Professional Documents
Culture Documents
2
Roles in the Organization
• Leadership:
1. Set the Vision
• Workers:
1. Do the work In Order
Assigned
2. Know their Status
3. Know When and
How to Get Help
Work Flow
3
Roles in the Organization
• Leadership:
1. Set the Vision
• Management: ¢
$
1. Decide What to Do ? ?
? ¢
2. Decide When to Do It ¢
3. Know When to Give Help
Managers
• Workers:
1. Do the work
Work Flow
4
What is a Project? If you are not
doing Mass
• A project is something we do so that something
Production,
else can be done (Achieve Purpose). you are doing
Build a house To live in it! Projects!
Design a radio For many to enjoy music!
Build a bridge Many can cross the river!
Process Insurance Claim Receive
restitution!
Run for Public Office To better the World!
Bring a case to Trial So justice can be done!
Treat a patient Restore Health!
• Projects are everywhere; everyone does them!
5
What is the Problem?
• To the outsider, the world
of projects is a black hole.
The Request
February
January
August
March
June
April
May
July 2013
2014
2012
2011
2010
The Result
Goes in… Comes Out!
I want a
house
Project World
Black HOLE
The Request
February
January
August
March
June
April
May
July 2012
2011
2010
The Result
Goes in… Comes Out!
I want a
house
Project World
Black HOLE
8
Contribution of PERT/CPM
Project Structure
• Linking Precedence
• Reporting Mechanism
• Recognizing Variability
• Critical Path
9
Contribution of LEAN
Customer Emphasis
• Do the Right Thing
• Don’t Do the Wrong Thing
• Get Things Going
• Keep Them Flowing
• Make it Visible
10
Contribution of Six Sigma
Variability Happens!
• Define Process
• Measure Process
• Analyze Data – Root Cause
• Continuously Improve the Process
• Control the Process and Sustain
11
Contribution of TOC
Constraint Focus!
• Aggressive Schedule
• Strategic Buffers
• Choke the Release
• Buffer Management
• Resource Reserve
12
Problems with PERT/CPM, LEAN,
Six Sigma & TOC Approaches
• Too complicated (too much analysis).
• Too restrictive (limits flexibility).
• Too involved (takes too much Time).
• Questionable Reporting.
• Extensive Computer Support
and Maintenance.
• Not worth the effort for routine,
day-to-day projects.
• Too Much trouble for 90% of the project world.
13
Proposal
14
Visual Project Management
is Ideal When …
• 1. Getting the Job Done with the right Content is
most important.
• 2. The project is managed by a relatively small
team throughout the project and little interactivity
with other systems resources.
Fat Project
Skinny Project
16
How to Do
Visual Project Management
17
How Does
Visual Project Management Work?
Known Variable
Skinny Project Buffer Penetration
% Time NOW- Start Time
Consumed
= (CC, CP,List Time)
Buffer Only Element
(CC, CP, List Time) to Report (∑ Completed CC, CP, List Tasks)
% Project
Start NOW Complete
= (CC, CP, List Time)
Completed to here
Mostly Fixed Times
100%
% Buffer
Consumed
= 2*(%Time -%Project)
Percent Buffer
% Buffer
Consumed
=
Percent Buffer
0% = 2*(0%-0%)
Consumed
0%
0% 100%
Project Completion
19
Practice Plotting Buffer Status
Committed
Skinny Project Delivery Date
4
% Time
Consumed
= 20
= 20%
Buffer
20 3
% Project
NOW Complete
= 20
= 15%
Completed to here
100%
% Buffer
Consumed
=
Percent Buffer
10% = 2*(20%-15%)
Consumed
% Buffer
Consumed
=
Percent Buffer
30% = 2*(40%-25%)
Consumed
% Buffer
Consumed
=
Percent Buffer
60% = 2*(80%-50%)
Consumed
22
Practice Plotting Buffer Status
Committed
Skinny Project Delivery Date
20
% Time
Consumed
= 20
= 100%
Buffer
20 14
% Project
NOW Complete
= 20
= 70%
Completed to here
100%
% Buffer
Consumed
=
Percent Buffer
60% = 2*(100%-70%)
Consumed
% Buffer
Consumed
=
Percent Buffer
80% = 2*(125%-85%)
Consumed
24
Practice Plotting Buffer Status
Committed
Delivery Date
28
% Time
Consumed
= 20
= 140%
Buffer
20 19
% Project
NOW Complete
= 20
= 95%
Completed to here
100%
% Buffer
Consumed
=
Percent Buffer
90% = 2*(140%-95%)
Consumed
% Buffer
Consumed
= 2*(%Time -%Project)
Percent Buffer
90% = 2*(145%-100%)
Consumed
0% 100%
%Project Completion
27
Plotting Multi Projects on One Page
1421
Percent Buffer Consumed
522
1541
433
5541 Project 1541
147 482 618 needs Techs.
