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Critical Chain Project Management, Third Edition

Critical Chain Project Management, Third Edition

By (author): Lawrence P. Leach
Copyright: 2014
Pages: 360
ISBN: 9781608077359

Digital download and online $72.00 Qty:
This third edition of an Artech House bestseller is packed with fresh, field-tested insights on how to plan, lead, and complete projects with unprecedented efficiency. It provides project managers with expanded coverage on critical chain planning, multiple project selection and management, critical change project networks, new Lean techniques related to critical chain project management (CCPM), and effective strategies for bringing about the organizational change required to succeed. This cutting-edge work spells out all the CCPM techniques, tools, and theory managers need to develop critical chain solutions and apply them to their challenging projects. Moreover, the book helps managers master key project skills not covered in other critical chain books, such as scope control and risk management. This easy-to-follow resource shows managers how to shorten project delivery time, eliminate cost and scheduling over-runs, manage project resources more efficiently, reduce stress on their project teams, and finish projects that meet or exceed expectations.
Quick Start - Decide What Your Job Is. Use Appropriate Project Delivery Fundamentals. Enable Individual Task Focus. Develop and Manage to Project Schedules. Control WIP at the Organizational Level. Summary. ; Why Change How You Plan and Deliver Projects? - Project Success. Defining the Problem. Root Causes of the Problem. The Human Behavior Problem as Root Cause: Multitasking. Right Solution. Right Execution. Success with Critical Chain. Three New Rules. Summary.; The Synthesis of TOC and PMBOK, Considering Lean and Six Sigma - Improvement Perspectives. TOC Perspective. Project Management Body of Knowledge (PMBOK). Lean. Agile or Light Project. Management. Kanban. Quality Focused Improvement. System of Profound Knowledge. Theory of Constraints. Change Management. Synthesis. Summary. ; The Direction of the Solution - Deciding What to Change. Identify the Constraint. Exploit the Constraint. Towards Desired Effects. Solution Feasibility (Evidence). Multiproject System. Execution. Determine What to Change to. Summary.; The Complete Single-Project Solution - From System Requirements to System Design. Developing the Critical Chain Solution. Exploiting the Schedule Using Buffer Management. Features (More or Less) from PMBOK. Summary.; Starting a New Project - Project-Initiation Process. The Project Charter. Stakeholder Endorsement. The Work Breakdown Structure (WBS). Responsibility Assignment. Milestone Sequencing. Work Packages. Need for Cost Buffer. Basis for Cost Estimates. The Project Work Plan. Change Control. Project Closure. Summary.; Developing the (Single-Project) Critical Chain Schedule - Process. Good Enough. Examples and Practice. Buffer and Threshold Sizing. Cost Buffer Sizing. Methods to Create the Schedule. External Constraints. Reducing Scheduled Time (Dictated End Dates). Preparing for Project Kanban. Frequently Asked Scheduling Questions. Summary.; Developing the Multiproject Critical Chain Plan - The Multiproject Constraint. Improving Throughput at the Multiproject Constraint. Multiproject Critical Chain Features. Another View of a Multiproject Constraint. Introducing New Projects. Example. Practical Pipelining Methods. Frequently Asked Multiproject Questions. Summary.; Execution - Project Roles. Schedule Buffer Management. Cost Buffer. Responding to the Buffer Signals. Quality Measurement. Kanban Measurements. Milestones. Change Control Actions. Frequently Asked Measurement and Control Questions. Summary.; Project Risk Management - Defining Project Risk Management. Risk Management Process. Identifying Risks. Planning to Control Risks. Summary.; Implementing the Change to CCPM - Rule 1: Focus with Kanban. Rule 2: Buffer with CCPM. Rule 3: Pipeline to Maintain Low WIP. Organization Change Theory. The Need for Pilots. Example Objections. Ongoing Improvement. Summary.; Glossary. List of Acronyms. About the Author. Index. ;
  • Lawrence P. Leach Lawrence P. Leach is president of Advanced Projects, Inc. and a certified Project Management Professional (PMP). He received his M.S.ME. from the University of Connecticut and his M.B.A. from the University of Idaho.
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