Frank Patrick's Focused Performance Business Blog
This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here .
Saturday, September 30, 2006
Linkage Cleanup -- Making way for the new by getting my "to-blog" list behind me...Marketing case study:english cut Productivity Is that todo really important? Lean Design Depends on Slacking Off "Make it work" Project Runway . "Well, if a wedding dress needs to be designed in two days, it will be designed in two days." Change Management Rewriting the Story of Resistance Project Management Critical Path and Estimates - Part 1 , Part 2 , Part 3 Schedule Dates "Dates are closer than they appear." Reality Discovering in Projects Probabilistic Scheduling "The further out the dates, the less you know" Project Managers and Technology Agile - A Rat on a Skewer "There is no magic. There are only people." The Rogue Project Management DIY MBA (EIEIO) management podcast out there, bar none.Systems and Process The Unwritten Laws of Systems Engineering Capability and Capacity clarifying the objective .Project Management and Business Process Mapping "Business process maps make work flow visible, understandable, and measurable." Lean on Me Crappy People versus Crappy Systems McGee and his comments Confidence in People, Process, and Purpose
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Best of the FP Blog Archive Strategic Thinking and Improvement
Enterprise PM - It Starts with Strategic Interdependence Face Reality How to Think With Your Gut Hugger-Mugger and Helter-Skelter Managing for Murphy, Satan, and Yourself More of the Same (Local/Global) PMI Congress Notes: Using Risk Management for Strategic Advantage Tell Me How You'll Measure Me and Ah, But What to Measure? What's in Your Strategy? Why Can't We All Just Get Along? Why TOC Works
Project and Multi-Project Management
Critical Chain and (not or) XP Defining Project Success (But for Whom?) Down 'n Dirty w/TOC and PM (Part 1 of 5 consecutive posts) End of Project Review If Project Management is the Answer, What's the Question? In Defense of Planning It Ain't the Tools Lessons Learned, Revisited Predicting Uncertain Futures Project Conflicts Project Determinism (and other myths) Project Portfolio Management Promises, Predictions, and Planning Removing Bottlenecks - A Core Systems Design Principle Stage Gates and Critical Chain Ten Top Sources of Project Failure (The Executive Version) The Meaning of "Schedule"
Leadership and Change Management
Consistent Leadership Behavior Invisible Dogma - Perpetuating Paradigms Nothing But Value On Assumption Busting Personal Productivity - An Excuse? The Psychology of Change Management
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