Chapter 28. Multi-Project Constraint Management: The “Critical Chain” Approach


Every organization is dependent on projects. From organizational strategy—which could be considered the “meta-project” against which the organization tracks its performance and growth over time—to its portfolios of “improvement projects” and product development projects that keep it effective and competitive, to its day-to-day delivery of unique efforts for which customers or clients pay, an organization relies on projects as the source of its ability to sustain itself over time.

Every organization also has constraints limiting what it can accomplish. With a finite source of time and attention available from the human and other resources ...

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