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TOC INSTRUMENTS FOR IT
PROJECTS
Estimate twice less and meet the estimation with no loss of quality or
extra resources
Date: November 11 2015
Prepared By: Ievgeniy Vyshegorodtsev
TABLE OF CONTENTS
• Common issues for most of the projects
• Reasons analysis based on Critical Chain Method
• Painkiller instruments
Evgeniy Vyshegorodtsev PM Ciklum Solutions 2
What’s your
POV?
No matter how long it takes to perform each
separate task within the project - it is important to
finish all the project in time.
Evgeniy Vyshegorodtsev PM Ciklum Solutions 3
● Projects last longer than planned, sometimes much longer
● Constantly acceding the budget
● Client delay their payments
● Scope creep. Clients are adding functionality to fixed scope and issue change requests
● Team has to overtime
● Resources are not available on time (even if scheduled and booked in advance)
● Required documents are not available when needed (SRS, UX/UI designs, source materials,
Readme files, etc)
● Change of priorities
● Tremendous efforts to achieve intermediate results
● People assigned to multiple projects
● The number of projects is increased by the management
COMMON PAIN POINTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 4
So much in common
General problem is in how we manage
Positive outcome – typical solutions could be used
to make projects faster and within the budgets
COMMON PAIN POINTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 5
REASONS ANALYSIS
3 REASONS that inevitably cause pain on the project
Play to guess
You know it - you name it
REASONS ANALYSIS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 7
Stopping the task before it’s completion to take up another one, perceived as
more urgent and of higher priority.
Effect: Direct loss of productivity due to need to come back to the previous
task and memorise the progress at the time of switch
Worse case scenario - Delay Domino effect
stop of one task delays the next tasks in a row
Impact: project timeline increases
Bad multitaskingREASON 1: THE GAME
1
2
3
4
...
A
B
C
D
... ...
Evgeniy Vyshegorodtsev PM Ciklum Solutions 8
REASONS 2 and 3
Are mailny about this:
REASONS ANALYSIS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 9
● Majority of people start dealing the task at full swing only at the very last moment
before the deadline.
● Emerges when security time buffer is included into the time estimate
● First we claim additional time (risk buffer) for some task “ - What if something goes
wrong?”
● When we get it - we feel very comfortable and think there is plenty of time, no urgency
(no real reason to start the work)
● Start dealing the task when the deadline approaches
Effect: risk buffer is in fact wasted before starting dealing the task. It could be really vital in
the end to overcome the unexpected impediments BUT IT’S ALREADY GONE
Impact: project delays even with the “fat”, secure and comfortable risk buffer.
People are engaged more in the some projects and the bookings are delayed to other
projects
REASON 2: Student syndrome
Evgeniy Vyshegorodtsev PM Ciklum Solutions 10
The other side:
If the risk buffer was added and not used before the task is performed - it won’t reported
ready before the estimated completion time.
Reasons:
1) Time is used for “polishing” and “perfection”
2) Next time WHIF event may really happen
3) Bad emotional signal: management won’t approve “fat” estimation next time
Parkinson's lawREASON 3:
Evgeniy Vyshegorodtsev PM Ciklum Solutions 11
We match our estimates - are we doing great indeed?
Because projects nature lies in variability a task that took 10h due to some
circumstances, may take 15h or 25h next time, no matter how skilled the team is
If the estimation of task or project proves to be reliable (matches most of the times) -
we waste a lot of time for risk buffering
Conclusion: there is an opportunity to reduce the project duration dramatically and
increase the number of delivered projects without additional resources
THINK ABOUT IT
Evgeniy Vyshegorodtsev PM Ciklum Solutions 12
PAINKILLER INSTRUMENTS
Based on Critical Chain Methodology of Theory of Constraint
PAINKILLER INSTRUMENTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 14
Bad multitasking
Reduce the amount of projects (tasks) in progress by
freezing the pipeline. Not less than 25% freeze could be
sufficient.
● Increases the concentration on tasks
● Fixes the prioritization
● Minimizes the number of switches between tasks
● No holy-war between PM’s for critical resources. Almost :)
● Reduces Clients and Management pressure for change of
priorities
● Developers aren’t able to choose between projects
Outcomes:
Increase of the # of projects delivered on time, without delays
even for freezed projects
PAINKILLER INSTRUMENTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 15
Comply project launch with the system constraint
After freezing the pipeline launch every new project in limited portions to keep
the low # of projects IN PROGRESS
Chain capacity = weakest link capacity
PAINKILLER INSTRUMENTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 16
Planning Project buffer
● Not to waste additional time
● Assure the short delivery time with confidence in it’s fulfilment
Define the longest chain of interdependent tasks and resources for entire
project
Apply Critical Chain Method to get more realistic timeline, although
Critical Chain Method looks more promising and optimistic
PAINKILLER INSTRUMENTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 17
CRITICAL PATH vs CRITICAL CHAIN
?
