SlideShare uma empresa Scribd logo
1 de 26
Baixar para ler offline
This work is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.

Critical Chain Project Management
PLAYBOOK LEAN PRODUCT DEVELOPMENT SERIES

PLAYBOOKHQ.co
@PLAYBOOKHQ
PLAYBOOK LEAN PRODUCT DEVELOPMENT SERIES
This series is for anyone interested in Lean, Agile and team principles
and how they can be applied in new product development scenarios
to increase innovation, improve delivery times and create engaged,
happy, high-performing teams.

PLAYBOOKHQ.co
@PLAYBOOKHQ
Theory of Constraints Elements:
1. Every system has _______________ performance limitation (constraint/bottleneck) at
any time.
2. For example, let’s say we have a serial manufacturing process in which Machine A can
process 100 parts/hr, Machine B can process 20 parts/hr, and Machine C can process
50 parts/hr.

Machine A
100 parts/hr

Machine B
20 parts/hr

Machine B
50 parts/hr

---------->>>>>>>>>>>> Parts Flow --------->>>>>>>>>>>>
a. What’s the maximum number of parts can this line process every hour?
b. _______________ is therefore the constraint and the rest of the system must be
paced off of it.
c. Machine B limits the _______________ of the system.
3. The following process is used to increase system throughput:

a. Identify the constraint.
b. Exploit the constraint.
c. Subordinate all other system elements to the constraint.
d. Elevate the constraint.
e. Repeat the above again, again and again.
Identify the Constraint:
1. The goal of the new product development system is to maximize _______________ .
2. _______________ is generally the strongest driver of profit.
3. The constraint/bottleneck of the project is the critical _______________ of the project.

4. Traditional Critical Path says that the speed of the project is determined by the longest
chain of _______________ tasks.
5. If a resource has one critical path task and one non-critical path task scheduled
simultaneously, they are both _______________ .
6. Critical Chain says that the speed of the project is determined by the Critical Chain,
which considers BOTH …
a. _______________ tasks
AND
b. … the limited _______________ needed to execute it.
7. These assume the task durations have been estimated independent of other tasks.
Exploit the Constraint (Critical Resource):
1. Maximize the throughput of the _______________.
2. Multitasking _______________ the completion of the critical work.
3. Task buffers artificially inflate the _______________.
4. Don’t waste their time. Make sure they are working with the _______________
information.
5. Make sure they don’t run out of work to do. Keep a prioritized _______________ of
work in front of them. The Critical Resource should know exactly what to work on next.
Notes:
1. Task Duration is a function of the Work and resource Availability.
a. Work (hrs) is the total amount of effort involved to complete the task.
b. Availability (hrs/day) is the amount of time a resource has to do the work.
2. What happens to task Duration when the estimated amount of Work changes?
a. Duration varies _______________ with Work.
b. For example, if the estimated amount Work = 12 hrs and we’re available, on
average, 4 hrs/day to do that work…
i.

Duration = 12 (hrs) / 4 (hrs/day) = 3 days

ii. If Work increases 25%, Duration increases _______________.
•

Duration = (12 + 0.25(12))/4 = 3.75 days

•

3.75 days = 3 + x(3)

•

X = 0.25 = 25%

iii. If Work decreases 25%, Duration decreases _______________.
•

Duration = (12 - 0.25(12))/4 = 2.25 days

•

2.25 days = 3 - x(3)

•

X = 0.25 = -25%

iv. What happens if Work changes +50%?
•

+50%, Duration increases _______________.

•

-50%, Duration decreases _______________.
Notes:
1. What happens to task Duration when resource Availability changes?
a. Duration varies _______________ with resource Availability.
i. For example, if the estimated amount Work = 12 hrs and we’re available, on
average, 4 hrs/day to do that work…
• If Availability increases 25%, Duration decreases 20%.
• If Availability decreases 25%, Duration increases 33%.
• If Availability increases 50%, Duration only decreases by 33%.
• If Availability decreases 50%, Duration increases by 100%.
2. Implications
a. Task Duration is more sensitive to changes in resource Availability than to changes
in the estimated amount of Work.
b. Even when using good estimates, things will take longer on average than you
estimate.
c. More time is lost when a resource’s Availability goes down than is gained back
when it goes up.

d. Managing & determining resource Availability is very important, especially if it is
low.
e. Keeping resource Availability above 50% will insure much more accurate Duration
estimates.
Exploit the Constraint
Method #1 - Minimize Multitasking
1. What is multitasking?
a. When you’re performing multiple Work-type tasks at the same time.
b. When you’re working on a Work-type task during the wait time in a Wait-type
task, you’re not multitasking.
2. Multitasking extends the _______________ of all tasks.
3. The longer the duration, the more…
a. Things _______________ causing some work to be redone.
b. You _______________ what you did and why you did it.
c. Time is spent _______________ between tasks.
d. Time is spent _______________ the status of the tasks.
4. Multitasking can delay a _______________ important task for the sake of a
_______________ important task.
5. Clear _______________ are critical to execute tasks quickly.
6. It is as important to have _______________ priorities as it is to have
_______________ priorities.
a. When task priorities are not clear, we tend to multitask more.
b. How much do we delay Task C by not starting it until A and B are done?
Exploit the Constraint:
Method #1 – Minimize Multitasking
1. What happens when we try to work on two things at the same time (i.e. multitask)?
a. Availability for both tasks goes _____________ (half of what it was).
b. What happens to task Duration? _____________ .
c. What is the effect on task Duration of even little changes in Availability?
_____________.
2. When we multitask, we’re operating on the _______________ side of the curve.
3. Is it any surprise that our confidence in task Duration is greatly reduced? __________.
4. Takeaways
a. Organizations that don’t have a good handle on resource Availability have lower
schedule predictability and their projects take longer than desired.
b. Multitasking is a primary contributor to the uncertainty in resource Availability.
Exploit the Constraint:
Method #2: Eliminate Task Buffers
1. Task Level Buffers == _______________ estimates for task duration.
2. Safe estimates for task durations make the task take _______________ .
a. Parkinson’s Law - The task grows to fill the time allotted. Engineers continually try
to _______________ the design if they are given the time.
b. _______________ important things come up that make you put off completing the
task.
c. Student Syndrome or just an overly busy, multitasking person, causes
_______________ discovery of problems.
d. And many more...
Exploit the Constraint:
Method #2 - Eliminate Task Buffers (continued)
3. If you don’t complete the tasks _______________ as often as you complete them late,
the project will be late.
a. How often are tasks completed early? _______________
b. Why? ____________________________________________________________
4. In summary, task buffers always get _______________ and often the task actually
extends past its buffer.
5. It’s better to _______________ task buffers and instead put a big buffer at the end of
the _______________ .
6. The Project Buffer length is _______________ than the sum of the task buffers.
7. Project Buffers are sized such that they benefit from variability pooling similar to
statistical tolerance analysis.
Exploit the Constraint:
Method #2 - Eliminate Task Buffers (continued)
1. A major _______________ change is required to implement and sustain this critical
improvement.
2. Task durations should be estimated as follows: _______________ chance it will be
completed early, _______________ chance it will take longer.

