Project management in the fast lane: applying the theory of constraints
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boca Raton [u.a.]
St. Lucie Press
1998
|
| Schriftenreihe: | The St. Lucie Press/APICS series on constraints management
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXXV, 284 S. graph. Darst. 24 cm |
| ISBN: | 1574441957 |
Internformat
MARC
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| 100 | 1 | |a Newbold, Robert C. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Project management in the fast lane |b applying the theory of constraints |c Robert C. Newbold |
| 264 | 1 | |a Boca Raton [u.a.] |b St. Lucie Press |c 1998 | |
| 300 | |a XXXV, 284 S. |b graph. Darst. |c 24 cm | ||
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Datensatz im Suchindex
| _version_ | 1804138979494199296 |
|---|---|
| adam_text | Contents
Foreword xvii
Preface xxi
About the Author xxv
About APICS xxvii
Introduction xxix
SECTION I: PROJECT MANAGEMENT TODAY
1 Bidding for the Project 3
Janet s Project 4
The Planning Conflict 5
Dealing With Uncertainty 6
Key Concepts 7
Questions for Further Thought 7
2 The Worker s Viewpoint 9
Joe s Story 9
Discussion 13
Key Concepts 14
Questions for Further Thought 14
3 Hidden Costs: Work-in-Process 15
The Traditional WIP Tradeoff 15
The TOC WIP Tradeoff 16
Working on Large Batches 19
Keeping Busy by Multitasking 21
Key Concepts 22
Questions for Further Thought 22
ix
X Project Management in the Fast Lane: Applying the Theory of Constraints
4 Hidden Costs: Lost Productivity 25
Parkinson s Law 25
Setting Up 27 !
Using More People 28
Manana 28
Starting or Finishing Early 29
Key Concepts 30
Questions for Further Thought 30
5 The Generic Current Reality 31
Core Problems 37
Key Concepts 39
Questions for Further Thought 39
6 The Project Manager s Viewpoint 41
Monday 41
Current Reality 42
Discussion of Use of Resources Tree 42
Key Concepts 44
Questions for Further Thought 44
7 Mirabilia 45
Key Concepts 50
Endnotes 51
SECTION II: CRITICAL BUT STABLE
8 A Critical Chain Schedule 55
Saturday Morning Blues 55
Interlude: Schedule #1 56
The Blues, Verse 2 59
Interlude: Schedule #2 59
The Blues, Verse 3 60
Interlude: Schedule #3 61
Key Concepts 64
Questions for Further Thought 64
9 Managing Uncertainty 65
Managing Janet s Buffers 65
Risk Placement 67
Contents xi
Buffer Types 67
Rescheduling 68
Information Flow 69
Key Concepts 71
Questions for Further Thought 72
10 Resolving the WIP Conflict 73
Key Concepts 77
Questions for Further Thought 78
11 Identifying the Critical Chain 79
Step 1: Create the Initial Plan 80
Step 2: Load Leveling 82
Step 3: Determine the Critical Chain 85
Key Concepts 88
Questions for Further Thought 89
12 Adding Buffers 91
Step 4: Identify the Buffer Points 91
Step 5: Decide on Buffer Sizes 93
An Alternative Calculation 94
Step 5b: Adjusting Buffer Sizes 95
Step 6: Insert Buffers 96
Pushing the Project 97
Comparison with Traditional Scheduling 98
Key Concepts 98
Questions for Further Thought 99
13 Planning the Critical Chain Project 101
Step 1: Clearly State the Objectives of the Project
and of the Project Plan 103
Step 2: Determine the Needs to be Met and the Tasks Needed
to Meet Them 105
Step 3: Determine the Logical Relationships between Tasks
and Needs 107
Step 4: Estimate the Resource Requirements, Task Durations,
and Costs 109
Step 5: Calculate the Critical Chain Schedule, Including Buffers 112
Step 6: Evaluate the Plan According to Budget and
Timing Restrictions 113
xii Project Management in the Fast Lane: Applying the Theory of Constraints
Step 7: If Necessary, Go Back to an Earlier Step and Revise
the Plan 113 j
Complex Projects 113
Key Concepts 114
Questions for Further Thought 114
Endnotes 115
SECTION III: GLOBAL VIEWPOINT, GLOBAL LEVERAGE
14 The Goal 119
The System-Level Approach 119
Not-for-Profit Organizations 122
Understanding the Goal 123
Key Concepts 124
Questions for Further Thought 124
15 Throughput: Ichiban 125
The Traditional Priority of Measurements 125
Cost vs. Throughput 126
Automobile Production 129
Total Quality 132
Key Concepts 133
Questions for Further Thought 133
16 The Throughput World: Climbing Out of the Box 135
The Systems-Level Viewpoint 135
Example: DOD Contracting 136
Constraints and Leverage Points 139
Optimization — The Best? 141
Not-for-Profit Throughput 143
The Japanese Advantage 145
Key Concepts 145
Questions for Further Thought 146
