critical chain - Critical Chain Scheduling and Buffer...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
© 1998, Francis S. Patrick Page 1 Critical Chain Scheduling and Buffer Management • • • • • Getting Out From Between Parkinson's Rock and Murphy's Hard Place Francis S. “Frank” Patrick Focused Performance 908-974-8664 http://www.focusedperformance.com “Work expands to fill (and often exceed) the time allowed.” — Parkinson’s Law “Whatever can go wrong, will.” — Murphy’s Law Uncertainty is why we need project management. How we manage for uncertainty is at the core of improvement of project performance—getting projects done both faster and with better reliability of the promised deliverable dates. Project managers and teams need to shift their attention from assuring the achievement of task estimates and intermediate milestones to assuring the only date that matters—the final promised due date. Safety that is typically built into tasks to cover Murphy's Law is inefficient, leading to longer than necessary (or acceptable) schedules, and apparently ineffective, given the impact of Parkinson's Law from which many projects suffer. The approach to project management known as “Critical Chain Scheduling and Buffer Management” provides mechanisms to allow a “whole system” view of projects. It identifies and protects what's critical from inevitable uncertainty, and as a result, avoids major impact of Parkinson's Law at the task level while accounting for Murphy's Law at the project level. THE MAJOR PROBLEM AND CHALLENGE OF PROJECTS Project management must reconcile two conflicting aspects of projects — the increasingly important need for speed in project delivery and the equally important need for reliability in delivering the project as promised. Project management must deal with uncertainty in an attempt to deliver project outcomes with certainty. One way of thinking about how to deal with this conflict is to develop strategies to avoid expansion of project lead-time (Parkinson’s Law) while protecting against Murphy’s Law. The way we manage for uncertainty in projects is at the core of improvement of project performance, defined as getting projects done both faster and with better reliability of the promised final project due date. In most projects managed with commonly accepted practices, this uncertainty is dealt with by focusing on delivery of tasks with the seemingly reasonable belief that if individual tasks come in on time, the project will as well. Developed through the application of the Theory of Constraints to the subject of projects, “Critical Chain Scheduling” suggests the shifting of focus from assuring the achievement of task estimates and intermediate milestones to assuring the only date that matters—the final promised due date of a project. As a matter of fact, the scheduling mechanisms provided by Critical Chain Scheduling require the elimination of task due dates from project plans. One benefit is that it allows those who use it to avoid the significant impact of “Parkinson's Law;” i.e., work expanding to
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 8

critical chain - Critical Chain Scheduling and Buffer...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online