About this Presentation
Critical Chain concepts are smart and they work, BUT that does not automatically guarantee good project flow, especially in the face of resource bottlenecks and significant problems. To get 95% plus on time and on budget outcomes. Buffers are necessary but not sufficient. Many solutions lack leading and lagging indicators to force action at the right time and facilitate executive and manager understanding of what's needed from them to ensure success. Efficiency in project execution is not a dirty word, as long as it helps flow and profits. So PM's must understand where efficiency counts and how to drive it. Then there is the other dirty word - processes. Minimal, simple processes that take little time and have obvious benefits to a PM team are sustainable. BS processes are not. Understanding the biggest, recurring constraint in the multi-project environment is imperative to continue to make gains in project durations and profit contributions. This presentation provides an easy-to-use assessment tool to show the deficits in any PM system. Through discussion of case studies that span 2 decades, Gerry Kendall describes how some of these factors played out in his implementations of CCPM around the world.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Instructor(s)
Gerry Kendall
Gerald I. Kendall, PMP, Principal, TOC International, is a recognized world expert at implementing project portfolio management, company-wide strategy and Theory of Constraints (TOC). Gerald is the author of five books, including Viable Vision, and the top-selling book in the PMO and Project Portfolio Management space, Advanced Project Portfolio Management and the PMO. His latest book, Advanced Multi-Project Management, was published in November 2012. He also authored the chapters on Strategy for the Theory of Constraints Handbook and Project Portfolio Management for the American Management Association’s Handbook of Project Management, 2nd edition.
Ms Alka Wadhwa
Alka Wadhwa is an experienced consultant and process improvement expert with over 24 years of expertise in the Theory of Constraints (TOC), Lean Six Sigma, and organizational performance optimization. She has successfully led projects in healthcare, financial services, and manufacturing, driving significant improvements such as a 67% boost in hospital operations and a 140% increase in outpatient visits.
Previously, Alka Wadhwa spent 17+ years at GE Global Research Center, where she led initiatives to enhance various GE businesses through advanced technologies, process redesign, and system optimization. Founder of Better Solutions Consulting, LLC, she specializes in using TOC, Six Sigma, and data analytics to streamline operations and build high-performance teams.
Her work has earned her multiple accolades, including the Empire State Award of Excellence in healthcare.
Dr Gary Wadhwa
Dr. Gary Wadhwa is a Board Certified Oral & Maxillofacial Surgeon with extensive experience in the field. He completed his Oral & Maxillofacial Surgery training at Montefiore Hospital, Albert Einstein College of Medicine in Bronx, NY, and has served as an Attending at prestigious institutions like St. Peters Hospitals, Ellis Hospital, and Beth Israel Hospital in NY. With a career spanning over two decades, he was the former CEO and President of a group specialty practice in NY from 1994 to 2015. Dr. Wadhwa holds an MBA from UT at Knoxville, TN, and has undergone additional training in System Dynamics at MIT, Health System Management at Harvard Business School, and Entrepreneurship and healthcare innovations at Columbia Business School. Committed to expanding access to Oral & Maxillofacial Surgery care, he is currently engaged in a meaningful project to provide healthcare services to underserved populations in inner city and rural areas through non-profit Community Health Centers.