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

26th International Conference of the
TOC Practitioners Alliance - TOCPA

www.tocpractice.com
19-20 May 2016, Fukuoka, Japan
ITCCPM
CCPM implementation into big IT project
Tomoki Katayama
Fujitsu Systems West
19th May, 2016

Tomoki Katayama
13
ERPSAP
2011SAP
CCPM
CCPM310
ITCCPM
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.
katayama.tomo07@jp.fujitsu.com
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.
www.tocpractice.com
26th International Conference of the TOC Practitioners Alliance - TOCPA
Corporate Profile
Company NameFUJITSU SYSTEMS WEST LIMITED
Headquarters Fujitsu Kansai System Laboratory 2-2-6
Location
Siromi Chuou-ku Osaka-si JAPAN
Established
June 20,1981
500,000,000
Paid Up Capital
fully owned by Fujitsu Limited
Sales
102,600,000,000In 2015
President
Kazuo Miyata
Employee
3,370at 1th April 2016, consolidated 3,840
Affiliated
company
FUJITSU SHIKOKU INFORTEC LIMITEDFSIT

FUJITSU YAMAGUCHI INFORMATION
CO.,LTD(FYC)
FUJITSU INFORTEC SERVICE LIMITEDFITS
FUJITSU SYSTEMS GLOBAL SOLUTIONS
MANAGEMENT Sdn. Bhd.FSGS)
www.tocpractice.com
OfficeGroup Company
FSGSMalaysia
Utsunomiya
Okayama Branch
Headquarter
Chugoku Branch Tottori
Otsu
FYC
Kobe
Fukuyama
Osaka
FITS
Yamaguchi
FSIT
Tokushima
Wakayama
Matsuyama
Kochi
head
office
Sikoku Branch
Osaka
www.tocpractice.com
Numazu
Toyota
Shizuoka
Tokyo Branch
Chubu Branch
Branch
office
5sites
Office
14sites
Group
Global
companies company
Our Business
We provide from the consulting to Solution(Software Package),
System Integration(System Architecture of Order made), Outsourcing,
valuable consistent service.
Consulting
We diagnose and analyze system problem that customer has,

and plan/design solutions which leads by shortest distance.
Solution(Software Package)
We contribute to the efficiency improvement of the

management of the customer and the improvement of the
corporate value, by the product corresponding to a wide
type of business and the product of the common ground of
PC operation management.
CloudOutsourcing
We provide safe outsourcing service of 24 hours by

the combining IDC facility and network ,solution(PKG)
with high reliability and safety.
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 to
construction, operation, maintenance after operation.
5
www.tocpractice.com 26th International Conference of the TOC Practitioners Alliance - TOCPA
DAIWA HOUSE INDUSTRY

SAP Project
www.tocpractice.com
History of our CCPM Business

In 2011, we succeeded in shortening by the CCPM in
SAP project with DAIWA HOUSE INDUSTRY CO., LTD.
We began applying CCPM to other projects.
2013/8-
Business deployment
CCPM consulting
We apply CCPM implementation to customer's project.
CONCERTO cloud service
We apply Concerto cloud service. (We agreed the

partnership agreement with Realization.
www.tocpractice.com
Today's explanation contents

TOCPA Conference
sharing the knowledge and experience
I will share our experience of
CCPM implementation into big IT project

As a consultant of CCPM implementation
Project Overview
Project period1year 3 month

Solution
Combination with Package and Scratch Development
Development team structure:
External venders for Package Development
Internal resources for Scratch Development
www.tocpractice.com
Process of Implementation
(Today's explanation parts)
Management
Review
Solution
Design
Current Reality
Study (CRS)
About 2 weeks
Specific of business
needs
Define project /nonproject task
Design of
solution
Confirm the state of

operation in current
Create project
plan
Flow index(CT/TP/WIP)
Delivery Compliance
Understanding an outline
of project work-flow
problem symptoms
and problems of
operation
Core Problem
www.tocpractice.com
Loss evaluation of
Waiting time and
multi-tasking
Role and
responsibility
Task Manager
WIP decrease Manager
Full-kit manager
Plan target of
operation
Go-Live
Execution
Readiness
Task Mgt
Project Control
Implementation
Implementation
About 1 weeks
Planning of
execution
process
The process of input
control
The process of full-kit
The process of issue
resolution
Training of task
manager
Execute resource
concentration
WIP decrease and
Resource
Concentration
Execute the
project by
decided priority
Training of
Project
manager
Assign resource
by buffer
priority
Training of
senior manager
Daily update the

remaining
duration
Plan to review
plans process
of Project in
progress
Execute task of
preparation
Start to resolve
issue
Start operation
review
Business Needs Results

Business Needs
We must complete the phase of Detail design
unit test by the end of September within the
planned cost.
Results
Completed one month ahead of schedule

