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Critical Chain Paperback – December 10, 2002
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"Critical Chain will revolutionize project management." -- World Aero-Engine Review
"Critical Chain's powerful yet simple techniques...solve project management's toughest problems." -- James R. Holt, Professor of Engineering Management, Washington State University
"Eli Goldratt's first novel, The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." -- Harvard Business Review
"This book (Critical Chain) is valuable to two main audiences: project managers and senior managers... useful for dealing with one of the most difficult and pressing management challenges: developing highly innovative new products." -- Harvard Business Review
About the Author
Eli Goldratt is the creator of the Theory of Constraints (TOC) and is the author of 8 books, including the business best sellers The Goal, It's Not Luck, and Critical Chain. Goldratt's Theory of Constraints is used by thousands of companies, and is taught in hundreds of colleges, universities, and business schools. His books have sold over 3 million copies and have been translated into 23 languages. Goldratt's fascinating work as an author, educator and business pioneer has resulted in the promulgation of TOC into many facets of society and has transformed management thinking throughout the world.
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More About the Author
He obtained his Bachelor of Science degree from Tel Aviv University and his Masters of Science, and Doctorate of Philosophy from Bar-Ilan University. In addition to his pioneering work in Business Management and education, he holds patents in a number of areas ranging from medical devices to drip irrigation to temperature sensors
Top Customer Reviews
In CRITICAL CHAIN, Goldratt builds upon the teachings found in THE GOAL. He quickly describes of constructs of TOC, while spending more time addressing some specific phenomenon of project management versus process management. This is where the "Aha"s come into play.
Goldratt's characters debate and learn why projects often run overdue and over budget, or finish with less completed than originally specified. The characters debate critical path vs. non-critical path tasks, early vs. late start, resource conflicts, safety buffers in each task, negotiating with subcontractors and suppliers, as well as the erroneous progress accounting/measurement techniques that give everyone a false sense of progress toward completion.
Each of these topics were useful in challenging the conventional wisdom of project management. Each presented some new techniques for managing projects more aggressively. In my job, I indirectly manage a large number of construction project managers, and this was useful in understanding some of the reasons we struggle to deliver on time and on budget.
For those of you looking for the same enlightenment that you probably derived from THE GOAL, you will be mildly disappointed.Read more ›
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.Read more ›
Recommended reading approach: read once through and then revisit the chapters where our hero is in class and also the one where he is enjoying the TOC lecture (ie. on the second pass, ignore the fictional dialog regarding our hero's fight for tenure). Read SLOWLY at this point, and have a notepad handy to apply the ideas to your world. Think! I learned a heck of alot more the second time through.
Typical of Goldratt's style, the essence of Critical Chain could be condensed into less than 20 pages. The remainder of the book consists of a superfluous, poorly developed novel, including details of the professor's troubled marriage and the attempts of a university president to turn around a faltering business school. Goldratt is harshly critial of current business school cirriculums and characterizes an MBA as essentially useless.
Goldratt's unconventional grammar, especially with regard to punctuation, and his insistence in switching between first and third person narration is distracting, but manageable.
Overall, however, Critical Chain is an achievement and should be mandatory reading for anyone involved in project management.
tpm May 28, 2001
Most Recent Customer Reviews
It is a great way to convey important concepts through narration. I enjoyed very much both the text and the audible version. Look forward to read much more from this author!Published 12 days ago by Amazon Customer
Good read and good ideas. It would be better if it summarizes the key points for learning reenforcement. That's it.Published 25 days ago by Tim Ancona
In a nutshell, it's doesn't matter who you are, if you somehow related to a business you should read this great book (after the Goal and Goal 2 for best understanding)Published 1 month ago by Denis
I bought this book because it was said to introduce some topics of interest to quality engineers. But this book is nothing but tripe: terrible and brutally obvious with horrible... Read morePublished 3 months ago by Pen Name
This is an old book, but it was probably the most entertaining project management book I have ever read. Read morePublished 4 months ago by Hugh W. Cox Jr.