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Sustainability: Moving from Common Sense to Common Practice
2016 International Conference
Leesburg, VA - National Conference Center

September 18th - 21st

How Agile CCPM Enables us to Successfully complete challenging Projects for Major Upgrades of Existing Software Products, and Maintain 100% DDP for Years

Koichi Ujigawa - Being Co., Ltd

In this presentation, the speaker will show how to fully apply Agile CCPM to projects in software development environments, and will verify it works through the story of a recent real project.

"Agile CCPM” in a nutshell

"Agile CCPM” is an enhancement of the current TOC knowledge in the area of Critical Chain Project Management, employing a modified network construction process and buffer management method for software development. All the benefits and attributes of CCPM are maintained while building in the adaptability, responsiveness and autonomy of some of the practices adopted by Agile. None of the fundamental rules or benefits of CCPM are sacrificed. For this reason, the application enhancement is truly CCPM. It is agile, not in the sense that it is a hybridization of Agile and CCPM, but in the sense that it makes standard CCPM more adaptable to change. Other ways to describe this method could be "Responsive”, "Adaptive”, or "Flexible” CCPM. But for clarity and concept recognition across the software development community, we have titled this method "Agile CCPM”.

About the project and its situation in the story

The project was for a major upgrade of an existing software product where some new technologies needed to be employed immediately - even though it made it more challenging for the developers - so that the competitive edge of the software product would be maintained now and in the future. In the project, task duration estimate was extremely difficult and only relative size estimation among features was known. Therefore, the development team decided to apply "Agile CCPM” instead of standard CCPM to the project. The development team experienced several critical situations, extricated themselves from them, and completed the project on the due date without sacrificing scope, by taking actions required in a timely manner following the steps of "Agile CCPM”.

Key topics to be shared in the presentation

In the presentation, all ingredients for successful implementation of "Agile CCPM” at each phase, such as full-kitting, planning and execution will be revealed.

Full-kitting phase:

1. How to describe user stories and to establish priority among features
2. How to estimate the relative size of each feature

Planning phase:

1. How to set the size, duration and the due date of the project
2. How to set the initial planned velocity
3. How to build a CCPM schedule suitable for Agile CCPM
4. How to stagger projects in a pipeline while other projects are managed by standard CCPM

Execution phase:

1. How to break down features into tasks and dependencies
2. How to make adjustments when it is recognized that there is a big difference in estimation of relative size between actual and expected
3. How to execute tasks by assigning developers with different skills/experiences
4. How to handle increases and decreases of resources during project execution
5. How to report remaining duration of tasks and to calculate the actual velocity
6. How to keep buffer status updated with Velocity-Based Buffer Management
7. How to use a Scope Buffer

Koichi Ujigawa is currently leading a software engineering div. at Being Co., Ltd. to develop TOC solutions that help both TOC consultants and end users implement TOC at the end users' site.

In 1993, joined IHI Corporation in Japan and worked for the shipbuilding division for about 14 years. Engaged in software development for various in-house computer systems, such as a Material Control System, Advanced Planning System, CAD for hull structure, etc.

Involved in various systems' projects for the company, and contributed with strong commitment to successful implementation of Kaizen activities, including productivity improvement of knowledge workers and introduction of TPS (Toyota Production System) to Gemba (manufacturing workplace).

During the course of such activities and continuous efforts on Kaizen, encountered TOC in 2001, then was challenged to make various POOGI plans based on the Thinking Process, implementing both DBR for production lines and CCPM for the shipbuilding design department.

As the consequence of the continuing pursuit of TOC, joined Being Co., Ltd. in 2007.

As new knowledge, provided presentations of "Agile CCPM” at 2012 – 2014 TOCICO conferences.

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