644 614 16 Project 16
1667
can volunteer
1667 941 to give up
554 101
230 Techs for a
0%
time.
0% 100%
Project Completion
28
Anomaly Project Status
Black Zone Status: Projects 444 and 122 WILL BE LATE!
Cancel or Notify Customer.
122
444
100%
1421
Percent Buffer Consumed
522
1541
433
5541
147 482 618
644 614 16
1667
0% 100%
Project Completion
29
Anomaly Project Status
Below Zero Buffer Consumption: Projects 115 and 700 are not
aggressive enough.
100%
1421
Percent Buffer Consumed
522
1541
433
5541
147 482 618
644 614 16
1667
0% 100%
115
Project Completion
700
30
Implementing
Visual Project Management
• Only one Additional Step:
• Freeze 25% of current Active Projects
• Remove them from the Work force.
• Release Later (at the rate the system can handle)
• Will complete Frozen work about the same time as
planned
• If you don’t Freeze at least 25%, too many
projects run into Red and then Black
• Plan Remaining work of the other 75%
according to VPM.
• Use Buffer Management.
31
What to Expect from
Visual Project Management
• The simple visual tracking of Visual Project
Management shows the activity of a started
project. The Single project graph shows the
process over time. The multi-project plot
puts all the projects in perspective.
Individual Project Fever Chart Multi-Project Fever Chart
100%
100%
522
154
1 433
554
147 482 618
644 Barke 16
1667
16r
554 1667
230 Am
0%
0%
0% 100% 0% 100%
Project Completion Project Completion
100%
100%
522
154
1 433
554
147 482 618
644 Barke 16
1667
16r
554 1667
230 Am
0%
0%
0% 100% 0% 100%
Project Completion Project Completion
33
What to Expect from
Visual Project Management
• A plot on the right fever chart with the four
projects in the Red Zone draws senior manager
attention. Management should be giving help
(adding resources, removing blockages, etc.)
to those projects.
100%
100%
522
154
1 433
554
147 482 618
644 Barke 16
1667
16r
554 1667
230 Am
0%
0%
0% 100% 0% 100%
Project Completion Project Completion
34
What to Expect from
Visual Project Management
• Management must not let the number of
projects in the Red Zone exceed their ability to
assist them to get back into the Green Zone.
100%
100%
522
154
1 433
554
147 482 618
644 Barke 16
1667
16r
554 1667
230 Am
0%
0%
0% 100% 0% 100%
Project Completion Project Completion
38
Resource Overload
39
Resource Loading
• The biggest problem managing work is knowing how much work
load to assign to a Human resource.
• In physical production, we don’t expect a machine to produce more
than it’s capacity. We don’t schedule a machine to do twice times
is capacity and expect the machine to deliver. In fact, we know
there is set-up time on a machine. There is break downs on a
machine. There is maintenance on the machine. And, there is
unavoidable idleness on a machine resulting from batch sizes and
transfer variations and such.
• How much work can we realistically expect to be done on a
machine?
