约束理论与关键链在A铁塔厂项目进度管理中的应用研究
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摘要
瓶颈无处不在,项目也不例外。作者从事的电力铁塔项目经常遇到诸多瓶颈因素。技术和资源的瓶颈与冲突的影响,即约束,会导致众多项目延期。项目管理者为了赶工期常常以牺牲产品质量为代价。传统的项目进度管理虽然各项任务均包含大量的安全时间,但众多项目依然延期,主要是由于学生综合症和帕肯森定律的影响。
针对上述问题,本文对传统项目进度管理方法进行评述,并与约束理论和关键链方法进行对比分析。关键链法考虑到工序间的技术约束条件和资源约束条件,采用项目缓冲、输送缓冲和资源缓冲机制来降低项目的不确定因素对项目计划执行的影响。最后,通过铁塔项目的实例分析说明,以约束理论与关键链为代表的方法强调以系统的观点对项目进度进行管理,可以有效地减少不确定因素对项目进度的影响,从而大大地缩短项目工期并能有力保障项目质量。
Bottle-neck exists anywhere, especially in projects. We always undertake many steel tower projects which include many kinds of bottle-neck factors. Due to the impacts of conflicts and these factors of technology and resources, which are called constraints, many projects are postponed. If managers want to finish the project in time, they have to lower quality standards. In traditional project scheduling management, although all tasks of the project have much safety time, but most projects still delay because of the impact of student syndrome and Parkinson’s Law.
Accounting for these problems, we review traditional methods for scheduling management with theory of constraints and critical chain method in contrast. The critical chain method considers both technology constraints and resource constraints among processes. The method lowers uncertainty effect on project plan with time buffers, known as the project buffer, the feeding buffers, and the resource buffer. It is illustrated by an example of real tower that the representative methods, theory of constraints and critical chain, emphasize system viewpoint, which can reduce the impact caused by some uncertain factor, and then reduce project time limit greatly and assure project quality effectively.
针对上述问题,本文对传统项目进度管理方法进行评述,并与约束理论和关键链方法进行对比分析。关键链法考虑到工序间的技术约束条件和资源约束条件,采用项目缓冲、输送缓冲和资源缓冲机制来降低项目的不确定因素对项目计划执行的影响。最后,通过铁塔项目的实例分析说明,以约束理论与关键链为代表的方法强调以系统的观点对项目进度进行管理,可以有效地减少不确定因素对项目进度的影响,从而大大地缩短项目工期并能有力保障项目质量。
Bottle-neck exists anywhere, especially in projects. We always undertake many steel tower projects which include many kinds of bottle-neck factors. Due to the impacts of conflicts and these factors of technology and resources, which are called constraints, many projects are postponed. If managers want to finish the project in time, they have to lower quality standards. In traditional project scheduling management, although all tasks of the project have much safety time, but most projects still delay because of the impact of student syndrome and Parkinson’s Law.
Accounting for these problems, we review traditional methods for scheduling management with theory of constraints and critical chain method in contrast. The critical chain method considers both technology constraints and resource constraints among processes. The method lowers uncertainty effect on project plan with time buffers, known as the project buffer, the feeding buffers, and the resource buffer. It is illustrated by an example of real tower that the representative methods, theory of constraints and critical chain, emphasize system viewpoint, which can reduce the impact caused by some uncertain factor, and then reduce project time limit greatly and assure project quality effectively.
