The document discusses project management techniques and introduces Critical Chain Project Management (CCPM). It notes that traditional project management methods often result in projects being late, over budget, below specifications and below quality. It then outlines some of the key principles of CCPM, which aims to resolve issues in traditional approaches that slow things down and lead to inefficiencies. Specifically, CCPM uses a schedule with few internal due dates to allow for early finishes, aggregates contingency at the project level rather than at the task level, and accounts for resource constraints that the critical path method does not. The document argues this approach can deliver projects on time, faster and with increased productivity compared to traditional methods.
This document summarizes a presentation given on Critical Chain Project Management (CCPM). CCPM is described as a set of interlinked techniques and tools that can significantly improve project scheduling and execution processes. Traditional project management is noted to often result in late, over budget projects due to things like unrealistic scheduling with task deadlines, poor resource allocation, and multi-tasking. In contrast, CCPM approaches such as using a dependency chart without deadlines, aggregating contingency at the project level rather than in each task, identifying resource-constrained critical paths, and enforcing single-tasking are highlighted as helping to deliver projects on time and within budget by addressing the flaws of traditional approaches.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The presenter discussed limitations of predictive project management and how agile project management addresses these through its values of prioritizing individuals and interactions, working software, customer collaboration, and responding to change. Key aspects of agile include self-organizing cross-functional teams, frequent delivery of working software, and emphasis on individuals and interactions over processes. Popular agile methodologies like Scrum were explained, involving rituals like daily stand-ups and artifacts like product backlogs. Career opportunities in agile project management were explored along with typical job roles and required skills.
Strategic project management focuses on adding value to an organization through complex projects that implement business strategy. It differs from conventional project management by emphasizing business synergy over project administration. Strategic project managers must consider how a project fits into and supports the overall business strategy and dynamics. They must be prepared to adapt projects in response to market changes to create competitive advantages and shareholder value for the organization.
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...Branislav Gablas PMP (5k)
How PRINCE2 can be blended with Agile principle, which is the core of PRINCE2 Agile, How Scrum, Kanban, Agilometer, Cynevin, Behaviours and targers are used in PRINCE2 Agile?
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
This document summarizes a presentation given on Critical Chain Project Management (CCPM). CCPM is described as a set of interlinked techniques and tools that can significantly improve project scheduling and execution processes. Traditional project management is noted to often result in late, over budget projects due to things like unrealistic scheduling with task deadlines, poor resource allocation, and multi-tasking. In contrast, CCPM approaches such as using a dependency chart without deadlines, aggregating contingency at the project level rather than in each task, identifying resource-constrained critical paths, and enforcing single-tasking are highlighted as helping to deliver projects on time and within budget by addressing the flaws of traditional approaches.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The presenter discussed limitations of predictive project management and how agile project management addresses these through its values of prioritizing individuals and interactions, working software, customer collaboration, and responding to change. Key aspects of agile include self-organizing cross-functional teams, frequent delivery of working software, and emphasis on individuals and interactions over processes. Popular agile methodologies like Scrum were explained, involving rituals like daily stand-ups and artifacts like product backlogs. Career opportunities in agile project management were explored along with typical job roles and required skills.
Strategic project management focuses on adding value to an organization through complex projects that implement business strategy. It differs from conventional project management by emphasizing business synergy over project administration. Strategic project managers must consider how a project fits into and supports the overall business strategy and dynamics. They must be prepared to adapt projects in response to market changes to create competitive advantages and shareholder value for the organization.
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...Branislav Gablas PMP (5k)
How PRINCE2 can be blended with Agile principle, which is the core of PRINCE2 Agile, How Scrum, Kanban, Agilometer, Cynevin, Behaviours and targers are used in PRINCE2 Agile?
Critical Chain Project Management (CCPM) is a methodology that improves project management through 3 key principles: 1) Buffer time is placed on the longest project path to protect the due date. 2) Projects are released based on constraint availability to reduce multitasking. 3) Execution priorities are driven by relative buffer consumption to focus on projects needing attention. CCPM has been successfully implemented by many companies resulting in reduced time to market, higher on-time delivery, more projects completed, and improved resource planning.
Grands projets industriels complexes: Rôle spécifique du Maître d’Ouvrage et ...Jeremie Averous
Le rôle du maître d'ouvrage est trop souvent sous-estimé dans les projets industriels. Cette présentation explique quel doit être ce rôle, et les conditions dans lesquelles les maîtres d'ouvrages peuvent être effectifs pour le succès des projets
The document discusses agile project management and compares it to the traditional approach. It outlines the key phases and characteristics of the Scrum framework, an agile method for managing iterative development projects. Scrum uses short "sprints" to iteratively develop software in increments, with daily stand-ups and involvement from customers and stakeholders. At the end of each sprint, completed work is reviewed and new work is planned for the next sprint. Scrum provides flexibility to adapt the project as requirements change compared to the traditional sequential approach.
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
The Chunnel Project faced significant cost overruns and delays due to poor cost management throughout its lifecycle. In the inception phase, the initial scope was poorly defined leading to scope creep. In the development phase, lack of proper cost planning and control of scope changes by the Intergovernmental Commission exacerbated costs. In the implementation phase, the use of fixed-price contracts for underground construction caused disputes and claims that increased expenses. Finally, in the closure phase, late modifications in scope delayed completion and reduced returns on investment for stakeholders. Overall, cost overruns ballooned from an initial £4.8 billion estimate to £9.5 billion due to weaknesses in cost planning and control across all project phases.
Advanced Work Packaging (AWP) PresentationDevice Media
Geoff Ryan from Insight- AWP and Author of "Schedule for Sale" and "Even More Schedule for Sale" explains the concepts and processes involved with AWP with this in-depth look at Advanced Work Packaging.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
Critical Chain Project Management & Theory of ConstraintsAbhay Kumar
Critical Chain Project Management (CCPM) uses aggressive task estimates and buffers to eliminate wasted time from practices like multitasking, student syndrome, and Parkinson's law. It identifies the critical path and adds a project buffer at the end to protect the deadline. CCPM is based on the Theory of Constraints (TOC), which involves identifying, exploiting, subordinating, and elevating constraints. CCPM and TOC are applied in both waterfall and agile projects by aggressively estimating tasks, avoiding multitasking on the critical path, monitoring buffer consumption, and using TOC to resolve impediments.
Critical Chain Project Management (CCPM) is an approach to project management that focuses on managing resource constraints. It differs from traditional critical path methods by accounting for implicit resource dependencies and inserting buffers to protect milestone dates from uncertainty. CCPM principles include eliminating safety times from tasks, focusing on meeting milestone dates over individual task dates, and prioritizing the throughput of constrained resources over local optimizations. Project buffers and feeding buffers are added to the schedule to absorb uncertainty while still meeting deadlines.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
PMP Exam Chapter Wise Q & A’s Project Management Frame Work - By SN PanigrahiSN Panigrahi, PMP
PMP Exam Chapter Wise Q & A’s Project Management Frame Work - By SN Panigrahi,
Essenpee Business Solutions,
Sure Hit PMP @ First Attempt,
Project Management Framework
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
A visual guide to Critical Chain Project Management (CCPM) Part 1Jonathan Sapir
Critical Chain Project Management (CCPM) is set of common sense techniques to significantly increase project throughput and improve the on-time delivery of complex projects. It's amazing how few people have ever heard of it, let alone use it. To make it more accessible, we're creating a series of ebooks to explain CCPM in a visual and interesting way.
Critical Chain Project Management - Training Material Extract of 1 Day Europe...MARRIS Consulting
This document provides an extract of training material on Critical Chain Project Management (CCPM). It introduces CCPM and the Theory of Constraints, discusses common problems project managers face around meeting deadlines and resource constraints, and previews exercises that will be used to illustrate CCPM planning and execution methods. The training is led by two consultants with extensive experience implementing CCPM and helping companies improve their project performance.
Grands projets industriels complexes: Rôle spécifique du Maître d’Ouvrage et ...Jeremie Averous
Le rôle du maître d'ouvrage est trop souvent sous-estimé dans les projets industriels. Cette présentation explique quel doit être ce rôle, et les conditions dans lesquelles les maîtres d'ouvrages peuvent être effectifs pour le succès des projets
The document discusses agile project management and compares it to the traditional approach. It outlines the key phases and characteristics of the Scrum framework, an agile method for managing iterative development projects. Scrum uses short "sprints" to iteratively develop software in increments, with daily stand-ups and involvement from customers and stakeholders. At the end of each sprint, completed work is reviewed and new work is planned for the next sprint. Scrum provides flexibility to adapt the project as requirements change compared to the traditional sequential approach.
