Critical path vs. critical chain - Revision history

S183592: /* Annotated bibliography */

2023-05-08T16:18:03Z

Annotated bibliography

← Older revision		Revision as of 16:18, 8 May 2023
Line 231:		Line 231:


	'''~~PMBOK~~ Guide - A Guide to the Project Management Body of Knowledge. 6th ed.''' <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>		'''PMBOK® Guide - A Guide to the Project Management Body of Knowledge. 6th ed.''' <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>

	In the ~~PMBOK~~ Guide, Sixth edition, chapter 6, the basics of plan schedule management are laid out. It defines the important elements of a project plan and goes into detail on tools and techniques of sequencing of activities. This book is more a reference-book than a textbook, perfect for looking up terms and quickly get an overview of the desired subject. As written: <br>		In the PMBOK® Guide, Sixth edition, chapter 6, the basics of plan schedule management are laid out. It defines the important elements of a project plan and goes into detail on tools and techniques of sequencing of activities. This book is more a reference-book than a textbook, perfect for looking up terms and quickly get an overview of the desired subject. As written: <br>

	''"This PMBOK® Guide is different from a methodology. A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline. This PMBOK® Guide is a foundation upon which organizations can build methodologies, policies, procedures, rules, tools and techniques, and life cycle phases needed to practice project management."'' - Ch. 1, p. 2		''"This PMBOK® Guide is different from a methodology. A methodology is a system of practices, techniques, procedures, and rules used by those who work in a discipline. This PMBOK® Guide is a foundation upon which organizations can build methodologies, policies, procedures, rules, tools and techniques, and life cycle phases needed to practice project management."'' - Ch. 1, p. 2

S183592: /* Software */

2023-05-08T16:16:34Z

Software

← Older revision		Revision as of 16:16, 8 May 2023
Line 208:		Line 208:
	* '''Aurora CCPM:''' Manages project schedules in real-time and aligns with project requirements. Interfaces with Primavera P6, Microsoft Project, Oracle, etc. <ref> Aurora CCPM. Accessed May 5, 2023. https://aurora-ccpm.com/.</ref>		* '''Aurora CCPM:''' Manages project schedules in real-time and aligns with project requirements. Interfaces with Primavera P6, Microsoft Project, Oracle, etc. <ref> Aurora CCPM. Accessed May 5, 2023. https://aurora-ccpm.com/.</ref>

	~~More knowledge about different~~ programs and ~~softwares helpfull~~ in project management can be found in the article "Critical Chain Project Management" by ProProfs <ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>.		Additional information on various programs and software used in project management scheduling can be found in the article "Critical Chain Project Management" by ProProfs <ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>.

	== Limitations ==		== Limitations ==

S183592: /* Software */

2023-05-08T16:13:53Z

Software

← Older revision		Revision as of 16:13, 8 May 2023
Line 208:		Line 208:
	* '''Aurora CCPM:''' Manages project schedules in real-time and aligns with project requirements. Interfaces with Primavera P6, Microsoft Project, Oracle, etc. <ref> Aurora CCPM. Accessed May 5, 2023. https://aurora-ccpm.com/.</ref>		* '''Aurora CCPM:''' Manages project schedules in real-time and aligns with project requirements. Interfaces with Primavera P6, Microsoft Project, Oracle, etc. <ref> Aurora CCPM. Accessed May 5, 2023. https://aurora-ccpm.com/.</ref>

	More knowledge about different programs ~~used for this subject~~ can be found ~~here: (~~<ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>)		More knowledge about different programs and softwares helpfull in project management can be found in the article "Critical Chain Project Management" by ProProfs <ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>.

	== Limitations ==		== Limitations ==

S183592 at 16:10, 8 May 2023

2023-05-08T16:10:52Z

← Older revision		Revision as of 16:10, 8 May 2023
Line 18:		Line 18:
	* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />		* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />
	* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.		* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.


	== History ==		== History ==
Line 148:		Line 147:
	'''Lag:''' <br />		'''Lag:''' <br />
	The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>		The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>


	== Critical chain ==		== Critical chain ==

S183592 at 16:10, 8 May 2023

2023-05-08T16:10:29Z

← Older revision		Revision as of 16:10, 8 May 2023
Line 18:		Line 18:
	* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />		* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />
	* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.		* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.


	== History ==		== History ==
Line 147:		Line 148:
	'''Lag:''' <br />		'''Lag:''' <br />
	The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>		The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>


	== Critical chain ==		== Critical chain ==

S183592: /* Critical chain */

2023-05-08T16:09:58Z

Critical chain

← Older revision		Revision as of 16:09, 8 May 2023
Line 195:		Line 195:

	The buffers are placed with respect to the calculated network and the resources available. Possible bottlenecks should be in focus, as well as the resources available.		The buffers are placed with respect to the calculated network and the resources available. Possible bottlenecks should be in focus, as well as the resources available.

