Critical Chain - Revision history

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-07T05:18:40Z

Limitations and critique

← Older revision		Revision as of 05:18, 7 May 2023
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	* '''Focus on delays in general'''<p>Another limitation to the methodology is the heavy focus on delays instead of budget overruns. Even if the project is finished on time, the project management success will suffer from a cost overrun in e.g. the case of too many resources allocated. With CCPM the focus on delays is also very general since the methodology deals with the underlying reasons for delays in all projects by targeting the student syndrome and ~~parkinson~~'s law. Contrary, specific uncertainties to delays are managed through risk assessment and risk mitigation tools. Unlike risk project management methodologies, CCPM is not addressing the potential rootcauses to delays for specific projects<ref name=criticallook> </ref>.</p>		* '''Focus on delays in general'''<p>Another limitation to the methodology is the heavy focus on delays instead of budget overruns. Even if the project is finished on time, the project management success will suffer from a cost overrun in e.g. the case of too many resources allocated. With CCPM the focus on delays is also very general since the methodology deals with the underlying reasons for delays in all projects by targeting the student syndrome and Parkinson's law. Contrary, specific uncertainties to delays are managed through risk assessment and risk mitigation tools. Unlike risk project management methodologies, CCPM is not addressing the potential rootcauses to delays for specific projects<ref name=criticallook> </ref>.</p>

SigridEikemoThorgaard: /* Company criteria for application */

2023-05-07T05:09:00Z

Company criteria for application

← Older revision		Revision as of 05:09, 7 May 2023
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	''“ Make sure to allocate resources carefully across projects to minimize the constraints on shared resources”''<ref name=critical> Goldratt, M., Eliyahu, (1997). ‘’Critical Chain’’ North River Press </ref>.		''“ Make sure to allocate resources carefully across projects to minimize the constraints on shared resources”''<ref name=critical> Goldratt, M., Eliyahu, (1997). ‘’Critical Chain’’ North River Press </ref>.

	It is here clear that PMs will need to supplement the guidelines of CCPM to fully do resource allocation in this environment. Project leaders will likely fight over what steps to postpone when facing resource contention and therefore the company needs to know how to properly manage these internal conflicts in order to implement Critical Chain successfully. The ~~solutuion~~ to the right prioritarization is explained by Goldratt to be in terms of the completion dates of the projects. This is again a clear link to management of production orders, where tasks' priorities are determined by the due dates of the orders.		It is here clear that PMs will need to supplement the guidelines of CCPM to fully do resource allocation in this environment. Project leaders will likely fight over what steps to postpone when facing resource contention and therefore the company needs to know how to properly manage these internal conflicts in order to implement Critical Chain successfully. The solution to the right prioritarization is explained by Goldratt to be in terms of the completion dates of the projects. This is again a clear link to management of production orders, where tasks' priorities are determined by the due dates of the orders.

	When running multiple projects at the same time, the buffers earlier defined are not adequate. Both project buffers, feeding buffers and resource buffers are protecting the individual project. Looking at multiple projects, the bottleneck needs to be identified to protect the overall performance of the organization. Therefore a new buffer is needed; the bottleneck buffer. There are no rules for the size of the bottleneck buffer but it is placed before a shared bottleneck between all projects. Eg. if all projects in a company needs to have work done by the same department with limited resources, all project paths leading to that department should include a bottleneck buffer to account for delays<ref name=critical></ref>.		When running multiple projects at the same time, the buffers earlier defined are not adequate. Both project buffers, feeding buffers and resource buffers are protecting the individual project. Looking at multiple projects, the bottleneck needs to be identified to protect the overall performance of the organization. Therefore a new buffer is needed; the bottleneck buffer. There are no rules for the size of the bottleneck buffer but it is placed before a shared bottleneck between all projects. Eg. if all projects in a company needs to have work done by the same department with limited resources, all project paths leading to that department should include a bottleneck buffer to account for delays<ref name=critical></ref>.

