Critical Chain Analysis Paper

The Critical Chain is the longest resource-leveled path through the schedule. The focus of managerial attention will remain barely fixed throughout the project. The duration of projects is dependent on resource availability to no lesser degree than on the logical sequence of activities. Instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer against the remaining durations of activities.

How do I start with CCM?

Identify the Project Constraint based on the Critical Path Network. Once defined the critical chain as the constraint to performing the project faster, look to reduce the planned time through the use of the Project-Task Estimates (in particularly the optimization estimation)

When estimating uncertain activities, project managers tend to allow for the uncertainty by using a conservative estimate. (This is not the same as "padding" an estimate which just arbitrarily adds time or money to an estimate - rather this is a conscious decision to prepare for the unknowns associated with the uncertain activity.) Buffer management removes the buffer from the activity estimate, thereby creating an aggressive activity estimate. The setting of aggressive activity goals will often result in a reduced activity duration. However, the risk is that now there is a much higher probability that the activity will finish late as compared to the plan. When this technique is used, the project manager needs to maintain a project-level schedule reserve to compensate for the activities that will be

The first is that which can be done generically without specific knowledge of the results of predecessor activities. The second is that which can only be done once the predecessor activities are complete. An example would be creating a project requirements document. A generic template can be created based upon the general understanding of the project. The specific requirements are identified based upon meetings with stakeholders or analysis of business processes. (One of the business benefits of a Project Management Office is that it develops and maintains these templates and generic activities, allowing projects to be accelerated through the use of them.) This technique only works with some activities, and requires the foresight to anticipate the need for the generic portion of the activity to be accomplished prior to the completion of the predecessor activities. Once an activity has started, there is no advantage to do the activity first in a generic manner and then in the project specific