TOC SLP/GSP content

What is the problem?

• Common complaints
• Conflict cloud of complaints
• The project management cloud
• Current mode of operation
• What is the difference between a "realistic estimate" and a "50% chance" estimate?
• Do statistical deviations average out? Student syndrome
• Do statistical deviations average out? Parkinson Law
• A typical Project
• Multi-projects environments
• Bad multitasking
• Simulated project results

What is the solution?

• Project Management the TOC Way Real case: Maintenance of F-16 Israeli Airforce
• The way to stop bad multitasking by staggering the projects
• Simulated project results with the DRUM
• Analysis of the solution
• How to focus using the Five Focusing Steps:
  
  Step 1: Identifying the system's constraint
  
  Step 2: Exploiting the system's constraint
  
  Step 3: Subordinate everything else to the above decision
• Simulated project results with the DRUM and BUFFER
• How do we set priorities? Buffer Management
• Simulated project results with the DRUM, Buffers and Buffer Management
• Judging the status of a project

Summary

TOC Insights Content

What to change (what is the problem)?

Part 1

• Common complaints - Undesirable Effects (UDEs) in project management
• What is the major cause of their existence?
• Concentrating on lowering uncertainty. Is it the best way?
• Proof that the main cause is our mode of operation

Part 2: The Core Conflict

• Conflict cloud of complaints
• Practice constructing clouds to analyze conflicts (optional exercise)
• The project management cloud

Part 3: Direction of the Solution

• Different ways to confront the Core Conflict

Part 4: The Amount of Safety embedded in realistic estimations

• The Common Practice
• How much safety is embedded in estimations?
• What is the difference between a "realistic estimate" and a "50% chance" estimate?

Part 5: Parkinson's Law

Part 6 & 7: Gains are not transferred

• Do statistical deviations average out?
• The Student Syndrome
• Integration

Part 8: The Vicious Cycle

• A simulation of a Project

Part 9: The Vicious Cycle: Multi-projects environments

Part 10: Bad multitasking

Part 11: 'What to change' conclusion

What is the solution?

Parts 12 & 13: The Multitasking vicious cycle and its Resolution

Part 14: Staggering

• The way to stop bad multitasking by staggering the projects

Part 15: Concentrating the safety where it is appropriate: Buffers

Part 16: The Critical Chain method

• Identifying the system's constraint
• Exploiting the system's constraint
• Subordinate everything else to the above
• Late Start vs. Early Start

Part 17: Buffer Management

Part 18: Measurements

Summary

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