26th International Conference of the TOC Practitioners Alliance - TOCPA www.tocpractice.com
19-20 May 2016, Fukuoka, Japan
⼤規模ITプロジェクトへのCCPM適用 CCPM implementation into big IT project Tomoki Katayama Fujitsu Systems West 19th May, 2016
片山 知樹 Tomoki Katayama 株式会社富士通システムズ・ウエストに入社後、約13年間、システムエ ンジニアとしてERPパッケージ（SAP）の導入・サポートなどに従事。 2011年に参画した⼤和ハウス⼯業株式会社様のSAP導入プロジェク トにて、CCPMのマネージメントを経験。（タスクマネージャ、チームリー ダとして） その後、CCPMコンサルとして3年以上の経験を持つ。その間、10社以 上の企業へのITプロジェクトでのCCPMコンサルを担当すると共に、自 社内・富士通グループ会社のITプロジェクトへのCCPM適用も推進。 Tomoki Katayama was the System Engineer of Fujitsu Systems West Limited, and he had been working for implementing and supporting ERP (SAP) package for 13 years.
[email protected]
In 2011, he participated in SAP project (to DAIWA HOUSE INDUSTRY CO., LTD.) managed by CCPM as a Task Manager and Team Leader. Since 2013, he has been working with >10 companies for consulting CCPM. It is specialized in an IT project. And he has been working with internal project for consulting CCPM. www.tocpractice.com
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Corporate Profile ■Company Name：FUJITSU SYSTEMS WEST LIMITED ■Headquarters ：Fujitsu Kansai System Laboratory 2-2-6 Location Siromi Chuou-ku Osaka-si JAPAN ■Established ：June 20,1981 ：¥500,000,000 ■Paid Up Capital （fully owned by Fujitsu Limited） ■Sales ：¥102,600,000,000（In 2015） ■President
：Kazuo Miyata
■Employee
：3,370（at 1th April 2016, consolidated 3,840）
■Affiliated company
：FUJITSU SHIKOKU INFORTEC LIMITED（FSIT） ：FUJITSU YAMAGUCHI INFORMATION CO.,LTD(FYC) ：FUJITSU INFORTEC SERVICE LIMITED（FITS） ：FUJITSU SYSTEMS GLOBAL SOLUTIONS MANAGEMENT Sdn. Bhd.（FSGS)
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Office・Group Company ◆FSGS（Malaysia）
■Utsunomiya
■Okayama Branch ◆Headquarter ■Chugoku Branch ■Tottori ■Otsu ◆FYC
■Kobe ■Fukuyama ■Osaka ◆FITS ■Yamaguchi ◆FSIT ■Tokushima ■Wakayama ■Matsuyama ■Kochi
◆head office
■Sikoku Branch Osaka
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■Numazu ■Toyota ■Shizuoka
■Tokyo Branch
■Chubu Branch ■Branch office
5sites
■Office
14sites
◆Group
◆Global
３companies １company
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Our Business ・We provide from the consulting to Solution(Software Package), System Integration(System Architecture of Order made), Outsourcing, valuable consistent service. 【Consulting】
・We diagnose and analyze system problem that customer has, and plan/design solutions which leads by shortest distance.
【Solution(Software Package)】
・We contribute to the efficiency improvement of the management of the customer and the improvement of the corporate value, by the product corresponding to a wide type of business and the product of the common ground of PC operation management.
【Cloud・Outsourcing】
・We provide safe outsourcing service of 24 hours by the combining IDC facility and network ,solution(PKG) with high reliability and safety.
【 System Integration(System Architecture of Order made) 】
・ We meet various needs different depending on the type of business like manufacturing, distribution, municipality, medical, public corporation, and education, etc. and we realize total support from design by advanced SE technique and accumulated Know-How to construction, operation, maintenance after operation. 5 www.tocpractice.com 26th International Conference of the TOC Practitioners Alliance - TOCPA
DAIWA HOUSE INDUSTRY SAP Project
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History of our CCPM Business In 2011, we succeeded in shortening by the CCPM in SAP project with DAIWA HOUSE INDUSTRY CO., LTD. We began applying CCPM to other projects.
2013/8-
Business deployment
① CCPM consulting
We apply CCPM implementation to customer's project.
