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MC-99-81 Critical Path is BAD for Shutdowns and Turnarounds Or, Delivering Project Benefits Faster Using Theory of Constraints
Anthony J. (Tony) Cardella, Avraham Y. Goldratt Institute
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Electronic (digital download/no shipping)
Associate Member, International Member, Petrochemical Member, Refining Member -
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Description:
The Critical Path Method (CPM) has helped improve project performance. It has been applied to of all types of projects from construction to product development to information systems development and to shutdowns and turnarounds. However, business needs are now demanding improvements that are beyond what the critical path method is capable of delivering. While the scope of this paper utilizes examples most appropriate to shutdowns and turnarounds, the principles are applicable to all projects. Significant problems are caused by some of the basic assumptions behind critical path methods. These problems include longer shutdown times than the business needs, “wandering” critical paths, lack of focus, schedules that are reduced to “to-do” lists, cost over runs, and others. A highly successful solution in other project environments such as aircraft overhauls, new plant construction, information system development, and new product development is briefly described. The solution is called Critical Chain.
Product Details:
Product ID: | MC-99-81 |
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Publication Year: | 1999 |