IT projects are carried out in the context of the constant development of rapidly obsolete technologies and the variability of user expectations. Implementation of IT projects is closely related to risks, the nature of which depends on factors such as subject area, technology used, number of involved developers, etc. Risk management (RM) is multivariate, which determines the search for comprehensive solutions to increase the effectiveness of RM in projects. For IT projects, this problem is particularly relevant due to the backlog of knowledge gained from technology development and intangible results that limit the possibilities of initial planning and risk control. The object of the article's research is the RM process of IT projects. The subject of the study is to determine the issue of selecting and using RM methods and models, taking into account the peculiarities of IT projects. Two groups of methodologies are allocated: methodologies-standards and methodologies based on system development lifecycle (SDLC). PMBOK and ISO 21500 are referred to standard methodologies. The classification of project management (PM) methodologies is generalized. PM methodologies based on system life cycles include flexible Scrum methodologies, Kanban and extreme programming, as well as cascading PM methodologies using the critical path method (CPM) and critical chain project management (CCPM) projects. As a result of the analysis of the main characteristics of IT projects, the peculiarities of the application of methods and models in the management of risks of IT projects in comparison with projects in other fields are determined. The received recommendations can be used for decision-making in the management of IT projects when the project goals are achieved through the correct identification, assessment, and risk control.

In response to the difficulties in multi-disciplinary coordination, the complexity of schedule management, and the weakness of risk control in the construction of high-voltage substations, and based on the current construction status and historical experience of high-voltage projects in Jilin Province, this paper, from the perspectives of schedule and risk management, proposes a multi-disciplinary coordination and risk control strategy that integrates the work breakdown structure (WBS), design structure matrix (DSM), critical chain project management (CCPM), and the fuzzy analytic hierarchy process (FAHP). First, the task flow is decomposed using WBS, and DSM-based coupling analysis is employed to identify interdependencies among disciplines, thereby optimizing task sequencing and parallel arrangements. Second, an optimized project schedule model is established using CCPM, with aggregated buffers that enhance the reliability and flexibility of schedule management. Finally, a risk register is developed based on field investigations, and a three-dimensional quality–schedule–safety risk assessment model is constructed using FAHP; targeted risk prevention and control measures are then proposed according to the quantitative evaluation results. A 500 kV substation project in Jilin Province is adopted as a case study for application and verification. Compared with traditional serial scheduling, the proposed schedule optimization strategy shortens the overall project duration by 29.1%. Furthermore, targeted management recommendations were proposed based on the risk assessment results of the project. The proposed optimization strategy can provide theoretical support and practical guidance for the construction of high-voltage substations and their associated projects, forming an effective technical solution that is scalable and replicable, and it is of great significance for improving the level of project construction management.

This study aims to minimize waste in the Fabrication Service of Concrete Mattress project and provide control recommendations to minimize delays in the project. This study uses the Lean method and the Critical Chain Project Management (CCPM) method, where the Lean method is used to identify waste with tools such as Work Breakdown Structure, Value Stream Mapping (VSM), Value Stream Analysis Tool (Valsat), Root Cause Analysis (RCA), and Risk Matrix. Meanwhile, Critical Chain Project Management is used to control project time to prevent delays. The results of the study obtained a Lead Time of 89 days with a Process Cycle Efficiency (PCE) value of 65.17%. To identify the factors causing waste, RCA and risk management analyses were conducted. The cause of critical waste was the formwork dismantling method, which fell into the extreme category. The first alternative was to change the formwork dismantling process by using wheels and 150x75 C-channels as rails, which would reduce the time needed to dismantle and reassemble the formwork. The second alternative is to provide buffer time using the Critical Chain Project Management (CCPM) method. After scheduling with CCPM, a time acceleration of 10 days was achieved, from the initial lead time of 89 days to 79 days with a buffer of 10 days, with a PCE value of 73.42%. There was an increase in process effectiveness of 8.25%.

