簡易檢索 / 詳目顯示

回結果列表
研究生： 安潔菈
Lam, Gabriela Elizabeth Andrade
論文名稱： 應用關鍵鏈方法於營建專案管理之研究
Framework for Adapting Critical Chain Methodology to Construction Project Management
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： 2012
畢業學年度： 100
語文別： 英文
論文頁數： 103
外文關鍵詞： critical path method, critical chain, construction project management
相關次數： 點閱：110  下載：1 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • For long time, the construction industry has handled project management under the well-known Critical Path Method (CPM), which was designed to be a comprehensive and easy-to-follow scheduling tool. CPM along with Gantt charts has developed to a point where most construction projects plans are based on it. However, despite of the widespread use of the CPM, construction projects still face the same problematic that has affected them for long time: delays.
    Critical Chain Project Management (CCPM) addresses delays by the means of considering the variability and uncertainty due to the human behavior, against the CPM precepts which considers the manpower productivity to be fixed values, ignoring the fact that human behavior is what impacts –mostly in bad ways- the project performance. Currently, CCPM theory focuses only in time issues and it is intended to be applied to any kind of project. But in order to make this methodology more practical and comprehensive for construction project management, this research presents a framework to adapt CCPM to the scenario of construction, by considering the conditions involved in the planning stage from the point of view of a general contractor, and encouraging subcontractors to adopt the methodology by the incorporation of a bonus system, which works within the project budget constraints, and a penalty system as well, to avoid delays. A case study will be used to show the guidelines described in this framework, to produce a smoother and more practical transition from the CPM to CCPM in construction projects.

    ACKNOWLEDGEMENTS I ABSTRACT II TABLE OF CONTENTS III LIST OF TABLES VI LIST OF FIGURES VII CHAPTER 1 INTRODUCTION 1 1.1 Research background and overview 1 1.2 Motivation of research 2 1.3 Research objectives 3 1.4 Research procedure 4 1.5 Thesis structure 5 CHAPTER 2 LITERATURE REVIEW 7 2.1 Problem Statement 7 2.2 Current scheduling techniques used in construction management 9 2.2.1 Gantt Charts 9 2.2.2 Critical Path Method (CPM) 10 2.3 Critical Chain Project Management (CCPM) 13 2.4 Cost Management in Construction 16 2.5 Summary of the Literature Review 17 CHAPTER 3 RESEARCH METHODOLOGY 19 3.1 Definition of Critical Chain Project Management 19 3.2 Basic factors underlying the theory 19 3.3 Scheduling Process 22 CHAPTER 4 PROPOSED FRAMEWORK 25 4.1 Scope definition and limitations 25 4.2 Research Assumptions 26 4.3 Initial Requirements 27 4.3.1 Defining the goal 28 4.3.2 Work Breakdown Structure as a basis for subcontracting 31 4.4 Shifting from CPM to CCPM: key issues and possible difficulties 33 4.5 Addressing the difficulties faced with human resource 37 4.6 Proposed Strategy: The time-cost trade-off 38 4.6.1 Cost Allocation 41 4.6.2 Bonus System as a tool for adapting Critical Chain 47 4.6.3 Bonus Component 1: the trade-off 48 4.6.4 Project and feeding buffers sizing 55 4.6.5 Bonus Component 2 59 4.6.6 Penalty System 62 4.7 Critical Chain Scheduling Process 62 CHAPTER 5 CASE STUDY 64 5.1 Introduction 64 5.2 Case Study Description 65 5.2.1 Project Scope 66 5.2.2 Budget 67 5.2.3 Time and CPM Schedule 68 5.2.4 Subcontracts division 69 5.3 Bonus Sum for component 1 70 5.4 CPM activities duration per subcontract 70 5.5 Bonus component 1: Time-cost trade-off analysis 72 5.6 Creating the CCPM Schedule 76 5.7 Bonus Component 2 81 5.8 Penalty rate 81 5.9 Results Verification 82 CHAPTER 6 CONCLUSION AND SUGGESTIONS 84 6.1 Conclusions 84 6.2 Future Research 86 REFERENCES 88 APPENDICES 92 Appendix 1: Initial Work Breakdown Structure 92 Appendix 2: Case Study Critical Path Schedule (CPM) 96 Appendix 3: Case study’s lists of activities per subcontract with their original durations (CPM Schedule) 98 Appendix 4: Case study’s lists of reduced durations of activities per subcontract 101

