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Project Cage Match

77d585b881102ee229be5d5af4a11b8b?s=47 Jeffrey
August 13, 2015

Project Cage Match

From the abstract:
Executives believe starting their project now means it will end sooner. Unfortunately, starting one more project costs significantly more than just time. Sharing limited resources causes all the current projects to sub-optimize. Multitasking is costing your organization a fortune.

Are you tired of being time-sliced across too many projects? Learn how value decreases when you work on multiple simultaneous projects and increases when you focus and deliver on a single project.

77d585b881102ee229be5d5af4a11b8b?s=128

Jeffrey

August 13, 2015
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Transcript

  1. Agile / Scrum Training | Lean Software Development | Agile

    Organizational Metrics | Executive Coaching | Improved Team Dynamics | Improved Efficiency PROJECT CAGE MATCH Multitasking versus Critical Chain 9th Annual University of Texas at Dallas Project Management Symposium August 13-14, 2015
  2. @JeffreyGoodReq goodrequirements.com www.linkedin.com/in/jeffreydavidson

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  9. Critical Path ¨ Determines CRITICAL activities ¨ Provides shortest path to project

    completion
  10. None
  11. Barry Boehm, Software Engineering Economics, 1981 Ease of Estimating

  12. Interchangeable Resources

  13. Blockages Solved w/Additional Resources

  14. Starting Sooner = Finish Faster

  15. No Waste in Multitasking

  16. Continuous Partial Attention

  17. Task Switching

  18. Multitasking

  19. 20 3 Projects, Unlimited Resources A B C D E

    F G H I J 1 2 3 4 5 6 7 8 9 10 i ii iii iv v vi vii viii ix x P1 P2 P3 3 Projects & 3 Project Managers ¨  With unlimited resources Critical Chain will show how to schedule the project.
  20. 20 3 Projects, Specialized Resources 3 Projects & 3 Project

    Managers & 3 Resource types ¨  BLUE resources specialize in earliest tasks, i.e. ABC ¨  YELLOW resources specialize in middle tasks, i.e. DEFG ¨  GREEN resources specialize in the late tasks, i.e. HIJ A B C D E F G H I J 1 2 3 4 5 6 7 8 9 10 i ii iii iv v vi vii viii ix x P1 P2 P3
  21. ?? ?? ?? 3 Projects, Shared Resources A B C

    D E F G H I J 1 2 3 4 5 6 7 8 9 10 i ii iii iv v vi vii viii ix x P1 P2 P3 3 Projects & 3 Project Managers & 3 Resource types How many weeks will it take to finish the project?
  22. None
  23. Critical Chain ¨ Considers chain of tasks AND resource dependencies ¨ Improves

    focus
  24. Critical Chain: Notes ¨  Pressure to show early progress on

    all projects leads to the detriment of all ¨  Individual, task-level safety buffers are harmful. It’s better to have an aggregated safety at project level ¨  Disadvantage: No room for slippage, or the end date slips. Mitigate via buffers in the chain
  25. 20 3 Projects, Shared Resources #2 3 Projects & 3

    Project Managers & 3 Resource types Add a FlowMaster, stay on current tasks until complete A B C D E F G H I J 1 2 3 4 5 6 7 8 9 10 i ii iii iv v vi vii viii ix x P1 P2 P3
  26. ?? ?? ?? 1 2 3 4 5 6 7

    8 9 10 i ii iii iv v vi vii viii ix x 3 Projects, Shared Resources #2 P2 P3 P1 3 Projects & 3 Project Managers & 3 Resource types Add a FlowMaster, stay on current tasks until complete A B C D E F G H I J
  27. Benefits of Focus

  28. Cost of Delay by Project   Project 1   Project

    2   Project 3   Purpose New product   Operational savings   Reduce support costs Cost of Delay $ 10,000 / week   $ 8,000 / week   $ 5,000 / week   TOTAL Cost of Delay
  29. ?? A B C D E F G H I

    J Project 1: Comparison P1 P1 A B C D E F G H I J ?? New Product has a $10k weekly Cost of Delay ¨  How long was the project delayed? ¨  What was the project’s Cost of Delay?
  30. P2 ?? ?? 1 2 3 4 5 6 7

    8 9 10 Project 2: Comparison P2 1 2 3 4 5 6 7 8 9 10 Operational savings has a $8k weekly Cost of Delay ¨  How long was the project delayed? ¨  What was the project’s Cost of Delay?
  31. ?? i ii iii iv v vi vii viii ix

    x Project 3: Comparison P3 ?? i ii iii iv v vi vii viii ix x P3 Reduced support costs have a $5k weekly Cost of Delay ¨  How long was the project delayed? ¨  What was the project’s Cost of Delay?
  32. Cost of Delay by Project   Project 1   Project

    2   Project 3   Purpose New product   Operational savings   Reduce support costs Cost of Delay $ 10,000 / week   $ 8,000 / week   $ 5,000 / week   TOTAL Cost of Delay 22 weeks $ 176,000 28 weeks $ 280,000 16 weeks $ 80,000
  33. Focus Wins

  34. www.davisbase.com | @davisbase |#BecomingAgile Thank you! Project Cage Match

  35. References ¨  Clarke Ching, “Multitasking is Evil.” Unpublished paper; 2014.

    ¨  Jeffrey Davidson, “Project Cage Match: Multitasking vs. Critical Chain.” UTD PM Symposium; August 13-14, 2015. ¨  Eliyahu Goldratt, The Goal: A Process of Ongoing Improvement. North River Press; 1984.