Once you have your project scheduled you have to execute and control it. But previously, if you share resources between different projects, you have to synchronize them to organize the work of the team to obtain both: the best productivity with the best speed for the project.

It is the third of three courses where you will find the basics of Critical Chain Project Management CCPM.

CCPM was defined by Eli Goldratt, author of The Goal and creator of T.O.C. the Theory of Constraints, at the end of last century.

In the first course you saw how to obtain a network. In the second we knew to convert this network in a schedule. And now it’s time for synchronizing and executing.

In the first section you will learn how to synchronize different projects that are sharing the same resources. In this kind of situations it’s easy to feel the projects fighting between them to obtain the resources allocation. We need to solve two questions:

- Every project itself: we want to speed all of them, to obtain the best possible due date.

- The work organization. Of course the team has to jump between projects. We can’t wait to finish one project before starting the next one. People need good task lists with clear priorities.

The second section will show you what happens during the life of the project, during the execution. Previously we saw how to obtain a schedule well protected from the uncertainty. But thinks never are as expected. Then we need a way to control the project in a way that allows us:

- To receive clear notices about when the project is on risk of not meet their deadline.

- To identify the causes to know what to solve.

And the third section will deal with the last two subjects:

- To perfectly understand what we can ask to CCPM. What are the improvements we can expect to achieve.

- To know some bibliography to continue learning about CCPM.