About this Presentation
Buffer Management is is a wonderful management tool and a bedrock part of the CCPM solution. Yet, when buffers are penetrated they are a symptom. Earlier visibility of the disruption to flow will identify the cause while quantifying the increasing risk to the project. Leveraging the new flow disruption metrics with Buffer Management will alert the user to the developing risk earlier in time at the individual project and portfolio level.
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.
The presentation highlights that flow should be measured by how work actually moves through a system, not by individual task completions or utilization metrics.
It shows that traditional performance measures can mask systemic constraints and variability, whereas flow-based metrics expose delays, blockages, and real progress barriers.
The session illustrates how visual signals — such as buffer consumption and throughput indicators — offer early warning of performance erosion before deadlines slip.
It emphasizes that measuring flow consistently helps teams prioritize improvements, align execution with strategic goals, and reduce waste across the value stream.
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.