Studies have shown that 37% of projects suffer schedule overruns of 50% or more, and that’s not counting the nearly 10% percent of projects that are terminated or fail! IT projects typically suffer even worse fates! Companies that are willing to embrace the Critical Chain culture can expect to complete projects 30 to 50% more quickly, with a 90% on-time delivery rate, all through the elimination of multi-tasking, embracing strong work prioritization, and adoption of the approach by all levels of management. Shorter cycle times and faster time to market are compelling reasons to make the shift to a Critical Chain Project Management.
Objectives and target group
Who should attend?
Directors and owners of large commercial and industrial companies.
General Managers in public and private companies.
Directors of internal audit offices in companies.
Managers of the audit and audit department in companies.
All employees in the field of financial control in companies.
All students seeking contemporary approaches in financial auditing and how to detect risks.
How attendees will benefit?
After completion of the programme, delegates will be able to:
Identify common problems with project schedules
Identify weaknesses in Critical Path Method project scheduling
Describe the goals of Critical Chain Project Management
Identify the system constraint in any project schedule
Apply Theory of Constraints as a project management tool
Apply Critical Chain Theory to improve project performance
Construct a project schedule using the Critical Chain approach
Define the constraint in a multiple project environment
Define Critical Path Method terminology
Identify and apply precedence modifiers
Demonstrate how to complete a basic network diagram
Schedules – The Problems
Describe common causes of delay in projects
Describe common causes of delay in projects using CPM
Explain the options for dealing with the common causes of delay when using CPM
Discuss the pros and cons of each of the options used for dealing with delay in CPM projects
A Solution – Critical Chain Project Management
List reasons to consider using CCPM
Contrast CCPM and CPM
Paraphrase the Theory of Constraints
Explain Common Cause Variation
Demonstrate aggregation of contingency time
Critical Chain Scheduling Process
Define a “constraint” as used in Critical Chain approach
Demonstrate how the Five Focusing Steps are applied in Critical Chain Plan Process
Contrast Feeding Buffer, Project Buffer, and Resource Buffer
Explain two methods to calculate Project Buffer
Demonstrate how to use a Project Buffer Incursion Chart
Create a Critical Chain schedule for a project scenario
The Theory of Constraints
Define a “constraint” as used in TOC
Explain the Five Focusing Steps used in TOC
Apply the Five Focusing Steps to at least two constraints in a hypothetical production system scenario
List the steps in the TOC Thinking Process
Apply the TOC Thinking Process to a hypothetical project scenario
CCPM in Multi-Project Environments
Discuss the importance of project prioritization in CCPM
Identify the “Drum” in multi-project settings
Apply the TOC Thinking Process to determine the organizational goal(s)
Create a Critical Chain schedule for a multi-project environment
Note / Price varies according to the selected city