CCPM in Construction Industry - Practical Guide for Top Executives by Prabhakar Jadhav-libre

WeCare SESSION ON CCPM TO THCL AT

GURGAON

03-06-2013 17:39:21

G U R G A O N

G A T E W A Y

An Epitome of

Luxury


GURGAON

An Epitome of Luxury

Exquisite cluster of towers form the new latest landmark

which would be the New Gateway to Gurgaon and will

redefine the Skyline forever.

Strategically located and endowed with unique

concepts of vertical greens and sky gardens this new

gateway would provide a perfect ambience to match

your lifestyle.

With the best in class specification and world class

amenities a home at The Gateway will make it certain

that your choice is a Gateway into the abode of the lux.


GURGAON

Sessions on CCPM

for Tata Housing – 7 th June 2013

19:33:46

WeCare SESSION ON CCPM TO THCL AT GURGAON

Introduction

Prabhakar Jadhav

Advisor to Ashoka foundation – “Housing for All” &

Mentor for WeCare

Retired as Head – Planning, Quality/Safety Systems and Change

Leader

B. Tech. [Hons ] IIT Kharagpur

Chartered Engineer , Fellow of Engineering

Work experience – 36+ years

Core competencies: Projects , Quality /safety Systems,

Business Processes , Business Excellence & Change Management

5

SESSION ON CCPM TO

THCL AT GURGAON

Agenda

Sampoorna Parivartan- It Starts with ME!

Duration = 60+10 min

Introduction & Ice Breaker

Introduction to CCPM

Typical Project Management - The Problems & Core Conflict

Direction of Solution - CCPM Approach

CCPM Implementation at Brigade

Introduction to CCPM

Introduction to Critical Chain Project Management

SESSION ON CCPM TO

THCL AT GURGAON

Critical Chain Project Management (CCPM)

is a method of planning and managing

projects that puts the main emphasis on the

resources required to execute project tasks

It was developed by Eliyahu M. Goldratt,

A Guru of aggressive Management Theories

WeCare

CCPM mainly uses the principles of ‘Theory of Constraint’ (TOC)

Which is;

A new management philosophy

New research method

Robust applications

8 Sampoorna Parivartan- It Starts with ME!

Critical Chain Project Management

Definition used by Eli Goldratt

for TOC is:

‘A Thinking Process that

enables people to invent

simple solutions to seemingly

complex problems.'

9 Sampoorna Parivartan- It Starts with ME!

TOC & CCPM

What does this mean?

Theory of Constraints thinking means a Project is viewed as

a System /Process , not just the sum of the individual tasks

In practical terms, the “System /Process ” can be visualized

as a Chain

– A Chain is no stronger than its Weakest Link or “Constraint”

Therefore, the speed that can be attained in a Project /

System /Process is paced by the Constraint

CCPM vs the traditional way

Has A Plan that includes logical links and resource links

– The same resource cannot do two or more things at once

– Predecessors And Successors are part of the plan

This type of Project Management is not the traditional way of

doing business

– Human nature is to give each project a little attention in

order to show progress

– Keeping all the balls in the air is considered “Success”

Typical Project

Management


Project Life Cycle

Project initiation

Project

planning

Project Execution

Project

Closure

Deliverable of a project

Any project has 4 deliverables

1. The specifications

2. Time line

3. Budget

4. Safety & environmental concern

Characteristics of projects

Projects Are:

1. Unique

2. Dependent on Precedence

3. Activities not well known

4. Highly Variable

5. Share Resources

6. Concurrent with other Projects

7. Valued by Scope, Schedule and Cost

“A Project is a series of related jobs usually directed toward

some major output and requiring a significant period of time

to perform.”

What is unique about projects ?

Everything is uncertain in a project.

Unlike Factory Production , everything is

done for the first time.

And yet, the project is expected to deliver

All the specifications in the agreed time and

within the predetermined budget

1. Due dates not met by Architects, Departments, Contractors…

2. There are too many changes in scope

3. Too often resources are not available when needed

4. Mismanagement of / by multiple contractors on site

5. Fights about priorities between projects

6. Budget overrun

7. Too much rework

8. Communication gap between the departments

General list of Problems in Project Management

Sounds familiar ?!?

So, how do we put Buffer in the task ?

We have seen that project estimates are built with plenty of Buffer, spread across the tasks.

What happens to this Buffer ?

