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Project Portfolio Management and Managing Multiple Projects: Two Sides of the Same Coin?
Published in James S. Pennypacker, Lowell D. Dye, Managing Multiple Projects, 2002
James S. Pennypacker, Lowell D. Dye
The following steps summarize this simple yet elegant strategy: Plan your project well, striving to build as much concurrency into the project plan as possible.Assign resources to all tasks, and have those resources estimate task duration not at a low-risk, protected value, but at a more aggressive, average value. No protection time may be allocated to any one task.Resolve resource contention and identify the longest chain of tasks, taking into account not only precedence dependencies but also resource dependencies. This longest chain is the project’s critical chain.
Critical Path Method and Earned Value Management
Published in J. Chris White, Robert M. Sholtes, The Dynamic Progress Method, 2016
J. Chris White, Robert M. Sholtes
The second major difference with critical chain is a focus on resources. In fact, this is where critical chain gets its name. The critical chain is the longest pathway of tasks through the project based on both task dependencies and resource dependencies (i.e., tasks that share the same resource, even if those tasks are not in sequence with each other). If resources are unlimited, then the critical chain is equivalent to the critical path. However, in most realistic cases, the resources are not unlimited, and, therefore, the limited resources cause the project to be constrained. This causes the pathway with the most constraints (and, thus, the longest time) to possibly be different from the critical path that is derived through the traditional PERT/CPM approach.
Time Management
Published in Adedeji B. Badiru, Abidemi S. Badiru, Adetokunboh I. Badiru, Mechanics of Project Management, 2018
Adedeji B. Badiru, Abidemi S. Badiru, Adetokunboh I. Badiru
Critical Chain is the Theory of Constraints (Goldratt, 1997; Woeppel, 2001) applied to project management specifically for managing and scheduling projects. Constraint management is based on the principle that the performance of a system’s constraint will determine the performance of the entire system (Niven, 2002; Martin, 2007; PMI, 2017; Collins, 2001). If a project’s characteristic constraint is effectively managed, the overall project will be effectively managed. This is analogous to the belief that the worst performer in an organization will dictate the performance of the organization. Similarly, the weakest link in a chain determines the strength of the chain. Because the overall operation is essentially a series of linkages of activities, one break in the linkage determines a break of the overall operation. That is, it takes only one negative to negate a series of positives: (+)(+)(+)(+)(-)(+)(+) = (-). Looking at this from a production point of view, the bottleneck operation determines the throughput of a production system. From a group operation point of view, the last passenger on a complimentary shuttle bus determines the departure time of the bus. What all these mean in the context of project scheduling is that focus should be on the critical activities in the project network diagram. This means that the critical chain is the most important focus. With respect to applying the theory of constraints, there are three types of constraints: 1.Paradigm constraint (policy-based)2.Resource constraint (physical limitation)3.Material constraint (imposition by project environment)
Theory of constraints: review and bibliometric analysis
Published in International Journal of Production Research, 2019
Lucas Martins Ikeziri, Fernando Bernardi de Souza, Mahesh C. Gupta, Paula de Camargo Fiorini
The same manufacturing application logic was tested in other environments, like projects and distributions, but understanding the role of constraints in these environments required adaptations. According to Goldratt (2010, 5), ‘the constraint in project environments is not bottlenecks but the critical path (or, more accurately, the critical chain)’. Critical Chain Project Management (CCPM) method emerged from project environments, whose concepts were initially presented in the book Critical Chain (Goldratt 1997).
A robust scheduling for the multi-mode project scheduling problem with a given deadline under uncertainty of activity duration
Published in International Journal of Production Research, 2019
In this research, the resource buffers are allocated in the critical chain when the activity on the critical chain is performed by a different resource than the previous activity in the critical chain, or when the current and previous activity on the critical chain use the same resources but the current needs more resources than the previous activity on the critical chain.