Theory of Constraints Handbook - James Cox Iii [73]
5. Convert project plans into buffered project plans (stagger tasks to avoid resource conflicts within projects and insert integration and project buffers in the required places).
6. Challenge and refine assumptions (data) whenever the calculated project cycle time does not match the expected/desired result (see first item).
7. Share the final project plans15 with all task managers so that they understand their tasks (outputs, precedents, handoffs, etc.) as well as the overall plan.
Additional Tips
A project plan is not a time reporting mechanism. The purpose of a project plan is to provide execution priorities and early warning signals.
Noise factors like “lead and lag” dependencies or “fractional resources” should not be modeled.
A project plan is not a to-do list. Tasks represent intermediate deliverables. If task managers or resources need a to-do list, these activities can be captured under the task as a checklist.
A task is a chunk of work; definitive hand-offs of work characterize task scope. A task should not be broken down into several pieces just because it requires different resources at different times. However, tasks should be broken down to reflect handoffs among main resource types; that is, those resources that are required for most of the task time.
Buffering policy should require projects to have a prescribed minimum amount of buffer before they can be accepted for execution. This will safeguard the buffering rule from project managers who might game the system by having smaller buffers, and from managers who might think buffers are unnecessary. Experience in small as well as large projects, and in one-off as well as repetitive projects, shows that about one-third16 of a project’s total buffered lead time should be buffer; shorter buffers make the priorities sensitive to even minor perturbations and longer buffers tend to delay managerial interventions.
Step 4: Establish Task Management
Task management is about assuring tasks are executed in the proper order of priority and with minimal interruptions, and monitoring remaining duration. Implementing and reinforcing this process is the key to sustained improvements in project performance.
Reporting Remaining Duration
Daily during execution, task managers estimate how much longer it will take to finish each of their tasks-in-progress. With this simple information, the amount of buffer consumed for the corresponding legs can be calculated and compared to the work completed in that leg. This information is then used to calculate task priorities and provide task managers with a report of all the current and upcoming tasks in order of priority, along with the rate of buffer consumption on the corresponding leg.
Tendency to procrastinate17 or not report early finishes is automatically curbed in this process. According to the head of engineering at a North American company, when “red” tasks were visible to all the concerned managers, task managers did not need much prodding to make or to report progress; every morning they would come in, follow up on their tasks to make sure progress was being made, and report the remaining duration.
Assigning Resources
Task managers assign resources to current tasks in order of priority. If resources are not enough to handle even the red tasks (tasks that have crossed the threshold of acceptable buffer consumption), overtime and other such decisions are implemented.
Preparing Tasks
After taking care of current tasks on their plate, task managers turn their attention to upcoming tasks. They ensure that all necessary preparations, such as getting approvals, drawings, materials, etc., are made so that tasks can be done without interruption as soon as the work of the preceding task is complete and available.
Organizations find it useful to formalize the responsibilities of front-line managers around the aforementioned aspects of task management.
Reminder: Do not pressure resources to meet planning estimates! Otherwise, you will soon be back to