Further Research Opportunities in Project Management

Hall, Nicholas G.

doi:10.1007/978-3-319-05915-0_13

Cited by 9 publications

(7 citation statements)

References 39 publications

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“…The adoption of CCPM concepts and tools also correlated positively and moderately (0.409) with new products development program performance, supporting H2 of this research. The confirmation of these hypotheses is in accordance with the results of previous studies that support the definition of these hypotheses (Hall, 2015; Long and Ohsato, 2008; Steyn, 2002).…”

Section: Resultssupporting

confidence: 92%

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Impact of critical chain project management and product portfolio management on new product development performance

Mariano

Souza

Luiz

et al. 2019

JBIM

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Purpose This study aims to analyze the relationship between the adherence to critical chain project management (CCPM) practices and the new product development performance, in terms of the results of product development programs and product portfolio management (PPM). Design/methodology/approach A survey was conducted with 79 innovative companies operating in Brazil. Data were analyzed using correlation analysis and non-parametric tests. Findings Significant and positive correlations were found between CCPM adoption and the performance factors proposed. The adoption of CCPM offered stronger correlation with PPM performance than with the adoption of traditional methods. The results further indicate a possible indirect contribution of CCPM practices to the product development program by means of PPM improvement. Originality/value This study deepens the knowledge of the joint study between project management and new product development, by bringing empirical evidence that the adoption of specific practices suggested by CCPM is used by organizations with superior performance. Moreover, the results broaden CCPM literature by attesting that companies do not necessarily have to apply the CCPM approach in a formal and explicit way to obtain the performance results given. The analyses still have practical value when indicating which CCPM practices should be prioritized by managers seeking high performance in PPM.

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Section: Resultssupporting

confidence: 92%

“…There is evidence in the literature that good project management practices contribute to support smaller development cycles, enabling an increasingly complex, dynamic and non-deterministic process (Hall, 2015; Pons, 2015; Swink et al , 2006).…”

Section: Theoretical Developmentmentioning

confidence: 99%

Impact of critical chain project management and product portfolio management on new product development performance

Mariano

Souza

Luiz

et al. 2019

JBIM

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“…To minimize the effect of Parkinson's Law, CCPM builds the schedule with target duration estimations based on a 50% confidence level. These durations are estimated regardless of task due dates and milestones by eliminating multitasking (Hall 2015;Horroelen & leus 2001). These eliminated safeties are placed at the end as a buffer (Figure 1).…”

Section: Fundamentals Of Critical Chain Schedulingmentioning

confidence: 99%

An improved fuzzy critical chain approach in order to face uncertainty in project scheduling

Roghanian

Alipour

Rezaei

2017

International Journal of Construction Management

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This paper proposes an improved critical chain method with fuzzy approach to schedule projects under uncertainty. Utilizing fuzzy numbers can be wise because of the natural uncertainty in estimation of required work to accomplish the project tasks. To minimize the project duration as an objective taking into account resource limitations and other constrains, a Resource Constraint Project Scheduling Problem model (RCPSP) is adopted. The output of this model determines the project schedule. Then, a new buffer sizing approach based on the square root of the sum of the squares (SSQ) method is introduced which is modified by coefficients to overcome the schedule risk more efficiently. As a result, a project buffer is added to the end of the project schedule and is used if necessary. The methodology can be used as a control procedure.

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“…Buffer management can be considered as the most important measure in implementing the critical chain scheduling, because if short buffers are allotted, we will need to re-schedule the project repeatedly until the end of the project, and if long buffers are allotted, all concepts used in scheduling will be violated . According to an extensive study by Hall (2015), project scheduling and project buffer management are among research areas with a high research potential for the next 10 years. Critical chain project management (CCPM) technique improves the accuracy of project plans by addressing variations by considering buffers in the project schedule.…”

Section: Introductionmentioning

confidence: 99%

Project scheduling and buffer management: A comprehensive review and future directions

Zohrehvandi¹,

Soltani²

2022

10.5267/j.jpm

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In the project management, buffers are considered to handle uncertainties that lead to changes in project scheduling which in turn causes project delivery delay. The purpose of this survey is to discuss the state of the art on models and methods for project buffer management and time optimization of construction projects and manufacturing industries. There are not literally any surveys which review the literature of project buffer management and time optimization. This research adds to the previous literature surveys and focuses mainly on papers after 2014 but with a quick review on previous works. This research investigates the literature from project buffer sizing, project buffer consumption monitoring and project time/resource optimization perspectives.

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Further Research Opportunities in Project Management

Cited by 9 publications

References 39 publications

Impact of critical chain project management and product portfolio management on new product development performance

Impact of critical chain project management and product portfolio management on new product development performance

An improved fuzzy critical chain approach in order to face uncertainty in project scheduling

Project scheduling and buffer management: A comprehensive review and future directions

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