The document outlines the topics covered in an online PMP exam preparation course. The course modules cover the key aspects of project management based on the PMBOK Guide, including the project lifecycle, stakeholders, integration, scope, time, cost, quality management, and other processes. It also discusses the differences between projects, programs and portfolios, the role of the project management office, and the relationships between project management and operations management. Sample exam questions are provided at the end.
The Chunnel Project faced significant cost overruns and delays due to poor cost management throughout its lifecycle. In the inception phase, the initial scope was poorly defined leading to scope creep. In the development phase, lack of proper cost planning and control of scope changes by the Intergovernmental Commission exacerbated costs. In the implementation phase, the use of fixed-price contracts for underground construction caused disputes and claims that increased expenses. Finally, in the closure phase, late modifications in scope delayed completion and reduced returns on investment for stakeholders. Overall, cost overruns ballooned from an initial £4.8 billion estimate to £9.5 billion due to weaknesses in cost planning and control across all project phases.
Advanced Work Packaging (AWP) PresentationDevice Media
Geoff Ryan from Insight- AWP and Author of "Schedule for Sale" and "Even More Schedule for Sale" explains the concepts and processes involved with AWP with this in-depth look at Advanced Work Packaging.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
PRINCE2 (Projects IN Controlled Environments) is a best practice project management methodology recognized by the UK government. It focuses on dividing projects into manageable stages, with an emphasis on business justification, organization, and controls. Key techniques include product-based planning, quality reviews, change control, and configuration management. While less comprehensive than PMBOK, PRINCE2 provides a prescriptive process structure and can complement PMBOK by helping structure a project methodology and implement techniques like organization and change control. Understanding both PMBOK and PRINCE2 can provide project managers with a comprehensive skillset.
Prosci Webinar - Bringing Structure and Intent to Building Your Enterprise Ch...Prosci ANZ
No core competency will be more important in the future than the ability to deliver expected results from change. Building an enterprise-wide change management capability improves agility, mitigates saturation and improves change portfolio outcomes. But an enterprise capability takes more than “want to” and chatter. In this session, learn how to bring structure and intent to building your change management capabilities.
Critical Chain Project Management & Theory of ConstraintsAbhay Kumar
Critical Chain Project Management (CCPM) uses aggressive task estimates and buffers to eliminate wasted time from practices like multitasking, student syndrome, and Parkinson's law. It identifies the critical path and adds a project buffer at the end to protect the deadline. CCPM is based on the Theory of Constraints (TOC), which involves identifying, exploiting, subordinating, and elevating constraints. CCPM and TOC are applied in both waterfall and agile projects by aggressively estimating tasks, avoiding multitasking on the critical path, monitoring buffer consumption, and using TOC to resolve impediments.
Critical Chain Project Management (CCPM) is an approach to project management that focuses on managing resource constraints. It differs from traditional critical path methods by accounting for implicit resource dependencies and inserting buffers to protect milestone dates from uncertainty. CCPM principles include eliminating safety times from tasks, focusing on meeting milestone dates over individual task dates, and prioritizing the throughput of constrained resources over local optimizations. Project buffers and feeding buffers are added to the schedule to absorb uncertainty while still meeting deadlines.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
PMP Exam Chapter Wise Q & A’s Project Management Frame Work - By SN PanigrahiSN Panigrahi, PMP
PMP Exam Chapter Wise Q & A’s Project Management Frame Work - By SN Panigrahi,
Essenpee Business Solutions,
Sure Hit PMP @ First Attempt,
Project Management Framework
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
A visual guide to Critical Chain Project Management (CCPM) Part 1Jonathan Sapir
Critical Chain Project Management (CCPM) is set of common sense techniques to significantly increase project throughput and improve the on-time delivery of complex projects. It's amazing how few people have ever heard of it, let alone use it. To make it more accessible, we're creating a series of ebooks to explain CCPM in a visual and interesting way.
Critical Chain Project Management - Training Material Extract of 1 Day Europe...MARRIS Consulting
This document provides an extract of training material on Critical Chain Project Management (CCPM). It introduces CCPM and the Theory of Constraints, discusses common problems project managers face around meeting deadlines and resource constraints, and previews exercises that will be used to illustrate CCPM planning and execution methods. The training is led by two consultants with extensive experience implementing CCPM and helping companies improve their project performance.
Project Cage Match: Multitasking vs Critical ChainJeffrey Davidson
Presented at Big Apple Scrum Day on June 1, 2015 by Joyce Dostale and Jeffrey Davidson
From the conference program:
Executives believe starting their project NOW means it will end sooner. Unfortunately, starting one more project costs dramatically more than waiting. Sharing limited resources causes all the projects to sub-optimize. Multitasking is costing your organization a fortune!
Are you tired of being time-sliced across too many projects? Learn how value decreases when you work on many projects at the same time and increases (!) when you focus and deliver on a single project.
Come, play a game based upon ideas from Critical Chain Project Management, Lean, and Agile. Take part and help us illustrate the power of focus on your project portfolio management.
REFERENCES:
Eliyahu Goldratt, “Critical Chain”, North River Press, 1997
Clarke Ching, Rolling Rocks Downhill; Accelerate AGIILE with Goldratt’s TOC
http://www.rolls.rocks/ccblog/2014/8/7/rolling-rocks-downhill-still-coming
Critical Chain Concepts (A tool promotion paper, but very well-written summary of Critical Chain concepts)
http://www.civiles.org/publi/Gestion/Critical-Chain-Concepts.pdf
Lecture from MIT (Gives case study from ITT)
http://web.mit.edu/2.742/www/sylabus/3_14.pdf
If your projects involve other companies doing most of the work, then this presentation can open the door to faster, better and less expensive projects. You don't have to spend more to get your project sooner. Critical Chain Project Management (CCPM) has worked wonders in many industries..but has not had much impact in sectors such as construction. We think we know why. Take a look ad let us know what you think www.profitableprojects.org
This document discusses the Theory of Constraints (TOC), a management approach that focuses on actively managing constraints that limit an organization's ability to meet goals. It identifies three main types of constraints - bottlenecks, capacity constraints, and demand constraints. A bottleneck is defined as the resource with the lowest capacity in a process. The TOC involves identifying bottlenecks, exploiting them to maximize throughput, and subordinating other decisions to bottleneck management. Key principles include focusing on bottleneck utilization and flow rather than non-bottleneck resources, and pacing work release according to bottleneck capacity.
A visual guide to Critical Chain Project Management (CCPM) Part 2: CCPM Solut...Jonathan Sapir
Lack of focus and the inability to manage uncertainty are two significant causes of project delays, diminishing quality, excessive project delays, and low team spirit. By addressing these root causes, critical chain project management (CCPM) techniques improve project speed, quality, on-time performance and team morale.
Using Lean Thinking to identify and address Delivery Pipeline bottlenecksSanjeev Sharma
Using Lean Thinking to identify and address Delivery Pipeline bottlenecks discusses applying Lean principles to accelerate feedback and improve time to value across the development, testing, and production stages. It identifies common bottlenecks like deploying infrastructure and provides examples of how adopting DevOps practices like continuous delivery can help optimize pipelines and flow of work. The document advocates mapping bottlenecks and implementing solutions like capturing infrastructure as code to enable faster, more reliable application deployments.
This document provides an overview of project management concepts. It defines a project as a temporary group activity with a defined beginning and end, designed to produce a unique product or service. Project management is the application of knowledge and skills to execute projects effectively and efficiently. It discusses key project management processes like initiating, planning, executing, monitoring and controlling, and closing. It also notes that project estimates tend to be inflated and based on worst-case scenarios rather than true task durations. Overall, the document introduces some foundational concepts in project management.
The document provides an overview of the critical path method (CPM), a technique for scheduling projects. It was developed in the 1950s by the US Navy to consider logical dependencies between tasks. CPM calculates the longest sequence of tasks to complete a project and the earliest and latest each task can start. It determines critical tasks on the longest path. The method breaks a project into tasks, estimates durations, and identifies dependencies to create a schedule and establish critical paths. CPM is a useful tool for project management to optimize schedules and resources.
The document discusses the Critical Path Method (CPM) for project planning and scheduling. CPM involves identifying all project activities, determining their duration and sequence, and identifying the critical path which determines the shortest project duration. It describes drawing network diagrams to show activity dependencies and establishing time and cost estimates for each activity under normal and crash schedules. CPM helps optimize resource allocation and monitoring to ensure the project stays on schedule.
