• Brief introduction to each chapter of this course

• Training facilitator

  • Experience

  • Clients

• Objectives of the course

Part 1: Overview of the Theory of Constraints (ToC)

• Books : The Goal and The Critical Chain

• The far side of the Theory of Constraints

  • The aspects of the Theory of Constraints and the Critical Chain

• The Theory of Constraints in one slide

• The Drum Buffer Rope (DBR) mechanism

• The five steps of ToC's continuous improvement process

Part 2: Goldrattism and Critical Chain Project Management

• History of the Theory of Constraints

• The "Goldrattism" : Theory of Constraints & Logical Thinking

• The Critical Chain Project Management (CCPM)

• Testimonials of the application of the Critical Chain

• Traditional project management

• How delays in projects increase the pressure on management?

• Project scheduling with task duration estimates

  • Tools and techniques

• Project managers try to compensate for the uncertainties inherent in projects

  • Example

• What happens when scheduling according to the worst-case scenario?

• The integration risk phenomenon

• Is the capacity of the resources important?

Part 1: The Multitasking Game

• Instructions of the first game

• Game Start

• Instructions of second game

• Game Start

• Conclusion of the game

• Why do projects fail?

Part 2: Review of some client cases

• Reducing mulitasking through simple actions

  • In an Oil & Gas ETO

  • In a service company managing the declaration and payment of sales taxes for its customers

  • At a luxury industry leader

  • In a factory of a pharmaceutical group

Part 3: Introduction to the Critical Chain

• What does the Critical Chain deal with?

  • Traditional Plan

  • Critical Chain plan & the Fever Chart

Part 1: Critical Chain planning rules for one project

• Critical Chain approach

• Scheduling in favour of Excel

• Reminders of some good practices

  • Project typology

  • Benefits of using standard schedules

    • Examples

• Rules for a Critical Chain schedule

• What should a dynamic schedule include?

Part 2: Applying Critical Chain techniques

• Critical Chain Scheduling

  • Step by step Guide to applying Critical Chain

• Example of CCPM implementation in the pharmaceutical industy

  • Video testimonial

Part 1: Project execution the Critical Chain way

• How to achieve smooth execution of tasks?

• How to make the update of the schedule?

• Monitoring a Critical Chain

  • Case 1 : On-time progress

  • Case 2: Delayed progress

• New indicators

• Project Fever Chart

• Frequent updates for monitoring a project

• Why must buffer consumptions be analyzed?

Part 2: Microsoft Project and ProChain

• How to plan and model a project with Critical Chain principles?

  • Step by step

• How to manage a portfolio of projects the Critical Chain way?

• Why it is important to focus on the portfolio constraint?

• Do not launch projects too early

• How to identify the bottleneck or capacity constraint?

• The importance of the identification of the portfolio constraint

• The Portfolio Fever Chart

  • How does it works?

• Decision making using a Portfolio Fever Chart

  • Focus on the right priorities

• How important is the analysis of the buffer consumption?

• How to identify the worst problems?

• Does Pareto helps to transcribe the issues?

• Example with 3 different Fever Charts

Part 1: References and case studies

• Critical Chain can improve any type of project

• History of the CCPM

• A list of CCPM references in the world

• A compilation of testimonial videos from our clients in various industries

Part 2: References and case studies

• Reduction of the project leadtime by 22 months in the development of an airplane

• Boosting business jet MRO performances

• Deployment in the French armament industry

• Roll-out to all types of projects for a South African aeronautical equipment manufacturer

• Optimizing the project plan for satellite design and manufacturing for a timely delivery

• Ambitious plant layout transformation made possible

• 10-year roll-out for new product development in the automobile industry - cars "made by ToC"

Part 3: Implementation of the Critical Chain method

• Our typical step-by-step approach

• Lean Engineering

• Summary of the Critical Chain way

  • The important goal

  • Buffers

  • Fever Chart

• Conclusion

• Thank you!

Here you will find a series of 8 videos, each dedicated to explaining one of Goldratt's 8 Rules of Flow in project management.

These rules were developed by Efrat Goldratt-Ashlag in her book "Goldratt's Rules of Flow: The principles of The Goal applied to projects", designed to accelerate project flow and improve overall performance in any organization.

Throughout the videos, you will discover the 8 Rules of Flow :

1. Avoid bad multitasking, control your WIP

2. If you don't want to get stuck, verify full-kit before you get going

3. Triage to ensure you are working on the right priorities

4. Ensure synchronization between your tasks/ people/ resources

5. If you keep going back to the same projects and you don't get the desired results, look into the option to increase the dosage

6. Avoid unnecessary rework by finding what causes it

7. Standardization is recommended when improvising is costly

8. Abolish local optimum, global optimum is what matters

Each video dives into practical examples, actionable strategies, and real-world applications to help you enhance project performance and achieve better results.

Explore these insights and start transforming the way you manage your projects!

This section presents a collection of case studies from various industry sectors, where we have effectively implemented the Critical Chain methodology.

It presents examples and concrete cases of Critical Chain implementation made by our consultants.

The initial situation and the actions implemented are presented.

Some of these videos also include client testimonials.

The purpose of this section is to introduce you to books on the subject of Critical Chain.