This research addresses the management of multiple simultaneous projects through the application of the Critical Chain and Buffers Management (CC/BM) methodology. The focus is on the analysis and interpretation of the effects that the more usual approaches for Capacity Buffers (CB) sizing and criteria to prioritize activities have on the company’s and on the projects’ own objectives. The study is based on the problem-example presented by Pritsker B. et al. (1969.) For simplifying the analysis, this example is characterized by a simple structure that, nevertheless, presents interdependences significant for the study of conflicts created by sharing resources between simultaneous projects. The approaches for simultaneous projects management, presented by Newbold (1998) are analyzed, namely: the all together, the successive projects and the strategic resource. Their implementations are made using the Prochain & Pipeline multi-project management tools. From the resulting schedules, the characteristics and deficiencies of each approach are analyzed. Furthermore, these results allow the identification of certain conditions and conflicting effects in the BC sizing and in the criteria used to prioritize activities in the typical methodology implementations. Such observations led to the necessity of complementing the analysis with the aid of probabilistic simulation of the projects’ execution stage. The research explains the differences between the effects of dynamic and static prioritization, elucidates the interaction between the capacity and the project buffers. It also examines the effects of using the same percentage of the resource load for sizing the BCs for all the projects, and illustrates the trade-offs between the system stability and the projects makespan.