Hi Frank and hi Douglas and thany you for your answers.
I wish to try to clarify my situation.

1. My projects are small project (3-6 task each of 8-40 hours).
If I understand correctly you suggest to use CC and a ToDo list and
don't break the tasks in smaller tasks. Douglas, what do you mean
with ""... fast track" label for these mini-projects, which allowed
them to be managed inside the executive's normal 2-4 week update
period. ... "?


2. The customer's involvement: suppose this: I have a 5 days task
wich has to start with a meeting with the CEO of the customer
company. I receive the communication that the prior task is finishing
( It will take as late two days for finishing). How can I plan the
meeting without knowing exactly when the prior task will be finished?
Can I plan a meeting with the CEO with so small warning?

3. Right now I manage 30 projects for 30 diffeent customers with 25
peoples and my business partner do the same with the same resources
pool. Which is the best software for manage this? Can I find
algorithmus for the CC?

4. My projects have a follow up of work and they need support (8-16
hours montly). Do I manage also this tasks with CC?

Thank you for your patience

Riccardo
--- In CriticalChain@y..., Frank Patrick <fpatrick@f...> wrote:
> At 7:45 PM -0400 9/30/01, Douglas M. Brown wrote:
> >I meant "only CCPM" (which I interpret as being resource balancing
> >and project chain buffering)
> >as opposed to alternative approaches, which I think was at the
heart
> >of Riccardo's question.
>
> Oh, OK . . . Never mind. We're cool.
>
> I interpreted the heart of the question as the "How" in his
> >How can I manage this (customers as resources) using Critical
chain?
>
> By the way, in my skewed little world, I wouldn't consider the
other
> approaches you mentioned, so for me, there is "only" CCPM.
>
>      ;-)
> --
>
______________________________________________________________________
___
> Francis S. "Frank" Patrick
http://www.focusedperformance.com
>
>   Focused Performance - Management Consulting & Training
>    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
>     908-874-8664         fpatrick@f...
>
>       An Associate of the AGI Network of TOC Consultants and
Educators
>        * * * Powerful Solutions Start with the Right Questions * * *
>
______________________________________________________________________
___

Thank you Frank and thank you Douglas for your answers.
My projects are small: 3-6 tasks each from 8 hours to 40 hours. If I
understand correctly DOuglas says: "You can manage the tasks with a
Todo list instead of break each task in smaller tasks". Is this
correct?
The question about the customers is this:
I've a tasks and this task should be planned to be worked by the
customer's site and the customer have to plan a meeting with me at
the start of this task. I receive the notification that the prior
task is ending tommorow or as late the day after tomorrow
. The problem is that I can't plan a probalistic day for the meeting.
How should I manage this external planning problem?

Another question: my projects are small but are a big number (today I
manage 30 projects for 25 peoples (Yes,  of course, I do
multitasking !) and my business-partner do the same with the same
resources pool. Which is the best critical chain software for manage
this?

Another question: can I manage also the follow up days or the support
to the customer with the CC?

Thank you for your patience
and sorry for my English.

Riccardo



--- In CriticalChain@y..., Frank Patrick <fpatrick@f...> wrote:
> At 3:28 PM -0400 9/29/01, Douglas M. Brown wrote:
> >I would think that only critical chain would apply in your case --
> >the projects are too small for detailed activity-level management.
>
> I'm not so sure. IMHO, the 8- to 40-hour tasks mentioned by
Riccardo
> are more than manageable with the daily update of task status that
is
> ideal for buffer management.
>
> Actually, while awaiting Riccardo's response to another post
> regarding actual project size, the use of Resource Alerts (aka
> Resource Buffers) are highly useful when dealing with
> multi-organization projects. The customer, if they want the project
> in a timely manner, needs to participate in the relay race and
> therefore be ready to act on their task when its predecessors are
> complete. Resource Alerts/Buffers are the CC mechanism for helping
to
> assure that resources are waiting for tasks rather than vice versa.
>
> And, Douglas, I probably need some clarity on your use of the word
> "only" in your response. A services environment characterized by a
> number of "small" (or whatever size) projects can benefit from
> synchronized multi-project management.
>
>   -- Frank Patrick
> --
>
______________________________________________________________________
___
> Francis S. "Frank" Patrick
http://www.focusedperformance.com
>
>   Focused Performance - Management Consulting & Training
>    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
>     908-874-8664         fpatrick@f...
>
>       An Associate of the AGI Network of TOC Consultants and
Educators
>        * * * Powerful Solutions Start with the Right Questions * * *
>
______________________________________________________________________
___

Riccardo -- I just remembered, there was an earlier thread in the CriticalChain
list that touched on this. Did you check the older messages? This one . . .

http://groups.yahoo.com/group/CriticalChain/message/62

  . . . in particular discusses the involvement of customers as resources.

I hope this helps.

  -- Frank Patrick

** For Riccardo:

1. My projects are small project (3-6 task each of 8-40 hours).
If I understand correctly you suggest to use CC and a ToDo list and
don't break the tasks in smaller tasks. Douglas, what do you mean
with ""... fast track" label for these mini-projects, which allowed
them to be managed inside the executive's normal 2-4 week update
period. ... "?

** Most executives (at a senior level in a major corporation) cannot take
the time to have meetings more than once a week or so.  And if there are
very large dollar-value projects in the portfolio, they will probably focus
on resolving issues with those.
And they should not spend a lot of time approving and reviewing small
projects.
So we use the fast-track category to represent projects that meet certain
criteria and so do not have to go through the full PMBOK/CMM cycle.  they
can then be included in the full portfolio reports, but the y move so fast
that the executive really can only see Green on the start week, Green on the
3rd week and then by week 6 either Done or Red if we find out there is a
problem (on such a short job, you won't know by week 3!).
For these projects, an elaborate PERT/CPM chart is inappropriate or more
trouble than it is work: that's where the do-list works best.

