Critical Chain Project Management - Training Material Extract of 1 Day European course

Critical Chain Project Management
Will you dare to finish all your projects on time?
- Training material -
Paris, May12th 2016
Version 1.0

Factories, People & Results
3Critical Chain Project Management – CCPM – Will you dare to finish all your projects on time?
Extract of Training material – Inter company session – 12th of May 2016 – Paris, France
© 2015 - 2016. Marris Consulting. All rights reserved.
Training CCPM V1.0 En Exctract 20151018
© Marris Consulting
1. Introduction
2. Overview of the Theory Of Constraints (TOC)
3. The project manager's problems and dilemmas
4. Multi-tasking game
5. Critical Chain planning rules
6. Critical Chain planning exercise
7. Project execution and new performance indicators
8. Necessary new behaviors
9. How to implement, references and examples
10. Conclusion
11. Annexes

Training facilitator: Philip Marris, CEO Marris Consulting
 Consultant (warning!)
 Renowned Theory Of Constraints specialist. 28 years of TOC experience. Started working
with the founder Eliyahu Goldratt in 1986.
 Author of numerous articles on TOC and CCPM. Gives over 10 conferences a year
worldwide on these subjects.
 Author of the very boring French textbook about TOC in manufacturing Le Management Par
les Contraintes (Ed. d’Organisation,1994, 1996, 2000, 2nd edition coming soon).
 >25 years of experience helping over 150 companies in all industries. Over 25 project
management assignments mostly in New Product Development.
 Creator of the French CCPM reference website: www.chaine-critique.com and curator of the
CCPM permanent news website http://www.scoop.it/t/critical-chain-project-management.
 >15 years of experience in major consulting firms especially Cap Gemini Ernst & Young and
Bossard Consultants.
 Founder and CEO of Marris Consulting based in Paris, France. Founded in 2004. Motto:
Factories, People & Results.
Introduction

Training facilitator: Eric Robin, Senior Manager
 French and software specialist (oops!)
 Active in CCPM in France since 2002.
 More than a dozen successful Critical Chain implementations in industrial and service
companies.
 Conference speaker presenting Critical Chain since 2004: PMI, MPA, ENSAM, HEG, …
 10 years of consulting assisting over 40 companies
 Author of the Critical Chain chapter in Project Management reference book published by
AFNOR (the French norms organisation) in 2012
 Management of numerous successful fixed time, fixed price software projects
 Quality manager for several software editors
 Master Degree in Business Intelligence and Project Management, CERAM
Introduction

1. Introduction
10. Conclusion
11. Annexes

The Theory Of Constraints gained its global recognition because of the success
of the best selling “business thriller” The Goal by Eliyahu Goldratt
 Over 5 million copies sold in 26 languages. Mandatory
reading in most universities/MBAs/…
 Written by Eliyahu Goldratt the founder of TOC & Jeff Cox.
 The first book of its kind, a novel to explain a new approach
to management.
 Chosen as one of the 25 most influential business books by
Time magazine in September 2011.
 Used by Jeff Bezos, Amazon.com CEO, to build their Supply
Chain and redefine the company's goal.
Overview of the Theory Of Constraints(TOC)

Focus on improving the system constraints that determine overall performance
 Factories, companies and other organizations inevitably have unbalanced
capacities; there is always a constraint somewhere in the system.
 One hour lost on that constraint (the bottleneck)
= one hour lost for the system
= one hour less of finished goods (lost sales)
 One hour gained on a non-bottleneck is an illusion.
 Annual budgets are not what they claim (they are not balanced)
 A dual view is mandatory: different rules for constraints and non-constraints
 Sometimes referred to as the "99% - 1% focus"
i.e. more focused than the Pareto 80/20.
The sum of local optimums is not equal to the global optimum
It is no longer possible to distribute work equitably:
organizations are necessarily unbalanced

The 5 step process of on-going improvement of the Theory Of Constraints
1. IDENTIFY the system's constraint(s).
2. Decide how to EXPLOIT the system's constraint
3. SUBORDINATE everything else to the above decision.
4. ELEVATE the system's constraint
5. WARNING!!!!
If in the previous steps a constraint has been broken,
go back to step 1,
but do not allow INERTIA to become the system's constraint.
Note: Often called "The 5 Focusing Steps" or TOC's "Process Of On-Going Improvement" (POOGI).
Without investissements
in $ or in time
With investissements
in $ or in time
The most
difficult step
Easy to do in production
but not in projects

The different components of the Theory Of Constraints (TOC)
Theory Of Constraints (TOC)
Approach initiated by Eliyahu Goldratt
A systemic view seeking the global optimum
based on a dual view of constraints/bottlenecks & non-constraints
Drum – Buffer - Rope
Production Management
The importance of constraints,
DBR & S-DBR,
Focused approach, …
[historical origin of approach]
Throughput Accounting
Financial decision making
T,I,O.E. : Throughput, Inventory
& Operating Expenses, TBDM,
Dollar x Days, Total Variable
Cost, Product Mix
Critical Chain (CCPM)
Project Management
Project Buffer (not "local" tasks),
Fever Chart, Critical Chain (not
Path), Bad Multi-tasking, Student
syndrome, …
Value Added Computing
Information Systems
Data & Information
Necessary but not sufficient
The 6 questions
[PhilipMarris' personal opinion]
Replenishment
Distribution
High frequency periodic
replenishment, stocks centralized
(not too distributed),
[DDMRP?]
Thinking Processes
Problem resolution
Evaporating Cloud, Goal Tree,
Strategic & Tactic Trees,
Current/Future Reality Tree, Pre-
requisite & Transition Trees
Marketing & Sales
Marketing & Sales
Mafia Offer or (URO)
+ Decisive Competitive Edge
(DCE) + Delta T-Selling
+ Sales force constraints
Other new ideas !?
Standing on shoulders of giants,
Behavior & Organizations, Viable
Vision, Strategy,
KM, + new TA ,… ?
Importance
of constraints
in the ideas Thinking Processes
This could be considered to
be at another higher level
than simply a component

