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the use of budget buffers in planning the project might be helpful. Typically, project budgets are derived from the costs of materials, labor, and overhead. As components of the project schedule are moved to time buffers, the associated costs could be moved to budget buffers. Careful attention must be paid to contract wording so that unintended consequences do not occur because of early (or late) project completion.

Internal reporting in CCPM is accomplished primarily with buffer reports. For external reporting, either CC metrics or a formal or informal EVS may be used.

Implementing CCPM will require changes in the typical behavior of project team members and in organizational policies and procedures. Certainly, management support is crucial and a pilot program might be advisable. The chapter describes the responsibilities for top management, resource managers, and PMs and reinforces the need for intraorganizational trust. Because there will always be some resistance to any change, a CC implementation empowerment model graphically illustrates the steps in overcoming resistance and dealing with unintended consequences.

References

Atallah, M. J. 1999. Algorithms and Theory of Computation Handbook. Boca Raton, FL: CRC Press.

Budd, C. I. and Budd, C. S. 2010. A Practical Guide to Earned Value Project Management. 2nd ed. Vienna, VA: Management Concepts.

Defense Contract Management Agency. 2009. Earned Value Management Systems Criteria. In Defense Contract Management Agency [database online]. Available online at http://guidebook.dcma.mil/79/criteria.htm.

Deming, W. E. 1986. Out of the Crisis. Cambridge, MA: MIT Center for Advanced Engineering Study.

Deming, W. E. 1993. The New Economics for Industry, Government, Education. Cambridge, MA: MIT Press.

Goldratt, E. M. 1990. The Haystack Syndrome: Sifting Information Out of the Data Ocean. Crotonon-Hudson, NY: North River Press.

Goldratt, E. M. 1997. Critical Chain. Great Barrington, MA: North River Press.

Goldratt, E. M. and Cox, J. 1984. The Goal: A Process of Ongoing Improvement. Great Barrington, MA: North River Press.

Kendall, G. I. 2005. Viable Vision: Transforming Total Sales into Net Profits. Ft. Lauderdale, FL: J. Ross Publishing.

Leach, L. P. 2005. Critical Chain Project Management. 2nd ed. Norwood, MA: Artech House.

NASA. 2009. NASA Schedule Management Handbook Draft. (Revision 16a, April 3). Online: National Aeronautics and Space Administration.

Newbold, R. C. 2008. The Billion Dollar Solution: Secrets of Prochain Project Management. Lake Ridge, VA: ProChain Press.

Parkinson, C. N. 1957. Parkinson’s Law. Boston: Houghton Mifflin.

Rubinstein, J. S., Meyer, D. E., and Evans, J. E. 2001. “Executive control of cognitive processes in task switching.” Journal of Experimental Psychology: Human Perception and Performance 7(4)(August):763–797.

Sarbanes, P. S. and Oxley, M. G. 2002 . Sarbanes-Oxley Act of 2002, H.R. 3763. Washington, DC.

Shellenbarger, S. 2003. “Multitasking makes you stupid: Studies show pitfalls of doing too much at once.” Wall Street Journal, February 27, sec D.

Sullivan, T. T., Reid, R. A. and Cartier, B. 2007. TOCICO Dictionary. http://www.tocico.org/? page=dictionary

United States Government Accountability Office. 2009. GAO Cost Estimating and Assessment Guide: Best Practices for Developing and Managing Capital Program Costs. Washington, DC: GAO-09-3SP.

About the Authors

Charlene Spoede Budd is a Professor Emeritus from Baylor University, having taught management accounting and project management classes for a number of years. She received her undergraduate degree (accounting major, Summa Cum Laude), and MBA degree from Baylor University (1972 and 1973, respectively), and her PhD from The University of Texas at Austin (1982), where she specialized in the fields of accounting, economics, and finance. She holds the following active professional designations: CPA, CMA, CFM, PMP. In addition, she is certified in all areas of the Theory of Constraints by the Theory of Constraints International