Ess3ntial - scheduling projects to unlock the talent of your people

©️Intelligent Management Inc. 2019

The success of your
organization depends on
the success of your projects

Organizations
(and chains of
organizations)
must accelerate
the flow of
information,
goods, and
money they
generate.

Quality
Statistical process predictability
Involvement
Intrinsic motivation
Flow must be
sustained by…

PRODUCTION
MARKETING
SALES
RESEARCHAND
DEVELOPMENT
silo silo silo silo
The prevailing organizational design based on functional
hierarchies does not allow flow maximization.
.
BUDGET! BUDGET!BUDGET!BUDGET!

Intrinsically, organizations
are systems, networks of
interdependent components
that work together towards a
common goal.

The components
making up the
organization are
its processes
(mainly
repetitive)
and its projects
(inherently “one
off”)

How, then, do we design an
organization to maximize
flow and make proficient use
of human and monetary
resources?

We can enable
maximum
flow by
leveraging a
finite element
called
“constraint”.

A constraint accelerates flow.

Maintaining
the maximum
speed of
process flow
is achieved
through
managing
variation.

We can achieve maximum speed of
project flow by orchestrating
available resources and competencies
at finite capacity, avoiding resource
contention and instituting consistent
policies and measurements.
It is called Critical Chain Project
Management.

We define the Critical Chain as:
The longest sequence of dependent events
taking into consideration the availability o
of resources and competencies.
The Critical
Chain is the
“constraint” of
the project.

Disrupting the constraint is
what debases performance
so the Critical Chain must
be protected. We call this
protection “Project
Buffer” and it must be
placed at the end of the
chain.
task tasktasktask

Projects can fail through lack of an
early warning
of potential delay.

Statistical understanding of
buffer oscillation provides
insight into the
development of the project
and early warning for
potential delay. task tasktasktask

D PROJECT D
B PROJECT B
C PROJECT C
A PROJECT A
We monitor the oscillation of the Project Buffers
to know how all the projects are progressing.

By arranging (scheduling)
all the available
competencies in the
organization into a
Network of Projects we
maximize both the speed
and the flow as well as the
positive impact these
competencies can have on
the bottom line.

How can Leadership unlock the potential
of all the people in the organization?

Ess3ntial
…more than a finite capacity
scheduler

Ess3ntial
 Gives real-time insight into the status of projects
and early warning of possible delays
 Drastically reduces time taken up in status
report meetings
 Enables a multi-project solution that supports
the change management process
 Provides a rigorous and robust framework for
managing projects

Ess3ntial
 Allows control of projects through a
“dashboard” of buffer oscillations
 Focuses effective conversations for action
 Provides a clear line of sight on project
completion

Ess3ntial helps with Resource Optimization:
 by scheduling competencies based on level
of competency
 by highlighting gaps in competencies that
may hinder project completion

After you have saved the network you just created you can launch the scheduling
The program processes the data and then shows the project with the Critical
Chain in red and the project buffer at the end.

By clicking on any of the tasks on the Gantt, you can see the
main features, including the resources allocated and their
competencies.

How do we do this?

An education package to
o educate on the project management
principles underpinning Ess3ntial
o Provide training on Project Scheduling
o If desired, 3-6 months of on site and
remote support for project execution.

How can we help
with culture change?

The cognitive
constraint
People and organizations alike have
difficulty in embracing change.
We are unable to translate what we know
and accept rationally into consistent
actions.

We can overcome
resistance to
change through a
tried and tested
method that
enables us to… 1. Verbalize in a precise and agreed upon way the set of
assumptions that keep us stuck in our current
reality
2. Develop logical statements that allow us to overcome
a situation of blockage
3. Define a consistent action plan
4. Deploy rationally the resources to effect the action
plan

To facilitate the cognitive shift
necessary to embrace this new
organizational paradigm and
overcome resistance we use the
systemic Thinking Processes from the
Theory of Constraints.

The Thinking Processes help us to
frame the inherent conflict that blocks
us, develop solutions (“injections”),
paint a cause and effect pattern
towards the future (Future Reality
Tree) and develop a logically tested
set of actions that can be shaped into
a project.

Consolidated
Undesirable Effects
#1
#2
#3 etc.
Undesirable
Effects
INJECTIONS
Thinking Processes
for
Transformation

Something
about
Intelligent
Management
Inc…
Our approach, The Decalogue, brings together the scientific framework
created by Dr. Deming and the approach to thinking and the algorithms
developed by Dr. Eliyahu Goldratt; it is called the Theory of Constraints
(TOC). We have described it in several books and international publications
as well as in our blogs and on our website ww.w.intelligentmanagement.ws
www.intelligentmanagement.ws

Contact us to arrange a demo and for more information:
info@ess3ntial.com

Ess3ntial - scheduling projects to unlock the talent of your people

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