CCPM
CCPM
CCPM
Answer:
ü Budget
What does your experience tell you? How would you describe a
project situation in light of Time, Quality and Resources
(budget) ?
• …….
• …….
• ……
What does your experience tell you?
Compromise
scope or
Late content
Over
Budget
Challenges in Project Management
• Growth of Work/ Changes in specifications.
• Delays in the availability of designs.
• Delay or Non availability of spares and materials.
• Resources are shared & limited
• Unpredictability of quantum of work & timing
• Significant interdependence on outside agencies
• Rework
• Delay in decisions
• Unplanned activities and consequent workload.
• Dependencies
• Changing priorities
• Resource contention or availability of manpower
Why this happens? Because………
• Usually Original Due Dates are not met
• There are too many changes
• Too often resources are not available when needed (even when
promised)
• Necessary things are not available on-time (information, specifications,
materials, designs, authorizations etc)
• There are Fights between priorities
• There are Budget Over-runs
• There is too much re-work
Compensating for uncertainty during planning
The distribution of the time it takes to complete a given
uncertain activity is a skewed distribution!
t0 t
What estimates should we give?
t0 t
Task time estimates
Probability
50% 90%
Safety
Bad Multi-Tasking
2. Deterioration in priorities
• More de-synchronization
• More instability
The common practice of managing projects leads to
significant dissonance
• Time creep, Scope compromises, Budget overruns in a highly uncertain
environment
Because of the way projects are managed!
• Focus on tasks, not on the project
• You vs. Me vs. Hierarchy
• Disregarding resource contention
Effort
8 hr day
Time
Task A 3 days
Tasks assigned to a
Task B 3 days
resource
Task C 3 days
Does happen: A B C A B C
7 days
The lead time increases significantly, even without considering additional setup time.
Snap Shot of CCPM Methodology applied to Projects
Environment
1. The tasks are staggered as per the most loaded
resource (integration) and all the tasks are released in a
staggered manner. This not only reduces the cycle time
of each task, but results in more tasks getting completed
in a period of time.
20 d
End
Start 18
CCPM Approach
Cut Safety, Crash durations
20 d
Activity
P1 20 d
Safety in
20 d
tasks
20 d
20/2
20 d
20/2
20/2
P1
20/2 End
’
10 d 20/2
10 d
10 d
10 d
10 d
Start 19
CCPM Approach
Remove Safety from Tasks,
20 d
Create buffer for project Activity
P1 20 d
Safety in
20 d
tasks
20 d
20 d
20/4
20/4
P1 20/4
End
’ 20/4
10 d 20/4
10 d
10 d
Project
10 d
Buffer
10 d 25 d
Start End 20
CCPM Approach
Aim to finish project before the
original date Activity
P1
Safety in
tasks
P1’ End
Project
Buffer
0 75 100
Start End 21
Project Monitoring – Fever Chart
Action Initaited,
Transportation of Project will Project Overrun - Taken up with Mr. S S
1 High 5/2/2012 More follow-ups
Heavy Equipments delay Cost, Time. MADC Acharya
required
Action Initaited.
Contractor
Good Selection Contract / qualification norms
Deploying Contractors Project will Project Overrun -
2 Medium criteria Respective Purchase 7/2/2012 discussed with
without adequate skill delay Cost, Time.
adopted HOD project leader and
modified
accordingly
Each risk item was discussed first within the project team and mitigation plan identified
followed up by discussing with management team to ensure all risks are addressed with
adequate focus
Issue register was prepared to track obstacles and ensure
timely
Issue
resolution Status (Open
Date Concerned Date Business
Serial Issue Name Originator Brief Description Assigned To Action History / Resolved
Raised Dept Resolved Impact
Number / Pending)
HOLD for all works at Vinod Kumar All works are under hold as part Only Excavation Work
1 16.02.12 Management Sr. VP Open High
site Tilgule of Management decision carried out
Revised offers are
Praveen Mr. Pankaj Ji/ expected before 20th feb
2 16.02.12 Excavation Works Drawings are not Recd. Fitchner Open HIgh
Choudhari Milind Gohane & ordering can be done by
month end.
