agile critical chain live or how to get the foot in the door · agile critical chain live or how to...
TRANSCRIPT
Agile Critical Chain LIVE or How to Get the Foot in the Door
2017-12-14 TOCICO Webinar
Wolfram Muumlller
bull 20 years experience gt 530 projects
bull Medical technology gt construction + process optimization + project management
bull Project Office gt 1amp1 + GMX + webde gt over 500 projects
bull CCPM and Advanced Agile implementations
bull Deputy head of expert group bdquoAgile Managementrdquoof the Association for Project Management Germany
bull Book author
speed4projectsnetdownloadsbuecher
bull 2002 first experience with agile methods(eXtreme Programming in IT Teams)
bull 200809 first successful big agile projects (USA1 ADSL2+)
bull 2010 first hybrid CCPM + Agile single projects (Freenet)
bull 201213 Advanced Agile methods (beyond scrumKanban)3 Generation (simplified Drum-Buffer-Rope)
bull 2013 first hybrid multi project management implementations (eg BOSCH Festo E+H R Wolf)
bull 2014 Optimized speed and sustainability of the change process using self-organization (QuiStainreg)
Why am I here
Contact ndash we like to answer all your questions
+49 171 565 1821
Skype wolframmuellers4P
WolframMuellerVISTEMeu
additional information hellip
Where can I get ndash the excel to manage WIP and
Fevercurve for agile teams
httpreliable-scrumde and ldquodownloadsrdquo here
yoursquoll find the current version and some more stuff
What CCPM Software supports the concepts of
AgileTaskboards
(1) Being Management 3 httpbeingmanagementcom - here you can
find also the white paper of Koichi Ujigawa ndash we share the same ideas
(2) Lynx from A-Dato httpwwwa-datocomtameflow-scrum-kanban
- they were the first who implemented the full stack like described on
the TOCICO 2013 in Bad-Nauheim
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Wolfram Muumlller
bull 20 years experience gt 530 projects
bull Medical technology gt construction + process optimization + project management
bull Project Office gt 1amp1 + GMX + webde gt over 500 projects
bull CCPM and Advanced Agile implementations
bull Deputy head of expert group bdquoAgile Managementrdquoof the Association for Project Management Germany
bull Book author
speed4projectsnetdownloadsbuecher
bull 2002 first experience with agile methods(eXtreme Programming in IT Teams)
bull 200809 first successful big agile projects (USA1 ADSL2+)
bull 2010 first hybrid CCPM + Agile single projects (Freenet)
bull 201213 Advanced Agile methods (beyond scrumKanban)3 Generation (simplified Drum-Buffer-Rope)
bull 2013 first hybrid multi project management implementations (eg BOSCH Festo E+H R Wolf)
bull 2014 Optimized speed and sustainability of the change process using self-organization (QuiStainreg)
Why am I here
Contact ndash we like to answer all your questions
+49 171 565 1821
Skype wolframmuellers4P
WolframMuellerVISTEMeu
additional information hellip
Where can I get ndash the excel to manage WIP and
Fevercurve for agile teams
httpreliable-scrumde and ldquodownloadsrdquo here
yoursquoll find the current version and some more stuff
What CCPM Software supports the concepts of
AgileTaskboards
(1) Being Management 3 httpbeingmanagementcom - here you can
find also the white paper of Koichi Ujigawa ndash we share the same ideas
(2) Lynx from A-Dato httpwwwa-datocomtameflow-scrum-kanban
- they were the first who implemented the full stack like described on
the TOCICO 2013 in Bad-Nauheim
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
bull 2002 first experience with agile methods(eXtreme Programming in IT Teams)
bull 200809 first successful big agile projects (USA1 ADSL2+)
bull 2010 first hybrid CCPM + Agile single projects (Freenet)
bull 201213 Advanced Agile methods (beyond scrumKanban)3 Generation (simplified Drum-Buffer-Rope)
bull 2013 first hybrid multi project management implementations (eg BOSCH Festo E+H R Wolf)
bull 2014 Optimized speed and sustainability of the change process using self-organization (QuiStainreg)
Why am I here
Contact ndash we like to answer all your questions
+49 171 565 1821
Skype wolframmuellers4P
WolframMuellerVISTEMeu
additional information hellip
Where can I get ndash the excel to manage WIP and
Fevercurve for agile teams
httpreliable-scrumde and ldquodownloadsrdquo here
yoursquoll find the current version and some more stuff
What CCPM Software supports the concepts of
AgileTaskboards
(1) Being Management 3 httpbeingmanagementcom - here you can
find also the white paper of Koichi Ujigawa ndash we share the same ideas
