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5 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen My Review of Critical Chain
This is my book review, as published in the Northeast Florida Chapter of the Project Managment Institute July 200 newsletter: "I just finished reading a great book! Critical Chain is written by Eli Goldratt, previously of the Avraham Goldratt Institute (AGI), who is now leading his own organization. One could refer to Eli Goldratt as the father of the Theory of...
Am 18. Juli 2000 veröffentlicht

versus
2 von 2 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Old wine in new bottle
Anyone who has been managing projects or helping others manage project for any length of time will find that this book contains no new ideas. However, its parable style may be useful for those whose prior knowledge is nil or lean. It comes across as "the next breakthrough" but is no more than a reasonable methodology for those projects for which its rather...
Veröffentlicht am 1. Februar 2000 von Oleh Kostetsky


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5.0 von 5 Sternen My Review of Critical Chain, 18. Juli 2000
Von Ein Kunde
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
This is my book review, as published in the Northeast Florida Chapter of the Project Managment Institute July 200 newsletter: "I just finished reading a great book! Critical Chain is written by Eli Goldratt, previously of the Avraham Goldratt Institute (AGI), who is now leading his own organization. One could refer to Eli Goldratt as the father of the Theory of Constraints (TOC). TOC is an overall philosophy usually applied to running and improving an organization and readily applied to managing projects. The TOC tools relate to problem solving (what to change from, what to change to, and how to make that change) and daily management (win-win conflict resolution, effective communication, team building skills, delegation, and empowerment). In a nutshell, critical chain (which is a part of TOC) is a project management concept where slack is not applied to each task, but is instead collected as a buffer at the end of a project. Progress is based on performance against the schedule, coupled with calculating what portion of the buffer has been used. I was intrigued with the critical chain approach, so I picked up this book and am glad I did. While many educational books are dry reading (let's face it), Critical Chain is both educational and entertaining. The author provides a fictional setting to present step-by-step instructions on how to use the method, along with useful examples. More importantly, he explains how each step of the process evolved and what problems it resolves. Critical Chain is the latest in a series of books which discuss these solutions in detail (the preceding books are The Goal, The Race, and It's Not Luck). It took me about five hours to read and was so good that I'm anxious to read the others!"
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1.0 von 5 Sternen Old wine in new bottle, 1. Februar 2000
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
Anyone who has been managing projects or helping others manage project for any length of time will find that this book contains no new ideas. However, its parable style may be useful for those whose prior knowledge is nil or lean. It comes across as "the next breakthrough" but is no more than a reasonable methodology for those projects for which its rather unlikely preconditions hold true. For example, the entire methodology rests on the assumption that projects start with a very large amount of "fudge" built into them. This assemption may have been true in a few fat organizations several years ago. But in this day and age any group that comes to top management asking for money with this amount of presumed "fudge" built in will either have their head handed to them or will be laughed out of the room. In my 30 year experience, project leaders are much, much more likely to be overoptimistic. If you do not accept this "much fudge" assumption, then the rest of the book has no validity. The author also assumes that there is but ONE so called critical chain one can focus on. This is an extremely rare condition in the world of modern day projects where most paths of tasks are either critical or near critical or will be made so when the problem of scarce resources is properly dealt with. He does present a way to quantify risk into the process and that is very good since this is often not done. However, there are much better alternatives such as Monte Carlo techniques available. The writer is a very charasmatic person who has mesmerized a lot of young people into proclaiming the author as the next project management guru. Articles written by these minions always refer to this book as the basis behind something called "The Theory of Constraints". I have read the book twice and failed to find a definative theory anywhere. I have also failed to find ANY publication where this theory is spelled out. This book is a parable. This style has been used purposely, I believe, to avoid being critiqued in a logical, scientific manner. You read the book and either you BELIEVE or you don't. Since reading the book, I have talked to a dozen true experts in this field and have failed to find anyone who BELIEVES.
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2 von 2 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Easy to read, nothing really new., 21. Juni 2000
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R. Torres (Fort Worth, TX USA) - Alle meine Rezensionen ansehen
(REAL NAME)   
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
This book teaches some concepts regarding project management that any experienced project manager already knows. Experienced project managers know to pay attention to all the critical dependencies in the project, not only the critical path. Cutting all estimates in half and adding one third at the end of the path as a buffer sounds like a good idea in principle. However, it easily falls apart in reality when you realize that most of the projects fall under the other end of the spectrum by being too optimistic. It is important to mention that by writing this book in a novel format, the author does not have to be as thorough as in a non-fiction business book. This is just a novel and should be treated as such. As for the "new" concepts, you will be better off by practicing the basics. Get the PMBOK from the Project Management Institute, read it, apply it, and your projects will benefit a lot more.
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3.0 von 5 Sternen Good sales pitch, but lightweight, 23. Juli 2000
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
Don't get me wrong - I think Goldratt's "Critical Chain" idea is great! This book does a good job on selling the idea. However, if you want to really understand the idea in enough depth to apply it, you need more than this book. I'd recommend Newbold's "Project Management in the Fast Lane"
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1 von 1 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen Professionaly, very disappointing., 6. August 1999
Von Ein Kunde
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
The "Critical Chain" represents old and out of date project management concepts, belonging more to the Industrial Revolution Era. It is based on very wrong concepts regarding the behavior of the project employees, that do not belong to the hi-tech world. Employees in the Hi-Tech environment do not suffer from the "Student Syndrome", or the "Parkinson Effect". On the contrary, they are measured, promoted and rewarded for their efficiency and for their improvement. The only effective management in the Hi-Tech environment is Autonomous Management, and not the old fashioned detailed control that is presented in this book. Some of the ideas presented in the book are very trivial, and not new: chaining tasks that use critical resources, using reserves ("buffers") for time and budget etc. Today, there are much more effective Project Management concepts, proven in the Hi-Tech, Hi-Risk environment, based on the rules of Cybernetics Management.
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3.0 von 5 Sternen Speed read, and got results in less than 1-hour, 3. Mai 1998
Von Ein Kunde
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
Browsing through the bookstore, I skimmed the first half of the book (standing up). Although I don't consider myself an impatient new yorker, I found myself jump towards the end (leaning against the wall). I found very useful the TOC approach with imbedded real world applicability. I laughed realizing someone actually put in print what actually occurs in project management - DELAYS - real and virtual. I enjoyed the unveiling and realigning the critical path based on the critical chain. Although I am not a fan of novel reading, it was good and deserves applause. It would be easier to reference key concepts/ideas using bullet points. I found I got the point just reading the latter half. For the global company I represent, I found the concepts valuable for our Program Managers worldwide.
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3.0 von 5 Sternen Helpful Thoughts About Scheduling and Coordinating Projects, 4. August 2007
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
There is an old saying. To a carpenter, every problem looks like a nail.

