chapter  27
Critical Chain Model
ByGary L. Richardson, Brad M. Jackson
Pages 22

This chapter examines one of the contemporary project planning models based on Critical Chain (CC) theory. It presents a project model that has great potential, although culturally difficult to implement. The CC model represents an exciting new option that gives organizations the ability to increase the number of projects that can be done by the same number of resources and to reduce the average duration of projects. This approach offers interesting insights into the slow project completion problems that exist. Even though the processes embedded in the Critical Chain Management model seem unusual, they really are more of a logical extension of current project management practices than first appears. Many organizations are searching for better ways to achieve major breakthroughs in project development cycle times in order to stay competitive. They need to complete more projects through their organization per unit of resource allocation.