(2) Lynx from A-Dato httpwwwa-datocomtameflow-scrum-kanban
- they were the first who implemented the full stack like described on
the TOCICO 2013 in Bad-Nauheim
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Contact ndash we like to answer all your questions
+49 171 565 1821
Skype wolframmuellers4P
WolframMuellerVISTEMeu
additional information hellip
Where can I get ndash the excel to manage WIP and
Fevercurve for agile teams
httpreliable-scrumde and ldquodownloadsrdquo here
yoursquoll find the current version and some more stuff
What CCPM Software supports the concepts of
AgileTaskboards
(1) Being Management 3 httpbeingmanagementcom - here you can
find also the white paper of Koichi Ujigawa ndash we share the same ideas
(2) Lynx from A-Dato httpwwwa-datocomtameflow-scrum-kanban
- they were the first who implemented the full stack like described on
the TOCICO 2013 in Bad-Nauheim
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
additional information hellip
Where can I get ndash the excel to manage WIP and
Fevercurve for agile teams
httpreliable-scrumde and ldquodownloadsrdquo here
yoursquoll find the current version and some more stuff
What CCPM Software supports the concepts of
AgileTaskboards
(1) Being Management 3 httpbeingmanagementcom - here you can
find also the white paper of Koichi Ujigawa ndash we share the same ideas
(2) Lynx from A-Dato httpwwwa-datocomtameflow-scrum-kanban
- they were the first who implemented the full stack like described on
the TOCICO 2013 in Bad-Nauheim
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
what is this thing called AGILE hellip
hellip literally
hellip a mind set
bull focus on the people they are good and valuable
bull focus on the customer value integrate the customer
bull focus on delivery often and get feedback
bull embrace change use the feedback
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
hellip so why this webinar
bull in CCPM there was something missing
the subtask management on team level
bull if we come into a company ndash AGILE is always there
the marketing of AGILE was much better
the customer ask for AGILE the people want to be agile
to get the foot into the door
it is necessary to add the
subtask management
amp and call it agile
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
How-Tos ndash the TOC-Templates ndash The Big Picture
Production
bdquoDBRsDBRldquo
Multi Project
bdquoCCPM-VDldquo
Supply
Chain
bdquoDDMRPldquo
pull
Distribution
Single
Project
bdquoCCPM-BMldquo
Agile
Project
Releses
One Piece
Flow Boards
Tame Flow
Managemnt
Win-Win-
Solutions
QuiStainreg-
able Change
Thinking
Processes
Sales bdquoThe
Machineldquo
Throughput-
Accounting
bdquoTAldquo
Throughput-
SellingT-Innovation
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Template bdquoProductionldquo DBR sDBR
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
bull Characteristicndash many - more or less independet well known bdquowork ordersldquo
ndash touch time lead time ltlt 10
bull Control ParameterWork in Process (WIP) a bdquorealldquo constraint
bull Order ParameterBuffer Consumption (BC) = already consumed lead time
The System Production
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
bull Drum-Buffer-Rope (DBR)ndash one real constraint one buffer release orders triggered by the
constraint
ndash The constraint capability synchronizes due date
ndash The signal (priority) is the already consumed lead time
ndash Lead time divided in three zones ndash green-yellow-red-(black)
Simple System ProductionSupply-Chain
release assemblycontraintbuffer
signal =rope
=drum
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
typical DBR Results
12
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Template bdquoSingle Project Managementldquo CCPM-BM
bull Characteristic
ndash individual endeavor ndash high risk ndash fixed due date
ndash very hard connected tasks with high deviation
ndash touch time lead time gtgt 20 ideal near 90
bull Control Parameterlongest critical chain of work packages
bull Order ParameterLongest Critical Chain Completed (LCC) Buffer Consumption (BC)
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
bull Desynchronization and buffers within every work package are typical
bull Transparent project buffer at project end reduce all durations
bull Report remaining time daily
bull bdquoTraffic lightsldquo indicate buffer consumption
bull Traffic lights = operational priority
bull Portfolio should be lt10 red
bull Result
ndash Actual traffic light status
ndash Synchronised priorities
