1. critical chain project management edina nagy lajos kiss szabolcs hornyák

2. critical chain project management dr. Eliyahu M. Goldratt CCPM (1997) CCPM

3. 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

4. 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

5. 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

6. 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

7. normal early-start schedule 2.1

8. late-finish schedule

9. with no resource contention, just add buffers

10. with resources

11. alternative ways to resolve resource conflict

12. two alternatives with buffers

13. critical chain project management second edition lawrence p. leach pp. 127-138 http://en.wikipedia.org/wiki/Critical_Chain_Project_Management references

14. thanks…