IMPLEMENTATION OF CRITICAL CHAIN PROJECT

MANAGEMENT IN MAINTENANCE AND SUSTENANCE

PROJECTS OF TATA STEEL
Summer Internship Project
(12th May ’07 – 11th July ’07)

Submitted in partial fulfilment of the requirement for the award of degree

in
MASTER OF BUSINESS ADMINISTRATION

Submitted by:
Nongmaithem Amarjit Singh
07BM8097, MBA, 2nd Year

Company guide: Sudipto Sarkar,

Head TOC Task force on CCPM,
TQM, Tata Steel

VINOD GUPTA SCHOOL OF MANAGEMENT

INDIAN INSTITUTE OF TECHNOLOGY KHARAGPUR
2008
TRAINING CERTIFICATE
 13

ACKNOWLEDGEMENT

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

I am thankful Mr. Sudipto Sarkar, Head TOC task force on CCPM, TQM Department, Tata

Steel, guide par excellence, who has been a constant source of inspiration to me. His problem

analysis skills, way of thinking and helping nature has motivated me always during my project work.

His constant guidance and keen interest in my work, has made the project successful and continuous

learning possible. Within the short span of time I have learnt a lot about Project management and

TOC from him and he has left a deep impression on me with his enthusiasm and forethought.

I am thankful to Mr. Rupam Bhaduri, Chief TOC and Mr. Suman Biswas, Head TOC Supply

Chain and Operation Task Force and Mr Arnab Chakraborty, Sr Manager TOC, CCPM Taskforce,

TQM department, Tata Steel for their time to time guidance and input.

I would also like to thank Mr. Nayan Biswas, TQM Executive, TOC Task force on CCPM,

TQM Department, without whom the learning experience would have been incomplete.

I am thankful to Tata Steel, which gave me an environment and an opportunity to pursue the

project work, by which I was able to enhance my Knowledge and develop a better way of thinking.

I will also take this opportunity to thank all my Professors at Vinod Gupta School of

Management, IIT Kharagpur, who have been my constant source of inspiration during my endeavour

at VGSOM and the project work. I have learnt a lot during the interaction with them. This learning

has helped me in successfully completing the tasks I was assigned as part of the summer’s project.

Nongmaithem Amarjit Singh

ABSTRACT

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Project Management involves the planning, monitoring and control of all aspects of the project so

that the project is delivered within time, Budget and with content. There are various methods of

project management. Most projects face the problem of not delivering the original commitments in

term time, budget and content – there is compromised in one of the three objective of the project.

The problems faced by projects in various areas are of similar nature.

Theory of Constraints (TOC) developed by Eliyahu M. Goldratt identifies the root cause of the

problems in the projects, applies five focusing Steps of TOC in Project Management which is known

as Critical Chain Project Management (CCPM).

CCPM was applied in Maintenance and Sustenance projects of Tata Steel namely LD-1 Vessel Gas

cooling Pack modification and LD-2 Slab caster-2 annual major shutdown. It helped in completing

the project within time, with all contents and in budget.

Contents

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

ACKNOWLEDGEMENT....................................................................................................................2
ABSTRACT......................................................................................................................................3
EXECUTIVE SUMMARY...................................................................................................................6
1. INTRODUCTION.........................................................................................................................8
1.1: OVERVIEW OF TATA STEEL...............................................................................................................10
1.1.1: Process flow of Tata Steel..................................................................................................................................10
1.1.2: Maintenance......................................................................................................................................................11
1.1.3: Sustenance.........................................................................................................................................................12

2. PROJECT MANAGEMENT..........................................................................................................13
2.1: PROJECT MANAGEMENT CONCEPTS (LITERATURE SURVEY)..............................................................13
2.2: PROBLEMS FACED IN PROJECT MANAGEMENT................................................................................14

3. THEORY OF CONSTRAINTS........................................................................................................15
3.1: FIVE FOCUSING STEPS OF TOC..........................................................................................................15
3.2: APPLICATION OF TOC.......................................................................................................................16
3.3: CONFLICT CLOUNDS IN MANAGEMENT............................................................................................17
3.4: OBJECTIVE OF THE STUDY.................................................................................................................19
3.5: EXPECTED OUTCOME OF THE STUDY................................................................................................19

4. PROJECT MANAGEMENT IN TOC WAY: CRITICAL CHAIN PROJECT MANAGEMENT (CCPM)........20

4.1: TIME INSIGHTS.................................................................................................................................22
4.2: EXPLANATION OF APPLICATION OF CCPM WITH AN EXAMPLE.........................................................29

5. APPLICATION OF CCPM IN TATA STEEL.....................................................................................32

5.1: CONCEPTUALIZATION.......................................................................................................................32
5.2: PLANNING AND PREPARATION.........................................................................................................32
5.2.1: Planning of the project......................................................................................................................................32
5.2.2: Aggressive Scheduling.......................................................................................................................................33

5.3: EXECUTION.......................................................................................................................................34

6. ANALYSIS AND RESULTS...........................................................................................................35

6.1: LD-2 SLAB CASTER-2 MAIN SHUTDOWN...........................................................................................35
6.1.1: Planning of the project......................................................................................................................................35
6.1.2: Aggressive scheduling and identification of the possible Murphy....................................................................35
6.1.3: Execution of the project....................................................................................................................................36

6.2: LD-1 VESSEL-1 GAS COOLING PLANT STACK UP-GRADATION............................................................36

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

6.2.1: Planning of the project s per flow of the project..............................................................................................37

6.2.2: Aggressive scheduling and buffer allocation.....................................................................................................37
6.2.3: Buy-in of aggressive schedule plan with project team......................................................................................38
6.2.4: Identification of possible Murphy.....................................................................................................................38
6.2.5: Execution of the project and monitoring..........................................................................................................38

6.3: DIFFERENCE BETWEEN THE TWO PROJECTS.....................................................................................39

6.4: RESULTS...........................................................................................................................................39

7. CONCLUSION...........................................................................................................................40
7.1: TO SUMMARISE................................................................................................................................40
7.2: SCOPE OF FURTHER WORK...............................................................................................................41

8. VALUE ADDITION.....................................................................................................................42
8.1: VALUE ADDITION TO THE ORGANISATION.......................................................................................42
8.2: VALUE ADDITION TO MYSELF...........................................................................................................42

REFERENCE..................................................................................................................................43
APPENICES............................................................................................................................................44

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

EXECUTIVE SUMMARY

Through with its recent acquisitions, Tata Steel has become a multinational with operations in

various countries. Under Viable Vision (strive to be a global leader in Steel industry), Tata Steel has

adopted TOC under Aspire Unlimited as a mean of Problem solving under which CCPM used for

project management.

