- il y a 2 jours
Philip Marris, founder and CEO of Marris Consulting, presented an overview of Critical Chain Project Management during the 38th TOCPA International conference in Paris.
Critical Chain Project Management (CCPM) is the component of the Theory Of Constraints (TOC) that deals with project management; both single projects and project portfolios.
He explains when planning how to define "focused task durations" and project buffers. He describes the dynamic execution logic based on the fever chart. He also emphasizes the importance of the powerful process of on-going improvement that is enabled by CCPM.
TOCPA: Theory Of Constraints Practitioners Alliance.
Have a look at our website: https://www.marris-consulting.com/en/
Have a look at our online courses: https://e-learning.marris-consulting.com/
Check out our LinkedIn company page: https://www.linkedin.com/company/marris-consulting
Subscribe to our newsletter: https://marrisconsulting.substack.com/
Marris Consulting is a management consulting firm.
Our motto: Factories, People & Results.
Critical Chain Project Management (CCPM) is the component of the Theory Of Constraints (TOC) that deals with project management; both single projects and project portfolios.
He explains when planning how to define "focused task durations" and project buffers. He describes the dynamic execution logic based on the fever chart. He also emphasizes the importance of the powerful process of on-going improvement that is enabled by CCPM.
TOCPA: Theory Of Constraints Practitioners Alliance.
Have a look at our website: https://www.marris-consulting.com/en/
Have a look at our online courses: https://e-learning.marris-consulting.com/
Check out our LinkedIn company page: https://www.linkedin.com/company/marris-consulting
Subscribe to our newsletter: https://marrisconsulting.substack.com/
Marris Consulting is a management consulting firm.
Our motto: Factories, People & Results.
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ÉducationTranscription
00:05we're going to talk about critical chain although the goal exists which means you
00:10can better understand what the theory of constraints is in production critical chain
00:14a brilliant book at the time does give you only gives you a very partial idea what critical chain
00:20is okay so here's the a quick intruder the critical chain one of the strange things about it is the
00:30results are simply unbelievable and people who are doing projects and have never heard about
00:37critical chain if you start with this sort of comment they will just shut down and forget it
00:42because most people working in projects who don't know critical chain assume that since it's a project
00:48it's going to fail right it's normal that's a project right whether it's a tunnel or a plane
00:53or whatever or building you know it's a project that's why it's going to fail it's going to take
00:58longer it's going to cost more it's a project right they don't understand and it's proven throughout
01:03the world now and in all kinds of projects you can finish on time within budget within
01:07specifications and so forth this book by Kathy Austin and Jerry Kendall is just one of them
01:14there are half a dozen excellent books about the subject it so happens then in this book they took
01:19the time to look at the 60 documentation documented cases in 2013 about critical chain and they calculated
01:27the average so you have an average drop in project durations of 39% okay and you have an increase
01:36in the
01:36productivity or the efficiency which you can measure in different ways it's you get an over 50% increase in
01:42the efficiency of your the way you do projects okay and you finish them on time and you have the
01:47specifications all that put together so what is it it really is very simple how does one do a project
01:55let's
01:55take a project of developing a new product okay keep it very simple and we have four stages the proof
02:02of
02:02concept as a prototype and the pre series okay so we have a new car that's going to run on
02:09on the water and
02:11so we go to see the guy doing the proof of concept and we say we've got this new product
02:15I'd like you to
02:16do the proof of concept how long would it take you it's urgent it's the new priority we think it's
02:23going to
02:23save the company and so forth so he looks out the window maybe thinks about it and gives him the
02:33same
02:34answer he did last time which was four months okay right okay so he goes to the guy in charge
02:41of put
02:42prototypes and he says to him if I bring you this new project in four months time how long is
02:50it going to
02:50take you to do the prototype right well he's got no idea what he's going to be doing in four
02:55months
02:55time and he doesn't know what the product looks like yet right so he looks out the window or maybe
03:02he uses Excel to impress his boss okay and he says I think it'll take me 16 months okay so
03:10then he goes
03:11to see the guy who's in charge of the the pre-series and he says if I bring you this
03:17project this new car
03:18that runs on water in 20 months time how long will it take you to do the pre-series okay
