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Fig 2.Source: Copyright Exepron Fig 3. Below – Individual Projects Workflow – Green Background project showing Workflow Days are acceptable; Yellow Background project showing Workflow Days acceptable but Workflow Risk is rising; Red Background project showing Workflow Days unacceptable and is now in chaos. Fig 3.Source: Copyright Exepron Daniel P. WalshBox 222099Carmel, CA 92067Phone: 1.858.945.6756Email: [email protected] Download This Paper After a successful career in leading large organizations including Director of Operations for a five billion dollar enterprise and CEO for a $750 million company, in 1994 Daniel Walsh founded Vector Strategies, a Theory of Constraints, (TOC) focused company. He and Vector Strategies, recognized experts in developing and implementing powerful strategies that quickly and dramatically improve market presence and profitability. He has worked with companies in the pharmaceutical, construction, engineering; software, manufacturing, aerospace & defense industries. Numerous Fortune companies are among his clients, including Textron, IBM, Sun Microsystems, Boeing, Lockheed and the U.S. Department of Defense. Daniel Walsh’s success is based on his extensive experience as an executive and thought leader; as well as his development of innovative and cutting edge systems architecture and value added networking techniques. His focus is firmly grounded in the tenet that real and sustainable improvements in an organization must be measured on how successfully they increase profitability through value innovation. He is the co-founder of Exepron®, a 21st Century cloud based project management software solution.His current efforts are focusing on developing synchronous enterprise value chain solutions in multiple industry sectors. His research and development are centered on identifying the need to identify and leverage the strategic constraints of the enterprise; which is the key to increasing throughput. This culminated in the development of the Integrated Enterprise Scheduling®, (IES®) solution engine. Initial empirical results from deploying the IES® in a dozen large companies over a five year period have been very promising. Many executives and thought leaders are convinced this may very well be a universal unified scheduling solution required for maximizing the profit of an enterprise wide value chain.Daniel Walsh is a sought after lecturer, coach, strategic thinker and is a trusted advisor to many senior corporate executives. He currently is a member of numerous corporate boards and a former Chairman of the Theory of Constraints International Certification Organization Board, the global professional organization dedicated to setting the standards, testing and certifying competency in the Theory of Constraints. Discover apps and games published by Exepron on APKPure. Download Exepron Mobile from Exepron for free. ‎Download apps by Exepron, including Exepron Mobile. Chart below. This shows the WFR of the project immediately upon starting. Fig 1.Source: Copyright Exepron The PWF and AWF Days to the left of Today’s Date is historical. The PWF and AWF Days on and to the right of Today’s Date are a prediction, (Fig.1). The team should be focusing on closing the gap in order to reduce the WFR. A separate similar graph with the summation of PWF and AWF of all the individual projects will show the portfolio of projects risk.Our extensive testing and observation with real projects confirm this is a very useful early warning indicator of risk level in a project. It is possible to automate this thinking into a CCPM solution, observing the increasing level of WFR in real time. Combining with the information provided by the other risk management tools in the CCPM solution you can evaluate the impact this disruption in flow is causing even earlier. One of the breakthrough elements of the CCPM solution was creating time buffers at the high risk areas of the project. The buffer penetration in execution provides real time indication of the impact variability is having on the project. However the WFR adds another dimension. As powerful as the buffers are, they are a symptom of increased risk in the project. The WFR in many instances will highlight the increasing level of risk prior to the buffers being penetrated. Obviously, the earlier the increasing risk is identified, providing valuable information for management to evaluate, the earlier the appropriate action can be taken when warranted.This can be the basis for developing and automating into legacy project management solutions. The users will then be able to in real time observe the increasing threat level to a project and portfolio of projects.The capability to observe in real time, the disruption to the workflow and identifying the cause prior to jeopardizing the project commitment brings a new dimension to project management. Bibliography Japan Management Association, Tokyo (1985) translated by David J. Lu (1989) Kanban, Just in Time At Toyota, Productivity Press, Portland OregonGoldratt, E., M.; Cox J. (1984) The Goal: a process of ongoing improvement, The North River Press, Barrington, MAGoldratt, E. (1997) Critical Chain, The North River Press, Barrington, MA Appendix Fig 2. Portfolio Workflow – Red Background showing Workflow Days exceeding Upper Control Limit. Portfolio is in Chaos. A Green Background acceptable; A Yellow Background; WF is rising.