Project scheduling is an important element for shipyard companies to gain more profit. The most frequently used analysis is the Critical Path Method (CPM). However, in reality, planning using the CPM method is considered less efficient because it does not consider the productivity of each job in it and adds safety time which causes the project duration to become longer. In accordance with the above problems, a new method for planning project schedules is now being developed, namely Critical Chain Project Management (CCPM). CCPM is a project planning method that emphasizes the resources needed to carry out existing tasks in the project. This method is carried out by eliminating multitasking, student syndrome, Parkinson's law and providing a buffer at the end of the project. In this final project, a comparison of the duration of the results of applying the CCPM method with the Critical Path Method (CPM) method is carried out in a case study of ship repairs at PT. Galangan Kapal Madura. The initial project scheduling uses the traditional method in the form of a Gantt chart which is then broken down in more detail and completely with the relationship between activities in the form of CPM, and then will be compared with the duration of the results of CCPM scheduling which has eliminated multitasking, eliminated Safety time for each activity and provided a buffer in the work.

This study aims to critically analyze the theoretical and practical contributions of recent literature on the Critical Chain Project Management (CCPM) method in multi-project environments. To this end, a systematic literature review (SLR) was conducted based on 62 studies indexed in the Scopus and Web of Science databases between 2014 and 2025. The articles were analyzed in terms of application domains, employed methods, obtained results, and proposed integrations with other approaches. Most studies used modeling and simulation, focusing on time reduction, risk mitigation, and cost optimization. A growing trend has been identified toward integrating CCPM with methodologies, such as Scrum, BIM, Lean Construction, Fuzzy FMEA, and predictive algorithms, thereby broadening its applicability in high-complexity scenarios. However, a significant gap remains in empirical studies applied to Engineer-to-Order (ETO) systems and service-based organizations, which are characterized by high customization, variability, and interdependence of resources. The research is justified by the need to consolidate accumulated knowledge on CCPM and to guide future investigations toward underexplored sectors. The findings strengthen the theoretical robustness of the method while indicating concrete opportunities for empirical validation in real-world organizational settings.

This study explores how the integration of Critical Chain Project Management (CCPM) and IoT-based predictive maintenance can enhance both project execution and infrastructure sustainability in a mid-scale bridge construction project in Indonesia. A qualitative single-case study approach was employed, focusing on the Trasan II Bridge construction project in Central Java. Data were collected through direct observations, in-depth interviews with four key project personnel, and secondary documents including scheduling records, Mutual Check reports (MC-0 and MC-1), and maintenance planning data. The study found that CCPM significantly improved scheduling performance by reducing idle time and increasing flexibility through buffer management. The use of mutual checks helped align planning with field conditions and enhanced quality control. The integration of IoT in maintenance led to a 40% reduction in annual costs and extended the projected service life of the bridge by up to 20 years. This research is among the first to empirically examine the synergy between CCPM and IoT-based maintenance in a real-world infrastructure project in a developing country. It provides a practical framework for project managers seeking to optimize lifecycle outcomes. The study demonstrates how modern project scheduling and digital monitoring can be effectively combined to improve delivery and sustainability under resource constraints.

Shipbuilding projects frequently encounter delays and cost overruns as a result of unpredictability in the construction process. This paper aims to explore the potential of Critical Chain Project Management (CCPM) and buffer planning to enhance scheduling in complex shipbuilding project. The research approach involves a case study of a Security Accommodation Vessel (SAV) construction project, complemented by expert interviews which were conducted to assess the risks and uncertainties affecting activity durations. The buffer sizes were then calculated using the Root Square Error Method (RSEM). Qualitative data was gathered through interviews with the expert to identify and assess potential risks and uncertainties impacting activity durations. This qualitative insight informed the application of the RSEM to determine appropriate buffer sizes. The planned project duration was reduced from 790 days to 678 days, representing a 14,5% improvement. The study focuses on the planning phase of CCPM and demonstrates the potential of combining CCPM, buffer planning, and expert input to create more reliable schedules for complex shipbuilding projects like SAV construction.

Good quality control and effective time management are the key for infrastructure projects, particularly for mega projects such as metro rail systems, where there are several dependencies, limited resources, and external uncertainties that result in considerable delays. The Mumbai Metro Line 9 project, a Line 7 extension from Dahisar (East) to Mira Bhayandar and Andheri to CSIA, is facing schedule overruns at present due to different project constraints. This study explores the practice of applying Critical Chain Project Management (CCPM) as a replacement for the conventional Critical Path Method (CPM) applied in the initial project scheduling. The study identifies the major scheduling constraints, resource allocation issues, and quality control practices. Through the incorporation of CCPM practices such as buffer management and optimal resource allocation, this study presents a new scheduling method that increases the project efficiency. A comparison between CPM and CCPM illustrates how CCPM can result in quicker project completion with high standards of quality.

