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Critical Chain Paperback – Dec 10 2002

3.9 out of 5 stars 52 customer reviews

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Product Details

  • Paperback: 246 pages
  • Publisher: North River Pr (Dec 10 2002)
  • Language: English
  • ISBN-10: 0884271536
  • ISBN-13: 978-0884271536
  • Product Dimensions: 14.7 x 1.8 x 22.6 cm
  • Shipping Weight: 408 g
  • Average Customer Review: 3.9 out of 5 stars 52 customer reviews
  • Amazon Bestsellers Rank: #80,452 in Books (See Top 100 in Books)
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Product Description

Language:Chinese.Paperback. Pub Date: April. 1997 Pages: 246 Publisher: The North River Press 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.

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Top Customer Reviews

By A Customer on July 18 2000
Format: Paperback
This is my book review, as published in the Northeast Florida Chapter of the Project Managment Institute July 200 newsletter: "I just finished reading a great book! Critical Chain is written by Eli Goldratt, previously of the Avraham Goldratt Institute (AGI), who is now leading his own organization. One could refer to Eli Goldratt as the father of the Theory of Constraints (TOC). TOC is an overall philosophy usually applied to running and improving an organization and readily applied to managing projects. The TOC tools relate to problem solving (what to change from, what to change to, and how to make that change) and daily management (win-win conflict resolution, effective communication, team building skills, delegation, and empowerment). In a nutshell, critical chain (which is a part of TOC) is a project management concept where slack is not applied to each task, but is instead collected as a buffer at the end of a project. Progress is based on performance against the schedule, coupled with calculating what portion of the buffer has been used. I was intrigued with the critical chain approach, so I picked up this book and am glad I did. While many educational books are dry reading (let's face it), Critical Chain is both educational and entertaining. The author provides a fictional setting to present step-by-step instructions on how to use the method, along with useful examples. More importantly, he explains how each step of the process evolved and what problems it resolves. Critical Chain is the latest in a series of books which discuss these solutions in detail (the preceding books are The Goal, The Race, and It's Not Luck). It took me about five hours to read and was so good that I'm anxious to read the others!"
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Format: Paperback
This is a great book extending the work of Eli Goldratt to new levels by developping the project management aspect of business. It makes us realize that everything is life is one or many project that can be linked.

Great for anyone with the most remote interest in MBA, including people who want to learn project management but will never be accepted in an MBA. Also challenging for any MBA holder. Did you learn the right stuff?

The last 2 pages bring in the economic aspect of efficient project management in a very disturbing way. It also lags behind everything else thought in the book and TOC in general. This needs to be developed extensively. What is money... from a TOC point of view? I suggest money is the ultimate constraint on everything in life. But the value of money is also variable in time and location (space). Apply TOC, i.e, the lessons learned in this book and you will finally be able to understand the value of money and the economy. A good exercise is to find who has more or less followed TOC in there work on the economy. If you do what I did, you will discard most of the current most famous economists.
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Goldratt has done many valuable things for the practice of Industrial Engineering and Operations Management. To fully appreciate what he is doing, one really should have a background in mathematical programming, but what he has done for project management is truly valuable. He is very intentional in his writing style, and fortunately for the layperson, he leaves the linear programming formulation of what he's describing out of things.
It is true that Goldratt's ideas could be stated in twenty pages or so, but he is very wise and intentional in not giving away the answers. None of my professors at Berkeley would give out answers when it is better for students to learn things on their own.
At least one of the Goldratt books is tremendously helpful reading before starting the graduate programs in transportation engineering. It presents in a very intuitive way what Carlos Daganzo, Gordon Newell, Adolf May, and other big names in traffic flow theory have explained so explicitly in precise mathematical form. The five step focusing process is very useful in the evaluation of cyclic servers and bottlenecks, the statistical process control techniques are necessary to keep projects, plants, and transit operations on schedule, and the evaporating clouds are tremendously helpful in solving planning problems of conflicts between the environment and improving transportation system performancs, etc.
Goldratt's work is so much more valuable than optimization techniques alone could ever be. Goldratt helps spot what is and is not a valid optimization problem. It ingrains the basic results of optimization in the reader's mind, so it can be applied quickly and intuitively. All the benefits of the simplex algorithm with none of the mathematical formulations.
And yes, a lot of business school curricula are full of it.
Mark McDonald
MS/PhD Candidate
University of California, Berkeley
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Format: Paperback
In this book Goldratt is applying the TOC to PM. Here He is introducing a new approach to PM called Critical Chain, applying concepts such as scheduling at 50% of completion time, using early finishes, avoiding student syndrome and Parkinson Law, etc, Goldratt promise that projects using this concepts would finish on time and under budget.
I find very innovative the concept of Buffer Management. Here we are taking the slack time from all the project activities and place that time at the end of the project in an activity called "project buffer". Other great concept is do not Multitask, which in my oppinion is one of the principal project of why projects do not finnish on time.
A weakness in this book is: there is not an application of Critical Chain in a multi-project environment.
In summary, I've found in this book several interesting concept to improve project performance. Now, there are much better bookS than critical chain, in example Critical Chain Project Management by Leach and Project Management in the Fast Line by Newbold.
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