POMS Abstract Acceptance - 011-0754 Critical Chain Project Management Theory and Practice

It is now over 10 years since the first publication on Critical Chain Project Management (CCPM) (Goldratt, 1997) and since then software and implementation practice has rapidly developed. The logic and assumptions underpinning this new knowledge has recently been published (Goldratt, 2007) in the form of a strategy and tactics (S&T) tree. It is, therefore, timely to review the CCPM claims from both a theoretical and practical perspective in the light of this new guidance. The paper includes interim findings of longitudinal case research of a construction company following the S&T logic to implement CCPM. The paper, firstly, provides an overview of CCPM in the light of prior publications before reviewing the newly published implementation guidance and evidence of current industrial practice this includes the use of CCPM within a government construction project initiative in Japan. Secondly, the case research methodology applied to a construction company is presented followed by the interim results and findings. Finally, the interim case findings are evaluated in the light of prior research and the wider theoretical links. The paper concludes that CCPM is now making a significant contribution to improving project management performance worldwide. The S&T guide provides a more comprehensive implementation methodology as well as updated thinking on how CCPM should be implemented particularly in relation to flow control and continuous improvement. The research findings are only interim, but largely support the logic within the S&T implementation guide with minor reservations. However, the study, thus far, does not include the flow planning of multiple projects. Further research is clearly needed to test the guidance in more detail as well as clarify the relationship between lean and TOC concepts with particular reference to flow control and continuous improvement.