Theory of Constraints Handbook - James Cox Iii [2]
Introduction
Why These Widespread Project-Related Problems Persist
Task Duration Uncertainty
Traditional Survivor Behaviors
Key Elements of Critical Chain
Issues in Creating a Project Plan
Issues in Managing Project Execution
Scheduling a Single Project
Modifying Task Duration Estimates
A Bit of Statistics
Critical Chain Scheduling
Critical Chain Scheduling—Steps 1 through 4
Merging Paths—Step 5
Communications—Step 6
Three Sources of Critical Chain Project Protection
Scheduling Projects in Multi-Project Environments
Establishing Project Priorities
Selecting a Scheduling Resource and Establishing Scheduling Buffers
Project Control: The Power of Buffer Management
Tracking Buffer Consumption
Knowing When to Act
Adjusting Buffers
Using Buffer Consumption Information to Continuously Improve
Project Budgeting
Components of a Project Budget
Assigning Total Project Costs to Project Tasks
Implementing a New Project Budgeting Process
Project Reporting
Internal Reporting
External Reporting
Causing the Change: Behavioral Issues, Management Tactics, and Implementation
Managerial Actions to Support Critical Chain Project Management
Importance of Trust
Implementing a Critical Chain Project Management System
Summary
References
About the Authors
4 Getting Durable Results with Critical Chain—A Field Report Realization Technologies, Inc.
Background
Purpose and Organization
Recap of Critical Chain
Rule 1 Pipelining: Limit the Number of Projects in Execution at One Time
Rule 2 Buffering: Discard Local Schedules and Measurements, and Use Aggregate Buffers
Rule 3 Buffer Management: Use Buffers to Measure Execution, and Drive Execution Priorities and Managerial Interventions
Practical Challenges in Implementing Critical Chain
Challenge 1: Gaining Managerial Commitment for Implementing the Three Rules
Challenge 2: Translating Concepts into Practical Procedures and Instructions
Challenge 3: Sustaining the Critical Chain Rules and Results
Step-By-Step Process for Implementing Critical Chain
Step 1: Achieve Management Buy-In
Step 2: Reduce WIP and Implement “Full Kitting”
Step 3: Build Buffered Project Plans
Step 4: Establish Task Management
Step 5: Implement Surrounding Processes
Step 6: Identify Opportunities for Continuous Improvement (POOGI)
Step 7: (When Applicable) Use Superior Delivery as a Competitive Advantage to Win More Business
Lessons Learned
Performance Gains Come from Managing Differently, Not Better Planning and Visibility
Implement All of the Three Rules
Top Managers Must Play an Active Role
Actively Manage the Buffers
Frequently Asked Questions
Can Critical Chain be implemented without basic project management in place first?
Should a pilot be run before a full rollout of Critical Chain?
What about cultural and behavioral changes?
What is the role of software in Critical Chain?
Is a Project Management Office (PMO) needed with Critical Chain?
How is non-project work handled with Critical Chain?
Should the scope of a Critical Chain implementation include vendors and subcontractors?
How does Critical Chain improve quality?
Critical Chain seems to be all about timelines; what about controlling costs?
Do we need project-level budgets in multi-project operations?
Does Critical Chain work with Earned Value Reporting?
How does Critical Chain work with Lean?
What are the likely causes of failure in implementing Critical Chain?
Summary
References
About the Author
5 Making Change Stick Rob Newbold
Introduction
The Uptake Problem
No Urgency to Change
The Silver Bullet
Negative Branches
Root Causes
The Cycle of Results (CORE)
Basic Principles
Simple Example: Cleaning the Room
Simple Example: TOC Practitioners Group
Other Processes
Implementation Planning
Planning with the Cycle of Results
Traps
Summary
References
About the Author
6 Project Management in a Lean World—Translating Lean Six Sigma (LSS) into the Project Environment AGI-Goldratt Institute
Introduction: It’s a Lean World
What Is the