Do you often face resource and budget constraints, but are often asked to complete your projects faster by sponsors and customers? Are projects frequently under crisis, where due dates are missed and overtime is required to get things done? Are many projects constantly in red status? Do you believe that your organization could achieve higher levels of success if these issues were solved? This presentation by Joe Cooper provides insights into Critical Chain Project Management (CCPM) which improves project speed, quality, and on-time performance. We will cover many pain points such as unrealistic due dates, missed project due dates, scarce resources, the inability to establish highly achievable finish dates, lack of realistic task estimates, low team morale due to work overload, and situations where PMs are forced by project sponsors to speed up projects. Lack of focus and inability to manage uncertainty are two significant causes of project delays, diminished quality requiring rework, and projects that take too long to complete. By addressing these root causes, CCPM techniques improve project speed, quality, on-time performance, and work-life balance. Reducing nonproductive multitasking enables high-speed execution, high-quality deliverables, a greater sense of accomplishment, and an increased capacity to think and to innovate for team members and management. CCPM has been adopted by several leading global organizations including Eli Lilly, IBM and Mazda Motors. Now, you could take this innovative approach to your organization as well, with the plan to significantly improve the project management results.

1. Joe Cooper, PMP is a project, program, and
portfolio management consultant with
Allegient, LLC in Indianapolis, Indiana
USA. His passion is helping organizations to
optimize the speed and reliability of their
project delivery and turning this improvement
into a decisive competitive edge.
insert photo

2. 5th PMI Indonesia Symposium & Exhibition
19 & 20 October 2015 | Novotel Hotel Bogor, Indonesia
Beyond & Behind: Advancing Business Transformation Through
Innovative Project Management

3. I was 7 years old and
collecting stamps as a
hobby.

5. • 15 years in enterprise IT PPM
• Joined PMI 2003, PMP 2003, CSM 2007,
PMCP 2010 (TOC Critical Chain)
• PMI Central Indiana Chapter: Speaker
Engagement Director 2013 – 2015
• PMI Global Congress Speaker
• Graduate studies in Laser Physics at
Oklahoma State University (medical
applications)
• Bachelor Degrees in Physics,
Mathematics, and Professional Pilot
Technology from Indiana State University

6. Indianapolis “Indy”
500 race track

7. Indianapolis “Indy” 500
race track start/finish line.

8. 10,001 miles (16,095 km)
from Indianapolis to Bogor
…but I made it in 26 hours.
So did Harapan.
Factsheet about Harapan:
• Born in Cincinnati Zoo
• Moving to Indonesia to save
the species from extinction
• Now in Way Kambas Nat’l Park

9. Low Team Morale & Low-trust environments
Missed delivery dates: late projects
Excessive project durations: reduced return on investment
(ROI)
Nonproductive multitasking
Uncertainty in task estimates
High amounts of work in progress

10. Harmony

11. Conductor??

12. You are the
conductor!

13. Focus versus
Multitasking
50/50 versus
95%
Estimates
Buffer to
protect
project
delivery date

14. • Critical path which also takes resource utilization into
account – resource allocations / resource leveling
Critical Chain
• Team contingency, visible, manageable, helps set
priorities - protects project due dates
Project Buffer (causes positive effects)
• Individual contingency, hidden, gets wasted, caused by
low trust – creates negative behaviors on projects
Task Padding (causes negative effects)

15. Focus versus
Multitasking
50/50 versus
95%
Estimates
Buffer to
protect
project
delivery date

16. What
events
can cause
such an
effect?

17. As a
graduate
student, I
studied
LASER
physics

18. I needed to
focus
LASER light
into a small
optical fiber

19. I placed a
secondary
lens too
close to the
focal point

20. With focus,
even
photons can
do amazing
things

21. Volunteer
needed
• 1 Volunteer needed on the
stage
• Audience can participate
using the paper on the
table
• You can exchange your
game-paper for gift

22. Prove this equation:

23. 1 A I
2 B II
3 C III
4 D IV
5 E V
6 F VI
7 G VII
8 H VIII
9 I IX
10 J X
1,A,I  2,B,II  3,C,III
Volunteer (stage)
1,2,3  A,B,C  I,II,III
Volunteer (stage)
1,A,I  2,B,II  3,C,III
Audience (table)
1,2,3  A,B,C  I,II,III
Volunteer (table)