The document describes the story of how the book Business Model Generation became a bestselling management book through an innovative approach. The authors decided to write the book in a new format that was more visual, practical and light. They also developed an innovative business model where they got people to pay to help write and design the book through an online collaboration hub. This unconventional approach led to over 120,000 copies in print and the book becoming a top 10 business book. The document discusses the learnings around managing co-creation openly and how distribution has become more of a commodity compared to attention.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
The document discusses network analysis and the critical path method (CPM). It explains that CPM can be used to determine the minimum time required to complete a project if activity durations are known. CPM was developed in the 1950s by researchers at DuPont and Sperry Rand. It also discusses the Program Evaluation and Review Technique (PERT) which can estimate project completion probabilities when durations are uncertain. Both CPM and PERT helped reduce the Polaris missile development time. The document provides examples of CPM and PERT applications and rules for constructing a project network diagram.
This one sentence document provides information about an event exploring stakeholder management skills that was held on October 22nd, 2013 at the Holiday Inn located near the Peartree roundabout in Oxford.
This document discusses business model innovation using the Business Model Canvas as a tool. It provides an example of how Nespresso changed their business model to become successful. Their original model in 1987 almost failed, but by changing to a model where they control the pod production and recycling, they were able to grow significantly with annual growth over 30% and global sales of over $3.8 billion. The document advocates testing business model prototypes with customers to find the right model rather than relying only on the ideas of management.
Use the Progress Board to Test your Business IdeasStrategyzer
The Progress Board is a tool used to manage lean startup experiments and measure business progress. It involves extracting key hypotheses, designing tests to validate or invalidate hypotheses, moving test cards as experiments are conducted, capturing learnings, and defining if progress was made, a pivot is needed, or more testing is required. The overall goal is to avoid failure by testing business ideas through experiments before fully committing resources.
Operating systems allow processes to reenter, or recursively call, the same function before previous invocations have returned. This reentrancy enables multitasking, where the CPU rapidly switches between processes to give the illusion they are running simultaneously by interleaving execution. Reentrancy is an important concept that enables modern operating systems to support multitasking.
This presentation was given by Gary Palmer on Wednesday 2nd April 2014. Airbus in Bristol very kindly hosted the event which was well attended by almost 80 of the local APM membership and project management community.
An introductory-level presentation to critical chain project management (CCPM), primarily aimed at those new to the subject.
Critical chain project management (CCPM) is fast emerging as a major step change in project management, dramatically improving project speed and predictability. Although currently relatively little-known in the UK, it has become well-established and highly successful in America, India and Japan, and is predicted to become a dominant methodology within the next few years.
CCPM changes many typical project management practices and behaviours, and by these changes removes the in-built inefficiencies in ‘traditional’ project management, enabling projects to run faster and with more effective protection against uncertainty, whilst providing much improved visibility of progress and monitoring both at the single project and multi-project (programme and portfolio) levels.
This presentation introduces the main principles of CCPM and compares and contrasts them with current project management practices, with an overview of CCPM’s history and development, use of the methods in programme and portfolio situations, current adoption in industry, and implementation considerations.
The document discusses traditional project management methods and Critical Chain Project Management (CCPM). It notes that traditional methods often result in projects being late, over budget, below specifications or quality. CCPM uses interlinked techniques and tools to improve scheduling, execution and productivity without increasing resources. Some key benefits of CCPM include project delivery over 90% on time, 20-50% faster completion, and 20-60% increased productivity and throughput.
Critical Chain Project Management (CCPM) is a project management approach that allows you to finish nearly all your projects on time, to reduce their durations by about 40%, to provide excellent visibility and anticipation capability, and to create a much better working environment with much less stress and firefighting.
CCPM is the Theory of Constraints' project management "solution". In this webinar, Philip Marris, who has more than 30 years of experience in the use of the Theory Of Constraints (TOC) in over 250 different companies, presents the essential components of the "Critical Chain Way": how to plan projects, how to execute them, how to implement CCPM and how to further improve performance with a focused continuous improvement process.
Many real life examples will be included drawn from Marris Consulting's extensive Critical Chain experience in a great variety of environments and a great variety of types of projects: new product development, MRO, Capex projects, 10 day projects and 10 year projects...
He explains the why he recommends using TOC's 5 focusing steps to project portfolios, a process often resulting in increases in productivity of more than 100% (2 to 3 times more projects completed per year).
He adds his own points of view and recommendations: the possibility of combining Agile with CCPM, the relationship between CCPM and the PMI's (Project Management Institute) body of knowledge, the combination of CCPM with Lean Engineering...and how easy it is to get these extraordinary results.
The document provides an overview of PRINCE2 project management methodology. It discusses the key components of PRINCE2 including the 7 themes, 7 principles, and 7 processes. The 7 processes are starting up a project, directing a project, initiating a project, controlling a stage, managing a stage boundary, managing product delivery, and closing a project. PRINCE2 provides a standardized approach to project management focused on delivering projects on time, on budget, and meeting quality standards.
Pmp project management professional free sampleNada Sallam
This document provides an overview of project management concepts and techniques. It defines project management, discusses the triple constraint of scope, time and cost, and introduces project life cycles and organizational structures. Methods for estimating activity durations like three point estimates and PERT calculations are presented. The document also covers topics like developing the work breakdown structure, validating scope, and developing the project schedule using tools like critical path method.
Taking business operations to new heights with StrategicERP, ITAakash envisions helping organizations to stay competitive, grow rapidly & globally with all technologies possible to meet the upcoming demands of real estate growth
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
The document provides an overview of project management offices (PMOs) and Microsoft Project Online. It discusses what a PMO is, why organizations establish PMOs, and how to set up a PMO in 5 phases. It then provides examples of PMOs from different organizations and industries. Finally, it gives a high-level overview of Project Online, its target users, top 10 benefits, and key terms.
Boris Lucic
Keeping collaborative delivery arrangements in focus and of course... a case of LBSR
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
This document provides an overview of project management. It defines what constitutes a project, program, and portfolio. It discusses how effective project management can provide competitive advantages to businesses. While most executives view project execution as the most important skill, implementing strategic change is seen as the most important organizational capability. The document then covers project lifecycles, key stages of managing projects, and factors to consider around appropriate levels of project management effort for different types of projects. It provides examples of what good and ineffective project management look like.
Mediacurrent Webinar: Estimating web projectsMediacurrent
Everyone knows that process is important, but we have all gotten lost in the rush of daily tasks. Join Project Management expert Rob McBryde and Vice President of Client Services James Rutherford, both from Mediacurrent, as they tell us how building and following a process for estimating web projects has driven success for their clients.
You'll Learn:
* Mediacurrent's approach to building project budgets
* Why having a Project Manager involved is critical to business success
* Things you should know about your website before you approach an agency
* Why Drupal projects fail without proper planning
Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.
Pmp project management professional free sampleAnnsstand
This document provides an overview of project management concepts including the project life cycle, project integration management, scheduling techniques, and sample PMP exam questions. Specifically:
- It defines project management and describes the five project management processes: initiating, planning, executing, monitoring and controlling, and closing.
- It discusses the project life cycle and how projects are divided into phases with deliverables and phase exits. It also covers iterative life cycles.
- It introduces concepts like the work breakdown structure (WBS), critical path method, resource leveling, and schedule compression techniques.
- It includes examples of network diagrams, PERT calculations, and milestones charts to illustrate scheduling tools.
- Finally, it
Collaboration - A Key Enabler of Innovation (Mirion).pdfTim McMahon
The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage.
One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently.
VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly.
In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.
Project Management fundamentals
Introduction. BBA / MBA course - Chapter 1
PPT available upon request: frgaucher@yahoo.fr.
Comments are welcome to improve the content!
Francois Gaucher, DBA, MBA
Pmp project management professional free sampleNada Sallam
This document provides an overview of project management concepts and techniques for preparing for the Project Management Professional (PMP) exam. It defines project management, discusses the triple constraint of scope, time and cost, and introduces the project life cycle and organizational structures. Methods for estimating activity durations like three point estimates and reserve analysis are also summarized.
Agile & Lean in Construction: a brilliantly compelling & inspiring case studyagileoutsideIT
The document discusses implementing agile and lean principles in construction projects at Willmott Dixon. It outlines the challenges in the construction industry around low productivity and a lack of collaboration. Willmott Dixon aims to improve project performance, planning competence, and collaborative working using agile principles in medium and short term planning. The Suiko method is introduced as a behavior-based approach used on pilot projects like Romford Leisure Centre to establish lean foundations, control processes, and drive continuous improvement through multi-functional teamwork. The goal is to develop the "Willmott Way" approach company-wide within 12-18 months.
