Anecdotally, control mechanism continues to monitor and protect the critical path. As documented in Global project management (Binder, 2007), “increasing trend for outsourcing, off-shoring and globalization, many organizations are taking advantage of geographically distributed skills, round-the-clock operations and virtual teams.” The project work is less known, more complex, staffed by matrix resources and very much dependent on the parent environment. Modern project management has expanded and integrated itself into the business domain, unlike the triple constraint, the recommendations are to focus on five dimensions: project efficiency (time and budget), impact on the customer, impact on the team, business results (ROI, Market Share), and preparation for future. Control mechanism was to monitor and protect the critical path. The project work was known, less complex, mostly staffed by dedicated resources and detached from the parent environment. Traditional project management approach focused on the triple constraints: on time, on budget, on meeting requirements (with quality). Project management approaches have matured over the years (see Exhibit 1), moving from traditional structured approach to modern adaptive approach. New concepts will be introduced as limitations are identified enabling the teams to solve the same problem subsequently with critical chain.
Teams will solve the problem using traditional critical path, identifying inherent limitations templates will be provided to accelerate the discussions. Prepare for gradual change from critical path to critical chainĪttendees will be split into three groups and each assigned a portion of the case study with business objectives, work breakdown structure and known assumptions.Recognize efficiency trap with methodologies.Learning ObjectivesĪt the end of the session participants will be able to:
Change management aspects to institute critical chain are also briefly discussed. Behavioral challenges during execution and risk impact along with mitigation choices are discussed. Additionally, the statistical approach for calculating confidence to achieve target dates is discussed, augmenting stakeholder management. The process of making uncertainty in the form of hidden estimates is made tangible to improvise risk management. The concept of efficiency traps due to methodologies is discussed, laying out the case for new project management paradigms. Goldratt based on the Theory of Constraints to deal with new demands and challenges. The objective of this presentation is to equip project managers with a “critical chain” developed by Dr. However, the language and actions have not significantly changed with resources being stretched across multiple projects and with more projects being distributed.
The notion of managing a critical path to ensure success was appropriate when projects were predominantly local and had a majority of the resources dedicated. Project management language and actions have been governed by critical path for the last 60+ years.
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