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书名:Critical Chain Project Management
版本:Second Edition,2005年
作者 awrence P. Leach
主要内容:关键链是TOC在项目管理领域应用产生的具体理论成果，其内容是对项目管理理论的重大突破。
本书是对关键链最详细的介绍和最深入的研究。适合需要深入研究项目管理的家人，不适合初学者。
目录如下:
Contents
Preface xi
Acknowledgments xiii
CHAPTER 1
Begin in the Beginning 1
1.1 Project Success 2
1.2 Defining the Problem 4
1.2.1 How Good Is the Current Project System? 4
1.2.2 But Some Companies Make a Lot of Money Running Projects 9
1.2.3 Problem Cause, or Better Defining the Problem 10
1.2.4 Right Solution 13
1.2.5 Right Execution 17
1.3 Success with Critical-Chain Project Management 18
1.4 Honeywell DAS [16] 19
1.5 Lucent Technologies [17] 20
1.6 Israeli Aircraft Industry 20
1.7 U.S. Navy Shipyards 20
1.8 Summary 20
References 21 CHAPTER 2
TOC, PMBOK™, Lean and Six Sigma 23
2.1 Project Management Body of Knowledge (PMBOK™) 24
2.1.1 Project Integration Management 25
2.1.2 Project Scope Management 25
2.1.3 Project Time Management 26
2.1.4 Project-Risk Management 26
2.1.5 Other PMBOK™ Areas 26
2.1.6 Organizational Project Maturity Model 26
2.2 Lean 27
2.3 Agile, or Light, Project Management 29
2.4 Six Sigma 31
2.5 System of Profound Knowledge 32
2.5.1 Appreciation for a System 33
2.5.2 Understanding Variation and Uncertainty 37
2.5.3 Psychology 40
2.5.4 Theory of Knowledge 43
2.6 Theory of Constraints 44
2.6.1 The Throughput World 47
2.6.2 The Production Solution 48
2.6.3 Five Focusing Steps 52
2.7 Change Management 57
2.8 The Grand Synthesis 58
2.9 Summary 59
References 59 CHAPTER 3
The Direction of the Solution 61
3.1 Deciding What to Change 61
3.1.1 Defining the Project-Management System 61
3.1.2 Project Failure as the Undesired Effects 61
3.2 Identify the Constraint 62
3.3 Exploit the Constraint 66
3.3.1 Projects’ Durations Get Longer and Longer 66
3.3.2 Projects Frequently Overrun Schedule 68
3.3.3 Multitasking 72
3.3.4 The Core Conflict Leads to Undesired Effects 73
3.4 Toward Desired Effects 74
3.4.1 Resolving the Core Conflict 74
3.5 Solution Feasibility (Evidence) 77
3.6 Determine What to Change To 79
3.7 Summary 79
References 80 CHAPTER 4
The Complete Single-Project Solution 81
4.1 From System Requirements to System Design 81
4.1.1 Requirements Matrix 81
4.1.2 Summary of Single-Project Critical Chain 83
4.2 Developing the Critical-Chain Solution 84
4.2.1 Identifying the Project Constraint 84
4.2.2 Exploiting the Constraint 86
4.2.3 Subordinating Merging Paths 95
4.2.4 Task Performance 97
4.2.5 Early Start versus Late Finish 99
4.3 Exploiting the Plan Using Buffer Management 100
4.4 Features (More or Less) from PMBOK™ 102
4.4.1 Project Charter 102
4.4.2 Project Work Plan 102
4.4.3 Project Measurement and Control Process 104
4.4.4 Project Change Control 104
4.4.5 Project-Risk Management 104
4.5 Summary 104 CHAPTER 5
Starting a New Project 107
5.1 Project-Initiation Process 107
5.2 The Project Charter 108
5.3 Stakeholder Endorsement 108
5.4 The Work Breakdown Structure (WBS) 109
5.4.1 TOC Approaches 109
5.4.2 The Conventional WBS 110
5.4.3 Project Organization 111
5.5 Responsibility Assignment 112
5.6 Milestone Sequencing 112
5.7 Work Packages 113
5.7.1 Assumptions 114
5.7.2 Project Network 115
5.7.3 Activity Duration Estimate 120
5.7.4 Uncertainty Revisited 120
5.8 Need for Cost Buffer 123
5.9 Basis for Cost Estimates 124
5.10 The Project Work Plan 124
5.11 Change Management 125
5.12 Project Closure 125
5.13 Summary 125
References 126 CHAPTER 6
Developing the (Single-Project) Critical-Chain Plan 127
6.1 Process 127
6.2 Good Enough 128
6.3 Examples and Practice 128
6.3.1 Small Example 128
6.3.2 Large Example 131
6.3.3 Large Exercise 134
6.4 Buffer and Threshold Sizing 135
6.4.1 Statistical Background 135
6.4.2 Project and Feeding Buffer Size 137
6.4.3 Buffer Trigger Points 138
6.4.4 Resource Buffers 139
6.5 Cost Buffer Sizing 140
6.6 Methods to Create the Plan 141
6.6.1 Manual 141
6.6.2 Critical-Path Software 142
6.6.3 Critical-Chain Software 143
6.7 External Constraints 143
6.8 Reducing Planned Time (a.k.a. Dictated End Dates) 144
