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研究生： 李郁翔
Mixco, Fernando
論文名稱： 結合關鍵鍊、精簡營建、實獲價值的概念建立應用於工程專案線性排程規之規劃與控制架構
Employing the Concepts of Critical Chain, Lean Construction, and Earned Value to Develop the Planning and Control Framework for the Linear Schedule of the Construction Project
指導教授： 馮重偉
Feng, Chung-Wei
學位類別： 碩士
Master
系所名稱： 工學院 - 土木工程學系
Department of Civil Engineering
論文出版年： 2017
畢業學年度： 105
語文別： 英文
論文頁數： 162
外文關鍵詞： Control Points, Cost Buffer, Critical Chain, Earned Value, Feeding Buffer, Lean Construction, Linear Scheduling, Project Buffer
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    • Different methodologies have emerged for effectively planning and controlling a project. The Critical Chain Project Management (CCPM) focuses on eliminating the floats from activities and reallocating them into strategic positions on the critical chain. These time positions are known as “buffers”, and serve as a control mechanism of the project. On the other hand, the Linear Schedule Method (LSM) is developed to prevent delays or bottlenecks for construction projects on which similar construction activities are executed.
    Besides the scheduling approaches, some management strategies have been developed to control a construction project. The Earned Value Management (EVM) is a methodology used to measure the real progress of a project and to integrate the scope, time and cost management. Moreover, the Lean Construction is a methodology designed to produce predictable work flow and rapid learning in scheduling, design, construction and commissioning of projects.
    The reviewed literature shows that some studies have addressed the integration of criticality concepts of CCPM on LSM to define a final linear schedule in the planning phase. However, there is a further need to develop a cost-time management system framework that can control a linear project is within budget and on schedule.
    A framework for developing a planning and executing control mechanism for linear construction projects from the point of view of a general contractor is presented. Initially, CCPM and LSM are integrated in order to create a project buffer able to control the development of the project in terms of time. The project buffer is obtained through the reduction of the duration of some activities belonging to the critical chain. Furthermore, a bonus-penalty system and a cost buffer are included within the framework to encourage subcontractors to reduce their activity durations and to ensure continuity of the work, respectively. In addition, this paper incorporates concepts from Lean Construction and EVM for the purposes of (1) managing construction projects with a higher planning reliability and (2) monitoring and controlling the consumption of project buffer and cost buffer according to established consumption criteria.
    A case study seeks to validate this framework based on demonstrating the way a general contractor can ensure a project is developed under budget and on schedule in all the stages, by controlling and monitoring that subcontractors work as expected.

    AABSTRACT I ACKNOWDLEDGMENTS II CHAPTER 1 INTRODUCTION 1 1.1 Research Background and Overview 1 1.2 Motivation of the research. 2 1.3 Research Proposed Objectives. 3 1.4 Research Procedure. 4 1.5 Thesis Organization 6 CHAPTER 2 LITERATURE REVIEW 7 2.1 Problem Statement 7 2.2Modern Scheduling Techniques in Project Management. 8 2.2.1 Critical Chain Project Management. (CCPM) 8 2.2.2 Linear Scheduling Method (LSM) 9 2.2.3 Integrating CCPM in LSM 11 2.3 Construction Project Management Strategies. 16 2.3.1 Lean Construction. 16 2.3.2 Time-Cost Tradeoff Strategies. 19 2.3.3 Project Monitoring and Controlling Techniques. 22 2.4 Summary of the Literature Review 29 CHAPTER 3 RESEARCH METHODOLOGY 31 3.1 Research Assumptions. 31 3.2 Framework for integrating Lean Construction and Earned Value Concept on integrated CCPM - LSM scheduling. 32 3.2.1 Planning Phase 34 3.2.2 Execution Phase. 50 CHAPTER 4 RESULTS AND VERIFICATIONS 87 4.1 Case Study Description 87 4.1.1 Project Scope 87 4.1.2 Technical Information 88 4.1.3 Budget 89 4.1.4 Trades distribution among subcontractors. 89 4.1.5 Bonus Sum for component 1. 90 4.2. Application of the framework in the planning phase. 92 4.2.1. Step 1: Initial Schedule and Critical Path. 92 4.2.2. Step 2: Set up the bonus-penalty strategies. 100 4.2.3. Step 3.Implementation of the Last Planner System. 101 4.3. Application of framework in the execution phase. 117 4.3.1. Step 1: Compilation and determination of weekly progress. 117 4.3.2. Step 2: Implementation of the controlling process. 125 4.3.3. Step 3: Learning and decision-making process. 141 4.4. Parameter controlling in each project section. 142 4.5. Possible Scenarios at the end of the project. 146 CHAPTER 5 CONCLUSIONS 148 5.1 Conclusions. 148 5.2 Future Research. 151 REFERENCES 152

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