project management at dazzling speed short 2

7/28/2019 Project Management at Dazzling Speed Short 2

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Pro jec t Management A tDazzling Speed

(Critical ChainProject Management)


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(A lmost) A Joke ...

The weakest l ink in a chain is

in fact the strongest onesince i t breaks i t !

St. Letz


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A great deal of todaysbusiness activities haveproject approach;

Traditional Darwinism (Thestrong eat the weak) isalready substituted bybusiness Darwinism (Thequick eat the slow)

A Few General Issues :


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Main p rob lems in p roject

management

The main problem is var iat ion things happen in

a not predictable way (It is always different! :

Mr. Peter Ivanov, my respected friend). And Mr.

Murphy is a workaholic!

Basic negative factors can be grouped as:

Multitasking (accumulation of numerous pending tasks

at the same time);

Students Syndrome (everything is done at the lastmoment and then something goes wrong);

Mutual dependence between tasks (delays are

accumulated and not work finished in advance).


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Con tradict ions in Project

Management

What we want... ...and what we actually doTo finish projects on time We try to finish separate tasks on

time

To take more projects; We try to make our people more

efficient

To decrease the time forprojectaccomplishment;

We try to decrease the time fortaskaccomplishment;

To keep projects within their budget; We take risks related to

comparatively small costs;

To make customer happy; We fight with each otheron resource

conflicts;

In th is c olumn we have only

global , company-

level facto rs;

In th is colum n we have

only local

factors!


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And ... -So what?

We mustat tack the assumpt ion

that people mus t be measu red by

theirbeing busyand by theirt imely report ing for accom pl ished

tasks;

To p rov ideprotect ionagainst thepermanent ly v igi lant andVERY

labo r ious Mr. Murphy!


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Miracles are Possible

and the only REALLY

DRASTIC improvement may bedone on ly on Company-w ide

that is, Sys tem level!


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But There Is a Way!

Our salvation lies in application of method known as

Critical Chain Project Management (CCPM). CCPM is an

application of Theory of Constraints (TOC) in the field of

project management ( including design )

This method stresses protection of the whole project by

application ofProject Bufferand working with challenging

net times for each separate task.

Critical Chain is the longest chain of dependent tasks andresource usage steps in a project. (You know traditionalconcept of Critical Path? Here we go a bit further!).


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The Five Focused Steps in

Constraint Management:

1. Identify the constraint;

2. Exploit the constraint;

3. Subordinate everything else in the System to

Art. 2;

4. Eliminate the root cause of the constraint;

5. Go back to Art. 1 and do not allow inertia tobecome the real constraint!

( E. Goldratt )


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How To Manage Pro ject This

Way?

1. Identify the Constraint!

It is the Critical Chain that acts as project

constraint;

It defines its success or failure!


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2.Exploit the Constraint!

Squeeze the Critical Chain! Press timely implementation(net times!) of all tasks lying on it!

Resources work without fixed deadline their orders looklike Start at , work with full priority and maximal intensity,and when you are ready pass the task to the nextresource!

Protect the whole project length by Project Buffer;

Main indicatoris consumption of the project buffer!


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3.Subordinate everything else in the

System to Art. 2!

1. The non-critical parts of project plan are completely

subordinated to the Critical Chain.2. These part are known as Feeding chains;Subordination

means that these chains must be completed before

planned start of next task in the Critical Chain;

3. Resulting protection time gap is calledFeeding Buffer.


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About Bu f fers :

Project Bufferprotects the whole project from variation along theCritical Chain;

Project Bufferserves as main indicator for project progress;

Feeding Buffer protect the project from variation along feeding chains;

Buffer length is defined by application of ROTRule of Thumb -often 50% from net time length of corrresponding chain;

Definition of timing for feeding chains is shown in sequence 1-2-3below.


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Tough Issues!

We must create attitude in people which

does not allow the Student Syndrome!

Apply relay race method(When I get a

task, I will start it immediately, I will do itin the fastest possible way, I will do

nothing else and I will transfer it

immediately to next link of project chain!)

No mul t i task ing is allowed!

Make this basic part of Company culture!


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4. Elim inate the roo t cause o f

the Constraint

Double the resources along

the Critical Chain;Other possibilities include

doubling offeeding chains

and/or theiracceleration.


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Pro ject Buffer As Ind icator

The project leader sees a chart like that below; this may

happen in real time;

Delay in accomplishment of certain task look like crawling

upwards of corresponding task point upwards to the red

area;

Rule is simple: if points are in green area do not do anything;ifin yellow area check what is going on; ifin the red area

(only then!) take action!

ProjectBuffer

Consumptio

n

0 25 50 75 100

Critical Chain Accomplishment (%)

0


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Managing o f More Projects

Here we manage CRITICAL (Strategic)

RESOURCE a Company-level resource

which defines whether things will be done ontime ;

Here we buffer this resource by STRATEGIC

RESOURCE BUFFER;

This buffer is located in front of the task(s) of

the Strategic Resource in order to guarantee its

continuous work.


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Examp le fo r Two-Project

Management Set

P j M i i S h (E l )


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Project Monitoring Screenshot (Example)

(Or what does the boss see)Priority Status Project name Project manager Deadline % accomplished

1 Project 1 John Screw25.12.2006

98

21 Project 2 Mary Mess

31.01.2007

48

13 Project 3 Peter Pickpocket

14.02.2007

63

54 Project 4 Mary Mess03.03.2008

15

23 Project 5 George Binladin 24.05.2007 41

13 Project 6 Helluv OBooze 01.08.2008 18

17 Project 7 Mary Mess 30.10.2007 38

41 Project 8 Helluv OBooze 23.11.2007 34

The main indicator is the colour of the Project Bu ffer status!


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But If We Sti l l Have

Problems

... Just app ly the Five Focu sing Steps:

1. Identify the constraint;2. Exploit the constraint;

3. Subordinate everything else in the System toArt. 2;

4. Eliminate the root cause of the constraint;

5. Go back to Art. 1 and do not allow inertia tobecome the real constraint!

project management at dazzling speed short 2

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