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:40:18Z

Limitations and critique

← Older revision		Revision as of 13:40, 6 May 2023
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	For all projects, CCPM has its limitations and is critisized by some of its characteristics:		For all projects, CCPM has its limitations and is critisized by some of its characteristics:


	* '''A RCPSP solution'''<p>An obvious constraint to CCPM is that it is a solution to the resource-constrained project scheduling problem (RCPSP). This means that other problems in terms of resourcing eg. resource leveling problem or the multi-mode resource constrained project scheduling project (MRCPSP) are not addressed. Furthermore, RCPSP has the objective to minimize the duration of the project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality is challenged in RCPSP since the tight deadlines risk resources to deprioritize quality. In other words, the methodology deals with only project management success and not project success which depends on the derived value of the project’s deliverables. <ref name=pbbok> pmbok® (2021), "A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition and the Standard for Project Management (english)", Project Management Institute, Inc </ref>. The importance of being on time is not universal across projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.</p>		* '''A RCPSP solution'''<p>An obvious constraint to CCPM is that it is a solution to the resource-constrained project scheduling problem (RCPSP). This means that other problems in terms of resourcing eg. resource leveling problem or the multi-mode resource constrained project scheduling project (MRCPSP) are not addressed. Furthermore, RCPSP has the objective to minimize the duration of the project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality is challenged in RCPSP since the tight deadlines risk resources to deprioritize quality. In other words, the methodology deals with only project management success and not project success which depends on the derived value of the project’s deliverables. <ref name=pbbok> pmbok® (2021), "A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition and the Standard for Project Management (english)", Project Management Institute, Inc </ref>. The importance of being on time is not universal across projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:39:58Z

Limitations and critique

← Older revision		Revision as of 13:39, 6 May 2023
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	* '''The buffer estimates'''<p>In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple.		* '''The buffer estimates'''<p>In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple. Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given estimates to systematically improve the task estimates that are forecasted in the planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On the merits and pitfalls of critical chain scheduling", Paper presented at PMI® Research Conference 2000: Project Management Research at the Turn of the Millennium, Paris, France. Newtown Square, PA: Project Management Institute </ref>.</p>

	Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given estimates to systematically improve the task estimates that are forecasted in the planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On the merits and pitfalls of critical chain scheduling", Paper presented at PMI® Research Conference 2000: Project Management Research at the Turn of the Millennium, Paris, France. Newtown Square, PA: Project Management Institute </ref>.</p>


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	* '''Lack of continuous improvements'''<p>A critical chain is not permanent during the lifecycle of the project and its relevance can change.		* '''Lack of continuous improvements'''<p>A critical chain is not permanent during the lifecycle of the project and its relevance can change. Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.</p>
	Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:39:24Z

Limitations and critique

← Older revision		Revision as of 13:39, 6 May 2023
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	* '''Lack of continuous improvements'''<p>		* '''Lack of continuous improvements'''<p>A critical chain is not permanent during the lifecycle of the project and its relevance can change.
	A critical chain is not permanent during the lifecycle of the project and its relevance can change.
	Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.</p>		Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:39:06Z

Limitations and critique

← Older revision		Revision as of 13:39, 6 May 2023
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	* '''The buffer estimates'''<p>In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple.		* '''The buffer estimates'''<p>In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple.

	Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given estimates to systematically improve the task estimates that are forecasted in the planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On the merits and pitfalls of critical chain scheduling", Paper presented at PMI® Research Conference 2000: Project Management Research at the Turn of the Millennium, Paris, France. Newtown Square, PA: Project Management Institute </ref>.		Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given estimates to systematically improve the task estimates that are forecasted in the planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On the merits and pitfalls of critical chain scheduling", Paper presented at PMI® Research Conference 2000: Project Management Research at the Turn of the Millennium, Paris, France. Newtown Square, PA: Project Management Institute </ref>.</p>
	</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:38:21Z

Limitations and critique

← Older revision		Revision as of 13:38, 6 May 2023
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	'''~~A RCPSP solution~~''' <br>		* '''Focus on delays in general'''<p>Another limitation to the methodology is the heavy focus on delays instead of budget overruns. Even if the project is finished on time, the project management success will suffer from a cost overrun in e.g. the case of too many resources allocated. With CCPM the focus on delays is also very general since the methodology deals with the underlying reasons for delays in all projects by targeting the student syndrome and parkinson's law. Contrary, specific uncertainties to delays are managed through risk assessment and risk mitigation tools. Unlike risk project management methodologies, CCPM is not addressing the potential rootcauses to delays for specific projects<ref name=criticallook> </ref>.</p>
	~~An obvious constraint~~ to ~~CCPM is that it~~ is ~~a solution to~~ the ~~resource-constrained project scheduling problem (RCPSP). This means that other problems in terms~~ of ~~resourcing eg~~. ~~resource leveling problem or~~ the ~~multi-mode resource constrained~~ project ~~scheduling~~ project ~~(MRCPSP) are not addressed~~. ~~Furthermore, RCPSP has~~ the ~~objective to minimize the duration~~ of the ~~project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality~~ is ~~challenged in RCPSP~~ since ~~the tight deadlines risk resources to deprioritize quality. In other words,~~ the methodology deals with ~~only project management success and not project success which depends on~~ the ~~derived value of~~ the ~~project’s deliverables~~. ~~<ref name=pbbok> pmbok® (2021)~~, ~~"A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition~~ and ~~the Standard for Project Management (english)"~~, ~~Project Management Institute, Inc </ref>. The importance of being on time~~ is not ~~universal across~~ projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.

	~~'''Focus on delays in general''' <br>~~
	Another limitation to the methodology is the heavy focus on delays instead of budget overruns. Even if the project is finished on time, the project management success will suffer from a cost overrun in e.g. the case of too many resources allocated. With CCPM the focus on delays is also very general since the methodology deals with the underlying reasons for delays in all projects by targeting the student syndrome and parkinson's law. Contrary, specific uncertainties to delays are managed through risk assessment and risk mitigation tools. Unlike risk project management methodologies, CCPM is not addressing the potential rootcauses to delays for specific projects<ref name=criticallook> </ref>.

	'''Focus on human resources''' <br>		* '''Focus on human resources'''<p>CPPM deals with one type of resource: humans but other resource-types such as money, equipment or energy are not taken into account during the planning using CCPM. </p>
	CPPM deals with one type of resource: humans but other resource-types such as money, equipment or energy are not taken into account during the planning using CCPM.

	~~'''The buffer estimates''' <br>~~
	In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple.

	~~Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given~~ estimates ~~to systematically improve~~ the task ~~estimates that~~ are ~~forecasted in~~ the ~~planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On~~ the ~~merits~~ and ~~pitfalls of critical chain scheduling"~~, ~~Paper presented at PMI® Research Conference 2000: Project Management Research at~~ the ~~Turn~~ of the ~~Millennium, Paris, France~~. ~~Newtown Square, PA: Project Management Institute </ref>~~.		* '''The buffer estimates'''<p>In the methodology all task durations are cut by the same percentage despite the fact that people have different experiences in estimating and will overestimate task durations to different degrees. Therefore, it can be argued that a more detailed method to compute the size of the project buffers is needed. Always relying on the median of a right-skewed probability distribution might be too simple.

