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Critical
Chain
By
Rising Mercury
The
Solution
blend project management with TOC
Project
Theory of
Enables us to manage Projects
nables us to manage costs and protect throughput Critical
Chain Project
Management
Constraints
Management
by
Eliyahu M Goldratt ( 1947
2011)
ule project with aggressive duration estimates. Avoid safety buffers in individual
Probability
50% Chances
80% Chances
90% Chances
30%
Chances
Time
Safety / Buffer
Let
ake
ut
Add
us
down
a resources
resource
consider
activity
feasible
a simple
durations
latest
project
start schedule
Duration
1
2
1
2
Activity
1
0
9
6
START
3
5
D
3
2
B,E
4
6
6
B,E
1
2
7
C
Critical Chain
3
2
END
STEP
:Exploit the
TEP
1 : 2Identify
theconstraint
constraint
Use buffers
protection
againstchain
risk of our project
onstraint
in our for
project
is the Critical
1
11
0
0
STAR
T
START
B1
B
3
3
3
3F
F
TOC
IN
1
4
FB
D
4
EXECUTION
4
6
6
2
2
A,E
A,E
RB
2
2
5
5
B,E
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6
B,E
Critical Chain
2
6
B,E 1
1
7
C
7
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8
FB
8
E
0
0
EN
Project
Buffer
D
END
BUFFE
Buffers act as status indicators for project.
RS
Project Buffer Placed between last activity and project dead line.
Protects project against odds
Safebuffer
zone
Feeding
Placed at merging points between critical chain and feeding chains.
Protects feeding chains against odds
Resource buffer Placed alongside of the critical chain
Ensures Alert
timely availability of critical resources
BUFFER
Buffer acts as protection
Take action
START
FB
RB
A,E
3
Project
END
Buffer
B,E
1
B,E
E
FB
The
extent
consumption
indicates the health of the project
Critical
Chain of their
Feeding
Chains
F
TOC IN
EXECUTION
EP
TEP34: :Subordinate
Eliminate the
everything
constraint
else
from
to system
the critical chain
1
Continuous
EN
8
2
6
Improvement
D
A chain is only as strong as its weakest
l
B
START
FB
Project
Buffer
RB
A,E
B,E
1
FB
Thank you