This is the sixth instalment of the Theory of Constraints conversation. We focus on project planning.
You Cannot Manage What You Do Not Plan
But don’t over plan!
What you scream! How can you over plan! There is an old adage that says failing to plan is planning to fail. Yet there is a risk of taking this piece of wisdom and stretching it beyond the truth that it is.
The false belief that almost naturally flows from the importance of planning is that more planning is better and that the elusive key to successful projects is better planning.
There are a lot of details around this and there is a clear structure and approach so jump in.
Business Relearnt – Learn To Unlearn, Relearn.
Fast constant change demands that we keep looking at how we do things and to keep learning new ways to solve our customer’s problems. What business relearnt series provides you with approaches and methodologies to help you do that.
The Full Business Relearnt TOC Series – Broken Down?
TOC offers you many opportunities to look at doing things in a different way. Ashton breaks down how you can do this in this series. Here are the topics around the theory of constraints that we will cover:
- Why you cannot ignore TOC
- The surprising inverse relationship between the number of improvements and actual improvement
- Are you spending too much money for increased capacity
- The costly mistake of elevating your constraint first
- Design for Delegation – Three levels of work
- Planning too much is planning to fail
- You don’t want project management – You just want to get your projects done!
- Theory of Constraints and Employee Engagement
- Turning the layers of resistance into moments of agreement
Who Is Ashton Fourie:
Ashton is a proven growth strategist and looks at building sustained success in tough economic climates.
He is the CEO of 5-2-50 (pronounced Five To Fifty). This is a South African based company with a vision to eradicate poverty through ensuring that there is a good job available to every woman and man on earth who is able and willing to work.
5-2-50 help’s their clients formulate a clear vision and strategy to grow up to ten times in size in a period of no more than five years. Their toolset is a combination of Theory of Constraints, Lean and Agile interventions, combined with their strategic management methodology that has been tested in the local and international market.