Having now read two of Mr. Goldratt's books, it appears that to him every management issue is a scheduling and coordination problem. While that's true, product development management of difficult tasks is also sensitive to many other things like getting competent resources, having the right amount of input from each function early in the process, and developing the ability to produce the finished product efficiently and effectively. Those other issues are essentially untouched in this book.

Think of this book as applying the system coordination and optimization concepts of Mr. Goldratt's famous novel, The Goal, to project management.

If you have already read The Goal, this book will be much easier to understand than if you have not. Although many of the same concepts are explained here as in The Goal, the explanations in this book are not nearly as thorough and clear. Also, the plot and plot line in this book will probably not be as enjoyable to you as The Goal. I rated the book down two stars for these kinds of weaknesses.

If you have read The Goal, Mr. Goldratt basically substitutes scheduling safety margins for work-in-progress inventory, and then applies the same debottlenecking concepts as in The Goal.

If you have not read The Goal, Mr. Goldratt's argument is that schedules are put together with too much slack. Everyone wants to be almost sure they can meet a deadline. The deadkube date they pick usually relates to the most they can get away with. Usually, that much time is not needed and people start late. If they end early, they never tell anyone. So any delay puts the whole project back because there is no project scheduling slack. With many tasks going on simultaneously, often none of them get done well.

The solution is to cut back on each individual schedule in favor of having all of the slack managed for the whole project, and communicating frequently about when the work really will be done so the next step can be ready to take up the baton. Then focus all measurements on project completion, rather than task completion. Give priority to whatever can hold the whole project back. Add resources there, too, if possible. In doing this, focus on both activities and resources as potential bottlenecks.

The book also has some good sections on how to negotiate with external suppliers to improve performance, and how to think about the tradeoffs between speed and cost as a supplier and as a purchaser of supplies and services.

Without changes in top management policies, most project managers will not be allowed to use all of these principles. So be sure to share this book upward, as well as sideways, and downward in the organization. If you are in a small company, it will be much easier to do.