② CONCERTO cloud service
We apply Concerto cloud service. (We agreed the partnership agreement with Realization.） www.tocpractice.com
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Today's explanation contents TOCPA Conference： sharing the knowledge and experience I will share our experience of
『CCPM implementation into big IT project』 As a consultant of CCPM implementation
Project Overview
Project period：1year 3 month Solution ：Combination with Package and Scratch Development Development team structure: ▪External venders for Package Development ▪Internal resources for Scratch Development
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Process of Implementation (Today's explanation parts) Management Review
Solution Design
Current Reality Study (CRS)
About 2 weeks Specific of business needs Define project /nonproject task
Design of solution
Confirm the state of operation in current
Create project plan
Flow index(CT/TP/WIP) Delivery Compliance
Understanding an outline of project work-flow
problem symptoms and problems of operation Core Problem www.tocpractice.com
Loss evaluation of Waiting time and multi-tasking
Role and responsibility Task Manager WIP decrease Manager Full-kit manager
Plan target of operation
Go-Live
Execution Readiness
Task Mgt Project Control Implementation Implementation
About 1 weeks Planning of execution process The process of input control The process of full-kit The process of issue resolution
Training of task manager Execute resource concentration WIP decrease and Resource Concentration
Execute the project by decided priority
Training of Project manager
Assign resource by buffer priority
Training of senior manager
Daily update the remaining duration
Plan to review plans process of Project in progress
Execute task of preparation Start to resolve issue Start operation review
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Business Needs ⇒ Results ＜Business Needs＞ We must complete the phase of “Detail design – unit test” by the end of September within the planned cost.
＜Results＞
Completed one month ahead of schedule 6 months 5 months (16% reduction) Without CCPM, it may be delayed. www.tocpractice.com
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Problem Symptoms • In Progress path/task is cut off by the "sudden task“. （Most of sudden task is issue resolution meeting (some times/ day)) • Most of the path/task takes longer than expected.(The more a later step...） • Finally specifications may be changed. Chased to fix. • There are too many “Redo” in the design and testing. • Priority will always change. • You can not use the resources you need, when you need. • It is often scope / specification of the project is cut. www.tocpractice.com
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Vicious circle （Negative loop）
（How Multitasking Occurs?）
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Point of change （ Direction of the solution ） What to Change? High WIP
To What to Change? Pipelining（WIP Control）
Many IP task
Control IP task
High load of Task Manager
Concentration of Task Manager
Fix schedule If the starting date comes, it starts even if preparations are insufficient
We must show progress from the place to be able to do it We cannot permit a no assignment of the resource Priority is decided locally www.tocpractice.com
Concentration of Task Member
Full-kit If the starting date comes, it doesn’t start if preparation are insufficient.
We place a resource based on the priority of the buffer The surplus ability is not useless Priority is decided in all of project
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3 Rules of CCPM RULE 1: Pipelining（Control IP task） Control IP task and Concentration of Task Member.
RULE 2: Full-Kit
Don’t start if preparation are insufficient.
RULE 3: Buffer Management
We plan the schedule with buffer and We place a resource based on the priority of the buffer. www.tocpractice.com
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3 Rules of this project 【Plan】 】
Rule 1: Pipelining（Control IP task）
• Within the range over which the task manager can have jurisdiction, Control WIP(IP task) and Concentration of Task Member.
Rule 2: Full-Kit
• The full-kit point is prepared before a detailed design and development. • The prepared item is decided to the each full-kit point
Rule 3: Buffer Management
• It is scheduled that a local management indicator is removed, and plan with buffer of 50 percent
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3 Rules of this project 【Execution】 】
Rule 1: Pipelining（Control IP task）
• Beginning the phase is controlled, and best WIP (IP task)is maintained. • The managing process of the uncontrolled CCPM management (Additional task) is established.
Rule 2: Full-Kit
• Don’t start if preparation are insufficient.
Rule 3: Buffer Management
• We place a resource based on the priority of the buffer. • We found an issue quickly, and resolve the issue.