Then why most of the projects does not finish on time ?

Buffer Buffer Buffer Buffer

project’s due finish date project’s start date

Accumulation of Buffer over the project

What kills the Buffer ?

1. Bad Multi-tasking

2. Murphy

3. Students Syndrome

4. Parkinson’s Law

What kills the Buffer of a task ?

Mindset / Human elements

Dateline

start end

Delay

And the delay is passed on to the next task.

"Whatever can go wrong, will go wrong, and at the worst possible time."

-- Murphy's Law

Uncertainty ( Strike of Murphy )

Student Syndrome

I have plenty of time, I’ll start tomorrow!

23 Sampoorna Parivartan- It Starts with ME! Sampoorna Parivartan- It Starts with ME!

24

Student Syndrome

Question: If you have 16 days to do a 10 day project, when do you start?

Immediately!

Or,

After 6 days.

Or,

After 10 days

(since you know you are faster than average and can

probably do it in 6 days).

Normal level of effort

Assigned Due Date

Student Syndrome

start

Deadline Deadline

Scheduled start date

Start

Start

Lost !!!

End

Gain

The gain is not passed on to next task.

"Work expands to fill (and often exceed) the time allowed." -- Parkinson's Law

Parkinson’s Law

1. How can we protect the promise date of an entire project from

uncertainty without freezing all the individual task deadlines?

3. How can we manage the execution of a project if we

don't have due dates to track?

2. How can we take advantage of early task finishes ?

Summarizing the problems

The challenges in front of us:

If we take care of these 3, we will find an answer, right ?

The Key Factors for successful projects are:

1. Well defined scope

2. Extensive early planning

3. Good leadership, management and first line supervision

4. Positive client relationship with client involvement

5. Proper project team chemistry

6. Quick response to changes

7. Project Heads concerned with the total project, not just

the engineering elements

27


Planning


Quality

Cost

Scope

Time

Key Project Constraint

30

Plan Schedule Execute

Plan Execute Schedule

Duration

Duration

Traditional method:

CCPM method:

Time taken for completion of project is more.

Time taken for completion of project is less.


How to overcome constrains

Criteria for good planning

Provide financial benefits

Be realistic

Immunize against disruptions

Murphy

Uncertainty



On time Delivery

32 KEY NOTE ADDRESS TO AIT

33

Planning & Execution / Monitoring

Scheduling of drawing, approvals

Sequencing activities

Resource management

Coordination & Communication

Understanding & Adherences to PESTLE

On time Delivery

KEY NOTE ADDRESS TO AIT

Approach to Planning & Control

Top

do

wn

Ap

pro

ac

h

Bo

tto

ms

up

Ap

pro

ac

h

Overall Plan

Every Project / Sub project broken into major activities

Start, 25%, 50%, 75% and 100% dates captured

Critical Activities identified and drilled down

Red, Amber, Green Categorization with Issues/Challenges

All planned activities tracked on actual work

All Project/Sub project give Weekly Plan

Weekly Dashboard


Weekly Dashboard

GATEWAY

METROPOLIS

CITY, MYSORE PROJECTS

99801 41457

Sl. No ActivityPlanned

Quantity

Unit of

measure

Planned Start

Date

Planned Finish

DateStatus

Any Remarks /

Reasons for Not Completed

Action Required

CategoryAction Required

Cash Required

(if any)

Action Required

By (Name)

1Block Work For Various Rooms 25

th Floor 1000 Sqm 29-Jun-09 5-Jul-09 Completed

2Civil works in the observation lift for the pit slab.1 Nos 29-Jun-09 5-Jul-09 Completed

3Plastering of walls at various levels 1200 sqm 29-Jun-09 5-Jul-09 Completed

4VDF work from 20th & 21st floor 2400 sqm 29-Jun-09 5-Jul-09 Completed

5 start work on the Spider glazing at triple

height lobby -one bay - GF 1 bay 29-Jun-09 5-Jul-09Not

Completed

Few design changes causing delay in

the resumption of work.Drawing Architect - VA & BEL team

MNBala - time line - 10

days

6Glazing work - progress 75 panel 29-Jun-09 5-Jul-09 Completed

7Lift Installation work by Schindler - Mid

rise -50%5 lift 29-Jun-09 5-Jul-09

Not

Completed

Due to power restriction requiring

phased workDecision

Additional power to be arranged.

