respond with one paragraph for each page (3 pages)
Discuss the purpose and rationale for using buffer management to control projects. What issues might arise in using this measurement system and how could these issues be mitigated?
1-
BUFFER MANAGEMENT TO CONTROL PROJECTS
COLLAPSE
Top of Form
The Buffer Management technique targets the structure of current start schedule where the project activities use aggressive time estimation to satisfy the project deadline. To maintain the expectation high that the project deadline will be met in an anticipated time, the buffer management principle supports the critical chain of the project and the project duration using different buffers (Vanhoucke, 2012). The advanced measurement system for CCPM pursues the method developed by Dr. Goldratt for production activities. It makes use of buffers to measure task chain performance (Leach, 2000. p.118)
The three dimensions of the Buffer Management are:
Project Buffer: A buffer which is used to safeguard the project deadline
Feeding Buffer: Various buffers used to protect the critical chain from the delays
Resource Buffer: These buffers are used to ensure that proper workers and resources are available to work on the Critical Chain tasks when required (Goldratt, n.d.).
Buffers are assigned to tasks which have huge activity schedule uncertainty, which leads to delay of the project. This chain will be implemented with Feeding Buffer and Project Buffer that will efficiently improve the project performance. Buffer Management gives the advantage of as-late-as-possible scheduling with protection against uncertainty. They provide early warning with respect to the condition of the project. Buffer Management is the key to monitor the project performance in Critical Chain Project Management.
However, there is one major issue with the Buffer Management. Since all the tasks are scheduled as-late-as-possible, none of the tasks have a positive slack value and hence all activities are critical. And when this combines with the aggressive time estimates, it will lead to project deadline violations (Vanhoucke, 2012). To mitigate this issue, limited buffers are to be added to the latest start schedule on the chain. The project managers should assess the use of buffers for resources efficiently. This would protect the project deadline.
2-Bottom of Form
Discuss the purpose and rationale for using buffer management to control projects. What issues might arise in using this measurement system and how could these issues be mitigated?
The theoretical application of buffer management makes sense to not react immediately to a project that is two days late on a 10 day project because not all task’s times are created equally(Leach, 2014, p. 124).. The process itself may have to time properly correct itself. The main issue I see related to the buffer time. Is 34% too much time before planning takes place?
For example, on day 4 of a 10 day project a company is still on day 1’s work. The plan portion of the buffer comes into effect. Will the project be able to cope from such a shortfall at the beginning of their project? I believe one improvement would be to utilize a smaller percentage to manage and address potential situations sooner.
I also believe utilizing a project buffer could directly relate to poor project estimates including time and money. If a person is quoted 100,000 for a house and the project manager uses 1/3 project buffer as the book states, who will be the one to assume the potential 32,000 increase from time and labor? If it was 32,000 dollars on this project it would only be 32% thus not triggering the planning phase to initials. I understand this is a very simplistic correlation but an idea none the less that makes a valid point.
3-
Discuss the purpose and rationale for using buffer management to control projects. What issues might arise in using this measurement system and how could these issues be mitigated?
Buffers provide a method to absorb process variation, or differences from mean task completion times. The rationale for using buffers in CCPM is that, when strategically placed, they provide a control mechanism for project completion (Leach p. 139). The project buffer at the end provides tension so more tasks finish earlier and the leftover contingency can be banked for the overall project. The feeder buffers can provide early warning when a task is experiencing excessive variation so timely action to mitigate risk to the entire project can be taken. The fever chart to monitor buffers is an elegant tool for accomplishing this (Leach p. 135).
A couple of issues can be inferred from the text. One relates to frequency of buffer monitoring (Leach, p. 136). The suggestion was at least 1/3 the buffer time but suggests weekly and implies perhaps more frequently. Since the fever chart for monitoring buffers is basically a control chart, it is not surprising this is similar to the question many SPC implementers have regarding how to determine rational subgroup sizes. Once frequency is established the manager must be disciplined in monitoring and recalculating buffers in order to reap the benefits.
Additionally, task completion dates are not used, rather the buffers are updated frequently and the project is managed by status to schedule. Managers are to evaluate resources positively regardless of actual task duration (Leach, p. 136). This is likely fine as long as the remaining duration reported is close to expectation. However, until CCPM is accepted, I feel the project manager will likely come under scrutiny and pressure for task dates as soon as upper management feels a project may be slipping. Removing the completion dates also requires more communication to insure resources are available when needed (Goldratt p. 164). This will be an adjustment for managers of high demand groups, that are used to traditional finite date (or later) planning.
This is new territory for me, so I would love to hear your real life experiences.