2. The customer's involvement: suppose this: I have a 5 days task
wich has to start with a meeting with the CEO of the customer
company. I receive the communication that the prior task is finishing
( It will take as late two days for finishing). How can I plan the
meeting without knowing exactly when the prior task will be finished?
Can I plan a meeting with the CEO with so small warning?

** You MUST plan a meeting with the CEO.  It may take you three days to set
it up.  Does it really matter if you hold that meeting a day or so early?

3. Right now I manage 30 projects for 30 diffeent customers with 25
peoples and my business partner do the same with the same resources
pool. Which is the best software for manage this? Can I find
algorithmus for the CC?

** Yes, that is the question I would like to have answered as well.  But
again, as short as the projects are, a group strategy session and a
spreadsheet might be the best tool.

4. My projects have a follow up of work and they need support (8-16
hours montly). Do I manage also this tasks with CC?

**I personally can't afford to plunk down several grand for a copy of CCPM
software.
So I use project.  What I do to reflect this is that I include an
"administration" line where I account for those kinds of ongoing resource
commitments to make sure they are included in the resource's 40-hour week.

** Good luck!

Thank you for your patience

Riccardo
--- In CriticalChain@y..., Frank Patrick <fpatrick@f...> wrote:
> At 7:45 PM -0400 9/30/01, Douglas M. Brown wrote:
> >I meant "only CCPM" (which I interpret as being resource balancing
> >and project chain buffering)
> >as opposed to alternative approaches, which I think was at the
heart
> >of Riccardo's question.
>
> Oh, OK . . . Never mind. We're cool.
>
> I interpreted the heart of the question as the "How" in his
> >How can I manage this (customers as resources) using Critical
chain?
>
> By the way, in my skewed little world, I wouldn't consider the
other
> approaches you mentioned, so for me, there is "only" CCPM.
>
>      ;-)
> --
>
______________________________________________________________________
___
> Francis S. "Frank" Patrick
http://www.focusedperformance.com
>
>   Focused Performance - Management Consulting & Training
>    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
>     908-874-8664         fpatrick@f...
>
>       An Associate of the AGI Network of TOC Consultants and
Educators
>        * * * Powerful Solutions Start with the Right Questions * * *
>
______________________________________________________________________
___




________________________________________________________________________
________________________________________________________________________

Message: 2
    Date: Mon, 01 Oct 2001 18:38:22 -0000
    From: riccardo_zulian@...
Subject: Re: Planning with the customer

Thank you Frank and thank you Douglas for your answers.
My projects are small: 3-6 tasks each from 8 hours to 40 hours. If I
understand correctly DOuglas says: "You can manage the tasks with a
Todo list instead of break each task in smaller tasks". Is this
correct?
The question about the customers is this:
I've a tasks and this task should be planned to be worked by the
customer's site and the customer have to plan a meeting with me at
the start of this task. I receive the notification that the prior
task is ending tommorow or as late the day after tomorrow
. The problem is that I can't plan a probalistic day for the meeting.
How should I manage this external planning problem?

Another question: my projects are small but are a big number (today I
manage 30 projects for 25 peoples (Yes,  of course, I do
multitasking !) and my business-partner do the same with the same
resources pool. Which is the best critical chain software for manage
this?

Another question: can I manage also the follow up days or the support
to the customer with the CC?

Thank you for your patience
and sorry for my English.

Riccardo



--- In CriticalChain@y..., Frank Patrick <fpatrick@f...> wrote:
> At 3:28 PM -0400 9/29/01, Douglas M. Brown wrote:
> >I would think that only critical chain would apply in your case --
> >the projects are too small for detailed activity-level management.
>
> I'm not so sure. IMHO, the 8- to 40-hour tasks mentioned by
Riccardo
> are more than manageable with the daily update of task status that
is
> ideal for buffer management.
>
> Actually, while awaiting Riccardo's response to another post
> regarding actual project size, the use of Resource Alerts (aka
> Resource Buffers) are highly useful when dealing with
> multi-organization projects. The customer, if they want the project
> in a timely manner, needs to participate in the relay race and
> therefore be ready to act on their task when its predecessors are
> complete. Resource Alerts/Buffers are the CC mechanism for helping
to
> assure that resources are waiting for tasks rather than vice versa.
>
> And, Douglas, I probably need some clarity on your use of the word
> "only" in your response. A services environment characterized by a
> number of "small" (or whatever size) projects can benefit from
> synchronized multi-project management.
>
>   -- Frank Patrick
> --
>
______________________________________________________________________
___
> Francis S. "Frank" Patrick
http://www.focusedperformance.com
>
>   Focused Performance - Management Consulting & Training
>    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
>     908-874-8664         fpatrick@f...
>
>       An Associate of the AGI Network of TOC Consultants and
Educators
>        * * * Powerful Solutions Start with the Right Questions * * *
>
______________________________________________________________________
___




________________________________________________________________________
________________________________________________________________________

Message: 3
    Date: Mon, 01 Oct 2001 17:05:54 -0000
    From: "Frank Patrick" <fpatrick@...>
Subject: Re: Planning with the customer

Riccardo -- I just remembered, there was an earlier thread in the
CriticalChain
list that touched on this. Did you check the older messages? This one . . .

http://groups.yahoo.com/group/CriticalChain/message/62

  . . . in particular discusses the involvement of customers as resources.

I hope this helps.

