2012 Skip Reedy Cruise Control for Projects Skip Reedy Critical
Chain Project Management Theory of Constraints Jonah TOCICO
Certified Critical Chain Project Management 1
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2012 Skip Reedy 2 There is no reliable way to measure project
status until its too late. Standish Group Chaos Report
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2012 Skip Reedy Theory of Constraints Every system has
something that limits it. If you identify the system constraint and
help it, you get more output from the system. The constraint of a
project is the Critical Chain. Help it to get done faster and the
project gets done faster. Dr Eli Goldratt Critical Chain Project
Management 3 This kink is the constraint of this simple
system.
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2012 Skip Reedy A GUIDE TO THE PROJECT MANAGEMENT BODY OF
KNOWLEDGE Chapter 6 Project Time Management Critical Path Method
(CPM) 2 + pages Critical Chain Project Management (CCPM) 1 + pages
PMI 4
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2012 Skip Reedy 39 777-300 ER Challenges & Results Load
data > 2 months late Experienced lead engineers resisted CCPM
for more than 6 months 39 26% faster than its very aggressive
schedule 50% reduction* in engineering errors All end-items shipped
on time Improved engineering release compliance ~15% * Relative to
the last 777 derivative: 777-300
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2012 Skip Reedy 40 777-200 LR airframe design was completed 5
months earlier than a very aggressive schedule The Next Derivative
with CCPM
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2012 Skip Reedy Be EARLY, NOT LATE Critical Chain is EARLY 3
Ideas to Use Today 1.The Critical Chain is the constraint. Focus on
it so its always being worked. 2.Pink Paper Pyramids keep the
distractions away. 3.Ask 3 Status Questions: Whats going on? What
are you doing about it? and Do you need any help. 41
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42 Questions?
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2012 Skip Reedy 43 Skip is certified in Critical Chain Project
Management. He is a member of the Project Management Institute and
the Theory of Constraints International Certification Organization.
He was with Boeing Commercial Airplanes in Seattle as a
Manufacturing Engineer and Design Engineer for 8 years and then as
an internal CCPM consultant for six years. For the last eight years
he is an independent project management consultant with CCPM
Consulting LLC. He is a mechanical engineer from the University of
Detroit with an MBA from Loyola University of Chicago. He is a
Theory of Constriants Jonah and is certified by TOCICO. Skip can be
contacted at 480-648-1862 [email protected]
http://ccpmconsulting.com
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2012 Skip Reedy 44 Marine Corps Logistics Base TOC & CCPM
implementation 8 minute video is available at
http://www.ccpmconsulting.com/marine-corps-logistics-base-albany-ga/
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2012 Skip Reedy Traditional Project Management Estimates become
NOT LATE Task Estimates Confident estimates are long enough to get
the work done, allowing for typical delays and problems.
Probability as a Number An estimate is not a prediction. We dont
know how long anything will take. Its a single number for a task
that has the possibility of a range of durations. Crazy Project
Management Software Project management software schedules estimates
with start and end dates. End dates become due dates, and
deadlines. Deadlines must be met. Convoluted Normal Behaviors
Parkinsons Law, the Student Syndrome, Multitasking, Deadlines
reinforce be NOT LATE. LATEs, not EARLYs Tasks are rarely EARLY and
often LATE. LATE tasks push successors to be LATE. LATEs
accumulate. EARLYs dont. Allowances are Ineffective Allowances for
delays and problems (Safety, Contingency, or Buffer time) are
effective against being NOT EARLY and NOT LATE. This safety is
wasted. Increasing the safety makes projects longer LATE tasks
encourage future estimates to be longer. Longer estimates make
longer projects. Longer projects struggle to be NOT LATE. Safety in
tasks creates longer projects without improving on-time results.
45
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2012 Skip Reedy 46 Fold in 110 # card stock works well. Using a
straight-edge, run a dull knife along/between the fold lines.
Original Pink Pyramid Suggested warnings: What I am working on is
more important than whatever it is you are about to ask me. So dont
do it! If you are delivering money, please interrupt. Management
Chain Project Critical Skip Reedy For help call 480-648-1862 My
brain is currently experiencing a bandwidth overload. If you intend
to interrupt me, please call 911 first. I am presently in a mood
most foul. Disturb at your peril. I already know what you are going
to ask me. The answer is NO! Please do not disturb. Tape together
close to the corners. Shameless Advertising purported to accomplish
a goal. convoluted by human behavior and nt events and statistical
fluctuations, A project is a combination of depende