a. Tasks should be completed early about half of the time and take longer half of the
time.
b. Parkinson’s Law will still exist and still cause more tasks to be completed
_______________ more often than they are completed early.
c. Strive to underestimate Duration by 10-20%.
3. Task durations are estimates, NOT _______________ .
a. Do not judge people’s performance on their ability to hit their task duration
estimates.
b. Do not use terms like Due and Late when discussing task status. These terms
imply that the resource has underperformed or not met expectations and will push
the system to more safety which is a _______________ system.
c. Instead, ask, “What is blocking your progress?” or “What is causing the task to
take longer than expected?”.
Exploit the Constraint:
Method #2 - Eliminate Task Buffers (continued)
4. Task completion date changes are simply feedback!
a. Some are expected - duration was underestimated (50% estimates)
b. Other causes…
i. Over-utilized resource (decrease of resource Availability)
ii. Too many, frequent, interruptions - not enough productive time (decrease of
resource Availability)
iii. Multitasking (decrease of resource Availability)
iv. External tasks (contractors, suppliers, sterilization…) are not being completed
v. Uncertainty/variability in the amount of effort required (increase of Work).
Exploit the Constraint:
Method #2 - Eliminate Task Buffers (continued)
1. Date-driven systems are slow.
a. Work is pushed on the resources resulting in high capacity utilization states and
longer product development schedules.
b. Drive to _______________ instead of dates.
c. You should _______________ hear, “the schedule says we don’t need to do this
until later”.
d. Especially for tasks on the critical _______________.
e. Tasks will usually start later or earlier than originally planned. Be ______________
and ready.
2. Everyone must focus on doing their work in a timely manner with the necessary quality.
3. Track and manage the tasks more easily by…
a. Eliminating task _______________.
b. Maintain clear and visible _______________.
c. Focusing on the _______________ tasks in the daily huddle.
4. Do not use dates as commitments because you fear a laziness problem.
a. Doing so will only encourage safe estimates and _______________ down the
system.
b. It won’t cure the laziness, but instead it will hide the laziness in a larger pile,
batch, of work.
5. Use a Visual Work Management System such as PLAYBOOK to centralize the data,
streamline the process, and put the information at everyone’s fingertips.
Subordinate Everything Else to the Constraint (Critical Resources):
1. Use the Critical Resources to set the _______________ of the rest of the development
system.
2. Any activity that uses a Critical Resource can delay the project and therefore is
considered critical.
a. When a Critical Resource needs something from someone else to do their work,
get it to them as soon as possible.
i.

Effectively daily huddles ensure that everyone is aware of these handoffs and
alter their priorities accordingly to provide them with what they need.

ii. Make sure the Critical Resource is working with good data and not working
with insufficient or incorrect data.
b. Consciously minimize interrupting the Critical Resources. On the flip side, if the
Critical Resource needs the time of a Non-Critical Resource, the Non-Critical
Resource should consider the Critical Resource’s work a higher priority.
c. Minimize or eliminate activities that involve the Critical Resources when they are
working on critical tasks, for example: training, performance reviews, planning the
next project or any other lower priority work.
3. Use Slack, the amount of time (in days) a non-critical task can be delayed before it
becomes critical, to set the pace/priority of non-critical tasks.
Elevate the Constraint (Critical Resources):
1. Add _______________ to the constraint in order to remove it as the constraint. In new
product development this typically means, raise the capacity of the Critical Resources.
2. Only add capacity if it pays to do so.
a. There is diminishing return for each new resource.
b. There is an optimal number of resources, after which adding more resources
doesn’t help get done the job done faster.

c. New Duration = Original Duration*(# current resources)/(# current resources +
# new resources)
3. When adding resources, you typically need to add some time for them to get up to
speed which adds work to both the new resource and the current resource(s).
4. Adding resources to one group only helps until a different group becomes critical.
a. For example, if 2 EEs have 12 months of work each and Software has 10 months
of work. The EE’s work is critical by 2 months.
b. Adding 1 EE reduces the EE work to 8 months, now Software is critical by 2
months. Adding more EEs won’t result in faster project.
5. It is better to have a single, clear critical chain (group).
a. When several groups are co-critical, there is a lot of priority switching… e.g. who
has priority to interrupt someone during Time Blocking?
b. The Critical Resource can’t be exploited, elevated or subordinated if its changing all
the time.
c. This causes turbulence which disrupts the flow and slows down the system.
Notes:
1. Buffer Charts (Fever Charts) are used to track the performance of the project by
tracking the rate of buffer consumption of the project completion or interim milestone.
2. Colors:
a. Green = Ok, on track
b. Yellow = ____________________ intervention
c. Red = ____________________ intervention
3. Intervention Examples:
a. Hire more help (increase capacity)
b. Pull resources from non-critical tasks (flexible resources)
c. Pay expedite fees (decrease variability)
d. Reduce scope (manage demand)
e. Find faster ways to complete critical tasks, etc…
Critical Chain Project Management
Critical Chain Project Management
Overview
1.