Over the past 15 years Critical Chain has demonstrated an ability to greatly
improve the performance of project execution
 Critical Chain Project Management (CCPM) enables organizations to finish their projects on time, without
budget overruns nor loss of initial specifications.
 Furthermore CCPM can, simultaneously, significantly reduce project durations and increase the efficiency
(productivity) of the resources involved.
Source: “Advanced Multi-Project Management Achieving OutstandingSpeed and Results with Predictability” 2013 book by de Gerald I. Kendall & Kathleen M, Austin,
page 95. The analysis is based on public information available concerning 60 different organizationsworking in different industries that had applied CCPM.
See annexe for a list of cases.
A more complete list
is available at
www.chaine-critique.com
Results Average
Worst
case
Best
case
Project durations - 39% - 13% - 78 %
Number of projects
completed in a given time + 70 % + 15% + 222%
Throughput + 53% + 14% + 150%

1. Introduction
10. Conclusion
11. Annexes

… but difficult to master
 Projects almost never meet their initial deadline
 Necessary resources are not available at the right time
 In multi-projects organizations, arbitration between projects generates many conflicts
 Specification changes are frequent and generate additional work
 Extraordinary budget overruns are common
 There are many tasks that require reworking
 For lack of time, functional features are cancelled or reduced
The project manager's problems and dilemmas

Current mode of operation
 In order to meet the end date of a project, management expects each task to finish on time as
defined in the project plan
 In order to deal with uncertainties and respect their commitments, each task owner increases the
duration of his tasks with some padding
 Project progress is measured by comparing the budgeted cost of work done with the budgeted cost
of work planed.
 In order to reduce uncertainty, some project plans are more and more detailed
With project management, time is the key variable

PERT weighted average
Use of the true PERT
method is rare
and usually inadequate
heaviness of estimations
no probabilistic calculation
inconsistent management
Completion
probability
Low
High
Shorter Longer
Most likely
Optimistic
Pessimistic
Possible duration
6
Optimistic + 4 * Most likely + Pessimistic
PERT formula matches with the median

Parkinson’s law
« Work expands so as to fill
the time available
for its completion »
80 % of tasks finished
exactly on time!
Duration
Completion
probability
50 % 80 %

1. Introduction
10. Conclusion
11. Annexes

Multi-tasking
 Fill out 4 columns:
- Task A: Even numbers starting from 0
- Task B: Letters of the alphabet starting from A
- Task C: Odd numbers starting from 1
- Task D: Write “THE_CRITICAL_CHAIN"
 First round: single task mode
 Second round: multi-tasking mode
Start 0
2
End
Once you have finished this task,
write down the time displayed
Start A
B
Start 1
3
Start T
H
Start 0
2
Multi-taskinggame

Multiple projects and bad multi-tasking
Multi-tasking delays all tasks
The switching time
between each task
increases execution time and
reduces productivity and quality
Task A
Project 1
Task B
Project 2
A A AB BB
With multi-tasking, a task takes longer and is more error prone
Multi-tasking is frequently the main cause of low productivity

Conclusion:
Traditional project management is ineffective and generates time uncertainty
Project plans contain a lot of local safety buffers
but they are hidden and wasted
Several behaviors and situations prevent statistical
fluctuations from compensating each other:
 Student and calendar syndrome
 Parkinson’s law
 Integration
 Multi-tasking

1. Introduction
10. Conclusion
11. Annexes

A traditional plan
 The critical path doesn’t integrate resource constraints
 Non critical tasks are planned as soon as possible
 Levelling is hardly ever done
CriticalChain planning rules
Task name
End

Critical Chain Planning
Step 1: Remove individual task safety buffers
 Individual task safeties are removed by dividing each task duration by two
 The removal of individual safeties helps to get rid of student/calendar syndrome and Parkinson’s law
 Each task owner is no longer measured on timely completion of his tasks
Task name
End

Step 4: Critical chain identification
 The Critical Chain is the longest path of dependencies between tasks
 The Critical Chain is the constraint of the project and determines its duration
 Unlike the critical path, the Critical Chain is stable and encourages focus
Task name
End

Step 5: Buffer calculation and insertion
 The project buffer aggregates the safeties of all critical tasks
 About one third of the project duration is allocated to the project buffer
 With feeding buffers, non critical tasks will start just in time
Project buffer

Then, during project execution,
we concentrate essentially on the sequence of Critical Chain tasks
 The rule of the relay race is applied all along the Critical Chain
 Usually materialized by a mascot (a remarkable object) which physically follows the
successive locations (offices/desks/…) where the Critical Chain is executed
By asking less than 1% of the resources to run,
it’s in fact the whole company that goes faster

Project staggering helps reduce bad multi-tasking
 Levelling all the resources of a portfolio creates a large and complex domino situation
 Staggering consists in fixing the beginning of each project according to the availability of a pacing
resource
 How to choose the pacing resource of a portfolio?
- Where are the projects most likely to be stuck for the longest time?
- Where are the projects most likely to cause bad multi-tasking?
- Which is the department with the most important resources to exploit?
 Without dynamic arbitration of resource conflicts, staggering isn’t a lasting solution to the multi-
projects problem
To finish your projects on time, start them later!

