Transcript Critical Chain

critical chain project
management
edina nagy
lajos kiss
szabolcs hornyák
CCPM
• critical chain project management
• dr. Eliyahu M. Goldratt
• CCPM (1997)
CCPM
two important facts:
• the duration of activity is variable, therefore
cannot be 100% reliability and accuracy of
estimate
• the organization's resources are limited there are logical and resource relations
between the project's activities
good enough
is an important idea in developing criticalchain project plans.
the procedure to develop the critical-chain
plan ensures that the plan you build will be
good enough.
statistical background
the statistical rule says that the uncertainty
of the sum of the events is much less than
the sum of the uncertainty for each event.
you
should
consider
Goldratt’s
recommendation in context with his
recommendation to reduce activity times in
half.
project and feeding buffer size
two strengths:
• it is simple
• provides a large enough buffer
weakness:
• it doesn’t allow you to explicity account
for known variation in the tasks.
normal early-start schedule
2.1
late-finish schedule
with no resource contention, just add
buffers
with resources
alternative ways to resolve resource
conflict
two alternatives with buffers
references
critical chain project management
second edition
lawrence p. leach
pp. 127-138
http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
thanks…