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Project Management in the Fast Lane : Applying the Theory of Constraints

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Title: Project Management in the Fast Lane : Applying the Theory of Constraints
Author: Robert C Newbold
ISBN: 1574441957 / 9781574441956
Format: Hard Cover
Pages: 320
Publisher: St. Luice
Year: 1998
Availability: 15-30 days
     
 
  • Description
  • Contents

This cutting edge, "how to" manual details proven methods for turning around chronically late, overbudget, and underperforming projects. Project Management in the Fast Lane explains how Theory of Constraints tools can be applied to achieve effective, breakthrough solutions in virtually any environment. It includes a complete discussion of the Critical Chain scheduling approach pioneered by Eli Goldratt-the most significant new development in project scheduling in the last 40 years.The project management tools described in Project Management in the Fast Lane are clearly outlined and will help project managers in manufacturing, construction, and new product development in any field find efficient, practical, and sound solutions to management issues. Common problems related to deadlines, budgets, project performance, and more are thoroughly treated, providing a solid basis for applying tools to familiar problems. This book is sure to inspire managers, executives, engineers, and MIS and quality assurance professionals to rethink their management approaches and create dramatic, profit-driven improvements in their organizations.
 

Foreword
Preface
About the Author
About APICS
Introduction

SECTION I : PROJECT MANAGEMENT TODAY
Chapter 1 : Bidding for the Project
Chapter 2 : The Worker`s Viewpoint
Chapter 3 : Hidden Costs: Work-in-Process
Chapter 4 : Hidden Costs: Lost Productivity
Chapter 5 : The Generic Current Reality
Chapter 6 : The Project Manager`s Viewpoint
Chapter 7 : Mirabilia

SECTION II: CRITICAL BUT STABLE
Chapter 8 : A Critical Chain Schedule
Chapter 9 : Managing Uncertainty
Chapter 10 : Resolving the WIP Conflict
Chapter 11 : Identifying the Critical Chain
Chapter 12 : Adding Buffers
Chapter 13 : Planning the Critical Chain Project

SECTION III: GLOBAL VIEWPOINT GLOBAL LEVERAGE
Chapter 14 : The Goal
Chapter 15 : Throughput:Ichiban
Chapter 16 : The Throughput World:Climbing Out of the Box
Chapter 17 : Global Improvement:The Five Focusing Steps
Chapter 18 : Global Improvment:TOC Accounting
Chapter 19 : The Project Dice Game
Chapter 20 : Multiple Projects

SECTION IV: IMPLEMENTATION ISSUES
Chapter 21 : What Is a Schedule?
Chapter 22 : Measurements
Chapter 23 : Leveraging The Critical Chain
Chapter 24 : Weak Links
Chapter 25 : Implementation Checklist

Endnotes
Afterword

Appendix A : Answers for further Thought
Appendix B : Glossary
Appendix C : Prochain Project Scheduling

Index

 
 
 
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