Project Management InstituteHong Kong Chapter
®
ASIA PACIFICPROJECT MANAGEMENT CONGRESS 2013
1-2 November 2013Venue: Cyberport
Rising to the challenge - Leading throughinnovation and sustainability
July - Oct 2013Issue 18
Address: Room 403, 4/F, Park Tower, 15 Austin Road, Tsim Sha Tsui, KowloonTel: (852) 2784 1880 | Fax: (852) 2784 1616 | Email: [email protected]
Our Chapter’s biggest and most important event of 2013, the Asia Pacific Project Management Congress and Workshop is just around the corner, on 1st and 2nd of November. The theme, “Rising to the Challenge – Leading through innovation and sustainability”, is one that we no longer can ignore. We have seen long standing institutions, such as the Kodak, the pioneer of film photography, rise and fall. What can we all learn from these events? Would putting their focus on innovation and sustainability have saved them?
To discuss how organisations can thrive through innovation and
sustainability, PMI Hong Kong Chapter is proud to present a strong line-up of local and industry leaders and members of the legislative council, to discuss how organisations can thrive and rise to the challenge, through innovation and sustainability. It is our privilege to have Mr Tai-Chong Chew, Projects Director, MTR Corporation as our Congress Chairman. Our Guest of Honour is Mr Michael Lynch, CEO West Kowloon Cultural District Authority. There also will be a Panel Discussion with guests from the Hong Kong Legislative Council, Hon Chung Kai Sin, Hon Charles Mok and Hon Dr. Elizabeth Quat. Refer to Day1 programme for details.
I strongly urge our readers and members to register now for the
Congress and find out how you can get ready individually, and help your organization to stay ahead going forward. I look forward to welcoming you at this year’s Congress at Cyberport.
Rossana HoPresident, PMIHK
President’s Message
Asia Pacific Project Management
Congress 2013
Program event - May 2013
Program event - June 2013
Program event - July 2013
Volunteers Report
Member's Contribution
President’s Message
CONTENT
Acknowledgementnnn
Editor: Keen Lam, VP PublicationContributors:
Cary Lam, VP Volunteer Development and Community ServicesAnthony Tsui, VP ProgramsVarun Razdan, Publications sub-committee member
Publications sub-committeeVarun Razdan & Raymond Kwok
AdministrationShirley Wong, PMIHK Administrator
Reviewer
Christine Yau, Executive VP, Externalnnn
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1 & 2 November, Cyberport
Project Management Institute Hong Kong Chapter is proud to host this year’s Asia Pacific Congress and workshop on 1st and 2nd November respectively. The Congress will be held on Friday, to encourage corporations to send their employees to attend, followed by the training workshops on Saturday; to facilitate individuals to attend the training workshops on a weekend.
Rising to the challenge – Leading through innovation and sustainability
This year’s theme, is especially relevant in the ever changing and challenging world we live in. In the last couple of years, we have seen the seemingly invincible companies and organisations face bankruptcy, while others have overcome huge challenges and thrived.
Closer to home, Hong Kong will be facing tough competition from Shanghai with its newly found free trade zone status. To compete with Apple, Samsung and Google, Microsoft has recently taken over Nokia and introduced their Surface 2 tablets.
The message is clear; there is genuine need for organisations to rise to the challenge and lead through innovation and sustainability.
The Program: Features prominent local and international leaders from industry to speak on leading through innovation & sustainability
We are honoured to have Mr Michael Lynch. CEO West Kowloon Cultural District Authority, to be our Guest of Honour and opening speaker.
Mr Lynch joined the Authority in July 2011. He had a long and distinguished career in arts administration, serving as Chief Executive of the Sydney Opera House from 1998 to 2002 and then led the rejuvenation of London’s Southbank Centre where he was Chief Executive from 2002 to 2009. Mr Lynch was awarded an Order of Australia (AM) in 2001 and made a Commander of the British Empire (CBE) in 2008.