Mail sent to electrical deptMNB

8 Office tower sprinkler line Hydro testing

at 21st

Floor & 22nd floor235 nos 29-Jun-09 5-Jul-09 Completed

9 office tower 200 dia Rain water pipe

errection50 rmt 29-Jun-09 5-Jul-09 Completed

10 office tower Granite Steps for staircase -

East side3 Floor 29-Jun-09 5-Jul-09 Completed

11STP - raft & 1st lift wall 1 pour 29-Jun-09 5-Jul-09 Completed

Project Gateway North Star

Previous Week's Actual

Sub project

Filled by M.N.Balasubramanian

99801 41457

Sl. No ActivityPlanned

Quantity

Unit of

measure

Planned Start

Date

Planned Finish

Date

Activity -

Fresh/Pending from

prev week

4-J

ul

5-J

ul

6-J

ul

7-J

ul

8-J

ul

9-J

ul

10-J

ul

Remarks

1 Block work at various levels 1000 sqm 4-Jul-09 10-Jul-09 Fresh

2 Plastering at various levels 1500 sqm 4-Jul-09 10-Jul-09 Fresh

3 VDF activity at 20th floor 2400 sqm 4-Jul-09 10-Jul-09 Fresh

4 STP civil works - balance raft completion 75 cum 4-Jul-09 10-Jul-09 Fresh

5 STP civil works - RCC walls for anoxin / MBR tank - 1 lift 50 cum 4-Jul-09 10-Jul-09 Fresh

6 Staircase on East side - Granite for steps & landing 4 flights 4-Jul-09 10-Jul-09 Fresh

7 Glazing work - Fixing of panels 100 panels 4-Jul-09 10-Jul-09 Fresh

8 Erection of mid rise elevators - schindler team 1 lift 4-Jul-09 10-Jul-09 Fresh

9 Staging for service lift - thyssenkrup team 1 lift 4-Jul-09 8-Jul-09 Fresh

10 Fire fighting - Sprinkler lines 21st & 22nd floor - balance 50% 235 nos 4-Jul-09 10-Jul-09 Fresh

11 Plumbing - Erection of rainwater & GI lines in one of the shaft4 floors

4-Jul-09 10-Jul-09 Fresh

12 Fire doors fixing - smaple work in Staircase room1 door


13 Ms handrail work in staircase2 flights


Weekly Plan

Project Gateway North Star

Sub project

Filled by MNB

Previous Week’s Actual

Next Week’s Plan

Dashboard

Actions to be taken

Last Week’s Action Status

War

Room

Members



Theory of constraints

38

• Mindset/ Human elements

• Planning

• Control of the execution

Aspects for CCPM Solution



CCPM Approach

SESSION ON CCPM TO THCL AT GURGAON 40

41

The concept uses buffer management

dashboard to assess the performance of a

project.( Fever Chart)

Brigade is the pioneering developers in India

to use CCPM methodology.

All projects in Brigade are taken through

CCPM route

CCPM Implementation


CCPM Approach

End

Start

Activity

Buffer in the

task

P1

20 d

20 d

20 d

20 d

20 d

CCPM Approach

43

End

Start

Activity

P1

Cut Safety, Crash durations

P1’

10 d

10 d

10 d

10 d

10 d

20 d

20 d

20 d

20 d

20 d

20/2

20/2

20/2

20/2

20/2

Safety in

tasks

SESSION ON CCPM TO THCL AT

GURGAON

CCPM Approach

End

Start

Activity

buffer in

tasks

P1

End

Project Buffer

Remove buffer from Tasks,

Create buffer for project

P1’

20 d

20 d

20 d

20 d

20 d

10 d

10 d

10 d

10 d

10 d 25 d

20/4 20/4

20/4

20/4

20/4

End

Start

Activity

Safety in

tasks

P1

P1’

End

Project Buffer

0 75 100

CCPM Approach

Start


46

CCPM

0 2% 6% 12%

13%

40%

25% 30%

34%

38% 50%

62% 66%

69%

0

10

20

30

40

50

60

70

80

90

100

100 90 80 70 60 50 40 30 20 10 0

% B

uffe

r C

on

sum

ptio

n

% Project Progress

Brigade Rubix Fever Chart

Amber

Green

% Buffer Consumed

As on 13th nov.’12, project buffer consumption is 69% (Out of 100

days of project buffer, 69 days buffer is consumed); with 63%

completion. However the project progress needs to be closely

monitored as it might go into the delay zone.



