10th International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com

Feb 21-22, 2014 Noida, India

Fulfilling Strategic Agenda

using CCPM

MOUNIK PANI, AVENIR, INDIA

22nd , February 2014

10th International Conference of the TOC Practitioners Alliance - TOCPA

Mounik Pani
Mouniks work experience includes over 20 years of Financial
Planning and Management consulting in the field of Project
Management , Business Process Reengineering, Lean
Management and TOC. During the last 12 years of his
consulting he has worked in varied industries like Steel,
Dairy, Agriculture, Paper, Textiles, Power, Financial Services,
Sugar etc and has been instrumental in improving the
bottom-line of organizations he worked with.
With a passion for agriculture and agri based business
solution he has done many green field projects and provided
solutions for economic development of rural masses.
He is associated with United Nation Industrial Development
Organization (UNIDO) as National Expert in value chain
development.
He is currently leading CCPM intervention in a large steel
plant in eastern India with an annual capacity of 2.5 Million
Ton Per Annum (MTPA) Integrated Steel & DI Pipe Plant to
produce long product of steel, commercial billet, pig iron &
Ductile Iron Pipe.
He is a graduate in Economics and an MBA with area of
specialization in Marketing and finance. He also holds Black
Belt in Six Sigma.

mpani@avenirco.com
Cell # +91 98110 67812

10th International Conference of the TOC Practitioners Alliance - TOCPA

Agenda

Your logo

Background
What to Change (Pre-engagement situation)
What to Change to (Deliverables of engagement)
How to Cause the Change (Process of Transformation)

10th International Conference of the TOC Practitioners Alliance - TOCPA

Background
Two cases of CCPM implementation for
realising the Strategic Agenda
An Indian company setting up a 2.5 MTPA TMT
bars and DuctiIe Iron Pipes production facility
(estimated revenue of INR 8000 Cr)
A top 5 Meat Production company in North
America (Revenue in excess of USD 2 Billion)
The Focus of this presentation is significantly on the
Indian company case
10th International Conference of the TOC Practitioners Alliance - TOCPA

What to change to
(Pre-Engagement)
Large number of initiatives at each functional
level
Most initiatives in isolation
Strategic Agenda (goal setting) not clear
Linkage with overall organizational strategic
agenda was not clear
Combined with the day to day urgencies, undesirable multi-tasking
across many initiatives leading to delays on all initiatives
10th International Conference of the TOC Practitioners Alliance - TOCPA

What to Change to (Deliverables of

engagement)

Without exhausting key resources of the

organization (people), ensure that the key
initiatives are completed on time, within
budget and within scope to achieve the
strategic agenda of the organization

10th International Conference of the TOC Practitioners Alliance - TOCPA

The CCPM Way

CCPM Critical Chain Project Management is name
given to the TOC Solution to denote departure from
traditional Critical Path.
It focuses on completing the entire project on time.
A time that addresses or fulfills the strategic agenda
of an organization.
It is holistic, as it looks at the project as a whole and
not on every single task in isolation.
Emphasizes on creating win-win solution

10th International Conference of the TOC Practitioners Alliance - TOCPA

Implementing CCPM
Aligning management team and project managers
to TOC CCPM philosophy
Creating internal change agents
Project Planning ensuring
Proper and logical linkages
Each task is detailed out at task manager level ( full
kitting, issues & risk)

Changing systems and policies to support

methodology
Robust review and control mechanism to keep focus
10th International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Approach
20 d

P1

Activity
20 d

Safety in
tasks

20 d
20 d

20 d

End

Inherently we do put safety to each task/activity

planned in a project

Start

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International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Approach
Cut Safety, Crash durations
20 d

Activity
20 d

P1

Safety in
tasks

20 d
20 d

20/2

20 d
20/2
20/2

P1

End

20/2
20/2

10 d
10 d
10 d
10 d
10 d

Start

10

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International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Approach
Remove Safety from Tasks,
Create buffer for project

20
d

Activity

20
d

P1

Safety in
tasks

20 d
20 d
20
d
20/
4

20/
4

P1

10
d

20/
4

End
20/
4

10
d
10
d

Project
Buffer

10
d
10
d

Start

20/
4

25
d

End
11
th
10 International Conference of the TOC Practitioners Alliance - TOCPA

CCPM Approach
Aim to finish project before
the original date

P1

Activity
Safety in
tasks

P1

End

Project
Buffer

75

End

Start
10th

100
12

International Conference of the TOC Practitioners Alliance - TOCPA

HOW TO CAUSE THE CHANGE (PROCESS OF

TRANSFORMATION)