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Fig 2.Source: Copyright Exepron Fig 3. Below – Individual Projects Workflow – Green Background project showing Workflow Days are acceptable; Yellow Background project showing Workflow Days acceptable but Workflow Risk is rising; Red Background project showing Workflow Days unacceptable and is now in chaos. Fig 3.Source: Copyright Exepron Daniel P. WalshBox 222099Carmel, CA 92067Phone: 1.858.945.6756Email: [email protected] Download This Paper After a successful career in leading large organizations including Director of Operations for a five billion dollar enterprise and CEO for a $750 million company, in 1994 Daniel Walsh founded Vector Strategies, a Theory of Constraints, (TOC) focused company. He and Vector Strategies, recognized experts in developing and implementing powerful strategies that quickly and dramatically improve market presence and profitability. He has worked with companies in the pharmaceutical, construction, engineering; software, manufacturing, aerospace & defense industries. Numerous Fortune companies are among his clients, including Textron, IBM, Sun Microsystems, Boeing, Lockheed and the U.S. Department of Defense. Daniel Walsh’s success is based on his extensive experience as an executive and thought leader; as well as his development of innovative and cutting edge systems architecture and value added networking techniques. His focus is firmly grounded in the tenet that real and sustainable improvements in an organization must be measured on how successfully they increase profitability through value innovation. He is the co-founder of Exepron®, a 21st Century cloud based project management software solution.His current efforts are focusing on developing synchronous enterprise value chain solutions in multiple industry sectors. His research and development are centered on identifying the need to identify and leverage the strategic constraints of the enterprise; which is the key to increasing throughput. This culminated in the development of the Integrated Enterprise Scheduling®, (IES®) solution engine. Initial empirical results from deploying the IES® in a dozen large companies over a five year period have been very promising. Many executives and thought leaders are convinced this may very well be a universal unified scheduling solution required for maximizing the profit of an enterprise wide value chain.Daniel Walsh is a sought after lecturer, coach, strategic thinker and is a trusted advisor to many senior corporate executives. He currently is a member of numerous corporate boards and a former Chairman of the Theory of Constraints International Certification Organization Board, the global professional organization dedicated to setting the standards, testing and certifying competency in the Theory of Constraints.

2025-04-04
User5932

Chart below. This shows the WFR of the project immediately upon starting. Fig 1.Source: Copyright Exepron The PWF and AWF Days to the left of Today’s Date is historical. The PWF and AWF Days on and to the right of Today’s Date are a prediction, (Fig.1). The team should be focusing on closing the gap in order to reduce the WFR. A separate similar graph with the summation of PWF and AWF of all the individual projects will show the portfolio of projects risk.Our extensive testing and observation with real projects confirm this is a very useful early warning indicator of risk level in a project. It is possible to automate this thinking into a CCPM solution, observing the increasing level of WFR in real time. Combining with the information provided by the other risk management tools in the CCPM solution you can evaluate the impact this disruption in flow is causing even earlier. One of the breakthrough elements of the CCPM solution was creating time buffers at the high risk areas of the project. The buffer penetration in execution provides real time indication of the impact variability is having on the project. However the WFR adds another dimension. As powerful as the buffers are, they are a symptom of increased risk in the project. The WFR in many instances will highlight the increasing level of risk prior to the buffers being penetrated. Obviously, the earlier the increasing risk is identified, providing valuable information for management to evaluate, the earlier the appropriate action can be taken when warranted.This can be the basis for developing and automating into legacy project management solutions. The users will then be able to in real time observe the increasing threat level to a project and portfolio of projects.The capability to observe in real time, the disruption to the workflow and identifying the cause prior to jeopardizing the project commitment brings a new dimension to project management. Bibliography Japan Management Association, Tokyo (1985) translated by David J. Lu (1989) Kanban, Just in Time At Toyota, Productivity Press, Portland OregonGoldratt, E., M.; Cox J. (1984) The Goal: a process of ongoing improvement, The North River Press, Barrington, MAGoldratt, E. (1997) Critical Chain, The North River Press, Barrington, MA Appendix Fig 2. Portfolio Workflow – Red Background showing Workflow Days exceeding Upper Control Limit. Portfolio is in Chaos. A Green Background acceptable; A Yellow Background; WF is rising.