引文
[1]中国电力企业联合会.中国电力企业管理.2006.9/10,总第199/200期
[2]刘振亚.特高压电网.北京:中国经济出版社,2005.9
[3] (美)项目管理学会.项目管理知识体系指南(PMBOK指南).北京:电子工业出版社,2005.1
[4] Eliyahu Goldratt.目标.北京:电子工业出版社,2006.1
[5] Eliyahu Goldratt.关键链-突破项目管理的瓶颈.北京:电子工业出版社,2006.1
[6] Lawrance P.Leach. Critical Chain Project Management. Boston. London: Artech House
[7] P. Barber, C. Tomkins, A. Graves. Decentralized site management: a case study [J], The International Journal of Project Management, 1999,17(2):113-120
[8] S.G.Taylor. Quantifying buffers for project schedules [J], Production and Inventory Management Journal, 1999,40(2):43-47
[9] G K. Rand. Critical chain: the theory of constraints applied to project management[J], international Journal of Project Management, 2000,18:173-177
[10] W. Herroelen, R. Leus. On the merits and pitfalls of critical chain scheduling[J], Journal of Operations Management, 2001,19: 559-577
[11] H. Steyn. An investigation into the fundamentals of critical chain project scheduling[J], International Journal of Project Management 2002,19: 363-369
[12] H. Steyn. Project management applications of the theory of constraints beyond critical chain scheduling[J] , International Journal of Project Management 2002,20:75-80
[13]万伟,蔡晨. TOC及其在项目管理中的运用.中国管理科学,2002,10:155-160
[14]蔡晨,万伟.基于PERT/CPM的关键链管理.中国管理科学,2003,11:35-39
[15]万伟,蔡晨.在单资源约束项目中的关键链管理.中国管理科学,2003,11:70-75
[16]万伟,蔡晨.在两资源约束项目环境中的关键链管理.中国管理科学,2003,11:4-8
[17]刘士新,等.关键链—一种项目计划与调度新方法.控制与决策,2003,18(5):513-516
[18]刘士新,等.资源受限项目调度中缓冲区的设定方法.系统工程学报,2006,21(4):381-386
[19]单泪源,龙颖.一种关键链缓冲机制改进方法及其应用研究.湖南大学工商管理学院
[20]刘国靖.国内装备制造企业推行项目管理的实践思考.www.cccv.cn中国咨询频道2004,4
[21] Graham K.Rand. Critical chain: the theory of constraints applied to project management[J]. International Journal of Project Management. 2000,18:173-177
[22]韩文民,徐小琴.关键链技术及在生产计划中应用问题探讨.商场现代化,2005 (53):19-20
[23] Meade,Rodger. Critical Chain Concepts. Download file on www.scitor.com. Scitor Corporation. January 2000.
[24] Leach L P. Critical Chain Project Management Improves Project Performance [J]. Project Management Journal,1999, 30(2): 39-51.
[25]杨雪松.基于关键链方法的多项目管理.工业工程与管理,2005,2:48-52.
[2]刘振亚.特高压电网.北京:中国经济出版社,2005.9
[3] (美)项目管理学会.项目管理知识体系指南(PMBOK指南).北京:电子工业出版社,2005.1
[4] Eliyahu Goldratt.目标.北京:电子工业出版社,2006.1
[5] Eliyahu Goldratt.关键链-突破项目管理的瓶颈.北京:电子工业出版社,2006.1
[6] Lawrance P.Leach. Critical Chain Project Management. Boston. London: Artech House
[7] P. Barber, C. Tomkins, A. Graves. Decentralized site management: a case study [J], The International Journal of Project Management, 1999,17(2):113-120
[8] S.G.Taylor. Quantifying buffers for project schedules [J], Production and Inventory Management Journal, 1999,40(2):43-47
[9] G K. Rand. Critical chain: the theory of constraints applied to project management[J], international Journal of Project Management, 2000,18:173-177
[10] W. Herroelen, R. Leus. On the merits and pitfalls of critical chain scheduling[J], Journal of Operations Management, 2001,19: 559-577
[11] H. Steyn. An investigation into the fundamentals of critical chain project scheduling[J], International Journal of Project Management 2002,19: 363-369
[12] H. Steyn. Project management applications of the theory of constraints beyond critical chain scheduling[J] , International Journal of Project Management 2002,20:75-80
[13]万伟,蔡晨. TOC及其在项目管理中的运用.中国管理科学,2002,10:155-160
[14]蔡晨,万伟.基于PERT/CPM的关键链管理.中国管理科学,2003,11:35-39
[15]万伟,蔡晨.在单资源约束项目中的关键链管理.中国管理科学,2003,11:70-75
[16]万伟,蔡晨.在两资源约束项目环境中的关键链管理.中国管理科学,2003,11:4-8
[17]刘士新,等.关键链—一种项目计划与调度新方法.控制与决策,2003,18(5):513-516
[18]刘士新,等.资源受限项目调度中缓冲区的设定方法.系统工程学报,2006,21(4):381-386
[19]单泪源,龙颖.一种关键链缓冲机制改进方法及其应用研究.湖南大学工商管理学院
[20]刘国靖.国内装备制造企业推行项目管理的实践思考.www.cccv.cn中国咨询频道2004,4
[21] Graham K.Rand. Critical chain: the theory of constraints applied to project management[J]. International Journal of Project Management. 2000,18:173-177
[22]韩文民,徐小琴.关键链技术及在生产计划中应用问题探讨.商场现代化,2005 (53):19-20
[23] Meade,Rodger. Critical Chain Concepts. Download file on www.scitor.com. Scitor Corporation. January 2000.
[24] Leach L P. Critical Chain Project Management Improves Project Performance [J]. Project Management Journal,1999, 30(2): 39-51.
[25]杨雪松.基于关键链方法的多项目管理.工业工程与管理,2005,2:48-52.