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33rd International Conference of the
TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com 18 ‐ 19 October 2017, Cape Town, South Africa

Creating a CCPM Projects Office in a 
“hostile” environment

Galia du Toit, OpsLogik, South Africa

19 October, 2017

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com
Galia du Toit &
Abigail Luya
Galia du Toit is a partner in OpsLogik, as well as part owner of
Management Planning Systems, the sole distributor of Sciforma in
South Africa, a Project & Portfolio Management software solution.
Specializing in Critical Chain Project Management and using the
Sciforma software to implement and execute a range of
methodology based projects, I orchestrate obvious delivery of
projects even within chaotic environments.
Cell no. +27 (0) 83 258 4843
Skype: galia.dutoit; www.opslogik.com

Abigail Luya is a young and dynamic results-driven project

manager. She achieved her BA H-degree in Communication in
Johannesburg and has been working with Biodelta to establish their
Project Management department. Within one year she has
managed to become a key player within the team and helped them
to fast track the implementation of many improvement projects. To
date they have successfully completed 8 major improvement
projects and about 10 sales projects.
abigail.@biodelta.net
www.biodelta.net
33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Biodelta

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com
Creating a CCPM
Project’s Office
What was needed:
 a Person dedicated only to projects & project management
 Someone that had experience in execution of projects, strong willed & confident
 Main priority to show the sales projects in real‐time, decision making reporting style

What was done:
Training on the CCPM project management software, having the capability to launch a 
project immediately  
Training, coaching, mentoring on CCPM methodology
Creating a projects environment – a project management office
Projects were executed with task lists, frequent sales meetings, reporting back in order to 
have project status 

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com
Project’s
Strategy & Tactics

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

PM Office Implementation
Project Plan

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

CCPM & Behavior Changes

The Process to achieve any goal requires an effective 
feedback mechanisms to adjust actual performance to plan

Most organisations require behaviour changes 
to implement CCPM

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
www.tocpractice.com

CCPM & Behavior Changes

Injections
Change Previous Behavior Current Behavior
Project managers first getting low‐risk task
50%task duration  Project managers sending message that 
duration and then getting average duration; 
estimates they expect due date to be met
using task uncertainty to size buffers
Providing start and finish dates for each  Providing start dates only for chains of tasks 
Date‐driven to task‐
task and monitoring progress to finish  and completion date only on the project buffer
driven
dates
Varying; often using earned value as the 
Project status Buffer report
schedule measure
Varying; often submitted to minimize 
Project changes When triggered by buffer report
minor variances
Response to 
Adding resources or making process changes to 
management demands  Arbitrary task duration cuts
get a feasible and immune schedule
for shorter schedule
Starting task chains as late as possible, 
Early start Starting tasks as early as possible
buffered by feeding buffers
Assigning resources  Getting resources as soon as project 
dynamically according to  funding is available and holding resources  Getting resources only when needed and 
cc priority and buffer  until they cannot possibly be used any  releasing as soon as task is complete
report more on the project

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Causes of CCPM
Going wrong
• You need to look into your organisation’s policies, measurements, and behavior to find out where you 
are stuck and implement a remedy to remove the block

• Effective change plans exploits organization dynamics (i.e. positive feedback loops), it accelerates a 
change

• Senior management leadership is the critical success factor for multi project CCPM implementation

• Feedback loops are often where you can find the most leverage to change the system, a measurement 
system almost always start a feedback loop.  Primary feedback key to CCPM is management’s reaction to 
task performance relative to estimated durations.

• If you do not change beliefs, you are unlikely to succeed in changing behavior for the long term, buy‐in 
seeks to achieve sufficient agreement to make the injections necessary for future reality

• Your implementation plan should anticipate and plan for calmness

• CCPM implementations benefits the best by the organisation’s understanding of TOC 

Failure means that planned change does not achieve some desired goal

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Thinking Tools &

Project Management
• The core conflict comes from how the project system manages (or fail to manage) 
uncertainty by allocating contingency
• Using the thinking tools to build WBS’s, exposes the ‘why’ and the ‘how’ to improve 
project management
• It clarifies the beliefs & assumptions behind the theory, making it accessible for future 
improvements
• It Identifies the injection you suspect leads to the undesired effect
• Build a CRT to connect logically the injection to the UDE’s
• The real promise of TOC lies in the impact of people who work in TOC organisations
– People report a sense of order and hope
– People report greatly increased work output with much less time spent and greatly reduce stress & frustration
• These gains translates into the bottom‐line for all the business stakeholders
• CCPM requires some significant changes in management behavior

YOU WILL ACHIEVE THE BENEFITS OF CCPM,
ONLY IF MANAGEMENT BEHAVIOR FOLLOWS THE CCPM MODEL

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Questions

33rd International Conference of the TOC Practitioners Alliance ‐ TOCPA