This document summarizes a virtual meetup on app modernization. It discusses that 79% of app modernization efforts fail, with the average cost being $1.5 million and time being 16 months. App modernization aims to improve scalability, engineering velocity, and remove technical debt. Common obstacles include complexity, technical debt, and lack of resources. Modernizing just the UI without the business logic is ineffective. The document recommends prioritizing modernizing the business logic first to achieve the most benefits, and provides guidance for successful modernization projects such as defining requirements, securing resources, training teams, and providing the right tools.
Similar to The Real Reason That Projects Fail and How to Fix it - An Introduction to Critical Chain Project Management (20)
APM webinar hosted by the Scotland Network on 14 May 2024.
Speakers: Chris Drysdale and Peter Huggett
An interactive session discussing how Project Managers can identify mental health symptoms, provide tools to help themselves and others, plus also increase the capabilities of the Project Management function. This webinar was held on 14 May 2024.
The covid-19 pandemic led to concerns about a worsening of mental health & wellbeing across the world and increased awareness in both society and the workplace. This webinar looks to advise the benefits of having a Mental Health First Aid function in the workplace whilst also providing tools and techniques that can be readily used and applied to yourself and colleagues. Additionally, there are wider benefits to Project Management which will be proposed and discussed.
Making communications land - Are they received and understood as intended? webinar
Thursday 2 May 2024
A joint webinar created by the APM Enabling Change and APM People Interest Networks, this is the third of our three part series on Making Communications Land.
presented by
Ian Cribbes, Director, IMC&T Ltd
@cribbesheet
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/making-communications-land-are-they-received-and-understood-as-intended-webinar/
Content description:
How do we ensure that what we have communicated was received and understood as we intended and how do we course correct if it has not.
APM Welcome
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Professor Adam Boddison OBE, Chief Executive Officer, APM
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM welcome from CEO
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Projecting for the Future: Harmonising Energy and Environment
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Graham Winch, Professor of Project Management, Alliance Manchester Business School
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
APM launched Projecting the Future in June 2019 to debate the challenges and opportunities for the profession, building on the 2017 Future of Project Management exercise conducted by Arup and University College London. This presentation provides the initial results from this third phase of reflection on the future of our profession.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
New to Nuclear - Transition into nuclear from other sectors
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Elaine Falconer, Head of Profession for Project Management, Jacobs
and
Karen Williams, Project Manager, Jacobs
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
In this session, Jacobs shared insights and learning from its ‘New to Nuclear’ programme designed to support mid-career and lateral entrants whose existing skills and expertise can be utilised in the nuclear sector.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Tell us what to do, not how to do it
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Alan Livingstone, Project Delivery Lead, UK&I Water Sector, Stantec
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
How the Stantec Project Management Framework provides our PMs with the flexibility to deliver projects of varying complexity, across a variety of different sectors, within a Global Organisation.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
The Future is Fractional
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Karen Frith, Founder & Managing Partner, Greenlight Partners
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
Discovering the transformational impact of working with fractional experts. Learning how businesses and professionals are embracing fractional roles and how they’re redefining work structures for optimal agility and efficiency.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Lessons learned across projects
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Barney Harle, Head of Major Projects, Manchester City Council
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
What are my key takeaways from working on a vast array of projects including the recent 30+ low carbon and decarbonisation schemes at Manchester City Council?
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Agile Adaptability: Navigating Project Management in a Dynamic World
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Nathan Lumb, Partners Project Manager, GEIC
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This presentation delved into the vital role adaptability plays in modern project management.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Inclusive Practices in Project Management: Leveraging Digital Frameworks for Diverse Minds
Tuesday 30 April 2024
APM North West Network Conference, Synergies Across Sectors
Presented by:
Caroline Keep, PhD researcher Digitization in Education Organisation, University of Central Lancaster
Conference overview:
https://www.apm.org.uk/community/apm-north-west-branch-conference/
Content description:
This talk aimed to provide actionable insights and strategies for embedding inclusivity into the fabric of project management, thereby unlocking the new dimensions of productivity and innovation in the digital sphere.
The main conference objective was to promote the Project Management profession with interaction between project practitioners, APM Corporate members, current project management students, academia and all who have an interest in projects.
Leadership - the project professionals secret weapon
Wednesday 24 April 2024
APM East of England Network
Presented by:
Chris MacLeod
Keep up to date with the APM East of England Network:
https://www.apm.org.uk/community/east-of-england-network/
Content description:
“I’m a Project Manager”.
That’s often what we tell family, friends and peers when asked what we do. But is it really a fair description? It may well be our role title, but it probably doesn’t convey a lot of what we actually do.
This presentation and discussion is about going beyond the frameworks, processes and stereotypes associated with project management and exploring the leadership roles we all in fact perform.
“I provide leadership focused on delivering projects and change for organisations”
APM Project Management Awards - Hints and tips for a winning award entry webinar
Thursday 18 April 2024
The APM Awards overview and the resources of this webinar:
https://www.apm.org.uk/apm-awards/
Content description:
Ahead of the APM Awards 2024, find out from our expert panel what elements make a winning APM Award entry.
Learn how to choose the category best suited to you or your company.
Answers provided to those all-important questions:
-What importance does the criteria hold?
-What are the judging panel looking for?
-How should I structure my entry?
-What additional evidence is acceptable?
-What will give my entry an edge?
X hashtag: #APMawards
The Vyrnwy Aqueduct Modernisation Programme webinar
Wednesday 17 April 2024
APM North West Network
Presented by:
Katie Rowlands
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/the-vyrnwy-aqueduct-modernisation-programme-webinar/
Content description:
Spotlight on the Vyrnwy Aqueduct Modernisation Programme and the challenges facing a large project within Cheshire.
The Vyrnwy Aqueduct Modernisation Programme is one of United Utilities largest projects focused on the modernisation of three 42” aqueducts that carry clean drinking water across the North West.
This webinar covered the Vyrnwy project and an insight into the project challenges that face a live project within the Cheshire area.
APM event hosted by the London Network on 10 April 2024.
Speaker: Nick Fewings, MD of Ngagementworks
In March 2022, Nick Fewings, Ngagementworks, MD of Ngagementworks, published Team Lead Succeed, based on his 30+years of both leading operational and project teams, and subsequently facilitating team development around the world.
It has become a best seller, with a 96% 5-star review rating, and has been read on 5 of the 7 continents.
In this interactive session, Nick will share learning from Team Lead Succeed that can be applied immediately and make a positive difference to your teamwork.
Nick will share the importance of knowing both WHO is in your team and also HOW effective your teamwork is.
Only 10% of teams achieve high-performance, with 50% being average and 40% dysfunctional.
In this session, delivered by award-winning conference speaker Nick Fewings, and author of best-seller Team Lead Succeed, Nick will share his 30+ years of leading teams and facilitating team development.
Nick has profiled 1,000 of individuals and worked with 100s of teams.
Those attending will benefit from understanding;
Why many projects fail to achieve their goals.
Not relying on just measuring KPIs.
The importance of knowing WHO is in your team, both from a behavioural and technical skills aspect.
The 16 areas of high-performance teamwork, and their importance.
https://www.apm.org.uk/news/team-lead-succeed-helping-you-and-your-team-achieve-high-performance-teamwork-2/
Currently Knowledge Transfer Subject Matter Expert (Commercial) in the UKDT PMO on the Peru Reconstruction Plan. Stuart has more than 25 years’ track record of commercial and contract management experience working across both public and private sector projects, as well as more than 20 years’ experience in the development and delivery of professional training. As well as working for Gleeds in the UK and Peru, Stuart has also worked in China for Gleeds and has supported people development in Gleeds’ offices in Egypt and Poland. Stuart has been well placed to support the adoption of the NEC and UK Cost Management best practice in Peru – he was Chair of the RICS New Rules of Measurement (NRM) initiative and was heavily involved in the creation of the RICS Black Book Guidance (best practice in cost management).
APM event hosted by the Midlands Network on 11 April 2024.
Speaker: Carole Osterweil
Data is power. AI changes everything.
If the claims about both are true, how can we ensure we use data and AI well? And what does it mean for the very things which make us human - our feelings?
In this workshop Carole will draw on material from her ground-breaking book, Neuroscience for Project Success: why people behave as they do to answer both questions.
“We like to think our decision making is completely rational. However, once there's an element of uncertainty, conscious assessments are only part of the story. Two other inputs, both subconscious and driven by our innate need to survive, have a big impact.
One, automatic reactions driven by cognitive biases, gets plenty of airtime.
The other input, our raw visceral emotions might be scary to talk about and less understood - but that’s not a reason to pretend they don’t exist!”
