It differs from more traditional methods that derive from critical path and PERT algorithms, which emphasize task order and rigid scheduling.
A critical chain project network strives to keep resources levelled, and requires that they be flexible in start times.
The application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods (i.e., CPM, PERT, Gantt, etc.)
With traditional project management methods, 30% of lost time and resources are typically consumed by wasteful techniques such as bad multitasking (in particular task switching), student syndrome, Parkinson's law, in-box delays, and lack of prioritization.
Main features that distinguish critical chain from critical path are: CCPM planning aggregates the large amounts of safety time added to tasks within a project into the buffers—to protect the due-date performance and avoid wasting this safety time through bad multitasking, student syndrome, Parkinson's Law, and poorly synchronized integration.
The longest sequence of resource-leveled tasks that lead from beginning to end of the project is then identified as the critical chain.
The number of iterations of Monte Carlo simulation depend on the tolerance level of error and provide a density graph illustrating the overall probability of risk impact on project outcome.
In some case studies, actual batons are reportedly hung by the desks of people when they are working on critical chain tasks so that others know not to interrupt.
The CCPM literature contrasts this with "traditional" project management that monitors task start and completion dates.
A fever chart or similar graph can be created and posted to show the consumption of buffer as a function of project completion.
If the rate of consumption is such that there is likely to be little or no buffer at the end of the project, then corrective actions or recovery plans must be developed to recover the loss.