| If cc-MPulse is the Solution, What is the Problem? |
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The problem is too much Work In Process (WIP). Thanks to the efforts of Lean Manufacturing, the work in process in production environments has been significantly reduced. cc-MPulse™ reduces work in process in projects, by staggering the starts of the projects according to the availability of a “drum” resource.
Figure 1 illustrates two projects, started at the same time. cc-Pulse™ has been used on each single project file, immunizing the project’s customers from the effects of variation within each project. Note that the resources are level loaded within each project, but overbooked across the two projects. This overloading across projects is common practice today. This overload creates a demolition derby of projects, with the projects having the best sponsorship and most executive intervention finishing first, and other projects getting occasional attention until they perish from neglect.
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Figure 1: Without a method for gating projects into the enterprise, all projects are started as soon as possible.
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Figure 2 illustrates two projects staggered with cc-MPulse™. The load vs capacity of the resources have been analyzed, and the “Software Integrator” resource (highlighted in fuschia) selected as the drum. The projects were staggered based on the availability of the drum resource. Once the projects are staggered based on the most heavily loaded resource, all of the other resources have sufficient time for their work as well.
Once the projects are properly staggered and underway, an accurate model of remaining work can be maintained with cc-MPulse. Enterprise level reports from The Looking Glass provide executive decision support.
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Figure 2: Using cc-MPulse™, the starts of projects are staggered according to the drum resource(s), reducing WIP.
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