Sanjeev Gupta, CEO of Realization, reveals how to tell if your projects have a planning and scheduling problem and what that problem is costing you.
Sanjeev Gupta, CEO of Realization, teaches tactics to enable focus and finish in your organization and gives examples in a wide range of industries on what focus and finish can do for your organization.
Sanjeev Gupta, CEO of Realization, demonstrates why “Focus and Finish” is the essence of global optimization in projects and white collar work, how CCPM and Agile both promote “Focus and Finish”, and how to enhance the CCPM solution to drive more of “Focus and Finish”.
Sanjeev Gupta, CEO of Realization, draws upon Realization Technologies’ experience from more than 350 multi-project implementations and more than 2,000 large, standalone projects to showcase the true benefit of CCPM buffers.
Sanjeev Gupta, CEO of Realization, answers “What is a good project plan?” and “What is a task that should be on the project network?” using examples ranging from engineering and product development to construction and maintenance projects.
Rob Fuller, Director of Engineering at Siemens, discusses why 2-Tier Tasks are necessary for planning and scheduling R&D projects and the initial results they have achieved.
Michael Hamlin, President of Field Operations at Realization, presents a webinar on how to automate MRO planning and scheduling using Concerto - a platform for optimizing resources across multiple projects.
Gary Adams, General Manager of Engine Repair and Support Shops from Delta Air Lines presents a before and after comparison of the impact of Theory of Constraints, while Darrell Uchima, Director of Space Products, Space and Intelligence from Boeing shares the results realized in his organization through the implementation of Critical Chain.
This blog post presents the dangers of organizational multitasking and provides three steps to prevent it.
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.
The dangers of individual and organizational multitasking are presented, as well as practical hints on how to stay focused and boost productivity.
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.
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 learned from Daiwa House’s successful and early SAP launch despite the interruption by the Tohuku earthquake.
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.
Assisted by Realization’s Concerto tool and related process improvements, the P-3 Orion Product Team reduced work-in-process by 41%, increased throughput from .67 aircraft to 1.19 aircraft per month, with a 29% improvement in on-time deliveries, and no additional workforce.
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.
Delta TechOps, an MRO operation, employed Theory of Constraints and Lean principles as part of its contribution to Delta Air Lines’ turnaround.
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.
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.
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.
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.
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.
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.
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 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.
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.
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.
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.