The game represents the effects of multitasking on task duration in any process.

2.

Players receive a batch of items, process that batch by working on all 3 tasks at
the same time, and then pass the batch to the next person in the process.

3.

A roll of a die will determine how much work each person gets done each day.

Setup
1. Organize into groups of 4 players.
2.

Each group assigns each player one of the following roles: Engineer, Document
Control, Approver I, and Approver II (for groups of 3, Approver I & Approver
II are the same player) arranged in the following sequence:

Engineer
Inbox
A

B

Document Control

Outbox
C

A

B

C

Inbox
A

B

Approver I

Outbox
C

A

B

C

Inbox
A

B

Approver II

Outbox
C

A

B

C

Inbox
A

B

Outbox
C

A

3.

Each player has 3 Inboxes and 3 Outboxes, for tasks A, B and C.

4.

The Engineer places 10 drawings (i.e. poker chips) in each inbox (Inbox A, Inbox
B and Inbox C) for a total of 30 drawings.

5.

Approver II plays and keeps track the of team’s progress on the Score Sheet.

B

C
Engineer
Inbox
A

B

Document Control

Outbox
C

A

B

C

Inbox
A

B

Approver I

Outbox
C

A

B

C

Inbox
A

B

Approver II

Outbox
C

A

B

C

Inbox
A

B

Outbox
C

A

B

How to Play
1.

On Day 1 the Engineer roles the die then moves that amount of drawings from his
Inboxes to his Outboxes by moving 1 at a time starting with Task A then B then C
then A then B etc... until the number rolled have been moved. For example, if he
rolled a 5, he would move 1 from Inbox A to Outbox A, then 1 from Inbox B to
Outbox B, then 1 from Inbox C to Outbox C, then 1 from Inbox A to Outbox A and
finally 1 from Inbox B to Outbox B for a total of 5 . On the Score Sheet Approver II
notes in the Day 1 row the number of drawings moved.

2.

If the Engineer doesn’t have a batch of 10 drawings in any of his Outboxes, he
continues his work on Day 2 by rolling the die then moving that amount of
drawings from his Inboxes to his Outboxes starting where he left off on the
previous day. In the example above, on Day 2 the Engineer would begin moving
the number rolled starting with Task C, then A then B, etc… Approver II notes in
the Day 2 row on the Score Sheet the number of drawings moved.

3.

When the Engineer has a batch of 10 drawings in any of his Outboxes (A, B or C),
then, and only then, he moves 1 stack of 10 drawings to Document Control’s
corresponding Inbox. For example, when he has 10 drawings in his Outbox A, he
moves them to Document Control’s Inbox A (i.e. not Inbox B or C).

4. On the same day Document Control rolls the die and moves that amount from his
Inboxes to his Outboxes. Approver II notes in the appropriate Day row the number
of drawings moved.
5.

If Document Control doesn’t have a batch of 10 drawings in any of his Outboxes,
play continues on the next day starting again with the Engineer.
Note: Each player plays, one at a time, in sequential order only, not in parallel
(i.e. No playing while others are rolling their die).

6.

When Document Control has a batch of 10 drawings in any of his Outboxes, then,
and only then, he moves 1 stack of 10 drawings to Approver I’s corresponding
Inbox.

7. On the same day Approver I rolls the die and moves that amount from her
Inboxes to her Outboxes. Approver II notes the number of drawings moved.
8.

If Approver I doesn’t have a batch of 10 drawings in any of his Outboxes, play
continues on the next day starting again with the Engineer, followed by Document
Control, then Approver I. Play continues until all 4 players are processing all the
drawings.

9.

When Approver II has a batch of 10 drawings in any of his Outboxes, then, and
only then, he notes it as a Completed Batch on the Score Sheet on the same day.

10. The game is over when all of 30 drawings, 3 batches of 10, have been completed.
11. Compare and contrast this game with Game 1 from the Queues & Batches training
and be prepared to discuss with everyone.

C
Critical Chain Project Management
Critical Chain Project Management
Notes:
1. How long did it take to get the 1st batch through the system?
2. How long did it take to get the last batch through the system?
3. How did you feel?
4. Let’s say there is a problem with drawing #2 that only Approver II can identify.
a. How long did it take to find out there was a problem (i.e. how long is the learning
delayed)?
b. How long would it take to get drawing #2 back through the process to where you
were assuming it had to go through the same process (i.e. Engineer
diagnose/correct, Document Control process, Approver I reviews, Approver II
reviews)?
5. How do these results compare to Game 1 of the Queues & Batches training?
a. What’s the difference between how the two games are played?
Key Takeaways
• Plan for constrained resources
• Don’t use safe task estimates, use 50/50
–
–
–
–

Safe = Slow
Just get it done
Don’t judge people on how long things take
Project Buffer allows for variability

• Don’t multitask

– Multitasking causes delays
– Know your priorities

PLAYBOOKHQ.co
@PLAYBOOKHQ
THANK YOU!
PLAYBOOKHQ.co
@PLAYBOOKHQ

PLAYBOOKHQ.co
@PLAYBOOKHQ

Mais conteúdo relacionado

Mais procurados

Critical Chain Project Management & Theory of Constraints
Critical Chain Project Management & Theory of ConstraintsCritical Chain Project Management & Theory of Constraints
Critical Chain Project Management & Theory of ConstraintsAbhay Kumar
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project ManagementShyam Kerkar
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project ManagementNarendra Bhandava
 
Critical chain primer
Critical chain primerCritical chain primer
Critical chain primerDan Klarman
 
Risk 8- pm study question risk management
Risk 8- pm study question risk managementRisk 8- pm study question risk management
Risk 8- pm study question risk managementMohamed Saeed
 
Risk 6 questions - 170
Risk 6 questions - 170Risk 6 questions - 170
Risk 6 questions - 170Mohamed Saeed
 
09 pmp human resource management exam
09 pmp human resource  management exam09 pmp human resource  management exam
09 pmp human resource management examJamil Faraj , PMP
 