  -- Frank Patrick



________________________________________________________________________
________________________________________________________________________



Your use of Yahoo! Groups is subject to http://docs.yahoo.com/info/terms/

At 7:03 PM +0000 10/1/01, riczulian@... wrote:
>. . . snip . . .
>2. The customer's involvement: suppose this: I have a 5 days task
>wich has to start with a meeting with the CEO of the customer
>company. I receive the communication that the prior task is finishing
>( It will take as late two days for finishing). How can I plan the
>meeting without knowing exactly when the prior task will be
>finished? Can I plan a meeting with the CEO with so small warning?

This is a perfect example of the value of the idea of a resource
alert and the use of buffers to allow the (not necessarily)
inevitable flex that will occur when the CEO is tough to schedule.
The scheduling lead time has to be set by the CEO (or his/her
gatekeeper). As the project progresses, you will reach a reasonable
expectation of the need for the meeting being that x days away
through daily update of task and buffer status. This will then
trigger the scheduling process with the CEO's office.

By the way, I would expect that the CEO knows of the need to
participate in the project and that that participation is going to
result in a meeting/task so that it isn't a surprise to him/her. I
would also expect that, as a key resource in the project, s/he knows
how the project is to be managed, and that there may be some flex
from what might be perceived as an original baseline date. In
building the project plan, I would also recognize the reality of the
difficulty of nailing down the calendar of a CEO by defining this
meeting task as something like a 1 day aggressive and 3 or 4 day safe
task so that the buffer associated with this task takes the situation
into consideration and can absorb a bit of delay without jeopardizing
the commitment.

The bottom line is reflected in a statement that I often find myself
making in the course of helping a company implement Critical Chain
and Multi-Project Management . . .

	 "That's what buffers are for."

>3. Right now I manage 30 projects for 30 diffeent customers with 25
>peoples and my business partner do the same with the same resources
>pool. Which is the best software for manage this? Can I find
>algorithmus for the CC?

I hope all these projects are not active at the same time. 60 active
projects for 25 people sounds like a classic case of expecting 10
pounds of projects to go through a 5 pound pipe. I'd be curious about
the on-time performance in this environment and how individual
commitments are made when there is widespread multi-tasking. If the
typical situation is partially completed tasks waiting for resources
who are working on other tasks, I would expect that there is
considerable potential for improvement in both on-time performance
AND volume of projects that you can complete in a given amount of
time.

To eliminate the pressures to multitask from this kind of environment
requires the ability to understand the capabilities and capacities of
your various resource skills, choose a gating resource, accept
updates of estimated times to complete active tasks, and seamless
translation of task status to buffer status to determine where the
best use of the resource's time would be. Any of the currently
available CC-capable multi-project software (Scitor PS8, ProChain
Plus, and Concerto, in ascending order of relative cost) will do
these things nicely.

Without more insight into the complexity of the projects, I hesitate
to get more specific in a recommendation in a public forum like this.
More important than what software should be used is the understanding
of the uncertainty and variability that will exist in your projects
no matter what process you use, and of effective (and ineffective)
ways of dealing with it.

>4. My projects have a follow up of work and they need support (8-16
>hours montly). Do I manage also this tasks with CC?

Is that 8-16 hours (1-2 days) monthly PER PROJECT or in aggregate? If
it's per project, how long (how many months) does this continue? Is
it necessary that same resources associated with the projects perform
the support?

If it's single event follow-up, I might include it as a delayed task
in the original project (but with its own buffer separate from the
implementation completion buffer), since it will occur in a planable
manner. If it's long-term, ad-hoc support, and a dedicated support
team is not practical or possible, it will be a matter of taking this
into consideration when developing the understanding of the
capacities of the resources for planning and synchronization
purposes, either by reducing the effective quantity of resources
available to be used in planning a project or by increasing the size
of the capacity buffer (between different projects' use of the
synchronizing resource), adding a bit more stagger (providing
available time for support) between the scheduled launches of
projects.

Again -- The actual approach will depend on closer familiarity with
the situation. Beyond the basics, there is no such thing as a canned
solution.

   -- Frank Patrick
--
_________________________________________________________________________
Francis S. "Frank" Patrick              http://www.focusedperformance.com

   Focused Performance - Management Consulting & Training
    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
     908-874-8664         fpatrick@...

       An Associate of the AGI Network of TOC Consultants and Educators
        * * * Powerful Solutions Start with the Right Questions * * *
_________________________________________________________________________

Thank you again Patrick for your help.
I will think at your inputs.
About Concerto: where can I find information about it?
RIccardo