Under Threat Realising Opportunities/Innovators
Kodak under Chapter 11 in 2012 Fuji is one of the market leaders with their X digital camera range
Blackberry total sales fell 45% in 2013 results Apple’s dominance with its iPhone and iPad
Detroit City under Chapter 11 Shanghai’s free trade zone launched
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Register NOW and join our panel of industry leaders who will share their experiences in leading through innovation and sustainability - Earn 16 PDU's for both days
Honorary Guest Speakers
Other honorary speakers include Mr Colin Murphy – Senior Manager , Rio Tinto, Mongolia; Simon Tam, Co-‐founder & CEO, Academy of Innovation, ; Mr Tsion Gonen – Chief Strategy Officer, Safenet Inc; Vincent Hui, General Manager & Head of Personal Banking Division; PMI Leaders from Japan, Korea, Taiwan, China and Mongolia. Stay tuned for more details!
Of special interest to the Hong Kong audience, will be the Panel discussion with honourable guests from the Hong Kong Legislative Council , Hon Chung Kai Sin, Hon Charles Mok and Hon Dr. Elizabeth Quat, to discuss the future of Hong Kong.
The breakout sessions will feature honorary speakers from a range of industries including Education, Financial Services, Technology and Mining Resources
!Mr TC ChewChairman of Congress Organizing CommitteeProjects Director MTR Corporation
Mr Chi Hing KeeChair, Fullness Social Enterprises Society
Mr Michael LeungDeputy Chief Executive & CIO, China Construction Bank (Asia)
Mr Paul PoonManaging Director, CLP Power Hong Kong
Dr William A Moylan 2013 PMI Board of Directors
Time 1 November 2013 – Congress Programme 8 PDU’s
08:45 – 12:30
Morning Session
RegistrationRegistration
08:45 – 12:30
Morning Session
Opening Ceremony & Welcome Speech: Mrs Rossana Ho, President, PMI HKOpening Ceremony & Welcome Speech: Mrs Rossana Ho, President, PMI HK
08:45 – 12:30
Morning Session
Guest of Honour:: Mr Michael Lynch, CEO, West Kowloon Cultural District AuthorityGuest of Honour:: Mr Michael Lynch, CEO, West Kowloon Cultural District Authority08:45 – 12:30
Morning Session Keynote Address: Dr William Moylan, PMI Board of DirectorsKeynote Address: Dr William Moylan, PMI Board of Directors
08:45 – 12:30
Morning Session
Keynote Address: Mr Michael Leung, Deputy Chief Executive & CIO, China Construction Bank (Asia)Keynote Address: Mr Michael Leung, Deputy Chief Executive & CIO, China Construction Bank (Asia)
08:45 – 12:30
Morning Session
Keynote Address: Mr Tai-‐Chong Chew, Projects Director, MTR CorporationKeynote Address: Mr Tai-‐Chong Chew, Projects Director, MTR Corporation
12:30 – 14:00 LunchLunch
14:00 – 18:00
Afternoon Session
Breakout Session – Education Industry: Simon Tam, Co-‐founder & CEO, Academy of InnovationBreakout Session – Education Industry: Simon Tam, Co-‐founder & CEO, Academy of Innovation
14:00 – 18:00
Afternoon Session
Breakout Session -‐ Financial Services Industry: Vincent Hui, General Manager & Head of Personal Banking DivisionBreakout Session -‐ Financial Services Industry: Vincent Hui, General Manager & Head of Personal Banking Division
14:00 – 18:00
Afternoon Session
Breakout Session -‐ Mining Resources Industry: Colin Murphy, Senior Manager, Rio TintoBreakout Session -‐ Mining Resources Industry: Colin Murphy, Senior Manager, Rio Tinto
14:00 – 18:00
Afternoon Session
Keynote Address: Mr Chi-‐Hing Kee, Chair, Fullness Social Enterprise SocietyKeynote Address: Mr Chi-‐Hing Kee, Chair, Fullness Social Enterprise Society14:00 – 18:00
Afternoon Session Keynote Address: Mr Paul Poon, Managing Director, CLP Power Hong KongKeynote Address: Mr Paul Poon, Managing Director, CLP Power Hong Kong
14:00 – 18:00
Afternoon Session
Panel Discussion: PMI Region 9 LeadersPanel Discussion: PMI Region 9 Leaders
14:00 – 18:00
Afternoon Session
Panel Discussion: HK Legislative Council -‐ Hon Chung-‐Kai Sin, Hon Charles Mok, Hon Elizabeth Quat. Panel Discussion: HK Legislative Council -‐ Hon Chung-‐Kai Sin, Hon Charles Mok, Hon Elizabeth Quat.
