In our discussion about the SLC Olympics case we found that among the actions they undertook, the following most closely resembles one of the central ideas of Critical Chain project management: Group of answer choices Appointing a trusted associate to ensure the critical chain of command was strong Delaying staffing to save $30 million Flattening the organizational structure Challenging items from independent budgets and centralizing the contingency budget Conducting "table top" sessions to track and resolve potential risks