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Critical Chain Project Management: A Case Study

1665 Words7 Pages

Babu A. and Suresh N. (1996) discusses that how the project crashing affects the balance of among time, cost, and quality in project management. Project crashing change of the balance of among time, cost, and quality and can affect project quality. Therefore, the project quality should also be taken into consideration along with the considering time and cost in project decisions. A methodology is developed to offer decision support for project crashing in this article. Project quality means that aggregating quality levels attained at the activities in three different ways using arithmetic mean, geometric mean, and the minimum functions. The solution of these models not only support our intuitions regarding the intertwined effects of time, cost, …show more content…

and Gomes J. (2016) study that success is perceived in different ways by all stakeholders involved. The research method adopted on this project can best be described as a single case study approach. These methodological approaches allow in-depth and multi-faceted explorations of complex issues and relations in order to investigate contemporary phenomena in its real-life context.

Izmailov A. at. al. (2016) discusses that how Critical chain project management (CCPM) impacts the efficiency of project management. Critical chain project management (CCPM), developed by Eliyahu M. Goldratt, is a method of planning and managing projects that emphasizes the resources required to perform project tasks. CCPM is a Theory of constraints (TOC) tool. Common problem list for almost all project types:
 Projects takes longer than planned
 Permanent budget overruns
 Payments not received in …show more content…

and Kashiwagi D. (2016) this project management model utilizes expertise instead of the traditional management, direction, and control (MDC). This new project management model is a leadership-based model instead of a management model. The practice of the new model requires a change in paradigm and project management structure. Some of the practices of this new paradigm include minimizing the flow of information and communications to and from the project manager [including meetings, emails and documents], eliminating technical communications, reducing client management, direction, and control of the vendor, and the hiring of vendors or personnel to do specific tasks. A vendors is hired only after they have clearly shown that they know what they are doing by showing past performance on similar projects, that they clearly understand how to create transparency to minimize risk that they do not control, and that they can clearly outline their project plan using a detailed milestone schedule including time, cost, and tasks all communicated in the language of

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