• How Employers Can Make Us Stop Multitasking

    Harvard Business Review, May 2012

    This blog post presents the dangers of organizational multitasking and provides three steps to prevent it.

  • Project Management Technology Keeps Critical Chain Bright

    Aviation Maintenance, February 2012

    Case studies of Delta TechOps, Lufthansa Technik, and the U.S. Navy’s Cherry Point Fleet Readiness Center describe the results achieved through implementing flow-based process.

  • This year, resolve to do less multitasking

    CNN Money, January 2012

    The dangers of individual and organizational multitasking are presented, as well as practical hints on how to stay focused and boost productivity.

  • Lean Enhancements

    Aviation Week Overhaul & Maintenance, December 2011

    Delta Air Lines applied flow-based process to projects and realized a 23 percent increase in engine throughput and a 30 percent reduction in project completion times.

  • Budget steady, CCPM work continues

    NASA Dryden X-Press, November 2011

    This internal newsletter article details the benefits and challenges of Critical Chain and presents a snapshot of its implementation at NASA’s Dryden Center.

  • Six Lessons from a Lightning ERP Rollout

    InfoWorld, November 2011

    Six lessons learned from Daiwa House’s successful and early SAP launch despite the interruption by the Tohuku earthquake.

  • Organizational Multi-tasking

    Zen, Project Management, and Life, November 2010

    This blog post explains why multitasking is an enemy of productivity and also discusses the importance of ensuring that all project contributors know the priority of project work at a task level.

  • FRCSE returns grounded P-3s to Fleet ahead of schedule

    Aviation News, October 2010

    Assisted by Realization’s Concerto tool and related process improvements, the P-3 Orion Product Team reduced work-in-process by 41 percent, increased throughput from .67 aircraft to 1.19 aircraft per month, with a 29 percent improvement in on-time deliveries, and no additional workforce.

  • How CCAD Tackled A Growing Workload

    Rotor & Wing, January 2010

    Detailed account of the implementation of Critical Chain Project Management and Realization’s Concerto tool on MRO projects at the Corpus Christi Army Depot, one of two U.S. Army Aviation/Missile depots.

  • Home Run

    MRO Management, Spring 2007

    Delta TechOps, an MRO operation, employed Theory of Constraints and Lean principles as part of its contribution to Delta Air Lines’ turnaround.

  • Back on the Runway

    APICS Magazine, March 2006

    Step-by-step account of the implementation of Critical Chain Project Management to MRO operations for the C-5 aircraft at Warner Robins Air Logistics Center.

  • Bringing Discipline to Project Management

    Harvard Business Review, March-April 1998

    This review of Eliyahu M. Goldratt’s book, Critical Chain, provides a basic primer of Goldratt’s ideas and concludes that their successful implementation depends on committed and far-sighted leadership.

  • See more articles »
  • A Common Sense Approach to Multi Project Management

  • Traditional project management has led to late, over-budget projects but there is an alternative. Learn from this paper about the impact of uncertainty on projects and how Critical Chain Project Management can mitigate risks. Several case studies are provided.

  • Break Old Rules, Get Results

  • Execution Management is among the first major innovations in project management in 30 years. This white paper provides numerous results realized by Execution Management in a wide variety of organizational settings.

  • Multi-Project Critical Chain: Two Vital Points

  • Critical Chain is realizing up to 50% reductions in cycle times, while delivering an increasing number of projects on time and on target. Learn here about three counter-intuitive rules of Critical Chain and why it is important to attack policies and not behaviors.

  • Not a Panacea, Just a Silver Bullet

  • Critical Chain project management is a reliable road to success but not a panacea. In this white paper learn about the five most important changes that drive successful Critical Chain implementation.

    New product development is a special project management environment constrained by uncertainty and poor data. This paper examines Critical Chain Project Management as applied to new product development, focusing on portfolio selection, pipeline planning, and flow-based project execution.

  • Project Management in Biopharma

  • This paper suggests that by reexamining the underlying goals of project management in various stages of the drug development process, biopharmaceutical companies can substantially increase the speed and productivity of R&D. In this paper learn about a new model of project execution in different stages of drug development.

  • The Limiting Factor in Multiple Projects

  • The way to increase the throughput of projects in general is to reduce the cycle-time of individual projects, a fact with significant implications for how organizations are managed. Learn three reasons why reducing cycle time is the way to increase throughput.

  • Integrating Earned Value Management with Critical Chain Execution

  • This paper debunks the widely held assumption that Critical Chain and Earned Value Management are incompatible with one another. The paper provides practical instructions for integrating Earned Value Management with Critical Chain.

  • What Should Multi-Project Operations Focus On?

  • Should multi-project firms focus on resource utilization or cycle-time? The paper argues that there is no conflict between these two approaches while it presents new operating principles for time-based competition.

    Businesses have to increase the rate at which they introduce new products, but without increasing engineering resources. In this paper, learn techniques for increasing the speed of product development with finite capacity.

  • "Inefficient" Managers are Better for Projects

  • When planning projects, the flow of work from one direct resource is taken into account, while the flow of management interactions is ignored. In this article learn two strategies for preventing management bottlenecks in projects.

Video Case Studies

Spirit Aerosystems

Aircraft Engineering

On track to finish project in 7 months instead of 12 months

Owens Illinois

Process Manufacturing

33% increase in throughput

See more video testimonials »


Video Case Studies

Delta Air Lines, Inc.,Project Flow 2010

Aircraft Engine Repair and Overhaul

$60M monetized in assets by reducing turnaround times

US Navy, Fleet Readiness Center SE, P3

Aircraft Maintenance and Upgrades

Production increased by 50%

See more video testimonials »

Case Studies

From Multitasking to Synchronized Engine Maintenance
Leading airline reduces engine repair time by 30% and gains an extra quarter of production.

Read more

Multitasking - Killer of Speed, Productivity and Customer Satisfaction
A leading airline reduces flight cancellations 62% by conquering multitasking in maintenance.

Read more

Critical Chain Project Management Boosts F-18 Throughput by 81% at U.S. Navy’s FRCSE Repair Depo
Navy’s FRCSE Depot sees an increased throughput of 81% for its F-18 line

Read more


Realization in the Press

Did you know, three of our customers were recently featured in the ProjectsAtWork article, "Critical Cases", for their excellent work in applying critical chain to complete their projects on time? The article highlights how Delta Air Lines, Daiwa House, and Asahi Seisakusho were able to put their delayed projects back on track.

ProjectsAtWork is a community of thought-leaders and practitioners dedicated to discovering improved practices for managing projects.

Also, for those of you working in Agile environments, please be sure to read this informative ProjectsAtWork article entitled "Critical Chain & Agile" to see if critical chain can benefit your organization.

If you would like to discuss how Realization can help increase the productivity of your organization, please send us an email to This email address is being protected from spambots. You need JavaScript enabled to view it. or call us at 408.271.5100.

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