Project Cage Match - Speaker Deck

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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

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@JeﬀreyGoodReq goodrequirements.com www.linkedin.com/in/jeﬀreydavidson

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

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Barry Boehm, Software Engineering Economics, 1981 Ease of Estimating

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Interchangeable Resources

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Blockages Solved w/Additional Resources

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Starting Sooner = Finish Faster

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No Waste in Multitasking

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Continuous Partial Attention

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Task Switching

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Multitasking

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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.

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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

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?? ?? ?? 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?

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Critical Chain ¨ Considers chain of tasks AND resource dependencies ¨ Improves focus

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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

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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

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?? ?? ?? 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

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Benefits of Focus

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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

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?? 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?

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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?

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?? 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?

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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

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Focus Wins

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

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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.