Evgeniy Vyshegorodtsev PM Ciklum Solutions 18
Planning Project buffer using Critical Chain Method
Reduce all estimates by up to 50% and place them in the Risk Buffer in the end of the project
Add small Feeding buffers in points of integrating into Critical Chain
Risk buffer in the end of the project makes it maximum available for all tasks at the Critical Chain
Having a common buffer for all tasks make time allocated for each task TWICE smaller
● less probability to trigger Stedents’ Syndrome or Parkinson’s law
● less delays due to Bad Multitasking
Probability to face delays at any separate task is times higher, than facing delays at all stages
Feeding
Buffer
Project Buffer
PLANNING PROJECT BUFFER
Evgeniy Vyshegorodtsev PM Ciklum Solutions 19
Buffer Consumption (%) / Progress of tasks on Critical Chain (%)
Task managers report Estimate to Completion - total for all tasks on the Critical Chain is related to
total Buffer consumed
For PM’s:
● Easy to monitor
● Observe trends
● Take corrective actions
For HoU’s:
● Easy to set priorities and allocate
resources (task in Red zone - higher
priority, Green zone - can wait)
For Dev. Team:
● Visual priority status - can take managerial
decisions without managers → operates
faster, self-organised team
● Evident sign for raising a flag for help or
escalation
USING PROJECT BUFFER FOR MANAGERIAL
DECISIONS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 20
Applying these 3 steps:
● dramatically increases the flow of performed projects
● 95% of projects are completed in time
● Project duration decreases by 25-50%
● More projects accomplished at the same period of time with NO
additional resources (higher margin, faster revenue)
Potential resistance to changes:
● Hard to switch ideologically from launching as many projects as possible
to freezing the conveyor and postponing the projects until permitted by
the system constraint.
● Cultural and mindset re-construction
Required alies:
● Top management (C-level)
● Head of Sales
● Finance Dept
POTENTIAL RESULTS
Evgeniy Vyshegorodtsev PM Ciklum Solutions 21
THANK YOU
Q&A

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TOC instuments for IT projects

  • 1. TOC INSTRUMENTS FOR IT PROJECTS Estimate twice less and meet the estimation with no loss of quality or extra resources Date: November 11 2015 Prepared By: Ievgeniy Vyshegorodtsev
  • 2. TABLE OF CONTENTS • Common issues for most of the projects • Reasons analysis based on Critical Chain Method • Painkiller instruments Evgeniy Vyshegorodtsev PM Ciklum Solutions 2
  • 3. What’s your POV? No matter how long it takes to perform each separate task within the project - it is important to finish all the project in time. Evgeniy Vyshegorodtsev PM Ciklum Solutions 3
  • 4. ● Projects last longer than planned, sometimes much longer ● Constantly acceding the budget ● Client delay their payments ● Scope creep. Clients are adding functionality to fixed scope and issue change requests ● Team has to overtime ● Resources are not available on time (even if scheduled and booked in advance) ● Required documents are not available when needed (SRS, UX/UI designs, source materials, Readme files, etc) ● Change of priorities ● Tremendous efforts to achieve intermediate results ● People assigned to multiple projects ● The number of projects is increased by the management COMMON PAIN POINTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 4
  • 5. So much in common General problem is in how we manage Positive outcome – typical solutions could be used to make projects faster and within the budgets COMMON PAIN POINTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 5
  • 7. 3 REASONS that inevitably cause pain on the project Play to guess You know it - you name it REASONS ANALYSIS Evgeniy Vyshegorodtsev PM Ciklum Solutions 7
  • 8. Stopping the task before it’s completion to take up another one, perceived as more urgent and of higher priority. Effect: Direct loss of productivity due to need to come back to the previous task and memorise the progress at the time of switch Worse case scenario - Delay Domino effect stop of one task delays the next tasks in a row Impact: project timeline increases Bad multitaskingREASON 1: THE GAME 1 2 3 4 ... A B C D ... ... Evgeniy Vyshegorodtsev PM Ciklum Solutions 8
  • 9. REASONS 2 and 3 Are mailny about this: REASONS ANALYSIS Evgeniy Vyshegorodtsev PM Ciklum Solutions 9
  • 10. ● Majority of people start dealing the task at full swing only at the very last moment before the deadline. ● Emerges when security time buffer is included into the time estimate ● First we claim additional time (risk buffer) for some task “ - What if something goes wrong?” ● When we get it - we feel very comfortable and think there is plenty of time, no urgency (no real reason to start the work) ● Start dealing the task when the deadline approaches Effect: risk buffer is in fact wasted before starting dealing the task. It could be really vital in the end to overcome the unexpected impediments BUT IT’S ALREADY GONE Impact: project delays even with the “fat”, secure and comfortable risk buffer. People are engaged more in the some projects and the bookings are delayed to other projects REASON 2: Student syndrome Evgeniy Vyshegorodtsev PM Ciklum Solutions 10
