导　　师： 刘勇;党志涛

学科专业： 1201

授予学位： 硕士

作　　者： ;

机构地区： 华南理工大学

摘　　要： 在现代的项目管理中，项目的复杂性、系统性和集成度越来越高，对项目的周期要求越来越短，对项目的成本要求更低，单个项目任务的延误能导致项目整体的延误，造成巨大的人力、物力和财力的巨大浪费，传统的项目管理方法已经不能适应现代项目管理的需要；尤其是在地铁的信号项目管理中，往往由于前序工作的推迟，如拆迁的延缓造成土建工作的推迟，从而导致信号项目不能按照合同要求的拿到要求的设备安装环境，但是整条线路的开通往往由于各个方面的原因不能推迟。 关键路径法开创了项目进度计划编制的新的局面，给项目管理者提供了一种问题解决思路，要重点监控和管理位于关键路径上的关键人物。关键路径法最大的缺陷为只考虑了工序间的逻辑关系和每一道工序的工期，但是没有考虑系统内部的资源约束，同时这种方法也割裂了系统的统一性，使得管理者更看重库布的效益，虽然关键路径法在实际应用中取得了一定效果，但是由于不确定因素的影响及人的心理因素影响导致了很多项目计划并不是最合理的计划。 本文从系统理论的角度分析了传统项目进度管理的不足，对关键链管理进行了深入的分析，提出使用关键链进行项目管理，以便于提高项目进度计划的可靠性、有效性和稳定性。关键链是在约束理论的基础上发展起来的一种项目进度管理方法，它注重项目的系统性，考虑项目进度过程中的资源约束，并对项目人员的心理因素进行了重点考虑，利用插入项目缓冲、输入缓冲和资源缓冲的方法对项目进度进行监控。 本文主要对关键链在单个项目进度管理中的应用进行研究，第一步采用CPM中关键路径的方法找出广佛线信号项目的关键路径，并用科学家管理软件进行关键路径的验证；第二步采用关键路径法和关键链对项目进度计划进行编制；第三步采用缓冲量计算方法，对项目中的关键路径和非关键路径分别匹配项目缓冲（PB）、输入缓冲（FB）和资源缓冲（RB），解决关键链在应用过程中的具体问题。第四步采用实际的应用消耗的人力资源和计划的人力资源比较，再次验证关键链法的可用性。应用结果表明本文提出的基于约束理论的关键链项目进度管理比传统的项目进度管理有更高的可靠性和稳定性。 Projects become more complex、systemic and integration. These modern Projects areasked for shorter project period, less costs and must been finished on time, especially in China.For the modern project management, one task in project delay could affect interrelated taskson supply chain,finnaly, it would conduct a huge human recourse、material and financialwaste, it looks like that the traditional project schedule management methods can NOT fulfilltheses projects any more. In signaling projects, one special case always occurred,pre-condition could not match what contract requirement, like constructions works could notin time because of pulling down the original residence, but passenger operation date wouldnot delay by reasons. The critical path really created a new area. It provides a new methodology in solving theproject controlling and scheduling problems, but this method also have some weakness, whichis less of consideration of the resource restriction. Also less of consideration of the systematiccharacter of the whole project. Therefore, although the critical path method indeed got someperformance, still because of its weakness, it is not the feasible method for the real project. This paper analyzes the traditional project schedule management disadvantagessystematically and research the Critical chain management, suggest applying Critical Chain tocreate project schedule, in order to compensate shortcoming of project schedule managementand advance efficiency、stability and reliability of project schedule planning. Critical Chain isbased on the TOC, and it in view of resource constrains and psychology factors intoconsideration, and makes us of buffering to control the project scheduling. This paper analyzing the Critical Chain’s application in single-project schedulemanagement. First step using critical path found critical path of Guangzhou-Foshan signalingproject and prove by Scientist management software; second step use three time point tocreate critical chain; third step use the buffer to fulfill resource requirement of critical chain;fourth step is using human resource cost record to proven reliability of critical chain. Finallythe results showed that the new scheduling method makes great improvement and CriticalChain is proved to be more reliability and more stability project schedule managementmethod than the traditional method.

关 键 词： 项目进度管理 关键链 约束理论 项目缓冲

分 类 号： [TN911.7]

领　　域： [电子电信] [电子电信]