Become a Member! | Print Page | Your Cart | Report Abuse | Sign In
Share |


TOCICO International Conference - PROGRAM

SPEAKERS (Bios/Abstracts)

July 16-19, 2017
Melia Hotel in Berlin, Germany.

Daniel Walsh - CEO and co-founder of Exepron® 

The three pillars of project management as every project manager is well aware are schedule, scope and cost. They are necessary conditions and the success of a project’s execution will be measured against the planned vis-à-vis actual performance of these three criterions. In a specific project they may be co-equals or one may be more heavily weighted than the others, but make no mistake they are all important and they are all evaluated.

Many companies are successfully managing their projects across every industry sector since 1997 using Critical Chain project management (CCPM) methodology. The results suggest this is a legitimate alternative to the Critical Path (CP) project management methodology. After 20 years of CCPM acclaim in the market it is time for a critical review of the effectiveness while evaluating completeness of the solution in managing the three pillars.

Some key distinctions between CP and CCPM will be highlighted. There are some technical differences and there are some logical precepts separating the two methodologies. The CP approach has been captured and documented in the Project Management Institute’s (PMI) Body of Knowledge (BOK) and the CCPM approach in the Theory of Constraints International Certification Organization (TOCICO) Dictionary.

The CP approach is well documented in the PMI’s BOK and many other additional sources. The BOK provides a written roadmap covering all aspects of project management. Although the PMI recognizes CCPM, clearly their emphasis focuses on the traditional CP approach. On the other hand The TOCICO provides a written Dictionary providing the commonly used CCPM definitions while providing a roadmap by testing individual knowledge of CCPM theory leading to a TOCICO certification. Many books and papers have been published augmenting the theoretical and practical CCPM knowledge.

Having worked with companies in different industry sectors over the years I am no longer surprised by the extent of unawareness that much of the work they do are de facto projects. If they are not recognizing the work as projects they will not derive the significant advantages that could be achieved by using project management. Or even if the work is recognized as being projects, their project management performance is less than desirable, falling short of what could be achieved. This is the result of many factors such as the company’s culture, previous experience and lack of training. In addition there is a general lack of leveraging the advancements in knowledge and technology to challenge some of the long accepted beliefs of what determines whether a series of tasks qualifies as a project.

We will be examining how effectively the CCPM approach provides the solution for planning, scheduling and controlling projects. This can only be fully accomplished by successfully managing the three pillars of the triumvirate.

After a successful career in leading large organizations including Director of Operations for a five
billion dollar enterprise and CEO for a $750 million company, in 1996 Daniel Walsh founded
Vector Strategies, a Theory of Constraints, (TOC) focused company. In addition he co-founded
and is CEO of Exepron, a leading Critical Chain Project Management solution. He has worked
with companies in the pharmaceutical, construction, engineering, shipbuilding; software,
manufacturing, aerospace & defense industries. Numerous Fortune 100 companies are among his
clients, including Textron, IBM, Sun Microsystems, Boeing, Lockheed and the U.S. Department
of Defense.

Daniel Walsh’s success is based on his extensive experience as an executive and thought leader;
as well as his development of innovative and cutting edge systems architecture and value added
networking techniques. His focus is firmly grounded in the tenet that real and sustainable
improvements in an organization must be measured on how successfully they increase
profitability or mission readiness through value generation.

His current efforts are focusing on the deployment of Exepron Health™, a predictable critical
resource scheduling solution for hospitals. His research and development is centered on
identifying the need to identify and leverage the strategic constraints of the enterprise; which is
the key to increasing throughput. This culminated in the development of the Integrated
Enterprise Scheduling®, (IES®) solution engine. Initial empirical results from deploying the
IES® in a dozen large companies over a ten year period have been very promising. Many
executives and thought leaders are convinced this may very well be the unified scheduling
solution required for maximizing the profit of an enterprise wide value chain.

He is the CEO and co-founder of Exepron®, a cloud based SaaS Project Management Portfolio
Critical Chain business solution. In addition he is co-author of the Theory of Constraints
Handbook the definitive text on the TOC and can be reached at
Daniel Walsh is a sought after lecturer, coach, strategic thinker and a trusted advisor to many
senior corporate executives including the Institute for Defense Analysis. He currently is a
member of numerous corporate boards, and is a former Chairman of the Theory of Constraints,

International Certification Organization Board, the global professional organization dedicated to
setting the standards, testing and certifying competency in the Theory of Constraints.