Objetivo: Mejorar la visualización y el control del portafolio de proyectos desde la PMO a través de la metodología Critical Chain Project Management

1. Speaker: Emma Terricabras Belart
PMP®, CSM®, PhD
Senior Project Manager, PMO Manager
Moderador: Consultor Asociado PMOfficers
Fecha: Miércoles 04/Noviembre/2020
Barcelona 20.00 Hora Local
Objetivo: Mejorar la visualización y el control del portafolio
de proyectos desde la PMO a través de la metodología
Critical Chain Project Management
Webinar Series
La Magia de la PMO
Visualización y control a distancia de las
cadenas críticas en la PMO

2. GUEST BIO
Emma Terricabras Belart
• +20 years of experience in Pharma and
Clinical diagnosis
• Chemical Engineer, PhD Organic Chemistry,
PMP®, CSM®
• Hybrid Project Management (CCPM + AGILE)
• Project Portfolio/PMO Management
• Soft skills trainer (CoP People Management)
• Volunteering with the PMI-BCN Chapter, as
NGO-PMI collaboration coordinator

3. AGENDA
1. CCPM Main concepts
2. Mono-project environment
3. Portfolio environment
4. Cultural change

4. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
02/12/2010
21/01/2011
12/03/2011
01/05/2011
20/06/2011
09/08/2011
28/09/2011
17/11/2011
06/01/2012
25/02/2012
15/04/2012
04/06/2012
24/07/2012
12/09/2012
01/11/2012
21/12/2012
01/07/2009
20/08/2009
09/10/2009
28/11/2009
17/01/2010
08/03/2010
27/04/2010
16/06/2010
05/08/2010
24/09/2010
13/11/2010
02/01/2011
21/02/2011
12/04/2011
01/06/2011
21/07/2011
09/09/2011
29/10/2011
18/12/2011
06/02/2012
27/03/2012
16/05/2012
05/07/2012
24/08/2012
13/10/2012
Estimateddeliverydate
Update
BA400-Progress of the estimated delivery date
Progress of the estimated delivery date
Example of Continuous delays reported

5. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
Results from projects all over the world…
Only 30% end on time, do not exceed the budget and keep its initial scope*
* Standish group

6. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables

7. 1. CCPM Main concepts
Is there anything we can do?
Yes…but we need:
❑ Well established methodology
❑ Experts to implement a new philosophy
and to make sure it remains well established

8. 1. CCPM Main concepts
Approach & Solution:
❑ Uncertainty reduction:
looking for a continuous improvement of the processes
❑ Uncertainty acceptation:
it can’t be reduced to zero. Its management is a “Must”

9. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
Eliyahu Goldratt’s legacy

10. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
 “The best performance an
organization may achive is limited by
its constraint. Therefore, if we want to
manage the system instead of allowing
the system to lead us, we need to
identify this constraint and to proceed
on its basis”
Eliyahu Goldratt, 1990, Theory of Constraints

11. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
UNCERTAINTY:
needs to be managed
“The strength of the chain is in the weakest link”
CONSTRAINT:
needs to be identified

12. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
UNCERTAINTY:
needs to be managed
with the Buffer
“The strength of the chain is in the weakest link”
CONSTRAINT:
needs to be identified
and is the Critical Chain

13. 1. CCPM Main concepts
CCPM:
light vs
darkness

14. 1. CCPM Main concepts
CCPM:
light vs
darkness

15. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
CCPM GOALS
▪ To ensure the estimated delivery date
▪ To have more efficient teams

16. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
CCPM GOALS
▪ To ensure the estimated delivery date
▪ To have more efficient teams

17. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
CONSTRAINT:
the CRITICAL CHAIN
• Definition. Critical tasks & resources
• i.e ProChain (MSProject Plugin)
• Dynamic, depends on the scenario
The critical chain is “the longest path in the network diagram considering activity
interdependence and resource constraints.”

