2357086Contract and Project ManagementDavid Sowden, The University of Hull
2357086Contract and Project ManagementGoldratt’s Critical ChainDavid Sowden, The University of Hull
History - Goldratt’s Critical Chain       Critical Chain Project Management (CCPM) is a methodology       for planning, ex...
History - Goldratt’s Critical Chain   This is in contrast to the more traditional CPM and PERT methods,   which emphasise ...
THEProblems                               BA    SI C S• Project failure - some causes  – Not starting the task until the l...
THECritical Chain Project Management (1)                     BA        SI C SAddresses these issues in the following ways:...
THECritical Chain Project Management (2)                     BA           SI C S   Execution        Priorities - all proje...
TASKResearch the Critical Chain Project      Management method
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57086 23 goldratt

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57086 23 goldratt

  1. 1. 2357086Contract and Project ManagementDavid Sowden, The University of Hull
  2. 2. 2357086Contract and Project ManagementGoldratt’s Critical ChainDavid Sowden, The University of Hull
  3. 3. History - Goldratt’s Critical Chain Critical Chain Project Management (CCPM) is a methodology for planning, executing and managing projects in single and multi- project environments, that puts the main emphasis on the resources required to execute project tasks. Critical Chain Project Management was developed by Dr Eli Goldratt and was first introduced to the market in his Theory of Constraints book “Critical Chain’ in 1997. It was developed in response to many projects being dogged by poor performance manifested in longer than expected durations, frequently missed deadlines, increased costs in excess of budget, and substantially less deliverables than originally promised. Goldratt. E.M. (1997), Critical Chain. United Kingdom: Avebury. ISBN-10: 0566080389 3
  4. 4. History - Goldratt’s Critical Chain This is in contrast to the more traditional CPM and PERT methods, which emphasise task order and rigid scheduling. A Critical Chain project network will tend to keep the resources levelly loaded, but will require them to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule. 4
  5. 5. THEProblems BA SI C S• Project failure - some causes – Not starting the task until the last moment • (Student Syndrome) – Delaying (or pacing) completion of the task • (Parkinson’s Law) – Cherry picking tasks – Management forces
  6. 6. THECritical Chain Project Management (1) BA SI C SAddresses these issues in the following ways: Planning Critical Chain - longest chain (not Path) of dependent tasks Estimations - recommends that task estimates are cut to half the length of a “normal” duration Safety - ‘Buffers’ manage the impact of variation and uncertainty Project Buffer Feeding Buffer Resources Buffer
  7. 7. THECritical Chain Project Management (2) BA SI C S Execution Priorities - all project resources are given clear and aligned priorities relating to the ’health’ of the chain, and related to its associated buffer Completion - ‘Roadrunner’ approach - when there is work available it should be progressed at the fastest possible speed (with compromising quality) until completed Review Buffer Management - amount of each buffer consumed indicates how the delay could effect project completion Remaining Duration - tasks are monitored on their remaining duration, not their percentage complete.
  8. 8. TASKResearch the Critical Chain Project Management method

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