The organisation will then be able to focus on the efficiency of their critical resources
and thereby increase it's Throughput rapidly and significantly
 The Theory Of Constraints considers that is no longer possible for companies
to distribute workloads evenly throughout the organisation
 So in practice there will always be one or 2 critical resources ("bottlenecks")
surrounded by "non-bottlenecks"
 One hour lost on a bottleneck = one hour lost for the entire system
 To improve overall performance it is therefore sufficient to improve the
throughput of just one or 2 critical resources
 Often, in our product development experience, these are:
- Just one of the departments
- Or one or two people with unique and/or critical competencies
- Or the testing stages

There are 2 type of constraints in multi-project management
the critical chain of each individual project and a resource
 The resource constraint can be :
- either a real capacity constraint (demand > capacity)
- or a "control point" which has sufficient capacity but is the best place to control the whole project portfolio. It can
eventually be chosen by management among the most heavily loaded resources. Preferably it works on all or nearly all the
projects.
Project01CriticalChain
System constraint and/or "Control Point"

1. Introduction
10. Conclusion
11. Annexes

Critical Chain Tracking
Case 2: Behind schedule
 Uncompleted work is rescheduled after the status date
 When a critical task is late (more than 50% estimate), the delay consumes the project buffer
Project execution and performance indicators

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
% of Critical Chain completion
%consumptionoftheprojectbuffer
Finished project
with project buffer
not fully consumed
This means that the
project finished
before the end date
Green zone =
comfort zone  no
action needed
Yellow zone= warning
zone  identify main
cause of delay and prepare
action plan
Red zone = risky zone  start right now
corrective actions
W4
Week 5
Week 3W2
W1
Week 6
Project monitoring is much easier with the Fever Chart

The portfolio Fever Chart greatly facilitates dynamic arbitration between projects
The Fever Chart helps to quickly track all the projects in the portfolio
with objectivity and transparency
Projects 7 to 20:
(green zone )
nothing to report
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
%consumptionoftheprojectbuffer
P8
P1 P5 P6
P3
% of Critical Chain completion
P13 P10 P12
P14
P15 P16
P17
P19
P18
P20
P11P9
P2
P4Projects 1 & 2:
urgent action
needed!
Project 4:
Finished exactly
on time
Project 6:
Finished before
the end date

1. Introduction
10. Conclusion
11. Annexes

New behaviors
SENIOR MANAGEMENT: employees need trust, not micro-management
Nouveaux comportements
Current behavior New behavior
Fail to consider the portfolio constraint of the
organization
Identification of the portfolio constraint of the
organization
Arbitrary delivery dates
Delivery dates calculated with Critical Chain plans
and portfolio constraint schedule
Start project as soon some as the budget is available
Stagger projects using the portfolio constraint
schedule
Authoritarian interruptions
Prioritize resource conflicts with relative project
buffer consumption
Detailed projects inspections Monitoring with Fever Chart

New behaviors
PROJECT MANAGER: focalized on the Critical Chain and buffers
Current behavior New behavior
Safety duration in each task
Aggregation of safeties in a project buffer
(and feeding buffers)
Detailed calendar for all tasks Calendar of project and milestones
Focus on late tasks Focus on the Critical Chain tasks flow
Positive feedback if resources finish on time each
task
Positive feedback if resources perform to relay-racer
behavior
Start tasks as early as possible Start tasks just on time
Get resource when it is available Get resource when it is necessary
Progress report with earned value and schedule
variance
Progress report with Fever Chart and Pareto diagram
Nouveaux comportements

1. Introduction
10. Conclusion
11. Annexes

Critical Chain can improve any type of project
 New product or service development (project or portfolio).
 Public works and large engineering projects
 Maintenance, Repair and Overhaul (MRO)
 Software development
(often associated with an "Agile" approach like Scrum )
 Etc.
How to implement, references and examples

Over the past 15 years CCPM has been implemented thousands of times
 There are probably over 3000 cases in the world today (P. Marris estimate):
- Many of them in the USA where CCPM first got traction
- but also in certain other countries: Japan, India, Israel, …
 Over 500 cases documented (and about 300 others currently being validated)
- See Gerald Kendall et Kathleen Austin: Advanced Multi-Project Management, J. Ross Publishing, 2013.
- And the list that we are building up on our CCPM website (currently only in French): www.chaine-critique.com
 The most well known cases:
- Boeing (Lean+), Procter & Gamble (Speed), Mazda, NASA, ABB, U.S. Navy, Delta Airlines Maintenance.

