Critical Chain Method In Project Management

Are you one of those who think Critical Chain Method (CCM) is just another tedious methodology in project management? Well, I used to think so too! I mean, who cares about it, right? Unless you're studying for a PMP exam, you're better off not wasting your time on it. And even if you pass the exam, you're unlikely to use CCPM for actual project planning.?

I used to think the same until I discovered that I've actually been using some variation of the Critical Chain Method throughout my career - without even realizing it! If you're in the same boat, or just need a refresher, check out this article that defines CCPM and provides a real-world example of how to use it. You'll be amazed at how this technique can revolutionize your project management game!

What Is The Critical Chain Method?

The critical chain method was developed by Eliyahu M. Goldratt as part of his Theory of Constraints (TOC). It is a technique for managing project timelines that considers resource constraints—whether the people you’re staffing on the project are available to perform the work. Sounds basic, right?

In the Project Management Body of Knowledge (PMBOK), CCPM is considered a schedule network technique. To develop a project schedule using the critical chain method, you:

Define project activities. What work is required to complete the project?

Estimate task durations. How long does it take to complete each task?

Calculate buffer. Build in contingencies based on who is executing the work and how much time they have to dedicate to the project.

As a project manager, completing this type of scheduling exercise is likely second nature. You simply didn’t realize that this traditional project management practice had a fancy name: critical chain.

Critical Chain Method vs. Critical Path Method

Our discussion of the critical chain method may have reminded you of another project management process that the Project Management Institute (PMI) tests: the critical path method.?

You’ve probably been in a meeting where someone other than the project manager asks which tasks are on the critical path, but I doubt anyone has used the phrase “critical chain” outside of a PMP Bootcamp.

So, what’s the difference?

The CPM is a method that focuses on the sequence of tasks and activities required to complete a project within a given time frame. It identifies the critical path, which is the sequence of activities that takes the longest time to complete and determines the minimum time required to complete the project. The CPM assumes unlimited resources and does not take into account resource constraints or uncertainties.

On the other hand, the CCM is a technique that considers resource constraints and uncertainties in project planning and management. The CCM focuses on the critical chain, which is the longest sequence of dependent activities that includes resource dependencies and constraints. The CCM adds resource buffers to protect the project completion date from any potential delays or disruptions due to resource constraints or uncertainties.

Benefits of the Critical Chain Method

The critical chain method offers several important advantages relative to the critical path method. These benefits include:

• The critical chain methodology allocates resources 100% to the project. That way, if a task finishes early, you can proceed to the next task without encountering bottlenecks.
• The onus falls on the project manager to manage the buffer, rather than on the team to complete their activities within the estimated time frame. In practice, this means:
• If work is running behind schedule, team members do not need to feel pressured about missing a due date. Any late start “delays” simply eat into the buffer.
• If work is running ahead of schedule, team members no longer have any incentive to expand the work to fill the time to complete it (a phenomenon also known as Parkinson’s law.)
• Sequencing tasks without hard and fast due dates reduces the likelihood of student syndrome—when the project team delays starting a task until the last possible moment.