Transition Tree

The TRT provides the time-phased action plan to achieve the effects on the PRT. The TRT ties the actions to the logic for doing them and provides clear instructions to those who perform the activities. You can also use it to measure progress in terms of the effects produced, not the performance of the action. The TRT has broad application for achieving any effect you wish. (For example, you can use TRTs to get buy-in to the Thinking Process results.).

Figure 11.7 PRT example for the first injection.

Figure 11.8 illustrates a TRT for one of the project-management system injections. This tree creates the first intermediate objective in Figure 11.7. You should only create the TRT for two levels of the PRT at a time, starting from the bottom. As you complete the intermediate objectives at one level, you should create the TRT for the next higher level.

You read the TRT from the bottom up the same way as you read the CRT and the FRT. It is an IF/THEN tree. The TRT describes the logic for each action and why we expect the action to create the DE. It has proven a very effective tool for communicating clear instructions.

The TRT also has stand-alone utility as a way to present procedures.

Transition Trees Create Procedures That Work

The TRT seems like a very simple construct, but like many TOC tools, it has deceptive power. When people apply the TRT to procedures that they think they know, including written-down, formal procedures, they usually find mistakes in the existing procedures. The TRT requires that you specify the logic for the order of the actions, the expected result of the action, and why the action should cause that result. Most procedures do not include this detail.

Recently some suggestions have been offered to change the structure of the TRT linkages, but the suggested changes keep the overall logic and content as specified here. If a different format works for you, that is fine: it is the content that counts!

Intermediate Objective 1-1 People trust that management will not hold them accountable for the reduced duration used in the critical chain plan, as long as they exhibit roadrunner behavior.

ACTION 3 Management particpates in buffer meetings and does not pressure for meeting estimates; and encourages roadrunner behavior.

NEED Management must the talk'

'walk

RESULT Management is on record committing to make changes

ACTION LOGIC When people see management carrying through on the committment, they will begin to trust.

SEQEUENCE LOGIC People will ultimately look for evidence that management is 'walking the talk.'

ACTION 2 Management makes visible committment to revise the measurement system to the needs of criticla chain.

ACTION 1 Revise company policies to reward 50% estimates and roadrunner behavior

NEED

Management must commit to change their behavior

ACTION LOGIC When people hear their own managers commit, they will begin to believe that the system will change

RESULT Policies support critical chain behavior of 50% estimates and roadrunner behavior r-T A ^^

NEED The written company reward system must align with critical chain behavior

"Yr

SEQEUENCE LOGIC People will second look for management committment to change

ACTION LOGIC When people see it in writing, they will suspect that a real change is possible

SEQEUENCE LOGIC People will first look for inconsistencies in the written company rewardsystem

Figure 11.8 The TRT identifies the actions, effects, and logic to achieve the intermediate objectives. It provides clear instructions.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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