A visual guide to Critical Chain Project Management (CCPM) Part 1
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical Chain Project...
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Transcript of SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical Chain Project...
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Joe Cooper, PMP is a project, program, and portfolio management consultant with Allegient, LLC in Indianapolis, Indiana USA. His passion is helping organizations to optimize the speed and reliability of their project delivery and turning this improvement into a decisive competitive edge.
insert photo
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5th PMI Indonesia Symposium & Exhibition 19 & 20 October 2015 | Novotel Hotel Bogor, Indonesia Beyond & Behind: Advancing Business Transformation Through Innovative Project Management
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I was 7 years old and collecting stamps as a hobby.
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• 15 years in enterprise IT PPM • Joined PMI 2003, PMP 2003, CSM 2007,
PMCP 2010 (TOC Critical Chain) • PMI Central Indiana Chapter: Speaker
Engagement Director 2013 – 2015 • PMI Global Congress Speaker • Graduate studies in Laser Physics at
Oklahoma State University (medical applications)
• Bachelor Degrees in Physics, Mathematics, and Professional Pilot Technology from Indiana State University
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Indianapolis “Indy” 500 race track
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Indianapolis “Indy” 500 race track start/finish line.
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10,001 miles (16,095 km) from Indianapolis to Bogor …but I made it in 26 hours.
So did Harapan.
Factsheet about Harapan: • Born in Cincinnati Zoo • Moving to Indonesia to save
the species from extinction • Now in Way Kambas Nat’l Park
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Low Team Morale & Low-trust environments
Missed delivery dates: late projects
Excessive project durations: reduced return on investment (ROI)
Nonproductive multitasking
Uncertainty in task estimates
High amounts of work in progress
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Harmony
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Conductor??
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You are the conductor!
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Focus versus Multitasking
50/50 versus 95%
Estimates
Buffer to protect project
delivery date
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• Critical path which also takes resource utilization into account – resource allocations / resource leveling
Critical Chain
• Team contingency, visible, manageable, helps set priorities - protects project due dates
Project Buffer (causes positive effects)
• Individual contingency, hidden, gets wasted, caused by low trust – creates negative behaviors on projects
Task Padding (causes negative effects)
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Focus versus Multitasking
50/50 versus 95%
Estimates
Buffer to protect project
delivery date
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What events
can cause such an effect?
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As a graduate student, I studied LASER physics
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I needed to
focus LASER light into a small optical fiber
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I placed a secondary lens too
close to the focal point
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With focus, even
photons can do amazing
things
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Volunteer needed
• 1 Volunteer needed on the stage
• Audience can participate using the paper on the table
• You can exchange your game-paper for gift
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Prove this equation:
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1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X
1,A,I 2,B,II 3,C,III Volunteer (stage)
1,2,3 A,B,C I,II,III Volunteer (stage)
1,A,I 2,B,II 3,C,III Audience (table)
1,2,3 A,B,C I,II,III Volunteer (table)
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1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X
1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X
46 48 50 7 15 25
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Multitasking
Focus
P1: A B C D E F G H I J
P2:
P3:
48 Weeks
A B C D E F G H I J 50 Weeks
A B C D E F G H I J 52 Weeks
P1: D E F G H I J
P2:
P3:
20 Weeks
D E F G H I J 28 Weeks
D E F G H I J 36 Weeks
B C A
B C A
B C A
“Any man who can drive safely while kissing a pretty girl is simply not giving the kiss the attention it deserves” –Albert Einstein
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Context switching
creates a loss of
productivity, an increase in stress, and a decrease in
quality
“Focus” allows most
tasks (or projects) to complete faster and
with better quality
Even the tasks (or
projects) that start later,
finish earlier
Time to Market and Return on
Investment improve
significantly
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• University of London: Multitasking lowers IQ, similar to smoking marijuana or staying up all night
• University of Sussex: Multitasking damages the brain, lowers brain density in the region of empathy and emotional and cognitive control
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Focus versus Multitasking
50/50 versus 95%
Estimates
Buffer to protect project
delivery date
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Prob
abilit
y
Time
10% confidence 50% confidence 95% confidence
2 days 5 days 12 days
.20
.40
.60
.80
1.0
“Prediction is very difficult, especially if it’s about the future.” –Nils Bohr
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Planned Task
Effo
rt
Time
“Never put off till tomorrow what may be done the day after tomorrow just as well.” –Mark Twain
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“Work expands so as to fill the time available for its completion.” –Cyril Northcote Parkinson
Work expands to fill the time allotted –Reliable estimators –Padding will be cut on next estimate –Polishing the cannonball
Heavily padded task durations become self-fulfilling prophecies even when the work is completed “early”
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50/50 creates better results
than 95% estimates
Teams become
more engaged
and trust is built
Student syndrome
is eliminated
Parkinson’s law is
eliminated
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Focus versus Multitasking
50/50 versus 95%
Estimates
Buffer to protect project
delivery date
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Task 1’ Hidden Padding Task 2’ Hidden
Padding Task 3’ Hidden Padding Task 4’ Hidden
Padding
Task 1 Task 2 Task 3 Task 4
Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer Time
Saved
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Task 1’ Hidden Padding Task 2’ Hidden
Padding Task 3’ Hidden Padding Task 4’ Hidden
Padding
Task 1 Task 2 Task 3 Task 4
Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer Time
Saved
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Buffe
r con
sum
ed
.Project 1
.Project 2
.Project 3 .Project 4
.Project 5
.Project 6
Project duration
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Project buffer protects what
is really important – our project
The buffer can be built
using the task padding we
removed
A buffer equal to 50%
of the new project
duration is appropriate
Projects in red or yellow can receive priority and
management attention
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• Mazda Motors – Improved motivation – Made profit after 4 years operating
in red – Cut development time in half: 2
years to 1 year – Increased development capacity – Faster decisions – Fewer surprises / less rework
• Japan - Ministry of Land, Infrastructure, Transport and Tourism (MLIT)
• Win-win-win public works • One day response
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• Other company samples • Cycle time reduced from 19 to 8 months • 8 crisis project in one year down to 0 the next year • 98% project on-time delivery • Projects completed per month: 15 to 20 • 30% increase in throughput • 20% faster time to market • Lead time reduced 25%
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Chapter 17 www.tocico.org
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Joe Cooper email: [email protected] phone: +1 309.212.6305
: joecooper1
www.Allegient.com
: 1joecooper :slideshare.net/JosephCooperPMP
Malu Bertanya Sesat di Jalan – Any questions?