After you have finished reading this book, I suggest that you look at the last 20 projects that your organization has done. What was done well? What was not? Which of these issues can be helped by Mr. Goldratt's ideas? Which cannot? For these latter, I suggest you look for best practices and imagine what perfection could look like to design a simple, but effective, alternative with better communications. The new book, It's Not the BIG etc., may be helpful to you in this regard.

May you continuously improve your effectiveness in project management!
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5.0 von 5 Sternen TOC-driven project management at its best, 2. Juni 1997
Von Ein Kunde
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
Critical Chain will revolutionize project management. "Eli" Goldratt's new business thriller has all the earmarks of a winner and no doubt will do for project management what The Goal did for production and It's Not Luck has done for marketing.
This time, the story evolves in a university setting and our determined hero Richard Silver is an Assistant Professor in business who exudes natural teaching ability, but is a bit short on securing academic tenure.
Critical Chain is as much an indictment of our current crop of non-relevant MBA programs as it is an expose of how TOC (Theory of Constraints) concepts can rejuvenate project management. Goldratt is well aware of the lack of relevance of some of today's university MBA offerings, as well as the growing list of companies creating their own programs, including such efforts as General Electric's highly regarded Crotonville leadership academy.
Never at a loss for a solution to problems which are first clearly identified using TOC methodology and associated Thinking Processes, Goldratt proceeds to solve project management uncertainties which, in the past, have defied even intensely focused, albeit more conventional solution attempts.
Transforming critical path technology into critical chain thinking, lies at the heart of Goldratt's TOC-driven project management philosophy. Using critical chain methods, the author shows us how to plan, implement, and execute projects according to "real-world" mandates, AND get them done in time and within budget.
TOC basics have taught us that every system has constraints and that invariably constraint time is more valuable than non-constraint time. This understanding is also basic to effective project management, as amply demonstrated by our story's other heroes, Professor Silver's students in his Project Management class.

Critical Chain's message is so logical and simple that it will probably take years before its "revolutionary" new technology will be accepted by today's critical path pragmatists. Don't waste your time with such uninformed skeptics. Hopefully, most of them will be working for the competition.
Read this book and find out how to use common sense, the TOC way, and complete your projects on time, every time.
Most of us have been involved with projects which didn't stand a chance of ever achieving their stated objectives. According to Eli, such predicaments are history, if you tackle them his Critical Chain way.
Bruno Lewandowski, Editor, World Aero-Engine Review.
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5.0 von 5 Sternen Breaks paradigms about project management, 24. September 1998
Von Ein Kunde
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
Harris Semiconductor used many of the principles in "Critical Chain" to bring a new semiconductor factory online in only 13 months (less than half the industry norm)- 13 months from groundbreaking to first production lots!
"Leading the Way to Competitive Excellence: The Harris Mountaintop Case Study," also available from Amazon.com, applies Goldratt's Theory of Constraints to manufacturing management, and it briefly mentions "Critical Chain" and project management. Murphy, Lauffer, and Levinson, "Project Raptor," in Future Fab International, Issue 3 vol. 1 p. 117, show techniques from "Critical Chain" at work in the real world. The principles from "Critical Chain" (and "The Goal") are not just academic theories: they WORK.
Goldratt's "The Goal" is more gripping (and the book on tape version, also available from Amazon.com is excellent), but anyone who manages projects and is into techniques like the Critical Path Method (CPM) needs to understand the material in "Critical Chain."
William A. Levinson, P.E.
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4.0 von 5 Sternen Good, but not as good as The Goal, 21. Juni 1998
Rezension bezieht sich auf: Critical Chain (Taschenbuch)
TOC is OK for simple operations that are run by really stupid managers, but fails to offer a lot of assistance for real world problems in a moderately complex organization. I think the book High-Mix Low Volume Manufactring by Mahoney does a much better, if much more boring, job of explaining the complex decision making process that is really needed. For example, it is rare that operations or logistics knows the status of jobs, or the operators, or the equipment, or the material, as well as is needed to take full advantage of any of the techniques, even in a fairly small plant. This results in information "noise". Add to this variable delay time, and the combination acts to reduce the effectiveness of any control system: this is basic feedback theory. TOC works well in stable (low mix) environments, but may not lead to the most efficient operation in other settings.
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Critical Chain
Critical Chain von Eliyahu M. Goldratt (Taschenbuch - 4. September 1997)
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