03:25well he
03:26doesn't even know if he's going to be there in 20 months time but he thinks about it and he
03:33says 18
03:34months and the boss goes man I'm sorry this is a strategic project well I'll only give you 12 months
03:39so you end up with 12 okay and so we run the project okay and we start the project and
03:47we end
03:48up over here somewhere yeah right very very late so that's the way we run projects and everything
03:57everybody thinks it's perfectly normal right who knows we've never done it before it's normal we fail
04:02it's normal but we explode the budgets and that's life so well Goldratt did his thing on it right with
04:12a
04:13very simple first question which is what is the only date that is an actual any importance to the system
04:20well it's when you're finished right you don't give any importance to the dates internally right what you're
04:27interested in is when the product will be finished okay that's the only date we're gonna have and then
04:32you think about how that global objective is being converted into local optimums or local targets and think
04:43back to the question about the proof of concept maybe more than other things the proof of concept is
04:51something but it's quite hard to calculate how long it's going to take you right you know this new
04:55thing this new idea you might find it's easy and it works and you might find it's impossible and you
05:00have to own up ten months later that it's a no-go and so what did the guy actually mean
05:05when he said
05:05four months well he's working on the on the principle that he's going to have a problem if he doesn't
05:13meet
05:13his engagement his commitment of four months right so he doesn't actually calculate the time it takes to
05:21prove the concept he gives what he thinks will be an acceptable answer to his boss and since we're
05:28working in an area with no numbers he basically gives him the same answer as last time four months
05:34right and they walk off one and the other not wanting to talk about it again but it was stupid
05:42the next guy next guy is the same right he didn't actually calculate the number of hours divided by the
05:47teams and whatever to calculate 16 months okay and so what we what this we say is that because of
06:02the
06:02way the question was asked we asked for commitment in an uncertain world okay they took their buffer their
06:09local protection and they added it to the time right so if we go back to exactly the same problem
06:16but
06:16ask the questions differently we asked that person how long would it take you in focused duration that's
06:23to say if you only had that project to do with your team okay what would be the average time
06:28it might
06:29take you half the time you can take more half the time you might do it faster okay this is
06:35no longer
06:35a commitment you're allowed to take more time than expected okay and when you do that it's true that
06:42empirically we've people have noticed throughout the world and throughout projects you will get
06:46times that are about half of what was previously given as the time taken to do a task okay so
06:55what you do in
06:56critical chain is you keep what's called the focus duration if I have a full kit of information if I
07:00have
07:00nothing else to do how long would it take me on average you put those times together okay and you
07:08have some kind of project you know that's impossible okay and so you add a buffer at the end
07:14that belongs to everybody and that's the principle of the critical chain okay so off you go that is the
07:22planning that is how you do the planning
07:24when you execute you will identify the critical chain which is a sequence of tasks taking into account the resources
07:33doing it that determines the project duration and you will add a buffer and as Christine beautifully represented the relay
07:43race principle is that the
07:44sequence of the sequence of those tasks well you mustn't waste time on that sequence right so there's a principle
07:50of for instance the mascot which we often use
07:52where physically each project is represented by a strange object which moves around the the organization to make sure that
07:59it never stops anywhere okay and that's an example of various mascots in various forms that we've used a big
08:06remarkable object
08:09execution the fever chart this is the critical chain so the start of the project and the end of the
08:16project and that is the buffer consumption up here okay and so when you execute it's perfectly normal that you
08:22will consume the buffer right and in this example they consume it a bit at the beginning but it's all
08:30going okay suddenly in the middle of the project they have a real problem they do not progress any further
08:35okay so they're just consuming buffer and they're just
08:38until it gets into the red zone until it gets into the red zone they look at it they react
08:41they take the corrective action and off they go and they finish like that for instance okay and as you've
08:48seen already and you'll see some more this is not just an academic exercise this is what you should be