Critical Chain results documented around the world today
(see Annexe for a more complete list)
N° Activité Type du Projet Entreprise Résultats
1 Aérospatiale Conception & assemblage Boeing Space & Intelligence Systems
"Throughput" multiplié par deux
Réduction du temps de cycle de 28%
2 Aérospatiale IT Lord Corporation 60% de la capacité libéré en plus, sans aucun licenciement
3 Aéronautique Engineering Boeing (Military) Réduction de temps requis pour l'assemblage des ailes de 50%
4 Aéronautique Engineering
Boeing Wing
Assembly
Terminé à temps, sous le budget prévu.
Réduction du temps d'assemblage des ailes de 50% (F-22)
5 Aéronautique Maintenance Delta Air Unes, Inc.
Augmentation de 23% des moteurs produits par an.
Réduction de 30% du temps de traitement du moteur.
6 Aéronautique
Fabrication et maintenance
d'hélicoptères
Erickson Air-Crane Augmentation du nombre de projets terminés à temps de 33% à 83%.
7 Aéronautique
Engineering &
assemblage
Lockheed Martin Diminution de 57% du temps pour terminer complément l'avion sans réduction du périmètre
8 Aéronautique Engineering Spirit Aerosystems Réduction du temps de cycle de plus de 12 à 7 mois.
9 Aluminium Engineering
Alcan Alesa
Technologies
Augmentation du nombre de projets terminés à plus de 30%
10 Automobile Développement produit Chrysler Réduction du temps de cycle de construction des prototypes de 10 à 8 semaines
11 Automobile Engineering ThyssenKrupp
Gain de 63% en productivité
15% de projets terminés en plus.
12 Biotechnologie Engineering Danisco (Genencor) Augmentation des projets terminés à temps de 20% à 87%
13 Communications Développement produit
Airgo Networks
(Qualcomm)
Amélioration du temps de cycle de 19 à 8 mois.
14 Communications Conception de commutateur télécom Alcatel-Lucent Augmentation de 45% du "Throughput" par personne
15 Communications
Développement de logiciels
personnalisés
Amdocs 14% d'augmentation des revenues/homme-mois; Réduction de 20% du temps de cycle
16 Communications Conception et installation d'un réseau eIRcom
Amélioration de la livraison à temps de 75 à plus de 98%.
En moyenne, le temps de cycle a diminué de 70 à 30 jours
De 40 à plus de 90% de projets terminés à temps
We update the list on www.chaine-critique.com regularly. An English version will be available soon.
(See « Pour aller plus loin/ Cas pratiques / Les résultats de la Chaîne Critique »)

Space industry European leader – Save a crucial overdue project
Project duration reduced from >9 months to <4.5 months and delivered on time
 One of the major actors in design and production of
satellites. More than 5 000 employees
 Just a few months before the Critical Chain implementation,
management had no visibility on the odds of meeting a
critical milestone
 Amount at stake: more than 100 millions €
 Thanks to the Critical Chain approach, the project went back
on track and local final testing was optimized until the last
minute.
Buffer
5 months Late!

Mazda
 Used to develop a new family of engines.
 Project duration reduced by over 50%

CCPM implementation projects generally involve several different work streams
 Management
- Coach project managers. Improve management practices both in term of individual/team behaviors and planning /tracking
activities
 Standardization (important)
- Improve the internal project management guidelines. The breakdown of tasks and their links (Work Breakdown Structure
and Network Diagram) are standardized and homogenous between all projects of the same type
 Training
- Both on the Critical Chain method and traditional project management best practises
 Software
- Selection and implementation of a software solution customized to the organization and supporting the Critical Chain
management of the portfolio of projects
 But also others themes which are complementary to the Critical Chain:
- Risk Management (very often)
• Better identify and proactively manage project risks
- Lean Engineering (sometime)
• Integrate product development best practices coming from societies like Toyota Motor Company.

Basic features of a Critical Chain software
 Project evaluation
 Position network from start or finish date
 Critical chain identification
 Multi-projects staggering
 Buffer calculation and insertion
 Progress tracking and buffer updating
 Specific reports
 Tasks prioritization
 Two working modes: planning and tracking

The CCPM software solutions are numerous and on the increase
Aurora-CCPM
LYNX
Concerto
CCPM+
Asta Powerproject

1. Introduction
8. Necessary new behaviours
9. Conclusion
a. Summary
b. Benefits and Preoccupations
10. Annexes

In New Product Development CCPM
is an ideal predecessor to a Lean Engineering programme
 Today the main strength of Toyota is not in it's production system but in its New Product Development (see
"The Machine That Changed the World" and TPPDS book by Allen Ward, Etc.)
 But "Lean Engineering" is only possible once permanent fire fighting has been more or less eradicated.
Otherwise people will never find the time to "do" Lean Engineering.
 So Marris Consulting recommends companies start by putting their development process under control using
CCPM and then starting their Lean Engineering journey.
Critical Chain Project Management
Lean Engineering
(Toyota New Product Development System)
Year 1 Year 2 Year 3 Year 4 Year 5
Conclusion

A summary of the Critical Chain way for managing project portfolios
 The only important goal is to finish your projects on time, within
budget and conform to specifications.
 Safety buffers are positioned globally not locally. They can therefore
be reduced since they will not be wasted.
 Projects are sequenced to limit the work in progress and devastating
multi-tasking. Projects are started later so that they can finish earlier.
 Resource conflicts between projects can be easily, objectively and
dynamically managed using the Fever Chart.
 By ensuring a focussed execution (cf. Mascot) projects are finished
quickly.
 By identifying and managing the capacity constraint (or control
point) the productivity of the whole business increases significantly.
Critical Chain enables you to take control of your project portfolio…
…do you dare to finish all your projects on time?
Conclusion
Results Average
Project durations - 39% -
Number of projects
completed in a given time + 70 % + 1
Throughput + 53% +

