1. ©
PMBoK Processes + CCPM Procedures

2. ©
Initiating Planning Executing Closing
Monitoring &
Controlling
PMBoK and CCPM Frameworks
Reducing WIP
(Bad Multitasking)
Full Kitting
Critical Chain
Planning/Buffering
Managing
Execution
POOGI
Processes

3. ©
Develop Project Charter
Project Management Initiating Processes
Integration Overview – Initiating
Identify Stakeholders
Initiating Planning Executing Closing
Monitoring
&
Controlling

4. ©
During the Initiation Processes in CCPM is necessary
to evaluate the ratio between the Load of work of
the new project versus the Capacity of the team
deliver more.
The exercise here is to analyze the priority of this
new project against the portfolio which is already
running, and re-allocate dates and resources
according the business needs and or
legal/compliance requirements.
The final product is to have a common and strategic
vision about the projects and initiatives comes first
and assure proper resources to start, execute and
deliver them.
Integration Overview – Initiating
Identify
Stakeholders
Develop Project
Charter

5. ©
Initiating Planning Executing Closing
Monitoring
&
Controlling
Plan Scope
Management
Collect
Requirements
Define Scope
Create WBS
Plan Schedule
Management
Define
Activities
Sequence
Activities
Estimate
Activity
Durations
Estimate
Activity
Resources
Develop
Schedule
Plan Cost
Management
Estimate Costs
Determine
Budget
Plan Quality
Management
Plan HR
Management
Plan
Communications
Management
Plan
Stakeholders
Management
Plan Risk
Management
Identify Risks
Quantitative
Risk Analysis
Qualitative Risk
Analysis
Plan Risk
Responses
Develop Project
Management Plan
Integration Overview - Planning
Project Management Planning Processes

6. ©
Estimate
Activity
Durations
Estimate
Activity
Resources
Develop
Schedule
During the Planning Processes the activities involved
in to building the Schedule are different in CCPM:
- Duration estimative cannot have local safeties,
which means they will be shorter (most part of the
times);
- Resources, when allocated to a task, will work
exclusively in the task, with no other parallel work;
- The final CCPM schedule need to be “buffered”. All
local safeties are gathered in the Feeding Buffers,
Project Buffers and Milestones Buffers (where
appropriate).
Integration Overview - Planning

7. ©
Integration Overview - Planning
Plan HR
Management
The project HR structure need to be defined:
- Project Manager;
- Resource Manager;
- Task Manager;
- Full Kit Manager;
- Task Participants.
According their roles the team need to be properly
trained in CCPM and the accesses and profiles in the
CCPM and Project Management tools need to be set.
The CCPM support team need to be defined (when is
the case).

8. ©
Integration Overview - Planning
Plan
Communications
Management
The Communication Plan has to consider the CCPM
main tool of reporting is the Fever Chart. So, the
stakeholders and the “customers” of information
need to be prepared (trained) to understand and
assess it.
All the information about issues, problems, work
execution, performance, etc. need to be linked with
the Fever Chart and it´s data. This assure a single
consistent channel of communication between the
project and it´s stakeholders.

9. ©
Initiating Planning Executing Closing
Monitoring
&
Controlling
Direct and Manage the
Project Work
Integration Overview - Executing
Manage
Communications
Acquire Project
Team
Develop Project
Team
Manage Project
Team
Manage
Stakeholder
Engagement
Conduct
Procurement
Perform Quality
Assurance
Project Management Execution Processes

10. ©
Direct and
Manage the
Project Work
The process is based on frequent (preferably daily)
meetings between the Project Manager and the Project
Team (Task Managers, Full Kit Managers, Resource
Managers, etc.) where the progress is measured and
issues are addressed.
The key is to be sure the project work is synchronized
with other activities (other projects and non project work
- day by day activities).
Guidelines:
• Whenever a task starts it shouldn’t stop until be
concluded;
• The resources that are working in a task, must
work in the task only. No Multitask!!!
• Do not start a task earlier than planned. The work
is do as late as possible.
Tools:
• Buffer Recovery Plan;
• Help Needed;
• Escalation.
Integration Overview - Executing