08:53looking for and people do it all the time
08:55with an interesting point which is to finish all your projects on time you should try and finish them all
08:59early right that's the only way in an uncertain environment you will finish them all on time the zones the
09:06colors are just empirical to give you a management code very simple green don't touch yellow watch out red do
09:15something
09:17and the fascinating thing it took me a while when i was on my critical change only to realize this
09:22if you plan all the single projects like i just described what is the problem with the portfolio since each
09:28individual project has already got a very good chance of finishing on time okay so that maddening madhouse of a
09:36meeting which is usually called project management office portfolio management where nothing is decided nobody knows what's going on and
09:43it's just pure madness becomes something
09:46where you basically where you basically have a kpi that's the size of a postcard where 80% of your
09:53projects are on time or going to finish early and you just have to talk and decide what to do
09:59about a few projects okay as simple as that
10:05then theory constraints you have to work out in a portfolio what is the critical check what is the constraint
10:12the capacity resource in it and it's a fascinating
10:16uh subject because sometimes you will find a 500 person organization doing projects developing a new engine with one person
10:23as a constraint and 499 non-constraints okay that's we've seen i see some people nodding their heads uh the
10:33beauty of the theory constraints is that the constraints got a name and a surname
10:38okay and once you've decided that you've got to make sure you keep the work in progress progress down because
10:44one of the killers the main killers in project management is multitasking doing several different projects or trying to do
10:50several projects in the same day
10:54finally something which we believe is not talked about enough uh is the process of ongoing improvement uh what you
11:02do once you're executing is you note down why you consume the buffer
11:06right it took me six days instead of two why okay and you have a simple pareto category system and
11:14you ask people to say what's going on
11:17and what is strange is that we started off saying the variability was because you know it's a new idea
11:23how long is it going to take me to get the right idea and stuff
11:27that is variability okay that's what we thought the problem was okay and this is an average of about 12
11:37of our clients disguise the data a little the real problem was unidentified tasks
11:45they had uh work breakdown packages which didn't have all the tasks and suddenly oh i didn't know i had
11:51to do the quality documentation
11:52and whatever whatever right i didn't write costs incomplete deliverables people trying to do the job without the specifications without
11:59the designs and whatever
12:01waiting multitasking with some other projects and so forth anyway what we thought was the problem turns out not to
12:06be the problem so you can get to a stage where in fact all the madness of management
12:11in project management disappears and new problems turn up not the ones you were expecting but new problems turn up
12:17okay
12:19what a critical chain uh cannot do it's very good at executing uh projects quickly and finishing them on time
12:27if it was a stupid product it will remain a stupid product okay
12:32so uh it's just a logistical system to finish everything on time if it was a very stupid idea you'd
12:39just get it very quickly and efficiently
12:41okay so personally we believe that things like lean engineering are very interesting and uh the other thing is it's
12:48the rules we just applied you can apply it to your own organization right go to see somebody and say
12:52you know tell me how long it will really take you focus and i won't i won't get upset if
12:57you're late or whatever if you're doing it with an outside subcontractor that's going to be a problem
13:01so that's critical chain it sounds complicated but uh think about it if you had to go from here uh
13:10to roissy airport to take an airplane and you didn't want to miss the plane how would you do it
13:15okay
13:16assuming you're going to take a car okay you get out of here you drive to the periphery and you
13:21get to the periphery if you plan to take 15 minutes to get to the periphery but you had green
13:26lights and it took 10 what would you do would you stop for five minutes saying i'm ahead of schedule
13:31no okay yeah right anyway you get the message um how would you manage the project to make sure that
13:39you finish on time you would expect to spend 20 minutes 40 minutes in the waiting lounge wait in front
13:44of the boarding gate right you know that personally as a project if you have to succeed your project what
13:50you do you have the buffer at the end and it will absorb variability that's all it is with a
13:55consultant slide right
13:56okay
13:57okay
13:57okay
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