Hi, if you have arrived at this page, I’m guessing that you have just read my article in the Winter issue of “PROJECT”, the APM journal. You can download a pdf copy of the article here.
Magazine articles, quite rightly, force you to be concise in your communication. But some topics just can’t be squeezed into a single page article - at least I haven’t quite found out how to do this.
So on this page, I’ve put some additional information and links to some of the things that I mentioned in the article.
And if something is missing, please drop me an email and get in touch.
And if you have any comments, questions or arguments, please share them below.
Back in the mid 2000's Mazda had a big problem.
Legislation meant they had to develop drive trains with much lower emissions and fuel consumption, but they had a smaller team that other car manufacturers, and a much lower budget - being loss making at the time.
They started using CCPM in 2008 for drive train developments and by 2012 were using it for all new product projects, delivering projects in half the traditional duration,and improving productivity by 32-38%.
Amdocs, is a $4B turnover B2B software company that focuses on back-office and billing systems for telephony providers.
Amdocs put large numbers of their project managers through PMI qualification programmes but it made no difference to the productivity or quality in design, nor to project delivery.
In less than one year after implementing CCPM, they were delivering 14% more projects with the same resources, and completing projects in 20% less time.
In 2003 a small construction contractor in Japan piloted the use of CCPM on a flood-defence project.
Within 4 years, over 4000 projects across Japan were using CCPM, as part of the ministry's "Win-Win-Win" initiative, which is still going strong.
Projects run using CCPM were delivered significantly faster, and with a more reliable delivery date than non-CCPM projects. MLIT even changed the public procurement regulations, so that a contractor not using CCPM had a multiplier added to their bid price because experience showed they were much more likely to go over budget!
There are hundreds of similar cases, from all kind of projects, that demonstrate the power of CCPM.
The ideas outlined in this article,
Form the basis of what I have called "Breakthrough Project Management".
On the surface the ideas seem simple. They are not difficult to use - the whole idea is that they simplify the process of project management.
But for many organisations, they do represent a change from the status-quo, and the embedded ways of working. But for the people and organisations that are willing to change, the benefits are significant.
Using BPM on your project could halve the payback time, as shown in this graph from a simulation study.
A main contractor could increase their projects by 250% by delivering the more projects with the same team.
How CCPM works, and description of the three core rules: risk aggregation, focused work, and buffer management.
By qualification I am a mechanical engineer, with a degree in Mechanical Engineering & Management Studies from Imperial College London, way back in 1985. Since then my working life has encompassed project management, procurement and consulting.
After 25 years of being an employee, I moved into consulting in 2010, and was a director/consultant with the niche procurement consultancy PMMS/ArcBlue for 7 years.
Today, my main focus is on helping the capex and construction project industries to increasing return-on-investment for project clients, whilst at the same time increasing profitability for the supply chain. This involves changing how projects are procured and managed, and reassessing the suitability of perceived 'best-practice'.