Download Critical Chain Project Management, Second Edition by Lawrence P. Leach PDF

By Lawrence P. Leach

The Artech condo bestseller serious Chain undertaking administration now builds by itself good fortune in a moment version full of clean, field-tested insights on tips on how to plan, lead, and whole tasks with unparalleled potency. It presents venture managers with elevated insurance on severe chain making plans, a number of venture choice and administration, severe switch venture networks, new Agile and Lean innovations on the topic of severe chain undertaking administration (CCPM), and potent ideas for bringing in regards to the organizational switch required to prevail with this leap forward technique. This state-of-the-art paintings spells out the entire CCPM innovations, instruments, and idea managers have to improve serious chain recommendations and observe them to their hard tasks. in addition, the e-book is helping managers grasp key undertaking abilities now not lined in different serious chain books, akin to scope regulate and hazard administration.

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Extra info for Critical Chain Project Management, Second Edition

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This chapter addresses each of these knowledge areas in order and illustrates their relationship to the overall CCPM approach. These knowledge areas provide different reality filters, or paradigms, to understand the project system. Multiple perspectives enable deeper understanding of the theory underlying CCPM, which I define as the synthesis of Dr. Eliyahu Goldratt’s critical-chain approach to schedules and the rest of the PMBOK™. The underlying theory enables you to deal with issues unique to your environment or project.

Com (Web site of the Avraham Goldratt Institute). CHAPTER 2 TOC, PMBOK™, Lean and Six Sigma This book approaches the problem of improving project management from the perspective of synthesizing two domains of knowledge: the PMBOK™ [1] and the TOC. We consider this synthesis with perspectives from two other knowledge areas: Lean Manufacturing and Six Sigma. This chapter addresses each of these knowledge areas in order and illustrates their relationship to the overall CCPM approach. These knowledge areas provide different reality filters, or paradigms, to understand the project system.

Project planning and control is part of the project system. Task performance by the project team is part of the project system. Things outside the system may impact it. Business systems are open systems, meaning that energy and physical things flow through them. Project systems are the same. These things flowing through, such as people, policies, and capital, can impact the system. For example, laws and regulations, which are outside both the business system and the project system, can have immense impact on the performance of the system.

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