--- In CriticalChain@y..., Frank Patrick <fpatrick@f...> wrote:
> At 7:03 PM +0000 10/1/01, riczulian@y... wrote:
> >. . . snip . . .
> >2. The customer's involvement: suppose this: I have a 5 days task
> >wich has to start with a meeting with the CEO of the customer
> >company. I receive the communication that the prior task is
finishing
> >( It will take as late two days for finishing). How can I plan the
> >meeting without knowing exactly when the prior task will be
> >finished? Can I plan a meeting with the CEO with so small warning?
>
> This is a perfect example of the value of the idea of a resource
> alert and the use of buffers to allow the (not necessarily)
> inevitable flex that will occur when the CEO is tough to schedule.
> The scheduling lead time has to be set by the CEO (or his/her
> gatekeeper). As the project progresses, you will reach a reasonable
> expectation of the need for the meeting being that x days away
> through daily update of task and buffer status. This will then
> trigger the scheduling process with the CEO's office.
>
> By the way, I would expect that the CEO knows of the need to
> participate in the project and that that participation is going to
> result in a meeting/task so that it isn't a surprise to him/her. I
> would also expect that, as a key resource in the project, s/he
knows
> how the project is to be managed, and that there may be some flex
> from what might be perceived as an original baseline date. In
> building the project plan, I would also recognize the reality of
the
> difficulty of nailing down the calendar of a CEO by defining this
> meeting task as something like a 1 day aggressive and 3 or 4 day
safe
> task so that the buffer associated with this task takes the
situation
> into consideration and can absorb a bit of delay without
jeopardizing
> the commitment.
>
> The bottom line is reflected in a statement that I often find
myself
> making in the course of helping a company implement Critical Chain
> and Multi-Project Management . . .
>
>  "That's what buffers are for."
>
> >3. Right now I manage 30 projects for 30 diffeent customers with
25
> >peoples and my business partner do the same with the same
resources
> >pool. Which is the best software for manage this? Can I find
> >algorithmus for the CC?
>
> I hope all these projects are not active at the same time. 60
active
> projects for 25 people sounds like a classic case of expecting 10
> pounds of projects to go through a 5 pound pipe. I'd be curious
about
> the on-time performance in this environment and how individual
> commitments are made when there is widespread multi-tasking. If the
> typical situation is partially completed tasks waiting for
resources
> who are working on other tasks, I would expect that there is
> considerable potential for improvement in both on-time performance
> AND volume of projects that you can complete in a given amount of
> time.
>
> To eliminate the pressures to multitask from this kind of
environment
> requires the ability to understand the capabilities and capacities
of
> your various resource skills, choose a gating resource, accept
> updates of estimated times to complete active tasks, and seamless
> translation of task status to buffer status to determine where the
> best use of the resource's time would be. Any of the currently
> available CC-capable multi-project software (Scitor PS8, ProChain
> Plus, and Concerto, in ascending order of relative cost) will do
> these things nicely.
>
> Without more insight into the complexity of the projects, I
hesitate
> to get more specific in a recommendation in a public forum like
this.
> More important than what software should be used is the
understanding
> of the uncertainty and variability that will exist in your projects
> no matter what process you use, and of effective (and ineffective)
> ways of dealing with it.
>
> >4. My projects have a follow up of work and they need support (8-
16
> >hours montly). Do I manage also this tasks with CC?
>
> Is that 8-16 hours (1-2 days) monthly PER PROJECT or in aggregate?
If
> it's per project, how long (how many months) does this continue? Is
> it necessary that same resources associated with the projects
perform
> the support?
>
> If it's single event follow-up, I might include it as a delayed
task
> in the original project (but with its own buffer separate from the
> implementation completion buffer), since it will occur in a
planable
> manner. If it's long-term, ad-hoc support, and a dedicated support
> team is not practical or possible, it will be a matter of taking
this
> into consideration when developing the understanding of the
> capacities of the resources for planning and synchronization
> purposes, either by reducing the effective quantity of resources
> available to be used in planning a project or by increasing the
size
> of the capacity buffer (between different projects' use of the
> synchronizing resource), adding a bit more stagger (providing
> available time for support) between the scheduled launches of
> projects.
>
> Again -- The actual approach will depend on closer familiarity with
> the situation. Beyond the basics, there is no such thing as a
canned
> solution.
>
>   -- Frank Patrick
> --
>
______________________________________________________________________
___
> Francis S. "Frank" Patrick
http://www.focusedperformance.com
>
>   Focused Performance - Management Consulting & Training
>    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
>     908-874-8664         fpatrick@f...
>
>       An Associate of the AGI Network of TOC Consultants and
Educators
>        * * * Powerful Solutions Start with the Right Questions * * *
>
______________________________________________________________________
___

riczulian@... wrote:

> About Concerto: where can I find information about it?
> RIccardo

Web page http://www.speedtomarket.com/

If you want to schedule a webex demo, contact Vikas @ 408.271.1711,
VNarayan@...

They will need to talk on the phone with you for about 15 minutes to
understand your environment prior to scheduling a demo.
--
----------------------------
Senior Leadership Consultant
The Product Development Institute, Inc
Visit our home page:  http://www.pdinstitute.com/
SynchMan@...
(360) 862-0803 Or
(425) 879-2331 (Mobile) <==Note New Number!

Riccardo,

You can find information on Concerto at www.speedtomarket.com

Brendan Fox
Senior Consultant
The TOC Center
www.tocc.com
bfox@...
203/776-4877

Lately, I have been thinking on the posibility to use CC to guide the
implementation of improvement (TOC)projects in a manufacturing company, but
I see some NBRs in the way, I fear that if a task is assigned, letīs say, to
the CFO, it is almost impossible that he completely stops doing every other
day to day important tasks, in order to take care of the CC task until he
finishes, the sincronization of projects, exploits the drum resource, but
the drum resource is also assigned day to day duties, so he(tehm) will also
be into a multi-tasking dilemma, also resources  will inflate time
estimates, because they are aware of theirs day to day.
As I write this, realize that maybe this is the way that it is, at least I
have all the other benefits of cc, planning, programming, sincronizing,
traking and decission making, I have to take into account that they donīt
make a living from projects, they have to run theeir bussines, and improve
it, the best they can.

This makes me realize the cloud they live with.

A-Run a succesful company
B-Improve continuously
D-Behave as a rely team member for improvement projects
C-Take care of my day to day duties
Dī-Work on the day to day tasks


Cordially
Juan

Lately, I have been thinking on the posibility to use CC to guide the implementation of improvement (TOC)projects in a manufacturing company, but I see some NBRs in the way, I fear that if a task is assigned, letīs say, to the CFO, it is almost impossible that he completely stops doing every other day to day important tasks . . . snip . . .

This makes me realize the cloud they live with.