Improving Focus and Predictability on Projects with Critical Chain Project Ma...
Improving Focus and Predictability on Projects with Critical Chain Project Ma...Improving Focus and Predictability on Projects with Critical Chain Project Ma...
Improving Focus and Predictability on Projects with Critical Chain Project Ma...Joe Cooper
 
Critical chain and buffer management
Critical chain and buffer managementCritical chain and buffer management
Critical chain and buffer managementpinalti
 
Risk 5 simplelearn-exam4-ans
Risk 5 simplelearn-exam4-ansRisk 5 simplelearn-exam4-ans
Risk 5 simplelearn-exam4-ansMohamed Saeed
 
03 pmp project management processes exam
03 pmp project management processes exam03 pmp project management processes exam
03 pmp project management processes examJamil Faraj , PMP
 

Mais procurados (20)

Critical chain-concepts
Critical chain-conceptsCritical chain-concepts
Critical chain-concepts
 
Saving time with CCPM
Saving time with CCPMSaving time with CCPM
Saving time with CCPM
 
An introduction to Critical Chain Project Management (CCPM)
An introduction to Critical Chain Project Management (CCPM)An introduction to Critical Chain Project Management (CCPM)
An introduction to Critical Chain Project Management (CCPM)
 
Critical Chain Project Management & Theory of Constraints
Critical Chain Project Management & Theory of ConstraintsCritical Chain Project Management & Theory of Constraints
Critical Chain Project Management & Theory of Constraints
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project Management
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project Management
 
Critical chain primer
Critical chain primerCritical chain primer
Critical chain primer
 
11 pmp risk management exam
11 pmp risk management exam11 pmp risk management exam
11 pmp risk management exam
 
Risk 8- pm study question risk management
Risk 8- pm study question risk managementRisk 8- pm study question risk management
Risk 8- pm study question risk management
 
Pm study project risk management test
Pm study project  risk management testPm study project  risk management test
Pm study project risk management test
 
Critical chain project management - Gary Palmer
Critical chain project management - Gary PalmerCritical chain project management - Gary Palmer
Critical chain project management - Gary Palmer
 
Pmp test 01
Pmp test 01Pmp test 01
Pmp test 01
 
Risk 6 questions - 170
Risk 6 questions - 170Risk 6 questions - 170
Risk 6 questions - 170
 
09 pmp human resource management exam
09 pmp human resource  management exam09 pmp human resource  management exam
09 pmp human resource management exam
 
Pmp test 04
Pmp test 04Pmp test 04
Pmp test 04
 
Improving Focus and Predictability on Projects with Critical Chain Project Ma...
Improving Focus and Predictability on Projects with Critical Chain Project Ma...Improving Focus and Predictability on Projects with Critical Chain Project Ma...
Improving Focus and Predictability on Projects with Critical Chain Project Ma...
 
Critical chain and buffer management
Critical chain and buffer managementCritical chain and buffer management
Critical chain and buffer management
 
Risk 5 simplelearn-exam4-ans
Risk 5 simplelearn-exam4-ansRisk 5 simplelearn-exam4-ans
Risk 5 simplelearn-exam4-ans
 
03 pmp project management processes exam
03 pmp project management processes exam03 pmp project management processes exam
03 pmp project management processes exam
 
Pmp6
Pmp6Pmp6
Pmp6
 

Destaque

Project Cage Match: Multitasking vs Critical Chain
Project Cage Match: Multitasking vs Critical ChainProject Cage Match: Multitasking vs Critical Chain
Project Cage Match: Multitasking vs Critical ChainJeffrey Davidson
 
Why Analytics is Important for Any Business - EBriks Infotech
Why Analytics is Important for Any Business - EBriks InfotechWhy Analytics is Important for Any Business - EBriks Infotech
Why Analytics is Important for Any Business - EBriks InfotechEBriks Infotech Pvt. Ltd.
 
Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Estefany Aracena
 
Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Estefany Aracena
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project ManagementYossi Bonomo
 
Project management & critical chain
Project management & critical chainProject management & critical chain
Project management & critical chainZiya-B
 
4th Industrial Revolution is Beyond Cyber Physical Systems
4th Industrial Revolution is Beyond Cyber Physical Systems 4th Industrial Revolution is Beyond Cyber Physical Systems
4th Industrial Revolution is Beyond Cyber Physical Systems VSR *
 
Critical Chain Long
Critical Chain LongCritical Chain Long
Critical Chain LongMihai
 
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...PMI Indonesia Chapter
 
Project Management beyond critical chain scheduling (Journal Article Presenta...
Project Management beyond critical chain scheduling (Journal Article Presenta...Project Management beyond critical chain scheduling (Journal Article Presenta...
Project Management beyond critical chain scheduling (Journal Article Presenta...Anubhav Dhiman
 
Planeación y Programación de Proyectos.
Planeación y Programación de Proyectos.Planeación y Programación de Proyectos.
Planeación y Programación de Proyectos.Estefany Aracena
 
Planificación y Control de Proyectos de Construcción
Planificación y Control de Proyectos de ConstrucciónPlanificación y Control de Proyectos de Construcción
Planificación y Control de Proyectos de ConstrucciónManuel García Naranjo B.
 

Destaque (15)

Project Cage Match: Multitasking vs Critical Chain
Project Cage Match: Multitasking vs Critical ChainProject Cage Match: Multitasking vs Critical Chain
Project Cage Match: Multitasking vs Critical Chain
 
Why Analytics is Important for Any Business - EBriks Infotech
Why Analytics is Important for Any Business - EBriks InfotechWhy Analytics is Important for Any Business - EBriks Infotech
Why Analytics is Important for Any Business - EBriks Infotech
 
Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...
 
My MBA Course on Project Quality Management
My MBA Course on Project Quality ManagementMy MBA Course on Project Quality Management
My MBA Course on Project Quality Management
 
Lean Project Leadership
Lean Project LeadershipLean Project Leadership
Lean Project Leadership
 
Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...Lean Construction, para la gestión de calidad y productividad en proyectos de...
Lean Construction, para la gestión de calidad y productividad en proyectos de...
 