6 months
5 months (16% reduction)
Without CCPM, it may be delayed.
www.tocpractice.com
10
Problem Symptoms
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 than
expected.(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 you
need.
It is often scope / specification of the project is cut.
www.tocpractice.com
11
Vicious circle
Negative loop
How Multitasking Occurs?
www.tocpractice.com
12
Point of change
Direction of the solution
What to Change?
High WIP
To What to Change?
PipeliningWIP Control
Many IP task
Control IP task
High load of Task Manager
Concentration of Task Manager
Fix schedule
If the starting date comes, it
starts even if preparations are
insufficient
We must show progress

from the place to be able to
do it
We cannot permit a no
assignment of the resource
Priority is decided locally
www.tocpractice.com
Concentration of Task Member
Full-kit
If the starting date comes, it
doesnt start if preparation are
insufficient.
We place a resource based

on the priority of the
buffer
The surplus ability is not useless
Priority is decided in all of project
13
3 Rules of CCPM
RULE 1: PipeliningControl IP task
Control IP task and Concentration of Task Member.
RULE 2: Full-Kit
Dont start if preparation are insufficient.
RULE 3: Buffer Management
We plan the schedule with buffer and We place a resource

based on the priority of the buffer.
www.tocpractice.com
14
3 Rules of this project

Plan
Rule 1: PipeliningControl IP task
Within the range over which the task manager can have
jurisdiction, Control WIP(IP task) and Concentration of Task
Member.
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
www.tocpractice.com
15
3 Rules of this project

Execution
Rule 1: PipeliningControl IP task
Beginning the phase is controlled, and best WIP (IP task)is

maintained.
The managing process of the uncontrolled CCPM management
(Additional task) is established.
Rule 2: Full-Kit
Dont start if preparation are insufficient.
We place a resource based on the priority of the buffer.

We found an issue quickly, and resolve the issue.
www.tocpractice.com
16
Plan
Rule 1: Pipelining
Original PlanHigh WIP Plan

Phase Detail Design
Function
(DD)
Workstream A
DD: WS-A
DD: WS-B
Workstream B
DD: WS-C
Workstream C
Workstream D
Resource X
DD: WS-D
Task1
Development
(Coding)
Test
(UT)
Coding: WS-A
UT: WS-A
Coding: WS-B
Coding: WS-C
Coding: WS-D
Integration Test
(IT)
UT: WS-B
Integration
Test
(IT)
UT: WS-C
UT: WS-D
Task2 Task3
Resource Y
Resource Z
www.tocpractice.com
17
Plan
Rule 1: Pipelining
Resource Concentration PlanLow WIP Plan

funct
ion
Phase
Original Plan
High WIP Plan
Resource Concentration Plan

Low WIP Plan
Task
Manager
CT
resource
Task
Manager
CT
resource
DD
AA
21
AA
15
Cording
AA
39
AA
20
Test(UT)
AA
20
AA
15
Original Plan
High WIP Plan

Low WIP Plan)
WIP (Phase)
on Task Manager
12 phase / TM
1 phase / TM
WIP (Task)
on Task Manager
10 tasks / TM
5 tasks / TM
www.tocpractice.com
18
Plan
Rule 1: Pipelining
Workstream A
DD: WS-A
DD: WS-B
Workstream B
UT: WS-A
Coding: WS-B
DD: WS-C
Workstream C
Workstream D
Coding: WS-A
Coding: WS-C
DD: WS-D
UT: WS-B
UT: WS-C
Coding: WS-D
UT: WS-D
Time
Workstream A
Workstream B
Workstream C
Workstream D
DD:
WS-A
DD:
WS-C
DD:
WS-B
DD:
WS-D
Coding:
WS-A
Coding:
WS-C
Coding:
WS-B
Coding:
WS-D
UT:
WS-A
UT:
WS-C
UT:
WS-B
UT:
WS-D
Time
www.tocpractice.com
19
Full-Kit Point
FK
1
www.tocpractice.com
Plan
Rule 2: Full-Kit
Detail Design
DD
FK
2
Development
Coding
Test
UT
20
Plan
Average of each Phase

Original Plan
7week(35d) 3persons

3.5week(18d) 6persons
Cutting 50% period and

making 50% buffer
Reduction that manager is
executed support and obtained
resolve the issue quickly, and
adjustment reduction
It is necessary to root out early the risk of project in
the consumption situation of the buffer
for making days of each task a half
(The purpose is not tothexecute it by half days )
www.tocpractice.com
2.5week(13 d)
6persons
1.6week(8d)
26 International Conference of the TOC Practitioners Alliance - TOCPA
Buffer
0.8weeks
(5d)
21
Plan
Why further reduction can be realized?

