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Exepron’s Project Portfolio Management PPM,
Monday, May 15, 2017

With Exepron’s Project Portfolio Management PPM, we are connecting executives and project managers with the tools needed to transform complex project environments and deliver significantly improved results. In a world where late delivery results in significant cost consequences, Exepron provides your organization with a competitive advantage. With proven results of 95% on-time delivery consistently achieved in 20% less time. We'd love to show you how...

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Building Executable Project Plans - Part 1
Tuesday, August 02, 2016

The probability of Success increases with solid preparation. This is absolutely true in Project Management. Incomplete, incorrect or too detailed Project Networks simply cannot produce a good result. Read this foundational white paper on how to build good project networks. Well known authors Kathy Austin and Gerry Kendall have codified a “Best Practice” for Project Managers. Critical Chain projects are particularly successful when starting...

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A better way: Exepron's project management system saves the day
Tuesday, June 16, 2015

Global software offering 2015 U.S. training seminar Only 38 percent of projects finish on time and within budget, according to research by Project Management Institute (PMI). “Organizations continue wasting $109 million for every $1 billion invested in projects and programs,” according to Mark A. Langley, president and CEO of PMI. Within the last year, only half of projects finished...

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Critical Chain Thinking: Adding the 3rd Dimension
Wednesday, July 31, 2013

The development of project management thinking and new techniques has, at times, been slow and deliberate.  Read how to break the pattern by adding the 3rd dimension to critical chain project management.  By Daniel P. Walsh Critical Chain Thinking:  Adding the 3rd Dimension (PDF - 775KB)

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Critical Chain: Modeling Complex and Large Projects
Wednesday, July 31, 2013

This article focuses on the idea of building smaller projects based within a larger project versus having a large project with many variables that can be difficult to comprehend and manage.  Learn more about managing complex projects by reading the entire article. Critical Chain:  Modeling Complex and Large Projects (PDF - 1490KB)

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Executing Company Strategy Like a Nascar Race
Wednesday, July 10, 2013

TOC International's Gerald Kendall explains how the use of Exepron's Critical Chain Project Management software is being used to overcome the behaviors that hinder "Strategy Execution". In addition, he describes how to remove perpetual delays in execution and how the use of Exepron is "like having a personal assistant with us every single day." Executing Company Strategy Like a Nascar Race (PDF - 629 KB)

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Critical Chain and Critical Path – What’s the Difference?
Wednesday, July 03, 2013

I have some good news and some bad news. The bad news is that Critical Chain is a paradigm shift in project management practices. What I mean by “paradigm shift” is that the required change in project behavior is so radical that you cannot use your experience to predict the outcome. By Gerald I. Kendall, TOC International. Critical Chain and Critical Path – What’s the Difference? (PDF...

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Master Scheduling with Critical Chain - A Remanufacturing Case Study
Sunday, June 30, 2013

This paper and presentation discusses the application of Critical Chain methodology to master scheduling for repair of complex military aircraft, a task considered by some to be a daunting challenge within even a sophisticated project management system. The application of Critical Chain to master scheduling of other complex industrial sectors would appear to offer similar benefits as apparent in this case study in the re-manufacturing sector. Master Scheduling with Critical Chain  (PDF...

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Why are Projects Late?
Thursday, June 27, 2013

Project Teams are expected to complete Projects before or on the committed due date, within budget and without compromise to the original specification. History shows a pattern of project under performance, with most projects not meeting one or more of these expectations. Many external factors are blamed for this under performance; however the Project Management method is not questioned. Why are Projects Late?  (PDF - 407 KB)

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