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Critical Chain Project Management CCPM

Critical Chain Project Management (CCPM) emphasizes resources required to execute tasks, in contrast to critical path and PERT methods which emphasize task order and scheduling. A CCPM network aims to keep resources levelly loaded but flexibly scheduled. The critical chain is the longest sequence of dependent tasks that determines a project's duration. CCPM identifies resource dependencies, inserts buffers, and monitors buffer consumption rather than task performance to assess schedule health. It aggregates safety time into project buffers to avoid wasting it through inefficiencies.

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12 views

Critical Chain Project Management CCPM

Critical Chain Project Management (CCPM) emphasizes resources required to execute tasks, in contrast to critical path and PERT methods which emphasize task order and scheduling. A CCPM network aims to keep resources levelly loaded but flexibly scheduled. The critical chain is the longest sequence of dependent tasks that determines a project's duration. CCPM identifies resource dependencies, inserts buffers, and monitors buffer consumption rather than task performance to assess schedule health. It aggregates safety time into project buffers to avoid wasting it through inefficiencies.

Uploaded by

Madan Yadav
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Critical Chain Overview (CCPM)

Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts the main
emphasis on the resources required to execute project tasks. It was developed by Eliyahu M. Goldratt. This is in
contrast to the more traditional Critical Path and PERT methods, which emphasize 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.
Theory of Constraints and Project Management: Challenging the Dominant Paradigm
With traditional project management methods, 30% of the lost time and resources are typically consumed by
wasteful techniques such as bad multi-tasking, Student syndrome, In-box delays, and lack of prioritization.
In project management, the critical chain is the sequence of both precedence- and resource-dependent terminal
elements that prevents a project from being completed in a shorter time, given finite resources. If resources are
always available in unlimited quantities, then a projects critical chain is identical to its critical path.
Critical chain is used as an alternative to critical path analysis. The main features that distinguish the critical chain
from the critical path are:
1. The use of (often implicit) resource dependencies. Implicit means that they are not included in the project network
but have to be identified by looking at the resource requirements.
2. Lack of search for an optimum solution. This means that a good enough solution is enough because:
1. As far as is known, there is no analytical method of finding an absolute optimum (i.e. having the overall shortest
critical chain).
2. The inherent uncertainty in estimates is much greater than the difference between the optimum and near-
optimum (good enough solutions).
3. The identification and insertion of buffers:
1. project buffer
2. feeding buffers
3. resource buffers.
4. Monitoring project progress and health by monitoring the consumption rate of the buffers rather than individual
task performance to schedule.
CCPM aggregates the large amounts of safety time added to many subprojects in project buffers to protect due-
date performance, and to avoid wasting this safety time through bad multitasking, student syndrome, Parkinsons
Law and poorly synchronized integration.
Critical chain project management uses buffer management instead of earned value management to assess the
performance of a project. Some project managers feel that the earned value management technique is
misleading, because it does not distinguish progress on the project constraint (i.e. on the critical chain) from
progress on non-constraints (i.e. on other paths).

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