14:00 – 18:00
Afternoon Session
Lucky Draw & Closing: Mrs Rossana Ho, President, PMI HKLucky Draw & Closing: Mrs Rossana Ho, President, PMI HK
(Note the above programme may be subject to change at the discretion of PMI Hong Kong Chapter)(Note the above programme may be subject to change at the discretion of PMI Hong Kong Chapter)(Note the above programme may be subject to change at the discretion of PMI Hong Kong Chapter)
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World Class Congress Workshops
There will be 3 separate full day workshops, on i) Leadership, ii) Innovation and iii) Corporate Sustainability. To provide a full learning experience, two of the workshops will be split into 2 sessions:
★Morning session: formal training format run by renowned MBA program professors and professional trainers★Afternoon session: industry experience training: experience sharing by industry senior executives
Profiles of Workshop Trainers:
Prof Karen LeeProgram Director, Global Business Program, HKUST
Karen has been a business practitioner with over 20 years of experience in investment banks and supply chain management. In her 13 years with the financial industry, she focused on project finance with high profile international financial institutions..
Karen has been teaching at HKUST since September 2008, and is currently an Adjunct Associate Professor with the Department of Management. She was voted as Best Ten Lecturers at HKUST in 2010 and 2011, and was awarded the Franklin Teaching Prize for the year 2010 (organized by the HKUST School of Business and Management).
Karen received a BA (Economics) from the University of California Berkeley, a MBA from the University of New South Wales, Australia and a DBA from University of Newcastle, Australia.
Dr. Jeevan JaisinghAssociate Professor of Business Education, HKUST
Jeevan is an Associate Professor of Business Education at the Hong Kong University of Science and Technology. He has taught at the MBA, Masters and Undergraduate level at the university for the past 10 years, i n c l ud ing cou r se s on p ro j e c t management and innovation.
Dr Jeevan obtained his PhD in Management Information Systems from Purdue University. Prior to this, he worked in the Information Technology consulting industry, working on projects for clients in shipping, banking and airlines.
Dr. Peter LiuDrucker Academy
Dr. Peter Liu is the Vice-‐Dean of the Peter F. Drucker Academy where he is responsible for academic matters and course development and operation. An educator at heart, Dr. Liu has taught at the Hong Kong Polytechnic University as an Associate Professor; Adjunct professorship at The Chinese University of Hong Kong and at Central South University of China. He has also served as an advisory committee member of The Hong Kong University of Science and Technology, The Baptist University, The Chinese University of Hong Kong, and The Hong Kong Polytechnic University.He also served as Acting Executive Director and an advisor to The Oak’s, a non-‐profit organization that trains and mentors the owners and executives of small to medium-‐sized enterprises in Hong Kong. Dr. Liu received his Ph.D. in E lectr ica l Engineer ing f rom McMaster University, Hamilton, Canada.
Time 2 November 2013 – Full Day World Class Workshops2 November 2013 – Full Day World Class Workshops 8 PDU’s8 PDU’s
08:45 – 09:00 Registration
09:00 – 13:00 LeadershipDeveloping Leader in YouProf. Karen Lee, Program Director, Global Business Program, HKUST
Managing Innovative ProjectsDr. Jeevan Jaisingh, Associate Professor of Business Education, HKUST
Corporate SustainabilitySustainabilityDr. Peter Liu, Drucker Academy
13:00 – 14:00 Lunch Break
14:00 – 18:00 LeadershipDeveloping Leader in You Prof. Karen Lee
InnovationIndustry experience sharingMr. Colin Murphy, Co-‐founder and inaugural General Secretary, PMI Mongolia Chapter
Mr. Roger Seshadri, CIO, City of Dreams
Corporate SustainabilityIndustry experience sharingMr. Kee Chi Hing, Chair, Fullness Social Enterprises Society Limited
Dr. Peter Liu
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PMIHK May 2013 SeminarPROBLEM SOLVING – APPLICATION OF A SYSTEMATIC APPROACH TO PROJECT MANAGEMENTBy Anthony Tsui, VP Programs and Keen Lam, VP Publications
The evening’s seminar was jointly presented by Mr Anthony Tsui, VP Programs and Mr Keen Lam, VP Publications, who are both PMP Certified and very experienced IT project managers.