Set-up Maint. Idle True Excess
Producing Time
Time Time Time Capacity
40
Expected Flow time
• And, then there is another problem. Queuing
theory says when there are random arrivals to
a server and there is a distribution (not a % % Not Service
Busy Busy Time
fixed) Service Time, the time an arrival has to 0% 100% 0.0
wait in the system is proportional to 10% 90% 0.1
(The Percent of time the server is busy) / 20% 80% 0.3
(The percent of time the server is not busy). 30% 70% 0.4
This is a form of Little’s Law. 40% 60% 0.7
50% 50% 1.0
• What that means is the flow time through the 60% 40% 1.5
system increases as the server becomes 70% 30% 2.3
busy. Something crazy happens when the 80% 20% 4.0
90% 10% 9.0
workload exceeds about 75% of capacity. 95% 5% 19.0
99% 1% 99.0
42
In a Project World…
• There are many different resources involved in many different
activities. It is very difficult to keep track of them all.
• Any individual resource can delay the delivery of the project.
• We can’t protect every resource, but we must do something.
• We must ensure that our most heavily loaded resources do not fall
into the “OVERLOAD” condition.
• Yet from time to time (for short periods of time), “Overload Happens”
to every resource. What should we do?
• First, we should consider every resource with the same general skill
as equals. Yes, we know different people can perform at different
levels even within the same skill set. But, we need to get over that.
We are not looking for “The Right Person” to do a task. We are
looking for a person who “can do the task”. We don’t want project
managers to horde their excellent resources. With VPM, good
resources will come to help if needed (if there is a Red Zone
Penetration). Treat all resources within a skill set as inter-changable.
43
A Simple Method for Load
Management
• Second, Calculate the work load for all resources. (In general, resources less
than 50% loaded are not a long term problem.)
• Here is a simple way to find out the Current Resource Loading of any resource in
the system.
• For each resource set, sum up the UnCompleted Tasks’ Durations (using
aggressive task duration estimates) for all of the tasks in they system for each
resource type. And, calculate the simple Average Project Length for projects
which use this resource. Divide the sum of each Resource’s UnCompleted Tasks
by the Average Project Length and again by the Number of Resources Available.
This gives a Percentage of Average Resource Workload for each Resource
44
Sample Resource Loading
• Here we see the average project duration and the remanding
(uncompleted) workload of several resources.
If any resource is more than 200% loaded (in
Project Sum #
Column1 Length Tasks Resources Workload
the black zone), management must stop
(freeze) work on some project(s) to avoid late
Electric 50 420 4 210%
delivery.
Mechanic 44 225 3 170% The Sweet Spot for most Delivery/Time is to
Drafting 66 135 2 102% have Resources loaded at 75-150% (when
Publishing 75 145 3 64%
using the equation).
250%
200%
• Electric Tech and Mechanic have too
much work assigned. They are in
the Red. Management should freeze 150%
some work or assign the Expert
Resource Bench (and others) to get
100%
their workload below 150% (Back in
the GREEN Zone).
50%
Electric Mechanic Drafting Publishing
45
Additional Insights for Resources
• With the Resource Loading Chart available,
management can perform “What if” analysis to
decide which projects to delay (freeze and restart
later).
• Also, “What if” analysis can be used to decide
which projects should be unfrozen or new project
started and “When”.
• The Resource Loading Chart is like a moving
average of resource loading. It gives a long range
view of the organization. It does not eliminate
occasional spikes of overload. Such spikes should
be handled with the Resource Bench or other
actions as dictated by the Buffer Chart.
46
Individual Loading
• Sometimes, we have our Favorite Mechanic!
• While the Average Work Load for all Mechanics is 170%, some
Mechanics carry more workload than others.
VPM helps identify Resource Abuse AND points
Project Sum #
out where Additional Training (On-The-Job)
Mechanics Length Tasks Resources Workload help is needed to get other Resources better
Mark 44 144 1 327% involved in increasing Throughput.
Fred 44 73 1 166% 250%
Andrew 44 51 1 116%
James 44 32 1 73% 200%
Many more Project Management Issues can be solved with Simplified Project
Management. Read On!
48
What About Emergencies?