1. Introduction
9. Conclusion
a. Summary
b. Benefits and Preoccupations
10. Annexes

Annexes
1. Sample of CCPM results throughout the world
2. CCPM and TOC resources for further study: internet web sites, books, …
3. Supplementary slides: Earned Value, TOC Thinking Process,
4. Trainer's curriculum vitae
5. Presentation of Marris Consulting

Critical Chain Project Management results around the world (#1/5)
1 Aérospatiale Conception & assemblage Boeing Space & Intelligence Systems
"Throughput" multiplié par deux
Réduction du temps de cycle de 28%
2 Aérospatiale IT Lord Corporation 60% de la capacité libéré en plus, sans aucun licenciement
3 Aéronautique Engineering Boeing (Military) Réduction de temps requis pour l'assemblage des ailes de 50%
4 Aéronautique Engineering
Boeing Wing
Assembly
Terminé à temps, sous le budget prévu.
Réduction du temps d'assemblage des ailes de 50% (F-22)
5 Aéronautique Maintenance Delta Air Unes, Inc.
Augmentation de 23% des moteurs produits par an.
Réduction de 30% du temps de traitement du moteur.
6 Aéronautique
Fabrication et maintenance
d'hélicoptères
Erickson Air-Crane Augmentation du nombre de projets terminés à temps de 33% à 83%.
7 Aéronautique
Engineering &
assemblage
Lockheed Martin Diminution de 57% du temps pour terminer complément l'avion sans réduction du périmètre
8 Aéronautique Engineering Spirit Aerosystems Réduction du temps de cycle de plus de 12 à 7 mois.
9 Aluminium Engineering
Alcan Alesa
Technologies
Augmentation du nombre de projets terminés à plus de 30%
10 Automobile Développement produit Chrysler Réduction du temps de cycle de construction des prototypes de 10 à 8 semaines
11 Automobile Engineering ThyssenKrupp
Gain de 63% en productivité
15% de projets terminés en plus.
12 Biotechnologie Engineering Danisco (Genencor) Augmentation des projets terminés à temps de 20% à 87%
13 Communications Développement produit
Airgo Networks
(Qualcomm)
Amélioration du temps de cycle de 19 à 8 mois.
14 Communications Conception de commutateur télécom Alcatel-Lucent Augmentation de 45% du "Throughput" par personne
15 Communications
Développement de logiciels
personnalisés
Amdocs 14% d'augmentation des revenues/homme-mois; Réduction de 20% du temps de cycle
Annexes

17 Communications IT eIRcom
Réduction du délai de traitement de 150 jours à 30 jours.
18 Construction
Conception, installation et mise en
service d'un parc d'attraction
Action Park
Multiforme Grupo
Augmentation du nombre de projets terminés de 121 à 153.
19 Construction Nouveau Centre Hospitalier
Californie
Department of Corrections
Construction et ouverture d'un nouvel hopital psychiatrique, en 6 mois tandis que d'autres approches ont
échoué à le faire en 12 mois
20 Construction Usine de fabrication emcocables
Réduction de la durée des projets de 11 mois en moyenne à 7.
Augmentation des revenues de 55%, reçus 4 mois en avance.
21 Construction Chaine de télévision Emesa € 5 million de pénalité évités.
22 Construction Construction de logement Shea Homes Réduction du temps de cycle de 40%, de 91 jours à 56 jours.
23 Biens de consommation Développement produit Heineken, Spain
Time to market 20% plus rapide
Amélioration des projets terminés à temps de 90% à 98%
24 Biens de consommation Développement produit
HP Digital Camera
Group
Amélioration des nouveaux produits de 6 mois en 2004 à 15 lancements en 2005
25 Biens de consommation Ventes Oregon Freeze Dry Augmentation du nombre de projets de ventes terminés par an de 72 à 171
26
Défense
manufacturing
Conception Produit et manufacturing Tecnobit Réduction du temps de cycle projet par 20%
27
Biens
durables
Développement produit
Hamilton Beach
Brands, Inc.
Augmentation de 34 à 52 nouveaux produits durant la première année. À plus de 70, la seconde année, sans
augmentation du nombre d'effectifs
28
Biens
durables
Fabrication et installation d'une
conception personnalisée
TRS Refrigeration
Réduction du temps de cycle projet moyen de 75 jours à 46 jours, et augmentation de la capacité projet de
30% sans renforcement de la main-d'œuvre
29 Energie Nettoyage BP Oil
Gain de 700 million $ avec accélération des projets et production nécessaire pour répondre aux besoins du
projet.
30 Energie Engineering FMC Technologies Réduction de 50% du temps alloué pour le test et l'assemblage final
Annexes

