Critical Chain: A Business NovelThis fast-paced business novel does for project management what The Goal and It's Not Luck have done for production and marketing. Goldratts novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Elis most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you wont even be aware of learning about them - theyll just seem like more common sense! Critical Chain is critical reading for anyone who deals with projects. If you use block diagrams, drawings or charts to keep track of your activities, you are managing a project - and this book is for you. |
Contents
Chapter | |
Chapter 2 | |
Chapter 3 | |
Chapter 4 | |
Chapter 5 | |
Chapter 6 | |
Chapter 7 | |
Chapter 8 | |
Chapter 14 | |
Chapter 15 | |
Chapter 16 | |
Chapter 17 | |
Chapter 18 | |
Chapter 19 | |
Chapter 20 | |
Chapter 21 | |
Chapter 9 | |
Chapter 10 | |
Chapter 11 | |
Chapter 12 | |
Chapter 13 | |
Chapter 22 | |
Chapter 23 | |
Chapter 24 | |
Chapter 25 | |
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Common terms and phrases
adds agree answer ask the class Bernard better bottleneck Brian budget business school can’t chance Charlene Charlie Chris Christopher Page constraint cost world course critical chain critical path delay dollars estimate evaporating cloud everything Executive MBA program explain feeding buffers finish five Fred Fred’s Gantt chart Genemodem give going Goldratt happen I’ve impact important inventory investment Judith late lead look Mark mean minutes months noncritical path payback payback period PERT chart probability distribution probably problem production professor project buffer project leader project management protect throughput question resource contention Rick Roger Ruth safety says smiles starts step student syndrome supposed sure talk teach tell tenure Theory of Constraints thing throughput world tons-per-hour understand UniCo vendors wait weakest link weeks What’s