The Resource Get it done on time! : a critical chain project management/theory of constraints novel, Eric Bergland

Get it done on time! : a critical chain project management/theory of constraints novel, Eric Bergland

Label
Get it done on time! : a critical chain project management/theory of constraints novel
Title
Get it done on time!
Title remainder
a critical chain project management/theory of constraints novel
Statement of responsibility
Eric Bergland
Creator
Author
Subject
Genre
Language
eng
Summary
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
Cataloging source
N$T
http://library.link/vocab/creatorName
Bergland, Eric
Dewey number
658.404
Index
index present
LC call number
HD69.P75
Literary form
fiction
Nature of contents
dictionaries
http://library.link/vocab/subjectName
  • Project management
  • Theory of constraints (Management)
  • FICTION
  • Project management
  • Theory of constraints (Management)
Label
Get it done on time! : a critical chain project management/theory of constraints novel, Eric Bergland
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-1-4842-1860-0
Instantiates
Publication
Note
Includes index
Antecedent source
unknown
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • About the Author; About the Technical Reviewer; Acknowledgments; Preface; Chapter 1: Introductions; LivingTV; Tim and Randal Reconnect; Chapter 2: High-Level Critical Chain Overview; Critical Chain Issues, Benefits, and Sample Results; Avraham Goldratt Institute (AGI); Goldratt Marketing Group; Realization; ProChain; Key Parts of Critical Chain; Project Buffers to Better Manage Variability; Reducing Bad Multi-Tasking to Find Hidden and Misused Resource Capacity; Setting Goals and Building Schedules (Back to Front)
  • Organizational Analysis to Better Understand the Environment (Creating the CRT and FRT)Mixing Multiple Project Management Methodologies; Wrapping Up; Current Reality Tree (CRT); Future Reality Tree (FRT); Chapter 3: Factors for Successful Implementations; Key Characteristics of Successful Implementers and Implementations [frt 2]; Critical Chain Implementation Expert; Critical Chain Software Tool; TOC Thinking Process Background; Compelling Reason to Change; Setting Up the Correct Metrics; Environmental Factors; Wrapping Up; Future Reality Tree (FRT)
  • Chapter 4: How Does the Critical Chain Solution Work?Key Critical Chain Benefits; Project and Feeding Buffers; Padding Dates:; Project Buffers:; Feeding Buffers:; Safety Time; Overall Benefit, Managing Project Variability; Reducing Bad Multi-Tasking ; Highway Analogy; Bad Multi-Tasking Example; Defining the Project Goal and Building Schedules Back-to-Front; Organizational Analysis ; Chapter 5: Championing Ideas; LivingTV Interactive Company Background; LivingTV Interactive's Dilemma; LivingTV Interactive's Conflict Cloud; Looking for Possible Resolutions; Spark of an Idea
  • Initial Manager MeetingLobbying in Preparation for the Exec Review; Meeting with Peter; Prep for the Exec Review; The Exec Review; Back to Tim and Randal; Future Reality Tree (FRT); Current Reality Tree (CRT); Core Conflict; Bottom of the CRT; Chapter 6: High-Level Implementation Steps; Phoenix Network Build; Phoenix Execution; Phoenix Post-Mortem Plan; Micky's Urgent Requests; CRT; FRT; Chapter 7: Using Ambitious Targets to Handle Past Issues; Define a Clear, Concise, and Measurable Goal; List the Clear Issues and Their Impact; Define Intermediate Objectives (IOs)
  • Sequence the Intermediate Objectives (IOs)Results; FRT; Chapter 8: Individual Buy-In; Meeting with the Sales and Marketing Director; Meeting with Human Resources (HR); Randal and Tim Prep for the Meeting with Grant; Meeting with Grant; Quantifying the Issues; Explaining the Core Conflict and Key Injection; Walking Through the Vision/FRT; Walking Through the Vision: Throughput; Walking Through the Vision: Project Buffers and Behaviors; Walking Through the Vision: Organizational Analysis; Walking Through the Vision: Summary; Close the Deal; Final Current Reality Tree; Future Reality Tree
Dimensions
unknown
Extent
1 online resource (xii, 191 pages)
File format
unknown
Form of item
online
Isbn
9781484218600
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)950971686
  • (OCoLC)ocn950971686
Label
Get it done on time! : a critical chain project management/theory of constraints novel, Eric Bergland
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-1-4842-1860-0
Publication
Note
Includes index
Antecedent source
unknown
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • About the Author; About the Technical Reviewer; Acknowledgments; Preface; Chapter 1: Introductions; LivingTV; Tim and Randal Reconnect; Chapter 2: High-Level Critical Chain Overview; Critical Chain Issues, Benefits, and Sample Results; Avraham Goldratt Institute (AGI); Goldratt Marketing Group; Realization; ProChain; Key Parts of Critical Chain; Project Buffers to Better Manage Variability; Reducing Bad Multi-Tasking to Find Hidden and Misused Resource Capacity; Setting Goals and Building Schedules (Back to Front)
  • Organizational Analysis to Better Understand the Environment (Creating the CRT and FRT)Mixing Multiple Project Management Methodologies; Wrapping Up; Current Reality Tree (CRT); Future Reality Tree (FRT); Chapter 3: Factors for Successful Implementations; Key Characteristics of Successful Implementers and Implementations [frt 2]; Critical Chain Implementation Expert; Critical Chain Software Tool; TOC Thinking Process Background; Compelling Reason to Change; Setting Up the Correct Metrics; Environmental Factors; Wrapping Up; Future Reality Tree (FRT)
  • Chapter 4: How Does the Critical Chain Solution Work?Key Critical Chain Benefits; Project and Feeding Buffers; Padding Dates:; Project Buffers:; Feeding Buffers:; Safety Time; Overall Benefit, Managing Project Variability; Reducing Bad Multi-Tasking ; Highway Analogy; Bad Multi-Tasking Example; Defining the Project Goal and Building Schedules Back-to-Front; Organizational Analysis ; Chapter 5: Championing Ideas; LivingTV Interactive Company Background; LivingTV Interactive's Dilemma; LivingTV Interactive's Conflict Cloud; Looking for Possible Resolutions; Spark of an Idea
  • Initial Manager MeetingLobbying in Preparation for the Exec Review; Meeting with Peter; Prep for the Exec Review; The Exec Review; Back to Tim and Randal; Future Reality Tree (FRT); Current Reality Tree (CRT); Core Conflict; Bottom of the CRT; Chapter 6: High-Level Implementation Steps; Phoenix Network Build; Phoenix Execution; Phoenix Post-Mortem Plan; Micky's Urgent Requests; CRT; FRT; Chapter 7: Using Ambitious Targets to Handle Past Issues; Define a Clear, Concise, and Measurable Goal; List the Clear Issues and Their Impact; Define Intermediate Objectives (IOs)
  • Sequence the Intermediate Objectives (IOs)Results; FRT; Chapter 8: Individual Buy-In; Meeting with the Sales and Marketing Director; Meeting with Human Resources (HR); Randal and Tim Prep for the Meeting with Grant; Meeting with Grant; Quantifying the Issues; Explaining the Core Conflict and Key Injection; Walking Through the Vision/FRT; Walking Through the Vision: Throughput; Walking Through the Vision: Project Buffers and Behaviors; Walking Through the Vision: Organizational Analysis; Walking Through the Vision: Summary; Close the Deal; Final Current Reality Tree; Future Reality Tree
Dimensions
unknown
Extent
1 online resource (xii, 191 pages)
File format
unknown
Form of item
online
Isbn
9781484218600
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)950971686
  • (OCoLC)ocn950971686

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