Linking the Critical Chain Project Management literature

2019 ◽  
Vol 12 (2) ◽  
pp. 423-443 ◽  
Author(s):  
Octaviano Rojas Luiz ◽  
Fernando Bernardi de Souza ◽  
João Victor Rojas Luiz ◽  
Daniel Jugend
Keyword(s):  
Project Management ◽  
State Of The Art ◽  
Theory Of Constraints ◽  
Central Position ◽  
Content Type ◽  
Research Theme ◽  
Critical Chain Project Management ◽  
Three Stages ◽  
New Research ◽  
Critical Chain

PurposeThe purpose of this paper is to analyze the state of the art in Critical Chain Project Management (CCPM), outlining the CCPM literature to date, in an effort to guide future studies.Design/methodology/approachThe paper is based on a bibliometric analysis using Scopus and Web of Science databases. The authors identified the principal journals, articles and authors regarding the research theme, as well as the authors elaborated co-citation and co-occurrence network maps to support the analysis.FindingsThe authors described five co-citation clusters: Fundamentals of Critical Chain, Scheduling, Operations Research, Multi-project and Network, and General Project Management. The most frequently occurring keywords were: “project management,” “critical chain,” “scheduling” and “theory of constraints.” Observing the distribution, the expression “project management” occupied a central position, connecting two other clusters, represented by the keywords “scheduling” and “critical chain.” The authors proposed an evolutive framework for the CCPM state of the art in three stages, according to the most frequent topics identified: Conceptual, Deepening of Applications and Methodological Maturity.Originality/valueThis research adopts a systematic approach based on bibliometric tools, which allows a more rigorous organization of the literature. Co-citation and keyword co-occurrence maps provide evidence of how the main themes in CCPM relate. Besides, the presented historical framework allows new research in CCPM to be directed to the most recent topics of interest that have gaps to be explored.

Offshore Platform Turn Around Using the Critical Chain Project Management Method (CCPM)

2009 ◽  
Author(s):  
Jose Finocchio Junior ◽  
Marcelo Ramos Martins
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Theory Of Constraints ◽  
Structured Interviews ◽  
Oil Platforms ◽  
Qualitative Approaches ◽  
Decision Making Processes ◽  
Critical Chain Project Management ◽  
Management Method ◽  
Critical Chain

The present study discusses the adequacy of the Critical Chain Project Management Method (CCPM) — also known as the Critical Chain Method — for scheduling projects involving shutdowns on oil platforms, as such projects involve decision-making processes under risk conditions. The CCPM is based on the Theory of Constraints and aims at providing more precise and more clearly focused control instruments than those traditionally used in the Critical Path Method (CPM). The CCPM also indicates the best moments to act and where and how the action should be directed. The hypothesis underlying the research is that the CCPM portrays, more adequately than the CPM, the uncertainty that exists in a platform shutdown. This characteristic also makes it possible to draw up a schedule that is both more realistic and more challenging, as it addresses the goal of causing less interruption of production. On the basis of this hypothesis, the two main questions that oriented the entire investigation were: 1) Is the CCPM suitable for scheduling the shutdown of an offshore oil platform and, 2) What advantages might it have over the traditional methods in use? To answer these questions the authors reviewed the existing bibliography on the topic and made direct on-site observations during an actual shutdown. In addition, interviews were held with a number of specialists in the area using qualitative approaches, namely, semi-structured interviews, focus groups, and action research.

Integrating critical chain project management with last planner system for linear scheduling of modular construction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tarek Salama ◽  
Ahmad Salah ◽  
Osama Moselhi
Keyword(s):  
Project Management ◽  
Control Procedure ◽  
Modular Construction ◽  
Content Type ◽  
Linear Scheduling ◽  
Last Planner System ◽  
Critical Chain Project Management ◽  
Last Planner ◽  
And Control ◽  
Critical Chain

Purpose The purpose of this paper is to present a new method for project tracking and control of integrated offsite and onsite activities in modular construction considering practical characteristics associated with this type of construction. Design/methodology/approach The design embraces building information modelling and integrates last planner system (LPS), linear scheduling method (LSM) and critical chain project management (CCPM) to develop tracking and control procedures for modular construction projects. The developed method accounts for constraints of resources continuity and uncertainties associated with activity duration. Features of proposed method are illustrated in a case example for tracking and control of modular projects. Findings Comparison between developed schedule and Monte Carlo simulation showed that baseline duration generated from simulation exceeds that produced by developed method by 12% and 10% for schedules with 50% and 90% confidence level, respectively. These percentages decrease based on interventions of members of project team in the LPS sessions. The case example results indicate that project is delayed 5% and experienced cost overrun of 2.5%. Originality/value Developed method integrated LPS, LSM and CCPM while using metrics for reliability assessment of linear schedules, namely, critical percent plan complete (PPCcr) and buffer index (BI). PPCcr and BI measure percentage of plan completion for critical activities and buffer consumption, respectively. The developed method provides a systematic procedure for forecasting look-ahead schedules using forecasting correction factor Δt and a newly developed tracking and control procedure that uses PPCcr and BI. Quantitative cost analysis is also provided to forecast and monitor project costs to prove the robustness of proposed framework.

