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Transforming Industries Track
This project is the application of project management methodology called Critical Chain, in ten (10) constructions of the Método Engenharia. The Critical Chain is the application of Theory of Constraints in project management environment.
The Critical Chain has been applied by several companies in Brazil like Embraco, Whirlpool, Vale, Petrobras, Votorantim, Embraer, Braskem and others around the world. The results, which are customarily obtained from the application of Critical Chain, cause it to be applied by a growing number of organizations. Outside Brazil are also several cases of success.
Market demands imposed on companies, increasingly force its executives to find new solutions to problems that often exist for years. In Método Engenharia, the methodology applied was called Critical Chain in order to give visibility to managers (focus) on critical activities, providing guidance to the management layer to take action focused on the critical tasks that may impact on the deadline of the construction.
Information overload or lack of relevant information affects decision making for FOCUS actions that actually generate results. When construction is delayed, management require everyone to speed up their activities and act equally in the recovery of all work fronts, apart from the efforts of management. They end up not having time to deal with relevant issues that require immediate attention. When everything is important, nothing is important.
The Critical Chain method, whose principle is to remove the individual security of each task and allocate them at the end of the project. This security is called Project Buffer. All project management is done by comparing the physical progress of the project with the buffer consumption. When the project is delayed, evident activities that are impacting more on the buffer consumption and actions in these activities bring FOCUS to good management, increasing the chances of success in meeting the project objectives.
Other benefits arising from the use of the Critical Chain methodology are: the integration of the schedules of the various areas (architecture, supplies, construction, electrical, painting, automation, security, etc.) allowing them to be identified and eliminate conflicts, optimizing the use of resources (do more with the same) and ensuring that all scopes are executed with less stress. The sum of these elements shows that it is possible to generate not only financial gain but also strategic and gains related to the company's image.
To enjoy the potential gains from the implementation of the Critical Chain methodology, you need a progressive work on culture change and paradigms and especially, you need a lot of support from managers who play a key role to remove obstacles. The intermediate layer is critical to the methodology, because despite the support of senior management, without effective buy-in of the coordinators and managers, the CCPM has no strength. They need to see value.
Application of Critical Chain in this project was supported by ProChain Project Scheduling software, developed by ProChain Solutions, Inc., a company based in Washington, DC and a partner of Goldratt Associates Brazil.
What needed to be changed?
What was the intended future state?
How was the transformation accomplished?
What were the lessons learned? This point should include successes, challenges, and obstacles and how they were overcome.
PAULO CHAKOUR is Project Management Consultant at Goldratt Associates, Brazil. He has an MBA in Project Management from Fundação Instituto de Administração, Production Engineering from Universidade Paulista, Certified PMP with ten years of experience in Project Management in the areas of construction, industrial maintenance, consultancy, business management and IT. Currently a Partner and Project Management Consultant at Goldratt Associates Brasil where he has applied tools of TOC - Theory of Constraints including the CCPM - Critical Chain Project Management.
PABLO MAZZOTTI is Project Management Office Manager of Metodo Engenharia. He is a Civil Engineer from São Paulo University and Businesses Administrator from Getulio Vargas Foundation, PMP certified. Manager of PMO – Project Management Office – responsible for all Planning and Control professionals and methodologies, and responsible for the CCPM implementation at the Metodo construction projects.
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