Project Management

Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. Projects take the organization closer to its goals and thus, companies can better compete in their markets.
Projects can be new endeavors or projects that make changes to your organization, we call these working on the system rather than in the system. For example, if you implement a new facility or add a new production line or even create and make changes to a department and so forth are changes to your system.

In any type of Project, the techniques and tools utilized will determine the success or failure of the project.
When planning for an upcoming project, estimates for task durations are required. In order for the plan to be treated as realistic, much time is spent ensuring estimates are accurate. Accurate estimates give us increased probability and high-confidence in the task completing on time. This allows additional safety time beyond the work content time required to be embedded within the task duration.

The more safety in a task the more there is a tendency to behave in the following ways:

1. Not starting the task until the last moment (Student Syndrome)

2. Delaying (or pacing) completion of the task (Parkinson's Law)

3. Cherry picking tasks



Critical chain project management (CCPM) is a method of planning and managing projects that puts the main emphasis on the resources required to execute project tasks. It was developed by Eliyahu M. Goldratt. This is in contrast to the more traditional methods derived from critical path and PERT algorithms, which emphasize task order and rigid scheduling. A Critical Chain project network will tend to keep the resources levelly loaded, but will require them to be flexible in their start times and to quickly switch between tasks and task chains to keep the whole project on schedule.

With traditional project management methods, 30% of the lost time and resources are typically consumed by wasteful techniques such as bad multi-tasking, student syndrome, In-box delays, and lack of prioritization.[2]
In project management, the critical chain is the sequence of both precedence- and resource-dependent terminal elements that prevents a project from being completed in a shorter time, given finite resources. If resources are always available in unlimited quantities, then a project's critical chain is identical to its critical path.


Critical chain is used as an alternative to critical path analysis. The main features that distinguish the critical chain from the critical path are:

1. The use of (often implicit) resource dependencies. Implicit means that they are not included in the project network but have to be identified by looking at the resource requirements.


2. Lack of search for an optimum solution. This means that a "good enough" solution is enough because:

a. As far as is known, there is no analytical method of finding an absolute optimum (i.e. having the overall shortest critical chain)
b. The inherent uncertainty in estimates is much greater than the difference between the optimum and near-optimum ("good enough" solutions).


3. The identification and insertion of buffers:

a. project buffer
b. feeding buffers
c. resource buffers. (Most of the time it is observed that companies are reluctant to give more resources)


4. Monitoring project progress and health by monitoring the consumption rate of the buffers rather than individual task performance to schedule.

CCPM planning aggregates the large amounts of safety time added to tasks within a project into the buffers in order to protect due-date performance, and to avoid wasting this safety time through bad multitasking, student syndrome, Parkinson's Law and poorly synchronized integration.
Critical chain project management uses buffer management instead of earned value management to assess the performance of a project. Some project managers feel that the earned value management technique is misleading, because it does not distinguish progress on the project constraint (i.e. on the critical chain) from progress on non-constraints (i.e. on other paths). Event chain methodology can be used to determine a size of project, feeding, and resource buffers.


A comparison of Traditional Project Management versus Critical Chain Project Management can be found below:




At CGR MENA, our core belief is that critical projects and the project management industry as a whole should use Critical Chain Project Management to ensure the successful completion of numerous types of projects simultaneously. By using CGR Systems and our Hybrid tools mainly CCPM, companies can ensure that their projects are accurate, completed on time, and on budget thereby saving companies resources, doing more projects in the same time and ensuring organizational and national projects needs are satisfied.




In the GCC companies still use Critical Path Schedule (CPS), which is not the most efficient tool to ensure that projects are delivered on time, with minimum resources and uncertainty. The decrease in margins and the major delays are proof that CPS alone does not optimize the project delivery.
We start by reviewing and defining your local organization, your units of measurement and conversion factors with T-put accounting. We will introduce the concept of the Critical Chain Project Management via CGR Systems, and examine its structure and functional relationships. We will look at your system holistically and drill down to processes such as the resource contention and subcontractor processes or other sources of project delays or under optimized process reducing profit, and delaying time to completion.
We will then review or create your internal deployment flow charts to ensure the processes have embedded Critical Chain process management with statistical monitoring controls, we will review your supply chain process, JIT, major areas of demand, pricing fundamentals, drivers of demand and future trends. Finally, we will train your management and give you our tools. Kindly watch this video and contact us as soon as possible so we can begin to assist you in critical chain project management