In Tata Steel, a number of projects ranging from annual major shutdowns in each of the production

unit for regular maintenance to Expansion projects are carried out. These projects also faced similar

problems of not being able to deliver the original commitments-time, budget and content. CCPM is

applied in Maintenance, Sustenance and Expansion projects.

CCPM was applied in Maintenance projects in LD-1 Vessel Gas cooling Pack modification and LD-

2 Slab caster-2 annual major shutdown. During the execution, the tasks are staggered by using ‘Start

as late as possible’. The time estimates of the tasks are not turned into commitments for which the

original times are converted into Aggressive schedules and Buffers are provided to protect the

project as the whole. The task priorities generated by Coweb, Online project monitoring software, is

followed so that there is no wastage of buffers. By following these rules, the projects are executed

and monitored to deliver the original commitment of content, time and budget.

The major jobs taken up in LD-2 Caster-2 Main shutdown were: Renewal of Torch cutting machine,

Deburrer and Disappearing Stopper.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

In LD-1 Vessel-1 Gas Cooling Plant Stack Up-gradation, the main tasks undertaken were:

Replacement of the cooling stack with up-gradated stack and modification of the Converter water

circulation system which include the pumping system, piping and Instrumentation system .

It helped in completing the project within time, with all contents and in budget.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

1. INTRODUCTION

Project Management are the management activities of planning, directing, and controlling

resources (people, equipment, material) to meet the technical, cost, and time constraints of a project.

The goal of an Effective Project Management is to complete the project within Time, Budget and

Content. But it is hard to achieve all the above three simultaneously. Generally projects get

completed but always there is compromise with Time, Content or Budget. The problems are more or

less the same and are found in every project done in any field of specialisation/ Industry.

Tata Steel does a number of Sustenance, maintenance and expansion projects. It is necessary

to perform regular maintenance in order to keep the equipments in functional state. Sometime, it is

required to know whether or not it is running in a satisfactory manner. Thus Maintenance activities

are carried out periodically, called as Preventive Maintenance or at Tata Steel as Main Shutdown.

Equipments or the machineries are upgraded on the base of company’s need and market demand is

called as Sustenance Maintenance. Expansion Projects are done based on the company’s strategic

needs for capacity increase/expansion. In Tata Steel, all kind of Projects ranging from Preventive

maintenance/Annual Shutdown, Sustenance Maintenance and Expansion Projects takes place. The

problems in Project Management stated above are also common in all the projects done in Tata Steel.

The Theory of Constraint (TOC) implementation in Tata Steel started in consultation with

Goldratt Consulting Limited (GCL) in April 2006 through Viable Vision (VV) programme. The aim

was to achieve real breakthrough improvements. The policy of Tata Steel is to build a decisive

competitive edge and the capabilities to capitalize on it, on big markets.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

The components of Tata Steel’s TOC Programme (Viable Vision) are:

 Solution for Sales and Supply Chain (SFS)

 Exploitation in Operation including mining

 Critical Chain Project Management

Critical Chain Project Management (CCPM) is Project management based on Theory of

Constraints (TOC) developed by Mr. Eliyahu M. Goldratt. TOC gives deeper insight into the time

estimates in accordance with human behaviour and applies “Five Focussing Steps” in project

management. Application of TOC in Project Management is called Critical Chain Project

Management (CCPM). In CCPM, the longest chain of dependence tasks considering the resource

contentions is defined as Critical Chain. Here, Critical Chain project planning and execution takes

into account of resources contentions, in contrast to the more traditional Critical Path and PERT

methods, which emphasize task order and rigid scheduling.

Application of CCPM in Tata Steel helps in better management of the projects resulting in better

savings, projects delivers within time, in budgets and with contents. CCPM was applied in LD-2 slab

caster-2 main shutdown and in LD-1 Vessel-1 Gas Cooling Plant stack up-gradation. LD-2 slab

caster main shutdown was carried out by project team which has earlier done project using

CCPM.LD-1 Vessel-1 Gas Cooling Plant stack Up-gradation project was done by Project Team new

to CCPM. Both the teams have performed the projects and the results are encouraging.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

1.1: OVERVIEW OF TATA STEEL

Established in 1907, Tata Steel is the world's 6th largest steel

company with an existing annual crude steel capacity of 28

million tonnes. Asia's first integrated steel plant and India's

largest integrated private sector steel company is now the world's

second most geographically diversified steel producer, with

operations in 24 countries and commercial presence in over 50

countries.

It is the first private sector steel plant which started with a production capacity of 1, 00,000 tones has

transformed into a global giant. Tata Steel plans to grow and globalize through organic and inorganic

routes. Its 5 million tons per annum (MTPA) Jamshedpur Works plans to double its capacity by

2010. Tata Steel's vision is to be the global steel industry benchmark for Value Creation and

Corporate Citizenship. Tata Steel is one of the few steel companies in the world that is Economic

Value Added (EVA) positive. It was ranked the "World's Best Steel Maker", for the third time by

World Steel Dynamics in its annual listing in February, 2006. Tata Steel has been conferred the

Prime Minister of India's Trophy for the Best Integrated Steel Plant five times.