18. 1. CCPM Main concepts
Los sistemas tradicionales
SIP/H323 son vulnerables
CCPM duration estimation
p p p p p p
based on user’s estimation
p Protection
Traditional duration estimation
❑ Delays on CC tasks are
going to consume Buffer
❑ Buffer is to be used...but
under control
❑ “Aggressive” duration
estimation of the tasks & a
Global Protection to be shared
by the project team: the Buffer

19. 2. Mono-project environment
❑ PLANNING
❑ EXECUTION MONITORING

20. 2. Mono-project environment
❑ PLANNING
❑ Network construction in a waterfall
process from requirements
definition to product delivery
considering internal and external
milestones and the rest of all the
activities needed
❑ All main stakeholders must
participate

21. 2. Mono-project environment
❑ PLANNING
Tasks represented in different colors depending of its nature
❑ R&D/technical (SW, mechan...)
❑ Documentation
❑ Providers
❑ Preventive actions
❑ Internal or external milestone
❑ Testing/verification/validation
❑ Purchase
❑ Quality
❑ Regulatory
❑ Marketing....

22. 2. Mono-project environment
❑ PLANNING
Collaborative network definition by the CORE TEAM
❑ “Rolling wave Planning”
❑ Scope control
❑ Risk Management
❑ Internal and external
communication Tool

23. 2. Mono-project environment
❑ PLANNING
❑ Detailed description of all the tasks
❑ FD and LRD (buffer calculation/Uncertainty management)
❑ RRHH/owner involved
❑ Notes/comments…

24. 2. Mono-project environment
❑ PLANNING
❑ Resources loading balance.Tasks distribution in a calendar

25. 2. Mono-project environment
❑ CC = Bottleneck identification and buffer calculation
❑ FOCUS on what’s critical for the due date (ON-TIME delivery)
❑ PLANNING

26. 2. Mono-project environment
❑ EXECUTION MONITORING

27. 2. Mono-project environment
Project Name Task Name
Task
Unique ID
Orig. Dur Rem. Dur
Rem. Dur
(info from
TEAM)
Days Slack Ow ner
Projected
Start
Projected
Finish
NOTES
COMMENTS from the
TEAM
PROJ-1 PROJ-1-Hacer molde adaptador tubos 371 100 días 4 días 61 FG vie 09/10/15 jue 15/10/15
PROJ-1 PROJ-1-Diseñar linea producción LEAN 363 20 días 2 días 32 JA vie 09/10/15 mar 13/10/15
PROJ-1 PROJ-1-Probar puntas (6 tipos) 381 43 días 29 días 23 ST vie 09/10/15 jue 19/11/15
PROJ-1
BA-200 Desarrollar y liberar FW usuario Alfa-
200
312 30 días 25 días 48 RP vie 09/10/15 vie 13/11/15
PROJ-1
PROJ-1-Diseñar y fabricar útiles producción
y control (P2)
25 50 días 25 días 64 JA vie 09/10/15 vie 13/11/15
PROJ-1
PROJ-1-Redactar-maquetar manuales y
documentación técnica penúltima versión
392 30 días 28 días 128 JM vie 09/10/15 mié 18/11/15
PROJ-1
PROJ-1-Realizar instrucciones de montaje
3DVia (P4)
66 80 días 35 días 54 JA vie 09/10/15 vie 27/11/15
La duración considerada (80d)
incluye revisiones y
supervisión de Mecánica para
que no haya iteraciones a partir
de UID37
PROJ-1
PROJ-1-Completar fichas datos logística de
mecánica (P1)-GRUPO2
396 10 días 2 días 44 ET vie 09/10/15 mar 13/10/15 Incluye trabajo de AP
Biweekly Update:
Remaining duration reporting
❑ EXECUTION MONITORING

28. 2. Mono-project environment
▪ Progress analysis
▪ Recovery buffer?
▪ “What-if” scenarios
▪ Decision making
A new task list is created for the next working period (i.e 2 weeks)
FEVER CHART
❑ EXECUTION MONITORING

29. 2. Mono-project environment
BUFFER consumption
❑ EXECUTION MONITORING

30. 2. Mono-project environment
Example 1
High level planning
Final version planning

31. 2. Mono-project environment
Example 1
FEVER CHART

32. 2. Mono-project environment
Example 1
❑ Tasks’ duration reduction
❑ HHRR increase
❑ Tasks links’ change
❑ Tasks’ elimination
Higher risk accepted. The original planning “as it should be” was
modified in order to protect the DUE DATE
FEVER CHART

33. 3. Portfolio environment
New
Product
Product
derivative
Product
Modif.

