Free Critical Chain Project Management Case Study Example

The project management style that places more emphasis on the required resources that are needed in order to perform certain operations is known as the critical chain project management. Goldratt introduced this style. The style is different from the traditional techniques that are developed from the PERT algorithms and the critical path that places a lot of emphasis on the rigid scheduling and the task order. The critical chain style of management struggles to keep resources at the same level with the workload, but it needs that the resources should be flexible at the start of the project and adjust rapidly between the task chain and the task in order to place the project on schedule.
Q 2. When the management is using the traditional techniques, more than 30% of time is wasted and the resources are usually consumed at a higher rate because of the wasteful techniques such as the student syndrome and bad multi-tasking. The management style is commonly a sequence of both the resource dependencies and the precedence terminal elements that hinders the project from being done in a short period, because of being given limited resources.
The management style states that if the resources are not limited, the project critical path is the same as the projects critical chain. Embedded indicates that they are not involved in the scheme system, but must be recognized by researching on the resource requirements. The CCPM places more emphasis on the number of safety time added an obligation within the scheme into the buffer. It helps in reducing time wastage through improper multitasking, Parkinson’s Law, the student syndrome, and the poor synchronized integration.
The technique uses the buffers management skill as opposed to the earned value management skills, which is normally considered misleading. It is because earned value management methods do not differentiate the progress made on the scheme constraints from the progress that does not result from the constraints. The event chain techniques are usually capable of identifying the size of the scheme, the resource buffers, and the feeding.
Q3. The book is right about the issues that affects the typical project. The schematic plan is usually established in a fashion that is almost similar to that of the critical path. The plan is usually done from behind starting from the date a project was completed with every obligation commencing as late as possible. A specific time is allocated to every obligation. A second duration is usually implemented by specific software’s where one of the duration is considered a 50% probability time. The probability is usually expected to possess a higher chance of the project completion.
The capitals that are allocated to every obligation and the plan are usually resource estimated through the use of the aggressive duration. The longest leveled resource for a certain obligation that starts from the beginning to the hold of a certain scheme is then established as the critical chain. The reason for using 50% software estimates is that more than half of the project is considered to be accomplished before and the rest will be accomplished later, and hence, the variance of the scheme should be considered zero. Identifying that an obligation can take a lot of time rather than a less time because of the Parkinson’s Law or the student syndrome, CCPM can use the buffer technique to check on the schemes financial performance and the schedule.
The critical chain technique will be able to increase efficiency and reduce the amount of time that is consumed in performing a specific operation. This is because, as soon as the plan is established, the scheme is considered ready to commence. The network of the project is usually fixed and the size of the buffer is locked. It is because they are the key factors in determining and monitoring the financial performance and the schedule of the project. Without wasting time on the obligations of the individuals, the available capital is directed to the urgent tasks so that the task can be completed and be allocated to the next group or person. It is done in order to remove unnecessary multitasking. It is commonly done by offering priority data to the resource available.
The literature gives the similarities with a relay race. The elements of the scheme are encouraged to speed up as they perform their required duty in the project. The reason for this is to overcome the bent of doing extra work or delaying when time is available. The method opposes the tradition management techniques, which focused on the dates in which a task is started and when it is completed. The CCPM enhances the individuals in performing the task quickly without considering the time available.
Advocating the critical chain project management into our organization will work. This is because the techniques are based on the reduction of time used in performing a certain operation in a project. This is done in order to reduce delays in the organization and thus helping our organization to increase performance and eventually the level of output. The method opposes the tradition management techniques, which is currently used in our organization. The traditional scheme focuses on the dates in which a task is started and when it is completed. The CCPM enhances the individuals in performing the task quickly without considering the time available.
Some of the key challenges faced by CCPM includes that the project management is supposed to reconcile the two aspects of a project that are conflicting. The techniques are faced with the need of being reliable in delivering the project and it is supposed to speed up the delivery of the project. Solving this problem, the management of the project should attend to the uncertainty that is encountered in the attempt of delivering the outcomes of a project with certainty. The management should come up with strategies that will help in eliminating the expansion of Parkinson’s laws while trying to protect the Murphy’s laws.
According to those who support the method, monitoring is of great advantage in the critical chain techniques. It is due to the difference in duration each individual or group takes as it usually differs from the estimated 50. There is usually no need to ensure that the obligations are completed at the stated time, as the estimated time cannot be perfect. Instead, the buffer created should be monitored. The project is considered to be on target if the buffers consumption rate is slow.