Critical Chain Project Scheduling - 3436 Words

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 â€Å"Student Syndrome† Method Two: Failure to Pass Along Positive†¦show more content†¦Common cause variation results from problems built into a system or process. This means the problem will exist regardless of outside variables (i.e. workers, machinery, etc.) Special cause variation is the result of a variable external to the system. These problems stem from a specific or unique condition (i.e. workers, machinery, etc.). It is important to understand the difference between the two because they require distinctly different methods of correction. Addressing the problem correctly can improve quality and reliability of output. However, misinterpreting a common cause variation as a special cause variation is a common and costly mistake. Managers begin to analyze and adjust the system assuming that the variation stems from a condition unique to their project when in reality it is an overarching organizational flaw. As a result, variation in quality and reliability may actual increase when managers attempt to compensate for what they mistakenly believe to be special cause variation. 4. What are the three reasons Goldratt argues are used to justify adding excessive amount of safety to our project duration estimates? In your project experiences, are these arguments justified? One way project teams add safety to duration estimates is to overestimate the time to complete individual activities. Team members may pad the activity time to ensure that they will be able to meet the promised deadline. This padding is augmented by theShow MoreRelatedEssay Project Management824 Words   |  4 PagesDjenane Jeanty Project Management Context Professor C. Lennon Module V 11.17.12 Abstract Project managers carefully manage slack on sensitive resource-limited projects (Larson and Gray, p.295). If possible, they will add slack at the end of the project by committing to a completion date that goes beyond the scheduled date. Eliyahu Goldratt (1997) advocates an alternative approach to managing slack. He championed the â€Å"theory of constraints† and has coined the term â€Å"critical-chain† recognizingRead MoreCritical Chain By Dr. Eliyahu Goldratt1348 Words   |  6 PagesSummary of Critical Chain novel Critical Chain is a novel that wrote by Dr. Eliyahu Goldratt. 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