Research suggests that a constraint approach to profit maximisation, leads to a 25% increase in operating profits with significant additional cash flow benefits.

There are two ways one can view the finance function within an organisation: scorekeeper or player. Whilst scorekeeping is a necessary condition of running a business, there is a far more vital role for the finance function, if one subscribes to the view that measurements drive behaviour.

Thus, the finance function cannot abdicate responsibility as player: simply by setting the rules by which the score is kept determines how the game is played.

Two major issues surrounding the management of multiple projects are resource planning and management of uncertainty.  Traditional methods may be able to deal with the issue of resource planning, but provide no simple answer to the management of uncertainty in execution.

Critical Chain project management, with its buffer management method, gives the multi-project manager a high degree of visibility, focus and control over the specific tasks across a multitude of projects that require his or her attention.