10th International Conference of the TOC Practitioners Alliance - TOCPA

How to Cause Change

Align People & develop change agents
Set the strategic agenda (Goal Setting, key dimensions
of the goal EBITDA, MTPA etc.) getting the top
management together
Generate ownership of each functional head

Workshop on TOC and CCPM with Management Team

to align thought process and address concerns
Roadmap for creating awareness on TOC-CCPM across
the organization including partners, suppliers and BPOs
Creating internal band of trainers for long term
sustenance
10th International Conference of the TOC Practitioners Alliance - TOCPA

How to cause the change

(Project Planning)
Long list all key initiatives
Prioritise the initiatives based on impact on the strategic
agenda
Projectize the initiatives using CCPM with target to finish
project (s) in time to meet the strategic agenda.
Dependencies and sequencing validated

Critical Chain determined and near feeding chains

analyzed
Buy in from project team to align them to achieve ABP
timeline.
Full Kitting for upcoming task in next 4 to 6 weeks
List of key challenges prepared.
10th International Conference of the TOC Practitioners Alliance - TOCPA

Analysis of the Project

Doesnt help achieving
my GOAL
Shift due to delay in
completion of activities

15 Nov13
(Date)

13 Feb14
(Today date)

Crashed durations

31 May14

Removed buffer from

activities, create
Buffer for project

10 Aug14

PB

03 Feb14
(Start date)

11 Apr12

31 May12

10th International Conference of the TOC Practitioners Alliance - TOCPA

How to cause change

(Review and Monitoring)
Clear Roles & Responsibilities for each stakeholder.
Daily 20 minute stand up meeting at project site amongst
project team.
Daily or every 2 day updation of project completion
Weekly Buffer Management Meeting (BMM) for each
project initiated
Review Critical Chain completion Vs buffer consumption
Corrective measures to remove obstacles and buffer recovery
plan

Monthly Steering committee to review progress and

measures to ensure project completion as per agenda
10th International Conference of the TOC Practitioners Alliance - TOCPA

Why BMM
1. Shifts focus from task level to project level
2. Provide Project Team a real time information on project
status allowing them to focus their attention and resources
3. Focus on Critical chain activities and other chains
(penetrating) that might threaten the CC.
4. Provide Clear cut priorities of tasks by reviewing Black , Red,
Yellow or Green activities
5. Review detail action plan of activities for Blacks and Reds
6. Manage project progress according to buffer depletion taking corrective actions for buffer recovery.
7. Review risk mitigation plan and issue resolution plan to
remove obstacles and avoid delays
10th International Conference of the TOC Practitioners Alliance - TOCPA

How to cause change

(Systems & Policies)
CCPM Software as the primary tool for project
planning and monitoring
Define KRAs aligned to GOAL using Hoshin Kanri
Methodology
Introduce 5S to help achieve strategic agenda of
meeting timelines
Leadership alignment workshops for key people
Define and institutionalize review and monitoring
mechanism.
10th International Conference of the TOC Practitioners Alliance - TOCPA

Why Hoshin Kanri

Hoshin kanri is a method devised to capture
and cement strategic agendas and develop the
means to bring these into reality.
The discipline of Hoshin Kanri is intended to
help an organization:
1.
2.
3.
4.

Focus on a single goal

Communicate that goal to all stakeholders
Involve all stakeholders in planning to achieve the goal
Ensure accountability for achieving the goals.

10th International Conference of the TOC Practitioners Alliance - TOCPA

IMPLEMENTATION SNAPSHOTS

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Updating of tasks on RDU

Tasks were updated based on the remaining
duration (RDU) in days and not as percent
complete.
NOTE : Task Manager responsible for the task
needs to put the RDU

10th International Conference of the TOC Practitioners Alliance - TOCPA

Fever Chart

Fever chart showing How

much % Critical Chain is
completed against How
much % buffer is
consumed

For this project, the

Buffer consumption was
almost 80% as against CC
completion of 0.5%

10th International Conference of the TOC Practitioners Alliance - TOCPA

Upcoming Task Report

Time window of 45 days is taken to have the
As of Date
tasks for the next 45 days. Task window
can
Code TATA/001
Leader Sandeep Jha
La Montana
be longer in case one wishes to

