I 摘要 随着我国社会改革的推进，中美贸易战、科技战加剧，企业在国内和国外的市 场竞争日益激烈。在世界经济整体衰退的大背景下，国家急切需要提升各党政基层 组织提升办事效率，使用信息化技术为企事业单位赋能，帮助企业来完成产业升级， 提升我国企业竞争力。在国家高度重视和政策扶持下，更多的信息化建设项目被提 上日程，鉴于信息化项目自身的特点，传统的项目管理技术也需要随着时代的进步 而改进，以适应软件领域的项目管理。传统的项目管理方法和技术如甘特图、关键 路径法（CPM）和计划评审技术（PERT）等，都有它们各自的优点和缺点，在项 目管理实践过程中使用其优点，规避其缺点进行项目管理。在此基础上，1997 年 以色列学者高德拉特博士提出了关键链管理方法，该方法基于约束理论，考虑项目 中各方面的不确定性，特别是人为导致的不确定性，致力于管理项目中的风险因素， 减少项目中存在的保护时间，解决学生综合症和帕金森定律，确保整个项目能按时 完成，提高软件开发项目的实施效率。 本文将从理论和实践两个方面，从传统项目进度管理方法开始到关键链管理方 法理论，选取各方法的优点，去掉缺点，逐步应用到软件项目进度管理中。在项目 实践中应用甘特图展示项目活动、活动持续时间、活动之间的关系，再运用关键路 径法寻找项目的关键路径；运用关键链管理方法中的约束理论去除项目中保护时 间；使用综合评估法计算项目的缓冲区，减少项目延期的风险；采用 Project2016 软件作为绘制项目甘特图、辅助寻找关键路径、分配项目资源的项目进度管理工具； 最后设置合适的可测量的监控标准对项目进度进行监控，同时给出偏差纠正的方 法。 通过将传统项目进度管理方法与关键链管理方法相结合，应用于软件项目开发 实践中，可以更好对项目进度进行管理，同时预防和处理项目实施过程中的不稳定 因素，保证项目能够按要求完成。本文中将多个理论应用于软件项目进度管理中， 为公司其他项目提供了借鉴，具有较好的实践指导意义。 关键词：关键链，项目进度管理，软件项目管理，进度控制ABSTRACT II ABSTRACT With the advance of China's social reform, the trade war and the science and technology war between China and the United States have intensified, and the market competition between enterprises at home and abroad has become increasingly fierce. In the context of the global economic recession, the country urgently needs to improve the efficiency of all party and government grass-roots organizations, use information technology to empower enterprises and institutions, help enterprises to complete industrial upgrading, and enhance the competitiveness of Chinese enterprises. Under the state's high attention and policy support, more information construction projects have been put on the agenda. In view of the characteristics of information projects themselves, traditional project management technologies also need to be improved with the progress ofThe Times to adapt to the project management in the software field. Traditional project management methods and techniques, such as Gantt chart, Critical Path method (CPM) and PERT, have their own advantages and disadvantages. In the process of project management, their advantages are used and to avoid their disadvantages for project management. On this basis, the 1997 Israeli scholar Dr Goldratt Critical Chain Project Management is proposed, this method is based on the theory of constraints, consider all aspects of the uncertainty in project, especially the uncertainty of man-made, dedicated to themanagement in theproject riskfactors, reducetheprotectionthatexistin theproject time,solvethestudentsyndromeandParkinson's Law,toensurethattheprojectcanfinish, improve the efficiency of the implementation of the software development project. This paper will start from the traditional project schedule management method to Critical Chain Project Management with the two aspects of theory and practice, select the advantages of each method, remove the disadvantages, and gradually apply to the software project schedule management. In project practice, Gantt chart is used to show project activities, activity duration and the relationship among activities, and then the critical path method is used to find the critical path of the project. Using the constraint theory in Critical Chain Project Management to remove the protection time in the project; Use the integrated assessment method to calculate the project buffer to reduce the risk of project delay; Use Project2016 software as a project schedule management tool to draw project Gantt chart, assist in finding critical path, and allocate project resources; Finally,ABSTRACT III appropriatemeasurable monitoringstandardsare set to monitortheprogress oftheproject, and deviation correction methods are given. By combining the traditional project schedule management method with the Critical Chain Project Management and applying it to the software project development practice, the project schedule can be better managed, and the unstable factors in the project implementation process can be prevented and dealt with to ensure that the project can be completed as required. In this paper, several theories are applied to software project schedule management, which provides reference for other projects of the company and has good practical guiding significance. Keywords: Critical Chain Project Management, Project Progress Management, Software Project Management, Schedule Control目录 IV 目录 第一章 绪论.................................................................................................................... 1 1.1 研究背景和意义 ................................................................................................ 1 1.1.1 研究背景................................................................................................... 1 1.1.2 研究意义................................................................................................... 2 1.2 国内外研究现状 ................................................................................................ 3 1.2.1 国外研究现状........................................................................................... 3 1.2.2 国内研究现状........................................................................................... 4 1.3 研究思路和内容 ................................................................................................ 5 1.3.1 研究思路................................................................................................... 5 1.3.2 研究内容................................................................................................... 5 1.4 本章小结 ............................................................................................................ 6 第二章 相关理论和方法基础........................................................................................ 7 2.1 项目管理 ............................................................................................................ 7 2.1.1 项目概述................................................................................................... 7 2.1.2 项目管理概述........................................................................................... 7 2.2 软件项目管理相关理论 .................................................................................... 8 2.2.1 瀑布模型................................................................................................... 8 2.2.2 增量型模型............................................................................................... 9 2.3 项目进度管理 .................................................................................................. 10 2.3.1 项目进度管理概述................................................................................. 10 2.3.2 工作分解结构 WBS................................................................................11 2.3.3 甘特图......................................................................................................11 2.3.4 传统项目进度管理技术..........................................................................11 2.3.5 关键链管理............................................................................................. 16 2.4 本章小结 .........................................................................................................