Critical Chain Project Management using Maturity Models
Critical Chain Project Management using Maturity ModelsCritical Chain Project Management using Maturity Models
Critical Chain Project Management using Maturity Models
 
Critical Chain Project Management
Critical Chain Project ManagementCritical Chain Project Management
Critical Chain Project Management
 
Project management & critical chain
Project management & critical chainProject management & critical chain
Project management & critical chain
 
4th Industrial Revolution is Beyond Cyber Physical Systems
4th Industrial Revolution is Beyond Cyber Physical Systems 4th Industrial Revolution is Beyond Cyber Physical Systems
4th Industrial Revolution is Beyond Cyber Physical Systems
 
Critical Chain Long
Critical Chain LongCritical Chain Long
Critical Chain Long
 
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...
SymEx 2015 - Faster Projects, High Performance and Team Harmony with Critical...
 
Project Management beyond critical chain scheduling (Journal Article Presenta...
Project Management beyond critical chain scheduling (Journal Article Presenta...Project Management beyond critical chain scheduling (Journal Article Presenta...
Project Management beyond critical chain scheduling (Journal Article Presenta...
 
Planeación y Programación de Proyectos.
Planeación y Programación de Proyectos.Planeación y Programación de Proyectos.
Planeación y Programación de Proyectos.
 
Planificación y Control de Proyectos de Construcción
Planificación y Control de Proyectos de ConstrucciónPlanificación y Control de Proyectos de Construcción
Planificación y Control de Proyectos de Construcción
 

Semelhante a Critical Chain Project Management

Queues & Batches in Product Development
Queues & Batches in Product DevelopmentQueues & Batches in Product Development
Queues & Batches in Product DevelopmentPlaybook
 
MBA 6951, Managing Complex Projects 1 Course Learning.docx
 MBA 6951, Managing Complex Projects 1 Course Learning.docx MBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docxaryan532920
 
Sync your life and manage your time with Google Calendar.
Sync your life and manage your time with Google Calendar.Sync your life and manage your time with Google Calendar.
Sync your life and manage your time with Google Calendar.Anne-Mart Olsen
 
No matter how hard we try, planning is not perfect, and sometimes .docx
No matter how hard we try, planning is not perfect, and sometimes .docxNo matter how hard we try, planning is not perfect, and sometimes .docx
No matter how hard we try, planning is not perfect, and sometimes .docxhenrymartin15260
 
How to eliminate waste at work using kanban tool
How to eliminate waste at work using kanban toolHow to eliminate waste at work using kanban tool
How to eliminate waste at work using kanban toolProofHub
 
This is a graded discussion 25 points possibledue May 10Unit 8.docx
This is a graded discussion 25 points possibledue May 10Unit 8.docxThis is a graded discussion 25 points possibledue May 10Unit 8.docx
This is a graded discussion 25 points possibledue May 10Unit 8.docxjuan1826
 
Project Management Solutions Webinar
Project Management Solutions WebinarProject Management Solutions Webinar
Project Management Solutions WebinarERAUWebinars
 
Chapter 5,6,7 (group 1 project man)
Chapter 5,6,7 (group 1 project man)Chapter 5,6,7 (group 1 project man)
Chapter 5,6,7 (group 1 project man)Arvin Dela Cruz
 
Applying both of waterfall and iterative development
Applying both of waterfall and iterative developmentApplying both of waterfall and iterative development
Applying both of waterfall and iterative developmentDeny Prasetia
 
Agility : a Velvet Glove in an Iron FIst
Agility : a Velvet Glove in an Iron FIstAgility : a Velvet Glove in an Iron FIst
Agility : a Velvet Glove in an Iron FIstHSBC Private Bank
 
Seminar on Crystal Clear
Seminar on Crystal ClearSeminar on Crystal Clear
Seminar on Crystal ClearPaolo Farina
 

Semelhante a Critical Chain Project Management (20)

Queues & Batches in Product Development
Queues & Batches in Product DevelopmentQueues & Batches in Product Development
Queues & Batches in Product Development
 
Kanban for ODDS
Kanban for ODDSKanban for ODDS
Kanban for ODDS
 
MBA 6951, Managing Complex Projects 1 Course Learning.docx
 MBA 6951, Managing Complex Projects 1 Course Learning.docx MBA 6951, Managing Complex Projects 1 Course Learning.docx
MBA 6951, Managing Complex Projects 1 Course Learning.docx
 
Sync your life and manage your time with Google Calendar.
Sync your life and manage your time with Google Calendar.Sync your life and manage your time with Google Calendar.
Sync your life and manage your time with Google Calendar.
 
No matter how hard we try, planning is not perfect, and sometimes .docx
No matter how hard we try, planning is not perfect, and sometimes .docxNo matter how hard we try, planning is not perfect, and sometimes .docx
No matter how hard we try, planning is not perfect, and sometimes .docx
 
How to eliminate waste at work using kanban tool
How to eliminate waste at work using kanban toolHow to eliminate waste at work using kanban tool
How to eliminate waste at work using kanban tool
 
This is a graded discussion 25 points possibledue May 10Unit 8.docx
This is a graded discussion 25 points possibledue May 10Unit 8.docxThis is a graded discussion 25 points possibledue May 10Unit 8.docx
This is a graded discussion 25 points possibledue May 10Unit 8.docx
 
time_management_handout(goerzen_2011)
time_management_handout(goerzen_2011)time_management_handout(goerzen_2011)
time_management_handout(goerzen_2011)
 
Project Management Solutions Webinar
Project Management Solutions WebinarProject Management Solutions Webinar
Project Management Solutions Webinar
 
Chapter 5,6,7 (group 1 project man)
Chapter 5,6,7 (group 1 project man)Chapter 5,6,7 (group 1 project man)
Chapter 5,6,7 (group 1 project man)
 
report
reportreport
report
 
Managing Projects - NYC - 10/11/2011
Managing Projects - NYC - 10/11/2011Managing Projects - NYC - 10/11/2011
Managing Projects - NYC - 10/11/2011
 
2018-Case-Study.pdf
2018-Case-Study.pdf2018-Case-Study.pdf
2018-Case-Study.pdf
 
Managing Projects
Managing ProjectsManaging Projects
Managing Projects
 
Applying both of waterfall and iterative development
Applying both of waterfall and iterative developmentApplying both of waterfall and iterative development
Applying both of waterfall and iterative development
 
