1. Is Critical Chain Project Management (CCPM) An All or None Deal?
Dr. Russ Johnson, Jonah
President, Improvement Quest, Inc.
Loveland, CO 80538
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

2. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
What is a project?
A temporary endeavor undertaken to create a unique product or service (PMI-BOK 1996)
Consists of three major efforts:
Planning
Execution
Management
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

3. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
What is project management?
The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
(PMI -BOK, 1996)
A balancing act between the three project commitments
Scope
Time
Budget
Common elements
A scheduling mechanism (software and rules)
Existing management paradigms
Human behavior
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

4. Project characteristics
All projects have many things in common:
They involve high uncertainty.
They involve three different and perceptually opposing commitments: Due date, budget, and content
They require different levels of a variety of expertise and resources at different times and for different amounts of time
They are impacted by variability within and between events
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

5. Establishing some current reality
Do we go back to resources and pressure them to reduce their time and/or cost estimates?
Do we hold resources to the scheduled start and finish dates for activities?
Do we sometimes miss entire activities or at least dependencies in the planning stages of the project?
Do our projects quickly evolve to having multiple critical paths?
Do our projects seem to always be behind?
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

6. Are these are fairly typical?
Existing project work is not complete before new projects require a shifting in priorities.
The organization is too slow responding to important opportunities.
Management feels constant pressure to increase resources to handle peak project loads.
Promised lead times are longer than desired.
There are difficulties completing projects on time.
There is too much rework activity.

7. Are these are fairly typical?
There are difficulties completing projects within budget.
Project scope/content is too often compromised to meet dates and/or budget.
Some projects are abandoned or completed without the organization gaining the promised benefit.
Project Managers and resource managers have frequent conflicts about priorities and resource commitments.
Problems in one part of a project cascade into other parts of the project and/or into other projects.

8. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
If …
Our reputation is important to us, and
Our past experience has been a mixed bag that has often left our customers less than elated with our performance and shaken their confidence in us, and
We need to be able to communicate status to a variety of people and be able to quickly and accurately predict the impact of change and resource availability and assignment issues, and
Conditions and expectations today are fundamentally different than they were when the current formal project management approach was developed,
Resources are scarce and heavily shared
We are moving from competitive bid to design-build and negotiated contracts
It is becoming more and more critical that we collaborate rather than combat
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

9. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Then…
Do we need to approach project management differently in terms of a formal planning, execution and monitoring/reporting process?
Is there an alternative to the primary formal project management style or methodology we use today?
If so, do we have the knowledge and experience we would need relative to these alternatives to be able to determine which one would be best for our needs and situation?
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

10. A formal project management tool should
Help us with:
Planning the project
Executing the plan
Managing the process
Set us up for success in both the current projects and future projects
Facilitate collaborative efforts and picking the best partners
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

11. Even more fundamentally, the system we put in place should …
Improve flow (order to cash in hand cycle time) as the primary objective
Be translatable into practical mechanisms that guides the operation when not to produce
Enable the need to abolish local efficiencies
Include a focusing process to balance flow
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

12. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Two basic approaches
Traditional – two names same basic concepts
PERT (Program Evaluation & Review Technique)
CPM (Critical Path Method)
Contemporary
Critical Chain
Lets examine the traditional
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

13. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Traditional
PERT/CPM
Developed in parallel in the 1950’s
Needed a way to organize highly complex project (Polaris Missile)
Money and resources were not a problem
Many modifications over the years to try to accommodate the fact that money and resources are now a big issue
Constantly increasing sophistication of software and hardware has perpetuated the idea that problems with the process can be solved if we can just get enough data and process it fast enough
Tremendous inertia (50 years of common practice) and investment causes considerable resistance to different approaches
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

14. Install Sprinkler System
Typical Work Breakdown Structure (WBS)
Spring home repair
Paint Inside
Replace Roof
Landscape Yard
Move Furniture
Cover Floors
Mask Windows
Paint
Remove Dead Tree
Plant Shrubs
Install Sprinkler System
Select Paint
Mix Paint
Apply Paint
Activity to schedule
Summary activity

15. How a project looks graphically
Network (PERT View)
Bar Chart (Gantt View)
What do all of these things represent?

16. Traditional (PERT/CPM)
Mechanisms for building the schedule
Assumption of infinite resource availability before identifying the Critical Path
Initial Critical Path equals longest
sequence of task and path dependencies
exclusive of resource dependencies
Projected Lead Time

17. Traditional (PERT/CPM)
Resolving contentions (the real CP)
Assumption of infinite resource availability before identifying the critical path
Resolving resource contentions from start of project to completion giving priority to Critical Path tasks
Increase in Projected Lead Time
with resource contentions resolved
Projected Lead Time

