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New Delhi:
Date: 10th October 2007
Time: 09:00 am to 06:00 pm
At: The Grand Hotel,
Vasant Kunj, Phase - II,
Nelson Mandela Road,
New Delhi - 110070 |
Mumbai:
11th October 2007
09:00 am to 06:00 pm
Hyatt Regency Mumbai
Sahar Airport Road
Andheri East
Mumbai 400 099 |
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Avenir is a management consulting firm leveraging the philosophy of Theory of Constraints to significantly increase profits for its clients. The Projects application practice of Avenir enables the client partners to reduce project duration and make the costly resources productive much faster. Avenir team members have applied the Critical Chain Project Management (CCPM) methodology across diverse and challenging project environments to realize significant improvements.
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Daniel Walsh has been in the forefront of developing & instituting innovative leading edge practices in complex project management environments. He is an internationally recognized expert in implementing powerful strategies to dramatically improve market presence and profitability. Daniel Walsh helped pioneer the concepts and actual tools enabling organizations to develop & implement strategies required to improve company performance. He has applied Critical Chain Project Management across industries achieving breakthrough successes across various projects.
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The One Day Event on Critical Chain Project Management (CCPM) will demonstrate that almost all projects can be reliably delivered on time, often 30% before schedule, resulting in significant bottom line benefits to organizations.
The Principle of Critical Chain Project Management will highlight the need for holistic project planning, measurement and control.
The emphasis will be on creating awareness of the tools and procedures that will enable reliable completion of projects within scope, time and budget despite the uncertainties that impact project completion.
Success stories of implementation will be discussed to underline the relevance of CCPM across varying environments.
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| This one day event is dedicated for CEOs, COOs, Senior Project Professionals, New Product Development executives, Engineering & Design Professionals, Maintenance Heads, Senior IT professionals and Real Estate Developers & Managers |
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| As any experienced project manager will testify (often in confidence), projects are almost always delayed. Plagued by uncertainties -- due to suppliers, contractors, scope changes, budget fluctuations, and regulatory delays -- project plan and actual implementation have almost no resemblance with each other. The resultant time overruns, budget creep and scope compromises severely impact the profitability of the project initiative. These project challenges also have a detrimental affect on the speed to market and stakeholder satisfaction. |
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A Greenfield infrastructure project is delayed by more than six months resulting in massive organizational and social costs. |
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The annual shutdown of a large petrochemical complex takes two weeks more than planned, leading to severe bottom line damages. |
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A large software project for a client is delayed leading to scope compromises and incomplete quality checks, resulting in customer dissatisfaction and loss of potential business in the future. |
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A multi-crore New Product development effort is significantly delayed leading to a competitor entering the market faster. |
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A large commercial property development project goes over time resulting in loss of potential rental income and delayed cash inflows. |
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| Critical Chain Project Management (CCPM), the Project Management methodology of Theory of Constraints, was evolved by Dr. Eli Goldratt in the mid-nineties to empower organisations to complete projects on or earlier than planned. Since its evolution, CCPM has been applied across a large number of organisations around the world and across various project environments. |
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Harris Semiconductor - Semiconductor Division |
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Plant made operational in 13 months instead of the industry practice of 54 months |
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Hewlett Packard - Digital Camera Division |
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Increased number of annual model introduction from 6 to 15. |
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Shea Homes is a recognized leader in the homebuilding industry. |
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Cycle time reduced by 40%, from 91 days to 56 days. |
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The Information Systems Division (ISD) of Lord Corporation, a high end automotive & aerospace OEM |
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Of the first 9 projects, ISD finished 3 projects early, while the remaining 6 on time. |
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US Naval Air Depot |
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Average turnaround time for maintenance & overhaul was reduced from 225 days to 132 days |
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Overview of Theory of Constraints (TOC) |
New Delhi:
Date: 10th October 2007
Time: 09:00 am to 06:00 pm
At: The Grand Hotel,
Vasant Kunj, Phase - II, New Delhi |
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Critical Chain Project Management Methodology |
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What to Change |
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- What to Change to
- How to make the change happen Case studies
- Question Answers
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Mumbai:
11th October 2007
09:00 am to 06:00 pm
Hyatt Regency Mumbai
Sahar Airport Road,Andheri East
Mumbai 400 099 |
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