Zero-Based Budgeting (ZBB) allows top-level strategic goals to be implemented into the budgeting process by tying them to specific functional areas of the organization.

The first thing we do with a team while defining a work breakdown structure is to define a mission statement.

In multiple client engagements we’ve helped clients implement a Cost Leadership Initiative (CLI) methodology that combines decision analysis (to select the right cost reduction projects), a common planning methodology (to get consistent project planning and tracking), and a reporting system (to manage the execution) so that savings are achieved on or before the target commitment dates.

Product life-cycles are short and steep, and there's a great deal of "global" competition--especially in the technology sector.Therefore, entering the market at the Right Time is critical to a company's survival. This almost always involves being first to market, at the time when demand is just beginning to accelerate.

Making things happen…

”Action this day" is the sticker that Winston Churchill would attach to documents in order to strongly communicate that he wanted something done, now.

“We want to encourage everyone to estimate based on the time they think they will really need to do the right job on a task, not based on the time that is available.”

Decision delay is, many times, a result of the failure of a group of people to converge in time. Those "exactly right" people require a lot of information in order to make the decision. High performers we've worked with over the years require less information and therefore less time.

An abstract introduction to the methodology we’ve developed to manage large programs over the past 20 years, through hundreds of client experiences around the world--from the $6B Saturn program at GM to multi-million & billion dollar solar and semiconductor fabs. They all share a common foundation in our best practice research into how teams deliver the right “thing” at the right time.

Daniel Pink confirms what we've seen, since our first best practice studyin the early 1990's, about the intrinsic drivers that motivate people to achieve high performance results.

We created this fictional "story" to describe a composite of obersations and experiences we've had over the years concerning strategy and the resulting product portfolio. Have you ever been to a Dinner Party like this?

Aggregate, then drill down by exception.One problem when assessing a multi-project portfolio is knowing where to focus. In some cases there can be hundreds of projects in various stages of completion.

Refresh Planning... The weekly rhythm of refreshes is what makes them work. Team members know they are accountable to their colleagues every week at a set time. It can’t move and it can’t be postponed. And doing them more than once a week is even better, but they must be short and crisp value-added events.

These concepts are based on increasing the cycles of learning. More learning cycles in a shorter period of time = more rapid acquisition of knowledge = faster results. The other principle of fast cultures is the idea that you have to "fail fast" in order to learn faster.

Best-in-class teams do refreshes three or more times a week. The fastest teams we’ve worked with do it every day (<15 min/session). One client recently had six teams doing it twice a day on a very time senstive program.

For many years we have worked with clients on “process research and development projects.” These are characterized by projects to create (in most cases) bleeding edge manufacturing capability for a complex fabrication process.

The essence of FTTM success is Refresh Planning. The key to deploying Refresh Planning is to make it a habit. It is the rhythm of the process which drives team rhythm that makes it effective as one of the key factors of schedule acceleration -- it is the rhythm of accountability.

We often see advanced development teams miss the obvious; in terms of a technical solution or an innovation in the way they work, which could result in an acceleration of the project schedule. Why do brilliant people sometimes miss the obvious?