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!