2025-04-03
User1032

The Earned Value (EV) Management System in the Context of Critical Chain Project Management (CCPM).Earned Value is founded on a cost-centric approach, assuming that the Costs Allocated to Tasks are accurate relative to the project Timeline (allocating costs months and years in advance to overstated Task durations is an inaccurate projection).Critical Chain Project management (CCPM) principals generate a practical, executable, and feasible Project Schedule, and when subject to responsive management, is an attainable timeline. A CCPM reconfigured schedule accounts for task dependencies and practical and realistic resource allocation.Combining CCPM and EV: The CCPM EV, in conjunction with costing methodologies including Rate x Hours or (Rate x Units) allocated and synchronized to Tasks in an executable schedule, is employed to gauge the project’s advancement. This assessment allows allocating costs to executable and budgeted tasks, facilitating a more realistic EV progress report.Applying Exeprons Earned Value Module:Ensure that the Project Tasks are populated with the appropriate costing data, Resource Types, Resource Units of Consumption, and Rates per Unit of Consumption. Refer to the Reference Guide Module: Finance and Budgeting.Access Exepron Earned Value Module.Earned Value is an individual Project related feature; therefore, navigate to the Project Dashboard.The Project Report Menu has two separate Report Tables with Charts.Portfolio Dashboard/ Project Dashboard (Project Name) / Reports / Project Earned ValuePortfolio Dashboard/ Project Dashboard (Project Name) / Reports / Earned Value PerformanceReporting Variances and RatiosFrom the primary metrics, cost and schedule variances can compare a project’s actual progress with the planned progress. Here, the planned progress will be measured by the progress of the tasks as depicted in the traditional project schedule. Variances are, in absolute amounts, only useful for individual projects; ratios are relative measures and can be used to compare the progress of multiple projects.Cost Variance (CV): EV minus AC.Cost Performance Index (CPI): EV divided by AC.Schedule Variance (SV): EV minus PV.Schedule Performance Index (SPI): EV divided by PV.Project Earned Value Report and ChartForecasting MetricsCPI and SPI are used in new calculations to predict the project’s remaining cost and its total revised cost.Estimate to Complete (ETC): The cost of the work required to complete the project. It is (TV minus EV) divided by CPI. To be more conservative, some contracts may require the consideration of both the cost and schedule indices. Then ETC would equal (TV minus EV) divided by (CPI multiplied by SPI).Estimate at Completion (EAC): The revised total cost of the completed project. It is AC plus ETC.To Complete Performance Index (TCPI): (TV minus EV) divided by (EAC minus AC).Earned value Performance Report and Chart

2025-04-22
User8530

The download jar file contains the following class files or Java source files.1.Download jodd-petite-3.4.5.jar2.Download jodd-proxetta-3.4.4-sources.jar3.Download jodd-proxetta-3.4.4.jar4.Download jodd-proxetta-3.4.5-sources.jar5.Download jodd-proxetta-3.4.5.jar6.Download jodd-lagarto-3.4.3-sources.jar7.Download jodd-lagarto-3.4.3.jar8.Download jodd-lagarto-3.4.4-sources.jar9.Download jodd-lagarto-3.4.4.jar10.Download jodd-lagarto-3.4.5-sources.jar11.Download jodd-lagarto-3.4.5.jar12.Download jodd-lagarto-web-3.4.3-sources.jar13.Download jodd-lagarto-web-3.4.3.jar14.Download jodd-lagarto-web-3.4.4-sources.jar15.Download jodd-lagarto-web-3.4.4.jar16.Download jodd-lagarto-web-3.4.5-sources.jar17.Download jodd-lagarto-web-3.4.5.jar18.Download jodd-petite-3.4.3-sources.jar19.Download jodd-petite-3.4.3.jar20.Download jodd-petite-3.4.4-sources.jar21.Download jodd-petite-3.4.4.jar22.Download jodd-proxetta-3.4.3-sources.jar23.Download jodd-proxetta-3.4.3.jar24.Download 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2025-04-11
User6246

