About this Presentation
A critical review of CCPM after 20 years. Asking the question, if it is so good why is it not being used by more organizations? Are we, the TOC practitioners part of the problem? Is CCPM a half baked solution? If so what must be done? And if so what is constraining an accelerated adaptation of CCPM? My presentation will examine the cause(s) and offer the direction of a solution.The three pillars of project management as every project manager is well aware are schedule, scope and cost. They are necessary conditions and the success of a project’s execution will be measured against the planned vis-à-vis actual performance of these three criteria. In a specific project they may be co-equals or one may be more heavily weighted than the others, but make no mistake they are all important and they are all evaluated. Many companies are successfully managing their projects across every industry sector since 1997 using Critical Chain project management (CCPM) methodology. The results suggest this is a legitimate alternative to the Critical Path (CP) project management methodology. After 20 years of CCPM acclaim in the market it is time for a critical review of the effectiveness while evaluating completeness of the solution in managing the three pillars.
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.
Instructor(s)
Daniel P. Walsh
Daniel Walsh is a sought-after lecturer, coach, strategic thinker and is a trusted advisor to many senior corporate executives, is currently a member of numerous corporate boards. In addition, he is co-founder of Exepron©, an advanced EPPM SaaS solution based on Critical Chain methodology. His current efforts are focusing on developing synchronous enterprise value chain solutions in multiple industry sectors. His research and development are centered on identifying the need to identify and leverage the strategic constraints of the enterprise, which is the key to increasing throughput. This culminated in the development of the Integrated Enterprise Scheduling®, (IES®) solution engine. Initial empirical results from deploying the IES® in a dozen large companies over a five-year period have been very promising. Many executives and thought leaders are convinced this may very well be the unified scheduling solution required for maximizing the profit of an enterprise-wide value chain. The IES approach was chronicled when he co-authored The TOC Handbook, the seminal Theory of Constraints reference textbook.