PMBOK® and critical chain practices: Antagonisms and opportunities for complementation

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dc.contributor.authorLuiz, João Victor Rojas [UNESP]
dc.contributor.authorDe Souza, Fernando Bernardi [UNESP]
dc.contributor.authorLuiz, Octaviano Rojas [UNESP]
dc.contributor.institutionUniversidade Estadual Paulista (Unesp)
dc.date.accessioned2018-12-11T16:50:16Z
dc.date.available2018-12-11T16:50:16Z
dc.date.issued2017-07-01
dc.description.abstractThe endeavor of the Project Management Institute (PMI) in gathering and codifying valuable knowledge in the field of Project Management (PM) has resulted in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Goldratt has contributed to the body of knowledge in PM to develop the Critical Chain Project Management (CCPM) method, based on the Theory of Constraints (TOC). CCPM superficially recommended by the PMBOK® Guide introduces new concepts and methods aimed at PM, some of which conflict with the practices recommended by the guide itself. This research assumes that CCPM can bring significant benefits to the field of knowledge in PM and questions the little relevance given to it in the PMBOK® Guide. Therefore, the general proposal of the study is initially checking the degree of insertion of CCPM in the Guide, and then evaluating possible contradictions as well as opportunities for complementation between them. The analysis was based on a literature review and a field study with certified experts. Despite the fact that CCPM is recommended by the Guide as a method aimed at Time Management, the research indicated that other practices involving CCPM and not covered by the Guide can contribute not only to Time Management, but also to Human Resources and Communications. The research also found that CCPM is not self-sufficient in its practices, and the Guide should be referred to especially on Integration and Scope Management. It was further noted that CCPM conflicts with certain time-management practices recommended by the Guide that, if used concurrently, may potentially jeopardize the effectiveness of PM.en
dc.description.affiliationUniversidade Estadual Paulista 'Júlio de Mesquita Filho' - UNESP, Av. Eng. Luiz Edmundo C. Coube, 14-01
dc.description.affiliationUnespUniversidade Estadual Paulista 'Júlio de Mesquita Filho' - UNESP, Av. Eng. Luiz Edmundo C. Coube, 14-01
dc.format.extent464-476
dc.identifierhttp://dx.doi.org/10.1590/0104-530X1510-16
dc.identifier.citationGestao e Producao, v. 24, n. 3, p. 464-476, 2017.
dc.identifier.doi10.1590/0104-530X1510-16
dc.identifier.fileS0104-530X2017000300464.pdf
dc.identifier.issn1806-9649
dc.identifier.issn0104-530X
dc.identifier.lattes0811078330139842
dc.identifier.orcid0000-0003-4302-7636
dc.identifier.scieloS0104-530X2017000300464
dc.identifier.scopus2-s2.0-85032457264
dc.identifier.urihttp://hdl.handle.net/11449/170319
dc.language.isoeng
dc.relation.ispartofGestao e Producao
dc.rights.accessRightsAcesso aberto
dc.sourceScopus
dc.subjectCritical chain
dc.subjectGuide
dc.subjectPMBOK®
dc.subjectProjects management
dc.titlePMBOK® and critical chain practices: Antagonisms and opportunities for complementationen
dc.typeArtigo
unesp.author.lattes0811078330139842[2]
unesp.author.orcid0000-0003-4302-7636[2]

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