A-Run a succesful company
B-Improve continuously
D-Behave as a rely team member for improvement projects
C-Take care of my day to day duties

Dī-Work on the day to day tasks

(For more information on Evaporating Clouds in general, along with other TOC Thinking Process tools, check out a paper I wrote for the Institute of Industrial Engineers, found at . . .

<http://www.focusedperformance.com/articles/resistance.html>)

-----Mensaje original-----
De: Frank Patrick [mailto:fpatrick@...]
Enviado el: Lunes 15 de Octubre de 2001 09:50 PM
Para: CriticalChain@yahoogroups.com
Asunto: Re: [CriticalChain] Non project organizations

-->

At 10:51 AM -0500 10/13/01, Juan A. Cisneros M. wrote . . .

Lately, I have been thinking on the posibility to use CC to guide the implementation of improvement (TOC)projects in a manufacturing company, but I see some NBRs in the way, I fear that if a task is assigned, letīs say, to the CFO, it is almost impossible that he completely stops doing every other day to day important tasks . . . snip . . .

I occasionally find myself consulting with smaller companies, not only on project management, but in areas of strategy and the management of their constraints. Typically the implementation of a set of tactical objectives (Juan's improvement projects) can be seen as a set of projects. Also, typically, the management team are key resources that have to participate in and be shared among the projects (and among day-to-day responsibilities). Such a small-to-mid-size company is a clear example of a multi-project environment.

Juan continues . . .

This makes me realize the cloud they live with.

A-Run a succesful company
B-Improve continuously
D-Behave as a rely team member for improvement projects
C-Take care of my day to day duties

Dī-Work on the day to day tasks

Since this is a primarily project management discussion list and some readers may not be familiar with TOC terminology used by Juan, the "cloud" to which he refers is the TOC Thinking Process tool more formally known as an "Evaporating Cloud," or more generally as a conflict diagram. It is used to verbalize a conflict or dilemma in terms of an objective (A), its requirements (B and C), and their conflicting prerequisites (D and D').

(For more information on Evaporating Clouds in general, along with other TOC Thinking Process tools, check out a paper I wrote for the Institute of Industrial Engineers, found at . . .

<http://www.focusedperformance.com/articles/resistance.html>)

Juan's example would be read as . . .

In order to . . .

A - Run a successful company,

  We must . . .

  B - Improve continuously

    In order to . . .

      B - Improve continuously

        I must . . .

          D - Behave as a [reliable] team member for improvement projects

In order to . . .

A - Run a successful company,

  I must . . .

  C - Take care of my day to day duties

    In order to . . .

      C - Take care of my day to day duties

        I must . . .

          D' - Work on my day to day tasks

D - Behaving as a [reliable] team member for improvement projects

 . . . is in conflict with . . .

D' - Working on my day to day tasks

Each of these connections (the "musts" and the conflict) are supported by reasons or assumptions, some more valid than others. The cloud is used to first verbalize the conflict so that assumptions can be raised.

On the surface, the conflict (D-D') might exist for the following reasons . . .

D - Behaving as a [reliable] team member for improvement projects

 . . . is in conflict with . . .

D' - Working on my day to day tasks

 . . . because . . .

  1) I can't work on project tasks and day-to-day tasks at the same time.

  2) There is limited time to do both in a timely manner.

  3) I can't see project work coming, or plan for doing it in a timely manner.

  4) Being a reliable project team member means I must always drop

      everything else and work on project tasks exclusively.

  5) I have no guidance for priority between tasks.

I have a few thoughts on assumptions 3, 4, and 5, but before getting into possible solutions, I'd be curious to hear from others -- especially Juan, since it's his cloud -- about other assumptions that might exist.

 -- Frank Patrick

To unsubscribe from this discussion, send an email to:
CriticalChain-unsubscribe@egroups.com
Any administrative comments or questions should be sent to:
CriticalChain-owner@egroups.com


Your use of Yahoo! Groups is subject to the Yahoo! Terms of Service.

As I see it, the cloud has to be borken on the D-D' arrow, because as you noticed, it is a small company, and as long as they dont have a team completeley assigned to projects, they will have to use the day to day people as project's resources, . . .

. . . this makes me realize something ----organizations rarely recognize the importance of having excess capacity, this is not excess capacity,this is improvement capacity!, . . .

. . . maybe this is the direction of the solution, but it is a very big high flying pig-----, . . .

. . . back to the project, they have  been trained in CC principles, they have a project plan with CC applied, so they are able to know how and when to assign tasks, the CC tasks have it's resource buffers, so they have every thing in place, the only thing needed is their compromise to accept to work on assigned tasks, as focused as possible.

Dealt with via good dependency networks and resource buffers/alerts.

To the extent that the project's promises aren't threatened. Given a clear view into the implications of less than perfect relay-race behavior (via buffer management), the resources are in a better position to make the appropriate decisions.

Buffer management (which you didn't mention, but I assume is in place) provides a clear sense of priority by providing information on the health of the project promise.

Juan:
You may find the XP software development technique useful.  It is the same
idea as CC in that it addresses short, intense bursts of focused activity.
Actually even good ole MS-Project had the same idea with "efficiency"
percentages.  The important thing is to break the work up into chunks within
which the person can commit to being pretty much focused on that one thing
for the time needed.  You'd be surprised how short that can be.  especially
fro someone like the CFO, I doubt that you would really need days and days
of his/her (oink) time for any one activity; what you need is a commitment
that the time will be made available when it is needed, given reasonable
warning.
Regards,
Doug Brown

--- "Douglas M. Brown" <padgettbrown@y...> wrote:
> . . . snip . . . what you need is a commitment that the time will be made
> available when it is needed, given reasonable warning.

