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Copyright 2009 The Boeing Company. All rights r eserved.
CCPM Project Management- A Proven Method for Dramatically
Improving Project Performance -
Henry Kunkel
The Boeing Company
May, 2009Copyright 2009 The Boeing Company. All rights r
eserved.
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pg. 2Copyright 2009 The Boeing Company. All rights r
eserved.
Discussion Topics
The Program Managers Dilemma
CCPM Project Management - A Different Focus
Comparison of Tradit ional PM to CCPM
Buffer Management
Space Shuttle CCPM Projects Software Development
Hardware Development
Engineering Technical Document Development
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pg. 5Copyright 2009 The Boeing Company. All rights r
eserved.
Traditional vs. CCPM Project Management Comparison
A1 AB1 B1
C1
B2 B3
B4AB2
A2B6B5
Get ReadyNotifications
Buffer
Buffer
25
Weeks
1 3 4 6 7 8 10 11 129
AB3
A1AB1
B1
C1
B2 B3B4
AB3AB2 A2
B6B5
1 23
4 5 67
8 9 1011
Critical Path =Longest sequence of activities in a network
Resources start as early
As possib leResource
Conflicts
Ignored
Lean PM Schedule View
Traditional Critical Path Schedule View
Critical Chain =Longest set of dependent activities, with
explicitconsideration of resource availability
This buffer is needed to
protect the project for normal
task variation.
Pooled Safety Margin
Critical Chain is Primary Focus
No Resource Conflicts
12
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pg. 6Copyright 2009 The Boeing Company. All rights r
eserved.
CCPM Management Project Buffer Status Report
Percentage Project Buffer Consumed vs. Percent CC Complete
Team members actively workto recover buffer
Mitig
ation
plan
sareidentifie
d
Management action takenTo assist team recover
100
1000
Team members actively workto recover buffer
Mitigat
ionplansare
identifi
ed
Management action takenTo assist team recover
50
50
Percentage of Critical Chain Completed
Percen
tageofSafetyMarginConsumed
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pg. 7Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle CCPM Software Development Project
Problem
Prattle code is a software product used to develop heating
environments for the SpaceShuttles wing.
Prior to completing the Prattle CCPM project, an Excel based
spreadsheet was used todevelop the environments.
This process was labor intensive, hard to error check and
subject to process escapes.
Resolution Approach Develop software code and put the program
under Configuration Management
Execute project using Critical Chain Project Management
Results
Project completed 12-42% ahead of schedule
Chief Engineer praised the quality of the software program and
supportspecification and verification documents
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pg. 8Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle CCPM Software Development Project
Critical Chain, %
ProjectBuffe
r,%
Reflects Special Cause variation Team
chose not to re-baseline the project.
Perform ahead of ideal schedule and Finish up
in GREEN for project
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pg. 9Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle CCPM Hardware Development Project
Problem
Customer required cargo integration hardware be delivered in a
reduced schedule tomeet Space Shuttle flight manifest
Cargo Integration Hardware team had been having challenges
meeting previouscommitments due to late customer changes, vendor
reliability and competingpriorities
Project involved over twenty-two different functional areas and
two outside vendors
Resolution Approach
CIH team identified potential execution issues and mitigated
them
All functional managers and team members were introduced to CCPM
and theirsupport to use this method was obtained
Team established Execution Run Rules to ensure the team stayed
focused
Team members subordinated their work to the effort on the
critical chain andactively managed the buffers
Results Hardware delivered early, under budget and exceeded
quality expectations
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pg. 10Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle CCPM Hardware Development Project
Project finished ~36% ahead of schedule and ~20% under
budget
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pg. 11Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle Engineering Document Development Project
Problem
In April, 2008, our customer required the Space Shuttle design
data books be updated by theend of September to avoid a significant
impact to our award fee.
Due to higher customer priorities, many of these documents had
not been updated since theReturn to Flighteffort in 2003, and
therefore represented a significant effort.
Preliminary projections using traditional project management
methods indicated it could take upto a year before all of these
books would be completed.
Resolut ion Approach
Team adopted CCPM believing it offered them the best opportunity
for finishing on schedule All of the required updates were
identified for each data book
Knowledge resources were identified for each data book update in
order to establish aggressivedurations and define the critical
chain for the project
All resources were trained on CCPM processes and procedures
Execution Run Rules were established and executed by the
team
Weekly buffer management meetings were conducted and actions
taken as needed
Results
All data book updates completed within five months, a 58%
schedule reduction. Customer expectations were exceeded
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pg. 12Copyright 2009 The Boeing Company. All rights r
eserved.
Space Shuttle Engineering Document Development Project
When project was ~65% complete team realized they were going to
finish significantlyearly and elected to add more content to the
product than originally promised to increaseaward fee.
