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dc.contributor.advisorUmble, Elisabeth
dc.contributor.authorAitken, Christopher
dc.date.accessioned2012-05-02T19:27:30Z
dc.date.available2012-05-02T19:27:30Z
dc.date.copyright2012-05-27
dc.date.issued2012-05-02
dc.identifier.urihttp://hdl.handle.net/2104/8352
dc.description.abstractThe purpose of this thesis is to introduce to the reader Critical Chain Project Management, which is the application of the Theory of Constraints (TOC) process to project management. Eli Goldratt describes the process in the book Critical Chain. Applying Critical Chain protocol will improve the projects due date performance and the quality of deliverables, whatever the project or circumstance. To prove these claims this document explores specific case studies of recent implementations of Critical Chain. It then goes back to look at the history of project management and some of the innovations that led to Critical Chain, including an in depth look at Theory of Constraints. It concludes by exploring the TOC approach to causing change in thinking processes and how this would be done for Critical Chain. This document is written to be accessible to any reader regardless of the level of prior exposure to the Theory of Constraints.en_US
dc.language.isoen_USen_US
dc.rightsBaylor University projects are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. Contact libraryquestions@baylor.edu for inquiries about permission.en_US
dc.titleCritical Chain Project Management: An Overviewen_US
dc.typeThesisen_US
dc.rights.accessrightsWorldwide accessen_US
dc.contributor.departmentOtheren_US
dc.contributor.schoolshonors collegeen_US


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