And the Critical Chain mechanism for that is the Resource Buffer/Alert.

  - fp -

One bit of discussion list nettiquete I'd like to remind the list of.

Some of us read the list as individual messages, some read it as a daily
digest. For those of you who use the digest form, please take a moment
when posting a response to think about your subject line. If the message to
which you are responding has a meaningful subject, and your response has a
direct relationship to that subject, please be sure your subject line reflects
that orginal message.

If you don't, we'll have a whole bunch of threads on the fascinating topic of
"Digest Number 95" or "Digest Number 85."

Thank you for your attention.

We now return to our regularly scheduled programming.

  - fp -

If any CriticalChain list participants are planning to attend the
Project Management Institute's annual symposium in November, let's
think about using this list to coordinate a Critical Chain Gang
face-to-face gathering. It could be something as simple as a lunch
table together.

I plan on being there for the presentation of a paper on the
implications of Critical Chain to traditional Risk Management
processes. It will be on Tuesday, November 6 at 2:15pm in the Risk
Management Track. If you are attending, please try to stop by and
introduce yourself.

If you can't attend, you can see an expanded version of the paper at . . .
<http://www.focuseperformance.com/articles/ccrisk.html>

If you do read the paper, this list would be a good place to discuss
your comments and questions.
--
_________________________________________________________________________
Francis S. "Frank" Patrick              http://www.focusedperformance.com

   Focused Performance - Management Consulting & Training
    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
     908-874-8664         fpatrick@...

       An Associate of the AGI Network of TOC Consultants and Educators
        * * * Powerful Solutions Start with the Right Questions * * *
_________________________________________________________________________

Doug

Basically what u are saying is to find out what he
actuals does or rather contributes to the project
activity (in a way exploit and subordinate things to
him) and it might be safe to add a resource buffer on
him (i.e. if he is really a busy man i.e. a
constraint)

Ajay


>    Date: Fri, 19 Oct 2001 19:53:21 -0400
>    From: "Douglas M. Brown" <padgettbrown@...>
> Subject: RE: Digest Number 95
>
> Juan:
> You may find the XP software development technique
> useful.  It is the same
> idea as CC in that it addresses short, intense
> bursts of focused activity.
> Actually even good ole MS-Project had the same idea
> with "efficiency"
> percentages.  The important thing is to break the
> work up into chunks within
> which the person can commit to being pretty much
> focused on that one thing
> for the time needed.  You'd be surprised how short
> that can be.  especially
> fro someone like the CFO, I doubt that you would
> really need days and days
> of his/her (oink) time for any one activity; what
> you need is a commitment
> that the time will be made available when it is
> needed, given reasonable
> warning.
> Regards,
> Doug Brown
>
>
>
>
>
________________________________________________________________________
>
________________________________________________________________________
>
>
>
> Your use of Yahoo! Groups is subject to
> http://docs.yahoo.com/info/terms/
>
>


__________________________________________________
Do You Yahoo!?
Make a great connection at Yahoo! Personals.
http://personals.yahoo.com

Douglas M. Brown wrote:

> Juan:
> You may find the XP software development technique useful.  It is the same
> idea as CC in that it addresses short, intense bursts of focused activity.

  > ...

Or agile modeling.   www.agilemodeling.com



--
Vic Williams  - process facilitator - (604)433-5189
--
"The essence of Personal Mastery is learning how to generate and sustain
creative tension in our lives.  Creative tension is generated from the
gap between our vision and our current reality (where we are now)."
-- "The Fifth Discipline"

. . . maybe this is the direction of the solution, but it is a very big high flying pig-----, . . .

Which assumption would this direction invalidate? I would guess my 1 and 2.

  1) I can't work on project tasks and day-to-day tasks at the same time.

  2) There is limited time to do both in a timely manner.

And where would you get more CFO capacity? There may be some off-loading possible, but I generally agree with you on this little piggy's altitude.

(By the way, for non-TOCers, we've got another jargon alert. When you hear someone referring to a proposal as a "flying pig," it means that it'll probably happen "when pigs fly," i.e., it is highly unlikely to make it happen.)

. . . back to the project, they have  been trained in CC principles, they have a project plan with CC applied, so they are able to know how and when to assign tasks, the CC tasks have it's resource buffers, so they have every thing in place, the only thing needed is their compromise to accept to work on assigned tasks, as focused as possible.

I like your last phrase -- "as focused as possible." The reality of this environment is that absolute focus -- perfect relay race behavior -- is a stretch goal. As long as it is strived for, and implications of not attaining it are kept in front of the team (via buffer management), at least it has moved into the realm of the manageable and out of the realm of chaos.

So what you describe as having put in place with the CC approach are ways of invalidating my key assumptions. From my list:

  3) I can't see project work coming, or plan for doing it in a timely manner.

Dealt with via good dependency networks and resource buffers/alerts.

  4) Being a reliable project team member means I must always drop

      everything else and work on project tasks exclusively.

To the extent that the project's promises aren't threatened. Given a clear view into the implications of less than perfect relay-race behavior (via buffer management), the resources are in a better position to make the appropriate decisions.

  5) I have no guidance for priority between tasks.

Buffer management (which you didn't mention, but I assume is in place) provides a clear sense of priority by providing information on the health of the project promise.

In classic project environments, like IT or R&D, the ability to manage for focus is clearer than in the general management/improvement project environment. That being the case, when developing the CC schedules for such teams, I would advise to take that "unavoidable" interference into account when soliciting the "safe estimates" for sizing buffers. Use buffer management to identify what kinds of things are getting in the way of that focus. Then, work to minimize that day-to-day interference so that future improvement projects don't have to carry such a buffer load in the promised lead times.

