critical chain project management edina nagy lajos kiss szabolcs hornyák

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

is an important idea in developing critical- chain project plans. the procedure to develop the critical-chain plan ensures that the plan you build will be good enough. good enough

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. statistical background

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. project and feeding buffer size

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

critical chain project management second edition lawrence p. leach pp references

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