18. Assumptions that variation in task times follow a normal distribution
20%
20%
20%
20%
20%
10%
Total series variation = square root of the sum of the variances squared
+/-2
+/-2
+/-5
+/-2
+/-2
+/-2 10 50
Reality: the potential impact of bad things is much greater than the potential impact of good
10% 50% 90% %

19. What happens in each situation if a task is finished late? or early ?
20%
20%
20%
20%
20%
10%
+/-5
+/-2
+/-2
+/-2
+/-2
+/-2 10 10 10 10 10 50
What happens in each situation if a task is finished late? or early ? 10

20. Assumptions that variations of actual task times will cancel each other out
20%
20%
20%
20%
20%
10%
-2/+?
-2/+?
-2/+?
-2/+?
-2/+?
-5/+? 10 10 10 10 10 50 ? ? 52
Late 10 10 12 10 10
Early/late 48 6 10 12 10 10 52 6 10 12 10 10
No report

21. Assumptions that variations of actual task times will cancel each other out
Total path/integration variation = Probability of event 1 * Probability of event 2 * Probability of event 3 * Probability of event 4 10
Probability of orange integration task starting on time if all four feeding task time estimates are 90% is 66% (.9*.9*.9*.9) 10 10 10 10

22. No consistent method for determining when tasks with float should start
Do we start these * tasks as soon as possible (ASAP), as late as possible (ALAP), or somewhere in between? * * * * *
Float
Critical Path

23. Today with schedule updated for future
No mechanism for decoupling the overall project from individual task and path variations
Today with schedule updated for future

24. Traditional (PERT/CPM)
Managing the schedule
Panic sets in with the first late task
Focus switches from the global perspective of the original project goals to a more local perspective of task completion
At the task level, the focus switches from content, dependencies, and durations to start and end dates
We hold resources to the original schedule dates in place of the necessary conditions that define what is needed to start a task and the deliverables that define when a task is finished
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

25. Traditional Project control
No reliable mechanisms to determine when a project is in trouble or to determine which activities can afford to wait awhile - No Visibility of the Impact of Decisions or Variability!
Importance is placed on achieving task or milestone conformance to scheduled start and completion dates rather than deliverables in an effort to insure or improve project on time performance.
When faced with conflicting task priorities and no clear way to determine how much safety remains in each task, resources and Resource Managers multi-task to try to minimize the harm to either task.

26. How does this fit with our fundamental needs of the system?
Improve flow (order to cash in hand cycle time) as the primary objective
Be translatable into practical mechanisms that guide the operation when not to produce
Enable the need to abolish local efficiencies
Include a focusing process to balance flow
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

27. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Contemporary
Critical Chain
Developed in the early 1990’s
Utilized the Thought Process tools of the Theory of Constraints to analyze the situation and test the solution
Started from scratch taking into account current realities of limited resources, money and time.
Focused not only on the mechanical/software aspects of organizing the project but also looked heavily at the psychological and human behavioral issues of projects
This includes the negative behaviors of years of experience and;
The desired behaviors
Used aspects of traditional approaches where applicable
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

28. TOC’s View of Project Management
Improving flow:
Minimize bad multi-tasking both within and between projects
Multi-project environment – Freeze about 25% of the projects to switch focus to finishing work rather than starting
Individual projects
Plan project from a necessity point of view – starting with desired outcome and working to beginning (Handoff)
Separate safety from task time to get an aggressive but possible time to create a sense of urgency
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

29. TOC’s View of Project Management
When not to work:
Aggregate ½ of the freed safety to create buffers
Buffers correctly set tasks to the as late as possible position while still protecting the project due date form 95% of the uncertainty
Relative status of buffers tells which task a resource should work on when there is more than one open task for that resource – this minimizes bad multi-tasking
Full Kit concept delays start of task until all necessary inputs are available to minimize ineffective workarounds
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

30. TOC’s View of Project Management
Abolish local efficiencies :
Focus is on completing work as fast and accurately as possible and getting it handed off
What constitutes “done” is clearly defined so that tasks can’t be drawn out to fill available time (Parkinson’s law and 3 minute egg rule)
The only dates that are important are necessary milestones and the project completion promise – focus is on content not dates
Review progress by asking how long to finish not what percent is complete
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