Actually if you go back to that flying pig of acquiring more capacity, I think you'll see that in the long run, getting the system into a manageable state, and using buffer management to help identify the things that are getting in the way of project performance, more capacity will be uncovered, bringing the pig a bit closer to the ground.

--
_________________________________________________________________________
Francis S. "Frank" Patrick              http://www.focusedperformance.com

 Focused Performance - Management Consulting & Training

  601 Route 206, Suite 26-451, Hillsborough, NJ 08844

   908-874-8664         fpatrick@...

     An Associate of the AGI Network of TOC Consultants and Educators

      * * * Powerful Solutions Start with the Right Questions * * *
_________________________________________________________________________

To unsubscribe from this discussion, send an email to:
CriticalChain-unsubscribe@egroups.com
Any administrative comments or questions should be sent to:
CriticalChain-owner@egroups.com


Your use of Yahoo! Groups is subject to the Yahoo! Terms of Service.

Here something about lack of slack:


EXTENDED PERIODS OF CHALLENGING DEMANDS IN HIGH
TECH WORK – CONSEQUENCES FOR EFFICIENCY,
QUALITY OF LIFE AND HEALTH

Anita Rissler, Ph.D.

Department of Psychology

University of Stockholm

Sweden


http://www.BRAINSnCHIPS.com/flexirisk/

Due to a personal emergency, I had to turn around half way to
Tennessee and therefore was not able to personally deliver my
presentation in the PMI Symposium Risk Management Track. David
Jacobs, track chairman, arrange for someone else to walk through my
(fortunately) verbose Powerpoint presentation. If anyone was there,
and was hesitant to raise any questions due to the stand-in
presenter, please send them my way.

If you're really interested, a web-based version of the paper can be
found at . . .
<http://www.focusedperformance.com/articles/ccrisk.html>

I'm sorry if I promised to make contact with some of you in
Nashville. Maybe some other time.

   -- Frank Patrick
--
_________________________________________________________________________
Francis S. "Frank" Patrick              http://www.focusedperformance.com

   Focused Performance - Management Consulting & Training
    601 Route 206, Suite 26-451, Hillsborough, NJ 08844
     908-874-8664         fpatrick@...

       An Associate of the AGI Network of TOC Consultants and Educators
        * * * Powerful Solutions Start with the Right Questions * * *
_________________________________________________________________________

> Due to a personal emergency, I had to turn around half way to
> Tennessee and therefore was not able to personally deliver my

Frank,

I hope everything's well with you.

I noticed that this paper will also be presented at HK World Project
Management week.  Congratulations!  And thanks for making it available
on the web.  I am in HK, but the price of the conference is steep
so it's unlikely I could attend.

Vincent Alcalde
Hong Kong

Greetings,
My name is Kevin Relyea, and I am a graduate student at Syracuse
University studying Project Management.  This is my first time
posting to this listserv.  I am currently doing a research paper on
Critical Chain and Program Management (Multi-Projects) and was hoping
to have some help.

I have read all of the articles (including "Program Management -
Turning Many Projects into Few Priorities with TOC") found on the
Focused Performance website, plus most of the resources sited in
those articles.  I have read "Critical Chain", and I almost more than
half through R. Newbold's "Project Management in the Fast Lane".  I
have also gone through most of the postings in this discussion group.
I was hoping for three things:

First, is there any other resources out there that focuses on CC and
Multi-Project, besides the aforementioned resources.  There is one
chapter in "Critical Chain" that discusses CC with regards to
Multi-Projects, and there are several good posts discussing this
topic.  Beyond that, I have found no definitive resource that
explores this topic.

I have found this particularly frustrating since Frank Patrick says
that in Newbold's book he "does go a bit astray in some of the
details of multi-project approach, but the topic has been evolving
and maturing since the book was written."  I was hoping to find the
best most up-to-date resource that discusses this topic.

Second, are they any real success stories from managers who have used
CC as their philosophy for multi-projects.  If so, I would love to
hear some of their stories and even use them in my paper.

Third, are there best practices for using CC for multi-projects.  I
have read everything about creating the buy-in for the entire
organization, but I was wondering if there are any best practices
after the organization adopts CC.

I would really appreciate any suggestions or direction.  Thank you in
advance.

Kevin B. Relyea

kbrelyea@... wrote:

> Greetings,
> My name is Kevin Relyea, and I am a graduate student at Syracuse
> University studying Project Management.  This is my first time
> posting to this listserv.  I am currently doing a research paper on
> Critical Chain and Program Management (Multi-Projects) and was hoping
> to have some help.
>
> I have read all of the articles (including "Program Management -
> Turning Many Projects into Few Priorities with TOC") found on the
> Focused Performance website, plus most of the resources sited in
> those articles.  I have read "Critical Chain", and I almost more than
> half through R. Newbold's "Project Management in the Fast Lane".  I
> have also gone through most of the postings in this discussion group.
> I was hoping for three things:
>
> First, is there any other resources out there that focuses on CC and
> Multi-Project, besides the aforementioned resources.  There is one
> chapter in "Critical Chain" that discusses CC with regards to
> Multi-Projects, and there are several good posts discussing this
> topic.  Beyond that, I have found no definitive resource that
> explores this topic.
> ...
> I would really appreciate any suggestions or direction.  Thank you in
> advance.

You might look at the same ideas expressed in different ways by Senge
and his group (eg "the Fifth Discipline") and for software at
www.agilemodeling.com or the extreme programming groups.

