Critical Chain Project Management to cope with uncertainty
Critical Chain Project Management(CCPM) is an approach for managing project, initially developed by M. Goldratt and based on the Theory of Constraints(TOC) applied to project management. It has adquired increased importance since it has been proved to be an effective method to ensure project completed on time, reduction of project completition time, and increased resource productivity. The basics principle are: avoiding multi-tasking, focus on the critical chain tasks, aggregate all safety time to handle uncertainty
This article illustrates the theory behind the method, its application, [a comparison with the critical path method], and its limitation.
Critical Chain Project Management(CCPM) is a method to plan, execute, manage, and control both single and multi projects, which emphasizes the effects of resource allocation and activity duration uncertainty. CCPM is an outgrowth of the Theory of Constraints(TOC) and was introduced in 1997 in Eliyahu M. Goldratt’s book, “Critical Chain”[1] in response to many projects resulted in larger duration, increased cost, and less derivable than expected.
The Critical Chain method mainly differs from the traditional methodology, deriving from Critical Path, in how uncertainty is handled.
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