Anthony is a seasoned IT Project Manager & Consultant with extensive experience in leading projects in the IT, Telecommunications, Airlines and Financial Services industries. In addition, he also served as Content Committee Member for the PMBOK Guide 5th Edition. Keen is also an IT Project Manager & Consultant, with extensive experience in leading major ERP system projects in the food industry and manufacturing industries across the Asia
Pacific region.
Problem solving skill is one of the essential skills that today’s project managers must possess. To ensure consistent and effective results and outcomes, a systematic problem solving approach is critical and the good news is that this is a skill which can be learned and improved upon.
After having the audience complete a warm up exercise and a problem solving self-‐assessment questionnaire, Anthony and Keen introduced a systematic problem solving approach, with examples of best practices and common techniques. The SIMPLEX approach was developed by Prof Basadur
(McMaster University) and is a 3 phase, 8 steps approach. This approach tackles the problem solving from, initially identifying and defining a problem through to the execution of its solution.
The presenters went on to explain the purpose of each of the 8 steps and introduced some widely acknowledged best practices and techniques using practical examples from their individual project experiences. Refer to the table below for examples of the techniques presented:
In summary, a systematic problem solving process which addresses a problem from “problem finding” to “Action”, is recommended to achieve consistency and effective results. And once the action is successfully implemented, one should not forget to celebrate the successful achievement. The audience happily took away from the seminar a useful list of problem solving techniques that they could apply to their daily work environment.
1) Problem Formulation 1. Problem Finding2. Fact Finding3. Problem Definition
2) Solution Formulation4. Idea Finding5. Evaluate & Select
3) Solution Implementation6. Plan 7. Acceptance 8. Action
Phase/Step Techniques1. Problem Finding PESTEL Analysis, Risk Analysis, Cause & Effects Analysis, CATWOE, Prioritisation, Pareto Analysis2. Fact Finding Interview, Survey, Benchmarking, Observations, Simulations, 5 Whys3. Problem Definition Root Cause Analysis, Cause & Effects Analysis, Flow Charts/Swim Lane Diagrams, Documentation4. Idea Finding Brainstorming, Reverse Brainstorming, 6 Thinking Hats, Story Boarding5. Evaluate & Select Decision Tree Analysis, Pared Comparison Analysis, Grid Analysis, 6 Thinking Hats, NPV and IRR6. Plan Scope, Schedule, Cost, Quality, Human Resource, Communication, Risk, Procurement, Stakeholder7. Acceptance Individual & Group Feedback, Facilitation & Consensus, Presentation, Business Case, Voting, Report8.Action Management of Knowledge areas such as Scope, Schedule, Cost, Quality, Human Resource,
Communication, Risk, Procurement, Stakeholder
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PMIHK June 2013 SeminarATTITUDE VS APTITUDE – LEADING AND BUILDING EFFECTIVE TEAMSBy Keen Lam, VP Publications
The evening’s distinguished guest speaker, Mr Jonathan Lui, presented the above-‐mentioned topic. Mr. Lui is a director of Inspearit (HK) Ltd, Hong Kong and holds a BSc from Queen’s University and a MBA from the University of Oxford. He has very rich experiences in the international consulting industry.
After defining attitude as “a settled way of thinking/feeling about something” versus aptitude as “a natural ability/tendency to do something”, Jonathan posed the question; which is more important, attitude or aptitude?
Whilst the constant focus on aptitude and achievement in academic and individual sporting pursuits is well recognised especially in Asian cultures, the importance and concept of attitude and its ability to make a difference in performance is not so well documented. Jonathan went on to introduce a framework for analysing teams, where both aptitude and attitude come into play in driving
team effectiveness.
The manager’s role is to manage all the elements within the framework to create an effective team to deliver the tasks assigned to the team. Below is an overview of the elements:
To summarise, teams are capable of delivering better solutions than individuals and perform effectively by stretching individuals’ performances and bonding individuals effectively into a cohesive team. One’s ability to manage and lead teams effectively will greatly enhance the individual’s career.
For more information, please contact PMIHK administration at [email protected]
Elements DescriptionsContext Environmental factors such as national culture, technology, formal organisational structure,
etc
Team and task design Nature of goals (tactical, problem solving and/or creative), task interdependence, required team cohesiveness & collaboration, etc. Factors to consider for team composition include, skills/ability, personality, size, etc.
Team support structure & agenda
Motivational design (incentives), team building, monitoring & reporting systems.