This study examines the effectiveness of project implementation by evaluating the impact of Critical Chain Project Management (CCPM), Building Information Modeling (BIM), and the Last Planner System (LPS) on contractor performance and the timeliness of high-rise building projects. Effective scheduling is crucial in construction, as it aims to minimize process time, waiting time, and inventory levels while ensuring the efficient use of resources. The research is motivated by the frequent delays observed in high-rise building projects during the construction phase. The study employed SPSS to analyze data, revealing that the combined use of CCPM, BIM, and LPS significantly improves contractor performance and project implementation time, with a p-value of 0.000, indicating a strong influence. Specifically, the application of the CCPM method reduced the project timeline from 314 days to 235 days, achieving a 33.4% optimization in time. Additionally, the use of BIM 3D modeling facilitated rapid visualization of building progress across different floors, while the implementation of the LPS method improved the Percent Plan Completed (PPC) value from below 70% to 89.49%. The findings suggest that employing these methods enhances the accuracy of project timelines and reduces delays, offering valuable insights into improving construction project management practices.

In the implementation of construction projects, the incompatibility between plan and actual schedule that cause an additional time and cost is oftenly occurring. The Pipeline Project started in July 2022 and scheduled for completion in November 2022. However, in actuality the project finished in July 2023. Based on this case, an acceleration method needs to be implemented so that the project can be completed quickly and efficiently. One of the methods applied is Critical Chain Project Management (CCPM). Scheduling is carried out using the actual duration of the project that applied with CCPM. The actual duration of the project is 318 days. Furthermore, by using the CCPM, the duration is become 216 days. So, by using the CCPM, the project is completed 32.08% faster than the actual duration of the project. Based on the results of the analysis, by applying the CCPM method is able to make an optimal duration of the project.

This article explores the foundational elements of project and business management, identifying three core disciplines: project management, general management, and corporate project management. Project management is characterized as a temporary and goal-oriented process distinct from ongoing operations, aimed at delivering unique results within constraints such as time, scope, and budget. Traditional models, such as the classical phase-based approach, are contrasted with modern methodologies like Critical Chain Project Management, Lean Management, Extreme Project Management, and Benefits Realization Management. Each offers specific tools and strategies to address complexity, uncertainty, and stakeholder value. The article also examines management as a broader concept, discussing various interpretations that range from general governance theory to unique managerial practices. Management methods, administrative, legal, economic, and motivational are analysed as tools for organisational control and effectiveness. The article is dedicated to corporate project management, designed for large-scale, strategically oriented, and often international projects. This methodology emphasises openness, continuous communication, integration with organisational structures, and a formalised, flexible governance framework. Effective corporate project management ensures alignment with organizational mission, stakeholder needs, and evolving environmental conditions. The article concludes that while many organisations avoid specialised govsrnance structures for specialized projects due to cost concerns, the most successful corporate projects are those supported by dedicated management mechanisms that balance innovation, strategic impact, and accountability. This structured, process-based approach is particularly suited for organizations managing multiple, overlapping projects that are critical to strategic growth. It facilitates the alignment of project activities with corporate policies and long-term objectives, while also enhancing transparency and stakeholder confidence. Key features include project schedules, collaborative management tools, defined roles, and adaptive governance that evolves with the project’s life cycle. As projects mature, governance ensures their continuity and mission alignment. The article highlights two leadership models, internal and external, each with distinct benefits depending on organizational context and project complexity. The internal model leverages existing knowledge of corporate strategy, while the external model benefits from fresh perspectives guided by strategic look from professionals. Additionally, the need for ongoing monitoring and institutionalized updates is emphasized to maintain relevance in dynamic environments. The paper argues for the necessity of a dedicated corporate project management mechanism as a strategic asset. It asserts that such a system not only enhances the probability of project success but also fosters sustainable innovation and value creation. When properly implemented, it reduces founder dependency, attracts external support, and enables projects to scale while preserving strategic coherence. The authors highlight that the integration of Artificial Intelligence into Corporate Project Management offers transformative benefits by automating routine tasks, enhancing decision-making, and improving overall efficiency. AI supports every stage of the project life cycle and enables predictive analytics that help identify and mitigate risks before they escalate.

