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critical chain project management

critical chain project management. e dina n agy lajos k iss szabolcs h ornyák. CCPM. c ritical c hain p roject m anagement d r. E liyahu M . G oldratt CCPM (1 997 ). CCPM. two important facts:

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critical chain project management

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  1. criticalchain project management edinanagylajoskissszabolcshornyák

  2. CCPM • critical chain project management • dr. Eliyahu M. Goldratt • CCPM(1997)

  3. CCPM • two important facts: • the duration of activity is variable, therefore cannot be 100% reliability and accuracy of estimate • the organization's resources are limited - there are logical and resource relations between the project's activities

  4. good enough is an important idea in developing critical-chain project plans. the procedure to develop the critical-chain plan ensures that the plan you build will be good enough.

  5. statistical background the statistical rule says that the uncertainty of the sum of the events is much less than the sum of the uncertainty for each event. you should consider Goldratt’s recommendation in context with his recommendation to reduce activity times in half.

  6. project and feeding buffer size twostrengths: • it is simple • provides a largeenoughbuffer weakness: • itdoesn’tallowyoutoexplicity account forknownvariationinthetasks.

  7. normal early-start schedule 2.1

  8. late-finish schedule

  9. with no resource contention, just add buffers

  10. with resources

  11. alternative ways to resolve resource conflict

  12. two alternatives with buffers

  13. references critical chain project managementsecond editionlawrence p. leachpp. 127-138 http://en.wikipedia.org/wiki/Critical_Chain_Project_Management

  14. thanks…

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