Category: Agile


You’ve got more capacity than you think

Managing a business today means leveraging your existing capability to maximize throughput. Why am I focusing on throughput? If you think about your organizational value stream, you only make money (or realize revenue) when you deliver a product or a service to your customer. Having a large volume of work within your organizational pipe while not delivering anything means your investments are tied up with work-in-progress inventory. The more work-in-progress inventory you have the more investments are needed. How are you going to fund this investment? The faster your deliver, the faster you realize revenue. Hence, the focus on throughput.


The journey from “Sure” to “No” to “Not now”

Recently I was invited to a meeting where the discussion was how to implement Kanban within the team. During the course of the conversation I said, “… we need to start saying “No” more often…” A colleague smiled, “Coming from you, that’s quite a change” I consider customers to be the greatest assets an organization […]


How to implement critical chain project management across the enterprise

I have frequently been asked – how would you actually implement Critical Chain project management? But before I get to that, why would you want to implement critical chain? If you work in an organization that follows traditional project management practices, it is likely that critical chain project management may appeal to your PMO. You […]


Portfolio management using Kanban and Critical Chain

if you have been following my blog or have been at my presentations over the last few months, you know that I see the application Theory of Constraint concepts as critical to helping the organization achieve its stated goals. A number of folks are of the opinion that one does not need Critical Chain project management at all – adoption of Kanban is enough. I differ.


Agile project management using Kanban and Theory of Constraints

I recently presented “Agile Project Management using Kanban & Theory of Constraints” at the PMI-NB lunch-and-learn and at Project World Business Analyst World Atlantic Canada. Since I got a lot of requests for the presentation, I figured this would be an easier way to distribute it to everyone. Feel free to write to me with comments, questions or clarifications.


Combining Critical Chain and Kanban to improve capacity

It has been close to two years since I embarked on the path of using Kanban within our software engineering teams and a year since I first piloted critical chain project management. Both concepts have benefited my projects. Why adopt the two simultaneously? They address two different needs: one looks into the future to determine if the project will be on time and within budget while the other highlights bottlenecks as they arise.

Back To Top