49
Special Case: Very Short Due Date
Due Date
50% buffer
Remaining work on project
Buffer
0 Time 20 24 30
50
Special Case: Very Short Due Date
Buffer
0 Time 20 24
Buffer
6 day pushback
51
Special Case: Very Short Due Date
100%
% Time NOW- Start Time + Push Back
= (CC, CP,List Time)
Percent Buffer
Consumed
Consumed
Due Date
0%
Remaining work on project 0% 100%
Project Completion
Buffer
0 Time 20 24
Buffer
NOW
6 day pushback
52
Special Case: Very Short Due Date
100%
% Time NOW- Start Time + Push Back
= (CC, CP,List Time)
Percent Buffer
Consumed
Consumed
Due Date
0%
Remaining work on project 0% 100%
Project Completion
Buffer
0 Time 20 24
Buffer
NOW
6 day pushback
Completed to here 53
How to Reward Success?
54
A Word About Incentives
55
Gaming Visual Project
Management
56
What About the ‘Wally’ Syndrome?
59
Deviation from the Power of Critical
Chain Project Management
• Question: Visual Project Management ignores
important parts of Critical Chain Project
Management. While we know CCPM can cut project
durations 25 to 60% and consequently reduce costs,
how does that happen in Visual Project
Management? Visual Project Management allows
‘unchallenged PERT’ and even just lists of tasks to
be a project!
• Answer: Visual Project Management is Simplified
CCPM. It does not ignore the elements of CCPM that
accelerate projects. It just allows them to occur
naturally without a lot of forced behavior changes
nor a lot of technology. It works well with CCPM
schedules, PERT schedules and even just lists of
tasks .
60
Acceptance of PERT/CCPM Plans
63
Expectation with Strange Plans
64
Financial Issues
65
A Word About Finances
• Question: We pay people by the hour. It looks like Visual Project Management
makes all of our projects take 150% of the project time. Do we plan to use 150% of
the scheduled hours on the project? Projects will be EXPENSIVE!
• Answer: You plan aggressively. If you have a traditional schedule (lots of
inattention to tasks and bad multi-tasking) made in PERT (or just a list of work),
you can easily reduce every task’s time by 1/3 to have an aggressive schedule.
So, the buffered Visual Project Management time is about the same. Visual
Project Management gives the visibility and control that will create the culture
among workers that will quickly shorten task times and project durations which
will increase capabilities even more.
• Question: Many companies charge hours to a project. So, what do you do when
you move resources from one project to another?
• Answer: There is no difference between Visual Project Management and any other
method when it comes to charging labor to projects. If you need to charge hours,
you can charge them.
• Question: What about the Expert Resource Bench? Visual Project Management
asks for 20% of our best people to not be assigned to any project at all. Who will
pay for that?
• Answer: The Expert Resource Bench, when needed to recover from the Red Zone,
could be charged to the project as any other resource. The Expert Bench helps
move the project back on track. A great benefit. TOC recommends capacity to be
at 20% more than demand. If you count up the extra people you already have, it is
probably more than 20%. So, no additional cost.
66
More Words About Finances
• More to the Answer: First realize the value of the project is ten times
the cost of the project. (if it is not, don’t do it unless you have to.)
The cost of a project should never be the driving measure. The
value to the customer is the driving measure. Predictable delivery
has HIGHER VALUE that traditional, questionable delivery.
• More the financial solution: When management is involved in the
right way and the 20% Expert Resource Bench is in place, delays
will be removed. Bad-Multi tasking decreases. Task durations
WILL SHORTEN BY THEMSELVES. Projects will move quickly and
more predictably to ‘on-time delivery’. Predictability is a
Competitive Advantage. It can also be used as a lever for
increasing profits. And, more projects will be completed in the
same amount of time.
• Bottom line. There will be much more financial gain from using
Visual Project Management than the loss from shifting resources
or the cost of establishing the 20% Expert Resource Bench. (If
necessary, charge the Resource Bench’s ‘Watching’ time to
overhead. Overhead is a real and accepted burden to projects.
The Bench helps everyone do better. Isn’t that the purpose of
overhead? Let the Expert Resource Bench improve the system.
