- A Critical Chain Schedule

1998 ◽  
pp. 92-101
Keyword(s):  
Chain Schedule ◽  
Critical Chain

Study on the Schedule Management Methods of Projects Based on Critical Chain Technology

2014 ◽  
Vol 488-489 ◽  
pp. 1454-1457
Author(s):  
Ai Lin Zhang ◽  
Ting Ting Geng
Keyword(s):  
Project Management ◽  
Management Theory ◽  
Management Model ◽  
Traditional Schedule ◽  
Chain Schedule ◽  
Schedule Management ◽  
Critical Chain Project Management ◽  
Critical Chain

In view of the deficiency of the traditional schedule management methods in dealing with practical problems, on the basis of Dr. Goldratt s critical chain project management theory, the thesis optimizes his theory so as to build the critical chain schedule management model according to the actual needs of the program.

Meeting Project Deadlines Under Uncertainty: An Alternative to the Critical Chain Method

2011 ◽  
Author(s):  
Christoph H. Loch ◽  
Fabian J. Sting ◽  
Dirk Stempfhuber ◽  
Arnd Huchzermeier
Keyword(s):  
Critical Chain

scholarly journals A Critical Design Structure Method for Project Schedule Development under Rework Risks

2019 ◽  
Vol 11 (24) ◽  
pp. 7229
Author(s):  
Guofeng Ma ◽  
Jianyao Jia ◽  
Tiancheng Zhu ◽  
Shan Jiang
Keyword(s):  
Resource Constraints ◽  
Project Schedule ◽  
Management Tools ◽  
Simulation Methodology ◽  
Schedule Management ◽  
Critical Design ◽  
Design Structure ◽  
Activity Sequence ◽  
Impact Area ◽  
Critical Chain

In order to overcome the difficulty in quantifying rework by traditional project schedule management tools, this study proposes an innovative method, namely improved Critical Chain Design Structure Matrix (ICCDSM). From the perspective of information flow, the authors firstly make assumptions on activity parameters and interactions between activities. After that, a genetic algorithm is employed to reorder the activity sequence, and a banding algorithm with consideration of resource constraints is used to identify concurrent activities. Then potential criticality is proposed to measure the importance of each activity, and the rework impact area is implicated to indicate potential rework windows. Next, two methods for calculating project buffer are employed. A simulation methodology is used to verify the proposed method. The simulation results illustrate that the ICCDSM method is capable of quantifying and visualizing rework and its impact, decreases iterations, and improves the completion probability. In this vein, this study provides a novel framework for rework management, which offers some insights for researchers and managers.

Offshore Platform Turn Around Using the Critical Chain Project Management Method (CCPM)

2009 ◽  
Author(s):  
Jose Finocchio Junior ◽  
Marcelo Ramos Martins
Keyword(s):  
Project Management ◽  
Critical Path ◽  
Theory Of Constraints ◽  
Structured Interviews ◽  
Oil Platforms ◽  
Qualitative Approaches ◽  
Decision Making Processes ◽  
Critical Chain Project Management ◽  
Management Method ◽  
Critical Chain

The present study discusses the adequacy of the Critical Chain Project Management Method (CCPM) — also known as the Critical Chain Method — for scheduling projects involving shutdowns on oil platforms, as such projects involve decision-making processes under risk conditions. The CCPM is based on the Theory of Constraints and aims at providing more precise and more clearly focused control instruments than those traditionally used in the Critical Path Method (CPM). The CCPM also indicates the best moments to act and where and how the action should be directed. The hypothesis underlying the research is that the CCPM portrays, more adequately than the CPM, the uncertainty that exists in a platform shutdown. This characteristic also makes it possible to draw up a schedule that is both more realistic and more challenging, as it addresses the goal of causing less interruption of production. On the basis of this hypothesis, the two main questions that oriented the entire investigation were: 1) Is the CCPM suitable for scheduling the shutdown of an offshore oil platform and, 2) What advantages might it have over the traditional methods in use? To answer these questions the authors reviewed the existing bibliography on the topic and made direct on-site observations during an actual shutdown. In addition, interviews were held with a number of specialists in the area using qualitative approaches, namely, semi-structured interviews, focus groups, and action research.

Integrating critical chain project management with last planner system for linear scheduling of modular construction

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tarek Salama ◽  
Ahmad Salah ◽  
Osama Moselhi
Keyword(s):  
Project Management ◽  
Control Procedure ◽  
Modular Construction ◽  
Content Type ◽  
Linear Scheduling ◽  
Last Planner System ◽  
Critical Chain Project Management ◽  
Last Planner ◽  
And Control ◽  
Critical Chain

Purpose The purpose of this paper is to present a new method for project tracking and control of integrated offsite and onsite activities in modular construction considering practical characteristics associated with this type of construction. Design/methodology/approach The design embraces building information modelling and integrates last planner system (LPS), linear scheduling method (LSM) and critical chain project management (CCPM) to develop tracking and control procedures for modular construction projects. The developed method accounts for constraints of resources continuity and uncertainties associated with activity duration. Features of proposed method are illustrated in a case example for tracking and control of modular projects. Findings Comparison between developed schedule and Monte Carlo simulation showed that baseline duration generated from simulation exceeds that produced by developed method by 12% and 10% for schedules with 50% and 90% confidence level, respectively. These percentages decrease based on interventions of members of project team in the LPS sessions. The case example results indicate that project is delayed 5% and experienced cost overrun of 2.5%. Originality/value Developed method integrated LPS, LSM and CCPM while using metrics for reliability assessment of linear schedules, namely, critical percent plan complete (PPCcr) and buffer index (BI). PPCcr and BI measure percentage of plan completion for critical activities and buffer consumption, respectively. The developed method provides a systematic procedure for forecasting look-ahead schedules using forecasting correction factor Δt and a newly developed tracking and control procedure that uses PPCcr and BI. Quantitative cost analysis is also provided to forecast and monitor project costs to prove the robustness of proposed framework.

scholarly journals Critical Chain Project Scheduling: Do Not Oversimplify

2002 ◽  
Vol 33 (4) ◽  
pp. 48-60 ◽  
Author(s):  
Willy Herroelen ◽  
Roel Leus ◽  
Erik Demeulemeester
Keyword(s):  
Project Management ◽  
Project Scheduling ◽  
Critical Review ◽  
Buffer Management ◽  
Direct Application ◽  
Theory Of Constraints ◽  
Management Literature ◽  
Critical Chain

Critical chain scheduling/Buffer management (CCS/BM)—the direct application of the theory of constraints (TOC) to project management—has received much attention in project management literature. There still is controversy over the merits and pitfalls of the CCS/BM methodology. This paper focuses on the fundamental elements of CCS/BM logic and pinpoints some intricacies that are not commonly referred to in the available literature. The authors’ analysis is based on a critical review of the relevant sources and experimentation with both commercial CCS/BM software and an internally developed CCS/BM-based tool.

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