传统的项目管理主要起源于建筑行业。今天,项目管理已经广泛应用于航天、国
防、建筑、软件开发、制造业、金融业、保险业等各行各业。
项目时间管理又称为项目进度管理或项目工期管理,是为确保项目按时完工所开
展的一系列管理活动与过程。项目时间管理是项目管理的重要组成部分,是项目成功
的关键因素。
在我国的工程建设项目管理中,进度计划的编制绝大部份使用的是甘特图和关键
路径法(CPM)。但传统的项目管理方法(CPM/PERT)由于只考虑活动间的时间依
赖关系,忽略了活动间的资源约束以及项目实施过程中人的行为因素,因此在实际应
用过程中很难克服多任务以及不确定性因素的影响,计划工期需要不断调整,特别是
对于不确定性的复杂项目,计划工期往往无法实现。
基于约束理论(TOC)的关键链项目管理(CCPM)通过关键链,设置项目缓冲
(PB)、输入缓冲(FB)和资源缓冲(RB),以及对缓冲的管理,克服了传统项目管
理的缺点,对不确定性的复杂项目有着无可比拟的优势,比传统项目时间管理方法大
大缩短了工期。
本文分别对传统的项目时间管理和关键链项目管理(CCPM)进行了介绍,并对
关键链项目管理中缓冲和工期的几种不同的计算方法进行了比较和分析,对国内学者
提出的基于PERT/CPM的缓冲计算方法进行了改进。
本文以X酒店装修改造工程为研究案例,介绍了用传统项目管理方法进行项目
时间管理的全过程,并对该项目时间管理的经验教训进行了总结,找出酒店装修改造
工程关键路径法的局限性,用关键链项目管理(CCPM)方法对X酒店装修改造工程
工期进行了优化,并对关键链法常见的几种工期计算方法,以X酒店装修改造工程
为实例作出了对比和分析,说明了基于PERT/CPM的缓冲计算改进法的合理性以
及优势。
关键词:建设工程;项目时间管理;关键链项目管理;时间优化
Abstract
Traditional project management mainly originated from the construction industry.
Today, project management has been widely used in aerospace, defense, construction, IT,
manufacturing, finance,insurance and so on all walks of life.
Project Time Management,also known as project management or project schedule
progress management is to ensure timely completion of the project carried out a series of
management activities and processes. Project time management is an important part of
project management, is a key factor in project success.
In our construction project management, project schedule for most is using a Gantt
chart and the Critical Path Method (CPM)* But the traditional method of project
management (CPM/PERT) by only considering time dependencies between activities,
ignoring the resource constraints between the activities and project implementation process
factors of human behavior,so it is difficult to overcome in the process of practical
application of multitasking and the influence of uncertainty factors, the need to constantly
adjust plan period and complicated projects, especially for uncertainty planning period
often cannot be achieved.
Based on Theory of Constraints (TOC) of Critical Chain Project Management (CCPM)
by identifying the critical chain,setting up the project buffer (PB), the feeding buffer (FB)
and resource buffer (RB), as well as the management of the buffer, overcomes the
drawback of traditional project management. It has incomparable advantage for the
uncertainty of complex project,and has greatly shortened the time limit than traditional
project management method for a project.
This paper respectively to the traditional project time management and critical chain
project management (CCPM) are introduced, and Buffer in the critical chain project
management and the construction period of several different calculation methods are
compared and analyzed, based on PERT/CPM buffer method put forward by the domestic
scholars is improved.
Based on the case study of X hotel renovation project,this paper introduces the
method of using traditional project management in the whole process of project time
management,summarizes the experience and lessons, finds out the limitations of critical
path method of the hotel renovation project. X hotel renovation project construction period
is optimized with method of critical chain project management (CCPM), several period
calculation method of the critical chain, in X hotel renovation project as an example, are
compared and analyzed, This shows that the improved buffer calculation method based on
the PERT/CPM is reasonable and has an advantage.
Key words: construction project; Project Time Management; Critical Chain Project
Management; time optimization