1.1.1: Process flow of Tata Steel

Iron Ore, Enriched coal and Fluxes are fed to Blast Furnace and Steel is produced which is in molten

form called ‘Hot Metal’ through Huntsman crucible process. From blast furnaces, the molten metal is

fed to Steel making shops-LD1 and LD2 (LD stands for Linz Donawitz). LD-1 is meant for Long

products such as Wires and LD-2 is for Flat products such as Sheets. There are two LD vessels in

LD1 and three in LD2 having combine capacities of 1.75 Million Tons and 3.3 Million Tons

respectively. From LD1, the molten metal is fed to two continuous Billet Casters that have combine

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

capacity of 1.71 million tons, which in turn fed to three Rolling Mills having a combine capacity of

1.22 million tons. These Continuous Rolling Mills (Bar Mill, Wire Rod Mill and Merchant Mill)

ultimately produces the Long Products for Tata Steel. And from LD2, molten metal is fed to three

Continuous Slab Casters having combine capacity of 3.24 million tons from where the steel slabs are

fed to Hot Strip Mill and then to Cold Strip Mill having capacities of 3.24 million tons and 1.52

million tons respectively. From both the mills flat products are finally produced.

Figure 1.1: A brief process flow of Tata Steel

1.1.2: Maintenance
In order to keep the equipments function effective, maintenance is required. Sometime, some

equipments break-down, hence maintenance has to be done. There are two approaches to

maintenance in the industry:

• Corrective Maintenance (which means to let the equipment run until it fails and then fix it if

possible or replace it).

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

• Scheduled Preventive Maintenance (the equipment is inspected and regular maintenance on it done

after a specific number of operating hours have passed or after a certain number of months have

passed since last inspection/maintenance).

In Tata Steel, almost all the maintenance works are preventive ones. These maintenance works are

done to inspect and rectify normal wear and tear of the equipment added with cleaning and painting.

The annual maintenance is known as Main Shutdown.

1.1.3: Sustenance
Sustenance is also a kind of maintenance but in this case the equipment or the machinery is upgraded

on the base of company’s need and market demand. The equipment or/and machinery is upgraded for

 Higher production

 Modifications to comply with new SHE regulations

 Modification to reduce cost of production

 Modifications to meet quality requirement for certain enrich product mix.

All the maintenance, either maintenance or sustenance, causes stoppage of production of the plant.

This reduced the running/production time of the plant. Reduction in the duration of the shutdown and

delivery of projects with the commitments it promise to give, will improve the production time,

hence increases the profitability of the company.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

2. PROJECT MANAGEMENT

Project Management are the management activities of planning, directing, and controlling resources

(people, equipment, material) to meet the technical, cost, and time constraints of a project. The aim

of the project management is to finish the project within time, Budget and with the content.

2.1: PROJECT MANAGEMENT CONCEPTS (LITERATURE SURVEY)

There were various methods of project control used for the management of the projects. Gantt chart,

named after Henry L. Gantt, shows both the amount of time involved and the sequence in which

activities can be performed. There are network planning models developed in 1950s of which two

best-known – Critical Path Methods CPM) and Program Evaluation and Review Techniques (PERT).

The Critical Path Methods was developed for scheduling maintenance shutdowns at Chemical

processing plants owned by Du Pont. Since maintenance projects are performed often in this

industry, reasonably accurate time estimates for activities are available. CPM is based on the

assumptions that project activity times can be estimated accurately and that they do not vary.

The program Evaluation and Review Technique (PERT) was developed for the U.S. navy’s Polaris

missile project. This was a massive project involving over 3,000 contractors. Because most of the

activities had never been done before, PERT was developed to handle uncertain time estimates. As

years passed, features that distinguished CPM from PERT have diminished. The Critical path of the

activities in a project is the sequence of activities that form the longest chain in terms of time to

complete. If any one of the activities in the critical path is delayed, then the entire project is delayed.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Critical Chain Project Management (CCPM) is Project management based on Theory of Constraints

(TOC) developed by Eliyahu M. Goldratt. The Critical Chain in a project is the sequence of

activities that form the longest chain based on resource contentions.

2.2: PROBLEMS FACED IN PROJECT MANAGEMENT

Even after using all the techniques and methods, most projects do not finish on time and/or within

budget and/or with the original promised content. The project cannot be finished on time, without

going over budget or compromising the content as

 Original Due dates are not met

 There are too many changes as the project progresses

 Too often resources are not available when needed (even when promised to)

 Necessary things are not available on-time

 There are fights between priorities among projects

 There are budget over-runs

 There is too many rework

Even though projects are diversified, whatever the field of specialisation/industry – the complaints

are almost/basically the same. This suggests that there must be sometime common to all of them

which are causing all these problems.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

3. THEORY OF CONSTRAINTS

Goldratt has developed his ‘Theory of Constraints’ (TOC) has become popular as a problem-solving

approach that can be applied to many business areas- Production, Distribution and Project

Management.

Theory of Constraints provides a set of Holistic processes and rules all based on a Systems approach,

that exploits the inherent simplicity within complex systems through FOCUSING on the FEW

physical & logical “LEVERAGE POINT(S)” as a way to SYNCHRONIZE the parts to achieve

ongoing & step change improvement in the performance of the system as a whole.

It aims to continually achieve more of the goal of a system. If that system is a for-profit business,

then the goal becomes one of making more money, in the present as well as in the future.

TOC used the chain analogy to derive the Process Of On-Going Improvement (POOGI).

The strength of the Chain is ‘the weakest link’, so strengthening the “Weakest link” is what really

governs whether System Improvement.

The TOC was developed to achieve both STEP CHANGE and ONGOING improvement.

3.1: FIVE FOCUSING STEPS OF TOC

The Five Focusing Steps of TOC are:

Step0: Agree on the System GOAL (to define “Constraint” and “problem”)

Step1: Identify the constraint No improvement is possible unless the constraint or weakest link is

found).

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Step 2: Decide how to exploit the constraint (Make the constraints as effective as possible)

Step 3: Subordinate everything else to hat decision. (Align every other part of the system to support

the constraints even if this reduces the efficiency of non-constraint resources).

Step 4: Elevate the constraint (If output is still inadequate, acquire more of the resource so it no

longer is a constraint)

Step 5: If, in the previous steps, the constraints have been broken, go back to step 1, but do not let

inertia become the system constraints. (After this constraints problem is solved, go back to the

beginning and start over. This is a continuous process of improvement: Identify constraints, break

then, and then identifying the new ones that result).

