Critical Chain Project Management 3rd Edition by Lawrence Leach 1608077349 9781608077342

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ISBN 10: 1608077349

ISBN 13: 9781608077342

Author: Lawrence P. Leach

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 management, Critical Chain 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.

Critical Chain Project Management 3rd Table of contents:

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
  

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