This paper aims to evaluate the applicability of the Critical Chain of the Theory of Constraints in the management of Executive Engineering projects in a petroleum refinery. The focus is given in the multi-project environment, in which the human resources are shared with the teams being involved in multiple projects simultaneously. This is a challenge both for traditional Project Management approaches, as well as for alternative methods such as the Critical Chain. Therefore, this study analyzes the Critical Chain method in this particular situation and proposes a systematic approach to its implementation in the Executive Engineering Project Management in a petroleum refinery. The paper follows the procedures recommended for qualitative research, especially the ones related to case studies. The results have been promising as they reinforce the need for additional research in the aforementioned environment. In addition, the proposal for an implementation method based on the Critical Chain in this kind of environment has proved to be appropriate requiring however adaptations as it presents certain limitations.
Project management; Theory of constraints; Critical chain method