Managing Projects overview
Managing Projects overviewManaging Projects overview
Managing Projects overview
 
Agile Project LifeCycle
Agile Project LifeCycleAgile Project LifeCycle
Agile Project LifeCycle
 
Agility : a Velvet Glove in an Iron FIst
Agility : a Velvet Glove in an Iron FIstAgility : a Velvet Glove in an Iron FIst
Agility : a Velvet Glove in an Iron FIst
 
20130411 velvet gloveagile
20130411 velvet gloveagile20130411 velvet gloveagile
20130411 velvet gloveagile
 
Seminar on Crystal Clear
Seminar on Crystal ClearSeminar on Crystal Clear
Seminar on Crystal Clear
 

Último

UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UbiTrack UK
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...DianaGray10
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?SANGHEE SHIN
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxGDSC PJATK
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaborationbruanjhuli
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Commit University
 
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024D Cloud Solutions
 
RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIUdaiappa Ramachandran
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdfPedro Manuel
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataSafe Software
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesMd Hossain Ali
 
Things you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceThings you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceMartin Humpolec
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7DianaGray10
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IES VE
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostMatt Ray
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1DianaGray10
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesThousandEyes
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 

Último (20)

UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?
 
Cybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptxCybersecurity Workshop #1.pptx
Cybersecurity Workshop #1.pptx
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
 
Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)Crea il tuo assistente AI con lo Stregatto (open source python framework)
Crea il tuo assistente AI con lo Stregatto (open source python framework)
 
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024
 
RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AI
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdf
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
 
Things you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceThings you didn't know you can use in your Salesforce
Things you didn't know you can use in your Salesforce
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
 
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCostKubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
KubeConEU24-Monitoring Kubernetes and Cloud Spend with OpenCost
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 