3.2: APPLICATION OF TOC

TOC is applied in various areas of business:

SUPPLY CHAIN LOGISTICS

 Managing Operations: Drum-Buffer-Rope

 Managing Supply Chain: TOC Replenishment

FINANCE

 Making decisions using T, I and OE

 Making decisions using Throughput /Constraint Unit

PROJECT MANAGEMENT

 TOC Project Planning Rules: Critical Chain

 TOC Project Execution Rules: Buffer Management

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

3.3: CONFLICT CLOUNDS IN MANAGEMENT

Problems faced in Project Management

Even after using all the techniques and methods, most projects do not finish on time and/or within

budget and/or with the original promised content. The project cannot be finished on time, without

going over budget or compromising the content because of

 Original Due dates are not met

 There are too many changes as the project progresses

 Too often resources are not available when needed (even when promised to)

 Necessary things are not available on-time

 There are fights between priorities among projects

 There are budget over-runs

 There is too many rework

Even though projects are diversified – the complaints are almost/basically the same. The problems

still exist even when the Project Management techniques- Critical Path Methods and PERT analysis

are used. These problems are almost the same for the past 40 years or so, the same problem. These

may be because we are dealing with the direct complaints rather than the deep cause of their

existence. These problems are usually called Undesirable Effects (UDEs).

The causes of the problems can be identify using ‘Conflict Cloud’ and resolve the conflict.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Figure 2.1: Conflict cloud diagram

The above figure says that: In order to do Block A, we must do block B. In order to do block B, we

must do block D. But if we do Block D we jeopardize block C. And in order to do block C we must

do block D’. Invariably D and D’ are in conflict. There is never a conflict between B and C. These

are both genuine needs. The actions that need to be taken to achieve each of the needs are in conflict.

We typically compromise on D and/or D’. We keep doing D until C becomes intolerable and then we

do D’ till B becomes intolerable. This is called as Conflicting Cloud of Managers. Under each

connecting arrows there is an assumption/assumptions. If these assumptions can be identified and

resolved, the Conflict can be resolved.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

3.4: OBJECTIVE OF THE STUDY

To implement Critical Chain Project management in Maintenance and Sustenance projects of Tata

Steel

 LD-1 Vessel 1 Cooling Gas plant up-gradation

 LD-2 Slab Caster Main Shutdown

3.5: EXPECTED OUTCOME OF THE STUDY

 Projects delivered within time, budgets and with content.

 Deeper understanding of Theory of Constraints (TOC) and its way of dealing with Conflicts.

 Implement of CCPM in maintenance and Sustenance Projects of Tata Steel- Maintaining

High sustainable performance in Project team that has already implement CCPM in their

projects and Baptising new project team to adopt CCPM in their projects

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

4. PROJECT MANAGEMENT IN TOC WAY: CRITICAL CHAIN PROJECT

MANAGEMENT (CCPM)

Critical Chain Project Management (CCPM) is Project planning and execution based on Theory of

Constraints (TOC) developed by Eliyahu M. Goldratt. It used Critical Chain for planning and Buffer

Management for Project Execution. The Critical Chain in a project is the sequence of activities that

form the longest chain based on resource contentions.

This is in contrast to the traditional Critical Path and PERT methods, which emphasize task order

and rigid scheduling. In CCPM, the project planning is based on the flow of the project and Critical

chain resources.

Application of TOC in Project Management starts with identifying the undesirable effects (UDEs) as

stated in the problem faced in Project management and uses them to identify the core cause/causes of

the problems. In order to identify the core problem, TOC suggest identifying the conflict for each

UDE and generalized them to a generic conflict-the core problem.

Generic Conflict Cloud in Project Management is:

Figure 4.1: Generic Conflict cloud in Project Management

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

There is underlying assumptions inn each connecting arrows. The TOC way to examine the

assumptions underlying the arrows and challenges them to find out which one is erroneous.

The causes of the problems are

 Uncertainty in the content, in process and in skills. Here little improvement can be done.

 The common practice of project management, which cannot be improve in short term and

significant.

 The ‘mode of operation’ of project management.

These causes are being identified using ‘Conflict Cloud’ and resolve the conflict.

As improvement in the first two causes is little/cannot be done in short term, the third causes ‘Mode

of Operation’ can be addressed.

In Generic conflict cloud, attacking B-D:

Assumptions: The safety we are allowed is not enough to absorb all the glitches.

Meaning: trying to solve the problem even when the commitment given is unrealistic. There are lot

of safety embedded in task estimates-enough to meet all the glitches-but the way we manages the

project wastes this safety.

The basic cause of conflict is that, in our projects today, we do not have enough safeties or/and are

there more than enough safeties and we are not managing the safeties properly. We can have

deeper insight of the time estimates of a project.

Application: Changes the way we places and use the existing safety.

The safety embedded in task estimates is enough to meet all the glitches.

The Common practice in Project management is to ensure the project finish on time is to each task

finish on time.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

But Common Knowledge suggests that it is not important to complete each task on time, but to

complete the project on time.

From this, Conclusion can be drawn that the common practice assumes that the local optima

(finishing each task on time) is the best way to achieve the global optima (to finish the project on

time).

Project environments are dominated by two characteristics:

 High uncertainty, guaranteeing surprises.

 There is need to satisfy not just one objective/commitment but three different

objectives/commitments.

As there is High uncertainty, so task time cannot be deterministic but they are only time estimates.

But in general, people turn the task time estimates into commitments.

Realistic estimations means that we do account for thins that would not go smoothly. We know that

there will be disruptions. Therefore realistic estimations always have some level of safety. Let us

examine into insight of time estimates.

4.1: TIME INSIGHTS

Generally, the time estimates of any job are given by:

1. Past experience of the same job.

2. The person, who will do the job, says the time.

Thus, when time estimates of a job is concerned then there is a consideration of human behaviour

because the entire job requires human indulgence. Because of all these human aspects, it is quite next

to impossible that the time estimate of a job can be done.

The bottom line is that Time Estimates are not deterministic.

In addition this, it is observed the distribution of time for any kind of job, for example; delivery time,

customer complain handling time or any other time is a skewed graph.

