- Product development projects, like many other types of projects, often can exceed their planned schedule by 50% to 100%.
- Often this is attributed to uncertainty or the unforeseen.
- To compensate for this age-old dilemma, managers and project personnel have learned to compensate by adding additional time to their schedule estimates. Yet even when they do, projects still overrun their schedules.
- Critical Chain Project Management (CCPM) is an outgrowth of the Theory of Constraints (TOC) developed by Eliyahu Goldratt to scheduling and managing manufacturing.
- TOC focuses on identifying and fixing bottlenecks in order to improve the throughput of the overall system. Likewise, Critical Chain focuses on bottlenecks.
- Using the Critical Chain Method, projects can be completed more quickly and with greater scheduling reliability.
- The difference between traditional and Critical Chain scheduling is in how uncertainty is managed. In traditional project scheduling, uncertainty is managed by padding task durations, starting work as early as possible, multi-tasking, and focusing on meeting commitment dates.
Have you ever heard from you team….
“Project management change is not needed because we already know how to run projects efficiently.”Or
Have you ever been relieved that you team embraced a new project management approach only to realize months later that they did not actually execute the new approach?
Project managers who have excellent work track records based on hitting milestones don’t think they need to change. However, simply hitting deadlines hardly tells the full story. Like cruise control, the project will speed up if it running late (by team members working hard to get it back on track, sometimes working weekends and evenings to make it happen), or slow down if the project is early (people relax, maybe shuffling resources to do something more urgent). Projects seek equilibrium around their dates – there is pressure to move things earlier and later. Most project organizations are self-correcting as they try to hit their dates. What actually had to take place to get there is hidden from view, and there is no impetus to finishing projects faster. (The Tyranny of Deadlines, Rob Newbold)
Additionally, too often when you share a new direction with your team, the people in the room will appreciate your logic for change. They may agree with you intellectually. And yet there is a more emotional side of them that has grown comfortable with the old way of doing things. They’ve been practicing routine A for years. They are very good at routine A. Now you’re trying to get them to change to routine B. Even if they agree that B is better than A, that doesn’t mean it’s going to be easy the next day (Dan Heath).
The urge to resist having to learn this new way of doing things is powerful.
So you may think you have a successful project management approach, but do you really know? Use this questionnaire to find out how you are really fairing.
Agile BPM can transform your business by managing structured and unstructured business processes — with the flexibility to improve those processes on the fly — for unsurpassed business responsiveness and success.
Is Your BPM Solution Agile Enough?
Clearly, BPM has been highly successful at automating predictable, repetitive business processes. But it’s failed to provide similar gains in productivity and efficiency in the most critical area of your business – less predictably, knowledge-based work. The tasks and activities — performed by your most highly skilled and compensated employees — seldom follow the predictable, repeatable paths best suited for traditional BPM. Yet improving these processes can provide enormous lift to corporate performance and to your bottom line.
Your BPM solution must accommodate the entire range of work and support human-driven, system-driven, structured, unstructured, and hybrid processes.
The work of the enterprise is diverse, and increasingly it’s social. Recent studies have shown that as much as 75% of the tasks and activities workers pursue involve judgment and collaboration. In short, professionals are dealing with ad hoc or unstructured business process interactions. The solution you deploy must support how work gets done, via free-flowing, dynamic collaboration among team members.Continue reading “An Executive’s Guide to Agile BPM. Are Your Ready?”
Today, every organization needs to create a consistent, connected experience for all stakeholders working to execute key business processes including: customers, employees and partners. This vision requires a comprehensive system that supports people in achieving their business goals, wherever and however they happen to work. The following are 9 ways to make this vision a reality.
#1 – A common point of access
Stakeholders need a single, device-independent repository where they can find and access all of the digital tools they need to interact with the business – an ‘enterprise process store’ of available processes, to ensure ease of access, visibility of use and consistent governance.
Xpeditor addresses the full spectrum of business processes, from automated to ad hoc, in a single package.
#2 – A 360 degree view of interactions
Stakeholders are increasingly working across multiple topics and they need to gain a dynamic, ‘at a glance’ view of their range of ongoing tasks. They need to replace siloed, app-centric views with one which visualizes their total backlog of work holistically across all processes and systems.
By having all the organization’s processes, projects, and tasks in a single place, it is easy to get a holistic view of what work is being done for a given customer in real-time.Continue reading “9 Practical Ways to Turbocharge Management of Your Business Processes”
Silos are often heavily guarded fortresses which are protected by impenetrable vines of bureaucracy, entrenched interests and Established Ways of Doing Things.
Silos limit the workers’ access to knowledge about their customers and their opportunities to use that knowledge to better serve the marketplace.
Silos obscure the overall visibility of work being done in the organization as a result of multiple interfaces, disjointed processes, and complex data integration.Continue reading “Process Silos are Killing Your Productivity”
In the future of work, employees must be empowered to operate at their full potential, and this requires a workplace that has freed itself of unnecessary and debilitating boundaries. It is only then that companies can hope to meet the business challenges of the fast-changing global economy.
– Cognizant, Future of work enabler: Worker Empowerment
A playbook is like an overall game plan in football. As in any sport, rather than trying to define all the ways the game will be played, you outline the properties and behaviors of the players and systems so they know how to behave when different “plays” come up. Things can be changed on the fly if necessary, and approvals, cooperation and exceptions are built into the process.
A playbook spells out the roles, responsibilities, and expectations for every participant, and lays out all the possible activities, paths, and resources.
Simplicity is a great virtue but it requires hard work to achieve it and education to appreciate it. And to make matters worse: complexity sells better. – Edsger Dijkstra, The threats to computing science
How do you select the right project management system for your organization where there are so many to choose from?The Project Management Institute (PMI) declares in its 2015 Pulse of the Profession report that “All change in an organization happens through projects and programs.” Businesses are therefore better able to meet strategic goals when they have a system in place for effectively managing projects. When projects are managed poorly, however, businesses risk the loss of millions of dollars: In the same report, PMI states that, on average, over $100 million is wasted for every $1 billion invested in projects. So how do you choose the best tool to help you manage projects in your organization? Continue reading “How to select a Project Management solution for the Salesforce platform”
Lack of focus and the inability to manage uncertainty are two significant causes of project management problems, delays, diminishing quality, excessive project delays, and low team spirit. By addressing these root causes, critical chain project management (CCPM) techniques improve project speed, quality, on-time performance and team morale. Continue reading “Critical chain solutions to common project management problems”