Issue register
Comparative statement is a key document
Praveen Vinod Kumar
Tilgule to track obstacles coming in way
3 18.02.12 Civil Works Civil Contractors Not yet finalsed Civil has been made & shown Open High
Choudhari
to Higher Management.
of implementation. Project
4 22.02.12 Crusher
Vinod Kumar Equipment is not yet Recd at
Commercial Leader
Mr. Ravi Singh/
Received and Manager resolved both have Medium
Tilgule site. Mr. Shantanu
responsibility to follow up for
material is not procurred for site
5 28.02.12 Material for site office Trilok Ganvir
office. Vendors are not yet
Commercial issue
Mr. Ravi Singh resolution and
In-process open raise flag inMeduim
• Steering Committee meeting : Twice a month in the initial period of the project later
became once in a month
THANKS
Planning - Initial Schedule with HP
• Prepared the initial project plan with broad activities
• Plan the project with Highly Probable duration
• Links on FS basis to have clear completion criteria
Tasks with HP
durations and
Linkages
Planning - Schedule with Buffer
• Final Pert with Buffer Inserted.
Project Name haveLathe Montanatasks for the next 45 days. Code TATA/001 Leader Sandeep Jha
• Full Kit for all the upcoming activities in the next 4 week
• Full kit will be a rolling plan on weekly basis to ensure at all times next 4 week plan is ready.
NOTE : Initially the BMM may take longer time but target should be to finish a BMM
within 30 mins
For each task full kit was prepared with L-2
activities and details w.r.t inputs required for
Full-Kitting completing the task and resources
S. No Activity / Task SubActivities Status Duration Inputs Resources
Preparation for Utilities Done 1. Drawings 1. Foreman (1)
2. Vehicles – Pick Up 2. Operator (3)
Check Soil Types and Concrete Design Done 0.5 3. Vehicles – Car or Van 3. Clean Up Tech(1)
Dust control In Progress 4. Uniloader w/drum 4. Task Manager(1)
5. Grappler
Preparation of Subbase 0.5 6. Command Post
1 RCC Excavation 7. Port a Jon
Edge Courses and Kerbs 0.5 8. Water Truck 2000 gal
Laying Course 9. Off Road Dump Truck
10.Utility Trailer
Block Laying 11. Front End Loader
12. Excavator w/thumb
0.5
1. Task Manager(1)
1. Design and Specification
2. Door Carpernter(5)
Check External Masonary walls 0.5 2. Sheathing: Ply, MS plates,
3. RCC Workers(20)
wooden runners, steel spans
Prepare FRAME 3 3. Scaffolding: Steel props ,
Check Doors and Windows, Balcony 0.5 wooden props
Cladding 2 4. Shuttering: Props(timber &
3 Superstructure Slab adjustable telescopic, steel),
bracings, couplers
5. Beams: Beam bottom,
Ready Roof Structure 2
beam sides, tie bolts
6. Mild steel bars, thermo
mechanically treated (TMT)
and corrosion resistant steel
Roof Covering 1 (CRS) bars
CCPM Vs Traditional Project Management
Traditional Project Management Critical Chain Project Management
Treats Task Durations as physical entities and deduces Acknowledges that uncertainty in achieving the task
the project completion time as the sum of all the task durations is embedded in the system and plans for it.
estimates as if they are fixed numbers with no variability
Traditional Project Management plans for failure as Task estimates are aggressive targets with feeding
delays are always passed on but gains can never be buffers & project buffer protecting the feeding chains
utilized as the upcoming task is mostly not ready to start and project completion respectively
The cushion for protecting the project from Murphy is In the execution cash flow, manpower planning, order
very less as most functional areas work in Silos without placement is based on the aggressive plan thus reducing
project focus the risk of failure from multiple sources substantially
The monitoring system is based on the reporting the Health of the Project is continuously monitored based
%age work completed ignoring the time required to on the time required to complete the remaining critical
complete the project on time. chain and the project buffer left
Red flags are raised retrospectively very late in the life Real-time information regarding the tasks causing the
cycle of the project when they can be of little help for penetration of the buffer, upcoming task delays and
the project. resource planning is available