Critical ChainPowerful yet simple techniques to solve project management s toughest problems. This book teaches companies to drastically cut project development times resulting in early completion within budget and without compromising quality or specifications. Project managers and your teams will benefit from Goldratt's techniques of how to remain focused on the few critical areas and how to prevent your attention from being divided among all of the how to prevent your attention from being divided among all of the projects tasks and resources. Especially useful for dealing with one of the most difficult and pressing management challenges: developing highly innovative new products. |
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Page 88
... probably wondering , " Johnny is smiling , " why I am hammering on the obvious . But it is so trivial to all of us not because it's the only management philosophy , but because it's the management philosophy we all used for so long ...
... probably wondering , " Johnny is smiling , " why I am hammering on the obvious . But it is so trivial to all of us not because it's the only management philosophy , but because it's the management philosophy we all used for so long ...
Page 153
... probably will be a bottle- neck in production . What is a bottleneck ? " And I answer my own question , " a bottleneck is a resource with capacity that is not sufficient to produce the quantities that the market de- mands . In this way ...
... probably will be a bottle- neck in production . What is a bottleneck ? " And I answer my own question , " a bottleneck is a resource with capacity that is not sufficient to produce the quantities that the market de- mands . In this way ...
Page 239
... We'll have to postpone the start of our silver collection . Is that okay with you ? " If it wasn't New York , we would probably be arrested for making a scene in public . Chapter 25 They started early . By eleven , Rick Critical Chain 239.
... We'll have to postpone the start of our silver collection . Is that okay with you ? " If it wasn't New York , we would probably be arrested for making a scene in public . Chapter 25 They started early . By eleven , Rick Critical Chain 239.
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Common terms and phrases
adds agree answer ask the class Bernard better bottleneck Brian budget business school chance Charlene Charlie Chris Christopher Page constraint cost world course critical chain critical path delay dollars estimate evaporating cloud Executive MBA program explain feeding buffers finish five Fred Fred's Gantt chart Genemodem give going Goldratt important inventory investment Judith late lead look Mark mean ment minutes months multi-tasking noncritical path Pareto principle payback payback period PERT chart probability distribution probably problem production professor project buffer project leader project management protect throughput question resource contention Rick Roger Ruth safety says smiles starts step student syndrome supposed sure talk teach tell tenure Theory of Constraints thing throughput world tion tons-per-hour UniCo vendors wait weakest link weeks What's wonder