Critical ChainCritical ChainTheory of Constraints in Project Management

Theory of Constraints in Project Management

FF

CC DD

AA BB EE GG

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

Student Syndrome: “I have sufficient time”

Parkinson’s Law: Work will take all available time

Murphy’s Law: Failure at the first step

Bad multitasking: “I do more in... more time”

Problems in projects

Task 1 Task 2 Task 3

Bad Multi-tasking

Tasks 1 and 2 are delayed

Task 1 Task 2 Task 3

No task was completed on time

Bad Multi-tasking

50% 80%probability

Estimating

50% 80%probability

50%

80%

Estimating

probability50%

80%

Estimating

FF

CC

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

DD

Project according to estimation

Step 1 – Identify the restriction

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

săptămâni

17 18 19 20 21

BB EE GG

50%

The project after moving the contingency

Step 2 – Exploit the restriction

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

25% 25%

The project after cutting the contingency in half

Step 2 – Exploit the restriction

The project with non-critical tasks

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

săptămâni

17 18 19 20 21

BB EE GG

25% 25%FF

CC DD

Step 3 – Subordinating to the restriction

FF

CC

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

DD

Feeding-buffer not consumed

FF

CC

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

DD

Feending buffer consumed

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

35%

15%

Monitoring the project

AA

161 2 3 4 5 6 7 8 9 10 11 12 13 14 15

weeks

17 18 19 20 21

BB EE GG

35%

60%

Monitoring the project

Good luckGood luck!!