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Critical Chain, by Eliyahu M. Goldratt
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"Critical Chain," a gripping fast-paced business novel, does for Project Management what Eli Goldratt's other novels have done for Production and Marketing. Dr. Goldratt's books have transformed the thinking and actions of management throughout the world.
- Sales Rank: #5718 in Books
- Color: Other
- Brand: The North River Press
- Model: 1050426
- Published on: 2002-12-10
- Original language: English
- Number of items: 1
- Dimensions: 8.90" h x .70" w x 5.80" l, .84 pounds
- Binding: Paperback
- 246 pages
- Great product!
Review
"Anyone who doesn't snap up a copy is missing a wonderful opportunity for professional and personal development." -- Assembly
"Critical Chain will revolutionize project management." -- World Aero-Engine Review
"Critical Chain's powerful yet simple techniques...solve project management's toughest problems." -- James R. Holt, Professor of Engineering Management, Washington State University
"Eli Goldratt's first novel, The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." -- Harvard Business Review
"This book (Critical Chain) is valuable to two main audiences: project managers and senior managers... useful for dealing with one of the most difficult and pressing management challenges: developing highly innovative new products." -- Harvard Business Review
About the Author
Eliyahu M. Goldratt (1947-2011) fue un consultor de negocios cuya teor a de las limitaciones ha servido como modelo para la administraci n de sistemas y negocios. Escribi muchos libros, incluyendo No es cuesti n de suerte (la continuaci n de La Meta), Cadena cr tica, y Necesario pero no suficiente.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Fantastic intro to critical chain
By Tiago
This book approaches The Goal in terms of how many insights it provides, especially for those working in a project environment and seeking to apply TOC principles. It addresses many of the questions that come up: what are the equivalents to constraint, buffer, drum, and rope when it comes to projects? How do we measure progress in a way that provides clarity? How do we sequence constrained resources when they are working on multiple projects? It provides a model for thinking about even a project environment as a flow of work that needs to be maximized.
9 of 9 people found the following review helpful.
New ideas in project management
By K. Farmer
This book is actually fiction, although it intended to be used as a instructional manual for implementing a new approach to project management. As a project manager I think the book is very practical and I think his approach would work very well for many projects. However, the theory that Goldratt proposes goes against all of the other commonly used project management tools (Gantt, Critical Path, PERT) that are based on timelines and milestones.
The book is written from a common-sense approach (in contrast to the approach used by textbooks) and some of the problems it addresses are:
1. Projects often run over budget but rarely finish under budget
2. Multitasking is actually detrimental to projects
3. Constraints arrise when multiple projects use the same resources
4. The true cost of a project (which Goldratt says is much higher than most think)
5. Negotiations with subcontractors used on a project
6. Net Present Value and payback period are inadequate measurements for the cost of a project
Don't be discouraged if you don't understand any of the typical project management jargon. Goldratt does a great job of introducing each concept and describing the basic, underlying concepts. The technical concepts are explained in question-answer form that would be similar to attending a seminar.
Lastly, Goldratt uses two types of projects (product development and construction) as examples in this book. However, the concepts and his approach could be applicable to many different types of projects. In my opinion, the determining factor for applicability of Goldratt's approach is the structure of the organization and not the type of project; the less burocratic, the more applicable.
85 of 87 people found the following review helpful.
Several Moderate "AHA"s Make This Book Valuable
By Kindle Customer
Eli Goldratt continues his application of Theory of Constraints (TOC) to various business processes by focusing on project management with this latest business novella. TOC is a method of creating ongoing improvement in operational processes, as well as a general management philosophy. Goldratt introduced this theory to world in his best-selling book THE GOAL, where he applied the principles to a manufacturing setting.
In CRITICAL CHAIN, Goldratt builds upon the teachings found in THE GOAL. He quickly describes of constructs of TOC, while spending more time addressing some specific phenomenon of project management versus process management. This is where the "Aha"s come into play.
Goldratt's characters debate and learn why projects often run overdue and over budget, or finish with less completed than originally specified. The characters debate critical path vs. non-critical path tasks, early vs. late start, resource conflicts, safety buffers in each task, negotiating with subcontractors and suppliers, as well as the erroneous progress accounting/measurement techniques that give everyone a false sense of progress toward completion.
Each of these topics were useful in challenging the conventional wisdom of project management. Each presented some new techniques for managing projects more aggressively. In my job, I indirectly manage a large number of construction project managers, and this was useful in understanding some of the reasons we struggle to deliver on time and on budget.
For those of you looking for the same enlightenment that you probably derived from THE GOAL, you will be mildly disappointed. For those of you who have not yet read THE GOAL, I highly recommend reading it, because it will provide the foundation material (TOC) in much more depth and clarity.
For me, TOC completes the loop of operational concepts that I have pondered over my career, namely how to improve processes and improve overall organizational productivity, while eliminating "fire fighting" and bottlenecks in production. CRITICAL CHAIN furthers the progress of this thinking relative to a project vs. a process environment.
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