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 Implementation of Critical Chain Project Management (CCPM) and Critical Path Method (CPM) on Scheduling Ship Repair Project

2019 ◽  
Vol 14 (14) ◽  
pp. 4736-4741
Author(s):  
Silvianita . ◽  
Guna Wirawan ◽  
Daniel M. Rosyid ◽  
Suntoyo . ◽  
Wimala L. Dhanistha
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Critical Path Method ◽  
Critical Chain Project Management ◽  
Critical Chain ◽  
Ship Repair

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.

Incorporation of resource reliability into critical chain project management buffer sizing

2019 ◽  
Vol 58 (20) ◽  
pp. 6130-6144 ◽  
Author(s):  
Seyed Ashkan Zarghami ◽  
Indra Gunawan ◽  
Graciela Corral de Zubielqui ◽  
Bassam Baroudi
Keyword(s):  
Project Management ◽  
Buffer Sizing ◽  
Critical Chain Project Management ◽  
Critical Chain

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.

Sign in / Sign up

Export Citation Format

Share Document