CCPM Transformation Challenges - CMS Montera … · CCPM Transformation Challenges Monday,...
Transcript of CCPM Transformation Challenges - CMS Montera … · CCPM Transformation Challenges Monday,...
2015 TOCICO International Conference
©2015TOCICO.AllRightsReserved.
CCPM Transformation Challenges
Monday,September7,2015
JackWarchalowski&HaellKhaKbCMSMonteraInc.
©2015TOCICO.AllRightsReserved.
2015TOCICOInterna/onalConference
Agenda
• IntroducKon• ObjecKves• CCPMsoluKon• CCPMbenefits• ImplementaKonenablers• ImplementaKonchallenges• Howtobuildabridge• ChangeManagementissues
©2015TOCICO.AllRightsReserved.
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Who is CMS Montera? • CMSMonteraProvidesManagementSoluKonsand
SoPwaretoAccelerateProjectsandOpKmizeOperaKons
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Presentation Objectives
• DiscusscommonchallengesprevenKngfastandeffecKveCCPMtransformaKon
• SuggestprovenwaysofspeedingupCCPMimplementaKons
• DescribesomeCCPMsoPwarecapabiliKesrequiredtoenablechangemanagementprinciples
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• StaggerthereleaseofprojectsintoexecuKoninordertolimitthenumberofacKveprojectsinthepipeline
• BufferprojectplansinordertobeXerprotectagainstunknowns• PrioriKzetaskexecuKonbasedonprojectcompleKonvs.buffer
consumpKon
Priori/zeStagger Buffer
CCPM Solution
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CCPM Benefits
LimitsWorkinProcess
Minimizesmul/tasking
Improvesvisibility&
synchroniza/on
Reduceslead/meandincreasesthroughput
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CCPM Benefits
MoreSales/Profit
LowerCosts
25to50%Faster
HappyCustomers
>90%On-Time
MoreCapacity
10to25%MoreProjects
• MostorganizaKonthatdecidetofollowCCPMmethodologycanachievethefollowingresults
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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
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Lackof“buy–in”tocuengTaskDuraKons
DifficulttodomeaningfulResourceManagement/Scheduling(predicKonofrevenueandfutureresourceefforts)
Difficulttoknowwhenavendor(outsideresource)reallyneedstodelivertotheschedule
StarKngFeedingChainstooearly
“Justgivememoredates”
IftheFlowIndexisbelow1,howmanydaysneedtoberecovered?(howtoperforma“what-if”onvariousbufferrecoveryopKons)
Implementation Challenges
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DifficulttoprioriKzeamongcompeKngFeedingBuffers
ToomuchcluXerontheNetworks/toohardtomaintain
DifficulttocommunicatePERTchartandBufferedGanXChartwithcustomer
SomeKmesthereisarequirementforfixedmilestones
Difficulttomanageverylargeprojects–poorornolinkwithsubprojects
Noeasywaytostaggerprojectsandseeimpactonresourceload
Implementation Challenges
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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
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How to build a bridge CalculateFlowIndexforALLtasksrelaKvetoProjectBufferonly• Feedingbuffersareusedonlytodeterminechainstartdate• NoFeedingChainFlowIndexAutomateRDUupdatesforlinearlydecliningtaskduraKons(SupplyChain,LabtesKng,etc…)
CalculateDelayDaysbasedonFlowIndex• Anytaskthatconsumesmore/lessthanitsallowablebufferadds/reducesDelayDays(FlowIndexof1equals0DelayDays)
Whenneeded,‘Fix’resourcestartdatesandprovideDelayDaysimpactofresourceschedulingdecisions(e.g.criKcalresourcevacaKons)
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2015TOCICOInterna/onalConference
How to build a bridge DelayDaysindicatehowmanydaystorecover
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CreateGanXChartsbasedontask“expected”startdatesandduraKons(novisiblebuffer,forexternalcommunicaKon)
Linksub-projectstothemainprojectbuffer–providevisibilityofthesub-projectdelayimpactonthemainprojectbuffer
EnableWhat-ifCapabilitybystaggeringprojectsbasedonResourceGrouporProjectPhase(VirtualDrum)andchangingstartdate
How to build a bridge
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How to build a bridge
Sub-Projectdelaysshouldbereflectedonmainproject
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How to build a bridge %Loadisusedforstaggeringdecisions(VDorResources)
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Change Management Issues
Averyeffec/veandoTenusedchangemanagementapproachistoremovethe“oldsystemandprocess”topreventpeoplefrommigra/ngback
Inourexperiencethisisimprac/calsincemostofthetoolsareimpera/vetosustainthefinancialprocessesofthebusiness(especiallyinlargeorganiza/ons)
Inaddi/on,therearemanyexis/ngsoTwaretoolstosupporttradi/onalPMframework–CCPMsoTwareoTenaddstotheplethoraoftools
Therefore,theCCPMimplementa/onandsuppor/ngsoTwarenotonlyneedtosupportCCPMprocessesbutalsoprovideabridgetoanalreadyfamiliarPMframeworktoenablesuccessfulCCPMTransforma/on
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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.