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dc.contributor.authorMirzaei, Maryam
dc.contributor.authorMabin, V.J.
dc.contributor.editorJohn Haywood & Mark Johnston
dc.description.abstractTheory of Constraints (TOC) suggests managing a system according to its constraints. Critical Chain Project Management (CCPM), as an application of TOC to project management, defines a project as a chain of activities with duration as its core constraint. However, the project success literature implies that projects have different characteristics and require different approaches. This study is part of broader research that attempts to re-examine CCPM assumptions and identify constraints in different types of projects. This paper presents a case study from the construction industry. Multiple semi-structured interviews and project documents have been used as sources of data. TOC Thinking Process logic tools were used to identify the core constraint . Further investigations are made to examine other CCPM assumptions in the context of the case. CCPM assumes that projects are plagued by uncertainty, that task times are overestimated as an attempt to avoid the undesirable effects of such uncertainty (including project lateness), but that such added safety time is actually wasted. These issues, assumed by CCPM to exist, were found to exist in this case project.The CCPM’s solution requires the establishment of centralized priorities for the project and elimination of deterministic start dates. These requirements were found to be challenging in the case project.en_NZ
dc.subjecttheory of constraints (TOC)en_NZ
dc.subjectcritical chain project management (CCPM)en_NZ
dc.subjectthinking process toolsen_NZ
dc.subjectconstruction industryen_NZ
dc.subjectproject managementen_NZ
dc.titleExploring constraints in projects : a construction case studyen_NZ
dc.typeConference Contribution - Paper in Published Proceedingsen_NZ
dc.subject.marsden150312 Organisational Planning and Managementen_NZ
dc.identifier.bibliographicCitationMirzaei, M., & Mabin, V.J. (2014, November). Exploring constraints in projects: A construction case study. John Haywood & Mark Johnston (Ed.), Proceedings of the 48th Annual Conference of the ORSNZ (pp.1-10). Available from:
unitec.publication.titleProceedings of the 48th Annual Conference of the ORSNZen_NZ
unitec.conference.titleJoint NZSA + ORSNZ Conference 2014en_NZ
unitec.conference.title48th annual ORSNZ Conference and the 65th Annual NZSA Conferenceen_NZ
unitec.conference.orgOperations Research Society of New Zealand (ORSNZ)en_NZ
unitec.conference.orgNew Zealand Statistical Association (NZSA)en_NZ
unitec.conference.locationVictoria University of Wellington, New Zealanden_NZ
unitec.institution.studyareaManagement and Marketing

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