Contents -- Preface -- Acknowledgments -- Chapter 1 Quick Start -- 1.1 Decide What Your Job Is -- 1.2 Use Appropriate Project Delivery Fundamentals -- 1.3 Enable Individual Task Focus -- 1.4 Develop and Manage to Project Schedules -- 1.5 Control WIP at the Organizational Level -- 1.6 Summary -- References -- Chapter 2 Why Change How You Plan and Deliver Projects? -- 2.1 Project Success -- 2.2 Defining the Problem -- 2.2.1 How Good Is the Current Project System? -- 2.2.2 Some Companies Make a Lot of Money Running Projects -- 2.3 Root Causes of the Problem -- 2.3.1 The TOC Method -- 2.3.2 Project Management Literature -- 2.3.3 System Approach -- 2.4 The Human Behavior Problem as Root Cause: Multitasking -- 2.4.1 Multitasking -- 2.4.2 Multitasking Effects -- 2.5 Right Solution -- 2.5.1 Do More Better -- 2.5.2 Variation and Uncertainty -- 2.6 Right Execution -- 2.7 Success with Critical Chain -- 2.8 Three New Rules -- 2.9 Summary -- References -- Chapter 3 The Synthesis of TOC and PMBOK, Considering Lean and Six Sigma -- 3.1 Improvement Perspectives -- 3.2 TOC Perspective -- 3.3 Project Management Body of Knowledge (PMBOK) -- 3.3.1 Project Integration Management -- 3.3.2 Project Scope Management -- 3.3.3 Project Time Management -- 3.3.4 Project Risk Management -- 3.3.5 Other PMBOK Guide Knowledge Areas -- 3.3.6 Rolling-Wave Planning -- 3.4 Lean -- 3.5 Agile or Light Project Management -- 3.6 Kanban -- 3.7 Quality Focused Improvement -- 3.8 System of Profound Knowledge -- 3.8.1 Appreciation for a System -- 3.8.2 Understanding Variation and Uncertainty -- 3.8.3 Psychology -- 3.8.4 Theory of Knowledge -- 3.9 Theory of Constraints -- 3.9.1 The Throughput World -- 3.9.2 The Production Solution -- 3.9.3 Five Focusing Steps -- 3.9.4 The Thinking Process -- 3.10 Change Management -- 3.11 Synthesis -- 3.12 Summary -- References.

Chapter 4 The Direction of the Solution -- 4.1 Deciding What to Change -- 4.1.1 Defining the Project Management Sy -- 4.1.2 Project Undesired Effects -- 4.2 Identify the Constraint -- 4.3 Exploit the Constraint -- 4.3.1 Projects Durations Become Longer -- 4.3.2 Projects Frequently Overrun Schedule -- 4.3.3 Multitasking -- 4.3.4 The Core Conflict Leads to Undesired Effects -- 4.4 Towards Desired Effects -- 4.4.1 Resolving the Core Conflict -- 4.5 Solution Feasibility (Evidence) -- 4.6 Multiproject System -- 4.7 Execution -- 4.8 Determine What to Change to -- 4.9 Summary -- References -- Chapter 5 The Complete Single-Project Solution -- 5.1 From System Requirements to System Design -- 5.1.1 Requirements Matrix -- 5.1.2 Summary of Single-Project Critical Chain -- 5.2 Developing the Critical Chain Solution -- 5.2.1 Identifying the Project Constraint -- 5.2.2 Exploiting the Constraint -- 5.2.3 Subordinating Merging Paths -- 5.2.4 Task Performance -- 5.2.5 Early Start (Just-in-Case) Versus -- 5.3 Exploiting the Schedule Using Buffer Management -- 5.4 Features (More or Less) from PMBOK -- 5.4.1 Project Charter -- 5.4.2 Project Work Plan -- 5.4.3 Work Breakdown Structure -- 5.4.4 Responsibility Assignment -- 5.4.5 Project Quality Measurement and Co -- 5.4.6 Project Change Control -- 5.4.7 Project Risk Management -- 5.4.8 Project Kanban -- 5.5 Summary -- References -- Chapter 6 Starting a New Project -- 6.1 Project-Initiation Process -- 6.2 The Project Charter -- 6.3 Stakeholder Endorsement -- 6.4 The Work Breakdown Structure (WBS) -- 6.4.1 TOC Approach to Project Schedule Network Building -- 6.4.2 The Conventional WBS -- 6.4.3 Project Organization -- 6.5 Responsibility Assignment -- 6.6 Milestone Sequencing -- 6.7 Work Packages -- 6.7.1 What Comprises a Project? -- 6.7.2 Assumptions -- 6.7.3 Project Schedule Network -- 6.7.4 Activity Duration Estimate.

