Chapter 1: Introductions§§Chapter§Goal: §§Readers learn about Tim's prior company§folding and Tim losing his job.§§Tim reconnects with Randal who is§working on his Marketing MBA at a local company§§Reader:§is introduced to Tim and Randal§§Chapter 2: High level Critical Chain overview§Chapter§Goal: §§Tim introduces Randal to the Critical§Chain solution§§Randal sees this as something that§might help out the company he is working at.§§Reader:§gets an overview of the Critical Chain solution, the issues it addresses and§the benefits it can provide.§§Chapter 3: Factors for successful implementations§Chapter§Goal: §§Tim walks Randal and Gary through the§key items that are needed to successfully implement Critical Chain§§Tim gets some background on Randal's§company, the issues it is facing, and some information about the interm CEO§Mickey. In particular engineering is§missing its schedules and failing to deliver which in turn is putting the§entire company at risk of failing.§§Randal and Gary agree to hire Tim as a§consultant.§§Reader:§understands some of the key areas to look for when hiring a consultant to help§them implement Critical Chain (or any solution)§§Chapter 4: How does Critical Chain work§Chapter§Goal: §§Tim walks Randal and Gary through the§key mechanics of what Critical is and how it actually works§§Tim also works with Gary to tune what§they have already implemented§§Reader:§learns in detail what is involved in Critical Chain, how does it work, and why§it can provide value§§Chapter 5: Championing ideas and resolving conflicts§§Chapter§Goal: §§Tim pulls Randal aside and walks him§through an example of developing a solution and more importantly spearheading§it through an organization's review process.§§Reader:§sees an example of what is involved in trying to get buy-in and the challenges§it faces. You need to have more than§just a good idea, you need to have the determination and resourcefulness to§push it through.§§Chapter 6: High level implementation steps§Chapter§Goal: §§Tim walks through the implementation§steps necessary to put Critical Chain (or any methodology) into place.§§Reader: Reader learns about the Critical Chain§implementation steps and how Tim plans to implement it into Randal's§organization.§§Chapter 7: Using Ambitious Targets to handle past issues§ Chapter§Goal: §§Tim walks into a project under fire and§uses the ambitious target tool to help focus the team and build a plan so the§project can succeed.§§Reader:§Reader learns about the ambitious target tool and how it can be used to help a§project be successful§§Chapter 8: Individual Buy-in§Chapter§Goal: §§Tim, Randal, and Gary§meet with the various Exec's 1:1 to better understand their issues as well§as to show how the problems and improvements they are making impact their§area.§Reader: Reader is§introduced to the CRT/FRT organizational analysis tool and see how it can§be used to summarize the organizations situation and ways to solve its§issues. Reader also sees how the§organization's issues manifest themselves in different ways in different§departments. §§Chapter 9: Expect the Unexpected§Chapter§Goal: §§Tim meets with Mickey to get his buy-in to give§engineering the time to turn things around. Mickey pushes back that Engineering is§not delivering and in turn putting the whole company at risk.§After the meeting Mickey cancels Tim's contract§leaving Randal and Gary to go into the Exec meeting on their own.§Reader: learns that even if you do§everything 'right' people can still turn on you and block your progress§(and it's time for Randal and Gary to stand on their own two feet) §§Chapter 10: Exec Meeting§§Randal and Gary share with the Execs the progress and§results engineering has made using Critical Chain.§Mickey proposes to fire the engineering team and§outsource the work to a Chinese company that has industry experience and a§track record for delivering products.§The board reviews the two proposals and makes is§decision... (see the book to learn§how it turns out)§Reader: See's if the work Tim, Randal,§and Gary has paid off. §§Appendix: leírás elrejtése