BoK 4th edition. Ch 6 Time Management p.155
Project Management Institute
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Professional Recognition
Conference Presentation Critical Chain Project Management using Microsoft Project 2010 and Prochain: Implementing Project Portfolio Management.
The Theory of Constraints International Certification Organization (TOCICO) is a global not-for-profit certification organization for TOC practitioners, consultants and academics to develop and administer certification standards, and facilitate the exchange of latest developments. TOCICO has run an international conference for the past 8 years.
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Development:
Result of many years of continuous development
Based on Theory of Constraints (TOC) 1980’s
Needed software to be truly viable
Software to slow to develop
Now several good software products
Key Publications by Eliyah Goldratt:
1984 'The Goal' – TOC in manufacturing
1997 ‘ Critical Chain’ - Applying TOC to project management
CCPM Potted History
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Not just software!
Often considerable culture change
Requires education throughout company
People need time to get used to new working methods
No ‘Big Bang’
Start with single project ‘Pilot’
Progress to Multi-project (Programme)
Progress to Portfolio (Organisation)
CCPM Implementation
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Over 15 years successful implementations of CCPM
in
Multiple companies / Multiple industries / Multiple countries
Consider what CCPM could do for your organisation
Contact us for
a free CCPM overview presentation
at your organisation
[email protected] 01892 506881
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Critical Point Consulting
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‘Critical Chain Project Management presents us with an opportunity to plan projects well for maybe the very first time. We should make sure that we break with our old traditions of how we have done things in the past, and re-plan our projects from scratch.
But planning is only half the story. The real power of CCPM comes from the control afforded during the execution or deployment of the job. Buffer status and buffer management allows us unprecedented feedback on the progress of the project and where to focus attention and where not.
And maybe this is the most important factor in the whole approach.
We have a totally new and systemic way to manage projects. We should make the very most of this opportunity.’ Dr. Kelvin Youngman
Last Word
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