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27th InternationalConferenceofthe
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August1618,2016Johannesburg,SouthAfrica

Lessons Learned after 10 years

of selling and implementing
CCPM

Jaco Laubscher, Realization / RuZults, South-Africa

17th 18th August, 2016

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Jaco Laubscher
Jaco is a Theory of Constraints1 Solutions Application Expert,
currently involved with various projects in South and Southern Africa.
He has been trained by Realization Inc. as a Critical Chain
Implementation Expert.
Jaco has a B.Eng Mechanical Engineering Degree from the
University of Pretoria. Having spent 9 years in the Food and
Beverage industry, dealing with large and complex multi-discipline
projects, Jaco gained extensive experience in Process Engineering,
Process Automation, Project Management, Contracting and Contract
Management.
For the past 10 years Jaco has actively implementing Critical Chain
Project Management Systems across a number of industries,
ranging from IT, Construction, Maintenance, Repair and Overhaul as
jaco.laubscher@realization.co.za
well as new product development environments.

www.realization.co.za
+27 83 306 7145

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Why? 10 Years Ago

Multi-project environment with shared resources

Well defined estimation system - hours and cost
Efficiency metrics timesheets, recoveries
Constant struggle with resource allocation to project

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Why? 10 Years Ago

Find a best-practice for the company
TOC CCPM
My life as niche consultant started

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Inconsistencies

Why do I expect people to jump at CCPM?

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Selling CCPM:
Logic Is Not Enough

Early years:
Just have to explain it properly
Use some demo or simulation
Do a proof-of-concept
At the moment:
Expose the pain, build the pain un asked for help
Discuss the political risk
Explain impact on company culture
Be aware of the emotions of buying
Trust and the perception of being needy
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Implementing CCPM:
Logic Is Not Enough

The logic:
Create a Buffer: To agree or to disagree
Pipelining: We all agree, as long as my elephant goes first
Execution: Red before yellow, yellow before green
The issues:
Top-down command is required
Corporate culture of discipline is required
Workforce restructuring is often required
Plan your work, work your plan is required
Constant education and catch-up for people
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Implementing CCPM:
You Are Not Helping!

Do whatever it takes what does it mean?

You touch it you own it
Everybody has the right to make their own mistakes
It takes time and practice
It requires regular adjustments, and is not a once off
implementation.
CCPM evolves in each company to become something
unique. It becomes part of the fabric of the company, but
you have to allow it to grow.

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Enjoyable Projects

DenelSaab Aero structures The use of templates.

Premier Foods The use of mind maps.
AEL Multiple divisions and distributed systems
SALT Projects that have to end when the sun goes down
BHP Billiton 1SAP Projects within projects
SABN Big and small, short and tall.
MHPSA CCPM as the drum of DBR
Babcock True meaning of full-kitting
Lonmin Working together one day at a time.
EOH / Wonderware The industrial automation network
Centurion Systems A collective learning company
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