Upcoming Tasks
Report
Project
Name

Time Window

45 Days

Task Name

Project
Buffer Size

Initial Project Duration 99 Days

Priority

Status

RCC-Excavation

69.0 Not Started

RCC-Footing

69.0 Not Started

RCC-Backfilling

69.0 Not Started

RCC-Plinth Beam

69.0 Not Started

RCC-Backfilling

69.0 Not Started

RCC-Plinth PCC

69.0 Not Started

Superstructure-1st Slab

69.0 Not Started

Superstructure-2nd Slab

69.0 Not Started

Superstructure-3rd Slab

69.0 Not Started

Superstructure-3rd slab Deshuttering

69.0 Not Started

Superstructure-2nd slab
Deshuttering

69.1 Not Started

Start
Projected Finish

2012-2-13 9:00
2012-2-14 14:00
2012-2-14 14:00
2012-2-18 14:00
2012-2-18 14:00
2012-2-20 18:00
2012-2-21 9:00
2012-2-23 18:00
2012-2-24 9:00
2012-2-26 14:00
2012-2-26 14:00
2012-2-27 14:00
2012-2-27 14:00

RDU
DU

Chain RDU
Completed

0
1.5
0
4
0
2.5
0
3
0
2.5
0
1
0

98.5
0.5
98.5
0.5
98.5
0.5
98.5
0.5
98.5
0.5
98.5
0.5
98.5

Buffer RDU
Consumed

10.5
78.8
10.5
78.8
10.5
78.8
10.5
78.8
10.5
78.8
10.5
78.8
10.5

Skills

Once you have analyzed the

fever chart, it shows the list of
activities to focus on based on
0.5
78.8
2012-3-7 14:00
9
buffer
consumption,
status
2012-3-7 14:00
0
98.5
10.5
and
their
start78.8
date.
0.5
2012-3-16 14:00
9
2012-3-16
2012-3-25
2012-3-25
2012-4-2
2012-3-16
2012-3-24

14:00
14:00
14:00
14:00
14:00
14:00

0
9
0
8
0
8

98.5
0.5
98.5
0.5
83.5
15.7

10.5
78.8
10.5
78.8
25.5
48.5

2012-2-13

49.5 Days

Successors

RCC-Footing
RCC-Backfilling
RCC-Plinth Beam
RCC-Backfilling
RCC-Plinth PCC
Superstructure-1st Slab
Superstructure-1st slab
Deshuttering
Superstructure-2nd Slab
Superstructure-2nd slab
Deshuttering
Superstructure-3rd Slab
Superstructure-3rd slab
Deshuttering
Brickwork,Plaster-Roof
Floor Brickwork
Brickwork,Plaster-FF
Brickwork

10th International Conference of the TOC Practitioners Alliance - TOCPA

Journey is on
ITS CHALLENGING BUT POSSIBLE

10th International Conference of the TOC Practitioners Alliance - TOCPA

ANNEXURE

10th International Conference of the TOC Practitioners Alliance - TOCPA

Execution Roles Project Leader

Review and validate Project Schedule for linkages and timelines.(should
ideally be done at the time of planning)
Start with CC tasks
Change linkages and timelines, if required
Review CC (it may change post changes), repeat above 2 points

Lead and coach team members to complete task and meet ABP timelines
STOPPING what they are NOT supposed to do (work on low priority task at the expense of
high priority task elsewhere)

Proactively identifying and removing obstacles

What difficulties are being faced by task managers in making fastest uninterrupted
progress on high priority tasks

Ensuring all the high priority tasks are resourced to the maximum
Making resources available as per requirement for completion of task
Dynamically moving resources from low priority (green) task to high priority task (black and
red)

Conduct 20 minute stand up meeting everyday at work site

to review progress and next steps
Resolve issues if any

10th International Conference of the TOC Practitioners Alliance - TOCPA

Execution Roles Task Manager

Updating project plan on Being Management in RDU
Ensure preparation of Full Kit for the upcoming tasks by
involving people related to the tasks
Ensure necessary conditions to start the task are in place
e.g. approvals, designs, resources etc
Proactively manage the contractors or service providers.
Meet with relevant people everyday at work site and
communicate performance expectations w.r.t quality of work
and aggressive timelines.
Review open and upcoming tasks and ensure progress as per
priority (s)
Assign required resources to the task (s) following the priority(s)

Follow up on supplies/suppliers
Bring potential issues/obstacles to the notice of your
superior.
10th International Conference of the TOC Practitioners Alliance - TOCPA

Execution Role Management team

Establishing CC% and Buffer % as the only measure of
status.
Ask for projected completion date based on CC% and buffer%

Proactively identifying & removing obstacles

What difficulties are face by the team in resourcing the ongoing
critical tasks to the maximum and best available resource (s)
Which old rules and policies are in the way ? What the new
rules for everybodys win ?

Ensure new rules are adhered.

Coach the subordinates to follow new rules.

Encourage , help and enable team(s) to achieve ABP

Buffer consumption is not a SIN but and indication that the
project is in or going out of control
Brainstorm to recover the buffer consumed and not let the
project keep on consuming buffer.
10th International Conference of the TOC Practitioners Alliance - TOCPA