Critical Chain Project Management

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1. Critical Chain Project Management in TOC way

2. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

3. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

4. Project Planning Techniques CCPM CPM PERT GANTT T raditional M ethods

5. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

6. TOC is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal. TOC has a Five focusing steps; TOC (Theory of Constraints) Identify Exploit Subordinate Elevate Repeat Applications:- Operations management (DBR) High-speed automated production line Supply chain and logistics Finance and accounting Sales and marketing Project management (CCPM) Eliyahu M. Goldratt (Father of TOC)

7. CCPM(Critical Chain Project Management) CCPM is a method for planning and managing projects that focus on the resources (people, equipment, physical space) required to execute project tasks. It is based on methods and algorithms derived from Theory of Constraints.

8. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

9. Critical Path Critical Chain Assumption :- Unlimited resources dependency Assumption :- limited resources dependency In the project network critical path is the longest path of maximum duration of activities the Critical Chain is defined as the longest chain of dependent tasks.

10. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

11. TASK TASK Start Date End Date Duration ( 6 Days) Resources

12. Murphy`s law A supposed law of nature, expressed in various humorous popular sayings, to the effect that anything that can go wrong will go wrong.

13. Parkinson's law “Work expands to fill available time ”

14. Student syndrome “Start the work as close to the due date as possible”

15. “You can`t implement CCPM without reducing Multitasking” Bad Multitasking

16. Multi tasking Quick Game Task -1 Task -2 1,2,3,…………….15 A,B,C,…………….P □ ○∆ □ ○∆……….. □ ○∆ Write this in Series 1A □, 2B○,3C ∆ ,……… ∆ Write this in Series

17. Integration loss Integration Advances are lost, delays are passed on

18. Lack of full kit Many time tasks are delayed because of lack of full kit. Full kit is the necessary resources required to perform the task. So before starting the task one should ensure the availability of full kit.

19. TASK TASK (6 Days ) Start Date End Date 3 Days 3 Days Actual Length of task Interruption Uncertainty

20. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

21. 1. Prepare a Project Plan

22. Project Plan Image Source :- Snap from video from internet

23. 2. Identify the Critical Chain Image Source :- Snap from video from internet

24. We Know……..!! Task Potential Early Finish Deadline date

25. Task Level Contingency

26. Removes the task level Contingency

27. Where is the contingency NOW ?

28. Combined all the Contingency…..!!!

29. Buffer Project Buffer Feeding Buffers Resource Buffers

30. Buffer Project Buffer Feeding Buffers Resource Buffers A project buffer protects the project deadline against violations in the critical chain.

31. Buffer Project Buffer Feeding Buffers Resource Buffers A project buffer protects the project deadline against violations in the critical chain.

32. Buffer Project Buffer Feeding Buffers Resource Buffers A feeding buffer protects the critical chain against violations in the feeding chain.

33. Buffer Project Buffer Feeding Buffers Resource Buffers A resource buffer acts as a warning signal when a shift in resources will occur on the critical chain.

34. Table of Content Project Measurement Introduction to TOC & CCPM Critical Path & Critical Chain CCPM Planning Rules Sources of time losses in project Concept of Buffer Project Planning

35. Chain completion & Buffer Consumption % CC = Original CC Length - Remaining CC Length Original CC Length % BC = Original Buffer Length – Remaining Buffer Original Buffer Length

36. Flow Index Flow index = % BC % CC Flow Index > 1 Flow Index = 1 Flow Index < 1

37. MS Projected Integrated with CCPM Source:-Made by Author

38. Advantages [According to studies of traditional project management methods by Standish Group and others as of 1998, only 44% of projects typically finish on time. Projects typically complete at 222% of the duration originally planned, 189% of the original budgeted cost, 70% of projects fall short of their planned scope (technical content delivered), and 30% are cancelled before completion.] CCPM tries to improve performance relative to these traditional statistics . Application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods

39. Source :- http :// www.criticalpoint.co.uk

40. Thank You…!!! By: Narendra B. Bhandava Rajesh Madurkar