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All great business leaders thrive on getting things done. They know that “great plans with no execution yield nothing.”

According to Honeywell’s highly successful ex-CEO Larry Bossidy, in his book Execution – "Organizations don't execute unless the right people, individually and collectively, focus on the right details at the right time."

This is exactly the challenge in project organizations. No matter how much time you spend planning, in execution things change. Everywhere people are working hard, but on different priorities. Managers are busy firefighting and don’t have the time to manage. Deadlines are missed, half-finished work is everywhere, and things that should take weeks take months. The resulting losses are tremendous.

The Economist wondered in its article Overdue and over budget, over and over again, “Companies are increasingly keen on projects. Why, when so many fail?”

Unable to find a solution to streamline execution, executives rely on individual heroics to save the day. Management control turns from “getting it done” to process administration. Instead of "what will help our managers get the job done,” focus becomes "how can we produce more reports faster?"

Alternatively, Realization's execution management system helps get the job done. Applying the rules of critical chain, it makes execution management possible by providing clear and synchronized priorities to ALL managers on a day-to-day basis.

With clear and synchronized priorities, time is better used, more projects get done faster. 

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White Papers

• Case Study: IZAR
• The Limiting Factor in Multiple Projects
• Break Old Rules, Get Results
• NPD Execution Management
• Critical Chain: Vital Points
• A Common Sense Approach to Multi Project Management
• Not a Panacea, Just a Silver Bullet
• Project Management in Biopharma

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Articles

• Earned Value Management
  Industrial Management, May/June 2008
• Theory of Constraints/Critical Chain Project Management
  Shipyard Log, April 2004
• Reaping the Enterprise Software Dividend
  Silicon India, April 2004
• My Project Epiphany
  PM Network, November 2003
• Certain About Uncertainty
  Silicon India, June 2003
• Building on Success
  Constructech, May 2003
• Getting a Grip on the Development Cycle
  PMT in Practice, April 2003
• Taming Uncertainty
  PM Network Magazine, March 2003
• Theory of Constraints Can Change The Way You Manage Your Projects
  EE Times, August 2002
• Bringing Discipline to Project Management
  Harvard Business Review, March/April 1998

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Books

• "Critical Chain", by Dr. Eliyahu M. Goldratt. Published by North River Press
• "Managing The Design Factory", Chapter 3 (Entering The Land of Queues), by Donald Reinertsen. Published by Free Press
• "Critical Chain Project Management", by Lawrence P. Leach. Published by Artech House Publishers
• "The Definitive Guide to Project Management", by Nokes, Major, Greenwood, Allen, and Goodman. Published by Financial Times » read an excerpt
• "Proactive Risk Management: Controlling Uncertainty in Product Development", by Preston G. Smith and Guy M. Merritt, Published by Productivity Press
• "Projects in Less Time", by Mark J. Woeppel, Published by Pinnacle Strategies

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