ABSTRACT

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 Criti

part |2 pages

SECTION I - PROJECT IMANAGEMENT TODAY

chapter 1|6 pages

- Bidding for the Project

chapter 2|6 pages

- The Worker’s Viewpoint

chapter 3|10 pages

- Hidden Costs: Work-in-Process

chapter 4|6 pages

- Hidden Costs: Lost Productivity

chapter 5|10 pages

- The Generic Current Reality

chapter 6|4 pages

- The Project Manager’s Viewpoint

chapter 7|6 pages

- Mirabilia

chapter |2 pages

Endnotes

part |2 pages

SECTION II - CRITICAL BUT STABLE

chapter 8|10 pages

- A Critical Chain Schedule

chapter 9|8 pages

- Managing Uncertainty

chapter 10|6 pages

- Resolving the WIP Conflict

chapter 11|12 pages

- Identifying the Critical Chain

chapter 12|10 pages

- Adding Buffers

chapter 13|14 pages

- Planning the Critical Chain Project

chapter |2 pages

Endnotes

part |2 pages

SECTION III - GLOBAL VIEWPOINT, GLOBAL LEVERAGE

chapter 14|6 pages

- The Goal

chapter 15|10 pages

- Throughput: Ichiban

chapter 18|6 pages

- Global Improvement: TOC Accounting

chapter 19|10 pages

- The Project Dice Game

chapter 20|10 pages

- Multiple Projects

chapter |4 pages

Endnotes

part |2 pages

SECTION IV - IMPLEMENTATION ISSUES

chapter 21|10 pages

- What Is a Schedule?

chapter 22|10 pages

- Measurements

chapter 23|8 pages

- Leveraging the Critical Chain

chapter 24|10 pages

- Weak Links

chapter 25|10 pages

- Implementation Checklist

chapter |2 pages

Endnotes

chapter |2 pages

Afterword