Project duration 3 months. Business case analysis of all project portfolio. Resetting project priorities in line with company strategy. Below the line cases were dropped. Savings 1M Euro.

We proved the applicability of CCPM in the NPD dept. (utrecht) by finishing in much less then the expected time a two-year multi-million project that was already hopelessly off track, over budget, under original specs.

When Heineken decided to stop the licensed, UK brewed, weak version of Heineken cold filtered beer, and to exploit the UK market directly with real Heineken brewed in Holland, they faced an enormous challenge. Rob Marijnen as director of this ambitious challenge asked our help to transform the enormous to-do list, with numerous suppliers, only a €20 million budget and a start-up organization, into a manageable project. So we did; when Heineken was allowed to start conquering the most established beer market of the world, in the beginning of 2003, they where ready in every little detail.

As part of the international Goldratt Consulting partnership we where asked in 2005 to help with the global implementation of CCPM in Zurich ICT department by our UK colleagues of QFI.

In 2006 we did a pilot project. In 2007 we started a full implementation of CCPM with Concerto in NN-BPI. Currently many hundreds of projects are under control and in average 25% faster completed then before and at the same time the reliability is improved. Also in this highly complex environment Eli Goldratt is right; you get more elephants through the door in procession then when you try to push them all at once.

The MT of Bova was quite desperate, the project was in its 3rd year, many millions spent and in less then 3 months they had to show something to the prospects and the investors on the exhibition. As pilot project for the CCPM implementation in BOVA we choose the production of the 3 introduction touring cars of the new design: MAGIC. We managed to prove that we even had time left to continue working: 2 of the 3 coaches drove licensed to the exhibition on their own wheels. During the company wide implementation of CCPM (1999-2000) we used our training on the job model, so we helped to project-manage: the building of the factory; improving the old production line; new 2000 Futura model; Handbooks in multi languages etc. After 1 year we left a company that knows how to manage projects!

Under high time pressure three of their Iglo ice cream production plants had to migrate into one facility. The complete construction process, moving of equipment and build up was done successfully on time with the CCPM solution in place and our support.

The Bank and insurance business is totally dependent on IT. How to prove that the Critical Chain Project Management (CCPM) works in this very large and complex environment, dominated by high uncertainty. Based on the implementation progress and results with Nationale Nederlanden, ING decided in the last quarter of 2007 to start a pilot implementation as well.