31. TOC’s View of Project Management
Focusing process to balance flow
Buffer Management:
Buffer status (Green, Yellow, Red) directs management as to when, and how, to react to individual disruptions to flow
Causes for delays that result in buffer consumption are recorded and analyzed to target common offender disruptions to flow. (Pareto) This can be process/activity focused and/or resource focused
Lean, Six-Sigma and other process improvement tools are utilized to systematically and continuously improve flow
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

32. Flow killers
The assumption that the earlier we start a project/task, the earlier it will be finished
How we estimate durations
bad multi-tasking
Missing tasks and/or dependencies in the planning stage

33. Multi-project fast lane
Tactic – Freeze 25% of open projects
Level of Management involvement
Rate of completion
Safe Zone X
Number of open projects or tasks

34. What is estimated task time really composed of?
Productive work time
Nonproductive time
Safety (insurance against uncertainty)

35. 10 50 ? ? As risk or non-valid accountability increases so will safety
20%
20%
20%
20%
20%
10%
+/-2
+/-2
+/-5
+/-2
+/-2
+/-2 10 50
As risk or non-valid accountability
increases so will safety
Duration
Probability 10% 50% 90% % ? ?

36. The Sixes Game You work in my organization
You are rewarded according to your performance versus a standard
The standard is the maximum number of rolls it should take to get a 6
Your performance is based on your roll of the dice
You will be measured on the number of rolls it actually takes you to get a 6

37. How we waste safety
Parkinson’s law - Work expands to fill the time available (poor definition of DONE)
Three minute egg rule - There is an implication of poor quality if done too soon as well as changed expectations regarding future estimates
Student syndrome – Argue for extension of time estimate for all kinds of reasons then, Why do today what you can put off to tomorrow
Multi-tasking - Increases lead time for any individual activity as there is unplanned time spent starting and stopping

38. Understanding the problem further
Task completion times
The time to complete each task consists of:
• the time to perform the task,
• the time to set up to work on the task (finding everything and remembering where you left off)
again and again.
• the time to shut down or set down time.
• the time the task had to wait for the resource while
the resource worked on other tasks.

39. Multi-tasking A A A A A A A A B B B B B B B B C C C C C C C
How work was planned C
How work was performed
Actual resource time

40. The multi-tasking Game
Our job is to complete three tasks:
Write a column of numbers from 1-26
Write the letters of the alphabet from A to Z
Draw a repeating sequence of Square, circle, triangle until you have 26 objects
You must alternate columns as you complete your task (number, letter, shape)
We will time to see how long it takes 1 A 2 B 3 C 4 D 5 E 6 F 7 G 8 H

41. Is the buffer time already in the estimate?
Have we validated that uncertainty exists and that we need to protect ourselves from it?
Have we discovered that everyone protects themselves by adding significant amounts of safety time?
Is it true that the more project experience the more safety included?
Who has control of the safety? Who should?
Have we discovered that a significant amount of the safety that is built in to the tasks is, in the end, wasted?

42. Separating the work from the safety
Traditional – Distributed safety time remains within the tasks and in the control of each resource. Everyone must protect themselves as we know Murphy will strike we just don’t know when and where.
Critical Chain - Aggregated safety time is gathered and placed strategically in the control of the project manager but available to the resources when needed. We still don’t know when and where Murphy will strike but we control the insurance.
50 % for work
25% freed
25% for insurance/buffer
Buffer
Freed safety

43. Negotiations Traditional
Give plans and specs and ask for a price and duration
Try to get their numbers to match your needs after the fact
Each variable is now played against the other Lower cost=longer time Less time=reduced scope
The resource is in control of the negotiations
TOC – Critical Chain
Confirm capability to perform scope and deliverables
Determine prerequisites
Get estimate of duration and first availability (90% skewed time likely)
Split time 50:50
Check fit to schedule
Ask for cost reminding that others are bidding under same circumstances

44. Critical Chain Task Definition and Building of the Project Network
Task Definition and Building of the Project Network (begin with the end in mind)
Clear identification of deliverables needed to accomplish project goals stated in terms of expected outcomes for, or impacts to, the organization
Clear identification of expectations of project plan and management is included in the project goals definition
The tasks are defined from the end (future) of the project to the beginning (current time)
Task definition is complete when all starting tasks have either already begun or their required inputs are already available
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

45. Defining tasks and relationships simultaneously
Task that accomplishes the need or overcomes the obstacle
Need or obstacle
Clearly stated objectives of the project and the project plan
Need or obstacle
Tasks are defined by starting with the project goal(s) and then working earlier in time until currently occurring activities are reached by asking: In order to… I must immediately have completed
Need or obstacle
When branches occur, one branch is completed before starting another

46. Determining the who, what, and how long?
Tasks definition is complete when the starting tasks are either already in process or all inputs needed to begin them are available.
The resources needed to perform the tasks can now be brought in to help verify that no tasks or needed inputs or requirements have been missed. This includes adding detail where what is needed is uncertain (outsourced activity).
Once the work is defined, the times to complete the work can be determined.

47. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Converting to the Gantt view
There is no need to convert WBS scheduled activities to PERT view (precedence diagram) to determine task dependencies (task to task and paths/integrations) as this was done simultaneously with task identification
This information does still need to be entered into our scheduling software
The network view must still be converted to the Gantt view to determine time relationships to allow us to identify the Critical Chain and immunize the schedule from variability
The software does this for us
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

48. How a project looks graphically
Network View ?
Bar Chart (Gantt View)
The need and obstacle elements of the network view disappear in the Bar Chart (Gantt View) as they do not contain elements of work or time

49. Mechanisms for immunizing the schedule
TOC - Critical Chain
Task, path, and resource dependencies are all considered prior to identifying the “Critical Chain”
Resource contentions are resolved from project completion toward start
Strategically sized and placed buffers allow decoupling of the overall project from individual task and path variations
Buffer = 1/3 of total path time (task + Buffer)
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

50. Identifying the Critical Chain
Move all tasks to as late as possible and all dependencies are taken into account (task, path and resource)

51. Identifying the Critical Chain
Begin resolving resource contentions by moving competing task to earlier time

52. Identifying the Critical Chain
Continue resolving resource contentions from the end of the project to the beginning.
(CC)
The Critical Chain (CC)is the longest path of continuous dependent events including resource, task and path dependencies.

53. Immunizing the project from variation along the Critical Chain:
Sizing and placing the project completion buffer (PCB)
(CC)
PCB
The project completion buffer (PCB) acts as a variation absorber and is equal to 50% of the total task time along the Critical Chain making it 1/3 of the total project lead time.

54. Sizing and placing the feeding buffers (FB)
Immunizing the Critical Chain:
Sizing and placing the feeding buffers (FB)
*** **
PCB
(CC)
*** **
Identify locations where activities feed into (integrate with) the Critical Chain.
The feeding may be due to task dependencies*, path dependencies** or resource dependencies ***

55. Sizing and placing the feeding buffers (FB)
Immunizing the Critical Chain:
Sizing and placing the feeding buffers (FB) FB * * FB
PCB
(CC) FB FB * *
The feeding buffers* (FB) act as variation isolators between non Critical Chain activities and the Critical Chain.
They are also equal to 50% of the total task time along the chain of tasks they are isolating.
This may result in gaps in the Critical Chain and/or the need to start a non-Critical Chain activity before the Critical Chain.

56. Project lead time FB FB
PCB
(CC) FB FB
This Feeding Buffer creates a new resource conflict but it is not resolved as all times are estimates so there may or may not be a conflict during actual execution and if so the buffer will address it
The actual project start or end date is relative to time needs of the project: Drop Dead or Open Ended

57. When not to produce
The feeding buffers tell us the right time (not too early or late) to start non-critical tasks
Project lead time FB FB
PCB
(CC) FB FB

58. Promised project lead timeFB
Critical Chain FB
PCB
(CC) FB FB
20%-25% time advantage
Promised project lead time
PERT/CPM

59. What about a multiple project environment?
Using a drum, key resource, to stagger projects
PCB FB
The start of the next project would be based on the placement of the last drum task in the current schedule and the first drum task in the next project with a buffer between the last and first respectively

60. If the red resource is the drum
PCB FB
Project One DB
PCB FB
Project Two DB

61. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Managing the schedule
TOC - Critical Chain - Buffer Management
Focus remains on the global perspective of the original project goals
Progress is reported based on buffer status and estimated time for remaining tasks
At the task level, the focus is on getting the job done as soon as possible while maintaining original content
The buffers allow time to plan and react appropriately to variation in the schedule
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

62. Buffers are used to provide focus and early warning to protect the critical chain and due date
WATCH OK
Zone 3
ACT
Zone 1
& PLAN
Zone 2
BUFFER
MANAGEMENT
Remaining
Project Buffer:
100% %
67% %
33% %

63. Project Control - Buffer Management
The mechanism for gathering data provides us a glimpse into the future - so we can take action before we are in trouble while also allowing us time to not be pressured to act when actions are not necessary.
The organization gathers the information for the status of the buffers in the following way:
Each resource that is working on the project gives a “daily” status of the time they estimate they still need to work until the task is complete. That information is used to calculate whether any buffer time would be gained or lost if these time estimates proved true.
This “daily” interaction is key to reinforce new behaviors and to provide opportunities to mentor resources.