  • 11. The other side: If the risk buffer was added and not used before the task is performed - it won’t reported ready before the estimated completion time. Reasons: 1) Time is used for “polishing” and “perfection” 2) Next time WHIF event may really happen 3) Bad emotional signal: management won’t approve “fat” estimation next time Parkinson's lawREASON 3: Evgeniy Vyshegorodtsev PM Ciklum Solutions 11
  • 12. We match our estimates - are we doing great indeed? Because projects nature lies in variability a task that took 10h due to some circumstances, may take 15h or 25h next time, no matter how skilled the team is If the estimation of task or project proves to be reliable (matches most of the times) - we waste a lot of time for risk buffering Conclusion: there is an opportunity to reduce the project duration dramatically and increase the number of delivered projects without additional resources THINK ABOUT IT Evgeniy Vyshegorodtsev PM Ciklum Solutions 12
  • 14. Based on Critical Chain Methodology of Theory of Constraint PAINKILLER INSTRUMENTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 14
  • 15. Bad multitasking Reduce the amount of projects (tasks) in progress by freezing the pipeline. Not less than 25% freeze could be sufficient. ● Increases the concentration on tasks ● Fixes the prioritization ● Minimizes the number of switches between tasks ● No holy-war between PM’s for critical resources. Almost :) ● Reduces Clients and Management pressure for change of priorities ● Developers aren’t able to choose between projects Outcomes: Increase of the # of projects delivered on time, without delays even for freezed projects PAINKILLER INSTRUMENTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 15
  • 16. Comply project launch with the system constraint After freezing the pipeline launch every new project in limited portions to keep the low # of projects IN PROGRESS Chain capacity = weakest link capacity PAINKILLER INSTRUMENTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 16
  • 17. Planning Project buffer ● Not to waste additional time ● Assure the short delivery time with confidence in it’s fulfilment Define the longest chain of interdependent tasks and resources for entire project Apply Critical Chain Method to get more realistic timeline, although Critical Chain Method looks more promising and optimistic PAINKILLER INSTRUMENTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 17
  • 18. CRITICAL PATH vs CRITICAL CHAIN ? Evgeniy Vyshegorodtsev PM Ciklum Solutions 18
  • 19. Planning Project buffer using Critical Chain Method Reduce all estimates by up to 50% and place them in the Risk Buffer in the end of the project Add small Feeding buffers in points of integrating into Critical Chain Risk buffer in the end of the project makes it maximum available for all tasks at the Critical Chain Having a common buffer for all tasks make time allocated for each task TWICE smaller ● less probability to trigger Stedents’ Syndrome or Parkinson’s law ● less delays due to Bad Multitasking Probability to face delays at any separate task is times higher, than facing delays at all stages Feeding Buffer Project Buffer PLANNING PROJECT BUFFER Evgeniy Vyshegorodtsev PM Ciklum Solutions 19
  • 20. Buffer Consumption (%) / Progress of tasks on Critical Chain (%) Task managers report Estimate to Completion - total for all tasks on the Critical Chain is related to total Buffer consumed For PM’s: ● Easy to monitor ● Observe trends ● Take corrective actions For HoU’s: ● Easy to set priorities and allocate resources (task in Red zone - higher priority, Green zone - can wait) For Dev. Team: ● Visual priority status - can take managerial decisions without managers → operates faster, self-organised team ● Evident sign for raising a flag for help or escalation USING PROJECT BUFFER FOR MANAGERIAL DECISIONS Evgeniy Vyshegorodtsev PM Ciklum Solutions 20
  • 21. Applying these 3 steps: ● dramatically increases the flow of performed projects ● 95% of projects are completed in time ● Project duration decreases by 25-50% ● More projects accomplished at the same period of time with NO additional resources (higher margin, faster revenue) Potential resistance to changes: ● Hard to switch ideologically from launching as many projects as possible to freezing the conveyor and postponing the projects until permitted by the system constraint. ● Cultural and mindset re-construction Required alies: ● Top management (C-level) ● Head of Sales ● Finance Dept POTENTIAL RESULTS Evgeniy Vyshegorodtsev PM Ciklum Solutions 21