11. ©
Manage Project
Team
The Project Manager, together with the Task Manager
and the Resource Manager need assign the people to the
tasks.
In the Planning Phase the tasks are linked with the roles
(functions) to analyze the capacity to perform the work.
Now it is time to distribute the work to the teams
according the plan. Eventual lack of resources have to be
immediately addressed, before to cause major damages
in the project.
Integration Overview - Executing

12. ©
Manage
Communications
The way to communicate the status the project is the
“Fever Chart”. This tool allow all the team and
stakeholders follow the speed of progress and have a
clear picture of the work remaining to finish.
The chart shows the ratio between the % of Critical
Chain completion (based on the remaining time to finish
the ongoing tasks) and the % of buffer consumption.
Integration Overview - Executing
%BufferConsumed
% Chain Complete

13. ©
Initiating Planning Executing Closing
Monitoring
&
Controlling
Monitor and Control
Project Work
Control
Communications
Validate Scope
Control Scope
Control Risks
Control Quality
Project Management Monitoring &
Controlling Processes
Integration Overview – Monitoring & Controlling
Perform Integrated
Change Control
Control
Procurements
Control
Stakeholder
Management
Control Schedule Control Costs

14. ©
Control
Schedule
Tracking the project progress through the Fever
Chart is possible to identify the pace of the work and
work in the issues before they cause major damage
in the schedule.
Integration Overview – Monitoring & Controlling
Monitor and
Control Project
Work
%BufferConsumed
% Chain Complete
A quick view in the tendency can give a valuable
information:
• Vertical progression means the project is
consuming buffer (safety) with lower progress;
• Horizontal movements (from left to right) means
you are moving forward in the project critical
chain with lower buffer consumption.

15. ©
Initiating Planning Executing Closing
Monitoring
&
Controlling
Close Project (or Phase)
Project Management Closing Processes
Integration Overview – Closing
Close Procurements

16. ©
Close Project
(or Phase)
During the project closure the team gather all the
data available in the system, identifying
opportunities of improvement and assessing the
problems and issues happened along the project.
In CCPM this is called POOGI process, where the key
is to search the most frequent causes for the most
part of the problems (root cause). To do so,
informations like these one is used:
• Tasks that caused the highest buffer consumption
(number of occurrences and total time);
• Tasks stuck (number of occurrences and total
time);
• More frequent “Help Needed” (assigned to who
and what problems);
• Project Managers, Full Kit Managers and Task
Managers assigned to the highest level of buffer
consumption.
Integration Overview – Monitoring & Controlling

17. ©
CCPM touch all of the five PMBok groups of processes, being present from the
Initiation until the Closing. Around 13 processes are directly related with the
CCPM best practices.
The main purpose of CCPM in simple. Protect and prioritize the flow. Which
means avoid any interruption in the project work.
Everybody need to have a clear priority about what is the work to do now and
what is the next.
The Critical Chain is the constraint of a project. So, need to be protected against
uncertainty and Murphy through buffers, strategic placed in points were delays
will cause critical damage.
Preparation is everything. So, use Full Kits to make sure once something start,
can be finished with no breaks.
Conclusions

18. ©
Focus, focus and focus. Avoid Multitask. Do one thing at the time. This will
reduce stress and help to bring good quality.
In summary CCPM is not a Project Management methodology, is a “way” to how
to manage and execute the Project. It does not specify phases; documents;
and/or steps.
CCPM implementations, as any other cultural and behavior changes, require
discipline and high management intensive support in the beginning, but
significant improvements are proven in terms of reducing the projects cycle
time, increasing the due date performance (deliver when it is originally planned)
and the overall reliability.
Conclusions

19. ©
Questions