Nongmaithem Amarjit Singh TATA STEEL
VGSOM, IIT Kharagpur
 13

But in reality, the probability distribution for time estimate is highly asymmetric. The safety we take

for 90% probability task completion is very large.

Figure 4.2: Time estimate distribution

In most of the project environment, at least half of the time estimates is safety.

The safety embed to the time estimated is inflated- each level of pyramid in the hierarchy adds each

own level of safety to the time estimates, is because of two undesired human nature.

Student Syndrome: The phenomenon that many people will start to fully apply them to a task just

in the wake of a deadline. Student syndrome is explained in fig.4.3

Figure 4.3: Student syndrome: Level of effort as time comes nearer to due date

Parkinson’s Law: “Work expands so as to fill the time available for its completion”. Turning the

estimation into commitment makes it into self-fulfilling prophecy.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

WHAT’S THE EFFECT? The following diagram shows the effect of above human behaviour.

Figure 4.4: planning: Time estimates include safety

Figure 4.5: Execution: wastage of safeties

Figure 4.4 shows how safety are embedded in the time estimate in planning and figure 4.5 shows

how safeties for each of the individual tasks are wasted during execution due to student syndrome

and Parkinson’s law.

The mechanism by which the safety is wasted caused gain not to be transferred to next task in full,

while the delay are transferred in full.

Let us assume a simple project with 8 activities in series with each 8-hours of duration.

8Hrs
ss
Nongmaithem Amarjit Singh TATA STEEL
VGSOM, IIT Kharagpur
 13

Thus, the total duration of the Project will be 8*8=64 Hrs. But

1. In any project – What are the chances that once project starts one or two activities are added

and it is felt that one or two activities need not be done?

2. For any of these activities what are the chances that each of them will take exactly 8 hrs? Not

an hour more – Not an hour less.

Since, time estimate distribution is skewed and it is not deterministic. Taking the minimum variation

in number of activities and time taken for each activity, the total time that will take to complete the

job will be

8(+/-1)*8(+/-1) = Anywhere between 49 and 81.

So, there is wide spread of time within which the project can be complete. Our target is to complete

the job in scheduled time, i.e., to protect the time of project as a whole.

Consider a Project with 4 activities in series and each of 10 Hrs.

Figure 4.6: Series of task and completion distribution

Figure 4.6 shows how a series of task which have skewed time distributions, but completion time

distribution follows normal distribution.

Time is not deterministic and times estimates are given are skew distribution.

1. What is the chance that task 1, 2, 3 and 4 will all happen early? Nearly impossible.
Nongmaithem Amarjit Singh TATA STEEL
VGSOM, IIT Kharagpur
 13

2. What is the chance that tasks 1, 2, 3 and 4 will all get delayed? Very remote

3. What is the chance that some of the tasks will get delayed and some will finish early? Most

Likely

Thus, the delayed tasks and the early completions will even out leading to a uniform distribution of

completion of the project as a whole.

Again taking the same Project with 4 tasks in a series; each takes 10 hours, each with a similar skew

distribution of time estimates. Considering this project and expecting some tasks to get delayed and

some tasks to complete early, there is a chance that the project may get delayed.

The question arises- What is the expected delay that the project as a whole can experience? If the

project as a whole is protected with the expected delay that can take place, then the project will never

get delayed- but much protection to give. Figure 4.7 shows how providing buffer at the end of the

project can protect the completion of the project.

Figure 4.7: protecting the project with buffer

If the variability of each of the tasks in series is added up and add that to the end of the project then

the project would be protected. According to the central limit theorem in statistics, variability

reduces when tasks are combined.

The variability of the entire project will be the square root of the sum of squares of each of the tasks.

In the above example there are 4 tasks of 10 hours each. So the amount of buffer required will be:

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

√ (102 + 102 + 102 + 102) = 20 (Which is 50% of the total project duration)

As long as there is four or more task in series in the longest chain of a project, a buffer of 50% of the

entire project duration would protect the project as a whole.

Thus three conclusions can be drawn:

1. Time estimates are not deterministic and are skewed.

2. In a series of activities, the delays and early completions even out, giving uniform distribution.

3. A buffer equal to half the project duration can protect the project as a whole.

Again considering a series of 10 tasks, each with similar distribution of time estimates and the

successive task is ready to take up the task from predecessor at the 90% time estimate. Figure 4.8

shows a series of 10 tasks with skew time distribution and the completion of all the tasks follows

Normal time distribution. Hence providing buffer at the end of the project can protect the whole

project.

Figure 4.8: Series of tasks with Project buffer in the end

All the above stated conditions; 1, 2 & 3 are fulfilled here, but again there is a problem: We are just

adding more time to our existing schedule in the form of buffer. This is counterproductive. To solve

this, Aggressive Scheduling is used.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

In the aggressive scheduling, the actual Work Breakdown Structure is kept but the tasks are

scheduled such that successor task is ready to start if its precedence task finishes early. This adds

significant gain to the project itself. The time estimation for each task is cut into half-no one act as

though there is enough time available, thus the Parkinson’s law and student’s syndrome are

overcome and the project is protected with a buffer leads to completing projects in shorter duration.

It is not important to complete each task on time; instead our ultimate aim is to complete the whole

project on time. This is managing project as per TOC, i.e. CCPM.

The solution to the problems in the Project Management using the five focusing steps of TOC is:

Step 1: Find the Constraint: The Critical Chain: identifying the chain which taken maximum time

considering resource contentions.

Step 2: Exploit the Constraint: Expedite Critical Chain Tasks: Aggressive scheduling of the

projects

Step 3: Subordinate to the Constraints: Yield resources to CC Tasks and complete feeding tasks

so there Critical Chain tasks are not delay because of Feeding tasks delay.

Step 4: Elevate the Constraint: Off-Load Critical Chain by change schedule or adding resources.

Step 5: Avoid Inertia: Get better and better

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

4.2: EXPLANATION OF APPLICATION OF CCPM WITH AN EXAMPLE

Let us consider a project as given below in the figure.

Figure 4.9: Traditional Project Network.

Here the Critical Path is A1-A2-A3-D1-D2 with duration of 8 weeks. Figure 4.9 gives the network

diagram of the project.

