TOCICO

Simply tracking project metrics, such as On Time, Full Scope, and On Budget, suffices when project managers merely oversee task delivery. However, if they see themselves as part of the organization's strategic initiatives and contributors to the executive team, they must also consider risk and investment options. Create scheduling stability and assist in plotting the growth strategy for the organization based on shorter lead times and reliable delivery. The Critical Chain Project Management method provides far superior predictive and reliable governance matrices than any other project management solution. Risk exposure can be significant, so project managers should monitor and present risks as contributing to business decisions. There are various current and future risks, such as resource, vendor performance, materials, and transport risks, to name a few. By defining and monitoring possible risk sources during project planning, scheduling, and execution, practitioners can protect the organization while contributing to further growth and cost control. Similarly, evaluating and presenting forward-looking investment opportunities based on product mix and resource requirements should be part of the project manager's skill set and expertise. This paper defines the basic project program management metrics, expanding them to include business decision requirements that elevate the project manager or program manager's role in contributing to the organization's overall success. In business environments where success depends on project performance and scheduling, the project manager should be part of the executive decision processes. This scheduling environment includes multi-routing and long multi-workstation sequences, where CCPM provides a superior solution to an SDBR. Engineer-to-Order (ETO), Custom Fabrication, Manufacture-to-Order (MTO), Maintenance, Repair, and Overhaul (MRO), to name a few example environments. Resource loading risks, WIP load, and feeding buffer consumption provide an earlier signal than waiting toward the end of each order in work while the order mix changes. Earlier intervention is generally at a much lower cost regarding time and disruption. In production environments, actual resource touch time is 10% of the quoted lead time. Most of this time is variation between tasks, such as staging, batching, and re-priority delays between workstations. In project and complex scheduling environments, actual touch time is typically 50% of the quoted lead time. High uncertainty within and between tasks is a common experience. Bringing CCPM to production scheduling evaluates performance from 10% TT to resemble that of projects approaching 50% TT. The CCPM's capability of early risk detection, including resource loading prediction, effective buffer management, WIP increases, drum staggering, multi-order impact evaluation, and slippage detection, provides indications and visibility beyond traditional scheduling and SBDR in the correct environment. Combine this with the best practice production scheduling elements: finite constraint scheduling, virtual drum concept, minimizing transfer batch sizes, and full kitting work-order release.