Critical chain project management (CCPM)
(Created page with " == History == == Overview of the method == == Core principles ==") |
|||
| Line 1: | Line 1: | ||
| + | Critical chain project management (CCPM) is a method of planning, executing and managing projects that are using the uncertainty as a possibility rather than as a threat. The methodology was developed by Dr. Eliyahu M. Goldratt in 1997. Goldratt´s Theory of constraints (TOC), and the following book called "Critical chain" was the root for this method. This theory consists of a collection of methods and algorithms that is meant to describe supply change management, and how to most effectively streamline getting ingredients or parts from the factory all the way to the distribution chain where that particular product is put onto market. The reason why Goldratt came up with this method was because projects often got delayed, there were increases in costs during the project and the deliverables were often less than first promised. Normal process of project planning, with a project team, what tasks that have to be accomplished and what sequence, must be defined before the method becomes useful. The main principle with this method is to strip off the possibility for people to start the project late or finish it early, and rather put some extra time into a buffer. | ||
== History == | == History == | ||
Revision as of 17:51, 10 September 2015
Critical chain project management (CCPM) is a method of planning, executing and managing projects that are using the uncertainty as a possibility rather than as a threat. The methodology was developed by Dr. Eliyahu M. Goldratt in 1997. Goldratt´s Theory of constraints (TOC), and the following book called "Critical chain" was the root for this method. This theory consists of a collection of methods and algorithms that is meant to describe supply change management, and how to most effectively streamline getting ingredients or parts from the factory all the way to the distribution chain where that particular product is put onto market. The reason why Goldratt came up with this method was because projects often got delayed, there were increases in costs during the project and the deliverables were often less than first promised. Normal process of project planning, with a project team, what tasks that have to be accomplished and what sequence, must be defined before the method becomes useful. The main principle with this method is to strip off the possibility for people to start the project late or finish it early, and rather put some extra time into a buffer.