In order to solve the problem of schedule management in the technical transformation project of tobacco redrying plant, this study summarizes the basic principles and limitations of traditional theories and methods of project schedule management, and concludes that the critical chain project management method has a higher dimension and is safer. Time configuration is more reasonable, controllable, and accurate. At the same time, a key chain project buffer control model based on the entropy weight method is proposed to make up for the shortage of the key chain buffer setting in the actual application process, and the entropy weight method is introduced on the basis of the existing key chain buffer setting method, and it is a more optimized new idea, and the buffer is set by the uncertainty calculation of the process, which expands the research scope for the exploration of critical chain project management. The results of this study show that variance method and the actual construction period, which makes the results more reasonable and accurate. In addition, the total project duration determined by the entropy weight method is improved by 24.27%, 7.41%, and 2.65% compared with the cut-paste method, the root variance method, and the actual construction period. Moreover, the entropy weight method is more objective and effective than the Gantt chart method commonly used in the tobacco redrying industry and is more operable in the project schedule management.

Purpose: This study was conducted on a housing project in Type 36 Housing using the Critical Chain Project Management (CCPM) approach. The objective of this research was to achieve a more effective project timeline and a more efficient total project cost. Research methodology: By eliminating 50% of the safety time, the method minimizes the safe time to achieve a 50% probability of completion without additional safety time using Critical Chain Project Management or CCPM in this project. Results: This approach results in a reduction of the project completion time from the original 18 working days to 15 working days. Additionally, this implementation leads to cost savings, with the calculated daily cost amounting to Rp.10,907,170.03. Through the application of Critical Chain Project Management, a 4-day Feeding Buffer and an 11-day Project Buffer were established. As a result, the completion time for the Type 36 house construction is reduced to 15 days, which is 3 days shorter than the initial project schedule of 18. Limitations: This analyzing just focus on critical process but not for opportunity job can be reduce for more improvement. And this research only focus in Construction Project. Contribution: This research can be use for practical in the project that have critical job need to prepare and control to achive project target, with cost reduction for Rp.10,907,170.03 and project time reduction for 3 days

The construction industry consistently grapples with challenges related to project delays, budget overruns and quality control, particularly in the residential sector. Critical Chain Project Management (CCPM) emerges as a promising approach to address these issues by integrating resources availability with project scheduling. This literature review explores the application of CCPM in residential construction, highlighting its effectiveness in improving time management and project out comes. By analysing existing research, case studies and practical examples the findings demonstrate that implementing CCPM can lead to significant reductions in project duration and enhancements in resource utilization. The review aims to provide insights into the unexplored areas of CCPM in scheduling, ultimately emphasizing its potential to transform time management practices in the construction industry.

Abstract Elaborating and applying a new model for estimating the time buffer size of a project programme, which shall guarantee a 90 % probability of timely project execution. The research included source text analysis to provide information on a research gap and the identification of the research problem. The research problem was identified: the time buffer size in a critical path programme does not guarantee a 90 % probability of timely project execution. A new model was then elaborated to estimate the buffer size; it was applied in a technical production preparation project. An additional comparative analysis was performed using the following methods to verify the model more accurately: half of the time total of a path, the sum of squares (SSQ), and the root square error method (RSEM). The application of the fuzzy model to estimate the buffer size in a critical chain programme offers can shorten the total planned project duration. It has a higher probability of timely project execution than other methods for estimating the buffer size. It guarantees a 90 % probability of timely project execution, keeping aggressive task times, which eliminates unwanted situations such as student syndrome, Parkinson’s law, overestimating task duration, and multitasking. Project programming is an inherent part of the project planning stage in project management. Recently, project management has been increasingly developing, which has been confirmed by the article’s source literature analysis. The analysis revealed a research gap in models estimating project buffer size, which might guarantee a 90 % probability of timely project execution. Thus, a fuzzy model for estimating time buffer size in a critical chain was developed, constituting added value to the science of management and quality of production engineering (currently, mechanical engineering). The fuzzy model for estimating time buffer size was applied in one Polish enterprise in a project for a new product’s technical production preparation. The fuzzy model for estimating time buffer size permits the shortening of the duration of tasks to aggressive times, guaranteeing a 90 % probability of project timely execution. The elaborated model for estimating time buffer size may be applied further in practice in projects programmed using the critical chain method.