Critical Chain Project Management

  • 1. This work is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License. Critical Chain Project Management PLAYBOOK LEAN PRODUCT DEVELOPMENT SERIES PLAYBOOKHQ.co @PLAYBOOKHQ
  • 2. PLAYBOOK LEAN PRODUCT DEVELOPMENT SERIES This series is for anyone interested in Lean, Agile and team principles and how they can be applied in new product development scenarios to increase innovation, improve delivery times and create engaged, happy, high-performing teams. PLAYBOOKHQ.co @PLAYBOOKHQ
  • 3. Theory of Constraints Elements: 1. Every system has _______________ performance limitation (constraint/bottleneck) at any time. 2. For example, let’s say we have a serial manufacturing process in which Machine A can process 100 parts/hr, Machine B can process 20 parts/hr, and Machine C can process 50 parts/hr. Machine A 100 parts/hr Machine B 20 parts/hr Machine B 50 parts/hr ---------->>>>>>>>>>>> Parts Flow --------->>>>>>>>>>>> a. What’s the maximum number of parts can this line process every hour? b. _______________ is therefore the constraint and the rest of the system must be paced off of it. c. Machine B limits the _______________ of the system. 3. The following process is used to increase system throughput: a. Identify the constraint. b. Exploit the constraint. c. Subordinate all other system elements to the constraint. d. Elevate the constraint. e. Repeat the above again, again and again.
  • 4. Identify the Constraint: 1. The goal of the new product development system is to maximize _______________ . 2. _______________ is generally the strongest driver of profit. 3. The constraint/bottleneck of the project is the critical _______________ of the project. 4. Traditional Critical Path says that the speed of the project is determined by the longest chain of _______________ tasks. 5. If a resource has one critical path task and one non-critical path task scheduled simultaneously, they are both _______________ . 6. Critical Chain says that the speed of the project is determined by the Critical Chain, which considers BOTH … a. _______________ tasks AND b. … the limited _______________ needed to execute it. 7. These assume the task durations have been estimated independent of other tasks.
  • 5. Exploit the Constraint (Critical Resource): 1. Maximize the throughput of the _______________. 2. Multitasking _______________ the completion of the critical work. 3. Task buffers artificially inflate the _______________. 4. Don’t waste their time. Make sure they are working with the _______________ information. 5. Make sure they don’t run out of work to do. Keep a prioritized _______________ of work in front of them. The Critical Resource should know exactly what to work on next.
  • 6. Notes: 1. Task Duration is a function of the Work and resource Availability. a. Work (hrs) is the total amount of effort involved to complete the task. b. Availability (hrs/day) is the amount of time a resource has to do the work. 2. What happens to task Duration when the estimated amount of Work changes? a. Duration varies _______________ with Work. b. For example, if the estimated amount Work = 12 hrs and we’re available, on average, 4 hrs/day to do that work… i. Duration = 12 (hrs) / 4 (hrs/day) = 3 days ii. If Work increases 25%, Duration increases _______________. • Duration = (12 + 0.25(12))/4 = 3.75 days • 3.75 days = 3 + x(3) • X = 0.25 = 25% iii. If Work decreases 25%, Duration decreases _______________. • Duration = (12 - 0.25(12))/4 = 2.25 days • 2.25 days = 3 - x(3) • X = 0.25 = -25% iv. What happens if Work changes +50%? • +50%, Duration increases _______________. • -50%, Duration decreases _______________.
  • 7. Notes: 1. What happens to task Duration when resource Availability changes? a. Duration varies _______________ with resource Availability. i. For example, if the estimated amount Work = 12 hrs and we’re available, on average, 4 hrs/day to do that work… • If Availability increases 25%, Duration decreases 20%. • If Availability decreases 25%, Duration increases 33%. • If Availability increases 50%, Duration only decreases by 33%. • If Availability decreases 50%, Duration increases by 100%. 2. Implications a. Task Duration is more sensitive to changes in resource Availability than to changes in the estimated amount of Work. b. Even when using good estimates, things will take longer on average than you estimate. c. More time is lost when a resource’s Availability goes down than is gained back when it goes up. d. Managing & determining resource Availability is very important, especially if it is low. e. Keeping resource Availability above 50% will insure much more accurate Duration estimates.
  • 8. Exploit the Constraint Method #1 - Minimize Multitasking 1. What is multitasking? a. When you’re performing multiple Work-type tasks at the same time. b. When you’re working on a Work-type task during the wait time in a Wait-type task, you’re not multitasking. 2. Multitasking extends the _______________ of all tasks. 3. The longer the duration, the more… a. Things _______________ causing some work to be redone. b. You _______________ what you did and why you did it. c. Time is spent _______________ between tasks. d. Time is spent _______________ the status of the tasks. 4. Multitasking can delay a _______________ important task for the sake of a _______________ important task. 5. Clear _______________ are critical to execute tasks quickly. 6. It is as important to have _______________ priorities as it is to have _______________ priorities. a. When task priorities are not clear, we tend to multitask more. b. How much do we delay Task C by not starting it until A and B are done?
  • 9. Exploit the Constraint: Method #1 – Minimize Multitasking 1. What happens when we try to work on two things at the same time (i.e. multitask)? a. Availability for both tasks goes _____________ (half of what it was). b. What happens to task Duration? _____________ . c. What is the effect on task Duration of even little changes in Availability? _____________. 2. When we multitask, we’re operating on the _______________ side of the curve. 3. Is it any surprise that our confidence in task Duration is greatly reduced? __________. 4. Takeaways a. Organizations that don’t have a good handle on resource Availability have lower schedule predictability and their projects take longer than desired. b. Multitasking is a primary contributor to the uncertainty in resource Availability.
  • 10. Exploit the Constraint: Method #2: Eliminate Task Buffers 1. Task Level Buffers == _______________ estimates for task duration. 2. Safe estimates for task durations make the task take _______________ . a. Parkinson’s Law - The task grows to fill the time allotted. Engineers continually try to _______________ the design if they are given the time. b. _______________ important things come up that make you put off completing the task. c. Student Syndrome or just an overly busy, multitasking person, causes _______________ discovery of problems. d. And many more...
  • 11. Exploit the Constraint: Method #2 - Eliminate Task Buffers (continued) 3. If you don’t complete the tasks _______________ as often as you complete them late, the project will be late. a. How often are tasks completed early? _______________ b. Why? ____________________________________________________________ 4. In summary, task buffers always get _______________ and often the task actually extends past its buffer. 5. It’s better to _______________ task buffers and instead put a big buffer at the end of the _______________ . 6. The Project Buffer length is _______________ than the sum of the task buffers. 7. Project Buffers are sized such that they benefit from variability pooling similar to statistical tolerance analysis.
  • 12. Exploit the Constraint: Method #2 - Eliminate Task Buffers (continued) 1. A major _______________ change is required to implement and sustain this critical improvement. 2. Task durations should be estimated as follows: _______________ chance it will be completed early, _______________ chance it will take longer. a. Tasks should be completed early about half of the time and take longer half of the time. b. Parkinson’s Law will still exist and still cause more tasks to be completed _______________ more often than they are completed early. c. Strive to underestimate Duration by 10-20%. 3. Task durations are estimates, NOT _______________ . a. Do not judge people’s performance on their ability to hit their task duration estimates. b. Do not use terms like Due and Late when discussing task status. These terms imply that the resource has underperformed or not met expectations and will push the system to more safety which is a _______________ system. c. Instead, ask, “What is blocking your progress?” or “What is causing the task to take longer than expected?”.
  • 13. Exploit the Constraint: Method #2 - Eliminate Task Buffers (continued) 4. Task completion date changes are simply feedback! a. Some are expected - duration was underestimated (50% estimates) b. Other causes… i. Over-utilized resource (decrease of resource Availability) ii. Too many, frequent, interruptions - not enough productive time (decrease of resource Availability) iii. Multitasking (decrease of resource Availability) iv. External tasks (contractors, suppliers, sterilization…) are not being completed v. Uncertainty/variability in the amount of effort required (increase of Work).
