关键链项目进度控制技术综合分析研究

关键链项目管理是现代项目管理理论的一个重要突破,但是基于缓冲机制的关键链项目进度控制技术还不够全面、存在部分控制环节缺失、未能与传统项目进度控制技术融合等问题。通过分析关键链项目进度控制基础和传统的项目进度控制技术,基于缓冲时间管理提出缓冲区消耗比例、缓冲区消耗与关键链完成比率和关键链挣值进度控制技术;基于资源管理提出具有关键链项目特色的3 个进度控制准则,为系统研究关键链项目进度控制体系奠定了基础。     

Fuzzy critical chain method for project scheduling under resource constraints and uncertainty

This paper develops a fuzzy critical chain method for project scheduling under resource constraints and uncertainty. The method consists of developing a desirable deterministic schedule under resource constraints, and adding a project buffer (PB) to the end of the schedule to deal with uncertainty. The size of the project buffer is determined by computations with fuzzy numbers. During project execution, the proposed method focuses on the penetration level in the project buffer, and dynamically updates the schedule to provide a more accurate schedule for actual progress. The use of a project buffer makes the method akin to critical chain project management (CCPM), although no feeding buffers are used. The proposed method is useful for both project planning and execution.     

工程进度控制关键链法应用分析

为了将工程进度控制最新理论成果——关键链法（CCPM）推广及应用到建筑工程项目,给工程项目管理人员提供一种新的方法,深度挖掘了关键链法的理论基础,并对该方法的应用步骤作出了具体的介绍。通过利用Crystal Ball 软件对某一工程实例的预测分析,证明了关键链法在保证项目工期上明显优于传统进度控制方法,因此关键链法在建筑工程项目进度控制上具有广阔的应用前景。     

关键链技术在地铁车站施工进度控制中的应用

为了解决潜在的风险因素对地铁车站施工进度的制约,采用风险分析的方法将关键链技术的项目缓冲设置方法进行了改进,使其更适合于地铁车站施工进度控制的特点。以郑州地铁 1 号线民航路站工程进度管理为背景,通过改进的关键链技术在该工程进度管理的应用,发现这种以工程制约因素为核心的关键链技术在地铁车站进度管理中的应用是合理可行的。     

A framework of critical resource chain for project schedule analysis

Analysing a schedule is beneficial to help stakeholders understand the scheduled project. Project schedules, which create time plans based on the critical path method (CPM) or on resource‐constrained project scheduling problem (RCPSP) optimization, are targets herein. The Theory of Constraints (TOC) treats a schedule as a system. Schedule elements are suspected constraints and a goal depends on the schedule creation policy. Resource information is further surveyed herein to identify true constraints. A framework is proposed to integrate identified constraints on a schedule, and the critical resource chain concept is introduced. Three scenarios illustrate the proposed framework under different scheduling considerations. Results explain schedule constraints, and several schedule analysis issues are discussed.     

Effective analysis and planning of R&D stages: A simulation approach

Clearly, with the excessive number of R&D project failures and the large amounts spent on these projects, effective planning and control tools are needed. The evolution of powerful simulation tools has accelerated the pace of R&D. A simulation based decision support system is developed to help management better understand the analysis and planning of R&D stages. The system is used to assist management in dealing with the effects of uncertainty. In particular, when management is lacking the experience for new projects, the system is used to analyze the effect on the whole project resulting from delays in individual activities. The system is applied to R&D activities in a major petroleum company. Results of the simulation included statistical data on individual stages of the R&D project duration and cost as well as overall project time and cost. These results were employed to provide decision makers with an evaluation of current configurations, prepare overall time and cost estimates as inputs to other decisions and to plan and schedule manpower, equipment and capital. Sensitivity analysis was employed to determine key stages in the R&D process where changes in their estimates of duration and probabilities might reduce network time and cost. A team of research personnel ascertained that the validity of the model is satisfactory.     

资源约束条件下工程项目进度管理方法研究

基于关键链技术提出一种资源约束条件下的工程项目进度管理方法。该方法以邻接矩阵表达项目单代号网络图,利用动态规划方法得到项目的关键线路,并建立资源约束矩阵,进行资源最优化配置,实现项目关键链的动态搜寻。案例验证表明,该方法具有较强的实用性,可为其他工程所参考。     

最后计划者系统与关键链项目管理比较

最后计划者系统（LPS）和关键链项目管理（CCPM）,是项目管理与计划控制的两种新方法。鉴于两种方法主要是围绕建筑管理环境下的项目管理进度计划与控制而展开,有着共同目标,但两者是基于不同的生产管理理论,以不同的视角来审视和处理计划的管控方式。两者在同一项目中是否可以融合而相得益彰,是一个值得深入研究的问题。在介绍两种方法的基础上,通过系统性比较,揭示两者在理论基础、计划方式、目标改善、心理处置、衡量指标、经验习得、演化特性、适用范围等方面的异同性,明晰各自优劣势,为进一步探索两者协同乃至融合集成奠定基础。     