In CPM and PERT, the resource contentions are not consider in the project planning. Here A2, B1

and C2 are performed by the same resources. To final the project on time, each task wants to start as

soon as possible, there is always fight for resource. Naturally, there will be multi-tasking in the

resource leading to longer lead time for each tasks and hence the delay in delivery of the project.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

The critical chain identified considering the resource contentions. Here the Critical Chain is B1-A1-

C2-C3-D1-D2 with duration of 11 weeks. There is difference from what is given by CPM and PERT

techniques. The critical chain tasks are shown in the fig. 4.10 (tasks in bold box).

Figure 4.10: Critical Chain of the project network

In the given project, CCPM is applied.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Figure 4.11: Project network in CCPM way

Here the one marked in bold box are the tasks in the Critical Chain. Aggressive Scheduling is done

by cutting the task durations into half of the original duration. The Critical chain is subordinated by

providing Feeding Buffers (equal to half of the duration of the feeding chain). The total project is

protected with Project Buffer (equal to half of the Critical Chain). The total project duration is of

8.25 weeks. Here, as the project is provided with Project (which is equal to half of the Critical

Chain), it is ensure that the project will be complete within the given time.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

5. APPLICATION OF CCPM IN TATA STEEL

The process/methodology adopted in applying CCPM in Tata Steel to optimize major shutdowns is

as follows:

1. Conceptualization: Decide the scope of the shutdown

2. Planning & preparation: Plan based of dependencies (functional and resource)

3. Execution Eliminate all wastes.

5.1: CONCEPTUALIZATION
Buy in with the project team

Here the project team comprising of Supervisors, Foremen and Engineers leaded by the Project

manager defined the scope of the project. The whole step involved the following things:

• Long term plan for major repairs / shutdowns

Nongmaithem Amarjit Singh TATA STEEL
VGSOM, IIT Kharagpur
 13

• Crystallizing objectives of the shutdown / turnaround

• Set up the team (and coordinator)

• Form the preliminary job list

• Request for budget allocation

The TOC task force team on CCPM involves in the understanding the project.

5.2: PLANNING AND PREPARATION

5.2.1: Planning of the project
The actual team designed the list of the tasks/jobs that were planned to be done. This gives

the basic framework of the tasks to be carried out during the shutdown. This plan generally leaks the

detailed Work Breakdown Structure (WBS) and allocation of resources to the individuals. In addition

to this, the dependency relationship is generally not clear. After discussing with the job participants;

Supervisor, Foremen and Engineers, the basic plan of the Major Shutdown including the allocation

of proper resources, proper break ups of the job, proper activity, and resource dependency and most

importantly the plan is designed as per the flow of the project.

The project is design as per flow of the tasks to be carried out and dependency. The detailed

description of the tasks to be performed is given for each task so as that it is easily understandable

by anybody. Various reviews are done on the plan so that the plan is planned in the way the project

will be carried out.

5.2.2: Aggressive Scheduling

Once the plan is in place, the next step is the aggressive scheduling of the project with suitable

buffer. The task durations asked by the people are time estimates and contain some safety. When

there is a series of tasks performed, some tasks will finish early and some will finish late. By

application CCPM i.e., Aggressive scheduling maximum benefits can be derived to take advantage

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

of early finish for early completion of the project. Aggressive scheduling is done by 50% reduction

in total time and giving 50% buffer to the critical chain. CONCERTO 4.0 provided by Realization, is

used for performing the aggressive scheduling and buffer allocation.

5.2.3: Get a buy in of Aggressive scheduling

It is hard to convince the people that they are given only half of the time for each of their

tasks and the project can be completed in maximum of 75% of the total time asked by them. They are

convinced that as the time is not deterministic, rather probabilistic, these times were estimates only

not commitments. If there is delay due to the aggressive scheduling (time for each task cut into half),

there is project buffer which can be used for such delay.

5.2.4: Uploading the Plan to server:

TOC suggest that the project should be access to everyone involved in the project from anywhere.

CONCERTO has a web-based software option called “Conweb”, for online display of the Project.

The project is uploaded in the server. The project team can see the status and progress of the project

on online from anywhere, anytime.

5.3: EXECUTION
During the execution, the project is monitored using the CONWEB. The Project team can monitor

the progress of their project. The project manager and task-managers can get the list of jobs based on

the priority to be performed i.e., CONWEB provides the tasks which are critical or which became

critical during the progress. This helped to allocate the maximum resources available to the critical

activities. It also shows the Task manager who is responsible for that job. They can update the status

of the job as Not-started, In progress with remaining duration and Complete. Thus, by just guiding

those persons on everyday basis and also the Project Manager for the whole project, it was possible

to monitor the project very closely and complete the project within the aggressively allocated time.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Execution view of the project gives the overall status of the project such as due date, Projected due

date, % buffer consumed, % of Critical chain complete and Penetrating task if any.

 Viewing by the Project and Task Managers of actual execution team for updating the task

(Task Management).

 Applying buffer management to the project so that the questions-how much job is

completed and how much buffer is consumed? - is answered.

 Identify the variation in original critical chain; either the variation is there or not

(Penetrating Chain View).

 Viewing the priority of tasks (Project Chain View).

 Trend chart gives the history of the rate of consumption of project buffer. This help in

monitoring the project.

6. ANALYSIS AND RESULTS

6.1: LD-2 SLAB CASTER-2 MAIN SHUTDOWN

This project was done by the project team who has already adopted/performed the projects using

CCPM. This group of people has experience the application of CCPM in their project and the

benefits derived from it.

The major jobs taken up in LD-2 Caster-2 Main shutdown were: Renewal of Torch cutting machine,

Deburrer and Disappearing Stopper apart from other maintenance tasks.

Here in this project with this team, the objective of application of CCPM is to sustain the high

perform in the project.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

The step of application of CCPM is followed in this group except for the buy-in process (as they

have already accepted the CCPM concept and know its benefits and are confident).

6.1.1: Planning of the project

The Project plan is planned as per flow of the project with detailed of the tasks to be performed with

the help of the project team. The details include the task descriptions, time estimates for duration,

resource and its managers and task dependencies. Each member of the team participates in making

the plan.