Impact of critical chain project management and product portfolio management on new product development performance

2019 ◽  
Vol 34 (8) ◽  
pp. 1692-1705 ◽  
Author(s):  
Octaviano Rojas Luiz ◽  
Fernando Bernardi de Souza ◽  
João Victor Rojas Luiz ◽  
Daniel Jugend ◽  
Manoel Henrique Salgado ◽  
...  
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Superior Performance ◽  
Product Portfolio ◽  
Content Type ◽  
Critical Chain Project Management ◽  
Critical Chain

Purpose This study aims to analyze the relationship between the adherence to critical chain project management (CCPM) practices and the new product development performance, in terms of the results of product development programs and product portfolio management (PPM). Design/methodology/approach A survey was conducted with 79 innovative companies operating in Brazil. Data were analyzed using correlation analysis and non-parametric tests. Findings Significant and positive correlations were found between CCPM adoption and the performance factors proposed. The adoption of CCPM offered stronger correlation with PPM performance than with the adoption of traditional methods. The results further indicate a possible indirect contribution of CCPM practices to the product development program by means of PPM improvement. Originality/value This study deepens the knowledge of the joint study between project management and new product development, by bringing empirical evidence that the adoption of specific practices suggested by CCPM is used by organizations with superior performance. Moreover, the results broaden CCPM literature by attesting that companies do not necessarily have to apply the CCPM approach in a formal and explicit way to obtain the performance results given. The analyses still have practical value when indicating which CCPM practices should be prioritized by managers seeking high performance in PPM.

Location Selection and Size Estimation of Resource Buffers in the Critical Chain Project Management Method

2015 ◽  
Vol 809-810 ◽  
pp. 1390-1395 ◽  
Author(s):  
Iwona Paprocka ◽  
Weronika Czuwaj
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Time Limit ◽  
Theory Of Constraints ◽  
Mining Machine ◽  
Square Root ◽  
Size Estimation ◽  
Due Date ◽  
Critical Chain Project Management ◽  
Critical Chain

Critical Chain Project Management (CCPM) is based on a network planning and the Theory of Constraints. The importance of management of uncertainty and deviations that occur during a project is emphasized. The probability of the project completion in a predefined time limit, or even before the time limit is increased. Literature analysis indicates that other types of buffers must be applied (buffer supporting a project, buffer reacting on a critical path, buffer reacting on a non-critical path) apart of feeding, resource and project buffers. Applying the additional buffers keeps the critical path in the same position and maintains the unchanging due date of the project. Methods estimating size of feeding and project buffers are identified: half of the chain method, square root of fault method, modified method of square root of fault, method taking into account due date of the project. In this paper, a new method estimating a size of resource buffer and selecting a location of resource buffer based on the theory of probability is presented. In this paper, the CCPM method is applied to estimate due date of the mining machine production project.

scholarly journals Práticas PMBOK® e Corrente Crítica: antagonismos e oportunidades de complementação

2017 ◽  
Vol 24 (3) ◽  
pp. 464-476 ◽  
Author(s):  
João Victor Rojas Luiz ◽  
Fernando Bernardi de Souza ◽  
Octaviano Rojas Luiz
Keyword(s):  
Project Management ◽  
Theory Of Constraints ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Critical Chain Project Management ◽  
Recursos Humanos ◽  
Critical Chain

Resumo O esforço do Project Management Institute (PMI) em reunir e codificar o conhecimento de valor na área de Gerenciamento de Projetos (GP) resultou no A Guide to the Project Management Body of Knowledge (Guia PMBOK®). Goldratt contribuiu para o conjunto de conhecimentos em GP ao desenvolver o método Corrente Crítica (Critical Chain Project Management – CCPM), fundamentada na Teoria das Restrições (Theory of Constraints – TOC). A CCPM, superficialmente recomendada pelo Guia PMBOK®, apresenta novos conceitos e métodos voltados ao GP, parte dos quais conflita com algumas das práticas recomendadas pelo próprio Guia. Esta pesquisa assume que a CCPM pode trazer relevantes benefícios ao campo de conhecimento em GP e questiona a pouca relevância dada pelo Guia PMBOK®. Assim, a pesquisa tem como proposta global verificar inicialmente o grau de inserção da CCPM no Guia e, posteriormente, avaliar possíveis antagonismos entre eles, assim como oportunidades de complementação. A análise se baseou em uma revisão da literatura e em uma pesquisa de campo com especialistas certificados. Apesar de a CCPM ser recomendada pelo Guia como um método voltado para o Gerenciamento do Tempo, a pesquisa indicou que outras práticas que envolvem a CCPM, e não contempladas pelo Guia, podem contribuir não apenas para o Gerenciamento do Tempo, mas também de Recursos Humanos e Comunicações. A pesquisa apontou também que a CCPM não é autossuficiente em suas práticas, devendo recorrer ao Guia especialmente no Gerenciamento da Integração e Escopo. Foi indicado ainda que a CCPM se opõe a certas práticas de gestão do tempo recomendadas pelo Guia. Se aplicadas concomitantemente, elas podem potencialmente pôr em risco a efetividade do GP.

