Critical Chain Project Scheduling
INSTRUCTOR’S RESOURCE MANUAL
CHAPTER ELEVEN
Critical Chain Project Scheduling
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER 11
PROJECT PROFILE – Canada’s Oil Sands Recovery Projects
INTRODUCTION
11.1 THE THEORY OF CONSTRAINTS AND CRITICAL CHAIN PROJECT SCHEDULING Theory of Constraints Common Cause and Special Cause Variation
11.2 CCPM AND THE CAUSES OF PROJECT DELAY Method One: Overestimation of Individual Activity Durations Method Two: Project Manager Safety Margin Method Three: Anticipating Expected Cuts from Top Management
11.3 HOW PROJECT TEAMS WASTE THE EXTRA SAFETY THEY ACQUIRE Method One: The “Student Syndrome” Method Two: Failure to Pass Along Positive Variation Method Three: Negative Consequences of Multitasking Method Four: Delay Caused by Activity Path Merging
11.4 THE CRITICAL CHAIN SOLUTION TO PROJECT SCHEDULING Developing the Critical Chain Activity Network Critical Chain Solutions versus Critical Path Solutions
PROJECT PROFILE – BAE Systems and Critical Chain Project Management
11.5 CRITICAL CHAIN SOLUTIONS TO RESOURCE CONFLICTS
11.6 CRITICAL CHAIN PROJECT PORTFOLIO MANAGEMENT
PROJECT MANAGEMENT RESEARCH IN BRIEF – Advantages of Critical Chain Scheduling
11.7 REACTIONS TO CCPM
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case Study 11.1: Judy’s Hunt for Authenticity
Case Study 11.2: Ramstein Products, Inc.
Internet Exercises
Bibliography
TRANSPARENCIES
11.1 FIVE KEY STEPS IN THEORY OF CONSTRAINTS
11.2 DISTRIBUTION BASED ON COMMON CAUSE VARIATION
[pic]
11.3 DISTRIBUTION BASED ON MISINTERPRETATION OF VARIATION
[pic]
11.4 GAUSSIAN (LOG NORMAL) DISTRIBUTION
[pic]
11.5 STUDENT SYNDROME MODEL
[pic]
11.6 EFFECTS OF MULTITASKING ON ACTIVITY DURATIONS
[pic]
11.7 THE EFFECT OF MERGING MULTIPLE ACTIVITY PATHS
[pic]
11.8 REDUCTION ON PROJECT
CHAPTER ELEVEN
Critical Chain Project Scheduling
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER 11
PROJECT PROFILE – Canada’s Oil Sands Recovery Projects
INTRODUCTION
11.1 THE THEORY OF CONSTRAINTS AND CRITICAL CHAIN PROJECT SCHEDULING Theory of Constraints Common Cause and Special Cause Variation
11.2 CCPM AND THE CAUSES OF PROJECT DELAY Method One: Overestimation of Individual Activity Durations Method Two: Project Manager Safety Margin Method Three: Anticipating Expected Cuts from Top Management
11.3 HOW PROJECT TEAMS WASTE THE EXTRA SAFETY THEY ACQUIRE Method One: The “Student Syndrome” Method Two: Failure to Pass Along Positive Variation Method Three: Negative Consequences of Multitasking Method Four: Delay Caused by Activity Path Merging
11.4 THE CRITICAL CHAIN SOLUTION TO PROJECT SCHEDULING Developing the Critical Chain Activity Network Critical Chain Solutions versus Critical Path Solutions
PROJECT PROFILE – BAE Systems and Critical Chain Project Management
11.5 CRITICAL CHAIN SOLUTIONS TO RESOURCE CONFLICTS
11.6 CRITICAL CHAIN PROJECT PORTFOLIO MANAGEMENT
PROJECT MANAGEMENT RESEARCH IN BRIEF – Advantages of Critical Chain Scheduling
11.7 REACTIONS TO CCPM
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Case Study 11.1: Judy’s Hunt for Authenticity
Case Study 11.2: Ramstein Products, Inc.
Internet Exercises
Bibliography
TRANSPARENCIES
11.1 FIVE KEY STEPS IN THEORY OF CONSTRAINTS
11.2 DISTRIBUTION BASED ON COMMON CAUSE VARIATION
[pic]
11.3 DISTRIBUTION BASED ON MISINTERPRETATION OF VARIATION
[pic]
11.4 GAUSSIAN (LOG NORMAL) DISTRIBUTION
[pic]
11.5 STUDENT SYNDROME MODEL
[pic]
11.6 EFFECTS OF MULTITASKING ON ACTIVITY DURATIONS
[pic]
11.7 THE EFFECT OF MERGING MULTIPLE ACTIVITY PATHS
[pic]
11.8 REDUCTION ON PROJECT
Bibliography: TRANSPARENCIES 11.1 FIVE KEY STEPS IN THEORY OF CONSTRAINTS 11.2 DISTRIBUTION BASED ON COMMON CAUSE VARIATION [pic] 11.3 DISTRIBUTION BASED ON MISINTERPRETATION OF VARIATION [pic] 11.4 GAUSSIAN (LOG NORMAL) DISTRIBUTION [pic] 11.5 STUDENT SYNDROME MODEL [pic]