基于PCA的关键链项目管理汇入缓冲设置研究

在分析目前的关键链项目管理汇入缓冲设置常用方法及其优缺点的基础上,综合考虑项目的资源约束、不确定性等多种因素对工序延误的影响,提出基于PCA的汇入缓冲设置新方法,旨在解决汇入缓冲设置可能引起的项目资源冲突、关键链断裂、进度失控等问题,并通过实证分析验证了该方法的合理性与可行性。     

关键链方法在建筑工程项目中的应用研究

以某医院改造工程进度为例,在资源约束条件下利用关键链项目管理方法确定建筑工程项目的关键链,并用根方差计算项目缓冲区值,根据实例说明应用关键链方法可以有效地控制项目进度。     

Dynamic Priority–Dynamic Programming Scheduling Method (DP)SM: a dynamic approach to resource constraint project scheduling

The purpose of this paper is twofold: first to introduce and evaluate a dynamic priority scheduling model developed in this research for solving the resource constraint project scheduling problem and second, to introduce an improvement made upon the first model by cross-breeding Dynamic Programming with the Dynamic Priority Scheduling Method (DPSM). The second model, called the Dynamic Priority Dynamic Programming Scheduling Method [(DP)²SM], aims at optimising the staged resource allocation decisions in DPSM. DPSM divides a project into phases (cycles), the length of which depends on the duration of the project and the period of clock cycle selected. The scheduling process starts by allocating resources to the first phase/cycle using a variety of policies, then the best schedule is selected based on an objective function. The process continues till all the activities are scheduled. In DPSM the interaction between phases is ignored while the decisions of each phase or cycle will affect all the remaining phases. Using (DP)²SM it may be possible to improve the quality of a schedule and reduce the duration of a project by optimising the overall project schedule.     

A regional construction R&D evaluation system for China

Expenditure on R&D in China’s construction industry has been relatively low in comparison with many developed countries for a number of years—a situation considered to be a major barrier to the industry’s competitiveness in general and unsatisfactory as regards industry development of the 31 regions involved. A major problem with this is the lack of a sufficiently sophisticated method of objectively evaluating R&D activity in what are quite complex circumstances considering the size and regional differences that exist in this part of the world. A regional construction R&D evaluation system (RCRES) is presented, aimed at rectifying the situation. This is based on 12 indicators drawn from the Chinese Government’s R&D Inventory of Resources in consultation with a small group of experts in the field, and further factor analysed into three groups. From this, the required evaluation is obtained by a simple formula. Examination of the results provides a ranking list of the R&D performance of each of the 31 regions, indicating a general disproportion between coastal and inland regions and highlighting regions receiving special emphasis or currently lacking in development. The understanding on this is vital for the future of China’s construction industry.     

The effects of schedule-driven project management in multi-project environments

Prior work has affirmed the importance of studying project management in multi-project environments. A challenge in these settings pertains to the need to share skilled resources across concurrent projects when project management is schedule-driven and resource capacity is fully committed. To probe into this problem, we use a system dynamics simulation grounded on in-depth fieldwork with a high-performance truck developer. We simulate the effects of capturing resources allocated originally to one project so as to speed up another product development project that started late. Our central contribution is to illuminate how a schedule-driven project management policy can lead to a vicious cycle that degrades the organization's capability to meet the planned project milestones in the long-term. Whilst capturing resources can ensure that a tardy but ‘business-critical’ project is delivered on time, if the organization has no free resource capacity and is also not recruiting more staff, this practice harms the schedule performance of the projects deprived from resources. Further, the workforce's productivity gradually deteriorates as the frequency with which staff switches back and forth between projects increases. These effects compounded cause delays in all the subsequent projects, irremediably degrading the organization's capability to deliver projects on time reliably.     

Enabling knowledge integration in coopetitive R&D projects — The management of conflicting logics

This paper addresses the issue of how knowledge integration can be managed in coopetitive R&D projects. The findings from this study imply that knowledge integration in a coopetitive R&D project is not built on shared knowledge or a shared understanding of the content of project work but that knowledge integration is enabled by a shared understanding of the process of project work. Such understanding can be established by the use of mechanisms such as planning and process specification and presentation genres. These mechanisms support the process of knowledge integration while simultaneously putting constraints on what knowledge is exchanged and they can structure discussions when face-to-face communication takes place. The findings further suggest that, to avoid unintended knowledge leakages, individual and collective settings of project work should be clearly separated such that problem solving stays an individual activity while decision making still rests with the project team as a collective activity.     

