Multi-Project Scheduling and Control: A Process-Based Comparative Study of the Critical Chain Methodology and Some Alternatives

Cohen, Ignacio Sánchez; Mandelbaum, Avishai; Shtub, Avraham

doi:10.1177/875697280403500206

Cited by 93 publications

(64 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…when the project manager keeps the crew busy with a constant number of projects at all time, i.e., constant number of project in process (ConPIP). Cohen, Mandelbaum, and Shtub (2004) extended the work of Anavi-Isakow and Golany (2003) by considering other multi-project scheduling rules including: (a) no control (first come first serve), (b) ConPiP, and (c) a dynamic project admission policy in which a project is admitted to the system only when the queue length of the bottleneck stage is below a pre-determined threshold.…”

Section: Literature Reviewmentioning

confidence: 99%

A queueing model for managing small projects under uncertainties

Bai

Tang

2016

European Journal of Operational Research

View full text Add to dashboard Cite

a b s t r a c tWe consider a situation in which a home improvement project contractor has a team of regular crew members who receive compensation even when they are idle. Because both projects arrivals and the completion time of each project are uncertain, the contractor needs to manage the utilization of his crews carefully. One common approach adopted by many home improvement contractors is to accept multiple projects to keep his crew members busy working on projects to generate positive cash flows. However, this approach has a major drawback because it causes "intentional" (or foreseeable) project delays. Intentional project delays can inflict explicit and implicit costs on the contractor when frustrating customers abandon their projects and/or file complaints or lawsuits. In this paper, we present a queueing model to capture uncertain customer (or project) arrivals and departures, along with the possibility of customer abandonment. Also, associated with each admission policy (i.e., the maximum number of projects that the contractor will accept), we model the underlying tradeoff between accepting too many projects (that can increase customer dissatisfaction) and accepting too few projects (that can reduce crew utilization). We examine this tradeoff analytically so as to determine the optimal admission policy and the optimal number of crew members. We further apply our model to analyze other issues including worker productivity and project pricing. Finally, our model can be extended to allow for multiple classes of projects with different types of crew members.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

A queueing model for managing small projects under uncertainties

Bai

Tang

2016

European Journal of Operational Research

View full text Add to dashboard Cite

show abstract

“…Um fator que pode implicar a falta de cumprimento com os prazos estabelecidos para o projeto é o acúmulo de atrasos e o desperdício das antecipações (COHEN;MADELBAUM;SHTUB, 2004). Por um lado, um atraso em uma atividade implica atraso no início da atividade seguinte.…”

Section: A Corrente Críticaunclassified

“…Leach (2005) ressalta a importância do planejamento de projetos no ambiente multiprojeto. O fato de haver múltiplos projetos na organização tende a deixar a situação complexa e, possivelmente, próxima à inércia, momento no qual os projetos parecem não mais evoluírem (COHEN; MADELBAUM; SHTUB, 2004;LEACH, 2005;AGARWAL;BORCHERS, 2009).…”

Section: Aplicação Da Corrente Crítica No Ambiente Multiprojetounclassified

“…Isso decorre da disputa por recursos entre os projetos em ambientes com essas características. É nesse contexto que esse trabalho se posiciona, uma vez que poucos trabalhos dedicam atenção para Corrente Crítica em um ambiente multiprojetos (COHEN;MADELBAUM;SHTUB, 2004;LEACH, 2005;AGARWAL;BORCHERS, 2009). Dessa forma, esse trabalho procura compreender e analisar os problemas associados ao gerenciamento de projetos em um ambiente multiprojetos.…”

Section: Introductionunclassified

See 1 more Smart Citation

Aplicabilidade da corrente crítica da teoria das restrições no gerenciamento de projetos executivos de engenharia: um estudo de caso em uma refinaria de petróleo

2012

View full text Add to dashboard Cite

This paper aims to evaluate the applicability of the Critical Chain of the Theory of Constraints in the management of Executive Engineering projects in a petroleum refinery. The focus is given in the multiResumo: Este trabalho tem o objetivo de avaliar a aplicabilidade do método da Corrente Crítica da Teoria das Restrições no gerenciamento de projetos executivos de engenharia em uma refinaria de petróleo. Um problema que necessita de maiores estudos é o ambiente multiprojetos com equipes compartilhadas. Tanto para os modelos clássicos de gestão de projetos, quanto para abordagens alternativas, como a Corrente Crítica, o ambiente multiprojetos apresenta desafios particulares. Nesse sentido, o presente trabalho busca compreender e analisar esse ambiente específico do ponto de vista da Teoria das Restrições. A partir dessa análise se propõe uma sistemática para a implementação da Corrente Crítica nesse ambiente multiprojeto, em particular. O trabalho respeitou os procedimentos recomendados para uma pesquisa qualitativa, especificamente os relativos ao estudo de caso. Os resultados obtidos foram promissores, pois reforçam a necessidade de maiores estudos sobre o gerenciamento de projetos no referido ambiente. Além disso, a proposta de uma sistemática de implementação da Corrente Crítica nesse tipo de ambiente se mostrou apropriada, embora requeira adequações e apresente algumas limitações. Palavras-chave: Gerenciamento de projetos. Teoria das restrições. Corrente crítica.Aplicabilidade da corrente crítica da teoria das restrições no gerenciamento de projetos executivos de engenharia: um estudo de caso em uma refinaria de petróleo Critical chain of the theory of constraints applied to executive engineering project management: a case study in a petroleum refinery

show abstract

“…Thus the CCPM provides a method for determining locations where time buffers are inserted for protecting the completion time. In particular, the CCPM method is effective not only for the case of a single project but also for large scale multi-project environments (3) (4) .…”

Section: Introductionmentioning

confidence: 99%

Critical Chain Project Management Based on a Max-Plus Linear Representation for Determining Time Buffers in Multiple Projects

Truc

Goto²,

Takahashi³

et al. 2012

JAMDSM

View full text Add to dashboard Cite

We propose a framework for describing the Critical Chain Project Management (CCPM) method based on a Max-Plus Linear (MPL) representation for multiple projects. The framework takes into account time buffers in both a single and multi-project environments which play a role for controlling undesirable state change and protecting the completion time for the entire system. The appropriate position and size of these buffers are determined for a large scale multi-project system. Furthermore, the MPL system with the CCPM method applied is redefined to easily comprehend the structure of the system. Finally, we confirm the proposed framework through a numerical example.

show abstract

Multi-Project Scheduling and Control: A Process-Based Comparative Study of the Critical Chain Methodology and Some Alternatives

Cited by 93 publications

References 10 publications

A queueing model for managing small projects under uncertainties

A queueing model for managing small projects under uncertainties

Aplicabilidade da corrente crítica da teoria das restrições no gerenciamento de projetos executivos de engenharia: um estudo de caso em uma refinaria de petróleo

Critical Chain Project Management Based on a Max-Plus Linear Representation for Determining Time Buffers in Multiple Projects

Contact Info

Product

Resources

About