Enterprise-focused Management: Changing the Face of Project Management : the Application of the Theory of Constraints to the Enterprise Management of Companies
This book represents a new voice in the drive for enterprise thinking within organisations. Although Enterprise Resource Planning and similar approaches are now commonplace in industry they continue to deliver disappointing results. This book will enable companies to finally turn their investment into bottom-line improvement. Based on the author's own research over a three year period in a number of different companies throughout Europe, Enterprise focused management discusses the key issues within organisations today. These companies, drawn from project based industries such as construction and high tech product development, understand the pressures to make profit both now and in the future. They have a wealth of data at their fingertips, yet remain unable to make sense of this mass of information. Using the rigour and logic of the Theory of Constraints to first analyse these difficulties, and then to propose a way forward, the book should be the first port of call for all working or preparing to work in such environments. The book contains essential case studies that highlight the many conflicts and problems faced by managers at all levels, from the project office to the main board. The approach outlined by the author offers a way to analyse the problems and develop workable solutions that address the revenue chain of the company, resulting in substantial improvement to the bottom-line. Using the laws of constraint management as a basis the book argues strongly for a robust and rigorous thinking process to successfully implement change. It does so in a manner that the readers should be able to replicate in their own organisation. Enterprise focused management will be essential reading for all involved in project management.
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The role of the Theory of Constraints within the enterprise
The introduction of the TOC solution critical chain
Enterprise project management through the application
The strategic importance of managing change
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ability analysis argues aspect behaviour budget chapter Checkland choice cloud client common cause variation completion composite cloud constraint constraint management construction core cost critical chain approach deliver described determine developed due date effect ensure enterprise focus enterprise resource planning estimation evaporating clouds feature focusing Goldratt impact implementation important improvement individual involved issues key performance indicators logic measures meet multi-project environments multi-tasking necessary condition Need Want Common Once organisation overall paradigm lock cloud prerequisite tree problem project environments project management project network project plan project-based recognised resource activity resource managers result revenue chain schedule senior management shown in Fig solution special cause variation specific step strategies successful targets task Theory of Constraints throughput throughput accounting tion TOC approach TOC/TP transition tree UDE cloud validated variation Want Common objective weakest link whole