DRAG DROP A project team has developed the initial schedule using a network diagramming method and has arrived at the overall project duration. Upon examining the schedule, the project manager finds that there are several activities that may require buffers to mitigate or eliminate potential scheduling conflicts. Match the following common terms with their explanations that evaluate the buffers or constraints.

These terms describe behavioral constraints addressed in Critical Chain Project Management (CCPM). Parkinson’s Law dictates that work expands to fill the time allotted, eliminating potential early finishes. Self-Protection occurs when resources hide early finishes to prevent management from reducing future time estimates, thereby protecting their "safety" margins. Student Syndrome refers to the human tendency to delay the start of a task until the deadline is imminent, which consumes the project buffer before work even begins. Finally, the Dropped Baton effect describes a resource handoff failure: when a predecessor finishes early but the successor is unprepared, the time gained is lost, neutralizing the benefit of the early finish.

Goldratt, E. M. (1997). Critical Chain. Great Barrington, MA: The North River Press. (Chapters 11-13 detail Student Syndrome, Parkinson's Law, and the "relay runner" dropped baton analogy).

Leach, L. P. (1999). "Critical Chain Project Management." Project Management Journal, 30(2), 39–51. (Defines Student Syndrome and Parkinson’s Law in the context of project buffers).

Herroelen, W., & Leus, R. (2001). "On the merits and pitfalls of critical chain scheduling." Journal of Operations Management, 19(5), 559-577. https://doi.org/10.1016/S0272-6963(01)00054-7 (Academic review of Goldratt’s behavioral assumptions).

Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Project Management Institute. (Section 9.1 and 6.4 discuss resource management and estimation behaviors).