64. Project Control - Buffer Management
Project Buffer Status
Day Task To Go Buffer

65. CCPM Project Control: When and where to work and when and where to intervene
Do we have a way to determine how much safety is left
if there is a conflict for the resources?
Yes - The Project Buffers!
We apply Buffer Management via comparing buffer status as our control mechanism.

66. Who gets the scarce resource?
Buffer status report OK
WATCH & PLAN
ACT
*Project A PCB Status
Project A FB1 Status
** Project A FB2 Status
* Project A FB3 Status
Project B PCB Status
Project B FB1 Status
** Project B FB2 Status
Project B FB3 Status
Tasks competing for same resource * **

67. Process of Ongoing Improvement (POOGI) Evaluating Resources
Buffer impact (should track +, -, and average)
Number of charged or credited times they impact the buffer
Charged duration of the impacts
(Should be viewed from both absolute and relative perspectives)
Causes for charged impacts
Same problem over and over
Different issues from time to time
Poor at identifying potential problems
Constantly understaffing project
High levels of rework
Ability to consistently reduce the cost and time to do similar work from project to project
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

68. How does this fit with our fundamental needs of the system?
Improve flow (order to cash in hand cycle time) as the primary objective
Be translatable into practical mechanisms that guide the operation when not to produce
Enable the need to abolish local efficiencies
Include a focusing process to balance flow
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

69. Buffer Management
Here is a project that has a Critical Chain of 85 days, a Project Buffer of 43 days and a total lead time of 128 days.

70. Buffer Management Planned -> actual
The first task completes 5 days early, but the second task takes 25 days to complete. Buffer Management shows the Project Buffer to be in Zone 3. Net schedule variance +10 days. What action should the Project Manager take?
Planned -> actual

71. Buffer Management Planned -> actual
After 20 days of work, the resource assigned to the third task is projecting completion in 20 days. Buffer Management shows the Project Buffer to be in Zone 2. What action should the Project Manager take?
Planned -> actual

72. Buffer Management Planned -> actual
After 30 days of work, the resource assigned to the third task is still projecting completion in 20 days. Buffer Management shows the Project Buffer to be in Zone 1. What action should the Project Manager take?
Planned -> actual

73. Buffer Management
Here is a project has a Critical Chain of 85 days, a Project Buffer of 43 days and a total lead time of 128 days.

74. Buffer Management Planned -> actual
The first task completes 5 days early, but the second task takes 25 days to complete. Buffer Management shows the Project Buffer to be in Zone 3. The first task of the feeding path is accomplished in the duration time. What action should the Project Manager take?
Planned -> actual

75. Buffer Management
After 20 days of work, the resource assigned to the third task is projecting completion in 20 days. Buffer Management shows the Project Buffer to be in Zone 2. The second task of the feeding buffer is projecting completion in another 10 days. What action should the Project Manager take?

76. Buffer Management
After 30 days of work, the resource assigned to the third task is still projecting completion in 20 days. Buffer Management shows the Project Buffer to be in Zone 1. What action should the Project Manager take?

77. Organizational Cultural Changes
Resulting Effects
Surges or peak demands on resources are minimized or non existent
Natural human behaviors are used to create an environment of continuous improvement
Projects are consistently delivered on or before committed dates, often under budget, and with all original scope objectives in place
More projects can be accomplished within the same time and with the same resources
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

78. Key tactics of CCPM that could be used without full implementation
Necessity approach to Network building
Negotiation process
Critical Chain/path identification from end to beginning
Tracking progress by asking how long to finish
Minimize multi-tasking – can make a conscious effort but will not have buffers to direct and enforce
Modification of buffer based priority – Each activity you make a commitment to has a due date. The time between making the commitment and the due dale = 100%. You can work whatever task has used the highest % of its assigned buffer
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

79. CCPM as a growth strategy
Critical Chain offers a new and refreshing approach and solution for the undesirable effects project managers and organizations can no longer afford to suffer from
Critical Chain is a complete solution that deals with both the algorithms of scheduling and the impacts of, and on, human behavior
It is a solution that identifies the correct data processing needed to support schedule creation and management
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO

80. Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO
Conclusions
Critical Chain offers a new and refreshing approach and solution for the undesirable effects project managers and organizations can no longer afford to suffer from
Critical Chain is a complete solution that deals with both the algorithms of scheduling and the impacts of, and on, human behavior
It is a solution that identifies the correct data processing needed to support schedule creation and management
Dr. Russ Johnson, President Improvement Quest, Inc Loveland, CO