Critical Chain Project Management (CCPM), derived from Theory of Constraints, permits spectacular results, thus an increasing number of companies have adopted this projects management approach.
Companies using CCPM have accelerated by average 30% to 60% their projects, in a very wide range of sectors, such as New Product Develpment and aeronautical maintenance (MRO).
Read more about our example of CCPM implementation on our webpage Our case clients.
Furthermore, we now offer a CCPM Advanced training session so you can enhance your expertise and overcome results obtained when first implementing CCPM.
Over 6 000 people have been trained by Marris Consulting, from various industries: ArcelorMittal, Areva, Arkema, Autoliv, Bayer, Bosch, Essilor, Fresenius Vial, GSK, Infineon, Ipsen, Jaeger LeCoultre, Lilly, Luois Vuitton, Merial, Novartis, Pierre Fabre, Procter & Gamble, Pyrex, Nexter, Safran, Saint-Gobain, Salzgitter-Mannesmann, Schlumberger, Seb, SKF, Thales, Visteon, Yves Rocher & Zodiac Aerospace.
Know how to built and follow a project's schedule the Critical Chain way
Know how to arbitrate and consolidate a project portfolio with CCPM
SESSION 1 : from 18th to 21st May 2021 (en)
4pm to 6pm (GMT + 2)
Our online training courses are divided into 4 sessions of 2 hours each day
(Training activity recorded in France
under n° 11 75 45692 75)
Philip MARRIS,
Founder and CEO of Marris Consulting, TOC and Lean expert, author of the french best-selling book "Le Management Par les Contraintes"
To know the limits and consequences of traditional project management
To understand the principles of planning and executing projects with the Critical Chain approach
To have an overview of how to implement CCPM in an organisation
1) General overview of the Theory Of Constraint (TOC)
The different components of TOC
2) Problems and dilemmas of the traditional project management
Student and calendar syndrome
Parkinson's law
Bad multi-tasking and resource conflicts
Strategic project syndrome
3) Multitasking game
Discover the effects of Multitasking
4) Critical Chain Planning Rules
Construction rules of a CCPM Planning
Sequencing the portfolio and strategic constraints
Estimation of task durations (at 50% and at 90%)
Identification of the Critical Chain
Mutualisation -The Project Buffer
5) CCPM Planning Exercise
Identify a critical chain
Video Tutorial
6) Project execution, new KPIs and continuous improvement
Relay race principle and the project mascot
Implementation of new KPIs
Monitoring the project buffer - The Fever Chart
Dynamic arbitration of resource conflict
Buffer consumption analysis
7) Case studies and implementation guidelines
8) Conclusion
Dare to finish your project on time!
The project's constraints and the organisation's constraints
The results obtained
R&D Director, Technical Director
Project Manager, PMO manager
Any company with a project activity such as new product development, software development, research, engineering, maintenance and repair of materials ...
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