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PMBok Processes with CCPM Best Practices

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PMBok Processes with CCPM Best Practices

  1. 1. © PMBoK Processes + CCPM Procedures
  2. 2. © Initiating Planning Executing Closing Monitoring & Controlling PMBoK and CCPM Frameworks Reducing WIP (Bad Multitasking) Full Kitting Critical Chain Planning/Buffering Managing Execution POOGI Processes
  3. 3. © Develop Project Charter Project Management Initiating Processes Integration Overview – Initiating Identify Stakeholders Initiating Planning Executing Closing Monitoring & Controlling
  4. 4. © During the Initiation Processes in CCPM is necessary to evaluate the ratio between the Load of work of the new project versus the Capacity of the team deliver more. The exercise here is to analyze the priority of this new project against the portfolio which is already running, and re-allocate dates and resources according the business needs and or legal/compliance requirements. The final product is to have a common and strategic vision about the projects and initiatives comes first and assure proper resources to start, execute and deliver them. Integration Overview – Initiating Identify Stakeholders Develop Project Charter
  5. 5. © Initiating Planning Executing Closing Monitoring & Controlling Plan Scope Management Collect Requirements Define Scope Create WBS Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Estimate Activity Resources Develop Schedule Plan Cost Management Estimate Costs Determine Budget Plan Quality Management Plan HR Management Plan Communications Management Plan Stakeholders Management Plan Risk Management Identify Risks Quantitative Risk Analysis Qualitative Risk Analysis Plan Risk Responses Develop Project Management Plan Integration Overview - Planning Project Management Planning Processes
  6. 6. © Estimate Activity Durations Estimate Activity Resources Develop Schedule During the Planning Processes the activities involved in to building the Schedule are different in CCPM: - Duration estimative cannot have local safeties, which means they will be shorter (most part of the times); - Resources, when allocated to a task, will work exclusively in the task, with no other parallel work; - The final CCPM schedule need to be “buffered”. All local safeties are gathered in the Feeding Buffers, Project Buffers and Milestones Buffers (where appropriate). Integration Overview - Planning
  7. 7. © Integration Overview - Planning Plan HR Management The project HR structure need to be defined: - Project Manager; - Resource Manager; - Task Manager; - Full Kit Manager; - Task Participants. According their roles the team need to be properly trained in CCPM and the accesses and profiles in the CCPM and Project Management tools need to be set. The CCPM support team need to be defined (when is the case).
  8. 8. © Integration Overview - Planning Plan Communications Management The Communication Plan has to consider the CCPM main tool of reporting is the Fever Chart. So, the stakeholders and the “customers” of information need to be prepared (trained) to understand and assess it. All the information about issues, problems, work execution, performance, etc. need to be linked with the Fever Chart and it´s data. This assure a single consistent channel of communication between the project and it´s stakeholders.
  9. 9. © Initiating Planning Executing Closing Monitoring & Controlling Direct and Manage the Project Work Integration Overview - Executing Manage Communications Acquire Project Team Develop Project Team Manage Project Team Manage Stakeholder Engagement Conduct Procurement Perform Quality Assurance Project Management Execution Processes
  10. 10. © Direct and Manage the Project Work The process is based on frequent (preferably daily) meetings between the Project Manager and the Project Team (Task Managers, Full Kit Managers, Resource Managers, etc.) where the progress is measured and issues are addressed. The key is to be sure the project work is synchronized with other activities (other projects and non project work - day by day activities). Guidelines: • Whenever a task starts it shouldn’t stop until be concluded; • The resources that are working in a task, must work in the task only. No Multitask!!! • Do not start a task earlier than planned. The work is do as late as possible. Tools: • Buffer Recovery Plan; • Help Needed; • Escalation. Integration Overview - Executing
  11. 11. © Manage Project Team The Project Manager, together with the Task Manager and the Resource Manager need assign the people to the tasks. In the Planning Phase the tasks are linked with the roles (functions) to analyze the capacity to perform the work. Now it is time to distribute the work to the teams according the plan. Eventual lack of resources have to be immediately addressed, before to cause major damages in the project. Integration Overview - Executing
  12. 12. © Manage Communications The way to communicate the status the project is the “Fever Chart”. This tool allow all the team and stakeholders follow the speed of progress and have a clear picture of the work remaining to finish. The chart shows the ratio between the % of Critical Chain completion (based on the remaining time to finish the ongoing tasks) and the % of buffer consumption. Integration Overview - Executing %BufferConsumed % Chain Complete
  13. 13. © Initiating Planning Executing Closing Monitoring & Controlling Monitor and Control Project Work Control Communications Validate Scope Control Scope Control Risks Control Quality Project Management Monitoring & Controlling Processes Integration Overview – Monitoring & Controlling Perform Integrated Change Control Control Procurements Control Stakeholder Management Control Schedule Control Costs
  14. 14. © Control Schedule Tracking the project progress through the Fever Chart is possible to identify the pace of the work and work in the issues before they cause major damage in the schedule. Integration Overview – Monitoring & Controlling Monitor and Control Project Work %BufferConsumed % Chain Complete A quick view in the tendency can give a valuable information: • Vertical progression means the project is consuming buffer (safety) with lower progress; • Horizontal movements (from left to right) means you are moving forward in the project critical chain with lower buffer consumption.
  15. 15. © Initiating Planning Executing Closing Monitoring & Controlling Close Project (or Phase) Project Management Closing Processes Integration Overview – Closing Close Procurements
  16. 16. © Close Project (or Phase) During the project closure the team gather all the data available in the system, identifying opportunities of improvement and assessing the problems and issues happened along the project. In CCPM this is called POOGI process, where the key is to search the most frequent causes for the most part of the problems (root cause). To do so, informations like these one is used: • Tasks that caused the highest buffer consumption (number of occurrences and total time); • Tasks stuck (number of occurrences and total time); • More frequent “Help Needed” (assigned to who and what problems); • Project Managers, Full Kit Managers and Task Managers assigned to the highest level of buffer consumption. Integration Overview – Monitoring & Controlling
  17. 17. © CCPM touch all of the five PMBok groups of processes, being present from the Initiation until the Closing. Around 13 processes are directly related with the CCPM best practices. The main purpose of CCPM in simple. Protect and prioritize the flow. Which means avoid any interruption in the project work. Everybody need to have a clear priority about what is the work to do now and what is the next. The Critical Chain is the constraint of a project. So, need to be protected against uncertainty and Murphy through buffers, strategic placed in points were delays will cause critical damage. Preparation is everything. So, use Full Kits to make sure once something start, can be finished with no breaks. Conclusions
  18. 18. © Focus, focus and focus. Avoid Multitask. Do one thing at the time. This will reduce stress and help to bring good quality. In summary CCPM is not a Project Management methodology, is a “way” to how to manage and execute the Project. It does not specify phases; documents; and/or steps. CCPM implementations, as any other cultural and behavior changes, require discipline and high management intensive support in the beginning, but significant improvements are proven in terms of reducing the projects cycle time, increasing the due date performance (deliver when it is originally planned) and the overall reliability. Conclusions
  19. 19. © Questions

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