	<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref>		<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref>

S183592 at 16:09, 8 May 2023

2023-05-08T16:09:22Z

← Older revision		Revision as of 16:09, 8 May 2023
Line 18:		Line 18:
	* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />		* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />
	* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.		* '''A critical chain identifies the longest sequence of activities to be finished in order to end the project also considering resource constraints''' <ref> Genius ERP. "What You Need to Know About Critical Chain Project Management." Accessed May 5, 2023. https://www.geniuserp.com/blog/what-you-need-to-know-about-critical-chain-project-management.</ref>.


	== History ==		== History ==
Line 28:		Line 27:
	The critical chain method, also known as CCPM, was later developed by Dr. Eliyahu M. Goldratt in 1997, building on his theory of constraints. He was very focused on limiting factors such as bottlenecks in order to get a project done on time, which led him to develop this method which does not only consider dependencies between activities of a project but also the resource constraints such as people, equipment, and space.		The critical chain method, also known as CCPM, was later developed by Dr. Eliyahu M. Goldratt in 1997, building on his theory of constraints. He was very focused on limiting factors such as bottlenecks in order to get a project done on time, which led him to develop this method which does not only consider dependencies between activities of a project but also the resource constraints such as people, equipment, and space.
	<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref> <ref> AIMS Education, UK. "Understanding the Basics of Critical Chain Project Management." YouTube video, 12:22. May 10, 2019. https://www.youtube.com/watch?v=zLIdQLkWKjM&ab_channel=AIMSEducation%2CUK. </ref>		<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref> <ref> AIMS Education, UK. "Understanding the Basics of Critical Chain Project Management." YouTube video, 12:22. May 10, 2019. https://www.youtube.com/watch?v=zLIdQLkWKjM&ab_channel=AIMSEducation%2CUK. </ref>


	== Glossary ==		== Glossary ==
Line 94:		Line 92:
	\| The difference between the early start and the late start, or the early finish and the late finish, of an activity.		\| The difference between the early start and the late start, or the early finish and the late finish, of an activity.
	\|}		\|}


	== Critical path ==		== Critical path ==
Line 140:		Line 137:

	The duration of the whole project is calculated to be 16 days and activities A, C, D, E, F, and G are on the critical path.		The duration of the whole project is calculated to be 16 days and activities A, C, D, E, F, and G are on the critical path.


	==== Extending the method ====		==== Extending the method ====
Line 151:		Line 147:
	'''Lag:''' <br />		'''Lag:''' <br />
	The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>		The lag is extra waiting time tied to the relationships between activities, without work or resource impact. In a building project, this could be a waiting time of 28 days for the concrete to dry before the walls can be installed. the relationship would be finish-start, and have a lag of 28 working days. <ref> Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 6th ed. Project Management Institute, 2017. ISBN 978-1628251845. </ref>


	== Critical chain ==		== Critical chain ==
Line 202:		Line 197:

	<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref>		<ref>Asana. "Critical Chain Project Management." Accessed May 5, 2023. https://asana.com/resources/critical-chain-project-management. </ref>


	== Software ==		== Software ==
Line 216:		Line 210:

	More knowledge about different programs used for this subject can be found here: (<ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>)		More knowledge about different programs used for this subject can be found here: (<ref> ProProfs. "Critical Chain Project Management." Accessed May 5, 2023. https://www.proprofsproject.com/blog/critical-chain-project-management/. </ref>)


	== Limitations ==		== Limitations ==
Line 229:		Line 222:

	The terms in themselves are commonly used in the project management world, and much literature touches upon the subject of scheduling and how to make a plan most efficient. Even though different official institutes attempt to make guidelines and explanations for different existing project management phenomena, definitions are not always the same. Eliyahu Goldratt, the inventor of the critical chain method, was very concerned with the theory of constraints. In his book, Critical Chain<ref> Goldratt, Eliyahu M. Critical Chain. Great Barrington, MA: The North River Press, 1997. </ref>, he elaborates on defining the most critical sequence of events when resources are limited, calling it a critical 'chain' instead of 'path'. The Project Management Institute (PMI) as well as many other institutions teaching about project management uses the term critical chain in the same way as described by Goldratt, but in the British standard; Project Management: Managing Successful Projects with PRINCE2<ref> Axelos. "Project Management: Managing Successful Projects with PRINCE2, 6th Edition." The Stationery Office, 2017. </ref>, the term 'critical chain' is not even mentioned once, and instead, they stick to just using the term 'critical path' also when discussing resource constraints in relation to the critical path. As the word 'chain' in itself is not self-explanatory as to why it also considers resources, the similarity in terminology between 'path' and 'chain', as both refer to a sequence of elements, could be argued as a possible explanation for the confusion between the two phenomena, as well as the fact that the term 'critical chain' is not an as well established term as 'critical path'.		The terms in themselves are commonly used in the project management world, and much literature touches upon the subject of scheduling and how to make a plan most efficient. Even though different official institutes attempt to make guidelines and explanations for different existing project management phenomena, definitions are not always the same. Eliyahu Goldratt, the inventor of the critical chain method, was very concerned with the theory of constraints. In his book, Critical Chain<ref> Goldratt, Eliyahu M. Critical Chain. Great Barrington, MA: The North River Press, 1997. </ref>, he elaborates on defining the most critical sequence of events when resources are limited, calling it a critical 'chain' instead of 'path'. The Project Management Institute (PMI) as well as many other institutions teaching about project management uses the term critical chain in the same way as described by Goldratt, but in the British standard; Project Management: Managing Successful Projects with PRINCE2<ref> Axelos. "Project Management: Managing Successful Projects with PRINCE2, 6th Edition." The Stationery Office, 2017. </ref>, the term 'critical chain' is not even mentioned once, and instead, they stick to just using the term 'critical path' also when discussing resource constraints in relation to the critical path. As the word 'chain' in itself is not self-explanatory as to why it also considers resources, the similarity in terminology between 'path' and 'chain', as both refer to a sequence of elements, could be argued as a possible explanation for the confusion between the two phenomena, as well as the fact that the term 'critical chain' is not an as well established term as 'critical path'.


	== Conclusion ==		== Conclusion ==

	The two methods critical path and critical chain are both very relevant methods of project management, as they are crucial for effectively managing project schedules, estimating project duration, and identifying task dependencies, and resource constraints. The critical path method is more focused on finding the most optimal schedule, whereas the critical chain method prioritizes resource utilization and project performance. While both methods have their benefits and drawbacks and their implementation depends on the specific project they are both important methods of scheduling projects and are both commonly used in today's project management. The techniques of the methods require skills to master, and programs are often used to manage the schedules of larger projects. The terms in themselves, 'critical path' and 'critical chain' are often confused, which could be due to their similarity in wording, and maybe also the fact that the term 'critical chain' is not as commonly used as 'critical path'.		The two methods critical path and critical chain are both very relevant methods of project management, as they are crucial for effectively managing project schedules, estimating project duration, and identifying task dependencies, and resource constraints. The critical path method is more focused on finding the most optimal schedule, whereas the critical chain method prioritizes resource utilization and project performance. While both methods have their benefits and drawbacks and their implementation depends on the specific project they are both important methods of scheduling projects and are both commonly used in today's project management. The techniques of the methods require skills to master, and programs are often used to manage the schedules of larger projects. The terms in themselves, 'critical path' and 'critical chain' are often confused, which could be due to their similarity in wording, and maybe also the fact that the term 'critical chain' is not as commonly used as 'critical path'.


	== Annotated bibliography ==		== Annotated bibliography ==
Line 277:		Line 268:

	It derives the technique of making an activity network and finding the critical path but does not touch upon the difference between the critical path and critical chain. In fact, the literature does not distinguish between the phenomena, and the name critical chain is not mentioned in the literature.		It derives the technique of making an activity network and finding the critical path but does not touch upon the difference between the critical path and critical chain. In fact, the literature does not distinguish between the phenomena, and the name critical chain is not mentioned in the literature.