6.1.2: Aggressive scheduling and identification of the possible Murphy

Aggressive scheduling is applied in the given plan. Here the consideration is how much the task

duration should be cut. It is still 50% or less than 50%. Sometime, some members are

overconfidence that they can tell they can achieve unrealistic targets. It is for the TOC-CCPM

taskforce members and the project manager to determine what should right so that the target is

realistic as well as it does not compromise on the ability of the team to delivery high performance.

Final aggressive schedule is done consensus of the team.

Once it is agreed on the new aggressive schedule, next step is identification of the possible

Murphy/hurdles that may delay or interrupt the project. Initial action plan is plan for each Murphy

identified so that the team ready in case any Murphy hits the project.

6.1.3: Execution of the project

The project is monitored closely during execution of the project. As the project is loaded in a server

which is accessible from anywhere anytime, each of the team members closely monitor the progress

of the project and does the action plan for implementation of the project.

They do the tasks according to the priority list generated by the conweb. The project manager does

review at regular interval so that everyone knows the status of the project as a whole and hence

perform to achieve the target.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

The project needs a close monitor as most of the time duration estimates given by team members are

good estimate (mostly less than 90% of task completion) above which Aggressive scheduling is

applied.

The project execution view, Project chain view and Trend chain of the project is included in the

Appendices (Figures A-5, A-6, A-7).

6.2: LD-1 VESSEL-1 GAS COOLING PLANT STACK UP-GRADATION

This project is performed by Project team which has not adopted/new to CCPM as the mean of

Project management. The team members do not have experience in doing project management as per

CCPM. They may/may not have heard of the concept of CCPM. They generally have doubt and

show resistance to the CCPM concept. The team is not sure whether CCPM will help in achieving

their commitments of time, content and budget. Here the main hurdle is the Buy-in of CCPM.In LD-

1 Vessel-1 Gas Cooling Plant Stack Up-gradation, the main tasks undertaken were: Replacement of

the cooling stack with up-gradated stack and modification of the Converter water circulation system

which include the pumping system, piping and Instrumentation system.

6.2.1: Planning of the project s per flow of the project

In general people make the project plan as itemised grouping of the tasks. This does not reflect the

real picture of the project. According to CCPM, the project plan should show how the project is

done. The project team is convinced about the Project planning according the flow of the tasks in the

project. Initially, they felt difficult with the new way of planning as it is opposite of what they

generally do. Once, they understand the concept and gets the idea of flow, the project planning is

smooth. The dependencies between the tasks are set. The project team gives the time estimates of

each of the task. At this time, no question is raised regarding the duration of the task, why it is taking

long. At this stage, the main aim of the CCPM team is to be accepted by the project team. CCPM

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

team helps in getting the flow of project planning and suggests how it could be done better by just

questioning they the right question at right time, answers and solutions are derived through

discussion by the project team themselves. Other issues like resource allocation to the tasks and

resource managers, task managers are identified and added in the plan. The tasks which have fixed

lead time are also set. The plan is given to the project team is further review. Based on the review,

further modifications are made in the project plan.

6.2.2: Aggressive scheduling and buffer allocation

Once the plan is ready in placed, Aggressive scheduling as per CCPM is applied to the project plan.

The task durations of each and every task (except for tasks with fixed lead time) is cut into half. The

critical chain of the project is identified. Buffer equal to half of the Critical chain is added as ‘Project

Buffer’ to the end of the critical chain to protect the project as whole. Buffer equal to half of the

feeding chain is added as ‘Feeding Buffer’ to the feeding chain of tasks to protect the Critical chain

from delay in the feeding chain.

6.2.3: Buy-in of aggressive schedule plan with project team

CCPM concept is explained to the project team, how it will help them in achieving the original

commitment. CCPM is about completing the project as whole rather than completing each task on

time. The team is made to realise that the time estimates are not deterministic, rather probabilistic.

Hence, the task can take longer than the time estimate and it can also take shorter than the time

estimate given. It is explained that when there is a series of tasks, it is most likely that some task will

complete early and some task will complete late. The delay in completion of the task delay the

project as whole but the early completion of a task may or may not passed on to the next task.

CCPM is about utilising the early finish to advantage of the project to complete on time. The Project

buffer is to protect the project as whole.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

6.2.4: Identification of possible Murphy

When the team has accepted the project plan, next is to identify all the possible Murphy that can

cause the delay of the completion of task in the next aggressive timing. It is brainstorming session to

point out the difficulties that may rise. Action plan is developed for the possible Murphy as that the

team ready to face the uncertainty that may raises.

6.2.5: Execution of the project and monitoring

The project manager and the task managers are how to update, monitor and plan during the execution

of the project through Conweb. The project manager is given the task list generated by Conweb (as

per Priority so as to complete the project at earlier) for next 7 days every day so that he can do the

resource planning. He is guided through how to do the review of the project. In CCPM, the progress

of the project is measured through the percentage of completion of Critical Chain, Status of the

project through Buffer management and it is monitored through trend chain with give the rate of

buffer consumption. The task managers are given task list of next 3 days every day. The review is

done every day (Review should be done atleast for every 5% of the project duration). During the

review, it is not questioned why the job is not completed in the given time, rather it is asked what is

need to speed up the completion of the task. Close monitoring is done through the online mechanism

using Conweb.The project execution view, Project chain view and Trend chain of the project is

included in the Appendices (Figures A-1, A-2, A-3, A-4).

6.3: DIFFERENCE BETWEEN THE TWO PROJECTS

LD-1 Vessel 1 GCP stack up-gradation LD-2 slab caster-2 Project
Project (Team which has already implemented
(Newly baptised Project team to CCPM in earlier projects)
Adopted CCPM)
Target Aiming/planning to achieved high Sustain the high performance that was
performance in project management achieved in project management
Benefits of Project team does not know the real The team has experienced the benefits

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

CCPM benefits that can be achieve by using from application of CCPM in their
CCPM in their projects projects
Acceptance of They are defensive in their approach. They accept CCPM as a mean to achieve
CCPM/buy-in better and better target.
Identifying They express the Murphy in term of They can articulate the possible Murphy
Murphy resistance to CCPM idea. They don’t better and derived action plan if the
possible have well coordinated action plan if the Murphy arises during the project
Murphy hit during the project. implementation
Monitoring the They use Conweb site to update their They use the Conweb to monitor the
project tasks status for other people to see their project and take advantage of it in
project status. It takes some time for them deciding the priority of the tasks and
to realise that Conweb is for them to deliver excellence result.
monitor their project.

