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Author:   Eric Bergland
Publisher:   APress
Imprint:   APress
Edition:   1st ed.
Dimensions:   Width: 15.50cm , Height: 1.10cm , Length: 23.50cm
Weight:   3.226kg
ISBN:  

9781484218594

ISBN 10:   1484218590
Pages:   191
Publication Date:   28 May 2016
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
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Table of Contents

Chapter 1: Introductions Chapter Goal:        Readers learn about Tim’s prior company folding and Tim losing his job. Tim reconnects with Randal who is working on his Marketing MBA at a local company Reader: is introduced to Tim and Randal   Chapter 2: High level Critical Chain overview Chapter Goal:        Tim introduces Randal to the Critical Chain solution Randal sees this as something that might help out the company he is working at. Reader: gets an overview of the Critical Chain solution, the issues it addresses and the benefits it can provide.   Chapter 3: Factors for successful implementations Chapter Goal:        Tim walks Randal and Gary through the key items that are needed to successfully implement Critical Chain Tim gets some background on Randal’s company, the issues it is facing, and some information about the interm CEO Mickey.  In particular engineering is missing its schedules and failing to deliver which in turn is putting the entire company at risk of failing. Randal and Gary agree to hire Tim as a consultant. Reader: understands some of the key areas to look for when hiring a consultant to help them implement Critical Chain (or any solution) Chapter 4: How does Critical Chain work Chapter Goal:        Tim walks Randal and Gary through the key mechanics of what Critical is and how it actually works Tim also works with Gary to tune what they have already implemented Reader: learns in detail what is involved in Critical Chain, how does it work, and why it can provide value Chapter 5: Championing ideas and resolving conflicts Chapter Goal:        Tim pulls Randal aside and walks him through an example of developing a solution and more importantly spearheading it through an organization’s review process. Reader: sees an example of what is involved in trying to get buy-in and the challenges it faces.  You need to have more than just a good idea, you need to have the determination and resourcefulness to push it through.   Chapter 6: High level implementation steps Chapter Goal:        Tim walks through the implementation steps necessary to put Critical Chain (or any methodology) into place. Reader:  Reader learns about the Critical Chain implementation steps and how Tim plans to implement it into Randal’s organization.   Chapter 7: Using Ambitious Targets to handle past issues Chapter Goal:        Tim walks into a project under fire and uses the ambitious target tool to help focus the team and build a plan so the project can succeed. Reader: Reader learns about the ambitious target tool and how it can be used to help a project be successful Chapter 8: Individual Buy-in Chapter Goal:        Tim, Randal, and Gary meet with the various Exec’s 1:1 to better understand their issues as well as to show how the problems and improvements they are making impact their area. Reader: Reader is introduced to the CRT/FRT organizational analysis tool and see how it can be used to summarize the organizations situation and ways to solve its issues.  Reader also sees how the organization’s issues manifest themselves in different ways in different departments.     Chapter 9: Expect the Unexpected Chapter Goal:        Tim meets with Mickey to get his buy-in to give engineering the time to turn things around.   Mickey pushes back that Engineering is not delivering and in turn putting the whole company at risk. After the meeting Mickey cancels Tim’s contract leaving Randal and Gary to go into the Exec meeting on their own. Reader: learns that even if you do everything “right” people can still turn on you and block your progress (and it’s time for Randal and Gary to stand on their own two feet) Chapter 10: Exec Meeting Randal and Gary share with the Execs the progress and results engineering has made using Critical Chain. Mickey proposes to fire the engineering team and outsource the work to a Chinese company that has industry experience and a track record for delivering products. The board reviews the two proposals and makes is decision…  (see the book to learn how it turns out) Reader: See’s if the work Tim, Randal, and Gary has paid off.   Appendix:

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Author Information

Eric Bergland has worked in product development for over 20 years. He attended the TOC (Theory of Constraints) college training program taught by Eli Goldratt the founder of TOC, worked for the Goldratt Institute (inventors of TOC) and trained in their methodology, and was involved in TOC / Critical Chain implementations at Interactive Networks, 3DO, Goldratt Consulting, and Intel.

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