1 - Tomoki Katayama 26 TOCPA Japan 19 May 2016 Eng-upgr

7/25/2019 1 - Tomoki Katayama 26 TOCPA Japan 19 May 2016 Eng-upgr

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26th International Conference of the

TOC Practitioners Alliance - TOCPA

www.tocpractice.com 19-20 May 2016 !"#"o#a $apan

ITCCPMCCPM implementation into big IT project

Tomoki KatayamaFujitsu Systems West

19th May, 2016


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26th International Conference of the TOC Practitioners Alliance - TOCPAwww.tocpractice.com 2

Tomoki Katayama

[email protected]

13ERPSAP

2011SAPCCPM

CCPM310ITCCPM

ITCCPM

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.

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.


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FUJITSU SYSTEMS GLOBAL SOLUTIONSMANAGEMENT Sdn. Bhd.FSGS)

Company NameFUJITSU SYSTEMS WEST LIMITEDHeadquarters

Location

Fujitsu Kansai System Laboratory 2-2-6

Siromi Chuou-ku Osaka-si JAPANEstablished June 20,1981

Paid Up Capital500,000,000fully owned by Fujitsu Limited

Sales 102,600,000,000In 2015President Kazuo Miyata

Employee 3,370at 1th April 2016, consolidated 3,840

Affiliatedcompany FUJITSU YAMAGUCHI INFORMATION

CO.,LTD(FYC)

FUJITSU SHIKOKU INFORTEC LIMITEDFSIT

FUJITSU INFORTEC SERVICE LIMITEDFITS

Corporate Profile


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Headquarter

Sikoku Branch

Shizuoka

NumazuToyota

Tottori

Fukuyama

Okayama Branch

Matsuyama Wakayama

Kochi

Tokushima

Kobe

Yamaguchi

Utsunomiya

Tokyo Branch

Chubu Branch

FSGSMalaysia

FYC

FSITFITSOsaka

Otsu

companies company14sites

Office Group Global

OfficeGroup Company

headoffice

Branchoffice

Osaka 5sites

Chugoku Branch


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ConsultingWe diagnose and analyze system problem that customer has,and plan/design solutions which leads by shortest distance.

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 toconstruction, operation, maintenance after operation.

CloudOutsourcingWe provide safe outsourcing service of 24 hours by

the combining IDC facility and network ,solution(PKG)with high reliability and safety.

Solution(Software Package)We contribute to the efficiency improvement of the

management of the customer and the improvement of thecorporate value, by the product corresponding to a widetype of business and the product of the common ground ofPC operation management.

We provide from the consulting to Solution(Software Package),System Integration(System Architecture of Order made), Outsourcing,valuable consistent service.

Our Business


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In 2011, we succeeded in shortening by the CCPM inSAP project with DAIWA HOUSE INDUSTRY CO., LTD.

CONCERTO cloud serviceWe apply Concerto cloud service. (We agreed the

partnership agreement with Realization.

We began applying CCPM to other projects.

2013/8- Business deployment

CCPM consulting

We apply CCPM implementation to customer's project.

History of our CCPM Business


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Project Overview Project period1year 3 month Solution Combination with Package and Scratch Development Development team structure:

External venders for Package DevelopmentInternal resources for Scratch Development

TOCPA Conferencesharing the knowledge and experience

I will share our experience ofCCPM implementation into big IT projectAs a consultant of CCPM implementation

Today's explanation contents


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Process of Implementation

(Today's explanation parts)

Specific of businessneeds

Define project /non-project task

Confirm the state ofoperation in current

Flow index(CT/TP/WIP) Delivery Compliance

Understanding an outlineof project work-flow

problem symptomsand problems of

operation Core Problem

ManagementReview

Current Reality

Study (CRS)

