2. A Mexican Multi-Project Real Estate Company engaged in
Residential Township Development
Illustrative Scenario: Multi-Township development projects across different
cities of Mexico
Before After CCPM implementation
• Incomplete project plans created by Project • Project Priority with checklists for all
Planning dept leading to massive rework planning & execution steps, leading to
greater visibility of status of diff. projects
• Project planning lead time was 3-4 months • Project planning dept completing each
and still had quite a few tasks missing project plan in all respects within 1 week
Guaranteed Project Delivery
• Long Review meetings without any clear • PMO established with strong weekly update
action items system and clear action items
• Poor Quality and frequent rework due to • Working as per Full Kit established as the
lack of full kit of components norm in all the departments
• No visibility regarding individual projects’ • All projects of the company uploaded on a
completion date since employees were central server. Weekly updation of progress
working in their silos on each project giving greater clarity
regarding expected completion date
2
3. An Indian Company - Leader in Yarn, Terry Towel and Paper
Illustrative Project: Setting up World’s Largest Agro based Paper Plant in
Northern India
Before After CCPM implementation
• Project completion date not clear-seemed • Project Plan with timeline clearly indicating
like an unending venture the critical chain and time buffers
• Lack of clarity on resource requirements for • Requirements for major resources clearly
the different phases of the project established in advance leading to reduced
instances of resources’ non-availability
• Lengthy Review meetings without any clear • Focused meetings by installing the Issues &
Guaranteed Project Delivery
actions emerging out of it Risk register, culture of Active Task
management and Buffer management
• Quality suffering due to the certain gaps in • High Quality Work Output due to Culture of
the desired and actual work done by the working as per check list and Full Kit
company
• Top management was unaware of the status • Weekly CEO’s report to keep the top
of the project management abreast of the project’s health
• Paper plants generally take 4-5 months to • Plant was producing to full capacity in less
reach full production capacity than 35 days of commissioning
3
5. An Indian Real Estate Company engaged in Residential and
Commercial Complexes
Illustrative Project: Residential complex - Five Towers of 50 Floors each
targeted at High Income segment (Initial Time frame 3 years)
Before After CCPM implementation
• Top management not aware of project • CCPM review everyday by the CEO for only
progress and delayed decisions by 15 minutes and decisions given within 24
Management hours
• Each floor was taking anywhere between 15 • Time for each floor brought down to 7 days
to 21 days
• Long Review meetings, rampant blame • Focus of the review on corrective actions
Guaranteed Project Delivery
game rather than post-mortem analysis
• Constant changes in drawings and • Full-kitting of drawings, permits and
specifications specifications
• Huge labour absenteeism at the site • Measurement change & win-win offer
reduced absenteeism significantly
• Project Management Company indicating • Three towers completed well within time,
towards a 2 year delay in project completion the other two expected to complete much
before the initial timeline of 3 years
6. A Pharmaceutical Company – Capacity Elevation
Illustrative Project: Capacity Elevation of existing plant to create eight buildings,
each customize for a specific process
Before After CCPM implementation
• Less than 5% progress in the projects even • Eight expansion projects completed within 9
after a year of starting months
• Management was preparing to extend the • Projects completed with a successful target
project duration substantially lead time reduction of 25%.
• Long Review meetings, rampant blame • Top Management has clear visibility of the
Guaranteed Project Delivery
game status of each project and the tasks of each
project which are blocking progress.
• Management struggling to allocate enough • Management provided with clear visibility
resources to complete all the projects, about staggering of projects depending
leading to delay in task completion upon resource availability. As a result, tasks
flowed smoothly to completion
7. A Major Cement producer In Southern India
Illustrative Project: Adding to bottom-line by reducing the maintenance
shutdown time at the plant
Before After CCPM implementation
• Detailed project planning through BAR • Detailed Project planning using Microsoft
charts, planners tried to include all tasks Project based on the CCPM principles
they could think of at that time.
• Task commitments were sacrosanct, • It is not important to complete each task on
forcing them to inflate the time estimates, time but it is important to complete the
thereby elongating the project duration project on time.
Guaranteed Project Delivery
• Project tracking was done through • Project status is measured on:
physical observations, hence no clear % Critical Chain Complete
information on which tasks to focus on % Buffer Consumed
Projected Completion Date & Projected Delay
• Long, directionless review meetings • Daily 15 min review meetings, chaired by
resulting in a large no. of action items top management focused on quicker
completion of the most penetrating task on
the critical chain
• Shutdown is typically 25 days • Shutdown completed in 19 days
6 additional days of cement production i.e. ~Rs. 2 Cr added to bottom-line