This interactive workshop will draw on material from Carole’s book, Neuroscience for Project Success: why people behave as they do, published by APM in 2022.
You’ll come away with:
a clear understanding of how the human brain works.
a framework that:
explains ‘why people behave as they do’.
makes it easier to talk about feelings in a matter-of-fact way (so that they become part of your conscious data set)
new insights into yourself and your projects in a world that’s often characterised by stress and disorder.
Act on these insights and you’ll see the impact - on your teams and stakeholders, your decisions about how to use data and AI, and ultimately your project outcomes.
AI in the project profession: examples of current use and roadmaps to adoption webinar
Wednesday 27 March 2024
Association for Project Management
Speaker panel:
Andy Murray, James White, James Garner, Karina Singh and Alex Robertson
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/ai-in-the-project-profession-examples-of-current-use-and-roadmaps-to-adoption-webinar/
Content description:
Disruptive technology and accelerating change is the now the norm within business. Advancements that feel relatively recent are already becoming embedded into business-as-usual activity. AI is one such advancement; it is already being used and having real-world impacts across the project profession.
To help P3M professionals understand the implications of this change, APM invited representatives from organisations that have introduced or are preparing to introduce AI into their project workstreams, to explain their approach and share their insight with fellow professionals.
This webinar on explored how AI is currently being used in project and programme management, and how organisations are gearing up for its adoption.
Katharine works for WRAP which is a climate action NGO working in more than 40 countries around the globe to tackle the causes of the climate crisis and give the planet a sustainable future. In this session, you will learn about WRAP’s plastics programme and how sustainability has been incorporated as a core value in delivery of the programme, with the aim of inspiring the audience to take action in their own work.
Kai-Fu Lee predicted that AI would change the world more than anything in the history of humanity – even electricity. It would disrupt how we live and work, how we operate our businesses, the core products and services on offer and the way in which we build technology.
However, in 2024 the impact of AI can no longer be discussed in future tense. With Microsoft copilot now publicly available, the change is already upon us. There is no consultation period or ‘unsubscribe’ button.
Project management professionals are likely to be asked to manage AI projects - and we are expected to skilfully use AI in our daily work lives. While overwhelming, this is not the first time we’ve had to adapt.
Sarah helps her audience sharpen their cutting-edge skills by answering:
What do I need to know about AI right now?
If I’m asked to work on an AI project, what techniques do I need to be successful?
Where do I start my own learning journey to upskill and prepare?
Sarah’s expertise in advanced agile and experience in highly regulated Finance environments give her a unique perspective into balancing governance with technical innovation. She uses her own experience building an AI solution in 2023 to share practical, widely applicable concepts in an “AI for project managers” 101 style session.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
2. www.criticalpoint.co.uk
Intellectual Property
This document is the Intellectual Property of
Critical Point Ltd
This document is supplied for the personal use
of the recipient and is not to be copied, edited,
transmitted or broadcast in part or in whole
without the prior permission of Critical Point
Ltd.
2
6. Critical Point Consulting
www.criticalpoint.co.uk
Why do we need to change? - 3
Business Impact:
Product Expensive
Late to Market
Customer Dissatisfaction
Reputation
Project Failure & Slow Costly Projects Cripples Business
6
10. Critical Point Consulting
www.criticalpoint.co.uk
How Does CCPM Deliver These Improvements?
By resolving problems in our working methods that:
1. Slow everything down
2. Cause our contingency to be ineffective
3. Cause inefficiencies and wastage
10
11. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
11
12. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
Transportable: Not industry / sector specific
Applicable in any* project environment
Works with existing project structures
12
13. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
Techniques: Working practices, Behaviours
Tools: Processes, Software
13
14. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
Individually: Resolve a specific problem
Collaboratively: In unison to support the whole
14
15. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
Improvements: Efficient processes
Faster operation
Better work environment
15
16. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any* project, programme
and portfolio environment’
Scheduling: Optimum, realistic schedule
Effective contingency protection
Execution: Efficient working practices
Excellent progress visibility, focus, control
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17. Critical Point Consulting
www.criticalpoint.co.uk
What is CCPM?
‘A transportable set of interlinked techniques and
tools that work individually and collaboratively to
significantly improve the processes and operation of
scheduling and execution in any * project,
programme and portfolio environment’
Projects: Single projects
Programme: Multi-project
Portfolio: Enterprise-wide
Any Sector
17
18. Traditional Project Management
The Five Elements of Failure
So, what are the problems in Traditional Proj. Mgmt.?
Deadline
Schedule
Task-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
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Critical Point Consulting
www.criticalpoint.co.uk
19. Traditional Project Management
The Five Elements of Failure
Deadline
Schedule
Task-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
19
Critical Point Consulting
www.criticalpoint.co.uk
20. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
09/09
22/09 23/09
1/10
13/10
Planned Completion
13/09
1/09
09/09 10/09
10/09
22/09
14/09 15/09
14/09 15/09
23/09
22/09 23/09
20/09 21/09
03/10
04/10
30/09 1/10
09/10
13/10
15/10
06/10 07/10 13/10
Attempt to impose a Rigid construct on a Variable situation
Actual dates will always change
… and will need constant and continued updating
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Critical Point Consulting
www.criticalpoint.co.uk
21. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
Shouldn’t early and late finishes balance out?
Usually not.
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Critical Point Consulting
www.criticalpoint.co.uk
22. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
Potential
Early Finish
Deadline
Date
Task
Missed
Time-Saving
Parkinson’s Law – ‘Work expands to fill the time available’
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Critical Point Consulting
www.criticalpoint.co.uk
23. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
Late Finish
Adds Time
Planned
5 days
Early Finish
Gain Lost
7 days
✓
3d
✓
3d
5 days
✓
5 days
5 days
✓
5 days
2 days added
to schedule
5 days
No benefit
to schedule
Parallel Converging Tasks tied to schedule dates
Losses Accumulate - Gains Don’t
…And the schedule moves out
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Critical Point Consulting
www.criticalpoint.co.uk
24. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
Q- What is the probability of all a project’s tasks finishing on time?
Calculation: (Task Probability%^no. of tasks)
With a 90% task probability:
10 tasks = 35% probability
20 tasks = 12%
50 tasks = 0.05%
100 tasks = 0.000026%
Q? - How many tasks in your current project?
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Critical Point Consulting
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25. Traditional Project Management
Task Deadline Scheduling – Planning to Fail
Summary
Dates attempt a rigid structure on a variable situation
A ‘Train Timetable’ - when the trains never run on time
Parkinson’s Law often prevents early finishes
Losses increase time and costs, not offset by gains
Schedule is guaranteed to require frequent changes
Project end-date slip is almost inevitable
25
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26. Critical Chain Project Management
The Five Elements of Success
CCPM
Schedule
Task-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
26
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27. 09/09
22/09 23/09
13/09
1/09
09/09 10/09
10/09
22/09
14/09 15/09
14/09 15/09
23/09
22/09 23/09
20/09 21/09
1/10
03/10
Critical Point Consulting
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13/10
04/10
30/09 1/10
09/10
13/10
15/10
06/10 07/10 13/10
Why have fixed dates if we know that they will change?
27
28. CCPM Schedule
09/09
13/09
1/09
19/10
30/12
10/09
Very few Internal Due Dates / Deadlines
Schedule is used only as a Dependency Chart
Each task completes asap and next task is started
No schedule updating necessary
28
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31. CCPM Schedule
Potential
Early Finish
Task
So now, without deadlines to fuel Parkinson behaviours,
Our potential Early Finish…
31
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34. CCPM Schedule
Shorter Task Execution = Reduced Time & Costs
Faster and Cheaper Projects
34
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35. CCPM Schedule
Summary
Very few internal due dates
Work carried out on an ‘as soon as possible’ basis
A ‘Relay Race’ (not a ‘Train Schedule’)
Early finishes reduce timescales & cost
Flexible structure for a variable environment
Few due dates means few / no schedule updates
CCPM values speed over working to fixed dates
35
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36. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Task-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
36
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37. www.criticalpoint.co.uk
Task-Level Contingency
Confidence in own ability
Familiarity with technology
Familiarity with task
Interruptions
Multi-tasking
Complexity of the task
How Much
Contingency?
Known Unknowns
Specification Stability
Easy Life
Fear of Failure
Estimate chopping
Confidence in Spec.
Unknown Unknowns
37
38. www.criticalpoint.co.uk
Task-Level Contingency
Confidence in own ability
Familiarity with technology
Familiarity with task
Complexity of the task
Interruptions
Easy Life
A Guess
Fear of Failure
Multi-tasking
Known Unknowns
Specification Stability
Estimate chopping
Confidence in Spec.