31 Energie Conception & manufacturing
LeTourneau
Technologies Inc.
Réduction du design & engineering de 15 à 9 mois, et de la production engineering de 9 à 5 mois
32 Energie Engineering Von Ardenne
Temps de cycle réduit de 17 à 14 semaines, tant disque les projets terminé à temps ont augmenté de 80% à
90%
33 Services Financiers Développement logiciel Confluence UK 95% des projets sont terminés à temps
34 Santé
Salle d'urgence et hôpital patient comme
un projet
Oxford-Radcliffe
Hospitals, UK
L'augmentation des patients dans la salle d'urgence de <70% dans les quatre heures à 100%, tandis que le
nombre de patients a augmenté de plus de 25%.
35 Manufacturing
Engineering &
manufacturing
Rex Materials Group Baisse du lead time de 6 semaines à 10 jours
36 Manufacturing Conception Valley Cabinet Works Passage de 200 projets par an à 334 dans les neuf premiers mois de l'année
37 Médicale Développement produit Medtronic Amélioration des intervalles de livraison de logiciel de 6 mois à 9 mois à tous les 2 mois.
38 Médicale Développement produit Medtronic, Europe Réduction du temps de cycle projet de 18 à 9 mois.
39 Militaire Maintenance French Air Force Retour de 2 des 5 avions de la force aérienne (une valeur de 300 million €)
40 Militaire Maintenance, logistique et test U.S. Air Force (multiple bases)
Le délai de traitement réduit de 25-30%
Plusieurs avions retournés à la force aérienne
41 Militaire Maintenance de la flotte de l'armée
U.S. Army Fleet
Support
Réduction de 32% du délai de traitement du CH-47 et 52% du UH-60
42 Militaire Maintenance
U.S. Army, Corpus
Christi
Augmentation du "Throughput" de 5,4 à 6,3 avions.
43 Militaire Maintenance & Logistique
U.S. Marine Corps
(Multiple bases)
Division de 50% du temps de cycle de réparation,
Augmentation de la livraison à temps de 95%,
Augmentation du pourcentage produit
44 Pharmaceutique Développement produit Dr. Reddy's Laboratories
Augmentation de 83% des projets terminés à temps durant les 12 premières semaines
75% d'augmentation de lancement des nouveaux produits d'une année à une autre
45 Pharmaceutique Développement produit P&G Pharmaceuticals
Augmentation des projets terminés de 5 à 8 par trimestre.
Le taux de projets terminés à temps passe de 55% à 90%
Annexes

46 Power Engineering
ABB AG, Power
Tech. Division
Augmentation du "Throughput" de 30% de 300 baies à 430 baies par an
47 Power Engineering ABB Cordoba Réduction du temps de cycle Engineering de 8 à 3 mois.
48 Power Maintenance ABB Halle Augmentation du nombre de projets terminés par an de 42 à 52%, > 25%
49 Power Engineering C.N. Cotrentes Augmentation de la performance des dates prévues de 60% à 95%
50 Power Engineering Central Nuclear Almaraz Trillo Augmentation du nombre d projets terminés de 19 à 24-30 par mois
51 Power Engineering
Siemens Generator
Engineering
Passage de 110 à 128 projets terminés, avec une augmentation de 30% du "Throughput"
52 Power Engineering Skoda Power
Augmentation de 30% des boitiers par an.
Les livraisons à temps sont passées de 60% à 90%, avec une amélioration de 20% du temps de cycle.
53 Process manufacturing Plant engineering Owens-Illinois Diminution du temps de cycle de 6 à 2,5 mois
54 Ferroviaire Maintenance & Réparation Railcare Wolverton, UK 100% des livraisons à temps, augmentation d'un à 3 projets simultanément.
55 Resource Engineering BHP Billiton
Réduction de 25% en besoin d'heures pour terminer un projet
Projets terminés 3 semaines plutôt
56 Semi-conducteur Conception & manufacturing e2V Semiconductors Réduction du temps de cycle de 38 à 23 mois
57 Semi-conducteur Construction d'usine
Harris
Semiconductor
Démarrage de la production high-tech en 13 mois, au lieu de 54 mois communément en industrie
58 Semi-conducteur Engineering
Ismeca
Semiconductor
Réduction de 25% du temps de cycle de 84 jours à 64.
59 Semi-conducteur Conception LSI Logic Parti de la majorité des outils livrés en retard pour des livraisons à temps sur trois années de suite
60 Software Développement logiciel Alna Software
Réduction du temps de cycle par 25%
Augmentation des projets achevés de 17%
Annexes

61 Software Systèmes de simulation de vol CAE USA
Réduction du temps de cycle par 2 à 4 mois
Augmentation de 37 million $ dans le nombre de programme profitable
62 Software IT Celsa Group Augmentation des projets SAP achevés de 15 à 20 par mois
63 Métallurgie Maintenance des installations Tata Steel Amélioration de 68% de la rapidité d'exécution du projet; passé de 11 jours d'arrêt planifié à 5 jours.
64 Textile Conception Skye Group 100% des dates de livraison honorées avec réduction de 30% des délais de traitement.
65 Aérospatiale & Défense Aerojet Corporation Indisponible
Source: “Advanced Multi-Project Management Achieving Outstanding Speed and Results with Predictability” book by Gerald I. Kendall & Kathleen M. Austin
Annexes
We update the list on www.chaine-critique.com regularly. An English version will be available soon.
(See « Pour aller plus loin/ Cas pratiques / Les résultats de la Chaîne Critique »)

Annexes

Marris Consulting's YouTube Channel
(name: marrisconsulting)
Resources for further study

A permanent news website dedicated to CCPM
http://www.scoop.it/t/critical-chain-project-management

A dedicated Critical Chain website (currently only in French)
www.chaine-critique.com

The original book that started it all
 This is the original book
written by Eli Goldratt
who "invented" CCPM
 Eliyahu Goldratt
 Exists in several languages
 Scenario
- An MBA professor gives a project management course in which they
"discover" the Critical Chain way. He uses the "Socratic" technique. By
addressing a class comprised of many different project environments
(building, New Product Development, Software, …) it conveys how
generic the solution is.
- It is not Eli Goldratt's best book. For instance part of the book covers the
problems of MBAs and higher education.
 It is mandatory reading for anyone seriously envisaging or involved
in CCPM.
Warning: this book is incomplete
since it only covers single project
management. It does not deal with
project portfolios.

