Lawrence P. Leach's Critical Chain Project Management (Artech House Professional PDF

By Lawrence P. Leach

ISBN-10: 1580530745

ISBN-13: 9781580530743

Delivering the instruments and methods had to enforce severe chain undertaking administration in a company, this article indicates how you can lessen pressure on a undertaking group, cast off price and scheduling over-runs, successfully deal with undertaking assets, and end initiatives that meet or perhaps exceed expectancies.

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Extra resources for Critical Chain Project Management (Artech House Professional Development Library)

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Dividing an elephant in half does not produce two small elephants. (Senge relates the tale of the blind men describing an elephant based on feeling its different parts: the trunk, the massive body, a leg, and the tail. Of course, their descriptions vary. Project failure analysis often examines subprocesses, such as the workplan process or the change control process, to see what part of the system needs to be repaired. 2 Leverage Dynamic systems lead logically to consideration of the possibility of using the system itself, as in jujitsu, to move the system in the direction you want it to go.

That lower limit, described further in Chapter 2, is called common cause variation. No matter how much more effort you put into the estimate, you can never do better than the common cause variation of the process that produces the result of the task. You can reduce common cause variation only by changing the task process. 5 divided by the vertical dotted line. To the right of the line, adding more effort to the estimate does not significantly improve the accuracy of the estimate. To the right of the line, reducing the effort does not have much impact on uncertainty.

As part of our training classes, we have people estimate a simple task: going to a local store and buying a specified object. If necessary, we tell them where the store is. Nearly all the participants in the exercise agree that the task is much simpler than most of their project tasks. They also agree that the ability of the other people in the room to estimate the task should be as good as or better than the ability of their project estimators to calculate project estimates. The range of the estimates usually is several hundred percentage points of the mean, and the standard deviation is usually on the order of 30% of the mean.

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Critical Chain Project Management (Artech House Professional Development Library) by Lawrence P. Leach


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