  • 14. Exploit the Constraint: Method #2 - Eliminate Task Buffers (continued) 1. Date-driven systems are slow. a. Work is pushed on the resources resulting in high capacity utilization states and longer product development schedules. b. Drive to _______________ instead of dates. c. You should _______________ hear, “the schedule says we don’t need to do this until later”. d. Especially for tasks on the critical _______________. e. Tasks will usually start later or earlier than originally planned. Be ______________ and ready. 2. Everyone must focus on doing their work in a timely manner with the necessary quality. 3. Track and manage the tasks more easily by… a. Eliminating task _______________. b. Maintain clear and visible _______________. c. Focusing on the _______________ tasks in the daily huddle. 4. Do not use dates as commitments because you fear a laziness problem. a. Doing so will only encourage safe estimates and _______________ down the system. b. It won’t cure the laziness, but instead it will hide the laziness in a larger pile, batch, of work. 5. Use a Visual Work Management System such as PLAYBOOK to centralize the data, streamline the process, and put the information at everyone’s fingertips.
  • 15. Subordinate Everything Else to the Constraint (Critical Resources): 1. Use the Critical Resources to set the _______________ of the rest of the development system. 2. Any activity that uses a Critical Resource can delay the project and therefore is considered critical. a. When a Critical Resource needs something from someone else to do their work, get it to them as soon as possible. i. Effectively daily huddles ensure that everyone is aware of these handoffs and alter their priorities accordingly to provide them with what they need. ii. Make sure the Critical Resource is working with good data and not working with insufficient or incorrect data. b. Consciously minimize interrupting the Critical Resources. On the flip side, if the Critical Resource needs the time of a Non-Critical Resource, the Non-Critical Resource should consider the Critical Resource’s work a higher priority. c. Minimize or eliminate activities that involve the Critical Resources when they are working on critical tasks, for example: training, performance reviews, planning the next project or any other lower priority work. 3. Use Slack, the amount of time (in days) a non-critical task can be delayed before it becomes critical, to set the pace/priority of non-critical tasks.
  • 16. Elevate the Constraint (Critical Resources): 1. Add _______________ to the constraint in order to remove it as the constraint. In new product development this typically means, raise the capacity of the Critical Resources. 2. Only add capacity if it pays to do so. a. There is diminishing return for each new resource. b. There is an optimal number of resources, after which adding more resources doesn’t help get done the job done faster. c. New Duration = Original Duration*(# current resources)/(# current resources + # new resources) 3. When adding resources, you typically need to add some time for them to get up to speed which adds work to both the new resource and the current resource(s). 4. Adding resources to one group only helps until a different group becomes critical. a. For example, if 2 EEs have 12 months of work each and Software has 10 months of work. The EE’s work is critical by 2 months. b. Adding 1 EE reduces the EE work to 8 months, now Software is critical by 2 months. Adding more EEs won’t result in faster project. 5. It is better to have a single, clear critical chain (group). a. When several groups are co-critical, there is a lot of priority switching… e.g. who has priority to interrupt someone during Time Blocking? b. The Critical Resource can’t be exploited, elevated or subordinated if its changing all the time. c. This causes turbulence which disrupts the flow and slows down the system.
  • 17. Notes: 1. Buffer Charts (Fever Charts) are used to track the performance of the project by tracking the rate of buffer consumption of the project completion or interim milestone. 2. Colors: a. Green = Ok, on track b. Yellow = ____________________ intervention c. Red = ____________________ intervention 3. Intervention Examples: a. Hire more help (increase capacity) b. Pull resources from non-critical tasks (flexible resources) c. Pay expedite fees (decrease variability) d. Reduce scope (manage demand) e. Find faster ways to complete critical tasks, etc…
  • 20. Overview 1. The game represents the effects of multitasking on task duration in any process. 2. Players receive a batch of items, process that batch by working on all 3 tasks at the same time, and then pass the batch to the next person in the process. 3. A roll of a die will determine how much work each person gets done each day. Setup 1. Organize into groups of 4 players. 2. Each group assigns each player one of the following roles: Engineer, Document Control, Approver I, and Approver II (for groups of 3, Approver I & Approver II are the same player) arranged in the following sequence: Engineer Inbox A B Document Control Outbox C A B C Inbox A B Approver I Outbox C A B C Inbox A B Approver II Outbox C A B C Inbox A B Outbox C A 3. Each player has 3 Inboxes and 3 Outboxes, for tasks A, B and C. 4. The Engineer places 10 drawings (i.e. poker chips) in each inbox (Inbox A, Inbox B and Inbox C) for a total of 30 drawings. 5. Approver II plays and keeps track the of team’s progress on the Score Sheet. B C
  • 21. Engineer Inbox A B Document Control Outbox C A B C Inbox A B Approver I Outbox C A B C Inbox A B Approver II Outbox C A B C Inbox A B Outbox C A B How to Play 1. On Day 1 the Engineer roles the die then moves that amount of drawings from his Inboxes to his Outboxes by moving 1 at a time starting with Task A then B then C then A then B etc... until the number rolled have been moved. For example, if he rolled a 5, he would move 1 from Inbox A to Outbox A, then 1 from Inbox B to Outbox B, then 1 from Inbox C to Outbox C, then 1 from Inbox A to Outbox A and finally 1 from Inbox B to Outbox B for a total of 5 . On the Score Sheet Approver II notes in the Day 1 row the number of drawings moved. 2. If the Engineer doesn’t have a batch of 10 drawings in any of his Outboxes, he continues his work on Day 2 by rolling the die then moving that amount of drawings from his Inboxes to his Outboxes starting where he left off on the previous day. In the example above, on Day 2 the Engineer would begin moving the number rolled starting with Task C, then A then B, etc… Approver II notes in the Day 2 row on the Score Sheet the number of drawings moved. 3. When the Engineer has a batch of 10 drawings in any of his Outboxes (A, B or C), then, and only then, he moves 1 stack of 10 drawings to Document Control’s corresponding Inbox. For example, when he has 10 drawings in his Outbox A, he moves them to Document Control’s Inbox A (i.e. not Inbox B or C). 4. On the same day Document Control rolls the die and moves that amount from his Inboxes to his Outboxes. Approver II notes in the appropriate Day row the number of drawings moved. 5. If Document Control doesn’t have a batch of 10 drawings in any of his Outboxes, play continues on the next day starting again with the Engineer. Note: Each player plays, one at a time, in sequential order only, not in parallel (i.e. No playing while others are rolling their die). 6. When Document Control has a batch of 10 drawings in any of his Outboxes, then, and only then, he moves 1 stack of 10 drawings to Approver I’s corresponding Inbox. 7. On the same day Approver I rolls the die and moves that amount from her Inboxes to her Outboxes. Approver II notes the number of drawings moved. 8. If Approver I doesn’t have a batch of 10 drawings in any of his Outboxes, play continues on the next day starting again with the Engineer, followed by Document Control, then Approver I. Play continues until all 4 players are processing all the drawings. 9. When Approver II has a batch of 10 drawings in any of his Outboxes, then, and only then, he notes it as a Completed Batch on the Score Sheet on the same day. 10. The game is over when all of 30 drawings, 3 batches of 10, have been completed. 11. Compare and contrast this game with Game 1 from the Queues & Batches training and be prepared to discuss with everyone. C
  • 24. Notes: 1. How long did it take to get the 1st batch through the system? 2. How long did it take to get the last batch through the system? 3. How did you feel? 4. Let’s say there is a problem with drawing #2 that only Approver II can identify. a. How long did it take to find out there was a problem (i.e. how long is the learning delayed)? b. How long would it take to get drawing #2 back through the process to where you were assuming it had to go through the same process (i.e. Engineer diagnose/correct, Document Control process, Approver I reviews, Approver II reviews)? 5. How do these results compare to Game 1 of the Queues & Batches training? a. What’s the difference between how the two games are played?
  • 25. Key Takeaways • Plan for constrained resources • Don’t use safe task estimates, use 50/50 – – – – Safe = Slow Just get it done Don’t judge people on how long things take Project Buffer allows for variability • Don’t multitask – Multitasking causes delays – Know your priorities PLAYBOOKHQ.co @PLAYBOOKHQ