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Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
Bringing Discipline To Project Management
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Bringing Discipline To Project Management

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This presentation tries to capture the essence of the book review of "Critical Chain by Eli Goldratt" published in Harvard Business Review. …

This presentation tries to capture the essence of the book review of "Critical Chain by Eli Goldratt" published in Harvard Business Review.

Review by : Jeffrey Elton & Justin Roe

Published in: Business, Technology
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  • 1. BRINGING DISCIPLINE TO PROJECT MANAGEMENT<br />By Jeffrey Elton &amp; Justin Roe<br />Presented By:<br />Group 5 – Batch 2008-10<br />AnubhavVanmali<br />Sharadkumar R Bhatt<br />Siddharth Anand<br />Symbiosis Institute of Business Management, Bangalore<br />
  • 2. Eli Goldratt<br />The Goal –<br />Introduced the Theory of Constraints<br />Critical Chain –<br /> Applying the TOC framework to managing the development of new products &amp; other products (Falls short in explaining the management of a portfolio of projects)<br />
  • 3. Focusing on the Constraints<br />Explains how to boost the performance of any process that involves a series of interdependent steps<br />Focus on bottlenecks or constraints rather than on breaking the process down and improving the efficiency of each step<br />Bottlenecks widened by changing policies that may promote efficiency<br />Sometimes this hampers effectiveness at the crucial bottlenecks<br />
  • 4. Focusing on the Constraints<br />Next, volume of production from the non-bottleneck activities to be limited to a level that can be handled<br />Managers can increase output by investing in extra capacity at the bottlenecks<br />These steps to be repeated over time because of constraints that can emerge<br />Critical path<br />Scarce resources needed on &amp; off the critical paths + other projects<br />
  • 5. Focusing on the Constraints<br />Critical Chain = A combination of critical path &amp; scarce resources<br />For smooth flow of critical chain –<br />Use safety buffers<br />Allow extra time to tasks that impinge directly on the critical path<br />Allow extra time to tasks not on the critical path that feed into the scarce resource<br />Tightly schedule the activities of the scarce resource<br />
  • 6. Focusing on the Constraints<br />Project Managers<br />Create a project plan involving a WBS<br />Plan is arranged so that items on critical path can be completed in time<br />In conjunction with the budget – to validate some core assumptions<br />Know that the plan is only advisory and suggestive of the true structure<br />
  • 7. Focusing on the Constraints<br /> Plans are almost always “wrong” in the sense that the resources used and the time actually taken to complete tasks rarely correspond to the original project plan<br />
  • 8. Focusing on the Constraints<br />Successful Organizations<br />Putting emphasis on coordination and communication (advances in project management software)<br />Continual communication &amp; coordination becoming mandatory<br />
  • 9. Focusing on the Constraints<br />Goldratt:<br />Elaborate plans should not distract managers from focusing on constraints<br />Most projects have one/two essential constraints – addressing them most important<br />Proper use of measurements<br />Induce the parts to do what is good for the whole<br />Direct managers to parts that need their attention<br />Reduce number of milestones as they motivate managers to insert safety time before each milestone<br />
  • 10. Focusing on the Constraints<br />“The fewer the milestones, the fewer the delays”<br />Message for project managers<br />Remain focused on a few critical areas <br />Project phases do not matter<br />Design a project in the same way as a product<br />Project design needs to identify the potential sources of failure: critical-path tasks and critical resources<br />Then insert resource &amp; work buffers<br />
  • 11. Focusing on the Constraints<br />Message for senior managers<br />Juggle a portfolio of products<br />Allocate resources carefully across projects to minimize constraints on shared resources<br />
  • 12. Managing Projects as a Portfolio<br />Managers cannot isolate and control different projects easily<br />They need a wider perspective of aggregate project planning<br />Projects fall short of resources or lose direction due to lack of agreement between senior and junior managers leading to slowing down of project and also failure to kill them<br />Thus organizations have too many projects compared to available capacity<br />
  • 13. Managing Projects as a Portfolio<br />Projects may still fall short because: Company may not have adequate skills for all parts of product development process<br />Hence outsourcing which limits the individual project’s progress<br />Reducing the number of overall projects relieves constraints on common resources<br />
  • 14. Putting Flexibility where It Counts<br />When the degree of change involved is great, managers need to approach projects differently<br />Projects incorporating discontinuous technologies require managers to apply stringent &amp; individualized criteria for determining how to proceed<br />
  • 15. Putting Flexibility where It Counts<br />Goldratt’s flexible approach ( without many milestones) may be more easily applied to products that can be frequently modified than to capital intensive or mission-critical products, such as aircraft engines<br />
  • 16. Conclusion<br />Process Management: Eliminates variability<br />Project Management: Accepts variability as each project is unique<br />Critical chain theory cannot be fully implemented for projects due to high level of uncertainty<br />Essential are Project Managers who can handle the political, as well as the technical aspects of their projects<br />
  • 17. In truth, Leadership may be the larger constraint.<br />Thank You<br />

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