	~~'''Multitasking''' <br>~~		Other than computation of buffers, there are also no rules or methods in CCPM to measure the preciseness of the given estimates to systematically improve the task estimates that are forecasted in the planning phase of all projects<ref name=Herroelen>Herroelen, W. & Leus, R. (2000), "On the merits and pitfalls of critical chain scheduling", Paper presented at PMI® Research Conference 2000: Project Management Research at the Turn of the Millennium, Paris, France. Newtown Square, PA: Project Management Institute </ref>.
	~~The “no multitasking” can be difficult for PMs~~ to ~~enforce in a typical project environment consisting~~ of ~~multiple projects with shared resources. Multitasking is described as~~ the ~~root~~ to ~~many problems in project planning by Goldratt. He clearly speaks his case when highlighting bottleneck resources that may increase flowtime of~~ the ~~individual~~ task ~~if they~~ are ~~working on other non-critical tasks~~ in ~~parallel. However, multitasking can also benefit~~ the ~~organization and improve productivity in some cases~~<ref name=Herroelen> ~~</ref>~~. ~~A study by McCollum and Sherman (1991) found that matrix organizations with ressources working in multiple projects proved to be effective <ref name=Matrix>J. K. McCollum and J~~. ~~D. Sherman~~ (~~1991~~), "~~The effects of matrix organization size~~ and ~~number~~ of ~~project assignments on performance~~", ~~in IEEE Transactions on Engineering~~ Management, ~~vol. 38~~, no. 1, ~~pp. 75-78~~</ref>.		</p>

	~~'''Demotivation and stress''' <br>~~
	The removal of reachable milestones and key dates for hand-ins have been criticized since these sub-successes are seen as a motivational factor for project participants. Some state that other than demotivating, it is even disrespectful driving the resources to work at 50% confidence levels knowing that only half of them will finish their task on expected time. It can be argued whether the work environment is healthy if all resources are pressured to finish deliverables as fast as possible which can result in stress <ref name=roland></ref>.

	'''Lack of continuous improvements''' <br>		* '''Multitasking'''<p>The “no multitasking” can be difficult for PMs to enforce in a typical project environment consisting of multiple projects with shared resources. Multitasking is described as the root to many problems in project planning by Goldratt. He clearly speaks his case when highlighting bottleneck resources that may increase flowtime of the individual task if they are working on other non-critical tasks in parallel. However, multitasking can also benefit the organization and improve productivity in some cases<ref name=Herroelen> </ref>. A study by McCollum and Sherman (1991) found that matrix organizations with ressources working in multiple projects proved to be effective <ref name=Matrix>J. K. McCollum and J. D. Sherman (1991), "The effects of matrix organization size and number of project assignments on performance", in IEEE Transactions on Engineering Management, vol. 38, no. 1, pp. 75-78</ref>.</p>


			* '''Demotivation and stress'''<p>The removal of reachable milestones and key dates for hand-ins have been criticized since these sub-successes are seen as a motivational factor for project participants. Some state that other than demotivating, it is even disrespectful driving the resources to work at 50% confidence levels knowing that only half of them will finish their task on expected time. It can be argued whether the work environment is healthy if all resources are pressured to finish deliverables as fast as possible which can result in stress <ref name=roland></ref>. </p>


			* '''Lack of continuous improvements'''<p>
	A critical chain is not permanent during the lifecycle of the project and its relevance can change.		A critical chain is not permanent during the lifecycle of the project and its relevance can change.
	Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.		Continuous improvements are needed in the case of changes in the critical sequences. The critical chain is only critical as long as it is the indicator of the project’s duration and it can therefore be argued that CCPM is not capable of standing alone without the use of the TOC methodology. In larger projects it will be difficult for the PM to monitor and change the critical chain continuously since changing the Critical Chain will also change the placement of many of the buffers.<ref name=Herroelen> </ref>. In practice, intelligent scheduling algorithms are needed to efficiently manage these changes to the Critical Chain.</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:32:53Z

Limitations and critique

← Older revision		Revision as of 13:32, 6 May 2023
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	For all projects, CCPM has its limitations and is critisized by some of its characteristics:		For all projects, CCPM has its limitations and is critisized by some of its characteristics:

	* '''A RCPSP solution''<p>An obvious constraint to CCPM is that it is a solution to the resource-constrained project scheduling problem (RCPSP). This means that other problems in terms of resourcing eg. resource leveling problem or the multi-mode resource constrained project scheduling project (MRCPSP) are not addressed. Furthermore, RCPSP has the objective to minimize the duration of the project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality is challenged in RCPSP since the tight deadlines risk resources to deprioritize quality. In other words, the methodology deals with only project management success and not project success which depends on the derived value of the project’s deliverables. <ref name=pbbok> pmbok® (2021), "A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition and the Standard for Project Management (english)", Project Management Institute, Inc </ref>. The importance of being on time is not universal across projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.</p>		* '''A RCPSP solution'''<p>An obvious constraint to CCPM is that it is a solution to the resource-constrained project scheduling problem (RCPSP). This means that other problems in terms of resourcing eg. resource leveling problem or the multi-mode resource constrained project scheduling project (MRCPSP) are not addressed. Furthermore, RCPSP has the objective to minimize the duration of the project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality is challenged in RCPSP since the tight deadlines risk resources to deprioritize quality. In other words, the methodology deals with only project management success and not project success which depends on the derived value of the project’s deliverables. <ref name=pbbok> pmbok® (2021), "A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition and the Standard for Project Management (english)", Project Management Institute, Inc </ref>. The importance of being on time is not universal across projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.</p>

SigridEikemoThorgaard: /* Limitations and critique */

2023-05-06T13:31:45Z

Limitations and critique

← Older revision		Revision as of 13:31, 6 May 2023
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	For all projects, CCPM has its limitations and is critisized by some of its characteristics:		For all projects, CCPM has its limitations and is critisized by some of its characteristics:

			* '''A RCPSP solution''<p>An obvious constraint to CCPM is that it is a solution to the resource-constrained project scheduling problem (RCPSP). This means that other problems in terms of resourcing eg. resource leveling problem or the multi-mode resource constrained project scheduling project (MRCPSP) are not addressed. Furthermore, RCPSP has the objective to minimize the duration of the project subject to resource constraints but other objectives, such as quality, needs to be prioritized as well using other methodologies or tools than CCPM. Specifically quality is challenged in RCPSP since the tight deadlines risk resources to deprioritize quality. In other words, the methodology deals with only project management success and not project success which depends on the derived value of the project’s deliverables. <ref name=pbbok> pmbok® (2021), "A Guide To the Project Management Body of Knowledge (pmbok® Guide)– Seventh Edition and the Standard for Project Management (english)", Project Management Institute, Inc </ref>. The importance of being on time is not universal across projects and for many stakeholders, a project that exceeded the schedule but earned e.g. 10 times its costs back in profits would be considered a more succesful project than a project that only delivererd on time<ref name=criticallook> </ref>.</p>


	'''A RCPSP solution''' <br>		'''A RCPSP solution''' <br>

SigridEikemoThorgaard: /* Annotated Bibliography */

2023-05-06T13:22:39Z

Annotated Bibliography

← Older revision		Revision as of 13:22, 6 May 2023
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	* Ieee Engineering Management Review — 2004, Volume 32, Issue 2		* Ieee Engineering Management Review — 2004, Volume 32, Issue 2
	* DOI: 10.1109/EMR.2004.25048		* DOI: 10.1109/EMR.2004.25048
	The premise of CCPM is that uncertainty in task duration is one of the major factors in managing a project on time. This article sheds a critical light on the limitations of CCPM in terms of other factors such as ~~personal skills and leadership capabilities~~. Furthermore the article criticizes the link that Goldratt makes between production halls and project environments.		The premise of CCPM is that uncertainty in task duration is one of the major factors in managing a project on time. This article sheds a critical light on the limitations of CCPM in terms of other factors such as qualiy. Furthermore the article criticizes the link that Goldratt makes between production halls and project environments.