The download jar file contains the following class files or Java source files.1.Download twitter4j-0.3-sources.jar2.Download twitter4j-0.3.jar3.Download twitter4j-2.0.0.jar4.Download twitter4j-2.0.1-sources.jar5.Download twitter4j-1.0.3.jar6.Download twitter4j-1.0.4.jar7.Download twitter4j-1.0.5.jar8.Download twitter4j-1.0.6.jar9.Download twitter4j-async-2.2.2-sources.jar10.Download twitter4j-examples-2.2.2-sources.jar11.Download twitter4j-httpclient-support-2.1.9-sources.jar12.Download twitter4j-media-support-2.1.10-sources.jar13.Download twitter4j-media-support-2.1.10.jar14.Download twitter4j-media-support-2.1.11.jar15.Download twitter4j-media-support-3.0.4-sources.jar16.Download twitter4j-media-support-3.0.4.jar17.Download twitter4j-appengine-3.0.3-sources.jar18.Download twitter4j-appengine-3.0.4-sources.jar19.Download twitter4j-appengine-3.0.4.jar20.Download twitter4j-async-2.2.0-sources.jar21.Download twitter4j-async-2.2.3-sources.jar22.Download 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twitter4j-httpclient-support-2.1.10.jar90.Download twitter4j-httpclient-support-2.1.11-sources.jar91.Download twitter4j-httpclient-support-2.1.11.jar92.Download twitter4j-httpclient-support-2.1.12-sources.jar93.Download twitter4j-httpclient-support-2.1.12.jar94.Download twitter4j-httpclient-support-2.1.2-sources.jar95.Download twitter4j-httpclient-support-2.1.2.jar96.Download twitter4j-httpclient-support-2.1.3-sources.jar97.Download twitter4j-httpclient-support-2.1.3.jar98.Download twitter4j-httpclient-support-2.1.4-sources.jar99.Download twitter4j-httpclient-support-2.1.4.jar100.Download twitter4j-httpclient-support-2.1.5-sources.jar101.Download twitter4j-httpclient-support-2.1.5.jar102.Download twitter4j-httpclient-support-2.1.6-sources.jar103.Download twitter4j-media-support-2.1.12-sources.jar104.Download twitter4j-media-support-2.1.12.jar105.Download twitter4j-media-support-2.1.8-sources.jar106.Download twitter4j-media-support-2.1.8.jar107.Download twitter4j-media-support-2.1.9-sources.jar108.Download twitter4j-media-support-2.1.9.jar109.Download twitter4j-media-support-2.2.0-sources.jar110.Download twitter4j-media-support-2.2.0.jar111.Download twitter4j-media-support-2.2.1-sources.jar112.Download twitter4j-stream-2.2.0-sources.jar113.Download twitter4j-stream-2.2.1-sources.jar114.Download twitter4j-stream-2.2.2-sources.jar115.Download twitter4j-stream-2.2.3-sources.jar116.Download twitter4j-stream-2.2.4-sources.jar117.Download twitter4j-stream-3.0.0-sources.jar118.Download twitter4j-stream-3.0.1-sources.jar119.Download twitter4j-stream-3.0.2-sources.jar120.Download twitter4j-stream-3.0.3-sources.jar121.Download twitter4j-stream-3.0.4-sources.jar122.Download twitter4j-stream-3.0.4.jar123.Download twitter4j-2.0.1.jar124.Download twitter4j-2.0.10-sources.jar125.Download twitter4j-2.0.10.jar126.Download twitter4j-2.0.2-sources.jar127.Download twitter4j-2.0.2.jar128.Download twitter4j-2.0.3-sources.jar129.Download 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twitter4j-media-support-2.2.3.jar241.Download twitter4j-media-support-2.2.4-sources.jar242.Download twitter4j-media-support-2.2.4.jar243.Download twitter4j-media-support-2.2.5-sources.jar244.Download twitter4j-media-support-2.2.5.jar245.Download twitter4j-media-support-2.2.6-sources.jar246.Download twitter4j-media-support-2.2.6.jar247.Download twitter4j-media-support-3.0.0-sources.jar248.Download twitter4j-media-support-3.0.0.jar249.Download twitter4j-media-support-3.0.1-sources.jar250.Download twitter4j-media-support-3.0.1.jar251.Download twitter4j-media-support-3.0.2-sources.jar252.Download twitter4j-media-support-3.0.2.jar253.Download twitter4j-media-support-3.0.3-sources.jar254.Download twitter4j-media-support-3.0.3.jar255.Download twitter4j-media-support-android-2.2.1.jar256.Download twitter4j-media-support-android-2.2.3.jar257.Download twitter4j-media-support-android-2.2.5.jar258.Download twitter4j-stream-2.2.0.jar259.Download twitter4j-stream-2.2.1.jar260.Download 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2025-04-14

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