Critical Chain Project Management (CCPM) has proven its effectiveness to terminate projects on time and even quite often before estimated finish date.
In development, engineering or Maintenance Repair & Overhaul (MRO), using CCPM can give a significant competitive advantage.
It can outperform slower competitors, earn premium for faster achievement and/or allow multiplying projects within similar timeframe and often with same resources.
CCPM is the perfect companion for Lean Engineering, giving the means to win the race-to-market and multiplying new product launches.
True Lean Engineering is something long to develop and “install”, it’s about learning and developing a reusable knowledge base as well as turning engineers into Lean thinkers.
Terminating projects earlier and multiplying them offers the learning opportunities to test and gather knowledge.
CCPM is therefore a good Lean Engineering “forerunner” giving a competitive advantage faster than the sole Lean Engineering initiative.
What CCPM per se does not is discriminate added-value tasks and non added value, the wasteful tasks listed in a project in a Lean thinking way.
Of course, when CCPM takes care about the capacity constrained resources, it invites to check the content of the tasks and scrutinize the proper use of those precious resources, thus calling for Lean-minded scrutiny.
CCPM acts then as a focusing tool for Lean-minded analysis and improvement.
These two, Critical Chain Project Management and Lean Engineering, seem to make a fine, promising pair.
Something to consider.