A Comparison of Critical Chain Project Management (CCPM) Buffer Sizing Techniques

2001 ◽  
Author(s):  
Greg Kokoskie
Keyword(s):  
Project Management ◽  
Buffer Sizing ◽  
Critical Chain Project Management ◽  
Critical Chain

Incorporation of resource reliability into critical chain project management buffer sizing

2019 ◽  
Vol 58 (20) ◽  
pp. 6130-6144 ◽  
Author(s):  
Seyed Ashkan Zarghami ◽  
Indra Gunawan ◽  
Graciela Corral de Zubielqui ◽  
Bassam Baroudi
Keyword(s):  
Project Management ◽  
Buffer Sizing ◽  
Critical Chain Project Management ◽  
Critical Chain

Buffer Sizing Methods to Compare Critical Chain Project Management with Critical Path

2016 ◽  
Vol 7 (3) ◽  
pp. 74-87 ◽  
Author(s):  
Mohammed Shurrab ◽  
Ghaleb Abbasi
Keyword(s):  
Project Management ◽  
Standard Deviation ◽  
Critical Path ◽  
Sum Of Squares ◽  
Critical Path Method ◽  
Body Of Knowledge ◽  
Buffer Sizing ◽  
Project Plan ◽  
Critical Chain Project Management ◽  
Critical Chain

Critical Chain Project Management (CCPM) provided a tangible progress to the Project Management Body of Knowledge. The critical chain project management (CCPM) differs from the traditional Critical Path Method (CPM) which includes never changing resource dependencies. CCPM improves the project plan by aggregating uncertainty into buffers at the end of activity paths. In this research, one hundred twenty random projects were generated and analyzed using Microsoft Project software according to the traditional CPM and the CCPM once using the sum of squares (SSQ) method and another using the cut & past (C&PM) method. CCPM-SSQ method revealed an average savings of 13% and 43% in duration and cost, with a standard deviation of 21 and 11 for duration and cost respectively. While the CCPM-C&PM method revealed an average overestimation of about 2% in duration and 43% savings in cost, with a standard deviation of 25 and 11 for duration and cost respectively.

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.

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