6.8.1 Acceleration without Cost Impact (Exploit and Subordinate
6.8.1 to the Constraint) 144
6.8.2 Acceleration with Increased Raw Material Cost (Elevate the
6.8.2 Constraint) 144
6.9 Enterprise Wide Resource Planning 145
6.10 Frequently Asked Planning Questions 145
6.11 Key Points 148 CHAPTER 7
Developing the Multiproject Critical-Chain Plan 149
7.1 Identify the Multiproject Constraint 149
7.2 Exploit the Multiproject Constraint 153
7.3 Multiproject Critical-Chain Features 154
7.3.1 Project Priority 154
7.3.2 Select the Drum Resource 154
7.3.3 The Drum Schedule (a.k.a. Pipelining the Projects) 156
7.3.4 The Capacity-Constraint Buffer 157
7.3.5 The Drum Buffer 159
7.3.6 Project Schedules 160
7.4 Another View of a Multiproject Constraint 160
7.5 Introducing New Projects 161
7.6 Frequently Asked Multiproject Questions 162
7.7 Summary 162 CHAPTER 8
Measuring and Controlling to the Plan 165
8.1 Project Roles 166
8.1.1 Task Manager Role 166
8.1.2 Project Manager Role 167
8.1.3 Resource Manager Role 170
8.2 Buffer Management 171
8.2.1 Project Meetings 171
8.2.2 The Buffer Report 172
8.3 Cost Buffer 174
8.3.1 Cost Buffer Status 174
8.3.2 Earned-Value Basics 175
8.3.3 Cost-Buffer Penetration 175
8.3.4 The Problem 176
8.3.5 Labor Costs 176
8.3.6 Material Costs 177
8.3.7 Peaceful Coexistence of Buffer Reporting and Earned Value 178
8.3.8 The So-called Schedule Variance 179
8.4 Quality Measurement 179
8.5 Responding to the Buffer Signals 180
8.5.1 Schedule Buffer Exceeds Yellow Threshold 180
8.5.2 Cost Buffer Exceeds Yellow Threshold 180
8.5.3 Dollar Days’ Quality Increasing 181
8.5.4 Schedule Buffer Exceeds Red Threshold 181
8.5.5 Cost Buffer Exceeds Red Threshold 182
8.5.6 Schedule or Cost Buffer Exceeds 100% 182
8.6 Milestones 182
8.7 Change-Control Actions 182
8.8 Frequently Asked Measurement-and-Control Questions 183
8.9 Summary 184
References 185 CHAPTER 9
Implementing the Change to CCPM 187
9.1 Implementation Model 187
9.1.1 Endorse the Implementation Project 188
9.1.2 Charter the Implementation Project 188
9.1.3 Begin with the End in Mind (Vision) 188
9.1.4 Create the Implementation Project Work Plan 190
9.1.5 Plan to Prevent or Mitigate Implementation Risks 193
9.1.6 Just Do It! or Fake It Until You Make It 195
9.1.7 Measure-and-Control Implementation 197
9.1.8 What if Implementation Progress Stalls? 198
9.2 Organization Change Theory 198
9.2.1 Seven S Model 199
9.2.2 3–4–3 200
9.2.3 Appreciation for a System 202
9.2.4 Resistance to Change 203
9.2.5 Paradigm Lock 204
9.3 Goldratt’s Resistance Model 205
9.4 To Pilot or Not to Pilot? 206
9.5 Example Objections 207
9.6 Key Points 208
References 208 CHAPTER 10
Project-Risk Management 209
10.1 Defining Project-Risk Management 210
10.2 Risk-Management Process 210
10.2.1 The Risk Matrix 211
10.2.2 Incorporating Risk Assessment into the Project Process 213
10.3 Identifying Risks 214
10.3.1 Risk List 214
10.3.2 Classifying Risk Probability 215
10.3.3 Classifying Risk Impact 217
10.4 Planning to Control Risks 217
10.4.1 Risk Monitoring 217
10.4.2 Prevention 217
10.4.3 Mitigation Planning 217
10.5 Key Points 218
References 218 CHAPTER 11
The Theory of Constraints Thinking Process Applied to
Project Management 219
11.1 Synthesizing the Principles 219
11.2 Applying Goldratt’s Thinking Process to Project Management 220
11.3 Current Reality Tree 222
11.3.1 Policies, Measures, and Behavior 225
11.3.2 Feedback Loops 225
11.3.3 Scrutiny 226
11.3.4 Buy-in 227
11.4 Future Reality Tree 227
11.4.1 Desired Effects 227
11.4.2 Injections 227
11.4.3 The FRT as a Guide for Change 229
11.4.4 Feedback Loops 230
11.4.5 Unintended Consequences (a.k.a. Negative Branches) 230
11.5 Prerequisite Tree 233
11.6 Transition Tree 233
11.7 The Multiproject Process 235
11.7.1 Multiproject CRT Additions 235
11.7.2 Multiproject FRT Additions 236
11.7.3 Multiproject PRT Additions 236
11.8 Future Directions 237
11.9 Summary 238
11.10 Conclusion 239
11.9 References 239 Glossary 241
List of Acronyms 251
About the Author 253
Index 255
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