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000762969 019__ $$a951222917
000762969 020__ $$a9781484218600$$q(electronic book)
000762969 020__ $$a1484218604$$q(electronic book)
000762969 020__ $$z9781484218594
000762969 035__ $$aSP(OCoLC)ocn950971686
000762969 035__ $$aSP(OCoLC)950971686$$z(OCoLC)951222917
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000762969 050_4 $$aHD69.P75
000762969 08204 $$a658.404$$223
000762969 1001_ $$aBergland, Eric,$$eauthor.
000762969 24510 $$aGet it done on time! : a critical chain project management/theory of constraints novel /$$cEric Bergland.
000762969 264_1 $$aNew York, NY :$$bApress,$$c[2016]
000762969 300__ $$a1 online resource (xii, 191 pages)
000762969 336__ $$atext$$btxt$$2rdacontent
000762969 337__ $$acomputer$$bc$$2rdamedia
000762969 338__ $$aonline resource$$bcr$$2rdacarrier
000762969 500__ $$aIncludes index.
000762969 5050_ $$aAbout the Author; About the Technical Reviewer; Acknowledgments; Preface; Chapter 1: Introductions; LivingTV; Tim and Randal Reconnect; Chapter 2: High-Level Critical Chain Overview; Critical Chain Issues, Benefits, and Sample Results; Avraham Goldratt Institute (AGI); Goldratt Marketing Group; Realization; ProChain; Key Parts of Critical Chain; Project Buffers to Better Manage Variability; Reducing Bad Multi-Tasking to Find Hidden and Misused Resource Capacity; Setting Goals and Building Schedules (Back to Front)
000762969 5058_ $$aOrganizational Analysis to Better Understand the Environment (Creating the CRT and FRT)Mixing Multiple Project Management Methodologies; Wrapping Up; Current Reality Tree (CRT); Future Reality Tree (FRT); Chapter 3: Factors for Successful Implementations; Key Characteristics of Successful Implementers and Implementations [frt 2]; Critical Chain Implementation Expert; Critical Chain Software Tool; TOC Thinking Process Background; Compelling Reason to Change; Setting Up the Correct Metrics; Environmental Factors; Wrapping Up; Future Reality Tree (FRT)
000762969 5058_ $$aChapter 4: How Does the Critical Chain Solution Work?Key Critical Chain Benefits; Project and Feeding Buffers; Padding Dates:; Project Buffers:; Feeding Buffers:; Safety Time; Overall Benefit, Managing Project Variability; Reducing Bad Multi-Tasking ; Highway Analogy; Bad Multi-Tasking Example; Defining the Project Goal and Building Schedules Back-to-Front; Organizational Analysis ; Chapter 5: Championing Ideas; LivingTV Interactive Company Background; LivingTV Interactive's Dilemma; LivingTV Interactive's Conflict Cloud; Looking for Possible Resolutions; Spark of an Idea
000762969 5058_ $$aInitial Manager MeetingLobbying in Preparation for the Exec Review; Meeting with Peter; Prep for the Exec Review; The Exec Review; Back to Tim and Randal; Future Reality Tree (FRT); Current Reality Tree (CRT); Core Conflict; Bottom of the CRT; Chapter 6: High-Level Implementation Steps; Phoenix Network Build; Phoenix Execution; Phoenix Post-Mortem Plan; Micky's Urgent Requests; CRT; FRT; Chapter 7: Using Ambitious Targets to Handle Past Issues; Define a Clear, Concise, and Measurable Goal; List the Clear Issues and Their Impact; Define Intermediate Objectives (IOs)
000762969 5058_ $$aSequence the Intermediate Objectives (IOs)Results; FRT; Chapter 8: Individual Buy-In; Meeting with the Sales and Marketing Director; Meeting with Human Resources (HR); Randal and Tim Prep for the Meeting with Grant; Meeting with Grant; Quantifying the Issues; Explaining the Core Conflict and Key Injection; Walking Through the Vision/FRT; Walking Through the Vision: Throughput; Walking Through the Vision: Project Buffers and Behaviors; Walking Through the Vision: Organizational Analysis; Walking Through the Vision: Summary; Close the Deal; Final Current Reality Tree; Future Reality Tree
000762969 506__ $$aAccess limited to authorized users.
000762969 520__ $$aThis is the story of a company that is in trouble, but by talking through the implementation of Critical Chain project management planning and the Theory of Constraints, you will learn as they do, how to implement this effective project management solution. Tim is an experienced project management consultant. He knows great solutions and compelling results and has seen project management solution work, but... too often sees project management methods oversimplified and underperforming when incorrectly implemented. Such is the case with Tim's friends Randal and his more technical friend Gary. They are at risk of losing his their jobs and seeing the company go bankrupt unless things change. Randal works frantically with Tim to learn, implement, and get significant results from real world tools to help save his company as it is literally falling apart around him. While Tim and Gary focus on the more technical aspects of Critical Chain. This book covers: The variety of issues, steps, and challenges to get individual and organizational buy-in to implement compelling project management solutions. Details on the Critical Chain solution and implementing it in an organization. Tim, Randal, and Gary's journey in trying to save their company and implementing a new project management methodology in their organization. Readership: The Theory of Constraints (TOC) and Critical Chain Community Managers, project managers and those considering organizational change. Teachers looking to provide case studies to their students on project management, organizational change, or Critical Chain.
000762969 588__ $$aOnline resource; title from PDF title page (viewed June 20, 2016).
000762969 650_0 $$aProject management$$vFiction.
000762969 650_0 $$aTheory of constraints (Management)$$vFiction.
000762969 77608 $$iPrint version:$$aBergland, Eric$$tGet it Done On Time! : A Critical Chain Project Management/Theory of Constraints Novel$$dBerkeley, CA : Apress,c2016$$z9781484218594
000762969 852__ $$bebk
000762969 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-1-4842-1860-0$$zOnline Access$$91397441.1
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000762969 980__ $$aBIB
000762969 982__ $$aEbook
000762969 983__ $$aOnline
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