6.4: RESULTS
CCPM Increased
ABP Plan Achieved
Area Target Availability

LD-1 Vessel 1 GCP

30 30 29 In-progress ---
up-gradation

LD-2 Slab Caster

11 11 9.5 8.8 1.7
Main Shutdown

7. CONCLUSION

7.1: TO SUMMARISE
TOC identifies the conflicts that exist in the project environment and applies the five focusing steps

in Project Management which is known as CCPM. CCPM gives a methodology of managing the

project to meet the original commitment of time, content and budget. It aims at achieving the

delivery of the project as whole rather than completion of individual task. It protects the project by

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

providing project buffer at the end of critical chain after aggressive scheduling (removing safety of

the individual tasks). This change manner in which project is executed:

 Each task time estimate becoming aggressive, this helps in eliminating Student’s syndrome

and Parkinson’s Law.

 Starting the tasks as late as possible eliminates resource contention, help in staggering the

task hence it prevents bad multitasking

 Tasks, if delayed, consume from the common buffer and tasks, which complete early,

contribute to the common pool of buffer.

 The total safety required to protect the project as whole is much less than sum of the safety in

individual task. Thus, there is better of finishing projects earlier than the plan where CCPM is

not applied.

 The uncertainties/Murphy that may rise in the projects are taken care of by the project buffer.

 The continuous monitoring of the project execution through Conweb help to see the dynamic

nature of projects and help in prioritize the tasks accordingly.

The implementation of CCPM in Maintenance and Sustenance projects of Tata Steel helps in

delivering the project with the original commitments of time, content and budget. CCPM was

implemented with the project team after they introduced to the new way of project management.

Here in case of LD-1 Vessel-1 GCP up-gradation project, the team was able to achieve result that

was thought impossible to them before. This changes the mindset of the project team. In case of LD-

2 Slab caster-2 main shutdown project, the project team had experience CCPM implementation in

their earlier projects. The project team can continuous to sustain the high performance and

continuous improvement through applying CCPM in their project. Implementation of CCPM in

maintenance and sustenance projects of Tata Steel has delivered good results.

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

7.2: SCOPE OF FURTHER WORK

It is further planned to expand the scope of application CCPM to larger number of projects, to larger

number of project team. CCPM applications will extent to expansion projects.

8. VALUE ADDITION

8.1: VALUE ADDITION TO THE ORGANISATION

As a part of my project, CCPM was implemented in two areas namely LD-1 for Vessel -1 Gas

Cooling Plant stack up-gradation and LD-2 for Slab Caster -2 main shutdown. As in LD-1 Vessel-1

Gas Cooling Plant Stack Up-gradation Project execution the project team was new to the CCPM

concept, hence application of CCPM in this project has expanded the areas in Tata Steel. This has

developed confidence of People in the CCPM as project management tool. As in LD-2 Slab Caster -2

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

main shutdown project the project team has already had experience in managing the project as per

CCPM concept, the application of CCPM in project with this group has proved that continuous

improvement and sustaining high performance in project management. Moreover, the

implementation of both the projects have increased the available time of production in both the areas

by completing the project within and ahead of the project due date.

8.2: VALUE ADDITION TO MYSELF

As a foundation to do the project here in Tata Steel, I was introduced to the Theory of Constraints

(TOC) concepts and its applications in various areas of business. The Five focus steps of TOC and

the Conflict cloud concept has developed in me a new and better way of managing and doing things

both in my personal life as well as in the areas of business. Implementation of CCPM in the live

projects in Tata Steel has developed me in the confidence to handle planning and implement the

projects. CCPM has taught to me (though I am a chemical engineer) that I need not have the

specialisation of the particular field to plan, implement and monitor the project.

REFERENCE

 Chase, Jacobs and Others [2006]:Operational Management for competitive advantage, 11 th

edition, Tata McGraw Hill, New Delhi

 Eliyahu M. Goldratt[1997] : Critical Chain, Indian Edition 2005, Productivity and Quality

Publishing Private Ltd., Madras

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

 Eliyahu M. Goldratt, Jeff Cox: Goal, The process of On-Going Improvement, Indian Edition

2005, Productivity and Quality Publishing Private Ltd., Madras

 Eliyahu M. Goldratt: Goal II, It’s not luck, Indian Edition 2005, Productivity and Quality

Publishing Private Ltd., Madras

 Tzvi Raz; Robert Barnes; Dov Dvir: A critical look at Critical Chain Project Management,

Project Management Journal; Dec 2003; 34, 4; ABI/INFORM Global , pg. 24

 William R. Duncan, Director of standards, PMI standard committee[1987]: A guide to the

Project Management body of knowledge, Project Management Institute, Newtown Square,

PA, USA

 Training Program on “Goldratt Satellite Program”

 www.wikipedia.com

 www.realization.com

APPENICES

Fig.A-1: Project Execution View for LD-1 Vessel -1 GCP stack upgradation

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Fig.A-2: Daily Buffer History for LD-1 Vessel-1 GCP stack upgradation project

Fig.A-3: Project chain view of LD-1 Vessel-1 GCP stack upgaradation

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

(Tasks to be done based on priority)

Fig. A-4: Penetrating Chain view if LD-1 Vessel-1 GCP stack Upgradation

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Fig.A-5: Execution View for LD-2 slab Caster-2 Main shutdown

Fig.A-6: Daily Buffer History of LD-2 Slab Caster 2 Main Shutdown

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur
 13

Fig.A-7: Project Chain View of LD-2 Slab Caster-2 main Shutdown

Nongmaithem Amarjit Singh TATA STEEL

VGSOM, IIT Kharagpur