    Bevilacqua, M., Ciarapica, F., & Giacchetta, G. (2009). Critical Chain and risk analysis applied to high-risk industry maintenance: A case study. International Journal of Project Management(27), 419-432.
    Chan, D. W., & Kumaraswamy, M. M. (2002). Compressing Construction Durations: lessons learned from Hong Kong building projects. International Journal of Project Management(20), 23-35.
    Cohen, I., Mandelbaum, A., & Shtub, A. (2004). Multi-project scheduling and control: A process-based comparative study of the critical chain methodology and some alternatives. Project Management Journal, 35(2), 39-50.
    Dilmaghani, F. (2008). Critical Chain Project Management (CCPM) at Bosch Security Systems (CCTV) Eindhoven. Master of Science Thesis. University of Twente.
    Givens Filiatrault, C. L., & Peterson, C. D. (2000). Five behaviors that can reduce schedule risk. Proceedings of the Project Management Institute Annual Seminars & Symposium. Houston, Texas, USA.
    Goldratt, E. M. (1997). Critical Chain. Great Barrington, Massachusetts: The North River Press Publishing Corporation.
    Goldratt, E. M. (2004). The Goal (3rd Revised Edition ed.). Great Barrington, Massachusetts: The North River Press Publishing Corporation.
    Herroelen, W., & Leus, R. (2001). On the merits and pitfalls of critical chain scheduling. Journal of Operations Management(19), 559-577.
    Herroelen, W., Leus, R., & Demeulemeester, E. (2002). Critical Chain Project Scheduling: Do not oversimplify. Project Management Journal, 33(4), 48-60.
    Hinze, J. W. (2008). Construction Planning and Scheduling (Third ed.). Pearson Prentice Hall.
    Kendall, G. I., Pitagorsky, G., & Hulett, D. (2001). Integrating Critical Chain and the PMBOK Guide. International Institute for Learning, Inc., 1-21.
    Leach, L. P. (1999). Critical Chain Project Management Improves Project Performance. Project Management Journal, 30(2), 39-51.
    Leach, L. P. (2005). Critical Chain Project Management (2nd ed.). Boston: Artech House.
    Lechler, T. G., Ronen, B., & Stohr, E. A. (2005). Critical Chain: A new Project Management Paradigm or Old Wine in New Bottles? Engineering Management Journal, 17(4), 45-58.
    Long, N. D., Ogunlana, S., Quang, T., & Lam, K. C. (2004). Large construction projects in developing countries: a case study from Vietnam. International Journal of Project Management(22), 553-561.
    Mansfield, N. R., Ugwu, O., & Doran, T. (1994). Causes of delay and cost overruns in Nigerian construction projects. International Journal of Project Management(12), 254-260.
    O'Brien, J. J., & Plotnick, F. L. (1999). CPM in Construction Management (Fifth ed.). McGraw-Hill, Inc.
    Project Management Institute. (2008). PMBOK Guide (Fourth ed.). Project Management Institute, Inc.
    Rand, G. K. (2000). Critical chain: the theory of constraints applied to project management. International Journal of Project Management(18), 173-177.
    Rogalska, M., & Hejducki, Z. (2007). Time buffers in construction process scheduling. Journal of Civil Engineering and Management, 13(2), 143-148.
    Shou, Y., & Yeo, K. T. (2000). Estimation of project buffers in critical chain project management. International Conference on Management of Innovation and Technology. 1, pp. 162-167. IEEE.
    Steyn, H. (2000). An investigation into the fundamentals of critical chain scheduling. International Journal of Project Management(19), 363-369.
    Steyn, H. (2002). Project management applications of the theory of constraints beyond critical chain scheduling. International Journal of Project Management(20), 75-80.
    Sweis, G., Sweis, R., Abu, H. A., & Shboul, A. (2008). Delays in construction projects: The case of Jordan. International Journal of Project Management(26), 665-674.
    Tukel, O. I., Rom, W. O., & Eksioglu, S. D. (2006). An investigation of buffer sizing techniques in critical chain scheduling. European Journal of Operational Research(172), 401-416.
    Van de Vonder, S., Demeulemeester, E., Herroelen, W., & Leus, R. (2005). The use of buffers in project management: The trade-off between stability and makespan. International Journal of Production Economics(97), 227-240.
    Vrîncuţ, M. (2009). Critical Chain Project Management and the Construction Industry in Romania. Review of International Comparative Management, 10(5), 1060-1067.
    Watson, K. J., Blackstone, J. H., & Gardnier, S. C. (2007). The evolution of a management philosophy: The theory of constraints. Journal of Operations Management(25), 387-402.
    Wei, C.-C., Liu, P.-H., & Tsai, Y.-C. (2002). Resource-constrained project management using enhanced theory of constraint. International Journal of Project Management(20), 561-567.
    Xie, X.-M., Yang, G., & Lin, C. (2010). Software development projects IRSE buffer settings and simulation based on critical chain. The Journal of China Universities of Posts and Telecommunications, 17(Supplement), 100-106.
    Yang, J.-B. (2007). How the Critical Chain Scheduling Method is Working for Construction. Cost Engineering, 49(4), 25-32.

    下載圖示 校內：2017-07-01公開
    校外：2017-07-01公開
    QR CODE