Get it done on time! : a critical chain project management/theory of constraints novel / Eric Bergland.
This is the story of a company that is in trouble, but by talking through the implementation of Critical Chain project management planning and the Theory of Constraints, you will learn as they do, how to implement this effective project management solution. Tim is an experienced project management c...
Saved in:
| Online Access: |
Full Text (via Springer) |
|---|---|
| Main Author: | |
| Format: | eBook |
| Language: | English |
| Published: |
New York, NY :
Apress,
[2016]
|
| Subjects: |
Table of Contents:
- About the Author; About the Technical Reviewer; Acknowledgments; Preface; Chapter 1: Introductions; LivingTV; Tim and Randal Reconnect; Chapter 2: High-Level Critical Chain Overview; Critical Chain Issues, Benefits, and Sample Results; Avraham Goldratt Institute (AGI); Goldratt Marketing Group; Realization; ProChain; Key Parts of Critical Chain; Project Buffers to Better Manage Variability; Reducing Bad Multi-Tasking to Find Hidden and Misused Resource Capacity; Setting Goals and Building Schedules (Back to Front)
- Organizational Analysis to Better Understand the Environment (Creating the CRT and FRT)Mixing Multiple Project Management Methodologies; Wrapping Up; Current Reality Tree (CRT); Future Reality Tree (FRT); Chapter 3: Factors for Successful Implementations; Key Characteristics of Successful Implementers and Implementations [frt 2]; Critical Chain Implementation Expert; Critical Chain Software Tool; TOC Thinking Process Background; Compelling Reason to Change; Setting Up the Correct Metrics; Environmental Factors; Wrapping Up; Future Reality Tree (FRT)
- Chapter 4: How Does the Critical Chain Solution Work?Key Critical Chain Benefits; Project and Feeding Buffers; Padding Dates:; Project Buffers:; Feeding Buffers:; Safety Time; Overall Benefit, Managing Project Variability; Reducing Bad Multi-Tasking ; Highway Analogy; Bad Multi-Tasking Example; Defining the Project Goal and Building Schedules Back-to-Front; Organizational Analysis ; Chapter 5: Championing Ideas; LivingTV Interactive Company Background; LivingTV Interactive's Dilemma; LivingTV Interactive's Conflict Cloud; Looking for Possible Resolutions; Spark of an Idea.
- Initial Manager MeetingLobbying in Preparation for the Exec Review; Meeting with Peter; Prep for the Exec Review; The Exec Review; Back to Tim and Randal; Future Reality Tree (FRT); Current Reality Tree (CRT); Core Conflict; Bottom of the CRT; Chapter 6: High-Level Implementation Steps; Phoenix Network Build; Phoenix Execution; Phoenix Post-Mortem Plan; Micky's Urgent Requests; CRT; FRT; Chapter 7: Using Ambitious Targets to Handle Past Issues; Define a Clear, Concise, and Measurable Goal; List the Clear Issues and Their Impact; Define Intermediate Objectives (IOs)
- Sequence the Intermediate Objectives (IOs)Results; FRT; Chapter 8: Individual Buy-In; Meeting with the Sales and Marketing Director; Meeting with Human Resources (HR); Randal and Tim Prep for the Meeting with Grant; Meeting with Grant; Quantifying the Issues; Explaining the Core Conflict and Key Injection; Walking Through the Vision/FRT; Walking Through the Vision: Throughput; Walking Through the Vision: Project Buffers and Behaviors; Walking Through the Vision: Organizational Analysis; Walking Through the Vision: Summary; Close the Deal; Final Current Reality Tree; Future Reality Tree.