scholarly journals Influence of Buffer Size change in Critical Chain Scheduling: Case Study

2021 ◽  
Vol 6 (2) ◽  
pp. 95-101
Author(s):  
N. Abidah ◽  
Muataz Al Hazza
Keyword(s):  
Project Management ◽  
Buffer Management ◽  
Buffer Size ◽  
Network Density ◽  
Adaptive Procedure ◽  
Size Change ◽  
Critical Paths ◽  
Management Approaches ◽  
Critical Chain

Performing the Critical Chain Scheduling (CCS) and Buffer Management (BM) in project management has recently risen as one of the most popular project management approaches. The critical Chain Scheduling (CCS) approach is replacing the traditional scheduling method to reduce the uncertainty associated with time schedules. The research highlights the importance of critical chain scheduling in project execution by investigating using buffers in the critical paths and the feeding baths in project management using a real case study. The case study was studied by analyzing the schedule provided and then implementing CCS and BM using four different methods. The methods are cut and paste (C&PM), the root square method (RSEM), the Adaptive procedure with resource tightness, and the Adaptive procedure with network density (APND). The buffer size obtained for each method was determined. From the result got, for project buffer in adaptive approach with network density method yields a larger buffer size compared to the adaptive procedure with resource tightness method. While for feeding buffer also show that APND resulted in a larger buffer size than APRT. Finally, the proposed buffer size was investigated and simulated using the What if approach.

scholarly journals Critical Chain Project Scheduling: Do Not Oversimplify

2002 ◽  
Vol 33 (4) ◽  
pp. 48-60 ◽  
Author(s):  
Willy Herroelen ◽  
Roel Leus ◽  
Erik Demeulemeester
Keyword(s):  
Project Management ◽  
Project Scheduling ◽  
Critical Review ◽  
Buffer Management ◽  
Direct Application ◽  
Theory Of Constraints ◽  
Management Literature ◽  
Critical Chain

Critical chain scheduling/Buffer management (CCS/BM)—the direct application of the theory of constraints (TOC) to project management—has received much attention in project management literature. There still is controversy over the merits and pitfalls of the CCS/BM methodology. This paper focuses on the fundamental elements of CCS/BM logic and pinpoints some intricacies that are not commonly referred to in the available literature. The authors’ analysis is based on a critical review of the relevant sources and experimentation with both commercial CCS/BM software and an internally developed CCS/BM-based tool.

scholarly journals Project Management for Computer-Based Training Development

2017 ◽  
Vol 15 (3) ◽  
Author(s):  
Richard A. Schwier
Keyword(s):  
Project Management ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Project Managers ◽  
Computer Based Training ◽  
Training Development ◽  
Computer Based ◽  
Novel Interactions ◽  
Management Approaches

This article deals with the management of instructional developmentprojects for computer-based training (CBT), and is primarily aimed at project managers working with a team of instructional developers for a corporate client. Two issues are discussed: a) estimating the size of a CBT project, and b) performing a cost-benefit analysis. These issues are important for projecting costs, tracking performance and justifying development expenditures.This is a fictionalized case study. The methodology, examples, concepts and estimates are composite sketches drawn from several projects, based upon the author's experiences while working as a CBT project manager. Actual figures and clients have been intentionally obscured to protect the proprietary rights of all parties involved.The reader should be cautioned that the article presents only one approach to project development and estimation. Wholesale application of the approach described is not recommended, as every project will introduce novel interactions of resources and variables which mandate different treatment. Still, it is hoped that the reader will draw upon the ideas presented to refine project management approaches already used.

scholarly journals Project Management for Computer-Based Training Development

1986 ◽  
Author(s):  
Richard A. Schwier
Keyword(s):  
Project Management ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Project Managers ◽  
Computer Based Training ◽  
Training Development ◽  
Computer Based ◽  
Novel Interactions ◽  
Management Approaches

This article deals with the management of instructional development projects for computer-based training (CBT), and is primarily aimed at project managers working with a team of instructional developers for a corporate client. Two issues are discussed: a) estimating the size of a CBT project, and b) performing a cost-benefit analysis. These issues are important for projecting costs, tracking performance and justifying development expenditures.This is a fictionalized case study. The methodology, examples, concepts and estimates are composite sketches drawn from several projects, based upon the author's experiences while working as a CBT project manager. Actual figures and clients have been intentionally obscured to protect the proprietary rights of all parties involved.The reader should be cautioned that the article presents only one approach to project development and estimation. Wholesale application of the approach described is not recommended, as every project will introduce novel interactions of resources and variables which mandate different treatment. Still, it is hoped that the reader will draw upon the ideas presented to refine project management approaches already used.

