PDF Ebook Critical Chain, by Eliyahu M. Goldratt
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Critical Chain, by Eliyahu M. Goldratt
PDF Ebook Critical Chain, by Eliyahu M. Goldratt
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Review
"Anyone who doesn't snap up a copy is missing a wonderful opportunity for professional and personal development." -- Assembly"Critical Chain will revolutionize project management." -- World Aero-Engine Review"Critical Chain's powerful yet simple techniques...solve project management's toughest problems." -- James R. Holt, Professor of Engineering Management, Washington State University"Eli Goldratt's first novel, The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." -- Harvard Business Review"This book (Critical Chain) is valuable to two main audiences: project managers and senior managers... useful for dealing with one of the most difficult and pressing management challenges: developing highly innovative new products." -- Harvard Business Review
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About the Author
One of the world's most sought after business leaders - author and educator, Dr. Eli Goldratt. Eli Goldratt has been described by Fortune Magazine as a "guru to industry" and by Business Week as a "genius". His charismatic, stimulating, yet sometimes unconventional style has captured the attention of audiences throughout the world. Eli is a true thinker who provokes others to think. Eli Goldratt is the creator of the Theory of Constraints (TOC) and is the author of 8 books, including the business best sellers The Goal, It's Not Luck, and Critical Chain. Goldratt's Theory of Constraints is used by thousands of companies, and is taught in hundreds of colleges, universities, and business schools. His books have sold over 3 million copies and have been translated into 23 languages. Goldratt's fascinating work as an author, educator and business pioneer has resulted in the promulgation of TOC into many facets of society and has transformed management thinking throughout the world.
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Product details
Paperback: 246 pages
Publisher: The North River Press; 1st edition (December 10, 2002)
Language: English
ISBN-10: 9780884271536
ISBN-13: 978-0884271536
ASIN: 0884271536
Product Dimensions:
5.8 x 0.7 x 8.9 inches
Shipping Weight: 14.4 ounces (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
177 customer reviews
Amazon Best Sellers Rank:
#43,145 in Books (See Top 100 in Books)
Critical Chain is another of the well-known Goldratt business novels related to Theory of Constraints. This one is ToC applied to traditional project management. ToC-wise itself there isn't much news. The new thing is the application of critical chain thinking to project management. I found the new parts somewhat disappointing as it assumed that one person has a fixed amount of skill and didn't seem to be open for the possibility of cross-functional teams. That was kinda a big bummer on the book for me, even though the story was pretty good.The mentor in the story is Rick Silver, who is a lecturer at a university on the eMBA program. One difference in structure of this business novel compared to many others is that the mentor is still figuring things out himself and he doesn't have all the answers. He wants to understand it all and discover something so that he can get tenure at the university. He gives a class on project management, and decides to focus on the real problems that people have. He discovers that projects have tasks that are sequenced and that each task is estimated with a buffer. The buffer is filled up (due to the scheduling) when it is estimated and thus adding a small buffer to every task will cause the total buffer to be small. Thus critical chain focuses on removing these small task buffers and put them at the end instead, to avoid the problem of many small buffers being eaten. Rick Silver helps his class in the eMBA through this thinking process and they try it out in their projects. Of course, it works and then... well I'll need to leave something for the reader still :)Eli Goldratt is a good author, so the story is nice and easy to follow. It keeps the reader engaged and it is an excellent way to explain the concepts of ToC and critical chain planning. For story, I'd give it a 4 or 5 stars. However, I was uncomfortable with the content and some of the ideas. It doesn't really discuss breaking constraints a lot, especially not breaking skill constraints through learning and teaming. But instead, it accepts all the supposed constraints and calculates buffers around them. Also, it doesn't really talk a lot about changes or about the fact that the tasks planned might not be the reality. All of that, made critical chain planning an interesting idea, but didn't trigger any wow moments and left me with more questions. These project assumptions and missing topics caused me to dislike the book at times, and thus I'll leave it with 3 stars. Not really recommended unless you are in very traditional projects with true constraints or you are a Goldratt fan.
This is the book to start with on Critical Chain (i.e. Critical Path with resource considerations). Eliyahu Goldratt was one of the founders in this field and this book is the logical starting point for learning about Critical Chain project management. This is written like a novel so you can easily finish the book within a few hours if you are a normal reader. The concepts seem to be easier to grasp since they are repeated within the pages a few times and that most ideas are backed up by examples with projects examples from people in the bookPros:Easy read since it is written like a NovelCritical Chain is an interesting project management styleWell though out and well executed with good examples.Cons:Critical Chain is shown as the ultimate savior to projects, even though there are issues that this method containsSometimes we spend a lot of time reading the story without any business insightsOverall this is great books and a good starting point for Critical Chain Managment
Not as fun as the Goal which I bought for ALL employees when doing turnarounds. The Goal developes new ways of thinking about managing and operating businesses and changing long-held conventions and concepts. I did not get the same feelings from Chain.
This book approaches The Goal in terms of how many insights it provides, especially for those working in a project environment and seeking to apply TOC principles. It addresses many of the questions that come up: what are the equivalents to constraint, buffer, drum, and rope when it comes to projects? How do we measure progress in a way that provides clarity? How do we sequence constrained resources when they are working on multiple projects? It provides a model for thinking about even a project environment as a flow of work that needs to be maximized.
What the great consultants can do that others cannot is provide a perspective that makes application and understanding simpler -- not more complicated. Goldratt's writing style, since my first exposure to his work in "The Goal" is of a remarkably clear-thinking view that is delivered in the form of very readable novels. We have all heard of "bottlenecks" and all have a clear idea of what that means -- but Goldratt made a science of the study of bottlenecks in our professional lives. As he expanded his views of the implications of bottlenecks we could find ourselves managing differently. As an example, we have all experienced the "all-hands" speech that explained we were behind in our work and we all needed to work harder to get back on track. What Goldratt taught us is that there is only one bottleneck at any given time, and that is the point that should receive focused management attention, not everyone in the organization. In a manufacturing facility, speeding everyone up means making excess inventory that cannot be used until the bottleneck catches up. It's a small thing with very relevant implications for managers.
Years ago i read the goal, then left the production field for 20+ years. I am now in charge of multiple projects and wanted to refresh my knowledge. I notices this book and gave it a try. Unputdownable is an euphemism, and the teachings can easily be applied to software projects, and to software testing teams providing services for multiple teams.It is a pity that this book is not mandatory for software developers and development managers.Who knows, maybe software would be delivered on time, on budget and with the expected quality level.
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