Theory of Constraints Handbook - James Cox Iii [77]
Frequently Asked Questions
Following are some additional implementation-related questions and answers drawn from field experience.
Can Critical Chain be implemented without basic project management in place first?
It is worthwhile debunking the myth that Critical Chain might be too advanced; that project management basics have to be well in place before Critical Chain can be implemented. It has been observed that many of the so-called “basics” actually propagated and reinforced the old ways of running projects. Organizations that were mature in “basics” actually had to let go of some of the practices they had acquired; for example, making detailed project plans and issuing precise task schedules. Organizations that did not have the required fundamentals such as good project plans or management structure could quickly establish them as part of their implementation. The effort is not on establishing the “basics,” but on implementing Critical Chain itself.
Should a pilot be run before a full rollout of Critical Chain?
Not necessarily. The application of Critical Chain is now well understood for a wide range of project types. A pilot is not needed if experienced implementers who have successfully performed similar implementations elsewhere are engaged.
If implementing alone and for the first time, without help from experienced implementers, a pilot might help19 in understanding the implications of all Three Rules.
If external help is available but does not have experience in a relevant business or operational environment, pilots may be advisable for the same reason. However, it is important to set clear objectives for the pilot (e.g., what specific changes to test and what effects to measure) and structure a pilot accordingly.
What about cultural and behavioral changes?
Organizational culture and peoples’ behaviors cannot change before results happen. The culture and behaviors under Critical Chain are undeniably quite different from traditional culture and behaviors. At the same time, culture and behaviors are broad and nebulous terms; if not careful, they can become a smoke screen to hide real implementation issues.
More importantly, culture and behaviors stem from how you manage. Change the rules and associated policies and measurements, and the culture and behaviors will begin to change as well. Results that come from new rules will only accelerate those changes.
What is the role of software in Critical Chain?
The main role of Critical Chain software is enabling and leveraging Buffer Management.
Many project planning tools can create satisfactorily buffered project plans (albeit with a lot of manual effort), and even spreadsheets can adequately plan pipelines. However, for Buffer Management, specialized software components are required:
A computational engine to monitor buffers and calculate priorities
A central database to collect the inputs and outputs of buffer management
A Web-based platform to capture and disseminate information in real time across the enterprise
Specialized software can also play a significant role in sustainment by monitoring and reporting the results as well as adherence to the Three Rules.
Is a Project Management Office (PMO) needed with Critical Chain?
While a specialized group is needed to support a management system based on Critical Chain, it is quite different in nature from a traditional PMO. Whereas the traditional PMO is mostly about planning and reporting, often with an explicit focus on improving and enforcing task estimates, a Critical Chain support group is about facilitating synchronized execution. Its role is applying and enforcing the Three Rules by helping:
senior staff maintain low WIP, create pipeline and capacity based on business goals, slot new