Unknown Unknowns
38
39. Task-Level Contingency
Effect 1- An Extended Schedule
Self-protection (in blue) encourages fat estimates
A project may contain > 50% embedded contingency
39
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40. Task-Level Contingency
Effect 2 – Student Syndrome
Scheduled
Start
Deadline
Date
Work
Contingency
Actual
Start
Initially plenty of contingency
No incentive to start immediately
Start deferred
40
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41. Task-Level Contingency
Effect 2 – Student Syndrome
Scheduled
Start
Deadline
Date
Work
Actual
Start
Contingency decreased
41
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42. Task-Level Contingency
Effect 2 – Student Syndrome
Scheduled
Start
Deadline
Date
Work
Other
work
Big
Problem
Maybe another task is required / preferred
Now no contingency left and work is rushed
Then a big problem surfaces…
42
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43. Task-Level Contingency
Effect 2 – Student Syndrome
Scheduled
Start
Deadline
Date
Work
Other
work
Big
Problem
And now we have a task over-run…
43
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44. Task-Level Contingency
Effect 3 – Unprotected Project End-Date
Planned Completion
Delayed Completion
If on a Critical Path task = project over-run
44
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45. Task-Level Contingency
Effect 4- Unmanaged Time
Traditional contingency (shown in Blue)
45
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46. Task-Level Contingency
Effect 4 – Unmanaged Time
Project Manager’s View
Where is the contingency?
How do you measure and manage it?
Maybe 50% of project time is not under control
46
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47. Traditional Project Management
Task-level Contingency
Task-Level Contingency - Problem Cascade
Self-Protection leads to
Inflated ‘Localised’ Estimates which generate
Long, Over-padded Schedules which encourages
Parkinson’s Behaviours and
Student Syndrome which results in
Slow and Costly Projects which are still
Unprotected From Delays and which have
Hidden, Unmanaged Contingency
47
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48. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Task-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
48
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49. Critical Chain Project Management
The Five Elements of Success
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
49
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52. CCPM Project-Level Contingency
Remove task-level contingency
Task Estimates have no in-built contingency
Estimates are based on ‘Aggressive-but-possible’ task times
52
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53. CCPM Project-Level Contingency
Remove task-level contingency
Shorter Task Durations & much reduced timeline
No space for Parkinson or Student Syndrome
But where is our contingency now?
53
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54. CCPM Project-Level Contingency
Aggregate Contingency
Project
Commit
Date
Project Buffer
Buffer protects the Project – not individual tasks
Provides the project Commit Date
54
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55. CCPM Project-Level Contingency
Project Protection
Project
Commit
Date
Project Buffer
Critical Task over-runs are absorbed by the Buffer
The Project ’Schedule’ remains unchanged
The Project Commit Date is not affected
55
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56. CCPM Project-Level Contingency
Project Protection
Project
Commit
Date
Buffer
Status
Project Buffer
Buffer Status shows the impact on contingency
Now able to measure and manage our contingency
56
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57. CCPM Project-Level Contingency
Project Protection
Project
Commit
Date
Buffer
Status
Project Buffer
If a Critical Task finishes early…
The time saved is ‘added back’ into our contingency
Buffer Status always shows the latest position
57
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58. CCPM Project-Level Contingency
Project-Level Contingency Cascade
Aggregated Uncertainties are built into a
Project Contingency which results in
Streamlined Schedules with
Visible, Manageable Contingency which prevents
Parkinson’s Behaviours and
Student Syndrome which results in
Fast and Efficient Projects which are
Protected From Delays
58
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59. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
59
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60. Traditional Project Management
Critical Path – A dangerous path to follow?
Task E
Task B
Task G
Task H
Task A
Task F
Task I
Task C
Task D
Task J
Critical Path ignores resources
Critical Path based ONLY on task dependency & duration
Valid only in an environment without resource constraints
But what happens if we have resource contentions?
60
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61. Critical Path Problems
Resource Contentions
Task A
Task B
Task F
Task G
Task H
Task E
Task I
Task C
Task D
Task J
Tasks F & C need the same resources, as do tasks G & I
61
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62. Critical Path Problems
Post–CP Resource Levelling
Task F
Task E
Task H
Task A
Task B
Task I
Task C
Task D
Task G
Task J
Levelling resolves the issue… but increases timescales
And the vision of the Critical Path dominates
…and so tactical manoeuvres soon start...
62
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63. Critical Path Problems
1- Multi-Tasking
Task E
Task H
Task A
Task B
Task D
Task J
Quality may be reduced
Predictability becomes less certain
Work becomes fragmented and control less easy
But because Multi-tasking takes longer…
63
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64. Critical Path Problems
2 - Overtime
Task E
Task H
Task A
Task B
Task D
Task J
…Extra hours need to be worked
Scheduling & Control becomes difficult
64
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65. Critical Path Problems
Slippage
Task E
Task H
Task A
Task B
Task D
Task J
Multi-tasking is high risk
High potential for slippage
Diminishing returns due to staff morale / burnout
65
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66. Scope Cut
Scope Cut
Critical Path Problems
Scope Cut
Task E
Task A
Task B
Scope Cut
Task H
Task D
Task J
Last resort to hit target date is a Scope Cut
May cause work in other areas
Further degrades quality
‘Project Meltdown’
66
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67. Critical Path Cascade
Traditional Project Management
Critical Path Problems
Ignoring Resources Contentions leads to an
Incorrect Dependency Path often with
Unrealistic Completion Dates and
Misleading Priorities which encourages a spiral of
Fire-fighting tactics which leads to an
Out of Control Project with an
Unstable Schedule
67
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68. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Path
Multi-tasking
68
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69. Critical Chain Project Management
The Five Elements of Success
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Chain
Multi-tasking
69
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70. CCPM Critical Chain
1. Build Dependency Network As Normal
Task A
Task B
Task F
Task G
Task H
Task E
Task I
Task C
Task D
Task J
Include Resource Requirements
- right at the start
70
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71. CCPM Critical Chain
2. CCPM Software - Resource Levelling
Task E
Task H
Task A
Task G
Task F
Task B
Task I
Task C
Task D
Task J
Resource-levelling the schedule…
Prevents over-allocation of resources
71
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72. CCPM Critical Chain
3. CCPM Software - Identify the Critical Chain
Task E
Task H
Task A
Task G
Task F
Task B
Task I
Task C
Task D
Task J
CCPM treats Resource Constraints as dependencies…
Priority sequence also goes to resource dependent tasks
A realistic critical sequence – The Critical Chain
72
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73. Critical Chain / Critical Path Comparison
Task E
Task H
Task A
Task G
Task F
Task B
Task E
Task I
Task C
Task F
Critical Chain
Task D
Task J
Task G
Critical Path
Task H
Task A
Task B
Task C
Task I
Task D
Task J
Irrespective of what you draw in the CP schedule, the real
situation will be driven by the realities of resource constraints
73
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74. Critical Chain / Critical Path Comparison
Task A
Task B
Task E
Task F
Task G
Task H
Task E
Task I
Task C
Task F
Task D
Critical Chain
Task J
Task G
Critical Path
Task H
Task A
Task B
Task C
Task I
Task D
Task J
If there are no resource clashes, the Critical Chain will be
the same as the Critical Path
74
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75. CCPM Critical Chain
Critical Chain Cascade
Including Resources Contentions leads to a
Correct Dependency Path with
Realistic Project Duration and
Realistic Priorities which provides a
Project Under Control with a
Stable Schedule
75
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76. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Chain
Multi-tasking
76
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77. Traditional Project Management Multi-tasking:
The Illusion of being productive
Time
Without Multi-tasking:
Task 1: 9 days
With Multi-tasking:
3d
3d
Task 2: 9 days
Task 3: 9 days
Day 9
3d
27 Days
Day 24
3d
3d
3d
3d
3d
3d
31 Days
• Nothing gets completed until day 24.
Task 1: + 15 days late(+165%)
Task 2: + 8 days late (+47%)
Task 3: + 2 days late (+22%)
• Speed – Everything is delayed
• Quality – Likely to be less
• Productivity - Reduced
77
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78. Summary
Traditional Project Management Multi-tasking:
The Illusion of being productive
It slows everything down
It reduces quality
It wastes time and costs more
It is bad for morale
It complicates scheduling & control
It removes planning predictability
It causes delivery delays
Multi-tasking; The SINGLE best way…
…to screw up TWO JOBS.
