Joe Cooper, PMP is a project, program, and portfolio management consultant with Allegient, LLC in Indianapolis, Indiana USA. His passion is helping organizations to optimize the speed and reliability of their project delivery and turning this improvement into a decisive competitive edge.

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5th PMI Indonesia Symposium & Exhibition 19 & 20 October 2015 | Novotel Hotel Bogor, Indonesia Beyond & Behind: Advancing Business Transformation Through Innovative Project Management

I was 7 years old and collecting stamps as a hobby.

• 15 years in enterprise IT PPM • Joined PMI 2003, PMP 2003, CSM 2007,

PMCP 2010 (TOC Critical Chain) • PMI Central Indiana Chapter: Speaker

Engagement Director 2013 – 2015 • PMI Global Congress Speaker • Graduate studies in Laser Physics at

Oklahoma State University (medical applications)

• Bachelor Degrees in Physics, Mathematics, and Professional Pilot Technology from Indiana State University

Indianapolis “Indy” 500 race track

Indianapolis “Indy” 500 race track start/finish line.

10,001 miles (16,095 km) from Indianapolis to Bogor …but I made it in 26 hours.

So did Harapan.

Factsheet about Harapan: • Born in Cincinnati Zoo • Moving to Indonesia to save

the species from extinction • Now in Way Kambas Nat’l Park

Low Team Morale & Low-trust environments

Missed delivery dates: late projects

Excessive project durations: reduced return on investment (ROI)

Nonproductive multitasking

Uncertainty in task estimates

High amounts of work in progress

Harmony

Conductor??

You are the conductor!

Focus versus Multitasking

50/50 versus 95%

Estimates

Buffer to protect project

delivery date

• Critical path which also takes resource utilization into account – resource allocations / resource leveling

Critical Chain

• Team contingency, visible, manageable, helps set priorities - protects project due dates

Project Buffer (causes positive effects)

• Individual contingency, hidden, gets wasted, caused by low trust – creates negative behaviors on projects

Task Padding (causes negative effects)

Focus versus Multitasking

50/50 versus 95%

Estimates

Buffer to protect project

delivery date

What events

can cause such an effect?

As a graduate student, I studied LASER physics

I needed to

focus LASER light into a small optical fiber

I placed a secondary lens too

close to the focal point

With focus, even

photons can do amazing

things

Volunteer needed

• 1 Volunteer needed on the stage

• Audience can participate using the paper on the table

• You can exchange your game-paper for gift

Prove this equation:

1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X

1,A,I 2,B,II 3,C,III Volunteer (stage)

1,2,3 A,B,C I,II,III Volunteer (stage)

1,A,I 2,B,II 3,C,III Audience (table)

1,2,3 A,B,C I,II,III Volunteer (table)

1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X

1 A I 2 B II 3 C III 4 D IV 5 E V 6 F VI 7 G VII 8 H VIII 9 I IX 10 J X

46 48 50 7 15 25

Multitasking

Focus

P1: A B C D E F G H I J

P2:

P3:

48 Weeks

A B C D E F G H I J 50 Weeks

A B C D E F G H I J 52 Weeks

P1: D E F G H I J

P2:

P3:

20 Weeks

D E F G H I J 28 Weeks

D E F G H I J 36 Weeks

B C A

B C A

B C A

“Any man who can drive safely while kissing a pretty girl is simply not giving the kiss the attention it deserves” –Albert Einstein

Context switching

creates a loss of

productivity, an increase in stress, and a decrease in

quality

“Focus” allows most

tasks (or projects) to complete faster and

with better quality

Even the tasks (or

projects) that start later,

finish earlier

Time to Market and Return on

Investment improve

significantly

• University of London: Multitasking lowers IQ, similar to smoking marijuana or staying up all night

• University of Sussex: Multitasking damages the brain, lowers brain density in the region of empathy and emotional and cognitive control

Focus versus Multitasking

50/50 versus 95%

Estimates

Buffer to protect project

delivery date

Presenter

Presentation Notes

Prob

abilit

y

Time

10% confidence 50% confidence 95% confidence

2 days 5 days 12 days

.20

.40

.60

.80

1.0

“Prediction is very difficult, especially if it’s about the future.” –Nils Bohr

Planned Task

Effo

rt

Time

“Never put off till tomorrow what may be done the day after tomorrow just as well.” –Mark Twain

“Work expands so as to fill the time available for its completion.” –Cyril Northcote Parkinson

Work expands to fill the time allotted –Reliable estimators –Padding will be cut on next estimate –Polishing the cannonball

Heavily padded task durations become self-fulfilling prophecies even when the work is completed “early”

50/50 creates better results

than 95% estimates

Teams become

more engaged

and trust is built

Student syndrome

is eliminated

Parkinson’s law is

eliminated

Focus versus Multitasking

50/50 versus 95%

Estimates

Buffer to protect project

delivery date

Task 1’ Hidden Padding Task 2’ Hidden

Padding Task 3’ Hidden Padding Task 4’ Hidden

Padding

Task 1 Task 2 Task 3 Task 4

Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer Time

Saved

Task 1’ Hidden Padding Task 2’ Hidden

Padding Task 3’ Hidden Padding Task 4’ Hidden

Padding

Task 1 Task 2 Task 3 Task 4

Task 1’ Task 2’ Task 3’ Task 4’ Project Buffer Time

Saved

Presenter

Presentation Notes

Buffe

r con

sum

ed

.Project 1

.Project 2

.Project 3 .Project 4

.Project 5

.Project 6

Project duration

Project buffer protects what

is really important – our project

The buffer can be built

using the task padding we

removed

A buffer equal to 50%

of the new project

duration is appropriate

Projects in red or yellow can receive priority and

management attention

• Mazda Motors – Improved motivation – Made profit after 4 years operating

in red – Cut development time in half: 2

years to 1 year – Increased development capacity – Faster decisions – Fewer surprises / less rework

• Japan - Ministry of Land, Infrastructure, Transport and Tourism (MLIT)

• Win-win-win public works • One day response

• Other company samples • Cycle time reduced from 19 to 8 months • 8 crisis project in one year down to 0 the next year • 98% project on-time delivery • Projects completed per month: 15 to 20 • 30% increase in throughput • 20% faster time to market • Lead time reduced 25%

Chapter 17 www.tocico.org

Joe Cooper email: JoeCooper1@Outlook.com phone: +1 309.212.6305

: joecooper1

www.Allegient.com

: 1joecooper :slideshare.net/JosephCooperPMP

Malu Bertanya Sesat di Jalan – Any questions?