Critical Chain Project Management (CCPM) uses aggressive task estimates and buffers to eliminate wasted time from practices like multitasking, student syndrome, and Parkinson's law. It identifies the critical path and adds a project buffer at the end to protect the deadline. CCPM is based on the Theory of Constraints (TOC), which involves identifying, exploiting, subordinating, and elevating constraints. CCPM and TOC are applied in both waterfall and agile projects by aggressively estimating tasks, avoiding multitasking on the critical path, monitoring buffer consumption, and using TOC to resolve impediments.

1. Critical Chain Project
Management & Theory of
Constraints
A QUICK SNAPSHOT

2. Traditional Critical Path Method
 Student syndrome – Start the work at last possible moment.
 Parkinson’s law – Work expands so as to fill the time available for its completion.
 Bad Multitasking – Result of poor prioritization.
In tradition critical path project management, 30-40% time & resources are wasted due to
bad multitasking, student syndrome & Parkinson’s law.

3. Critical Chain Project Management (CCPM)
4
1 2
3 4
5
Critical Chain Project Management
Tradition Critical Path Planning
John
Each Task has Buffer
Bad Multitasking
John
1 2
3
5
Feeding Buffer
4
DueDate
DueDate
Aggressive Estimation
Eliminate Multitasking
Project Buffer

4. Critical Chain Project Management (CCPM)
 CCPM uses resource dependencies that may not be visible on project network workflow.
 CCPM considers good enough solution is sufficient if it is delivered in the shortest time.
 Monitoring & controlling the project buffer in place of earned value compared to critical
path.
Critical chain project management involves estimating each task of workflow network
aggressively eliminating the individual task buffers, aggregating a buffer for entire project
at the end of critical path and managing this buffer to protect the project end date.

5. Theory of Constraints (TOC)
Identify
Exploit
SubordinateElevate
Repeat
Identify the system’s constraint
Decide how
to exploit the
constraint
Subordinate
everything
else to that
decision
Elevate the
constraint till
it breaks
Repeat the
process till
system is
optimized.

6. CCPM & TOC in waterfall
Monitoring &
Control
Planning
Execution
Estimate each WBS task aggressively without any individual task buffer.
Add an aggregated buffer at the end of critical path.
Avoid multitasking the critical path task resources. Encourage
team to complete the assigned task ASAP.
Monitory buffer consumption as a function of project
completion. Use TOC, feeding buffer, resource buffer to
protect project due date.

7. CCPM & TOC in Agile
Release
Planning
Sprint
Planning
Sprint
Retrospective
Requirements
Product Backlog Sprint Backlog
Process
Recommendations
Working
Software
Sprint
Review
Daily
Scrum
Sprint
Estimate aggressively in
release planning &
sprint planning
Use TOC in resolving
impediments in
iterations
Refine CCPM & TOC in
sprint retrospective

8. TOC & CCPM
 Eliyahu M. Goldratt introduced Theory of constraints
in 1984 in his book The Goal.
 Eliyahu M. Goldratt introduced critical chain project
management in 1997 in his book Critical Chain.

9. Thank you
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