1. Pascu Catalin

2.  Typically, projects are managed by focusing
on the delivery of the tasks that make up the
project

3.  Projects over budget, not providing planned
specs or scope
 Too long lead times of projects
 Chaotic hoop-jumping and midnight oil-
burning to meet project due dates
 Reluctance to take on new projects

4.  Project management becomes a chaotic
exercise, resulting in inordinate pressure to
meet task due dates and frequent replanning
of the project , but the long-established
strategy of focusing on task completion does
not seem to work too well.

6.  Conflict is addressed by risk management
efforts that provides little more than
compromise or "optimization." Trim a little
safety in one task, risk a little lateness
against the promise. Add a little safety in
another task, extend the project a little. There
is never really a satisfactory compromise.

7.  This is a proven "whole system" approach to
project management that doesn't rely on
managing a project based on a series of
supposedly "safe" task estimates.

8.  Using buffers in order to protect the project
due date
 Thanks to the statistics of aggregation, these
buffers can be much shorter than the sum of
the spread out safeties they replace, hence
shortening the overall lead-time of the
project.

9.  Task behaviors are also impacted favorably
 The now shortened expected durations drive
a sense of urgency and help to drive out
resource distractions and the urge to multi-
task

10. Most importantly,the resulting schedule is
now largely immunized from variation and
uncertainty
15-25% shorter than traditional schedules

11.  http://www.focusedperformance.com