ndash gt95 due dates met
2 Synchronisation operational priority
buffer
50
Local optimisationUnclear changing statusUnclear operational prioritiesEverybody plans with buffers
Daily feedback of open work
Packages through teamgroup-leader
Bu
ffe
r co
nsu
mp
tio
n
progress
PortfolioTasklist
Traffic lights = operational
priority for everyonelt10 red
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
A CCPM Project Plan
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Fever Curves ndash Worst Examples (from the beginnings)
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
hellip Better Ones
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Template bdquoMulit Project Managementldquo CCPM-VD
bull Characteristic
ndash many more or less independent initiatives (projects)
ndash connected via shared resources or shared critical project phase
bull Control ParameterWork in Process (WIP) a bdquovirtualldquo constraint
bull Order Parameterpercentage of red projects in the portfolio
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
bull Complex systems have just one control point - the constraint
bull 5 focusing steps
bull 4 Bottleneck levels
bull Stagger projects Resultsndash Meet due dates
ndash Transparent capacities
ndash Lead-time decreases
ndash Throughput increases
1 Minimise WIP Set Strategic Priorities
sect1 Identify the constraintsect2 Decide how to use it optimallysect3 Subordinate to the decisionsect4 Expandsect5 Next one back to step 1
Market
IntegrationConcept phase
One team
One employee
Project 1
2
Project 4
Pipeline Stagger
Project 3
5
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Auslastung
10
Team A
Team D
Team F
Team G
100Utilised capacity
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Common Situation hellip
100project
capacity
Load per Team
Team
s
Situationbull too much Work-in-Progress
bull many resource conflicts
real load distributen of a
real company
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
If the Constaint is not overloaded ndash no other team can be overloaded
100
Solutionbull projects were paused until the constraint
is not overloaded any morebull overcapacity is getting transparent
ca 30 resources
were found
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Ressource Management Live
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Worse ndash Better ndash Best Portfolio (Scatter Plot View)
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Focus List ndash Buffer Consuming Tasks of Red Projects hellip
Portfolio of about 35-40 projects in parallel
complex mechatronic innovation projects
250 developer at three international sites
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Focused KVPCIP hellip
hellip optimizing only where it makes sense
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Template One Piece Flow Boards
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
a bdquotypicalldquo Task Board hellip
to prevent
him from
beeing
punished
a so
called
kanban
board
with a
lot of
WIP
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Daily stand up hellip
1 2
3
4
The goal is to have fewer open tasks
than developersin this case there were 12 tasks open for 8 developer
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Taskboards hellip three simple rulez hellip
bull less open (in processin review) subtasks
that available people
bull manage blue (internal) and solve red
(external blockers)
bull reduce the size of the subtask down to
smaller than a day
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
TemplateAgile amp ReliableReleasesWork Packages
bull System Characteristic
ndash many - more or less independent well
known bdquowork ordersldquo (stories)
ndash release with a due date
bull Control Parameter
Work in Process (WIP) a bdquorealldquo
constraint
bull Order Parameter
Burn-Down to Buffer Consumption (BC)
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
The right questions ndash the right solutions
bull How big is your backlog really
bull How high is your throughput velocity
bull How high is your probability of success in
reality
1 6-10 Sprints = one release
2 Stories assign to the release
3 Add missing stories
4 Catch up missing estimates
5 Split up big Stories (gt42)
6 Chase MoSCoW across the Jordan
7 3 point estimate backlog
8 determine true average velocity
9 3 point estimate velocity
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
probabilty of success
worst real best
2 velocity
convolution
operator
time
3 probability over timeabsolute
80
reasonable
due date
