No matter where project managers look in today’s competitive world, the pressure to complete more projects, faster at lower cost is pervasive. In legacy project management methods, over 30% of the delivery time is typically consumed by the time and capacity losses of de-synchronized coordination, accumulated of delays, misalignment and poor collaboration, and lack of priority visibility.
In a world of more, better, faster, rigid project methods conceived in the 1950′s, riddled with assumptions, caveats and uncertainties can’t keep up.
The technology investments built on top of the legacy project planning methods and tactics provide only a minimum of mitigation and compensatory relief.
Traditional artifact based project methods like Critical Path, PERT and Waterfall, which emphasize task order, rigid scheduling and cumbersome reporting and tracking artifacts were designed in the 1950′s and 1960′s primarily as planning and tracking tools. PERT produces a final schedule that is deterministic, and makes no explicit allowance for handling dynamic conditions, delays, or changes.
These old legacy tactics of constructing rigid, static plans built to last, and then reporting against them are not proving nimble enough to handle modern day fast changing circumstances, and complexity. Escalating customer volatility, rapidly changing business requirements, shorter timelines and distributed project teams are harder to manage.This can leave project cost, scope and delivery commitments dangerously exposed.
Pioneering companies are facing up to the speed of change and accepting that the standard approaches aren’t dynamic enough. And they are moving toward a more responsive Proactive Execution approach to managing projects that is built to adapt to highly variable project conditions.
Variability (the unexpected) is one of the biggest barriers to world-class project execution and delivery performance. To achieve more nimble, and faster project delivery execution , we need a more nimble and dynamic form of planning and managing projects puts in place synchronized and responsive processes and highly visual collaborative execution that allow for sensing, adapting and flexing when change occurs.
Critical Chain Project Management (CCPM) is a formal project planning and execution solution for the 21st Century that provides the ability to proactively plan, execute and align project teams to the task of moving projects toward completion as rapidly as possible with full scope and quality.
It helps companies tackle three pervasive problems of today’s project management environment:
CCPM puts the emphasis on controlling the flow of projects and project work, and the task execution processes that help project resources to focus on the right tasks the right way. The uncertainty and variability that derails traditional project delivery is explicitly controlled using strategically placed de-coupling points to mitigate the impact of variability on the projects.
By making strategic changes to your project execution processes, you’ll create a unified approach where your teams will be working on the most important issues using the right tools to get the job done. Your teams will begin to do what they are supposed to do; facilitate focused, lasting improvements that improve the position of the company as a whole.
Critical Chain project management effectively synchronizes the efforts of resources across the organization’s portfolio of projects and dramatically improves performance by accounting for the uncertainties and then integrating them into the project schedule in a meaningful way so that projects can be executed reliably, and on-time - every time.