78
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79. Critical Chain Project Management
The Five Elements of Success
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Chain
Single-tasking
79
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80. CCPM - Task Management
Single Tasking
One task only worked on at a time
No interruptions
Dedicated work until task complete
80
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81. CCPM Single Tasking
The reality of being productive
Time
Without Multi-tasking:
Task 1: 9 days
Task 2: 9 days
Task 3: 9 days
27 Days
Return to effective and efficient working
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82. CCPM Single Tasking
Can Multi-tasking be removed?
‘Good’ Multi-Tasking
Non-Project / background, no dependencies or deadlines.
Training/education. QA tasks. Flexi-time.
‘Bad’ Multi-Tasking
‘Double-booked’ on overlapping tasks.
Covering Additional / Support roles.
‘Ugly’ Multi-Tasking
Personnel allocated simultaneous project tasks.
Endemic, cultural.
82
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83. CCPM Single Tasking
Summary
It improves quality
It reduces time & money spent
It simplifies scheduling & control
It enables planning predictability
It is good for morale
It speeds everything up
83
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84. Traditional Project Management
The Five Elements of Failure
CCPM
Schedule
Project-Level
Contingency
Poor Measures
& Control
Critical Chain
Single-tasking
Multi-tasking
84
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85. Traditional Project Management
Progress Measurement
Use of ‘Percentage Complete’:
Report to expectation – no bad news to give
Can’t be challenged – only task owner knows
Often simply aligned with time used
Optimism that time can be pulled back
Infrequent reporting gives psychological cushion
Reality is often ignored - An easy place to hide
85
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86. Traditional Project Management
Progress Measurement
Measurements -
Percentage Complete, Time / money used / left
Position against base line, Milestones achieved…
What do they tell us?
How much time/money used - Retrospective
What do they tell us about the future?
Very little…
What is the Only Question PM’s get asked?
86
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87. Traditional Project Management
Progress Measurement
‘Are you on target?’
What do we really need to know?
How exposed are we?
Have we got enough safety in hand?
Is there a trend?
Is it upward or downward?
Should we be taking any action?
Where should we be taking action?
87
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88. Summary
Traditional Project Management
Progress Measurement
Often not a true / realistic picture
Real Status / safety contingency is hidden
False sense of schedule security
Leads to persisting ‘90% complete’ / late-emerging issues
Can cause major / incorrect re-scheduling
Doesn’t answer the Big Question
88
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89. Critical Chain Project Management
The Five Elements of Success
CCPM
Schedule
Project-Level
Contingency
Good Measures
Visible Control
Critical Chain
Single-tasking
Multi-tasking
89
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90. CCPM Progress Measurement
CCPM Progress Reporting:
Frequency:
Often
When any significant change occurs
Questions:
Is task complete?
If not, how much task-time left remaining?
90
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91. CCPM Progress Measurement
‘Critical Chain’ Completed
✓
A
E
B
C
✓
F
✓
D
Critical Chain completed reported into CCPM software
91
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93. CCPM Progress Measurement
Contingency Buffer Usage
Buffer
Used
Buffer
Remaining
+3 +3
A
E
F
+3
B
C
+3
D
✓
Task C has no effect on buffer
93
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94. CCPM Progress Measurement
Seeing into the Future
Buffer
Used
Buffer
Remaining
+3 +3 +5
A
E
F
+3
B
C
D
+5
+3
Early Report
Immediate report from task D that an extra 5 days will be required
This report immediately shows in Buffer Usage
Provides ‘view ahead’ notification of future position
94
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95. CCPM Progress Measurement
Now we have two key measurements:
Amount of critical work completed: Critical Chain
How much contingency remaining: Project Buffer
Put these two together…
95
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96. CCPM Progress Measurement
The Fever Chart
Singular
Objective
Predictive
Easily interpreted
Auto constructed
Up-to-date
Immediate
96
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97. CCPM Progress Measurement
Summary - 1
Frequent Reporting:
Progress is always up-to-date
Project position is always up-to-date
97
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98. CCPM Progress Measurement
Summary - 2
‘Remaining Duration’ Reporting:
More accurate / realistic picture
Focusses the task worker
Real Status / safety contingency is visible
Persisting ‘90% complete’ syndrome banished
Prevents late-emerging issues
98
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99. CCPM Progress Measurement
Summary - 3
Fever Chart:
Combined view of progress and contingency
Trends provide early warning
Objective, singular, visual, always available
Prevents unnecessary schedule changes
Answers the Big Question!
99
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100. Critical Chain Project Management
The Five Elements of Success
So, have we fixed all of the problems?
CCPM
Schedule
Project-Level
Contingency
Good Measures
Visible Control
Critical Chain
Single-tasking
Multi-tasking
Yes – but not just these; CCPM fixes a bigger problem and the
reason that past improvements have not succeeded
100
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102. Traditional Project Management
The Five Problems
Task-Level
Contingency
Poor Measures
& Control
Deadline
Schedule
Critical Path
Multi-tasking
What problem is also caused by these five issues? 102
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103. Traditional Project Management
Schedule Instability
Schedule
Changes
Task-Level
Contingency
Schedule
Changes
Poor Measures
& Control
Deadline
Schedule
Critical Path
Schedule
Changes
Schedule
Changes
Multi-tasking
Schedule
Changes
Each individual issue causes schedule changes
103
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104. Traditional Project Management
Problem Self-Perpetuation
Schedule
Changes
Task-Level
Contingency
Schedule
Changes
Poor Measures
& Control
Deadline
Schedule
Critical Path
Schedule
Changes
Schedule
Changes
Multi-tasking
Schedule
Changes
And Schedule changes cause other problems and…104
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105. Traditional Project Management
Problem Self-Perpetuation
Schedule
Changes
Task-Level
Contingency
Schedule
Changes
Poor Measures
& Control
Deadline
Schedule
Critical Path
Schedule
Changes
Schedule
Changes
Multi-tasking
Schedule
Changes
Each individual problem area perpetuates others 105
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106. Traditional Project Management
Problem Self-Perpetuation
Schedule
Changes
Task-Level
Contingency
Schedule
Changes
Poor Measures
& Control
Deadline
Schedule
Schedule
Changes
Critical Path
Schedule
Changes
Multi-tasking
Schedule
Changes
Locked-in, self-perpetuating, systemic failure
106
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109. CCPM Schedule Stability
Project-Level
Contingency
Rem. Duration
Visible Control
CCPM
Schedule
Critical Chain
Single-tasking
CCPM removes the causes of problem perpetuation
schedule changes and systemic failure
109
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110. Seven Problems of Traditional PM…
…and the Seven Solutions of CCPM
Traditional Problems:
Deadline Scheduling
Task-Level Contingency
Critical Path
Multi-tasking
Poor Measures & Control
Schedule Volatility
Problem Perpetuation
Poor Work Environment
= ‘Terminal Mediocrity’
CCPM Solutions:
Flexible Scheduling
Project-Level Contingency
Critical Chain
Single-tasking
Good Measures & Control
Schedule Stability
Solution Constancy
Good Work Environment
= ‘Progressive Excellence’
110
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112. CCPM in Programme and Portfolio
The Programme & Portfolio Myth
1. That the more projects you start, the more you will get done
112
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113. Overloaded Programme
1. Project Time-Slicing
Project 1: 9mths
Project 2: 9mths
Project3: 9mths
27 mths
mth 9
mth 23
Project Fragmentation:
3mths
3mths
3mths
3mths
3mths
3mths
3mths
3mths
3mths
30 mths
If projects have to time-slice,
Fragmentation will delay all projects
Driven by edict for all projects to be shown as started
113
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114. Overloaded Programme
1. Project Time-Slicing
Project 1: 9 mths
Project 2: 9mths
Project3: 9mths
27 mths
9 mths
21 mths
3mths
3mths
3mths
3mths
3mths
3mths
3mths
3mths
3mths
30 mths
Longer elapsed time gives more exposure time for changes
Changes generate more work and extend projects further
Meanwhile unfinished work gets ‘rusty’
114
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115. Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Frequently great pressure to start more projects Often ignoring the realities of resource capacity
115
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Overloaded Programme
2. Simultaneous Projects
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116. Exterior View
Overloaded Programme
2. Simultaneous Projects
Reality at Working Level
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Insufficient resource causes Cross-Project Reallocations
‘Who shouts loudest’ gets the resources
116
All projects suffer and get delayed
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117. Exterior View
Overloaded Programme
Reality at Working Level
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Gaps left in projects fuel Multi-tasking
117
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118. Exterior View
Overloaded Programme
Reality at Working Level
Project 1
Project 2
Project 3
Project 4
Project 5
Project 6
Gaps + multi-tasking delay all projects
Constant changes make schedules volatile / unworkable
118
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119. Overloaded Programme
Exterior View
Reality at Working Level
Project 1
Project 2
Project 3
. . . .?