1 amount of story points
in the backlog
best real worst
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Probability of Success
Variables
bull Backlog
bull Time
bull Velocity
absolute probability of success
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Likelihood of success
bull Bring Stories in order according priority
bull Keep cutting Backlog until 80 probability is achieved
bull Bring stakeholders on board
bull Negotiate deadlineresourcesscope
until saleable product achieved
Team has sufficient
probability of success
Stakeholders know exactly
what theyrsquore getting ndash
no ambiguity
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
hellip Well Whatlsquos the status of your project
bull Watermelon green
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
ooops ndash but there is a buffer
with real probability of
success
a bit of buffer in the
backlog
a bit of buffer in the
velocity
a real project buffer=
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Progress gt buffer consumption gt traffic light
Progress gtbuffer consumption
= green
Progress ltbuffer consumption
= red
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Scrum with traffic light hellip
bull Burn-Down-Chart
with buffer
bull Traffic light status
via progress
against buffer
consumption
product burndown chart
56
37
estimated time
to completion
due date
progressto
day
buffer
consumption
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
3025
In process hellip
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
35
85
In process hellip
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
56
37
In process helliphellip
Buffer
consum
ed
Progress
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
59
82
In process helliphelliphellip
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
72
78
In process helliphelliphellip
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
80
92
In process helliphelliphelliphellip
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
93
85
In process helliphelliphelliphelliphellip
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
100
91
In process helliphelliphelliphelliphellip
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
End result hellip
bull Backlog = project order clarified
bull Stakeholders know what theyrsquore getting
bull Transparency about progress
bull Product Owner able to manage
bull Fear eliminated ndash high velocity
0
10
20
30
40
50
60
70
80
90
100
0 20 40 60 80 100
Pu
ffe
rve
rbra
uch
Fortschritt
Fieberkurve das Fallbeispiels
Sprin
t 5
Sprin
t 8
example of a fever curve
bull in Sprint 5 started with
reliable scrum
bull in Sprint 8 buffer reduced
because of too much speed
bu
ffe
r co
nsu
mp
tio
n
progress (burn down)
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
one more fever chart helliphellip compared with burn down chart
Which of the diagrams show the urgency better
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Projektstatus nach Critical Chain
Status = Fortschritt zu Pufferverbrauch
X-Achse ist der Fortschritt auf der kritischen Kette
Y-Achse ist der Pufferverbrauch
die Kurve der zeitliche Verlauf
anwendbar auf alle Vorgehensmodelleklassisches Projektmanagement Critical Chain SCRUM Kanban Drum-Buffer-Rope Burn-Down-Charts Controlling von Budgets
Pu
fferv
erb
rau
ch
Fertigstellung auf kritischer Kette
0 ndash
10
10 ndash
20
20 ndash
30
30 ndash
40
40 ndash
50
50 ndash
60
60 ndash
70
70 ndash
80
80 ndash
90
90
ndash100
0 ndash 10
10 ndash 20
20 ndash 30
30 ndash 40
40 ndash 50
50 ndash 60
60 ndash 70
70 ndash 80
80 ndash 90
90 ndash 100
0106
1706
2708
2210
Projektstart 010609
Deadline im Projekt 101109
Ende der kritischen
Kette (Plan-0)
121009
Puffer 29 Tage
Laumlnge kritische Kette 133 Tage
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Fever Curves of Agile Projects hellip
The Wire ndash Android App
1amp1 nTLD new Backend HipRain
STA UFix
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
more Examples hellip
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
even more Examples hellip
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Template bdquoChange Managementldquo
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Strategy amp Tactics hellip step by step
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
How to ldquoBuildrdquo a Rough Masterplan within a Day
bull Simply ask them why will it not work in your company
bull These are the components for your change plan
bull Help them structure it -they will appreciate the order
bull Connect it with the overall (and their) goal