Better task
preparation
Reduced waiting
time for issue
resolution
More reduced CT
of each phase
Task Managers
Reduction of
are concentrated
interruption by sudden
Reduced CT
business and rework
Can stagger the

start of each
phase behind
Sudden specification
confirmation, inquiry
corresponding
occurs
www.tocpractice.com
Some of the task

manager is
always released
Resource are
Concentrated
Reduce WIP
22
Execution
Rule 1: Pipelining
decision-making process of phase start

Full-kit
Complete?
Yes
TM dont have
additional task
No
No
Dont start next phase until you complete the full kit
item.(According to the management process of the full kit)
Change the assign of additional task

or Dont start next phase until you finish additional task
Yes
Task
preparation
complete?
Yes
Task members
are aligned?
No
No
Dont start next phase until you complete task preparation

or Support task preparation
Dont start next phase until task member are aligned

or Decide to start next phase
Yes
Allow The start of next
phase
www.tocpractice.com
23
Execution
Rule 2: Full-Kit
Check the full-kit item future 2

weeks(Concerto
Is there the full-kit
item that you must
do future 2 weeks
No
No action
Yes
Update the status

Not startIn Progress
If there are support items, Enter
the "support items(Concerto)
and Corresponding
Check the remaining days and support

item about In Progress full-kit
Align to the
start of the
next phase?
Yes
No
Do not allow
the condition
al pass?
pass
Yes
No
Escalation
items
After full-kit process complete,

Update the status In
update the status
Execute full-kit process
Progressrelease
In Progress Complete
before complete full-kit.
It describes the remaining
(Start by next phase starting
items in the issue list
criteria) th
24
www.tocpractice.com 26 International Conference of the TOC Practitioners Alliance - TOCPA
Execution
Issue resolution process
Task Manager
Task member
resource
www.tocpractice.com
Issue escalation
Project leader
/ Team leader
/Full-kit manager
Issue escalation
PMO
Task
Update
Meeting
Issue resolution
& Issue share
Top management
Team
Meeting
Leader
Meeting
60 Minute
/twice of
week
Every week
Report issue
resolution
Twice of week
TueFri
Every day
Operation
Review
PMO
Meeting
Once a
week
(Profile
Report)
30 Minute
/week
10 Minute
/day
10 Minute
/day
25
Execution
Variations occur
Task Manager
A(XXX)
WS-A: Detail
Design
Task1
A(XXX)
WS-A: Cording
Task2 Task3 Task4

Task2
Task5
Task3Task6
Task4
Task5
Task6
B
C
D
E
Leveling
WS-A:
A(XXX)
Detail
Design
Task Manager
A
B
Task1
WS-A: Cording
Task2 Task3 Task4
Task5
Task6
Task6
C
D
E
To adjust to see the remaining days of members that changes with progress
allocate of resources flexibly as to reduce the overall phase
www.tocpractice.com
26
Summary
Feature of big IT project
Resources are occupied, multitasking may not much

taken into account by other PJ or short work.
However, multi-task at the same phase/streams in
the project is occurred , so we must be careful to the
high-WIP resources and Task Manager.
WIP Control and Pipelining is very important!
It is important to control the number of work

streams and the number of tasks in the stream to
execute at the same time.
www.tocpractice.com
27

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

Caricato da

Informazioni sul documento

Descrizione originale:

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

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

Caricato da

Copyright:

Formati disponibili

26th International Conference of the

TOC Practitioners Alliance - TOCPA

19-20 May 2016, Fukuoka, Japan

In 2011, he participated in SAP project (to DAIWA HOUSE

26th International Conference of the TOC Practitioners Alliance - TOCPA

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

FUJITSU SHIKOKU INFORTEC LIMITEDFSIT

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

We diagnose and analyze system problem that customer has,

We contribute to the efficiency improvement of the

We provide safe outsourcing service of 24 hours by

System Integration(System Architecture of Order made)

DAIWA HOUSE INDUSTRY

26th International Conference of the TOC Practitioners Alliance - TOCPA

History of our CCPM Business

We apply CCPM implementation to customer's project.

CONCERTO cloud service

We apply Concerto cloud service. (We agreed the

26th International Conference of the TOC Practitioners Alliance - TOCPA

Today's explanation contents

CCPM implementation into big IT project

Project period1year 3 month

26th International Conference of the TOC Practitioners Alliance - TOCPA

Confirm the state of

Daily update the

26th International Conference of the TOC Practitioners Alliance - TOCPA

Business Needs Results

Completed one month ahead of schedule

26th International Conference of the TOC Practitioners Alliance - TOCPA

26th International Conference of the TOC Practitioners Alliance - TOCPA

How Multitasking Occurs?

26th International Conference of the TOC Practitioners Alliance - TOCPA

High load of Task Manager

Concentration of Task Manager

We must show progress

Concentration of Task Member

We place a resource based

26th International Conference of the TOC Practitioners Alliance - TOCPA

Dont start if preparation are insufficient.

RULE 3: Buffer Management

We plan the schedule with buffer and We place a resource

26th International Conference of the TOC Practitioners Alliance - TOCPA

3 Rules of this project

Rule 1: PipeliningControl IP task

The full-kit point is prepared before a detailed design and

Rule 3: Buffer Management

It is scheduled that a local management indicator is removed,

26th International Conference of the TOC Practitioners Alliance - TOCPA

3 Rules of this project

Rule 1: PipeliningControl IP task

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

Dont start if preparation are insufficient.

Rule 3: Buffer Management

We place a resource based on the priority of the buffer.

26th International Conference of the TOC Practitioners Alliance - TOCPA

Original PlanHigh WIP Plan

26th International Conference of the TOC Practitioners Alliance - TOCPA

Resource Concentration PlanLow WIP Plan

Resource Concentration Plan

Resource Concentration Plan

26th International Conference of the TOC Practitioners Alliance - TOCPA