CCPM Transformation Challenges - CMS Montera … · CCPM Transformation Challenges Monday,...

2015 TOCICO International Conference

©2015TOCICO.AllRightsReserved.

CCPM Transformation Challenges

Monday,September7,2015

JackWarchalowski&HaellKhaKbCMSMonteraInc.


2015TOCICOInterna/onalConference

Agenda

•  IntroducKon•  ObjecKves•  CCPMsoluKon•  CCPMbenefits•  ImplementaKonenablers•  ImplementaKonchallenges•  Howtobuildabridge•  ChangeManagementissues



Who is CMS Montera? •  CMSMonteraProvidesManagementSoluKonsand

SoPwaretoAccelerateProjectsandOpKmizeOperaKons



Presentation Objectives

•  DiscusscommonchallengesprevenKngfastandeffecKveCCPMtransformaKon

•  SuggestprovenwaysofspeedingupCCPMimplementaKons

•  DescribesomeCCPMsoPwarecapabiliKesrequiredtoenablechangemanagementprinciples



•  StaggerthereleaseofprojectsintoexecuKoninordertolimitthenumberofacKveprojectsinthepipeline

•  BufferprojectplansinordertobeXerprotectagainstunknowns•  PrioriKzetaskexecuKonbasedonprojectcompleKonvs.buffer

consumpKon

Priori/zeStagger Buffer

CCPM Solution



CCPM Benefits

LimitsWorkinProcess

Minimizesmul/tasking

Improvesvisibility&

synchroniza/on

Reduceslead/meandincreasesthroughput



CCPM Benefits

MoreSales/Profit

LowerCosts

25to50%Faster

HappyCustomers

>90%On-Time

MoreCapacity

10to25%MoreProjects

•  MostorganizaKonthatdecidetofollowCCPMmethodologycanachievethefollowingresults



Implementation Enablers ThingstoAvoid

•  Releasingtheprojectassoonaspossible

•  CreaKngfixedtaskschedule–Map•  PlanningProjectlikeaTrain

Schedule–gainsarelost•  PrioriKzingbasedonProject

Manager’sjudgement•  In-frequentProject/Taskupdates

focusedonworkcompleted•  FocusingonResourceEfficiency-

AssignTaskstoResourcestomaximiseresourceuKlizaKon

ThingstoEmbrace•  Chokingprojectreleasebasedon

phaseorresourceloading•  CreaKngflexibletasksschedules-GPS•  PlanningProjectlikeaRelayRace–

gainsareuKlized•  PrioriKzingbasedonProjectFlow

IndexandChainDelay•  FrequentProject/Taskupdates

focusedonworkremaining•  FocusingonTaskEfficiency–

AssignResourcestoTaskstominimizetaskduraKon



Lackof“buy–in”tocuengTaskDuraKons

DifficulttodomeaningfulResourceManagement/Scheduling(predicKonofrevenueandfutureresourceefforts)

Difficulttoknowwhenavendor(outsideresource)reallyneedstodelivertotheschedule

StarKngFeedingChainstooearly

“Justgivememoredates”

IftheFlowIndexisbelow1,howmanydaysneedtoberecovered?(howtoperforma“what-if”onvariousbufferrecoveryopKons)

Implementation Challenges



DifficulttoprioriKzeamongcompeKngFeedingBuffers

ToomuchcluXerontheNetworks/toohardtomaintain

DifficulttocommunicatePERTchartandBufferedGanXChartwithcustomer

SomeKmesthereisarequirementforfixedmilestones

Difficulttomanageverylargeprojects–poorornolinkwithsubprojects

Noeasywaytostaggerprojectsandseeimpactonresourceload

Implementation Challenges



How to build a bridge UseaggressiveduraKonsforInternalTasks• Assumeeverythinggoesnearlyperfect(opKmisKcduraKon)• Add50%buffertoalltasks(beposiKveJ)

Specify‘expected’startdatesofallchainsandtasks• Assumesalltaskswillconsumetheirbuffer• ExternalTaskssplitexpectedduraKonsinto2/3:1/3

BaseResourceManagementon“expected’startdates

Show‘EarlyStartDate’tomiKgaterisks



How to build a bridge CalculateFlowIndexforALLtasksrelaKvetoProjectBufferonly•  Feedingbuffersareusedonlytodeterminechainstartdate•  NoFeedingChainFlowIndexAutomateRDUupdatesforlinearlydecliningtaskduraKons(SupplyChain,LabtesKng,etc…)

CalculateDelayDaysbasedonFlowIndex• Anytaskthatconsumesmore/lessthanitsallowablebufferadds/reducesDelayDays(FlowIndexof1equals0DelayDays)

Whenneeded,‘Fix’resourcestartdatesandprovideDelayDaysimpactofresourceschedulingdecisions(e.g.criKcalresourcevacaKons)



How to build a bridge DelayDaysindicatehowmanydaystorecover



CreateGanXChartsbasedontask“expected”startdatesandduraKons(novisiblebuffer,forexternalcommunicaKon)

Linksub-projectstothemainprojectbuffer–providevisibilityofthesub-projectdelayimpactonthemainprojectbuffer

EnableWhat-ifCapabilitybystaggeringprojectsbasedonResourceGrouporProjectPhase(VirtualDrum)andchangingstartdate

How to build a bridge



How to build a bridge

Sub-Projectdelaysshouldbereflectedonmainproject



How to build a bridge %Loadisusedforstaggeringdecisions(VDorResources)



Change Management Issues

Averyeffec/veandoTenusedchangemanagementapproachistoremovethe“oldsystemandprocess”topreventpeoplefrommigra/ngback

Inourexperiencethisisimprac/calsincemostofthetoolsareimpera/vetosustainthefinancialprocessesofthebusiness(especiallyinlargeorganiza/ons)

Inaddi/on,therearemanyexis/ngsoTwaretoolstosupporttradi/onalPMframework–CCPMsoTwareoTenaddstotheplethoraoftools

Therefore,theCCPMimplementa/onandsuppor/ngsoTwarenotonlyneedtosupportCCPMprocessesbutalsoprovideabridgetoanalreadyfamiliarPMframeworktoenablesuccessfulCCPMTransforma/on



Presenter Bios

•  Jack Warchalowski is the President of CMS Montera. •  Prior to CMS, Jack was the head of operations for the High Tech manufacturer,

Ernst & Young management consultant, and a project engineer with Babcock & Wilcox.

•  Jack is a Certified Management Consultant and a Professional Engineer registered in Ontario. He holds an MBA degree from the Wilfrid Laurier University and a Bachelor of Applied Science in Mechanical Engineering from the University of Waterloo in Waterloo, Ontario. In addition, Jack is certified by the TOCICO in all aspects of TOC.

•  Haell Khatib is a Director – Consulting with CMS Montera Inc. •  Prior to CMS, Haell has 15 years of experience in project engineering and

process improvement •  Haell is a Project Management Professional (PMP) and a Professional Engineer

registered in Ontario. He holds a Bachelor of Applied Science in Mechanical Engineering from the University of Waterloo in Canada. He is also certified by the TOCICO in Critical Chain Project Management.

CCPM Transformation Challenges - CMS Montera … · CCPM Transformation Challenges Monday,...

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