CCPM Implementation


How did we Apply CCPM at Brigade

• As a part of Sampoorna Parivartan initiative, it was decided to

implement Critical Chain Project Management at Brigade.

• A step wise approach was followed in this implementation:

SESSION ON CCPM TO

THCL AT GURGAON

Step 1

• Identifying a Project for CCPM Pilot Implementation

Step 2

• Selection of Sheraton Project Team and CCPM Training

Step 3

• Building up the Project Schedule

Step 4

• Workshop for Crashing the Durations

Step 5

• Project Progress Monitoring using Buffer Consumption Dashboard

• Delay and Early Gain Charts

WeCare

Step 3:

Building up the Project Schedule

The project schedule covered all key phases of a hotel project:

SESSION ON CCPM TO

THCL AT GURGAON

Design Phase

Contract Award Phase

Bought out Items Ordering

Construction Phase – Civil

Construction Phase – Services

Bought out Items Delivery

Interiors and Soft Furnishing

Public Area & BOH Area

Kitchen and Bar

Laundry

LPG Gas Bank & Associated Piping

Swimming Pool

External Developments

Snagging & Handing Over

WeCare

Crashed Duration

SESSION ON CCPM TO

THCL AT GURGAON

16 Sep’09 (Base date)

20 Aug’10

15 Nov’09 (Base date)

Sep’10

PB

July’10

20 Nov’09 (Base date)

31 Jan’11 Crashed durations Removed buffer from

activities, create Buffer for project

Shift due to delay in completion of activities

WeCare

Step 4:

Workshop for Crashing the Durations

SESSION ON CCPM TO

THCL AT GURGAON WeCare

Fever Chart

59

Schedule On-Track Act on Contingency

Plan Develop Contingency Plans

Identify and Solve Problems

100% %

Pro

ject B

uffe

r C

on

su

me

d

100% Percent Remaining

0%

Follow the Plan

0%

Time


60

CCPM

As on 24th Mar’10, project buffer consumption is 85% (Out of 60 days of project buffer, 51 days

buffer is consumed); which represents that project is running with a delay of nearly 51 days on

its end date of 10th Jul’10

Fever Chart for Sheraton Hotel project


Warroom had prepared templates for Delay and Early

Gain charts that are presented in this meeting to highlight

the activities which are delayed or can get delayed and

activities that can start early:

1. Delay in activities Started but Not Finished

2 (a) Possible Delay in Critical activities Not Started

2 (b) Possible Delay in Non-Critical activities Not Started

3. Activities (not started) having chance of Early Start

SESSION ON CCPM TO

THCL AT GURGAON

Step 5: Delay and Early Gain Charts

WeCare

SESSION ON CCPM TO

THCL AT GURGAON

Delay in activities Started but Not Finished

WeCare

Possible Delay in Critical activities Not Started

SESSION ON CCPM TO


Possible Delay in Non-Critical activities Not Started

SESSION ON CCPM TO


Activities (not started) having chance of Early Start

SESSION ON CCPM TO



Summary & benefits


Before CCPM

After CCPM

67

997 days

932 days 60 days


Time Estimate

Benefits Received

Speed

– We have had repeated success at shortening

delivery schedules by 4 months or

more.

– High Performance is contagious – Once they get a

feel for it, they want more.

Communication

– There is a feeling of being a better team -- workers

and managers better understand the connection

between their responsibilities and the program

results

– Priority and focus are communicated daily

Benefits Received

Management

– Greater awareness of where the program is

– Visibility of your constraints and what you can do

about them

– Informed decisions and improved understanding of

the effects as well has how to recover when bad

things happen

One customer said, “The Critical Chain process you are putting in place is fantastic. You are able to

bring resources to bear on the issues. Good work”

Pre - Implementation

Honeymoon

Crisis Recovery

Adjustment

Enthusiasm Mood Emotions

Implementation Roll - Out

Completing Roll –Out and Moving to Full Execution

Time

Phases of adaptation to a new culture and

stages of a new initiative Implementation


Questions and Discussion



GURGAON

Thank

You

6/4/2013

03-06-2013 17:39:21

CCPM in Construction Industry - Practical Guide for Top Executives by Prabhakar Jadhav-libre

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