Team process & culture Information exchange, distribution of power, influence, decision, level of conflict
Team effectiveness Output meets standards, contributing to members’ well-‐being and development, enhances team’s capabilities in future assignments
Managing the team’s boundaries
Team leader’s role is in understanding the competitive environment and managing the external relationships
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PMIHK July 2013 SeminarSTAKEHOLDER MANAGEMENT VIA CONSULTATIVE APPROACHBy Keen Lam, VP Publications
1. Getting Esteem 2. Gathering Needs
3. Go to Show 4. Going into Partnership
PMI members should now be aware that a new separate chapter 13 has been devoted to Project Stakeholder Management, in PMBOK Guide 5th Edition. PMI Hong Kong is honoured to have Mr Alex Sin speak to the evening’s audience on “Stakeholder Management via Consultative Approach”, a topic that is particularly relevant to this knowledge area.
Alex Sin, the founder of Rabbi Consulting Limited, comes with more than 26 years of IT experience with expertise in Consulting, Project Management and Training. He has conducted training on management subjects including negotiation, consulting, management development and renowned stakeholder analysis tools such as MBTI and DISC. Alex graduated from the University of Toronto, with a major in Computer Sciences and Mathematics.
PMI’s definition of Project Management states that project activities are performed in order to meet or exceed stakeholder needs and expectations from the project. The authors behind PMBOK Guide 5th edition have highlighted the importance of stakeholders by introducing a separate chapter on Project Stakeholder Management, with 4 formalized processes.
Alex explained that a consultant working in project management need both “hard” technical skills and “soft” people skills. In order to achieve the objective of meeting or exceeding the expectations of management stakeholders, the consult needs to:
Understand the challenges facing the executive stakeholder such as increasing competition, drive for flexible lower cost, increasing operating costs, etc, and
How these translate into stakeholder expectations such as, delivering quality business solutions rather than technology, being cost effective, etc
One of the tools that Alex brings to the consultative approach, is his 4G methodology, being:
In order to go into Partnership, the consultant needs to work closely with the stakeholder which means understanding the personality traits, accepting them and applying the right set of soft skills to help achieve the stakeholder expectations.
Alex used animal characters to categorize personality types, an approach which the audience can easily relate to.
To demonstrate each animal type, Alex got the audience to do a questionnaire to work out which animal personality they relate to. He then grouped them into the four animal groups, who enthusiastically participated in a series of scenario questions, whose responses were amazingly close to the personality types of each group. The audience thoroughly enjoyed their evening’s interaction and came away with the key message, that in applying a consultative approach to manage stakeholders, a consultant needs to understand their expectations and gain their “Acceptance”.
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Volunteers ReportPMI HK VOLUNTEER GROUP – ETHICAL CONSUMPTION TOUR, 21 SEPTEMBERBy Cary Lam, VP Volunteer Development and Community Services
Have you heard of Friends (有情有意) or RWB330 (紅白藍330)? These are some of the social enterprises in Hong Kong who are promoting fair trade whilst helping the underprivileged groups. On 21-‐Sep, a group of PMIHK volunteers joined a tour of 4 enterprises organized by the Fullness Social Enterprises Society (FSES). Here is a summary of ethical enterprises “mystery” tour.
We started our “ethical consumption” tour with a nice lunch at Friends (有情有意), where we were served by very friendly waiters who, by the way, are “hearing impaired”. Ted Kwan, one of the organizers of the event, also gave us a brief introduction on the background and mission of the restaurant. The restaurant is located next to Hung Hom and provides job opportunities and training for the hearing impaired.
After lunch, we boarded our tour bus to the RWB330, a gift shop next to the Flower Market in Prince Edward, which sells handmade gift items such its signature red/white/blue (hence RWB ) nylon bags, miniature “dim sum” and almost real egg tart plastic look-‐alikes, etc. Some of the items are designed by local artists including Stanley Wong and Prudence Mark.
As the min-‐bus weaved through the heavy traffic to a ladies’ fashion shop, Dr Tracy Ng, our esteemed guide, gave us an informative insight into how these social enterprises are run and supported by volunteers and the Hong Kong government. The shop is run by LMC, which stands for Love Multi Culture and sells ladies garments and accessories of South Asian origin. One participant even had her arm ornamented with a colourful Indian motif.