A good recent CCPM business thriller in a New Product Development
 Be Fast Or Be Gone
 By Dr. Andreas Scherer
 2010 ProChain Press USA
 The story: how to divide project development time by 2 in the
pharmaceutical industry to save your son…
 Strongly recommended especially for those in the
pharmaceuticals industry of course.

For further study: the CCPM reference books
March 2014
January 2013

For further study:
Rajeev Athavale's "Do-It-Yourself" books
Available formats: PDF, EPUB (for iPad), MOBI (for Kindle)
www.leanpub.com
Languages
English
Spanish
French
German
Italian
…and soon more!

Annexes

Philip Marris, Founder and CEO of Marris Consulting
Transformation & Theory Of Constraints expert
Trainer'scurriculum vitae
 Transformation programs in industry
 IndustrialExcellence Expert (manufacturing and product development).
Recognized expert in Lean, Six Sigma and Theory Of Constraints. Often
combines these ("TLS").
 Author of an industrial management bestsellerin France: Le Management Par les
Contraintes en gestion industrielle, Editions d'Organisation [1994, 1996, 2000,
2nd Edition currently underway).
28 years of experience, 55 years old, Supply Chain & Manufacturing expert
Bilingual & bicultural English/French
COMPETENCIES
 R&D & Industrialisation / Engineering / New Product Development:
– Complete transformation of an Engineering department of 150 people. Reduction in project durations
of over 40%. Improvement in productivity of over 25%. Projects completed on time went from less
than 30% to over 85%.
– New product development and product relooking: reduction of over 45% of average project duration,
increase in number of projects completed each year of over 50%.
– New product portfolio analysis and development strategy
– Quotation process reengineering: handling speed multiplied by 4.
– Organisation handling large Requests For Proposals in a large MRO firm: improvement in the success
rate of proposals submitted from 20% to 55%.
 Production, Operations & Supply Chain :
– Worldwide automotive OEM tier 1 supplier: increase in Throughput of 17% in 15 minutes. Savings
>$400M per year. saved relationship with largest customer.
– Large MRO (Maintenance,Renewal & Overhaul) Division of a major European railway operator
(France, 25 000 p.): in one of the main factories (940 p.) reduction of the production lead-times for
the renovation of high speed trains from 126 days to 38 days . Further lead-time reductions are
underway over 2 years after the end of our assignment.
– Manufacturingflexibility: reduction of over 50% in the production lead time of a steel mill.
– Labour productivity: furniture manufacturer +35% in 6 weeks, M.R.O: 20% in 9 months,
manufacturing equipment (assembly) +70%, ...
– Automotive Supplier (France, 350p.): Increase in the O.E.E. of the bottleneck resource by more than
30%, change from 5x8 shifts to 2x8 while providing the same output.
– Complete reengineering of the Supply Chain of a steel manufacturer: Long term strategic planning,
Sales & Operations Planning, Scheduling. Implementation of TOC/MPC. Increase in 40 points of the
due date performance
– Office furniture Manufacturer (France, 380 p.): Turnaround of the company from chronically loss
making to profitable by increasing the labour effectiveness by 35% in 6 weeks. 11 day engagement.
– Manufacturer of large machines for cardboard packaging: reduction in the delivery lead-time by over
50% and a reduction in the number of hours of labour per machine of over 30%.
MISSIONS / RESULTS
 Over 150 engagements in industry.
 Aeronautical
 Pharmaceuticals
 Automobile industry: car makers and suppliers
 Process industry: steel, glass, cardboard, extruded plastic
 World leader in ball bearings
 World leader in railway rolling stock M.R.O.
 Packaging: cardboard, steel, plastic
 Electrical power systems: world wide leader
 Furniture manufacturer, Marine engine manufacturer, Armoured vehicles
manufacturer, Electronics: printed circuit boards, …
SECTORS / CLIENTS
FORMERPOSITIONS
 Cap Gemini Ernst & Young / Bossard Consultant: In charge of Manufacturing
Operations for France & Europe (>200 consultants)
 Cap Sogeti Industrie
 Creative Output: collaborated with E. Goldratt author of The Goal
 Vallourec: Shop floor foreman, Methods Engineer
 Professor at HEC Management School (Supply Chain & Manufacturing).

