Critical Chain Project Management (CCPM) addresses problems with traditional scheduling methods by focusing on completing the critical chain of tasks rather than individual tasks. It moves scheduling safety from task levels to the project level and prevents multitasking by requiring resources to focus on one task until its completion. CCPM identifies the critical chain of dependent tasks and establishes buffers to protect the project schedule from uncertainties.

1. Critical Chain Project Management Fred Wiersma TTI-30 June 2000

10. Example: Bad Multitasking Task A Task B Task C Tasks assigned to a resource 3 days 3 days 3 days Should happen : Task A Task B Task C 3 days 3 days 3 days Could happen: B B A A C C 6 days 6 days 6 days Does happen : B B A A C C 7 days 7 days 7 days Lost Productivity

16. Manage the Project Buffer Okay Plan Act 0% 33% 66% 100% Percent Buffer Consumed Percent Critical Chain Remaining 100% 67% 33% 0% Manage on buffer status with respect to work completed

18. Updating Tasks Design : “ We completed the 2-day task, but we still have 4 days to go on our other task” Proto : “ We haven’t had a chance to get to our task" Project Report CC Complete: 15% PB Consumed: 30% Copyright © 1999 by ProChain Solutions, Inc. All rights reserved. 2 Dev 2:Dsn 3:Proto 4: Dev 2:Tst 6.5: Project Buffer 2: FB 5:Design Today Projected task times Buffer consumption Projected task time

20. Multi-Project Scheduling 1 2 1. Set projects at their due dates 3. Collect drum resource tasks 5. Reschedule projects Drum Schedule 4. Resolve drum contention 2. Select the drum resource(s) 2 Dev 2:Dsn 3:Proto 4: Dev 2:Tst 6.5: Project Buffer 2: FB 5:Design 2 Dev 2:Dsn 3:Proto 4: Dev 2:Tst 6.5: Project Buffer 2: FB 5:Design 2 Dev 4: Dev 2 Dev 4: Dev 2 Dev 4: Dev 2: FB 5:Design 2 Dev 2:Dsn 3:Proto 4: Dev 2:Tst 6.5: Project Buffer 2 Dev 4: Dev