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Volunteers Report
TPassion, our last stop of the trip, is a w h o l e s a l e r o f garment and textile. Mr Tong Yeung, its d i rector , shared w i t h u s t h e company's vision on
fair trade and farming cotton in an environmentally friendly and socially responsible way.
A point of interest; one of the products made is customized printed T-‐shirts printed by mega-‐sized ink jet printer.
It was a really fun and informative afternoon for the participants. If you would like to join us in future events, please leave your personal details at http://www.pmi.org.hk/home/joinvolunteer.aspx. For more information, please feel free to contact Cary at [email protected]
More information on FSES:
Dr. Tracy Ng was our guest speaker at PMIHK Sep seminar, “Case studies – Project Management in social good projects”. If you are interested in this topic, join our PMI 2013 Congress to hear Mr. Kee Chi Hing, Chairman of FSES, talk about sustainability of NGO.
FSES will run a campaign called “Ethical Consumption Month” in Nov-‐Dec 2013, in which PMIHK is a supporting organization. If you would like to learn more, please visit https://www.fses.hk/ .
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Introducing Critical Chain Project Management (CCPM)By Varun Razdan (PMP, PMI-ACP, PRINCE2, 6σBB, ITIL)
FIGURE 1 ACTIVITY ESTIMATES CURVE
Member's Contribution
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The use of GANTT charts, Program Evaluation Review Technique (PERT) and Critical Path Method (CPM) has been widely recognized and used by Project Management professionals as scheduling management tool and technique. Are there other tools & techniques? The answer is yes. Another approach that has been recognised by PMBOK Guide 5th Edition is Critical Chain Project Management. (CCPM)
Originally developed by Dr Eliyahu Goldratt and published in his 1997 book Critical Chain, this methodology has been adopted by US government departments (such as US Navy) and major enterprises (such as HP, Boeing, Procter & Gamble, Seagate and IBM). This article will take a closer look at this methodology and describe how in practice it may be best put to use.
Instead of seeking an optimal solution, CCPM focuses on determining the “good enough” estimate for the activities to be scheduled. The rationale is that, the real world environment makes it unrealistic and difficult to determine an optimal solution. In order to overcome this, overestimation of the activity duration has traditionally been conducted. However there is empirical and anecdotal evidence that this tendency may often still result in these activities not being able to be completed on schedule. A plausible explanation for this lies in the recognition of (i) Parkinson’s Law which states that work fills to meet the time allocated and (ii) the student syndrome which dictates that work on a task with a deadline is unlikely to start until the last possible moment.
CCPM works around these issues by obtaining a good enough 50/50 likelihood estimate for all activities (fig 1). After creating a schedule of activities and their dependencies (much like a typical GANTT), feeding buffers are added preceding the critical path) and then one large “project” buffer added at the end of the network itself. The feeding buffers aim to protect the critical chain from variation, while the project buffer is in place to protect the project from any variation within and outside the critical chain. The project health is monitored according to rate of buffer consumption vs. progress made.
FIGURE 2 CCPM PROGRESS REPORTING
The reporting in CCPM is becomes simpler and more realistic as it recognises real-‐world variation, and encourages the team to investigate the root cause of deviation from planned estimates, if the buffer is being consumed faster than the activity is being delivered (fig 2).
One advantage is that this method of buffer management provides early warnings applicable to all possible causes for a delay instead of just focusing on the defined activities themselves. With regard to risk management, CCPM also assists in the earlier detection of risks and to trigger for proactive mitigation of these risks.
Also worthy to note is that under CCPM, the bottleneck resource is recognized and all projects are scheduled around the availability of this resource. Non-‐bottleneck resources are kept busy as necessary to support the activities, but they are not fully utilized as doing so would not add any benefit to the project, and in fact could hinder it.
In summary, CCPM factors in human resource constraints including resource levelling, risk management and real world variation into one methodology. Its application has been formally recognized by government organizations such as the US Navy and manufacturing and construction industries which continue to adopt its practices.
If you would like to have more details on CCPM, please contact PMIHK administration at [email protected]
Sources
Interventions.org http://www.interventions.org/pertcpm.html
Theory of Constraints Handbook – Dr. Eliyahu Goldratt
Advanced Portfolio Management and The PMO– Gerald I Kendall and Steven C Rollins
McKinsey and Company http://www.mckinsey.com/insights/business_technology/delivering_large-‐scale_it_projects_on_time_on_budget_and_on_value
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Member's Contribution
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