About this Presentation
This presentation is a case study from when critical chain was implemented at an international engineering company, but it did not bring about the improved project performance expected. As is often the case, critical chain was introduced to an operation with existing procedures and practices. The plan was to carry out a proof of concept first and then decide whether it was a good solution to the problems the company was facing. This meant that only some of the critical chain method practices were introduced at that point, not all. Many of the existing processes and practices remained and were allowed to run alongside the critical chain piloting. Previous conference case study presentations have shown how project organizations can use parts of the critical chain method to great effect without implementing everything. This case study highlights that partial implementations are not guaranteed to succeed. The case study discusses the issues that arose due to conflicts between the critical chain and non-critical chain practices. Ewa will share the learning about the important critical success factors that need to be in place for critical chain to work, and what can happen when they are missing.The presentation will cover the following Roadmap and actions taken Project organization and participants (40 managers involved, 5 business teams) Other TOC tools that have been used for the management of the implementation project - The systems approach and the impact of traditional processes and company policies on employee behavior. Role of management mindset, employee trust, and company stability in successful CCPM implementation Successes, challenges, and failures and reasons for ultimate failure
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.
Learn which foundational conditions and organizational practices must be in place for Critical Chain Project Management to work as intended rather than stall or regress.
Understand how missing or weak success factors—such as executive support, cross-functional coordination, and disciplined execution—undermine CCPM outcomes in practice.
See why diagnosing and addressing root causes of implementation failures is as important as applying the scheduling mechanics of Critical Chain.
Gain insight into practical examples of what happens when critical success factors are ignored, including delayed implementations, loss of focus, and reversion to old habits.
Instructor(s)
Ewa Kula-Pankau
For over 15 years, Ewa was a Project Manager and a Team Leader, working with multinational companies. She was responsible for various areas and managed various projects, such as increasing performance, implementing strategic improvements, ensuring effective communication, fostering business development, and implementing IT tools. However, her main focus was always on improving and developing the organization. During this time, Ewa also developed competence in Theory of Constraints, Nonviolent Communication (NVC), mediation, and facilitation of group decision-making processes. Currently, Ewa supports businesses and individuals in solving problems. She helps understand the real causes of difficulties and provides support in finding and effectively implementing solutions. Additionally, Ewa supports groups in reaching agreements, breaking decision-making deadlocks, and resolving conflicts.