. . . .?
. .?
Project 4
. .?
Project 5
Project 6
. .?
Major impact is that completion becomes unpredictable
119
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120. Traditional Project Management
Overloaded Programme
Summary
An Overloaded system causes:
Fighting over Insufficient Resources
Volatile / Unworkable Schedules
Fuels Multi-tasking
Delays
Loss of Completion Predictability
120
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122. Overloaded Programme
Exterior View
Reality at Working Level
Project 1
Project 2
Project 3
. . . .?
. . . .?
. .?
Project 4
Project 5
Project 6
. .?
. . .?
How did we got here?
122
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123. Overloaded Programme
Exterior View
Reality at Working Level
Project 1
Project 2
Project 3
. . . .?
. . . .?
. .?
Project 4
Project 5
Project 6
. .?
. . .?
Belief that ‘More Work In = More Work Out’
Lack of Real Priorities (‘It’s all Top Priority!’)
123
Lack of regime to prevent overloading
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124. CCPM in Multi-Project Environment:
Maximising Throughput
Problem 1: ‘More Work In = More Work Out’
Forcing work in over capacity slows throughput
Working within capacity speeds up throughput
Solution:
Convince management of the above realities
Stop feeding in more than system can manage
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125. CCPM in Multi-Project Environment:
Maximising Throughput
Problem 2: Lack of Priorities
Not having clear prioritisation slows throughput
Having priorities speeds up throughput
Solution:
Priorities are mandatory
‘It’s all Top Priority!’ is banned
All decisions start with Priorities
Priorities need to be business-based
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126. CCPM in Multi-Project Environment:
Maximising Throughput
Problem 3: Lack of regime to prevent overloading
No loading rules = No control = Overloading
Solution:
Start new projects only when capacity allows
‘Stagger’ new projects starts to avoid major issues
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127. CCPM in Multi-Project Environment:
Maximising Throughput
Solution Summary:
• Prioritise !
• ‘Stagger’ project starts to avoid major contention
• Start new projects only when capacity allows
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128. Project A
CCPM in Multi-Project Environment:
Prioritise!
Priority 4
Project B
Priority 5
Project C
Priority 3
Project D
Priority 2
Priority 1
Project E
Project F
Priority 6
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140. Companies Using CCPM - 1
High Tech
3M
Advasense Technologies
Agilent Technologie
AMCC
AMD
Avaya
Avitronics
Barco
Bell Canada
BT Radianz
Computer Sciences Corp
Cray, Inc.
ECI Telecom Ltd.
Eclozion Informatique
Ericsson
Estonian Telephone
Fairchild Semiconductor
Graftech
Hewlett Packard
Hitachi Computer Products
Honeywell
IBM
Ismeca Europe Semiconductor
ITT Canon
L-3 Communication Systems
LSI Logic
Lucent Technologies
Marvell
High Tech /
Medtronic, Inc.
Microsoft
Motorola
Numonyx
Philips Semiconductors
Pioneer
Qualcomm
RSA Security
SanDisk
Sapient
Seagate Technology LLC
Sony Ericsson
Spirent Communications
Sprint
Sun Microsystems
Symbian
Tadiran Spectralink
Tektronix
TT Technologies
Tundra Semiconductor
Workscape
Xerox Corporation
Business Education
Ashridge Management College
Project Management Institute
London Business School
+ Over 160 Universities
Life Sciences
Abbott Labs
Adirondack Surgery
AHIS-St. Vincent Health
AMGEN
Andover Healthcare Inc.
Arterain Medical
Baxter
Boston Scientific
Central Dupage Health
Bovis Pharmaceuticals
Converge Medical Inc.
Cytori Therapeutics, Inc.
Edwards Lifescience
Ethicon
Gambro Healthcare
GlaxoSmithKline
Johnson & Johnson
Medtronic
Merck Medco Managed Care
Pfizer
Pharmacia
Roche Diagnostics
Spectranetics
Tenet Health Care
Tyco Healthcare
United Behavioral Health
Vascore Medical
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141. Companies Using CCPM - 2
Aerospace and Defense
Aerojet Corporation
Air Force Institute of Tech.
BAE Systems
The Boeing Company
General Dynamics
Halliburton
ITT Space Systems
Lockheed
NASA
Northrop Grumman
Portsmouth Naval Shipyard
Puget Sound Naval Shipyard
Raytheon
SAAB Avionics
US Air Force
Consumer Products
Coca-Cola
Colgate Palmolive
Del Monte Foods
Fonterra
Gillette
Heineken
IKEA
Kraft Foods
McKee Foods
Nike
Philip Morris
Industrial
ABB
Accoat
Advanced Energy Technology
Alcan
Alfa Lava
American Rubber Products
Applied Plasmonics
AREVA
Atomic Energy of Canada .
Balfour Beatty
Bimba Manufacturing
Bosal
Bosch Rexroth Ltda.
Brice Manufacturing
BVR Technologies Company
C.F. Roark Welding.
Callaway Golf
Celite Corporation s
Conoco
Corning Cable Systems
Cueros Industrializados
DaimlerChrysler UK
Danfoss
Delta Faucet Company
Detroit Diesel Reman-West
DuPont
Eastman Kodak Company
Industrial/
ExxonMobil Chemical
Fisher Controls
Fluid Brasil Sistemas
Fluke Corporation
Fuel Cell Energy
GE Industrial Systems
Hach
Honda
ITT Corporation
Kawasaki Heavy Industries,
M&M Precision Systems
Marshall Industries
Merichem Chemicals
Milwaukee Forge
Rail care
Raychem
Rolls Royce
Siemens
Sylvania
Unilever
Tata
UPC Technology
Volvo
Source:TOC International, Gatlinburg, TN.
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Professional Recognition
Association for Project Management
APM Body of Knowledge.
"An alternative to creating networks based on activity dependencies is to use a
technique called critical chain. This method considers the availability of resources
and the interdependencies between resources.“ - APM Body of Knowledge 6th edition (2012) p 155
Project Management Institute
PMI Body of Knowledge
“Critical chain is a schedule network analysis technique that modifies the project
schedule to account for limited resources. Initially, the project schedule network
diagram is built using duration estimates with required dependencies and defined
constraints as inputs. The critical path is then calculated. After the critical path is
identified, resource availability is entered and the resource-limited schedule result is
determined. The resulting schedule often has an altered critical path.”
PMI BoK 4th edition. Ch 6 Time Management p.155
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Professional Recognition
Conference Presentation
Critical Chain Project Management using Microsoft Project and Prochain:
Implementing Project Portfolio Management.
The Theory of Constraints International Certification Organization (TOCICO) is a global
not-for-profit certification organization for TOC practitioners, consultants and
academics to develop and administer certification standards, and facilitate the
exchange of latest developments. TOCICO has run an international conference for the
past 11 years.
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145. The Theory of Constraints & CCPM - 30yrs in the making:
The work and books of Eli Goldratt
Retail
Isn’t It Obvious?
TOC & Business Strategy
Viable Vision
TOC & Technology
Necessary But Not Sufficient
Project Management
Critical Chain
Distribution, Marketing, Management
It’s Not Luck
The Thinking Process
The Jonah Program, The Choice
Manufacturing, Accounting, Production
The Goal, The Race, The Haystack Syndrome
1985
1990
1995
2000
2005
2010
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146. CCPM Potted History
Development:
Result of many years of continuous development
Based on Theory of Constraints (TOC) 1980’s – 1990’s
Needed software to be truly viable
Software too slow to develop
Software now mature & robust (see ProChain.com)
Key Publications by Eliyahu Goldratt:
1984 'The Goal' – TOC in manufacturing
1997 ‘Critical Chain’ - Applying TOC to project management
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147. Last Word
‘Critical Chain Project Management presents us with an opportunity to plan
projects well for maybe the very first time. We should make sure that we
break with our old traditions of how we have done things in the past, and replan our projects from scratch.
But planning is only half the story. The real power of CCPM comes from the
control afforded during the execution or deployment of the job. Buffer status
and buffer management allows us unprecedented feedback on the progress
of the project and where to focus attention and where not.
And maybe this is the most important factor in the whole approach.
We have a totally new and systemic way to manage projects. We should
make the very most of this opportunity.’
Dr. Kelvin Youngman
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148. Critical Point Consulting
Over 15 years experience of implementing CCPM
in
Multiple companies / Multiple industries
info@criticalpoint.co.uk
www.criticalpoint.co.uk
UK: 01892 506881
|
Intl: +44 1892 506881
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