Case Studies

Some of the people and industries who have already benefited from Critical Chain Project Management are as follows:

aerospace, agriculture, automotive, building & construction, computers, consulting, electronics, engineering, farming, food, government, health care, IT, manufacturing, medicine, media & publishing, military, pharmaceuticals, quality professionals, research, sales & marketing service, software development and telecommunications.

Please contact us for more information about your industry.

Financial Services Software Development company

Confluence, which provides software solutions for the financial services industry, consists of approximately 50 highly innovative people led by young visionaries.

Confluence undertook a TOC Multi-Project Management implementation in the spring of 2001.

As a result Confluence now maintains a  95% on-time performance record with its TOC projects.    Many of its projects are completed well ahead of schedule. Further, Confluence now is using statistical process control (SPC) to monitor the progress of its projects. Yes, you've read correctly. Despite the fact that the software industry is notorious for late projects and rework, Confluence is using SPC, and not only to monitor its software development projects but also to keep its customers informed of that progress. Confluence is even managing its customers more effectively, when those customers are involved in the company's development projects.

 (pdf: 37kb) Click here to download Case study.

IT Network delivery

Mark Stephen, Director of Business Planning at Radianz, reported at ‘Project World October 2002’ how, in less than 18 months, their project teams achieved world class performance for projects.

Radianz, established jointly by Reuters and Equant, is the world’s most extensive financial services network, connecting a global financial community who require a quick and secure means for exchanging transactional and other financial information.

The company was formed in 2000, has nine hundred employees, and annual revenue of $250m. The formation was an arranged marriage in the true sense of the word. People came from very different cultures, one built on a foundation of ‘solid risk analysis’ the other on ‘just do it and sell it.’

Radianz’s niche market is in delivering Networks - projects that have an inherent high degree of uncertainty and complexity. Marketing got the sale; and the project delivery team got the issues for free:

Because of these issues there was little credibility that any project would deliver to scope, budget, and time. This lack of belief that projects would deliver on time resulted in a project culture not untypical of most project management environments. Senior management aggressively set targets which resulted in a reluctance to commit to dates until all of the detailed requirements were known and fully understood.

Mark turned to Critical Chain at a top management workshop on the subject in February 2001. This was followed by the selection and training of Radianz, Champions.

The Result:

Project performance has gone from less than 20% to greater than 70% of projects delivered on time and to original scope.

 (pdf: 96kb) Click here to download Case study.

The Power of Creative Engineering and Multi-Project Management

Synergis is a group of nine companies. Because of the nine locations and the nature of the tool and die industry, theirs is a very complex environment. As in many industries, they are forced on a daily basis to make quick decisions on what must be done to keep the projects moving, keep them on time.

Synergis has about 500 employees and is currently doing more than $60 million in sales per year. They concurrently manage over 200 projects, with each project having over 150 tasks. The strategy of the company is to be a single source solution, being a global supplier, taking projects from concept to reality.

Prior to TOC and Critical Chain the Synergis project environment had:

Some of the results seen at Synergis since implementing Critical Chain include:

Synergis now has a system capable of managing over 200 complex projects concurrently. Lead times are being slashed, and being capable of delivering jobs on time. The company has made these dreams a reality with TOC and Critical Chain.

 (pdf: 94kb) Click here to download Case study.


Bringing Civil Engineering Projects in Early, On-Budget, and Within-Scope using Critical Chain

Balfour Beatty is one of the leading construction companies in the United Kingdom. Its core business is civil engineering projects - building, repairing, and maintaining roads and tunnels.

Traditionally, large projects such as the ones Balfour does would involve employing a number of different contractors. Often adversarial relationships would develop between the different contractors as each worked to achieve its own individual goals and contract requirements. Several years ago, the construction market began demanding a change in the way its projects were being managed. There was a shift toward contractors delivering an entire project - designing, building, financing, etc.

The Business Improvement Team was introduced to TOC-Project Management (Critical Chain) in 1995, and later that year introduced Critical Chain at a pilot site where a project was already underway.

In 1996 and 1997, Balfour Beatty implemented Critical Chain on three other project sites. After having used Critical Chain successfully on several projects, Balfour Beatty has earned the reputation of producing projects early.

 (pdf: 84kb) Click here to download Case study.


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