Critical Chain Method in Traditional Project and Portfolio Management Situations

2014 ◽  
Vol 5 (3) ◽  
pp. 67-83 ◽  
Author(s):  
Vittal S. Anantatmula ◽  
James B. Webb
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Critical Review ◽  
Critical Path ◽  
Traditional Approach ◽  
Research Effort ◽  
Project Schedule ◽  
Critical Chain ◽  
Path Scheduling

Critical Path (CP) method has been under scrutiny in recent years as the next evolution of project schedule development, the Critical Chain (CC) project management is gaining attention. Advocates of the Critical Chain method cite the Critical Path method's failure to address uncertainty properly. The purpose of this paper is to apply some of the features of the Critical Chain concepts to traditional approach of Critical Path for projects. More importantly, this research effort aims to demonstrate the applicability of CCPM to managing a portfolio of projects. The analysis, based on a critical review of past studies, experiments in both Critical Path and Critical Chain techniques, and a case study, presents recommendations to gain benefits of Critical Chain in a traditional Critical Path scheduling environment and to manage portfolio of projects or programs using some of the concepts of the Critical Chain Method.

scholarly journals Adopting Agile Project Management Practices in Non-Software SMEs: A Case Study of a Slovenian Medium-Sized Manufacturing Company

2020 ◽  
Vol 12 (21) ◽  
pp. 9245 ◽  
Author(s):  
Tena Žužek ◽  
Žiga Gosar ◽  
Janez Kušar ◽  
Tomaž Berlec
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Global Market ◽  
Stakeholder Satisfaction ◽  
New Ways Of Working ◽  
Software Companies ◽  
Agile Project Management ◽  
Manufacturing Company ◽  
Management Approaches

In today’s highly dynamic and unpredictable project environment, companies need to be able to manage changes quickly and effectively, otherwise, the final product will not be current and will only go to waste. Traditional project management approaches that focus on planning are no longer efficient and companies are forced to adopt new ways of working. As a result, more flexible agile project management (APM) approaches have emerged over the last decades. Originally developed for the software industry, APM is now increasingly recognized and adopted also by other industry sectors. However, due to some discipline-specific differences, the adoption of APM by non-software companies is challenging and requires many adjustments and high financial input. While the larger organizations have sufficient resources to make such a transition, small and medium-sized enterprises (SMEs) generally cannot afford to do so, and therefore need alternative strategies to increase their agility and stay competitive on the global market. In this paper, we present a case study of a Slovenian medium-sized manufacturing company that implemented only certain APM practices separately and not as part of a structured APM methodology, and still managed to achieve significant benefits: improved communication, faster detection of discrepancies, more effective problem-solving and greater flexibility. The results also suggest that APM practices, even when implemented separately, positively impact project success in terms of both efficiency and stakeholder satisfaction, and can thus help in establishing an economically, socially, and environmentally more sustainable workplace.

A Study of the Critical Chain Project Management Method Applied to a Multiproject System

2019 ◽  
Vol 50 (3) ◽  
pp. 322-334 ◽  
Author(s):  
Robert Eduardo Cooper Ordoñez ◽  
Mario Vanhoucke ◽  
José Coelho ◽  
Rosley Anholon ◽  
Olívio Novaski
Keyword(s):  
Logistic Regression ◽  
Regression Analysis ◽  
Project Management ◽  
Time Estimation ◽  
Key Factors ◽  
Critical Chain Project Management ◽  
Management Method ◽  
Critical Chain ◽  
Critical Resources

In 1997, Eliyahu Goldratt proposed a method called critical chain project management (CCPM) to minimize the inefficiencies identified in traditional project management. The project management community accepted the proposed method as a viable alternative. However, to allow its implementation with a multiproject system, more research was necessary. Seeking to identify the key factors that influence the performance of the multiproject system applying the CCPM method, we performed a case study. Logistic regression analysis showed that applying the CCPM method in a multiproject system allows for better time estimation of activities and facilitates the allocation of critical resources.

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 Addressing the need for a clean development mechanism (CDM) specific project management strategy

2011 ◽  
Vol 12 (2) ◽  
pp. 228-241
Author(s):  
Marco Lotz ◽  
Alan Brent ◽  
Herman Steyn
Keyword(s):  
Project Management ◽  
South African ◽  
Clean Development Mechanism ◽  
Management Strategy ◽  
Management Approach ◽  
Proposed Model ◽  
Management Approaches ◽  
Specific Project ◽  
Development Mechanism

Clean Development Mechanism (CDM) projects have additional technical, financial and regulatory requirements that are not fully addressed by classic project management approaches. Research has been done on individual novel concepts of the CDM, like additionality, but little has been achieved to address an overall CDM project management approach. CDM and project management literature was reviewed and the South African CDM Industry Association was used as a case study to gain insight into an appropriate CDM specific project management strategy. A stage-gate model was subsequently derived to align classic project management approaches with the additional requirements of CDM projects. Further research will, in time, determine the completeness and practicability of the proposed model. 

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