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.

Critical Chain Method in Traditional Project and Portfolio Management Situations

2016 ◽  
pp. 1005-1022
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.

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.

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.

Project management in higher education: a grounded theory case study

2019 ◽  
Vol 40 (5) ◽  
pp. 338-352 ◽  
Author(s):  
Seth Porter
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Portfolio Management ◽  
Project Managers ◽  
Theory Approach ◽  
Content Type ◽  
Complex Process ◽  
Management Concepts ◽  
Qualitative Research Methodology

Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

scholarly journals “Mobility as a Service” Platforms: A Critical Path towards Increasing the Sustainability of Transportation Systems

2020 ◽  
Vol 12 (16) ◽  
pp. 6368 ◽  
Author(s):  
Carlos Oliveira Cruz ◽  
Joaquim Miranda Sarmento
Keyword(s):  
Business Models ◽  
Critical Path ◽  
Traditional Approach ◽  
Ghg Emissions ◽  
Transportation Systems ◽  
Urban Mobility ◽  
Mobility Patterns ◽  
Home Work ◽  
The Internet Of Things

Urban mobility is experiencing a profound change. Mobility patterns are becoming more complex, and typical home–work–home travel is no longer the rule, as journeys tend to connect multiple points in a rather inconstant pattern. This has changed the approach to transport planning. Existing transportation planning and operation approaches have been focussed on the ability to identify and forecast typical home–work/school–home travel and subsequently plan the transport system accordingly. The traditional approach has been: Forecast - > plan - > deliver. New mobility patterns and mobility solutions are characterised by greater flexibility, taking advantage of the “sharing concept” and simultaneously providing solutions that have lower greenhouse gas (GHG) emissions. These dynamics and an evolving environment raise several new challenges at different levels, fostering the development of Mobility-as-a-Service (MaaS). This system transforms the physical transportation system into a commodity and takes advantage of the internet of things (IoT). However, the onset of MaaS solutions is anything but linear. Several business models have emerged, with different partners originating from different industries (e.g., technological, transport operators, infrastructure managers, etc.) developing their own solutions, often in competition with others. It is not unusual to find different MaaS solutions in the same city, which integrate different solutions. This paper intends to provide an analysis on the main challenges affecting mobility in general, and MaaS in particular, as well as the main business models used for delivering MaaS solutions. The paper uses a case study in Lisbon to illustrate some of the challenges.

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.

Buffer Sizing Methods to Compare Critical Chain Project Management with Critical Path

2016 ◽  
Vol 7 (3) ◽  
pp. 74-87 ◽  
Author(s):  
Mohammed Shurrab ◽  
Ghaleb Abbasi
Keyword(s):  
Project Management ◽  
Standard Deviation ◽  
Critical Path ◽  
Sum Of Squares ◽  
Critical Path Method ◽  
Body Of Knowledge ◽  
Buffer Sizing ◽  
Project Plan ◽  
Critical Chain Project Management ◽  
Critical Chain

Critical Chain Project Management (CCPM) provided a tangible progress to the Project Management Body of Knowledge. The critical chain project management (CCPM) differs from the traditional Critical Path Method (CPM) which includes never changing resource dependencies. CCPM improves the project plan by aggregating uncertainty into buffers at the end of activity paths. In this research, one hundred twenty random projects were generated and analyzed using Microsoft Project software according to the traditional CPM and the CCPM once using the sum of squares (SSQ) method and another using the cut & past (C&PM) method. CCPM-SSQ method revealed an average savings of 13% and 43% in duration and cost, with a standard deviation of 21 and 11 for duration and cost respectively. While the CCPM-C&PM method revealed an average overestimation of about 2% in duration and 43% savings in cost, with a standard deviation of 25 and 11 for duration and cost respectively.

scholarly journals Portfolios, programs, and projects in strategic marine-fisheries sustainability and blue growth: a case study in Indonesia

2021 ◽  
Vol 919 (1) ◽  
pp. 012012
Author(s):  
W S Ciptono ◽  
Suadi ◽  
S A Cahyacipta ◽  
Bagaskara
Keyword(s):  
Project Management ◽  
Portfolio Management ◽  
Maturity Model ◽  
Marine Fisheries ◽  
Bottom Line ◽  
Sustainable Solutions ◽  
Fisheries Sustainability ◽  
Blue Growth ◽  
Critical Problems

Abstract The purpose of the study was to design the development of creative and sustainable solutions to critical problems of marine and fisheries through Portfolio, Programme and Project Management Maturity Model (P3M3) in order to execute strategic marine-fisheries sustainability and blue growth: a case study in Indonesia. This model can help marine-fisheries businesses deconstruct the problems of existing industries and create a new (innovative) policy based on the alignment of macro level (portfolio management), meso level (programme management) and micro level (project management) by providing superior value of Triple Bottom Line (economic-social-deep ecological environment) to the stakeholders and the generations for today and future forevermore.

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.

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.

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