Get it Done On Time!: A Critical Chain Project Management/Theory of Constraints Novel

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 consultant. He knows great solutions and compelling results and has seen project management solution work, but… too often sees project management methods oversimplified and underperforming when incorrectly implemented.  Such is the case with Tim’s friends Randal and his more technical friend Gary.  They are at risk of losing his their jobs and seeing the company go bankrupt unless things change.  Randal works frantically with Tim to learn, implement, and get significant results from real world tools to help save his company as it is literally falling apart around him. While Tim and Gary focus on the more technical aspects of Critical Chain.

This book covers:

• The variety of issues, steps, and challenges to get individual and organizational buy-in to implement compelling project management solutions.
• Details on the Critical Chain solution and implementing it in an organization.

Tim, Randal, and Gary’s journey in trying to save their company and implementing a new project management methodology in their organization.

Readership:  

• The Theory of Constraints (TOC) and Critical Chain Community
• Managers, project managers and those considering organizational change.

Teachers looking to provide case studies to their students on project management, organizational change, or Critical Chain.

Table of Contents

Chapter 1: Introductions
Chapter 2: High-Level Critical Chain Overview
Chapter 3: Factors for Successful Implementations
Chapter 4: How Does the Critical Chain Solution Work?
Chapter 5: Championing Ideas
Chapter 6: High-Level Implementation Steps
Chapter 7: Using Ambitious Targets to Handle Past Issues
Chapter 8: Individual Buy-In
Chapter 9: Almost
Chapter 10: Board Room Meeting