EMS 03 New and Effective Rules for Managing Project Execution   In the last minute, we saw how traditional management practices waste time. Fortunately, managers no longer need to be bound by those traditions. Critical Chain now provides a new set of rules to effectively manage project execution. Rule 1: Pipeline – Limit the number of projects in execution based on the most limited resources. Since you can carry out only as many projects as you can get through the most limited resources, releasing more projects will only spread your resources thin. Enforce this rule even if it means leaving other resources idle. Pipelining releases work in a metered fashion, similar to traffic lights releasing cars into the freeway. By concentrating resources on fewer projects, projects are completed faster; capacity opens up; and the organization can do more projects. A side benefit of Pipelining is that the extra time (before projects can be released into execution) can be used for preparation or “full-kitting”. At last, the organization has ample time to properly prepare drawings and specifications, get approvals, order materials, and test plans. As they say, well begun is half done! Rule 2: Buffer – Allow tasks to be late and strip out safeties hidden inside task estimates. Replace hidden safeties with explicit buffers at the end of the project or right before integration points. These buffers will act as shock absorbers, protecting the project against any task delays. Not only will Buffering yield shorter project plans (since project buffers are smaller than task-level safeties), but the overall execution will also be more efficient. Rule 3: Buffer Management – Monitor the consumption of buffers to prioritize tasks and provide early warning signals. Give the highest priorities to tasks with the smallest buffers ahead of them. Initiate recovery actions if the remaining buffers fall below a certain threshold. Buffer management can also be used for continuous improvement efforts. Activities and areas that consistently consume the most buffers should be targeted for root causes analysis and improvement. Hundreds of organizations in a wide range of industries have proven that these rules allow you to do more projects faster with the same resources. In the next few issues of the minute, we will explain how to put these rules into practice.