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In 1997, to overcome the problems associated with Project Management using Gantt and CPM methods, Eli Goldratt introduced the concept of Critical Chain Project Management. While the PERT/CPM method allows for the identification of the "critical path," which is the longest path of dependent activities necessary to complete the project, the method proposed by Goldratt allows for the identification of the longest path of dependent activities and resources: this path was defined as the Critical Chain (catena critica) both to distinguish it from the Critical Path and to reinforce (with the term "chain") the concept of interdependence between activities and resources. Resources, in fact, are one of the main differences between the classical methodology and the CCPM method: while in traditional planning the critical path only considers the dependence between activities, in the critical chain, activity planning is done by ensuring that assigned resources do not have to perform multiple activities simultaneously (the multitasking trap). And how could it be otherwise? The completion of a certain activity is a function of the necessary resources being available; quite strangely, in the traditional method, this essential aspect is not properly considered. To schedule a single project with CCPM, one starts from the definition of normal activities and, consequently, from the identification of the critical chain. And here Goldratt's systemic vision comes into play: in fact, one of the pillars of the Theory of Constraints holds that a "localized" improvement does not necessarily reflect an improvement on the entire system; in project management, this means that *focusing on a single activity does not guarantee that the project will be completed by the deadline*, especially if the activity in question is not included in the critical chain. In conclusion, our task is not to "protect" the single activity but rather to look at the project in its entirety.