They are the best equipped.) 67
Visual Budgeting
68
Project Budgeting
• In general, the cost of performing a project is less than 10% of the
value the completed project provides to the customer.
• The cost of most projects is directly proportional to the time to
complete the project (the Critical Chain plus the Project Buffer). Of
course, ‘fat’ projects have less activity on the Critical Chain than
‘skinny’ projects. But even with ‘fat projects’, aggressive scheduling
reduces the length of the project by at least 1/4th.
• In multi-projects, where there is much more multi-tasking, choking the
release of new work (un-cluttering the workforce) reduces project
durations much, much more than 25%.
• This reduced cost (of at least 25%) rolls over into the profit side of the
project organization. And, the extra productivity of the project
organization (more projects per unit time) adds a very significant
amount to the profit side of the organization.
• These things combine to give huge increases in Throughput for the
project organization. It means managing expenses is much less
important. No longer do you have to worry much about budgets.
• Let’s examine how Visual Management can assist in budgeting in the
Project environment
69
Project Organization Budgeting
• In the project world, like others, Throughput is much, more
important than Inventory. Inventory reduction (WIP) is much
more important than Operating Expense.
• The Role of Operating Expense is to produce the projects.
Any Operating Expense that can increase Throughput or
Reduce Inventory (reduce WIP means to accelerate project and increase
Throughput) is an excellent expenditure. This should be
encouraged.
• At the same time, there are Operating Expenses that must still
be managed. Routine expenses should be in control.
• Note: We are talking about For Profit companies.
In not-for-profit companies, OE is the constraint. With additional OE,
not-for-profit groups can almost always achieve more goal units.
70
Throughput (T) Focus
• When money is not the constraint (almost everyone can get
extra money – for a price), the focus should be on using
money is to increase T. This means, if there is money spent,
that money must directly connect to increasing T. Otherwise,
don’t spend it.
• There are some expenses that must be happen. The cost of
insurance, financial audits, taxes and so on allow the
organization to function and produce T. Without them, no T.
• There are some wages/salaries that seem to be costs. If we
look closely, we realize the Janitor keeps the work place clean,
presentable and organized so that the workers can be more
productive. Most support functions contribute to productivity
and significant increase in T.
• Every expenditure is connected to T and should increase T.
Any expenditure that increases T more than OE should be
approved.
71
OK. So, “What is a Budget?”
• Truly Variable Cost is defined as, “Costs that go up when one more
unit is produced.”
• Any budget forecast can show Throughput as anticipated sales
minus Truly Variable Costs.
• As far as a manager is concerned, Operating Expense has two parts:
The part the manager cannot control: Utilities, wage rates,
overhead, transfer prices and such. These expenses are highly
predictable. They need not even be considered as part of
manager’s budget. They just need to be paid.
The part the manger can control: Overtime, number of employees,
contracting out work, changes in size and structure of the
organization, improvements and other optional costs. These
expenses are highly un-predictable. They are the responsibility of
the manager and should make up the manger’s budget.
• For simplicity, let’s consider the Budget as the controllable
expenses of management (this is not the normal definition).
72
Visual Budgeting
• Let’s consider Budgeting the same way we do for time on project tasks.
Budgets (the controllable kind) are as highly variable as task durations in
projects. (Isn’t it amazing! With all that variability, most companies have spent exactly their budget at the end of the year? It’s an
annual miracle!)
• Let’s give the organization (any organization which has a profit and loss statement) an
aggressive (50% or median) budget. The parent organization holds back a Budget
Buffer of half the budget (the Budget Buffer is then 25% of the organization’s aggressive
budget--just like time in projects).
• This should be adequate to cover any variances in expenses. Particularly as
organizations are encouraged to increase T more than expenses.
• Each Month calculate:
Percent Budget Buffer Consumed = (Actual Budget
to Date – Planned Budget to Date)/Planned Budget
to Date.
Percent Increase Throughput = (Actual Throughput
to Date – Planned Throughput to Date)/Planned
Throughput to Date.
• Plot and track Percent Budget Buffer Consumed relative to Increased
Throughput each month by budget group (and for the company as a whole).
