in order to be meaningful, this change must impact the two constraints we have for both the short and long term success of ccpm. managerâs time and attention is widely attributed as the short-term constraint. i wonât defend these conclusions in this article â you can look up eli goldrattâs material or pick up a copy of âaddicted to hopium.â in both cases, we have a need for speed. in the first case, we want to demand a minimum amount of the managerâs attention to get the process into place and then be started successfully. thus, the visual cues must be simple enough not to require much explanation. the problem is that management churn is sudden and occurs without warning, and the new manager often wants to make rapid changes â throwing out processes that are too complex with ones that s/he understands. new managers have even less time to learn about new processes, so donât ask them to take a two-day training course.
go talk to my guys in it and have them load the visual basic macros on your pc. if there is a new manager in the room, this will look familiar to other project management tools that s/he has seen, even if we know ccpm is being used under the hood. the team explains that they need to look at the critical chain (âwhich is sorta like the critical path, only better!â). the manager watches the team interaction and how they work together to resolve the issue. no need to change that. if the manager has questions now, we can address them. why can we start the peanuts project earlier now? or, if we canât get the new managerâs attention, a nice way to keep the critical chain process autonomous and running!
i was recently asked how one should decide where the red, yellow, and green regions for a fever chart should go. so here are the basics: there are really four points whose vertical positions we have to decide on in order to define the regions: a and b, which are the start and finish of the yellow/red boundary; and c and d, the start and finish of the green/yellow boundary. b must be enough below the 100% point to allow a reasonable chance to bring the project in on time, even if there’s a last-minute delay. points c and d define the yellow region, where we start to say, “this project’s status may not be ok.” this is where senior management may start to pay attention. generally point c will be at the origin, because any startup delay should provoke some concern. it could be close to b, if lateness is your biggest concern and by this time there’s you have little concern that the project will be late. ultimately, it depends on what kinds of attention and actions you want the yellow region to trigger.
suppose we explicitly define the green region to be the area in which you have a 90% or greater chance of finishing on time without significant management intervention, and the yellow region the area that gives (say) a 50% or greater chance of finishing on time. we do that by making the tradeoff between the wasted management attention if the fever chart says the project is in trouble, and it really isn’t; versus the increased chance of being late if the fever chart says the project isn’t in trouble, and it really is. the answer, as usual, is: “it depends.” if, in thinking through the placement of points a through d, the answers are very similar for different projects (especially for points a, b, and c), then you should use the same fever chart regions. if there are groups of projects that have significant differences, you might want to use different region definitions depending on the group. and keep in mind that any given multi-project fever chart can only display one set of regions. his latest book is islands of stability: applying the a5 project management system. normally we only publish comments that reference the actual blog post.
manager: “most project managers report that they are 95% complete. that goes on for two months. the real question is, when will it be done?” the this is where senior management may start to pay attention. and keep in mind that any given multi-project fever chart can only display the buffer fever chart is a tool that is used extensively in tameflow and in critical chain project management (ccpm) used in the theory of, ccpm fever chart excel, ccpm fever chart excel, how to make a fever chart in excel, toc project management methodology, critical chain project management and the theory of constraints.
fever chart is a graph visualized with three colors (green, yellow, and red) to display your projects’ progress over time against buffer time and show if there are any constraints. the horizontal axis shows project completeness in %, and the vertical one denotes the buffer consumption. the fever chart is one of many templates in qi macros add-in for excel. you will find the fever chart worksheet inside of the theory of constraints (toc) download scientific diagram | project status trend chart or ” fever ” chart from publication: an introduction to critical change project management | this critical chain is one (of many) suggested principles for project management that actually makes some sense in the meaning that it tries to take into account, ccpm chart.
When you try to get related information on fever chart project management, you may look for related areas. ccpm fever chart excel, how to make a fever chart in excel, toc project management methodology, critical chain project management and the theory of constraints, ccpm chart.