Theory of Constraints Handbook - James Cox Iii [66]
Her research has been published primarily in practitioner journals and she has been awarded three Certificates of Merit for articles published in Strategic Finance. She also has singly or coauthored publications in Industrial Marketing Management (special issue on projects), Human Systems Management Journal, Today’s CPA, The Counselor, and other journals, and many conference proceedings. Charlene has coauthored two accounting textbooks and she and current coauthor, Charles Budd, have published A Practical Guide to Earned Value Project Management, 2nd Edition (Management Concepts, 2010) and Internal Control and Improvement Initiatives (BNA, 2007).
She is active in several professional organizations, including the American Accounting Association, Financial Executives Institute, and the Project Management Institute. In addition, she has been a member of the AICPA’s Content Committee and was chair of the Business Environment and Content Subcommittee of the AICPA for the past several years. Currently, she is chair of the Finance and Metrics Committee of the TOCICO.
Most of her time now is devoted to research, but she also is a member of the Board of Directors of a public company.
Dr. Janice Cerveny is on the faculty of the College of Business, Department of Management Programs. She has worked primarily in the blood banking and health care industries but now consults and trains many diverse organizations in the Theory of Constraints. She is an Avraham Y. Goldratt Institute “Jonah,” “Jonahs Jonah,” and is certified in the functional-specific applications of TOC for Production (Drum-Buffer-Rope, DBR), Distribution/Supply Chain Management (Continuous Replenishment, CR), Project Management (Critical Chain, CCPM), and interpersonal management skills applications (Management Skills Workshop, MSW).
She has had a number of for profit and not-for-profit clients in the South Florida area including NCCI (National Council on Compensation Insurers), Siemens Telecom Networks, Sensormatic Electronics Corporation, Office Depot, the North Broward Hospital District, and Philips Electronics. She has most recently completed a contract with the Veterans Administration in Washington, DC, for clinical practice managers resulting in her editing a book for Ambulatory Care Clinic Managers. Her most recent article (with Dr. Stuart Galup) “Critical Chain Project Management: Holistic Solution Aligning Quantitative and Qualitative Project Management Methods” appeared in Production and Inventory Management [43(3&4):55–64, 2002)].
She is a member of the American Production and Inventory Control Society (APICS), the Decision Sciences Institute (DSI), the American Society for Quality (ASQ), and the Theory of Constraints International Certification Organization (TOCICO). She is recognized by the latter as internationally certified to facilitate implementations of TOC applications and is chairman of the TOCICO Project Management Certification Committee.
She received her undergraduate degree from the University of Texas at Austin. Her PhD is from the State University of New York at Buffalo’s School of Management.
CHAPTER 4
Getting Durable Results with Critical Chain—A Field Report
Realization Technologies, Inc.
Background
“Overdue and over budget” is what most often comes to mind whenever one mentions “projects.” An equally depressing image is one of long hours, firefighting, and chaos. It is against this backdrop that Critical Chain was introduced by Dr. Eliyahu Goldratt in 1997.
Since 1997, Critical Chain has been deployed in a wide range of organizations. Many of them have achieved results that are nothing short of amazing—whether they are in the private sector or public; engaged in blue sky R&D or industrial projects; large or small; or based in western or eastern countries. Some of them have won top honors including the 2006 Franz Edelman Award,1 and the 2009 TOC North American Achievement Award.2
Purpose and Organization
Like all improvements, the concepts of Critical Chain are straightforward.