一种资源约束下的工程项目进度计划优化方法

着眼于资源的调配,提出利用关键路线与非关键路线上完工概率的不同,有目的地将非关键路线上的资源调配到关键路线上进行进度计划优化的算法,并对该方法进行了算例说明,结果表明该法对资源约束下的工程项目进度计划优化具有实际意义。     

基于价值链的多项目施工成本控制

基于对多项目施工成本控制体系不够健全、效率低下等常见问题的分析,引入价值链成本控制的基本思想并进行深入研究,提出价值链的施工成本控制方法。从理论分析上看,该方法是十分有效且必要的。针对项目施工成本的价值链,分析得出项目施工成本的主要动因,并在此基础上建立多项目施工成本控制模型,从目标、空间、时间和质量四个维度进行项目施工成本控制,最后提出成本控制保证措施,以确保成本控制模型的实施。工程实践证明,基于价值链的多项目施工成本控制能大大降低成本,提升项目价值。     

R&;D accessibility and regional export diversity

This paper examines the influences of accessibility to R&D on the export diversity in Swedish regions. A theoretical model with fixed R&D cost predicts that spatial knowledge spillovers generate external economies of scale in R&D activities. These external effects are presumed to increase regions’ innovative capacity. Moreover, the model implies that the effects of R&D on regional export performance are reflected by the size of the export base rather than by the export volumes. The empirical analysis focuses on three different indicators of export diversity: the number of exported goods, the number of exporting firms and the number of export destinations. The hypothesis that regional accessibility to R&D facilities in the private business sector, on the one hand, and university research departments on the other hand, increases the export diversity in regions is tested in a spatial cross-regressive model. Since knowledge cannot be regarded as a spatially trapped resource the empirical analysis includes two measures of R&D accessibility: intra-regional and inter-regional. The empirical results indicate that the three indicators of regional export diversity are positively affected by the intra-regional accessibility to company R&D in commodity groups that have a relatively high R&D-intensity in production. Inter-regional accessibility to company R&D has significant positive impacts on the number of export goods and the number of export destinations also in less R&D-intensive industries. In the case of university R&D, the empirical results are weaker, in particular in the case of intra-regional accessibility. Yet, the inter-regional accessibility to university R&D has a significant positive impact on the number of export goods and the number of export destinations in the majority of commodity groups.     

组织级PMO视角下的熵权-TOPSIS法多项目优先级评价

由于快速的经济发展节奏,每个企业在一段时间内仅进行单项目管理的状况不复存在,更多的是要在一定时间内同时进行多个项目的管理。伴随着从单项目管理到多项目管理的发展过程,应用项目管理办公室(PMO)来进行多项目管理的模式得到了许多管理者的青睐,使其逐渐成为企业进行项目集管理、项目组合管理的综合应用部门。从组织级PMO的战略角度出发,在其所处的战略地位基础上对多项目选择采用科学合理的定量分析方法,即熵权-TOPSIS法,对多项目优先级评价进行研究。旨在能为企业在多项目管理工作上提供一定帮助。     

Optimizing project selection and scheduling problems with time-dependent resource constraints

This study presents an optimization model using constraint programming (CP) for project selection and scheduling problems with time-dependent resource constraints. A generic model is proposed to maximize the total profit of selected projects for construction and R&D departments given scheduling problems with various resource constraints during specified time intervals, including consumed and renewable resource limitations. Due to different periodical procurement strategies and annual budget concerns, this research considers various practical limitations for scheduling and allocating resources, such as budget limitations and resource constraints. For additional practicality, the optimization model integrates a project selection mechanism, scheduling precedence, and relationships between projects. To illustrate the model capabilities for solving project selection and scheduling problems, the current study presents two scenarios for maximizing profit, including fifteen candidate projects with time-dependent resource constraints. Analysis results demonstrate that the proposed model allows planners to determine an optimal portfolio with specified resource constraints according to various time intervals, and benefits decision-making for project selection and scheduling.     

关键链法在项目进度规划中的应用研究

进度管理是工程管理的一个重要方面。为解决施工过程中由工序混乱、窝工等因素造成的进度拖延,在PERT三点估计的基础上,对关键链法在项目进度管理中的应用进行建模。从工序内部和外部因素分析各工序的不确定性,基于PERT三点估计对关键链缓冲区设置方法进行了改进,使其更加合理实用。并通过Monte Carlo模拟将该方法与改进PERT法进行对比分析,证明该方法能够有效地控制项目进度,确保在要求的工期内有较高的完工概率,验证了该方法的可行性和有效性。