Solution

Design

Loss evaluation ofWaiting time andmulti-tasking

Design ofsolution

Create project

plan Role and

responsibility

Task Manager

WIPdecrease Manager

Full-kit manager

Plan target ofoperation

Execution

Readiness

Task Mgt

Implementation

Go-Live

Project ControlImplementation

Planning ofexecutionprocess The process of input

control

The process of full-kit

The process of issueresolution

Training of taskmanager

Execute resourceconcentration

WIP decrease and

ResourceConcentration

Execute theproject bydecided priority

Assign resourceby bufferpriority

Daily update theremainingduration

Execute task ofpreparation

Start to resolveissue

Start operationreview

Training ofProjectmanager

Training ofsenior manager

Plan to reviewplans processof Project inprogress

About 2 weeks About 1 weeks


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Business Needs

We must complete the phase of Detail design unit test by the end of September within theplanned cost.

Results

Completed one month ahead of schedule6 months 5 months (16% reduction)

Without CCPM, it may be delayed.

ResultsBusiness Needs


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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 thanexpected.(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 youneed.

It is often scope / specification of the project is cut.

Problem Symptoms


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How Multitasking Occurs?

Vicious circle

Negative loop


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What to Change?

High WIP

Many IP task

High load of Task Manager

Fix schedule

If the starting date comes, itstarts even if preparations are

insufficient

We must show progressfrom the place to be able todo it

We cannot permit a no

assignment of the resource

Priority is decided locally

PipeliningWIP Control

Control IP task

Concentration of Task Manager

Concentration of Task Member

Full-kit If the starting date comes, it

doesnt start if preparation are

insufficient.

We place a resource basedon the priority of thebuffer The surplus ability is not useless

Priority is decided in all of project

To What to Change?

Point of change

Direction of the solution


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RULE 3: Buffer ManagementWe plan the schedule with buffer and We place a resource

based on the priority of the buffer.

RULE 1: PipeliningControl IP task

Control IP task and Concentration of Task Member.

RULE 2: Full-KitDont start if preparation are insufficient.

3 Rules of CCPM


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PlanRule 1: PipeliningControl IP task

Within the range over which the task manager can havejurisdiction, Control WIP(IP task) and Concentration of TaskMember.

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

3 Rules of this project


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ExecutionRule 1: PipeliningControl IP task

Beginning the phase is controlled, and best WIP (IP task)ismaintained.

The managing process of the uncontrolled CCPM management(Additional task) is established.

Rule 2: Full-Kit Dont 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.

3 Rules of this project


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Original PlanHigh WIP Plan

Task1 Task2 Task3Resource X

Resource Y

Resource Z

Detail Design

(DD)

Development

(Coding)

Test

(UT)

Integration Test

(IT)

Phase

Function

DD: WS-A Coding: WS-A UT: WS-AWorkstream A

DD: WS-B Coding: WS-B UT: WS-BWorkstream B

DD: WS-C Coding: WS-C UT: WS-CWorkstream C

DD: WS-D Coding: WS-D UT: WS-DWorkstream D

IntegrationTest(IT)

Plan

Rule 1: Pipelining


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Plan

Rule 1: PipeliningResource Concentration PlanLow WIP Planfunct

ion Phase


Resource Concentration PlanLow WIP Plan

TaskManager

CT resource TaskManager

CT resource

DD AA 21 1 AA 15 2

Cording AA 39 4 AA 20 8Test(UT) AA 20 3 AA 15 4


Resource Concentration PlanLow WIP Plan)

WIP (Phase)

on Task Manager12 phase / TM 1 phase / TM

WIP (Task)

on Task Manager10 tasks / TM 5 tasks / TM


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DD: WS-A Coding: WS-A UT: WS-AWorkstream A

DD: WS-B Coding: WS-B UT: WS-BWorkstream B

DD: WS-C Coding: WS-C UT: WS-CWorkstream C

DD: WS-D Coding: WS-D UT: WS-DWorkstream D

Time

DD:WS-A

Coding:WS-A

UT:WS-A

Workstream ADD:WS-B

Coding:WS-B

UT:WS-B

Workstream B

DD:WS-C

Coding:WS-C

UT:WS-C

Workstream C

DD:WS-D

Coding:WS-D

UT:WS-D

Workstream D

Time

Plan

Rule 1: Pipelining


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Detail DesignDD DevelopmentCoding TestUT