6.7.5 Uncertainty Revisited -- 6.8 Need for Cost Buffer -- 6.9 Basis for Cost Estimates -- 6.10 The Project Work Plan -- 6.11 Change Control -- 6.12 Project Closure -- 6.13 Summary -- References -- Chapter 7 Developing the (Single-Project) Critical Chain Schedule -- 7.1 Process -- 7.2 Good Enough -- 7.3 Examples and Practice -- 7.3.1 Small Example -- 7.3.2 Large Example -- 7.3.3 Large Exercise -- 7.4 Buffer and Threshold Sizing -- 7.4.1 Statistical Background -- 7.4.2 Project and Feeding Buffer Size -- 7.4.3 Buffer Trigger Points -- 7.5 Cost Buffer Sizing -- 7.6 Methods to Create the Schedule -- 7.6.1 Manual -- 7.6.2 Critical Path Software -- 7.6.3 Critical Chain Software -- 7.7 External Constraints -- 7.8 Reducing Scheduled Time (Dictated End Dates) -- 7.8.1 Acceleration without Cost Impact (Exploit and Subordinate to the Constratint) -- 7.8.2 Acceleration with Increased Cost (Elevate the Constraint) -- 7.9 Preparing for Project Kanban -- 7.10 Frequently Asked Scheduling Questions -- 7.11 Summary -- Reference -- Chapter 8 Developing the Multiproject Critical Chain Plan -- 8.1 The Multiproject Constraint -- 8.2 Improving Throughput at the Multiproject Constraint -- 8.3 Multiproject Critical Chain Features -- 8.3.1 Project Priority -- 8.3.2 Select the Drum Resource -- 8.3.3 Nonhuman and Virtual Resources -- 8.3.4 The Drum Schedule (Pipelining the Projects) -- 8.3.5 The Capacity-Constraint Buffer -- 8.3.6 Nonworking Time -- 8.3.7 The Drum Buffer -- 8.3.8 Project Schedules -- 8.4 Another View of a Multiproject Constraint -- 8.5 Introducing New Projects -- 8.6 Example -- 8.6.1 Pipeline -- 8.6.2 Select the Drum Resource -- 8.6.3 Decide on the Capacity Constraint Buffer -- 8.6.4 Pipeline to the Drum Resource -- 8.7 Practical Pipelining Methods -- 8.8 Frequently Asked Multiproject Questions -- 8.9 Summary -- References -- Chapter 9 Execution.

9.1 Project Roles -- 9.1.1 Task Manager Role -- 9.1.2 Project Manager Role -- 9.1.3 Resource Manager Role -- 9.1.4 Master Scheduler Role -- 9.1.5 Senior Management Role -- 9.2 Schedule Buffer Management -- 9.2.1 Project Meetings -- 9.2.2 Task Manager Meetings -- 9.2.3 Senior Manager Project Meetings -- 9.2.4 The Buffer Report -- 9.3 Cost Buffer -- 9.3.1 Cost Buffer Status -- 9.3.2 Earned-Value Basics -- 9.3.3 Cost-Buffer Penetration -- 9.3.4 The Problem -- 9.3.5 Labor Costs -- 9.3.6 Material Costs -- 9.3.7 Peaceful Coexistence of Buffer Reporting and Earned Value -- 9.3.8 The Schedule Variance -- 9.4 Responding to the Buffer Signals -- 9.4.1 Schedule Buffer Exceeds Yellow Threshold -- 9.4.2 Cost Buffer Exceeds Yellow Threshold -- 9.4.3 Schedule Buffer Exceeds Red Threshold -- 9.4.4 Cost Buffer Exceeds Red Threshold -- 9.4.5 Schedule or Cost Buffer Exceeds 100% -- 9.5 Quality Measurement -- 9.5.1 Basic Quality Measurements -- 9.5.2 Process Behavior Charts -- 9.6 Kanban Measurements -- 9.7 Milestones -- 9.8 Change Control Actions -- 9.9 Frequently Asked Measurement and Control Questions -- 9.10 Summary -- References -- Chapter 10 Project-Risk Management -- 10.1 Defining Project-Risk Management -- 10.2 Risk Management Process -- 10.2.1 The Risk Matrix -- 10.2.2 Incorporating Risk Assessment into the Project Process -- 10.3 Identifying Risks -- 10.3.1 Risk List -- 10.3.2 Classifying Risk Probability -- 10.3.3 Classifying Risk Impact -- 10.4 Planning to Control Risks -- 10.4.1 Risk Monitoring -- 10.4.2 Prevention -- 10.4.3 Mitigation Planning -- 10.5 Summary -- References -- Chapter 11 Implementing the Change to CCPM -- 11.1 Rule 1: Focus with Kanban -- 11.2 Rule 2: Buffer with CCPM -- 11.2.1 Endorse the Implementation Project -- 11.2.2 Charter the Implementation Project -- 11.2.3 Begin with the End in Mind (Vision).

11.2.4 Create the Implementation Project -- 11.2.5 Plan to Prevent or Mitigate Implementation Risks -- 11.2.6 Just Do It or Fake It Until You Make It -- 11.2.7 Measure-and-Control Implementation -- 11.2.8 What If Implementation Progress Stalls? -- 11.3 Rule 3: Pipeline to Maintain Low WIP -- 11.4 Organization Change Theory -- 11.4.1 Kotter's Model -- 11.4.2 Prosci's Model -- 11.4.3 Heath Brothers' Model -- 11.4.4 Appreciation for a System -- 11.4.5 Resistance to Change -- 11.5 The Need for Pilots -- 11.6 Example Objections -- 11.7 Ongoing Improvement -- 11.8 Summary -- References -- Glossary -- List of Acronyms -- About the Author -- Index.