17 Global Improvement: The Five Focusing Steps 147
The Five-Step Logic Tree 149
Longer-Term Success: The Revised Five Steps 152
The Market as a Leverage Point 153 ,
Selecting a Strategic Leverage Point 154
Contents xiii
The Five Steps and the Critical Chain 156
Key Concepts 156
Questions for Further Thought 156
18 Global Improvement: TOC Accounting 157
Throughput Pricing 157
Budgeting 160
Key Concepts 162
Questions for Further Thought 162
19 The Project Dice Game 163
Playing the Dice Game 163
Analyzing the Project Dice Game 165
Unbalancing the Capacity 166
Protective Capacity and Inventory 166
A Resource-Constrained Schedule 169
Key Concepts 172
Questions for Further Thought 172
20 Multiple Projects 173
The Strategic Resource Buffer 175
Approach 1: All Together 176
Approach 2: Successive Projects 178
Approach 3: The Strategic Resource 179
Recommendations 181
Key Concepts 182
Questions for Further Thought 182
Endnotes 183
SECTION IV: IMPLEMENTATION ISSUES
21 What Is a Schedule? 189
The Worker s Point of View 190
Resource Manager Information Needs 191
Project Manager Information Needs 192
Critical Chain Principles 193
The Pit Crew 195
Key Concepts 196
Questions for Further Thought 197
xiv Project Management in the Fast Lane: Applying the Theory of Constraints
22 Measurements 199
Measurement Basics 199
Global Measurements 201
Local Measurements 201
Throughput Dollar Days 202
WIP as a Global Measurement 204
Measuring Schedule Changes 206
Implementing Measurements 206
Key Concepts 207
Questions for Further Thought 207
23 Leveraging The Critical Chain 209
The SWAT Team 209
Throughput Pricing 210
Small Batches of Work 211
Focus on Strategic Resources and Strategic Tasks 212
Win-Win 212
Key Concepts 214
Questions for Further Thought 215
24 Weak Links 217
The NIH Law 217
Boundless Optimism 220
Milestones 220
Good Enough 221
The Cost World 222
Leverage Outside the Box 223
Education 224
Key Concepts 224
Questions for Further Thought 225
25 Implementation Checklist 227
Take Stock 227
What Is Your System? 227
What Are Your System s Goal and Necessary Conditions? 228
What Are the Implications of the Throughput World? 228
Where Are the Leverage Points? 229
Which Policies Are Constraints? 230
How Can the Five-Step Improvement Process Be Applied? 231
Where Does It Make Sense to Start? 232
Contents xv
Which People Will Block Implementation? 232
What Is the Status of the Leverage Points and Their Buffers? 234
How Do Causes Relate to Effects in Your Environment? 234
Key Concepts 235
Questions for Further Thought 235
Endnotes 237
Afterword 239
APPENDICES
Appendix A: Answers For Further Thought 243
Appendix B: Glossary 263
Appendix C: ProChain™ Project Scheduling 269
Index 275
|
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| isbn | 1574441957 |
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| spelling | Newbold, Robert C. Verfasser aut Project management in the fast lane applying the theory of constraints Robert C. Newbold Boca Raton [u.a.] St. Lucie Press 1998 XXXV, 284 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier The St. Lucie Press/APICS series on constraints management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Projektmanagement (DE-588)4047441-0 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017428879&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Newbold, Robert C. Project management in the fast lane applying the theory of constraints Projektmanagement (DE-588)4047441-0 gnd |
| subject_GND | (DE-588)4047441-0 |
| title | Project management in the fast lane applying the theory of constraints |
| title_auth | Project management in the fast lane applying the theory of constraints |
| title_exact_search | Project management in the fast lane applying the theory of constraints |
| title_full | Project management in the fast lane applying the theory of constraints Robert C. Newbold |
| title_fullStr | Project management in the fast lane applying the theory of constraints Robert C. Newbold |
| title_full_unstemmed | Project management in the fast lane applying the theory of constraints Robert C. Newbold |
| title_short | Project management in the fast lane |
| title_sort | project management in the fast lane applying the theory of constraints |
| title_sub | applying the theory of constraints |
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| topic_facet | Projektmanagement |
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