FK1

FK2

Plan

Rule 2: Full-KitFull-Kit Point


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Original Plan

Resource Concentration Plan

Cutting 50% period andmaking 50% buffer

7week(35d) 3persons

3.5week(18d) 6persons

2.5week(13 d) 6persons

A%era&e of each Phase

Reduction that manager isexecuted support and obtained

resolve the issue quickly, andadjustment reduction

It is necessary to root out early the risk of project inthe consumption situation of the bufferfor making days of each task a half(The purpose is not to execute it by half days )

Buffer0.8weeks

(5d)1.6week(8d)

Plan

Rule 3: Buffer Management


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Why further reduction can be realized?

Reduce WIP

Some of the taskmanager is

always released

Resource areConcentrated

Reduced CT

More reduced CT

of each phase

Reduction ofinterruption by suddenbusiness and rework

Can stagger thestart of eachphase behind

Better task

preparationReduced waiting

time for issueresolution

Sudden specificationconfirmation, inquiry

corresponding

occurs

Task Managersare concentrated

Plan



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decision-making process of phase start

Full-kit

Complete?

No Dont start next phase until you complete the full kit

item.(According to the management process of the full kit)

TM dont haveadditional task

Change the assign of additional taskor Dont start next phase until you finish additional task

Task membersare aligned?

Dont start next phase until task member are alignedor Decide to start next phase

Taskpreparationcomplete?

Dont start next phase until you complete task preparationor Support task preparation

Allow The start of next

phase

No

No

No

Yes

Yes

Yes

Yes

Execution

Rule 1: Pipelining


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Check the full-kit item future 2weeks(Concerto

Is there the full-kititem that you mustdo future 2 weeks

Yes

No actionNo

Update the statusNot startIn Progress

Check the remaining days and supportitem about In Progress full-kit

Align to the

start of thenext phase?

If there are support items, Enterthe "support items(Concerto)

and Corresponding

Yes

After full-kit process complete,update the status

In Progress Complete

(Start by next phase startingcriteria)

Do not allow

the conditional pass?

Execute full-kit processbefore complete full-kit.

Update the status InProgressrelease

It describes the remainingitems in the issue list

No

Yes

No

Escalationitems

Execution

Rule 2: Full-Kit


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TaskUpdateMeeting

10 Minute

/day

LeaderMeeting

60 Minute/twice of

weekTeam

Meeting

10 Minute/day

PMO

Meeting

30 Minute/week

OperationReview

Once a

week(ProfileReport)

Every weekEvery dayTwice of week

TueFri

Issueescalat

ion

Top management

PMO

Project leader/ Team leader

/Full-kit manager

Task Manager

Task memberresource

Issue resolution process

Execution


Issueescalation

Issueresolution

&

Issueshare

R

eportissue

resolution


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A(XXX) A(XXX)

A

B

C

D

E

Task1 Task2 Task3 Task4 Task5 Task6Task

Manager

A

B

C

D

E

TaskM

anager

WS-A: Detail Design

Task1 Task2 Task3 Task4 Task5 Task6

Variations occur

A(XXX)

Task1 Task2 Task3 Task4 Task5 Task6

WS-A: Detail Design

Task1 Task2 Task3 Task4 Task5

Task6

To adjust to see the remaining days of members that changes with progress

allocate of resources flexibly as to reduce the overall phase

WS-A: Cording

WS-A: CordingLeveling

Execution



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Summary

Feature of big IT projectResources are occupied, multitasking may not much

taken into account by other PJ or short work.However, multi-task at the same phase/streams inthe project is occurred , so we must be careful to thehigh-WIP resources and Task Manager.

WIP Control and Pipelining is very important!

It is important to control the number of workstreams and the number of tasks in the stream toexecute at the same time.

Documents

1 - Tomoki Katayama 26 TOCPA Japan 19 May 2016 Eng-upgr