Critical Chain (CC) is a popular project management technique in many multi-project organizations. It applies the Theory of Constraints (TOC) to offer a practical and easy method for planning, scheduling and control of multi-project systems. While some prior studies examined CC performance for single-project management, little attention has been given to its performance in a multi-project environment. In this paper, we examine the control mechanisms of CC and some alternatives. We demonstrate that, when CC is not enough to prevent projects' lateness, such alternatives may give rise to similar and sometimes better, possibly much better performance.
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