RZ TRAINING

CCPM 1.0
Critical Chain Project Management
WHAT IS PROJECT MANAGEMENT
 What is a Project

Definition 1 - “A project is a series of activities

directed to accomplishment of a desired objective.”

Definition 2 - “A project is a temporary endeavour

undertaken to create a "unique" product or
service.”
Project Life Cycle
 PROJECT MANAGEMENT

Project Management is the application of knowledge,

skills, tools to a broad range of activities to meet the
project requirements
Elements of Project Management
CRITICAL PATH METHOD
 CRITICAL PATH METHOD

 The Critical Path Method is an algorithm for scheduling a set of project

activities.

 Important tool for effective project management.

 Commonly used with all forms of projects, including construction, software

development, research projects, product development, engineering and
plant maintenance among others.

 Any project with interdependent activities can apply this method of

scheduling
CRITICAL PATH METHOD

Representing Activities
 CRITICAL PATH METHOD

Calculations for Scheduling

CRITICAL PATH METHOD

Forward Pass
CRITICAL PATH METHOD

Backward Pass
CONCEPT OF FLOAT
 What is Float?

 The term "float" refers to the amount of time that a task can be delayed without causing a delay to subsequent
dependent tasks or the project's overall completion date. It is also known as "slack" or "buffer." Float is an
essential concept in project scheduling and critical path analysis.

 There are two types of float:

 Total Float (TF): Total float is the amount of time that a task can be delayed without delaying the project's
completion date. Tasks with total float can be delayed without impacting the project's schedule as long as they
are completed within their float time.

 Free Float (FF): Free float is the amount of time that a task can be delayed without delaying the early start of any
successor task. It represents the flexibility available to a specific task without impacting the start of subsequent
dependent tasks.

 Float calculation is crucial for project managers to identify tasks that are critical to the project's timeline (those
with zero float), as well as those with float, which can be delayed without affecting the overall project schedule.
This information helps in prioritizing tasks, resource allocation, and managing project risks.
Calculating Floats
FINDING OUT CRITICAL PATH IN NETWORK
DIAGRAM
 CRITICAL PATH

• The critical path in a network diagram is the sequence of tasks or

activities that, if delayed, will directly impact the project's completion
date.
• It represents the longest path through the project and has zero float or
slack.
• It's the shortest time in which the project can be completed.
• Any delay in activities on the critical path will delay the project's overall
completion.
 CRITICAL PATH

• Draw a clear and logical Aon Diagram

• Enter Activity Durations
• Perform a Forward Pass
• Perform a Backward Pass
• Determine Floats
• Check the paths for which floats are zero
• Mark this as the critical path
CRITICAL PATH
EXERCISE
SOLUTION
DEPENDENCIES BETWEEN TASKS
 PDM LOGICAL RELATIONSHIPS OR DEPENDENCIES

 Finish-to-Start (FS) - Start successor when predecessor completes (most common)

 Finish-to-Finish (FF) - Successor activity is completed when the predecessor is completed

 Start-to-Start (SS) - Start successor activity when predecessor starts

 Start-to-Finish (SF) - Start the predecessor when the successor completes (rarely used)
 FOUR RELATIONSHIPS BETWEEN TASKS : FS

 Finish-to-Start (FS) : The initiation of the successor activity depends upon the
completion of the predecessor activity.

Finish Start
Task A Task B
 FOUR RELATIONSHIPS BETWEEN TASKS : FF

 Finish-to-Finish (FF) : The completion of the successor activity depends upon the
completion of the predecessor activity.

Finish
Task A

Task B
Finish+ Lag
 FOUR RELATIONSHIPS BETWEEN TASKS : SS

 Start-to-Start (SS) : The initiation of the work successor activity depends upon the
initiation of the predecessor activity.

Start
Task A

Task B
Start +lag
 FOUR RELATIONSHIPS BETWEEN TASKS : SF

 Start-to-Finish (SF) : The completion of the successor activity depends upon the
completion of the predecessor activity.

Start
Task A

Task B
Finish
REASONS OF DELAY IN PROJECT
 REASONS OF DELAY

1. Student Syndrome – The term "student syndrome" refers to a phenomenon where individuals
tend to procrastinate and delay their work until the last possible moment, often waiting until just
before a deadline to start or complete tasks.

2. Early Finish vs Late Finish – Delay is transferred in case of late finish, Early finish is wasted

3. Multitasking – Resources loaded beyond capacity => Higher cycle time & reduced throughput

4. Parkinson’s Law – Work expands to fill available time. In other words, if you give yourself a certain
amount of time to complete a task, you'll likely take all that time to finish it, regardless of the actual
amount of work involved.

5. Fixed Date Plan - A fixed date plan refers to a project schedule where the completion date is fixed
and cannot be changed. This type of plan is typically used when there are external dependencies or
constraints that dictate a specific deadline, such as contractual obligations, regulatory
requirements, or events with fixed dates.
CCPM SOLUTION
 WHAT MANAGEMENT PROCESSES DO YOU NEED
1.Buffer Management
2.Full Kitting
3.Pipelining
4.Maintaining LOW WIP
 BUFFER

 In project management, a buffer refers to an extra amount of time, resources, or

budget that is intentionally allocated to tasks or projects to account for uncertainties,
risks, or potential delays. Buffers are used to provide flexibility and increase the
likelihood of project success by mitigating the impact of unexpected events. Buffers
play a crucial role in various domains, offering several key advantages and serving
different purposes:

1. Risk Mitigation
2. Flexibility and Adaptability
3. Improved Performance
4. Enhanced Stakeholder Satisfaction
5. Facilitated Decision-Making
6. Increased Resilience
 FULL KIT

• Having all the necessary tools, resources, and components to successfully execute a
project.
 PIPELINING

 Refers to the process of organizing and managing multiple projects in a sequential

manner, similar to how tasks are processed in a production pipeline. Pipelining
allows organizations to efficiently allocate resources, prioritize tasks, and
streamline project workflows.
 LOW WIP
 Maintaining low Work In Progress (WIP) holds paramount importance in project management as it serves
as a crucial mechanism for preventing delays and ensuring project timelines are met efficiently. When WIP
is kept at a minimal level, teams can better focus their efforts on a smaller set of tasks, thereby enhancing
their ability to manage and complete them in a timely manner. By reducing the number of concurrent
tasks in progress, teams can allocate resources more effectively, optimizing workflow and mitigating the
risk of bottlenecks that often lead to project delays.