Combining the best execution principles of the century
Systems Dynamics
Systems Dynamics is about understanding how things change over time in a connected world.
Imagine watching how traffic flows through a city: if one road is blocked, it causes jams elsewhere, which then affect bus schedules, delivery times, and even people’s moods.
In projects, Systems Dynamics looks at how delays, decisions, or shortages ripple across the whole system. It helps us see patterns — like recurring bottlenecks or feedback loops — so we can prevent small problems from snowballing into big delays.
A simple analogy — It’s like adjusting the water flow in a network of pipes. If you close or open one valve, you affect the pressure everywhere. Systems Dynamics helps us figure out how to balance that flow smoothly.
Systems Thinking
Systems Thinking is about seeing the big picture rather than just focusing on individual parts.
Instead of looking at tasks, people, or departments separately, we see how they connect and influence each other.
For example, in a project, a delay in engineering affects procurement, which affects construction, which affects commissioning. Systems Thinking helps us break out of the “silo” mindset and manage the project as one integrated system.
A simple analogy — Consider an orchestra where each musician plays their part, but to create a symphony, they must listen to one another and follow the conductor's lead. Systems Thinking ensures the entire performance is harmonious, not just the individual contributions.
Theory of Constraints / Critical Chain Project Management (CCPM)
This is about identifying and managing the true bottleneck that limits a project’s speed.
Every system or project has at least one key constraint — a part that determines how fast the whole thing can go. TOC teaches us to find it, focus on it, and make sure it flows as smoothly as possible.
Critical Chain Project Management (CCPM) applies this idea to scheduling: it helps protect against delays by focusing on what really controls project timing and adding buffers (safety time) where it counts most.
A simple analogy — Picture an hourglass: no matter how wide the top or bottom, the sand flows at the speed of the narrowest part. TOCCPM helps us find that narrow part (the constraint) and widen it, so more sand (progress) flows through faster.
Lean Six Sigma
Lean and Six Sigma are methods that aim to remove waste, avoid mistakes, and make work flow faster and cleaner.
Lean focuses on speed and efficiency — doing only what adds value and cutting out the rest (like unnecessary steps or waiting). Six Sigma focuses on precision — making sure work is done right the first time, with fewer errors and rework.
Together, they help us deliver projects with less waste, less confusion, and higher quality.
A simple analogy — Think of a restaurant kitchen. Lean is about setting up the space so chefs don’t waste time running around looking for tools. Six Sigma is about following recipes carefully so the dish is perfect every time.
Organizational Behavior
This is about people — how they think, behave, and react to change.
Even with the best plans, projects can struggle if people resist new ways of working, don’t communicate well, or focus on individual goals instead of team success.
This category helps teams align their mindset and culture so everyone pulls in the same direction. It also addresses how to manage change in a way that builds trust and cooperation.
A simple analogy — Imagine trying to row a boat where half the team is paddling in the wrong direction. Organizational Behavior and Change is about getting everyone to row together, at the same rhythm, toward the same goal.
Execution Economics
Execution Economics is about connecting project actions to money and value.
It helps teams understand the real cost of delays, mistakes, or slow decisions — not just in time, but in dollars.
By seeing how time equals money, teams feel more urgency to solve problems quickly and keep the project moving.
A simple analogy — Think of a taxi meter running while you’re stuck in traffic. Every minute costs you. Execution Economics makes that cost visible so you’re motivated to find the fastest, smartest route.
Digital Twin/Data-Driven Execution
This is about using data and digital models to guide decisions in real time.
A digital twin is like having a virtual version of your project that shows what’s happening right now and predicts what could happen next.
It helps teams spot risks early, test “what-if” scenarios, and make better choices based on facts, not guesses.
A simple analogy — It’s like having a smart map app (like Google Maps or Waze) that shows traffic jams as they form and suggests faster routes. You’re no longer driving blind — you’re navigating with real-time, reliable information.
