Critical Chain Project

Management
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We are in the planning process group and time management knowledge area
 Overestimating activity times
• It is believed that those who estimate activity times usually
provide an overestimate
• Even thought there is a tendency to overestimate activity
durations, why do so many projects come in behind schedule?
 Overestimating
• Even thought there is a tendency to overestimate activity
durations, why do so many projects come in behind schedule?
• Parkinson’s law: work fills the time available
• Self-protection: team members don’t report early finish
• Dropped baton: even if task finishes early, successor task not
ready to start
• Excessive multitasking
• Resource bottleneck
• Procrastination
 Critical Chain Project Management (CCPM)
• CCPM suggests that one solution to time overrun is to use estimates
where there is only a 50% chance of completion before time (instead
of 80-90% chance of completion)
This appears to be counterintuitive. Why do this?
 Critical Chain Project Management
• Why might underestimating work?
• Parkinson’s law does not apply
• No Procrastination
 Critical Chain Project Management (CCPM)
• Used by companies such as