Critical Chain Project Management (CCPM)

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Critical Chain Project Management (CCPM)
Managers use the CCPM methodology (an extension of CPM) to prioritize critical resources. Though contractors on projects like home-building often run the risk of certain teams waiting for others to finish, they must also time out the delivery of critical supplies.
For example, a team leader might delay an order with a concrete company if they experience delays while digging a foundation. If the cement workers were to arrive and there was no place to pour concrete, they would have to dump their loads or risk its setting inside their trucks!
Managers put time buffers around critical tasks to avoid bottlenecks and disruptions in the ordering of resources, It dramatically reduces their risks of expensive
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Kanban Project Management
3. Extreme Programming
4. Adaptive Project Framework (APF)

Though the linear Waterfall PM strategy suits many organizations, managers in certain fields find it quite limiting. By planning only at the beginning of a project, they lose the benefit of the knowledge and experience they gain while completing it.
Instead of creating detailed specifications for end products at the beginning of an endeavor, agile managers only identify priorities. As their teams work towards their goals, these managers remain flexible, communicate with all stakeholders, and change product requirements whenever necessary.
The Agile PM methodology suits businesses that seek to quickly and consistently provide products to consumers. Software development companies prefer this “light-touch” management style which facilitates rapid production cycles.
With this system, team leaders can create responsive and transparent workplace cultures. By sharing responsibility with their team members, they can optimize their awareness of and reactivity to market trends and changes in demand.
Agile teams work in short “sprints” or burst of work. Team leaders quantify each of these sprints as small, deliverable units. Teams stay motivated by working on series of small, fast projects (such as software updates) and tracking their
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Software companies, for example, create agile teams to rapidly adjust their offerings to new challenges like emerging platforms and operating system updates.

Agile Project Management: Scrum
For those of you not raving rugby fans, a scrum is a tangle of heavy people who strain against each other to acquire a small, oblong, whitish ball. As business managers find such behavior undesirable in production teams, they employ the Scrum method of project management.
Scrum teams meet for monthly Scrum sessions in which they break down their projects and deliverables into 15- or 30-day chunks, called “sprints.” By working toward these small increments, teams avoid the process overwhelm typical of other PM methodologies. By re-prioritizing their efforts each month to meet consumer demand, they can stay flexible and motivated – increasing both productivity and customer satisfaction!
Dev teams often apply the popular Scrum variation of Agile Project Management. Managers find Scrum easy to implement and very effective in addressing issues affecting software development
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