Non-formal education in Indonesia plays an important role in the development of human resources who are able to adapt to changing times. Project management in non-formal education is key to increasing the effectiveness and efficiency of the educational programs offered. However, there are challenges in the application of conventional project management methods due to the dynamics and specific needs of non-formal education that often change. This paper aims to analyze the methods and approaches in project management used in non-formal education in Indonesia, as well as identify strategies that can improve the effectiveness and efficiency of non-formal education programs. The method used is a literature review, where data is collected from Scopus standard journals, related books, and policy documents. The analysis is carried out through the organization, categorization, and interpretation of relevant information to evaluate the effectiveness of existing project management methods. The findings show that the Critical Chain Project Management (CCPM) method is more adaptive and flexible compared to the Critical Path Method (CPM) and Waterfall methods, which tend to be rigid and linear. CCPM allows for more efficient resource management and realistic scheduling, in line with the dynamic needs of non-formal education. This study implies that non-formal educational institutions in Indonesia need to adopt more flexible and adaptive project management methods. The novelty of this study lies in the comparative analysis between conventional and adaptive project management methods, as well as strategic recommendations for the implementation of CCPM in the context of non-formal education. The contribution of this research is to provide new insights into the application of project management in non-formal education and to offer a framework that educational project managers can use to improve the effectiveness of their programs. This study also provides recommendations for the development of project management training that is in accordance with the needs of non-formal education in Indonesia.

Effective schedule management is a critical factor in the successful execution of high-rise building projects. This paper explores the impact of robust schedule management practices on project performance, highlighting the benefits, challenges, and strategies for optimizing timelines. High-rise construction presents unique complexities, including coordination of multiple trades, strict safety regulations, and logistical challenges related to vertical construction. Utilizing advanced scheduling methodologies such as Critical Chain Project Management (CCPM) and Building Information Modeling (BIM), combined with traditional techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), can significantly enhance project efficiency. The integration of these methodologies facilitates better resource allocation, reduces delays, and improves overall project outcomes. The study also addresses the role of technology, including project management software like Primavera P6, in enhancing schedule accuracy and reliability. Additionally, it examines the critical role of project managers in orchestrating these activities and emphasizes the importance of effective communication and risk management. This comprehensive review provides insights into the key factors that contribute to successful schedule management, offering recommendations for future research and practice to further advance the field. Keywords: Building Information Modeling (BIM), Critical Chain Project Management (CCPM), High-Rise Building Projects, Project Performance Optimization, Schedule Management.

Planning is a crucial element for aircraft maintenance companies to achieve higher profitability. However, in practice, the company still employs traditional planning methods, which are deemed inefficient as they do not consider the productivity of each task involved, leading to issues arising from human behavior tendencies causing additional time for task completion. Aircraft maintenance planning can be improved by employing the Critical Chain Project Management (CCPM) method, which offers a different approach to determining the time and cost of aircraft maintenance. This method addresses multitasking, student syndrome, Parkinson's law, and provides buffers at the end of tasks. Analysis results show that the completion time for tasks within the company, totaling 76 days, differs by 14 days compared to the completion time using the CCPM method, which is 62 days. This indicates that employing the CCPM method for engine maintenance is more effective and efficient. The efficiency achieved amounts to Rp7,036,323.

Construction and engineering projects often face delays and inefficiencies, which can be attributed to various factors. CCPM, a resource-focused project management technique, utilizes buffers strategically to mitigate delays. By leveraging blockchain's shared and secure ledger capabilities, this study proposes a framework for effectively measuring, monitoring, and controlling CCPM projects. The integration of blockchain technology aims to provide a more efficient approach to meeting project milestones and supporting project plan success. This paper explores the implementation of blockchain technology to enhance project buffer monitoring and progress sharing in Critical Chain Project Management (CCPM).

This final assignment compared the results of durations in the CCPM method and the Critical Path Method (CPM) by conducting a case study of ship repairs at Galangan Kapal Madura Ltd. Initial project scheduling employed the traditional method of a Gantt chart, which was then broken down in more detail and complete relationships among activities into CPM form. The results were then compared with the duration in CCPM scheduling by eliminating multitasking and safety time for each activity as well as providing a buffer in progress. The CPM method lasted for 30 days at a cost of IDR 246,600,000.00, while the CCPM method lasted for 20 days at a cost of IDR 215,600,000.00. In conclusion, the CCPM method was the most effective.