scholarly journals The Role of the Knowledge Intermediary in Evangelical Project and Production Management Theories

2019 ◽  
Vol 9 (1) ◽  
pp. 48-55
Author(s):  
Jaydeep Balakrishnan ◽  
Chun Hung Cheng
Keyword(s):  
Project Management ◽  
Production Management ◽  
Theory Of Constraints ◽  
Types Of Knowledge ◽  
Different Types ◽  
Critical Chain Project Management ◽  
The Creation ◽  
Critical Chain

Abstract Given the creation of different types of knowledge propositions in project and production management, we discuss what we call ‘evangelical’ propositions and what as knowledge intermediaries our role should be in its dissemination. We examine both proposition accuracy as well as the process by which the proposition was arrived at. We suggest strategies for knowledge intermediaries to adopt in order to achieve balance in evaluating these developments. Further, we support our suggestions by examining the development of the Theory of Constraints (TOC) and Critical Chain Project Management (CCPM) and the debate that has accompanied these, as a case study. The debate relates to how much of the knowledge proposition in these is really new and whether the method of developing the proposition was lacking in some sense. Knowledge intermediaries, those who are expected to play an important role in disseminating knowledge, will be better prepared to deal with similar innovations in a balanced manner, by analyzing the case of TOC/CCPM.

scholarly journals Procedure structuring for programming aircraft maintenance activities

2018 ◽  
Vol 27 (1) ◽  
pp. 2-20 ◽  
Author(s):  
Viviane Souza Vilela Junqueira ◽  
Marcelo Seido Nagano ◽  
Hugo Hissashi Miyata
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Theory Of Constraints ◽  
Aircraft Maintenance ◽  
Management Tools ◽  
Content Type ◽  
Market Competitiveness ◽  
Maintenance Time ◽  
Critical Chain Project Management ◽  
Maintenance Activities

Purpose This paper aims to exemplify the use of project management tools in the scheduling of aircraft maintenance activities. This process is known as maintenance, repair and overhaul and it has gained importance within the aeronautical sector due to its expected growth in the coming years; however, it also faces increasing competitiveness in its market. This fact gives rise to the need of acting in maintenance management and seeking lower costs while maintaining the quality of the service provided. The purpose of this paper is to propose the structuring of a procedure that aims to reduce the total maintenance time (downtime) and guarantee the delivery of the aircraft on time. Design/methodology/approach The paper, through a case study at a Brazilian aircraft maintenance center, used critical path method and critical chain project management, the latter being derived from the theory of constraints, with the purpose of analyzing resources systematically and synchronizing the activities in the precedence network. Findings As a result, it is shown that downtime can be reduced from 11 to 5 days and improvements are proposed to achieve greater market competitiveness. Originality/value This paper demonstrates the competitive advantage that resulted from the application of project management tools in the aircraft maintenance planning and execution.

scholarly journals Aircraft maintenance checks using critical chain project path

2017 ◽  
Vol 89 (6) ◽  
pp. 879-892 ◽  
Author(s):  
Anand Kulkarni ◽  
Devinder Kumar Yadav ◽  
Hamid Nikraz
Keyword(s):  
Project Management ◽  
Total Duration ◽  
Project Planning ◽  
Maintenance Cost ◽  
Aircraft Maintenance ◽  
Time Duration ◽  
Content Type ◽  
Critical Chain Project Management ◽  
Critical Chain

Purpose Aircraft operators incur significant costs when an aircraft is taken out of service for maintenance. The purpose of this paper is to present a method for reducing time duration of aircraft maintenance checks using critical chain project management (CCPM) principle. Design/methodology/approach A case study of a typical heavy maintenance check performed on an Airbus 320 aircraft is undertaken for the analysis. The critical chain method is applied to develop a plan with a reduced duration and a survey and field observations to validate the findings have also been carried out as a part of this paper. Findings The paper compares the traditional project management method with CCPM in view of reducing the aircraft down time duration for maintenance. This paper repositions buffers and other techniques to shorten the chain path and a reduction in the total duration of the project by five days is achieved. Research limitations/implications It is argued that the application of CCPM principle can reduce the duration of an aircraft maintenance check, but this paper is done in a single project situation focusing on project planning and execution. Therefore, additional study may be required to examine other issues. Originality/value Cost of the maintenance is second highest expenditure factor for an airline operator. Therefore, it is necessary to drive the maintenance cost down. The paper demonstrates that the duration of a maintenance check can be reduced by 8.9 per cent using the method suggested in this paper.

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