试析基于关键链方法的多项目协同管理  

Multi-project Collaborative Management Based on Critical Chain Method

作　　者：陈蓉[1] 雷俊花 

机构地区：[1]陕西国防工业职业技术学院,西安710302

出　　处：《价值工程》2017年第21期32-34,共3页Value Engineering

基　　金：基于关键链技术的工程建设项目进度管理方法研究;项目编号:Gfy16-41

摘　　要：在工程项目中,影响工程有效开展并造成工期延误的原因往往不是发生在某一关键施工环节上,很可能是因为不同子项目类似工序使用的设备、技术、人员等方面发生了交集,因此产生冲突与制约,导致工程受阻。因此为保证工程的有效开展,需要对不同子项目进行协同管理。关键链技术是自上世纪末期由以色列管理学大师高德拉特所提出的新型项目进度管理法,此种管理方法正是在传统任务限定的基础上结合了资源约束视角进行工作安排,减少资源争夺,达到多项目协同管理的目的。本文首先就从关键链的基本概念入手,结合工程建设项目的特点,根据有限分配原则对工程子项目间的冲突资源建立系统的分配规则,旨在减少资源冲突的基础上,实现工期的最小化。In the engineering project, the reasons affecting the effective implementation of the project and causing project delay, do not often occur in a key construction link, is probably due to the intersection of different sub-projects like the equipment, technology, personnel and other aspects, resulting in conflict and control, leading to the project blocked. Therefore, in order to ensure the effective implementation of the project, it is necessary to carry out collaborative management of different sub -projects . The critical chain technique is a new project schedule management method proposed by Goldratt, the Israeli management master at the end of the last century. This kind of management method is based on the traditional task which has been limited and combined with resource constraints perspective to take work arrangements, reduce resource contention, and achieve multi-project collaborative management. First of all, from the basic concept of key chain, combined with the characteristics of construction projects, according to limited distribution rule, to establish rules for the allocation of conflict resources in engineering sub-projects, in order to reduce resource conflicts and achieve a minimum of time.

关 键 词：工程项目 关键链 多项目协同管理 优先分配 

分 类 号：F273[经济管理—企业管理]