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Hutchin Webinar
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2/23/2011
When: 2/23/2011
From 7:00 AM until 8:30 AM PST
Contact: TOC Admin


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About the Webinar:

CCPM, from the earliest beginnings to one of the major shifts in project management over the last forty years, represents a paradigm shift in project management and one that is still being explored.  CCPM is not just about managing projects or about managing programmes.  CCPM is a business methodology that challenges the way you do business, the way you manage people, the way you engage with clients and suppliers – it is a systemic way of managing in the project environment if not THE way to manage!   There are software systems, training systems, implementation systems all designed to help you implement and manage according to CCPM principles BUT despite all the success that has been achieved there are still three areas to be addressed:

1.      The people dimension

a.     This is about developing internal people to maintain and sustain the progress – always challenging the status quo, never satisfied with "now” and looking to what must be done tomorrow, this is a leadership role rather than a management one.  We have too many managers and not enough leaders.  Leaders are people who can inspire, who can encourage, who can help to draw out of those around hidden potential, leadership is a necessary condition for any organisation and that includes project driven ones.

b.     It is also about managing the change process – this is where coaching comes in – working with each individual, sitting alongside, helping them to overcome the barriers they perceive will prevent them from moving forward.  This is about helping those involved to see just how the changes will affect them, and allow them to be what they wanted to be in the first place – good project managers, good resource managers, good engineers and so on.  This is about releasing the potential within each person and using that potential to gain significant economic advantage and secure jobs into the future.

2.       The metric dimension

a.     It is an old cliché but if the measures don’t change neither will much else – and still many people even within successful CCPM organisations have not thought through the metric changes required  So a short part about the importance of changing the metrics for any chance of a successful implementation.

3.       Sustaining the progress

      a.     The technology does not sustain progress, people do, so invest in the people, recruit the best when needed, train them, coach them, allow them to make mistakes, and above all train and coach them to make really informed choices.

About the Presenter: 

Ted Hutchin, PhD is the Managing Director of I & J Munn and Principal of the TOC-Lean Institute. He is also a Fellow of the Chartered Management Institute, a member of the Chartered Institute of Personnel & Development and an Industrial Fellow in the University of Nottingham Business School. He started his working life as a radar engineer with the REME, primarily focused in maintenance and repair operations (MRO) and quality control. On leaving the Army he spent three years in the computer industry before joining the EITB as a specialist advisor on IT and Advanced Manufacturing. He followed this with time at the University of Nottingham in Production and Inventory Control and then the Open University in the Business School and the Faculty of Technology. During this time he completed BA (Hons) with the Open University in Systems, Technology and Economics and an M.A.  in Human Resource Management at Leicester Polytechnic as it then was, carrying out research into the Management of Technological Change and Organisational Development.

In 1987 he first met Dr Eli Goldratt and by 1990 had started working with the Goldratt Institute in the UK. He was a certified associate of the Goldratt Institute (UK), working with many different companies both in the UK and Europe, implementing Drum – Buffer – Rope and Critical Chain. Indeed he was one of the first to implement CCPM in Europe, within the construction industry. During his time with the Institute he was actively involved in the development of the Thinking Processes (TP) and completed his PhD at Cranfield University which examined the application of TOC within manufacturing with specific focus on the Psychology of Organisational Change and Organisational Behaviour. He has since written three books focusing on organisational change and the impact of the primary barriers to achieving successful change.

As can be seen from his research and writing over the past twenty five years, the dominant theme has been the management of change and the problems and issues change creates for people. Ted has a proven ability to guide people in the creation of breakthrough solutions that get to grip with the core issues of the organisation, the team, and the person’s own life. Using an holistic approach to addressing such issues and developing robust solutions that move people forward towards their goal in life is central to the work Ted does today.

During many implementations of TOC Ted has met and worked with people who have asked for help in addressing their own individual problems and issues in achieving their goals in life. This has inspired him to develop the Personal Coaching programme where time is spent on a one-to-one basis, addressing those core issues that seem to stand in the way of personal goals and developing breakthrough solutions that overcome whatever the blockage might be.