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Week 8

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12 views7 pages

Week 8

Uploaded by

farazkh1311
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Resolves traditional PM issues

like unrealistic scheduling,


excessive multitasking, and poor
resource utilization.

CCPM uses realistic activity


durations with buffers which are
strategically placed at key points
in the project to absorb delays &
disruptions in resource
availability, allowing the project
to meet its deadlines.

2
Summary: Three types of buffers
• Project buffers: The extra time that's placed between the final
task and the end of the project.
• Gives team members a chance to catch up on any outstanding project
tasks they couldn’t get to earlier.
• Feeding buffers: The extra time that's placed between the
feeding chain (also known as the non-critical chain) and the
critical chain.
• Prevents any delays from the feeding chain affecting the critical chain.
• Resource buffers: You set aside resources in case the critical
chain is in need of extra supplies—like extra team members to
have on hand, additional equipment, or help from a third-
party.

•3

Critical Chain Scheduling with Buffers

If a task in the critical chain


takes longer than planned, the
project buffer at the end of the
critical chain is used up.
Monitor Projects with Critical Chain
• In Critical Chain, project progress is measured by the progress of
the activities on the critical chain. See figure.

• Each activity lasts 10 days. The planned effort for project is 100 days.
• Traditionally, the PM would report the project as 70% completed.
• As per the critical chain, out of 40 days of effort, only 10 days are
completed, or 25%.
• This is more realistic with regard to the expected execution time.
•5

Example
• If “Design” does not need 25 days but 40 days, then 15 days of the
project buffer are already used up.
• The same is true for the feed buffer for the critical chain of 20 days.
This is also used up as soon as tasks A and C together take longer
than 60 days.
• Each additional day consumes a part of the project buffer at the
end of the critical chain, because Task F cannot start on time in
this case.

•6
Monitoring Buffer Consumption
• Can track % buffer consumption in relation to the % of
completion of the critical chain.
• All is okay as long as the ratio between consumed project buffer
and work progress is balanced.

• The chart is color-coded, with each


color carrying a different meaning:

• Green — the project is on schedule,


• Yellow — the project is at risk, and
• Red — the project is late.

• The chart essentially tells the project


manager if they should take steps to
mitigate risks and resolve problems.

•7

Let’s consider a simple project (traditional CPM plan)

10 10 16

20

16 16

This project should finish within 56 days. Will it?


Add feeding and project buffers to protect schedule.

•PB= (5+5+8)/2 = 14
•FB= (8+8)/2 = 8
Does it ever happen that a resource is needed in
two places at the same time?
What happens if the lower path experiences uncertainty beyond its duration
times and the top doesn’t? Won’t we have a need for the C Resource at the
same time?

A5 B5 C8
Project Buffer
E10 14

D8 C8 FB 8 The critical chain

Exercise
• Consider the project schedule given below. What is the project
duration?
• Reconfigure the network as a critical chain network. What is the new
duration of the project? How long are the project and feeder
buffers?

•10
4 steps for using the critical chain project
management process
1. Identify the critical path first
When you're using the critical chain method, the critical path is the spinal
cord of your entire project. It's the entire basis of planning, so figuring out
what individual tasks make up that core chain is extremely important.
2. Determine the exact amount of resources your project requires
Resources refer to the time, products, tools or the actual workers needed to
complete a task. Estimate resources required for the critical chain and for
project completion. Plan around any resource constraints.
3. Place your buffers
Identify where to place buffers and how much time or resources your buffers
should include. When a project manager is handling buffer management,
they can help maintain resource availability and prevent any bottlenecks.
4. Keep team members focused
When team members switch between different projects/tasks, it prevents
them from producing quality work. Prevention of multitasking helps prevent
context switching, which can lead to stress and burnout.
•13

Homework 1
Figure displays a project network with 8 activities. The numbers above each
node are aggressive activity durations while the label below the node refers
to a resource required to perform the activity.
One project buffer (PB) is added to protect the critical chain S-2-6-8-E. Two
feeding buffers FB4-6 and FB7-8 protect the feeding chains 1-4 and 3-5-7,
respectively.
Calculate buffer sizes and project duration.

•14
Homework 2
Consider the project data and network diagram given below.
Perform critical chain scheduling to achieve a shorter schedule. Determine
project duration and buffer sizes. Do you see any resource conflicts? Show
the revised network diagram.

•15

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