• Monthly examine all budget groups on a similar visual fever chart as is done for
Visual Project Management
73
Visual Budgeting
• These two simple Fever Charts make Budget Management easy to control.
Budgeted Department XX Chart Many Department Chart
100%
Extra Budget Consumed
Dept W
Dept ZZ
Dept V
100%
Dept TT
0%
0% 100%
0%
Dept BB
100%
100%
Extra Budget Consumed
Dept W
Dept ZZ
Dept V
Dept TT
0%
0%
Dept BB
0% 100%
0% 100%
Department Increased Throughput Achieved Department Increased Throughput Achieved
• On the left, we see the Department XX Managers increasing their budget expenditures (to increase T) and,
though in the Red Zone for a while, Department XX moved their department Throughput upward.
(Unlike projects, this line can move all over and doesn’t just end at the top right.)
• On the right fever chart, we see departments who spent more than their planned budget and
improved T. This is a snap shot view (a moment in time) showing the status of all the departments. When
in the Red, the Department should show specific data/details of the situation. (For example, “Dept ZZ Reports a
Technical problem with the new equipment should be resolved in the next two weeks.”)
• To ‘look good’ on the chart on the right, budget groups should have a planned budget as small as
possible.
• If a department wants more budget, all they need to do is increase Throughput. If they increase
Throughput at twice the rate of increasing budget, they stay in the Green Zone.
• Both things encourage the right behavior.
• The Company wide Budget would look like the Fever Chart on the left.
75
Anomaly Budget Status
Many Department Chart
Dept CC eliminated
100%
a constraining
process. Dept XX
unplanned Dept V
maintenance and
two weeks shut Dept TT
down.
0%
Dept BB
0% 100%
Department Increased Throughput Achieved
Dept LL
Dept CC
Here we see Department CC is way below the Green Zone. Department CC has generated a lot of
unexpected Throughput and reduced it budget at the same time. This is good, Right? This is a sign
that Department CC has either made radical changes or did not have a good budget plan to start with.
Management should examine this department. They may need help with planning. Or, they may find
ideas that can be used in other parts of the organization. Either one will be a positive result.
Department LL hasn’t produced its planned Throughput, but has a reduced budget. It may also need
help.
76
Anomaly Budget Status
Many Department Chart
100%
Dept AA is Dept XX
purchasing
over time to
make up for Dept TT
Dept AA
Dept LL’s
delayed Dept BB
0%
production.
0% 100%
Department Increased Throughput Achieved
Dept LL
Dept CC
Here we see Department AA is in the Black Zone. Department AA is not achieving its planned
Throughput AND it is exceeding its Planned Budget. This Department either has some very difficult
problems that don’t seem to be easily solved, there is some problem with another member of the
supply chain connected to Department AA or there is a problem with the accounting procedure. This
department needs focused, additional help to put them back on track. Drastic action is required.
77
Anticipated Benefits of Visual
Budgeting
• Budgets make sense (a manager’s budget is
based on the things they control).
• Budgets are aggressive (overall budget reduction
of 5 to 20%).
• Budgets are quickly and readily increased for
works that increase Throughput.
• The Emphasis on Throughput is clear and
obvious. “Request for Funds” applications are
clear.
78
Additional Insights for Resources
• With the Resource Loading Chart available,
management can perform “What if” analysis to
decide which projects to delay (freeze and restart
later).
• Also, “What if” analysis can be used to decide
which projects should be unfrozen or new project
started and “When”.
• The Resource Loading Chart is like a moving
average of resource loading. It gives a long range
view of the organization. It does not eliminate
occasional spikes of overload. Such spikes should
be handled with the Resource Bench or other
actions as dictated by the Buffer Chart.
79
The Visual Project Management
Solution
• Management knows what is going on!
• Management can assess Project Capacity!
• Management can correctly support projects!
• Management can grow Capacity wisely! Management
and
• Projects get projects Going!
• Projects keep projects Flowing! Workers
• The system Culture Changes!
• The system gets better and better! and
Customers
are All Happy!
Keep Thinking!
Dr Holt
80