Eric Robin, Managing Consultant
Project Management and Critical Chain Project Management expert
 Project Management (PMI, Critical Chain
 Process modeling (ARIS/EPC)
 Strategy of organizations
 Theory of constraints
 Requirement engineering and software testing
 Selection and implementation of software packages
 Statistic and R language
 Certifications: ITIL, IREB, ISTQB
27 years of experience, CNAM DEST in business data processing , CERAM MASTER in business intelligence
and complex project management, 52 years old
AREAS OF EXPERTISES
 Project management:
– Critical Chain project to improve new products development for a capital goods medium business:
pilot projects, pilot portfolio, deployment, software selection, …
– Critical Chain planning of a production transfer for a pharmaceutical market leader (100 K€ / day of
downtime)
– Critical Chain planning of a simultaneous engineering process for the subsidiary of a large industrial
group (30 engineers, 100 M€)
– Fast recovery of a delayed satellite project for one of the major actors in design and production of
satellites(more than 5 000 employees)
– R&D portfolio organization for an company of the electronic sector
– Critical Chain implementation of numerous fixed time fixed price software projects
– Definition of project management standards for a construction company
– Structuringof a project quality plan for a software editor
– Critical chain training for companies and universities (> 50 sessions)
 Information systems:
– Selection of PLM package for the subsidiaryof a large industrial group
– Selection and integration of an ERP package for a small aeronautic company (50 employees)
– Enterprisearchitecture audit for a large group (300 computer applications)
 Process management:
– Formalization of a simultaneous engineering process
– Definition and deployment of a configuration management tool for a software editor (50 developers)
– Balanced scorecard for an SME
 Others:
– Design of a budget management tool based on throughput accounting
– Sales statistical analysis for a software editor
– Facilitation of management seminars
MISSIONS / RÉSULTATS
 Capital goods
 Engineering companies: R&D, Buildings, Plants
 Pharmaceutical
 Software editors
 Market finance
SECTORS/ CLIENTS
POSITIONS OCCUPIED
 Independent consultant and Marris Consulting partner
 UNILOG: South Region e-business manager
 Cambridge Technology Partners:CRM project manager
 BNP DB3A: Software team manager for market makers
 ATT Dataid: Project manager
 DEC: Software engineer consultant for the banking sector
Trainer'scurriculum vitae

Annexes

Marris Consulting: recognized European Critical Chain experts
 Our Critical Chain projects:
- Aeronautical, pharmaceutical, software, rail MRO, video security systems, armoured vehicles, large engineering
projects…
 Our experts: Philip Marris (Theory of Constraints & CCPM), Eric Robin (Critical Chain). Our consultants
experienced in significantly improving project performance.
 Our training sessions:
- "Do you dare to finish your projects on time?" 1 day course twice a year since 2010. Numerous internal training 1, 2 or 5
day courses (over 10 a year). Over 10 sessions per year on various aspects of TOC: Logical Thinking Process by Bill
Dettmer, Throughput Accounting by Eli Schragenheim, TOC in production by Philip Marris …
 Our websites dedicated to CCPM and TOC
 Numerous conferences:
- TOCICO (Theory Of Constraints International Certification Organisation) Cape Town, South Africa (2015), Loire Chamber of Commerce
France (2015),, INSA University TLS Master Rennes 2014, CNAM Management School Pays de la Loire 2014, TOCICO Annual Congress
Frankfurt (2013) Strasbourg University 2014, Supply Chain Conference Vilnius (2013), ProGection Annecy France (2013), TOCICO Chicago
(2012), Carrefour Logistiques Paris (2012, 2011), PIOM Luxembourg (2011), International Pharma Congress / SFSTP, Montpellier France
(2011), …
 Articles regularly published:
- Usine Nouvelle (2014, 2013, 2012, 2011, 2010), Industrie & Technologies (2011, 2010), Pharma Pratique (2011), Railway Gazette
International (2011), Maintenance & Entreprise (2011), Logistiques Magazine (2011), Mesures (2010), Innovation & Industrie (2010),
Production Maintenance (2010), …
Marris Consulting

Another training course by Marris Consulting:
"The Theory of Constraints to boost your Lean programme" (manufacturing)
 Our most successful training course. Over 400 people have been trained in the past 4 years including: ArcelorMittal, Areva, Arkema, Autoliv, Bayer,
Bosch, Essilor, Fresenius Vial, GSK, Infineon, Ipsen, Jaeger LeCoultre, Lilly, Merial, Novartis, Pierre Fabre, Procter & Gamble, Pyrex, Nexter,
Safran, Saint-Gobain, Salzgitter-Mannesmann, Schlumberger, Seb, SKF, Thales, Visteon, Yves Rocher & Zodiac Aerospace.
Marris Consulting

We are honoured to have been able to help…
Procter & Gamble
Aerospace
GKN
Marris Consulting
Communications & Sécurité – C4I
Diehl Metering Group

Marris Consulting: Factories, People & Results
Marris Consulting
 Clients : ArcelorMittal, Valeo, GSK, SNCF / French Railways, Veolia, Salzgitter Mannesmann, EADS, Aubert
& Duval / Eramet, Autoliv, Thales, SKF, ABB, Man, Michelin, Bobst, Ceva Santé Animale, Banque de
France, Safran, D.S.Smith / Kaysersberg Packaging and over 50 Small & Medium Enterprises.
 Marris Consulting has conducted over 100 engagements in transforming industrial enterprises in France and
around the world.
 The firm is recognized as an expert in Theory Of Constraints (TOC) & Lean Manufacturing. Philip Marris is
the author of the TOC reference book in French: Le Management Par les Contraintes. Philip is English and
worked with Eli Goldratt in the formative years of TOC. Christian Hohmann is the author of several best
selling books on Lean Manufacturing.
 Marris Consulting conducts regular training courses in Lean Manufacturing, TOC, TLS (TOC + Lean + Six
Sigma), Critical Chain project Management, and other related areas of practice. The courses are delivered in
Paris but can be arranged to be conducted at other sites.
 TOC manufacturing & CCPM websites (English versions of these sites will be available soon)
– www.management-par-les-contraintes.com
– www.chaine-critique.com
 Founded in 2005, 12 consultants + freelance network
Marris Consulting
Tour Maine Montparnasse
33, avenue du Maine
Paris 75015
France
Tel. +33 (0) 1 71 19 90 40
www.marris-consulting.com

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