24. 1 A I
2 B II
3 C III
4 D IV
5 E V
6 F VI
7 G VII
8 H VIII
9 I IX
10 J X
1 A I
2 B II
3 C III
4 D IV
5 E V
6 F VI
7 G VII
8 H VIII
9 I IX
10 J X
46 48 50 7 15 25

25. Multitasking
Focus
P1: A B C D E F G H I J
P2:
P3:
48 Weeks
A B C D E F G H I J 50 Weeks
A B C D E F G H I J 52 Weeks
P1: D E F G H I J
P2:
P3:
20 Weeks
D E F G H I J 28 Weeks
D E F G H I J 36 Weeks
B CA
B CA
B CA
“Any man who can drive safely while kissing a
pretty girl is simply not giving the kiss the
attention it deserves” –Albert Einstein

26. Context
switching
creates a loss
of
productivity,
an increase in
stress, and a
decrease in
quality
“Focus”
allows most
tasks (or
projects) to
complete
faster and
with better
quality
Even the
tasks (or
projects) that
start later,
finish earlier
Time to
Market and
Return on
Investment
improve
significantly

27. • University of London: Multitasking lowers IQ, similar
to smoking marijuana or staying up all night
• University of Sussex: Multitasking damages the
brain, lowers brain density in the region of empathy
and emotional and cognitive control

28. Focus versus
Multitasking
50/50 versus
95%
Estimates
Buffer to
protect
project
delivery date

30. Probability
Time
10% confidence 50% confidence 95% confidence
2 days 5 days 12 days
.20
.40
.60
.80
1.0
“Prediction is very difficult,
especially if it’s about the
future.” –Nils Bohr

31. Planned Task
Effort
Time
“Never put off till tomorrow what may
be done the day after tomorrow just as
well.” –Mark Twain

32. “Work expands so as to fill the
time available for its completion.”
–Cyril Northcote Parkinson
Work expands to
fill the time
allotted
–Reliable
estimators
–Padding will be
cut on next
estimate
–Polishing the
cannonball
Heavily padded
task durations
become self-
fulfilling
prophecies even
when the work is
completed “early”

33. 50/50
creates
better
results
than 95%
estimates
Teams
become
more
engaged
and trust is
built
Student
syndrome
is
eliminated
Parkinson’s
law is
eliminated

34. Focus versus
Multitasking
50/50 versus
95%
Estimates
Buffer to
protect
project
delivery date

35. Task 1’
Hidden
Padding
Task 2’
Hidden
Padding
Task 3’
Hidden
Padding
Task 4’
Hidden
Padding
Task 1 Task 2 Task 3 Task 4
Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer
Time
Saved

36. Task 1’
Hidden
Padding
Task 2’
Hidden
Padding
Task 3’
Hidden
Padding
Task 4’
Hidden
Padding
Task 1 Task 2 Task 3 Task 4
Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer
Time
Saved

38. Bufferconsumed
.Project 1
.Project 2
.Project 3
.Project 4
.Project 5
.Project 6
Project duration

39. Project buffer
protects what
is really
important –
our project
The buffer
can be built
using the task
padding we
removed
A buffer
equal to 50%
of the new
project
duration is
appropriate
Projects in
red or yellow
can receive
priority and
management
attention

40. • Mazda Motors
– Improved motivation
– Made profit after 4 years operating
in red
– Cut development time in half: 2
years to 1 year
– Increased development capacity
– Faster decisions
– Fewer surprises / less rework
• Japan - Ministry of Land,
Infrastructure, Transport
and Tourism (MLIT)
• Win-win-win public works
• One day response

41. • Other company samples
• Cycle time reduced from 19 to 8 months
• 8 crisis project in one year down to 0 the next year
• 98% project on-time delivery
• Projects completed per month: 15 to 20
• 30% increase in throughput
• 20% faster time to market
• Lead time reduced 25%

42. Chapter
17 www.tocico.org

43. Joe Cooper
email: JoeCooper1@Outlook.com
phone: +1 309.212.6305
: joecooper1
www.Allegient.com
: 1joecooper
:slideshare.net/JosephCooperPMP
Malu Bertanya Sesat di Jalan – Any questions?