--
Vic Williams  - process facilitator - (604)433-5189
--
The man who makes no mistakes does not usually make anything.
--E. J. Phelps

--- In CriticalChain@y..., Vic Williams <process-facilitator@s...>
wrote:
> You might look at the same ideas expressed in different ways by
Senge
> and his group (eg "the Fifth Discipline") and for software at
> www.agilemodeling.com or the extreme programming groups.

hmmm . . . I know that Senge has a lot of good stuff to say about
thinking in terms of whole systems, but can you point us to the specific "same
ideas" regarding Critical Chain and Multi-Projects.

Regarding Kevin's original question, there are a number of cases
found at the Goldratt Institute website at
<http://www.goldratt.com/success.htm>

When you get there, click on the links to BAE Systems, Lucent
Technologies, Lord Corporation, Anarctic Support Associates, and Synergis
Technologies. Most of these are related to multi-project implementations,
although ASA was really a multiple-single project environment.

Regarding additional published stuff, you might want to look into Larry
Leach's book, Critical Chain Project Management, published by Artech House.

Larry Leach's book "Critical Chain Project Management" is a must read.
Amazon.com

Also, go to his web site http://www.srv.net/~lleach/

Michael N. Carroll


-----Original Message-----
From: Vic Williams [mailto:process-facilitator@...]
Sent: Thursday, November 08, 2001 6:44 AM
To: CriticalChain@yahoogroups.com
Subject: Re: [CriticalChain] Critical Chain and Multi-Projects

kbrelyea@... wrote:

> Greetings,
> My name is Kevin Relyea, and I am a graduate student at Syracuse
> University studying Project Management.  This is my first time
> posting to this listserv.  I am currently doing a research paper on
> Critical Chain and Program Management (Multi-Projects) and was hoping
> to have some help.
>
> I have read all of the articles (including "Program Management -
> Turning Many Projects into Few Priorities with TOC") found on the
> Focused Performance website, plus most of the resources sited in
> those articles.  I have read "Critical Chain", and I almost more than
> half through R. Newbold's "Project Management in the Fast Lane".  I
> have also gone through most of the postings in this discussion group.
> I was hoping for three things:
>
> First, is there any other resources out there that focuses on CC and
> Multi-Project, besides the aforementioned resources.  There is one
> chapter in "Critical Chain" that discusses CC with regards to
> Multi-Projects, and there are several good posts discussing this
> topic.  Beyond that, I have found no definitive resource that
> explores this topic.
> ...
> I would really appreciate any suggestions or direction.  Thank you in
> advance.

You might look at the same ideas expressed in different ways by Senge
and his group (eg "the Fifth Discipline") and for software at
www.agilemodeling.com or the extreme programming groups.

--
Vic Williams  - process facilitator - (604)433-5189
--
The man who makes no mistakes does not usually make anything.
--E. J. Phelps




To unsubscribe from this discussion, send an email to:
CriticalChain-unsubscribe@egroups.com
Any administrative comments or questions should be sent to:
CriticalChain-owner@egroups.com


Your use of Yahoo! Groups is subject to
http://docs.yahoo.com/info/terms/

Frank Patrick wrote:

> --- In CriticalChain@y..., Vic Williams <process-facilitator@s...>
> wrote:
>
>>You might look at the same ideas expressed in different ways by
>> Senge and his group


> hmmm . . . I know that Senge has a lot of good stuff to say about
> thinking in terms of whole systems, but can you point us to the specific "same
> ideas" regarding Critical Chain and Multi-Projects.
>

Actually Senge directly refers to Goldratt, and Larry Leach (below)
directly refers to Senge's work in his writing. Larry points out that
the essential patterns in TOC are identical to some of Senge's work
(and I concur). The different viewpoints on the same patterns help
enlighten understanding.  Some systems archetypes that match in
"The Fifth Discipline" are Balancing Process with Delay, Limits
to Growth, & Fixes that Fail.


Senge has a LOT of stuff on Multi-Projects, but 'his' writings provide

more of a long term corporate entity overview than TOC. 'He' has
a lot of of good stuff on effective individual multi-tasking-projects.
One 'same idea' is the "A focus on desired results" on page 109 in
"The Dance of Change".  Such work adds a whole spectrum of ways of
looking at opportunities, ways that can nicely complement the generally
more detailed PM view of TOC. Good ways to bring others from other
backgrounds into teams.

.
> Regarding additional published stuff, you might want to look into Larry
> Leach's book, Critical Chain Project Management, published by Artech House.
>



--
Vic Williams  - process facilitator - (604)433-5189
--
The man who makes no mistakes does not usually make anything.
--E. J. Phelps

Hi There

What have you sent me?
What is iconference.exe?

Enquiries:
>
> Exhibits Co-ordinator   Bridget Lee        bridget.lee@...
031 - 250  3700
> Registration Secretary: Sarah Osborne HYPERLINK
mailto:headoffice@... headoffice@...                     031 -
566 2734
> Conference Convenor: Trevor Albertyn trevor@gwi.
>
> To unsubscribe from this discussion, send an email to:
> CriticalChain-unsubscribe@egroups.com
> Any administrative comments or questions should be sent to:
> CriticalChain-owner@egroups.com
>
>
> Your use of Yahoo! Groups is subject to http://docs.yahoo.com/info/terms/
>
>

DO NOT OPEN ANY EXECUTABLE
FILE WITHOUT VIRUS CHECKING!

The following "Trojan" type e-mail replicating
virus passed thru my system from another source.

Clean up your system if you opened file
"1conference.exe".

If you did open the file, a similar virus would have been passed
on to some of those listed in your address book with you as
the sender. The exe file name would have changed.

Attachment:  lconference.exe
Virus name: W32.Magistr.39921@mm
Action taken:  Clean succeeded :
File status:  Clean

Santosh Prem