CRITICAL CHAIN PROJECT MANAGEMENT (CCPM)

Presented by Adnan Dastgir Sp-10-137

SEQUENCE
Main problems in project management Contradictions in project management Critical chain project management Steps of CCPM Benefits Conclusion

MAIN PROBLEMS IN PROJECT MANAGEMENT

The main problem is variation things happen in unpredictable way Basic negative factors during execution of project can be grouped as:

Multitasking

Accumulation of numerous pending tasks at the same time

Students Syndrome

Everything is done at the last moment and then something goes wrong
Delays are accumulated and work is not finished in advance
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Mutual dependence between tasks

CONTRADICTIONS IN PROJECT MANAGEMENT

What we want...
To finish projects on time To take more projects; To decrease the time for project accomplishment; To keep projects within their budget; To make customer happy;

...and what we actually do

We try to finish separate tasks on time We try to make our people more efficient We try to decrease the time for task accomplishment; We take risks related to comparatively small costs; We fight with each other on resource conflicts;

In this column we have only

global, companylevel factors;

In this column we have

only local factors!

SOLUTION CRITICAL CHAIN PROJECT MANAGEMENT

Application of method known as Critical Chain Project Management (CCPM).

A method of planning and managing projects that puts the main emphasis on the resources required to execute project tasks

This method stresses protection of the whole project by application of Project Buffer and working with challenging net times for each separate task. Critical Chain is the longest chain of dependent tasks and resource usage steps in a project.

THE FIVE FOCUSED STEPS IN CCPM

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 to become the real constraint! ( E. Goldratt )
1.
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HOW TO MANAGE PROJECT THIS WAY?

1. Identify the Constraint!

It is the Critical Chain that acts as project constraint; It defines its success or failure!

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 look like Start at , work with full priority and maximal intensity, and when you are ready pass the task to the next resource! Protect the whole project length by Project Buffer; Main indicator is consumption of the project buffer!

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 called Feeding Buffer.
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BUFFERS

Project Buffer protects the whole project from variation along the Critical Chain Project Buffer serves as main indicator for project progress Feeding Buffer protect the project from variation along feeding chains

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CHALLANGES

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 it in the fastest possible way, I will do nothing else and I will transfer it immediately to next link of project chain!) No multitasking is allowed! Make this basic part of organizational culture!
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4. ELIMINATE THE ROOT CAUSE OF THE CONSTRAINT

Increase

the resources along the Critical Chain; Other possibilities include doubling of feeding chains and/or their acceleration.

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PROJECT BUFFER AS INDICATOR

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; if in yellow area check what is going on; if in the red area (only then!) take action!
Project Buffer Consumption
0 0

25

Critical Chain Accomplishment (%)

50

75

100

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BENEFITS OF CCPM

An aggressive target duration schedule, along with elimination of task due-dates, minimizes impact of Students syndrome. Buffers allow resources to focus on work without task duedate distraction and efficiently protect against "Murphy's Law" with shorter project lead-times. Resource alerts and effective prioritization of resource attention allow projects to take advantage of good luck and early task finishes while buffers protect against bad luck and later than scheduled finishes. Buffer Management provides focus for schedule management, avoids unnecessary distraction, and allows recovery planning to take place when needed, but well 14 before the project is in trouble.

CONCLUSION

Putting Critical Chain Scheduling and Buffer Management in place is not quite as easy as flipping a switch or turning on a new piece of software It requires real change in how projects, resources, and priorities are managed But if project speed and reliability are important to an organization, it may well be worth the effort to assess the potential benefits of implementing CCPM
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THANK YOU

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