Transcript Introduction to Project Management

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P.I.I.M.T
American University of Leadership
Ahmed Hanane, MBA, Eng, CMA, Partner
email: [email protected]
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Critical Chain Project
Scheduling
11-02
After completing this chapter, students
will be able to:



11-03
Understand the differences between
common cause and special cause variation in
organizations.
Recognize the three ways in which project
teams inflate the amount of safety for all
project tasks.
Understand the four ways in which
additional project task safety can be
wasted.
After completing this chapter, students
will be able to:
 Distinguish between critical path and
critical chain project scheduling
techniques.
 Understand how critical chain
methodology resolves project resource
conflicts.
 Apply critical chain project
management to project priorities.
11-04
A constraint limits any system’s output.
The Goal – Goldratt
TOC Methodology
1.
Identify the constraint
2.
Exploit the constraint
3.
Subordinate the system
4.
Elevate the constraint
5.
Repeat the process
11-05
FIGURE 11.2 Five Key Steps in Theory of Constraint Methodology
11-06
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Special Cause
Due to a special
circumstance
Managers should
•
•
•
•
Common Cause
Inherent in the system
Understand the difference between the two types
Not adjust the process if variation is common cause
Not include special cause variation in risk simulation
Not aggregate discrete project risks
11-07
How safety is added to project activities
1.
Individual activities overestimated
2.
Project manager safety margin
3.
Anticipating expected cuts from
management
25%
50%
80%
11-08
Gaussian (lognormal)
Distribution
90%
time
1.
The Student Syndrome
a.
b.
c.
2.
Failure to pass along positive
variation
a.
b.
c.
3.
4.
11-09
Immediate deadlines
Padded estimates
High demand
Other tasks
Overestimation penalty
Perfectionism
Multitasking
Path Merging
FIGURE 11.6
11-10
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
FIGURE 11.7
11-11
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
FIGURE 11.8
11-12
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
   n

Central Limit Theorem

Activity durations estimated at 50% level

Buffer reapplied at project level
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
11-13
Goldratt rule of thumb (50%)
Newbold formula
Feeder buffers for non-critical paths

Due dates & milestones eliminated

Realistic estimates – 50% level not 90%

“No blame” culture

Subcontractor deliveries & work scheduled ES

Non critical activities scheduled LS

Factor the effects of resource contention

Critical chain usually not the critical path

Solve resource conflicts with minimal disruption
11-14
Feeder
Buffer
Bob
Feeder
Buffer
Bob
Feeder
Buffer
11-15
Bob
Project
Buffer
Drum – system-wide constraint that sets the
beat for the firm’s throughput
o company policy
o one person
o a department/work unit
o a resource
o Capacity constraint buffer – safety margin
between projects
o Drum buffer – extra safety before the
constraint
11-16
1.
2.
Identify the drum
Exploit the drum
a.
b.
c.
3.
4.
5.
11-17
Prepare a schedule for each project
Determine priority for the drum
Create the drum schedule
Subordinate the project schedules
(next slide)
Elevate the capacity of the drum
Go back to step 2
Schedule projects based on drum
Designate critical chain
Insert capacity constraint buffers
Resolve any conflicts
Insert drum buffers so the constraint is
not starved
11-18
 No milestones used
 Not significantly different from PERT
 Unproven at the portfolio level
 Anecdotal support only
 Incomplete solution
 Overestimation of activity duration
padding
 Cultural changes unattainable
11-19