Critical Chain Project Management Final

8/2/2019 Critical Chain Project Management Final

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CRITICAL CHAIN PROJECTMANAGEMENT (CCPM)

Presented by Adnan DastgirSp-10-137


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SEQUENCE

Main problems in project management

Contradictions in project management

Critical chain project management Steps of CCPM

Benefits

Conclusion

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MAIN PROBLEMS IN PROJECT MANAGEMENT

The main problem is variation things happenin unpredictable way

Basic negative factors during execution ofproject 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

Mutual dependencebetween tasks Delays are accumulated and work is not finished in advance

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CONTRADICTIONS IN PROJECTMANAGEMENT

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 moreefficient

To decrease the time for projectaccomplishment;

We try to decrease the time for taskaccomplishment;

To keep projects within their budget; We take risks related tocomparatively small costs;

To make customer happy; We fight with each other on resourceconflicts;

In this column we have only

global, company-

level factors;

In this column we have

only local

factors! 4


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SOLUTION CRITICAL CHAINPROJECT MANAGEMENT

Application of method known as Critical Chain ProjectManagement (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 byapplication of Project Buffer and working with challengingnettimes for each separate task.

Critical Chain is the longest chain of dependent tasks andresource usage steps in a project.

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THE FIVE FOCUSED STEPS IN CCPM

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!

( E. Goldratt )

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HOW TO MANAGE PROJECT THIS WAY?

1. Identify the Constraint!

It is the Critical Chain that acts as projectconstraint;

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!

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

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

means that these chains must be completed beforeplanned 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 projectprogress

Feeding Buffer protect the project from variation alongfeeding chains

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CHALLANGES We must create attitude in people which does not

allow the StudentSyndrome!

Apply relay race method (When I get a task, I

will start it immediately, I will do it in the fastestpossible way, I will do nothing else and I willtransfer it immediately to next link of projectchain!)

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

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The project leader sees a chart like that below; this mayhappen in real time;Delay in accomplishment of certain task look like crawlingupwards of corresponding task point upwards to the redarea;

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!

ProjectBuffer

Consumptio

n

0 25 50 75 100

Critical Chain Accomplishment (%)

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BENEFITS OF CCPM

An aggressive target duration schedule, along withelimination of task due-dates, minimizes impact ofStudentssyndrome.

Buffers allow resources to focus on work without task due-

date distraction and efficiently protect against "Murphy'sLaw" with shorter project lead-times.

Resource alerts and effective prioritization of resourceattention allow projects to take advantage of good luck and

early task finishes while buffers protect against bad luck andlater than scheduled finishes.

Buffer Management provides focus for schedulemanagement, avoids unnecessary distraction, and allows

recovery planning to take place when needed, but wellbefore the project is in trouble. 14


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CONCLUSION

Putting Critical Chain Scheduling and BufferManagement in place is not quite as easy asflipping 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 toassess the potential benefits of implementingCCPM

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THANK YOU

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Critical Chain Project Management Final

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