About this Presentation

Rob Newbold wrote the prize-winning book The Project Manifesto to illustrate in a simple way some key principles behind Critical Chain project management, principles based on the Agile Manifesto. He will discuss what he has learned over the past 10 years about what the Project Manifesto is and why it and the Agile Manifesto are both right and wrong.

What Will You Learn

To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.

Plane
Learn why the traditional project manifesto and common project management beliefs often fail to address systemic execution issues and hidden constraints that slow delivery.
Understand how moving beyond manifesto principles toward flow-based thinking and constraint focus helps teams prioritize work that actually advances project goals.
See how traditional success metrics can mask underlying problems and why visibility into buffer consumption and project patterns provides earlier, more actionable indicators of risk.
Gain insight into practical behaviors and governance changes that help organizations shift from activity-centric execution to outcome-focused flow and constraint management.

Instructor(s)

Robert Newbold

Rob Newbold wrote the prize-winning book The Project Manifesto to illustrate in a simple way some key principles behind Critical Chain project management, principles based on the Agile Manifesto. He will discuss what he has learned over the past 10 years about what the Project Manifesto is and why it and the Agile Manifesto are both right and wrong.

Robert Newbold

Rob Newbold wrote the prize-winning book The Project Manifesto to illustrate in a simple way some key principles behind Critical Chain project management, principles based on the Agile Manifesto. He will discuss what he has learned over the past 10 years about what the Project Manifesto is and why it and the Agile Manifesto are both right and wrong.

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