	== References ==		== References ==

S183592 at 16:08, 8 May 2023

2023-05-08T16:08:31Z

← Older revision		Revision as of 16:08, 8 May 2023
Line 8:		Line 8:
	When activities have to finish before others can start, start before others can finish, or other relationships, paths of activity-dependencies form. The longest path of activities related to one another from start to finish of a project will be the most critical, as delays within this path will cause the whole project to be delayed. From this phenomenon, the definition of the critical path rises. The critical path is the longest path of dependent activities in a project schedule. In real life, the critical path will only be the most critical considering all resources (people, materials, space, etc.) available at all times. As soon as resources are limited, new dependencies can form, as seemingly unrelated activities cannot necessarily run simultaneously. <br />		When activities have to finish before others can start, start before others can finish, or other relationships, paths of activity-dependencies form. The longest path of activities related to one another from start to finish of a project will be the most critical, as delays within this path will cause the whole project to be delayed. From this phenomenon, the definition of the critical path rises. The critical path is the longest path of dependent activities in a project schedule. In real life, the critical path will only be the most critical considering all resources (people, materials, space, etc.) available at all times. As soon as resources are limited, new dependencies can form, as seemingly unrelated activities cannot necessarily run simultaneously. <br />
	Allocating resources, considering additional constraints, and viewing the project schedule holistically allows the manager to see the most critical chain of tasks within the project. The critical chain will be the longest path of activities considering activity independence ''and'' resource constraints as well. <br />		Allocating resources, considering additional constraints, and viewing the project schedule holistically allows the manager to see the most critical chain of tasks within the project. The critical chain will be the longest path of activities considering activity independence ''and'' resource constraints as well. <br />
	The article will take the reader through a historical perspective, review the methods of the two phenomena, and provide an example in order to get a more hands-on understanding. In the end, a discussion of the limitations and principle differences between the two phenomena will be made. Furthermore, the article also provides the reader with a useful glossary explaining the different terms associated with the two phenomena and project scheduling in general, as well as a list of useful programs/software for project scheduling. ~~<br />~~		The article will take the reader through a historical perspective, review the methods of the two phenomena, and provide an example in order to get a more hands-on understanding. In the end, a discussion of the limitations and principle differences between the two phenomena will be made. Furthermore, the article also provides the reader with a useful glossary explaining the different terms associated with the two phenomena and project scheduling in general, as well as a list of useful programs/software for project scheduling.

	<ref> ProofHub. "Critical Chain Management: How to Plan Projects and Maximize Efficiency." Accessed May 5, 2023. https://www.proofhub.com/articles/critical-chain-management. </ref>		<ref> ProofHub. "Critical Chain Management: How to Plan Projects and Maximize Efficiency." Accessed May 5, 2023. https://www.proofhub.com/articles/critical-chain-management. </ref>
	<ref> Designer, Edward. "Critical Path Method (CPM) vs Critical Chain Method (CCM) for PMP Exam." Accessed May 5, 2023. https://edward-designer.com/web/critical-path-method-vs-critical-chain-method-for-pmp-exam/.</ref>		<ref> Designer, Edward. "Critical Path Method (CPM) vs Critical Chain Method (CCM) for PMP Exam." Accessed May 5, 2023. https://edward-designer.com/web/critical-path-method-vs-critical-chain-method-for-pmp-exam/.</ref>

S183592 at 16:06, 8 May 2023

2023-05-08T16:06:43Z

S183592 at 15:57, 8 May 2023

2023-05-08T15:57:20Z

← Older revision		Revision as of 15:57, 8 May 2023
Line 104:		Line 104:

	{\| class="wikitable"		{\| class="wikitable"
	\|+ List of activities, dependencies and durations		\|+ List of activities and their dependencies and durations
	\|-		\|-
	! Activity !! Predecessor !! Successor !! Duration		! Activity !! Predecessor !! Successor !! Duration

← Older revision		Revision as of 16:06, 8 May 2023
Line 2:		Line 2:

	== Abstract ==		== Abstract ==
	~~This~~ article ~~attempts~~ to clarify the difference between two well-established ~~phenomena~~ in project scheduling, which are often confused: critical path and critical chain.		The purpose of this article is to clarify the difference between two well-established terms in project scheduling, which are often confused: critical path and critical chain.

	In project management, keeping track of critical project activities is key to managing a schedule. The critical path and critical chain are relevant to project management as these enable the project manager to properly manage the project schedule via e.g. accurate estimation of the project duration, and identification of task dependencies and resource constraints. <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />		In project management, keeping track of critical project activities is key to managing a schedule. The critical path and critical chain are relevant to project management as these enable the project manager to properly manage the project schedule via e.g. accurate estimation of the project duration, and identification of task dependencies and resource constraints. <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />

	When activities have to finish before others can start, start before others can finish, or other relationships, paths of activity-dependencies form. The longest path of activities related to one another from start to finish of a project will be the most critical, as delays within this path will cause the whole project to be delayed. From this phenomenon, the definition of the critical path rises. The critical path is the longest path of dependent activities in a project schedule. In real life, the critical path will only be the most critical considering all resources (people, materials, space, etc.) available at all times. As soon as resources are limited, new dependencies can form, as seemingly unrelated activities ~~not~~ necessarily ~~can~~ run ~~at the same time~~. <br />		When activities have to finish before others can start, start before others can finish, or other relationships, paths of activity-dependencies form. The longest path of activities related to one another from start to finish of a project will be the most critical, as delays within this path will cause the whole project to be delayed. From this phenomenon, the definition of the critical path rises. The critical path is the longest path of dependent activities in a project schedule. In real life, the critical path will only be the most critical considering all resources (people, materials, space, etc.) available at all times. As soon as resources are limited, new dependencies can form, as seemingly unrelated activities cannot necessarily run simultaneously. <br />
	Allocating resources, considering additional constraints, and viewing the project schedule holistically allows the manager to see the most critical chain of tasks within the project. The critical chain will be the longest path of activities considering activity independence ''and'' resource constraints as well. <br />		Allocating resources, considering additional constraints, and viewing the project schedule holistically allows the manager to see the most critical chain of tasks within the project. The critical chain will be the longest path of activities considering activity independence ''and'' resource constraints as well. <br />
	The article will take the reader through a historical perspective, review the methods of the two phenomena, and provide an example in order to get a more hands-on understanding. In the end, a discussion of the limitations and principle differences between the two phenomena will be made. Furthermore, the article also provides the reader with a useful glossary explaining the different terms associated with the two phenomena and project scheduling in general, as well as a list of useful programs/software for project scheduling. <br />		The article will take the reader through a historical perspective, review the methods of the two phenomena, and provide an example in order to get a more hands-on understanding. In the end, a discussion of the limitations and principle differences between the two phenomena will be made. Furthermore, the article also provides the reader with a useful glossary explaining the different terms associated with the two phenomena and project scheduling in general, as well as a list of useful programs/software for project scheduling. <br />
Line 15:		Line 15:
	== Core difference ==		== Core difference ==

	The terms critical path and critical chain differ in the sense that the critical path solely considers activity dependencies within scheduling, compared to the critical chain, which also ~~takes into account~~ external factors such as resource constraints, which may ultimately impact the actual duration of the project.		The terms critical path and critical chain differ in the sense that the critical path solely considers activity dependencies within scheduling, compared to the critical chain, which also considers external factors such as resource constraints, which may ultimately impact the actual duration of the project.

	* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />		* '''A critical path identifies the longest sequence of activities to be finished in order to end the project''' <ref> ProjectManager.com. "The Ultimate Guide to the Critical Path Method." Accessed May 5, 2023. https://www.projectmanager.com/guides/critical-path-method. </ref> <br />
Line 135:		Line 135:
	''Figure made by Sophia Lykke Andersen''		''Figure made by Sophia Lykke Andersen''

	The difference between the forward and backward pass is called the total float, also called slack. At activity B for instance, the total float is 2, as the difference between 10 and 12, or 11 and 13, is 2. Activities that can latest start the same day as they can earliest start will then have a total float of 0. Activities with a total float of zero will be on the critical path, as delays of these activities will delay the whole project. The below image swos the activity float for each activity (green) and marks the path with 0 total float, and therefore the critical path, with red: <br/>		The difference between the forward and backward pass is called the total float, also called slack. At activity B for instance, the total float is 2, as the difference between 10 and 12, or 11 and 13, is 2. Activities that can latest start the same day as they can earliest start will then have a total float of 0. Activities with a total float of zero will be on the critical path, as delays of these activities will delay the whole project. The below image swos the activity float for each activity (green) and marks the path with zero total float, and therefore the critical path, with red: <br/>

	[[File:SNetwork3.png\|1000px]] <br>		[[File:SNetwork3.png\|1000px]] <br>
Line 253:		Line 253:
	'''Project Management in Practice. 6th ed.'''<ref> Meredith, Jack R., and Mantel Jr, Samuel J. Project Management in Practice. 6th ed. Wiley, 2012. ISBN 978-1118140239. </ref>		'''Project Management in Practice. 6th ed.'''<ref> Meredith, Jack R., and Mantel Jr, Samuel J. Project Management in Practice. 6th ed. Wiley, 2012. ISBN 978-1118140239. </ref>

	This book provides a broad knowledge of project management and also holds a chapter specifically assigned to describing the elements surrounding Critical Chain: chapter 6.6 - Goldratt's Critical Chain. It focuses a lot on the ~~neccesety~~ of ~~resourses~~ to be accounted for in ~~sheduling~~, as it is written:		This book provides a broad knowledge of project management and also holds a chapter specifically assigned to describing the elements surrounding Critical Chain: chapter 6.6 - Goldratt's Critical Chain. It focuses a lot on the necessity of resources to be accounted for in scheduling, as it is written:

	''"To schedule work is also to schedule resource usage."'' - Ch. 6.6, p. 217		''"To schedule work is also to schedule resource usage."'' - Ch. 6.6, p. 217