CASE STUDY-8
THE CCPM DILEMMA
Executive Summary:
Pinyarat worked in IT department of diversified firm. Firm increment budget by 10 percent to all activity because all project were coming to late while people was working too hard and wants to relief. Result this approach failed, after this firm decide to give extra time and 10 percent for complete project on given time schedule but overall result failed. Nothing improved and project continued late from actual date.
Key Problems:
The firm doesn’t have project buffer and wait for coming project.
The firm 's guideline has squeezed down less than 50 percent.
Employees who have worked more than six projects are quite from this firm because no hope of things getting better.
Employees have tired due to hard work and day to day work with tight project deadline.
Manager did not submit project work down stricter which show project budget, timeline, resource allocation and reporting schedule time to time as need. Methodology:
Pinyarat has passed PMP exam and gave surprise to IT department, she represented her friend ideas to her manager like squeezing estimates and explained that CCPM procedure by allocating the minimum amount of time to a task, so that the task stays urgent and the resource will be fully dedicated on the task until it is done, also try to keeping a critical chain critical by making sure that the resource will be available at the end of the previous task(s) using buffers to counter variances in time costs. …show more content…
If, in the previous step, a new constraint has been uncovered, repeat the process.
She detail explained by using the process of 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. The following bullet points illustrate some of the problems associated with traditional project scheduling:
Padding task durations (providing worst-case estimates) is done to ensure a high probability of task completion.
Starting work as early as possible, even when not scheduled, is a response to worst-case estimates. When workers give worst-case estimates, they don’t expect to stay busy with just one task – so they multi-task, working on several tasks at once by switching between them. The result is that everything takes a long time to complete and very little completes early. Firm’s
THE CCPM DILEMMA
Executive Summary:
Pinyarat worked in IT department of diversified firm. Firm increment budget by 10 percent to all activity because all project were coming to late while people was working too hard and wants to relief. Result this approach failed, after this firm decide to give extra time and 10 percent for complete project on given time schedule but overall result failed. Nothing improved and project continued late from actual date.
Key Problems:
The firm doesn’t have project buffer and wait for coming project.
The firm 's guideline has squeezed down less than 50 percent.
Employees who have worked more than six projects are quite from this firm because no hope of things getting better.
Employees have tired due to hard work and day to day work with tight project deadline.
Manager did not submit project work down stricter which show project budget, timeline, resource allocation and reporting schedule time to time as need. Methodology:
Pinyarat has passed PMP exam and gave surprise to IT department, she represented her friend ideas to her manager like squeezing estimates and explained that CCPM procedure by allocating the minimum amount of time to a task, so that the task stays urgent and the resource will be fully dedicated on the task until it is done, also try to keeping a critical chain critical by making sure that the resource will be available at the end of the previous task(s) using buffers to counter variances in time costs. …show more content…
If, in the previous step, a new constraint has been uncovered, repeat the process.
She detail explained by using the process of 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. The following bullet points illustrate some of the problems associated with traditional project scheduling:
Padding task durations (providing worst-case estimates) is done to ensure a high probability of task completion.
Starting work as early as possible, even when not scheduled, is a response to worst-case estimates. When workers give worst-case estimates, they don’t expect to stay busy with just one task – so they multi-task, working on several tasks at once by switching between them. The result is that everything takes a long time to complete and very little completes early. Firm’s