34. 3. Portfolio environment
❑ Many projects running simultaneously
❑ Resources shared among projects
❑ Synchronization needed

35. 3. Portfolio environment
▪ Small size (3months)
▪ Medium size (9months)
▪ “Big” size (2-3 years)
❑ New products
❑ Products modification
❑ Client’s request (OEM)
❑ Software releases
❑ Cost reduction projects
❑ Documentation/regulatory

36. 3. Portfolio environment
Newbold, R. C. (2011). Pharmaceutical Scheduling Issues with Bringing New Treatments to Market.
After several projects have been scheduled with Critical Chain
Multi-project FEVER CHART: example1

37. 3. Portfolio environment
Multi-project FEVER CHART: example2
A System’s thinking approach is necessary

38. 3. Portfolio environment
Multi-project FEVER CHART: example2
A System’s thinking approach is necessary

39. 3. Portfolio environment
Detail of project AL-a (Alfa 01: Distribución idioma original) from example2

40. 3. Portfolio environment
Portfolio must be considered as a whole:
resources from C should help A to recover

41. 3. Portfolio environment
https://tameflow.com/assets/images/posts/visual-portfolio-management/FIG-bubble-fever-chart-40.gif
Portfolio must be considered as a whole:
resources from C should help A to recover

42. 3. Portfolio environment
Example: annual budget & projects distribution

43. 3. Portfolio environment
❑ DRUM resource (bottleneck) identification
❑ “What-if” scenarios
❑ Decision making & negotiation tool
Example: annual budget & projects distribution

44. 4. Cultural change
All this may seem straightforward but…there is a catch: there are no
improvements without changed behaviors in all stakeholders involved
Real, lasting benefits from Critical Chain scheduling require not just
tools, but real culture change

45. 4. Cultural change
From the PMO we know that
the most important thing in
Projects is…
✓ A clear and accurate OBJECTIVES definition
✓ A good PLANNING
✓ A close MONITORING during execution
✓ Do a LESSONS LEARNT exercise at the end
…

46. 4. Cultural change
PEOPLE !!
From the PMO we know that
the most important thing in
Projects is…

47. 4. Cultural change
What’s on board
in our CCPM teams?
Cross-functional communication
in all projects!
TRUST – COMMUNICATION -
PERFORMANCE

48. 4. Cultural change
Relay race mentality
High performance!
Leading by example from the PMO
COOPERATION COMMITMENT
Personal accountability
Creativity FOCUS
TRUST PRIORITIZATION
Internal & external coordination

49. 4. Cultural change
PROCESS IMPROVEMENT
INNOVATION
THINKING OUTSIDE
THE BOX
Transparency
Same language
Global overview
Leading by example from the PMO: extra bonus

50. 4. Cultural change
AGILE CCPM
HYBRID PM combining CCPM & AGILE:
❑ Conceptually
❑ Methodologically / technically

51. 4. Cultural change
❑ Finish almost (80-100%) all the projects
❑ ON TIME
❑ within budgets
❑ and with initial specifications
❑ Finish projects faster
❑ Finish more projects per year with constant resources
❑ Improve quality of life
> 350 companies worldwide using CCPM are reporting:

52. THANK YOU!!

53. Encuesta Global de Oficinas
de Gestión de Proyectos y
Productos.
https://pmoacademy.org/encuesta-2020
Sé parte del cambio

54. RUEDA DE PREGUNTAS

55. Webinar Series The
Magic PMO
Visualización y control a
distancia de las cadenas
críticas en la PMO
Objetivo: Mejorar la visualización y el control del portafolio de proyectos desde
la PMO a través de la metodología Critical Chain Project Management
https://www.linkedin.com/in/emma
-terricabras-belart-pmp%C2%AE-
csm%C2%AE-phd-7951503a/
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