A Critical Look at Critical Chain Project Management

  title={A Critical Look at Critical Chain Project Management},
  author={T. Raz and R. Barnes and D. Dvir},
  journal={Project Management Journal},
  pages={24 - 32}
  • T. Raz, R. Barnes, D. Dvir
  • Published 2004
  • Computer Science
  • Project Management Journal
  • Critical Chain Project Management (CCPM) has emerged in the last few years as a novel approach for managing projects. In this paper the authors analyze the principles of CCPM, starting with a review of its key elements: reduction of duration estimates; buffer calculations; task completion notification; progress measurement; and priority setting. The authors continue with a CCPM critical analysis using evidence in the research literature and in practice. The points addressed include duration… CONTINUE READING
    131 Citations

    Figures, Tables, and Topics from this paper

    Explore Further: Topics Discussed in This Paper

    Traditional Critical Path Method versus Critical Chain ProjectManagement: A Comparative View
    • 8
    • PDF
    Critical Chain Method in Traditional Project and Portfolio Management Situations
    • 6
    • PDF
    Critical Chain Project Management Theory and Practice Critical Chain Project Management Theory and Practice
    • Highly Influenced
    • PDF
    Resource buffers in Critical Chain Project Management
    • 2
    • Highly Influenced
    Buffer Sizing Methods to Compare Critical Chain Project Management with Critical Path
    • 2
    Critical Chain project management : a case study in software Industry
    • PDF


    Why Projects Are “Always” Late: A Rationale Based on Manual Simulation of a PERT/CPM Network
    • 119
    • Highly Influential
    A Comparison of Exact Approaches for Solving the Multiple Constrained Resource, Project Scheduling Problem
    • 352
    • Highly Influential
    Project management in the fast lane
    • 35
    A Heuristic Model for Scheduling Large Projects with Limited Resources
    • 169
    The effects of matrix organization size and number of project assignments on performance
    • 36