bull THEY have developed a rough masterplan within a day
bull and did a perfect ldquobuild-inrdquo
On the glass wall you see the
ldquoMasterplanrdquo
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
How to ldquoBuildrdquo a Good Buy In
we donlsquot have a
problem
yes therelsquos a problem
but no solution
yes but CCPM is not
the solution
CCPM is the
solution some details
have to be solved in some
workshops
we start now
hellip typical results
at the end of the
second day
of the same workshop
we just ask
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
next Steps hellip
Extended Analysis
bull 1 day preparation and Interviews with key persons validation of the online analysis learn your speech rough solution design
bull 2 days ldquochallengingrdquo of the solution design done by middle management ldquoBuild-inrdquo of management including ldquoSchulterschlussrdquo with top management
Business Alignement
bull 1 day preparation and interviews with management learn about current strategymarket check financial figures
bull 2 days intensive workshop with top management knowledge transfer ensure 100 fitness to overall strategy clarify Dos amp Donlsquots
DevelopMasterplan
bull 1-2 days training in methods and change process
bull 3-4 days preparation and adjustment of the change plan
bull detailed preparation of the first steps of the change ndash kick off
bull clarification of the concrete project targets - KPIs
Implement-ation
bull support for the preparation of next steps
bull audit of the correct implementation
bull in case of deviations - support in finding correct root causes and corrective actions
Stabiliza-tion
bull start of continuous improvement process
bull audit of effective implementation
bull fine tuning of the control mechanisms
bull envision further improvement potential
Buy-In of middle management
and preparation of a valid decision
base to go further
individual and executable change
plan supported by all key players
after 6-12 weeks significant
increase (approx 20-60) of the
task completion rate
stable high performing multi
-project support system
certainty that the change will
effectively support the overall
growth strategy of the company
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
All Together hellip
Dieses Foto von Unbekannter Autor ist lizenziert gemaumlszlig CC BY-SA
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
agile CCPM Product amp Project Framework
Projekt 1
2
Projekt 4
PIPELINE
Projekt 3
5Stakeholder
bdquoPriority Boardldquo
Team
bull Schnelles Feedback zur Situation
bull Im roten Bereich ndashFokus auf Puffer-Wiedergewinn
bull Befaumlhigung zur Eigenverantwortung u Selbstmanagement
bull schnelle lokale Verbesserung
Neue Projekte
today
56
37
Laye
r 1
Mu
ltip
roje
ktLa
yer
2Ei
nze
lpro
jekt
Laye
r 3
Agi
les
Team
Puffer Verbrauchpro Team
fokussierter Kaizenauf die bdquoPufferfresserldquo
KVP
bull Stakeholder transparent informiert
bull schnelle Uumlbersicht bull echter operativer
Statusbull Vertrauen im Team
wird gestaumlrkt
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Richard Wolf+80 more throughput
and full due date reliability
VISTEM Success Stories
Otto Fuchs+60
throughputin two weeks
ldquoThe performance of CCPM is already visible after a few weeks It shows better results than the invest in project management we did for 26 yearsrdquo
refurbishing of a big plant ndashplanned for 8 month done
in just 4throughput in the
hosting area increased by factor 3
packaging machines +33 more sales with same costs
project throughput doubles and lead time reduced by 25 ndash with same costs
Wire Swiss+50 throughput in 2 weeks
ndash due date saved
and more hellip
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
More Prominent Examples from Colleagues hellip
bull Skype (Chris Matts)
bull Haufe Lexware (Olaf Kloumlppel)
httpswwwinfoqcompresentationstheory
-constraints-scale
httpwwwapiacademycoresourcesapi36
0-microservices-summit-the-automated-
monolith
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
Jeff Bezos hellip his favorite books hellip
Quelle httpwwwbusinessinsidercomjeff-bezos-
favorite-business-books-2013-9
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference
The VISTEAM (since 2008)
We learned to use the tools and ideas of the theory of constraints in our daily business and we realized that they are very powerful Now we want to provide these knowledge to others to be successful with it too
Based on the invests of the pasthellip
hellip with just a few ideas ndash making all the difference