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【Plan】 Rule 1: Pipelining
Original Plan（High WIP Plan） Phase Detail Design Function (DD) Workstream A
DD: WS-A DD: WS-B
Workstream B
DD: WS-C
Workstream C Workstream D Resource X
DD: WS-D Task1
Development (Coding)
Test (UT)
Coding: WS-A
UT: WS-A
Coding: WS-B Coding: WS-C Coding: WS-D
Integration Test (IT)
UT: WS-B
Integration Test (IT)
UT: WS-C UT: WS-D
Task2 Task3
Resource Y Resource Z
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【Plan】 Rule 1: Pipelining
Resource Concentration Plan（Low WIP Plan） funct ion
××
Phase
Original Plan （High WIP Plan）
Resource Concentration Plan （Low WIP Plan）
Task Manager
CT
resource
Task Manager
CT
resource
DD
AA
21
1
AA
15
2
Cording
AA
39
4
AA
20
8
Test(UT)
AA
20
3
AA
15
4
Original Plan （High WIP Plan）
Resource Concentration Plan （Low WIP Plan)
WIP (Phase) on Task Manager
1－2 phase / TM
1 phase / TM
WIP (Task) on Task Manager
10 tasks / TM
5 tasks / TM
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【Plan】 Rule 1: Pipelining Workstream A
DD: WS-A DD: WS-B
Workstream B
UT: WS-A
Coding: WS-B
DD: WS-C
Workstream C Workstream D
Coding: WS-A
Coding: WS-C
DD: WS-D
UT: WS-B UT: WS-C
Coding: WS-D
UT: WS-D Time
Workstream A Workstream B
Workstream C Workstream D
DD: WS-A
DD: WS-C
DD: WS-B
DD: WS-D
Coding: WS-A
Coding: WS-C
Coding: WS-B
Coding: WS-D
UT: WS-A
UT: WS-C
UT: WS-B
UT: WS-D
Time www.tocpractice.com
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Full-Kit Point FK 1
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【Plan】 Rule 2: Full-Kit
Detail Design （DD）
FK 2
Development （Coding）
Test （UT）
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【Plan】
Rule 3: Buffer Management
Average of each Phase： Original Plan
7week(35d) – 3persons
Resource Concentration Plan 3.5week(18d) – 6persons
Cutting 50% period and making 50% buffer Reduction that manager is executed support and obtained （resolve the issue quickly, and adjustment reduction） ※It is necessary to root out early the risk of project in the consumption situation of the buffer for making days of each task a half (The purpose is not tothexecute it by half days )
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2.5week(13 d) – 6persons 1.6week(8d)
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Buffer 0.8weeks (5d) 21
【Plan】
Rule 3: Buffer Management
Why further reduction can be realized? Better task preparation
Reduced waiting time for issue resolution More reduced CT of each phase Task Managers Reduction of are concentrated interruption by sudden Reduced CT business and rework
Can stagger the start of each phase behind
Sudden specification confirmation, inquiry corresponding occurs www.tocpractice.com
Some of the task manager is always released
Resource are Concentrated Reduce WIP
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【Execution】 Rule 1: Pipelining
decision-making process of phase start Full-kit Complete?
Yes TM don’t have additional task
No
No
Don’t start next phase until you complete the full kit item.(According to the management process of the full kit)
Change the assign of additional task or Don’t start next phase until you finish additional task
Yes Task preparation complete?
Yes
Task members are aligned?
No
No
Don’t start next phase until you complete task preparation or Support task preparation
Don’t start next phase until task member are aligned or Decide to start next phase
Yes Allow The start of next phase www.tocpractice.com
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【Execution】 Rule 2: Full-Kit
Check the full-kit item future 2 weeks(Concerto） Is there the full-kit item that you must do future 2 weeks
No
No action
Yes
Update the status “Not start”→“In Progress” If there are support items, Enter the "support items“(Concerto) and Corresponding
Check the remaining days and support item about In Progress full-kit Align to the start of the next phase?
Yes
No
Do not allow the condition al pass? pass
Yes
No
Escalation items
After full-kit process complete, Update the status “In update the status Execute full-kit process Progress”→“release” “In Progress” →“Complete” before complete full-kit. It describes the remaining (Start by next phase starting items in the issue list criteria) th 24 www.tocpractice.com 26 International Conference of the TOC Practitioners Alliance - TOCPA
【 Execution 】
Rule 3: Buffer Management
Issue resolution process
④Task Manager
⑤Task member ＝resource
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Issue escalation
③Project leader / Team leader /Full-kit manager
Issue escalation
②PMO
Task Update Meeting
Issue resolution & Issue share
①Top management
Team Meeting
Leader Meeting 60 Minute /twice of week
Every week
Report issue resolution
Twice of week （Tue、Fri）
Every day
Operation Review
PMO Meeting
Once a week (Profile Report)
30 Minute /week
10 Minute /day
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【 Execution 】
Rule 3: Buffer Management
Variations occur Task Manager
A
A領域(XXX) WS-A: Detail詳細設計 Design Task1
A領域(XXX) 開発 WS-A: Cording
Task2 Task3 Task4 Task2 Task5 Task3Task6 Task4
Task5
Task6
B C D E
Leveling
WS-A: A領域(XXX) Detail詳細設計 Design Task Manager
A B
Task1
WS-A: Cording Task2 Task3 Task4
Task5
Task6
Task6
C D E
To adjust to see the remaining days of members that changes with progress （allocate of resources flexibly as to reduce the overall phase） www.tocpractice.com
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Summary Feature of big IT project
Resources are occupied, multitasking may not much taken into account by other PJ or short work. However, multi-task at the same phase/streams in the project is occurred , so we must be careful to the high-WIP resources and Task Manager.
WIP Control and Pipelining is very important!
It is important to control the number of work streams and the number of tasks in the stream to execute at the same time. www.tocpractice.com
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