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研究生： 吳敬賢
Nuntasukasame, Noppadon
論文名稱： 關鍵鏈專案管理中多重專案排程與控制之緩衝管理方法研究
Buffer Management for Multi Project Scheduling and Control in Critical Chain Project Management
指導教授： 余千智
Yu, Chien-Chih
學位類別： 碩士
Master
系所名稱： 商學院 - 資訊管理學系
Department of Management Information System
論文出版年： 2007
畢業學年度： 95
語文別： 英文
論文頁數： 150
中文關鍵詞： 無
外文關鍵詞： Critical chain project management, Multi Project Scheduling, Buffer Management, Capacity constraint buffer, Buffer sizing method
相關次數： 點閱：263  下載：110 
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    Critical Chain Project Management (CCPM) has merged in last few years as a novel approach for managing projects. While there were many previous researches studied CCPM concerning with single project management, but CCPM multi project management was hardly paid attention, especially capacity-constraint buffer sizing approach. However, there were some research papers which examined and illustrated CCPM under multi-project environment; those papers assumed all the subprojects were identical. Despite the fact that such situation is impractical.
    The purpose of this dissertation is to compare Cut and paste method (C&PM) with Root square error method (RSEM) for applying in project buffer, feeding buffer and capacity-constraint buffer sizing and to change some subproject parameters which make an impact on the project schedule for multi-project scheduling.

    Keywords: Critical chain project management, Multi Project Scheduling, Buffer Management, Capacity constraint buffer, Buffer sizing method.

    LIST OF TABLES i
    LIST OF FIGURES ii
    LIST OF SYMBOLS v

    CHAPTER I INTRODUCTION 1

    1.1 Research Background and Motivation 1
    1.2 Research Objective 2
    1.3 Research Scope 3
    1.4 Organization of Dissertation 5

    CHAPTER II LITERATURE REVIEW 6

    2.1 Traditional Project Management 6
    2.1.1 Critical Path Method (CPM) 6
    2.1.2 Program Evaluation and Review Technique (PERT) 6
    2.2 Undesired Effect of Traditional Project Management 8
    2.2.1 Excessive Activity Duration Estimates 8
    2.2.2 Student Syndrome 9
    2.2.3 Parkinson’s Law 10
    2.2.4 Multitasking 10
    2.2.5 No Early Finishes 11
    2.3 Critical Chain Project Management Theories 12
    2.3.1 Theory of Constraints (TOC) 12
    2.3.2 Common and Special Cause Variation 13
    2.3.3 Statistical Laws Governing Common Cause Variation 14
    2.4 Critical Chain Project Management: Single Project Case 15
    2.4.1 Identify the ConstraintCritical Chain 15
    2.4.2 Exploit the ConstraintProject Activity Estimates 17
    2.4.3 Subordinate Everything Else to the Above Decision 18
    2.4.3.1 Subordinate Non Critical Chain Paths 18
    2.4.3.2 Subordinate to The ConstraintProject Buffer (PB) 18
    2.4.3.3 Subordinate Merging PathsFeeding Buffer (FB) 18
    2.4.4 Roadrunner Mentality 19
    2.4.5 Elevate Activity Performance by Eliminating Multitasking 20
    2.4.6 Buffer Management Process 20
    2.4.7 Project Buffer and Feeding Buffer Sizing Approaches 21
    2.4.7.1 Cut and Paste Method (C&PM) 22
    2.4.7.2 Root Square Error Method (RSEM) 22
    2.4.7.3 Buffer sizing in single project case 24
    2.5 Critical Chain Project Management: Multi Project Case 27
    2.5.1 The Impact of Multitasking 27
    2.5.2 Resource Leveling 29
    2.5.3 Resource Buffering 30
    2.5.4 Multi-Project Critical Chain Methodology 30
    2.5.5 Exploit Multi Project Resource Allocation 31
    2.5.6 Buffer sizing in multi project case 32
    CHAPTER III RESEARCH METHODOLOGY 35

    3.1 Research Framework and Model 35
    3.2 Research Methodologies and Tools 36
    3.3 Steps of The Research Process 40
    3.3.1 Set-up of the Computational Experiment 40
    3.3.2 Random Sampling 41
    3.3.3 Data Analysis 44
    3.3.4 Running a One-way Repeated-Measures ANOVA in SPSS 46
    3.4 Expected Research Outcomes 47
    3.5 Research Limitations 48

    CHAPTER IV RESEARCH RESULT 49

    4.1 Special Case (3 subproject) 49
    4.1.1 Case S1: 3 subprojects are identical 49
    4.1.2 Case S2: 3 subprojects are different (subprojects might not be in the same level) 55
    4.2 Case 1-1: The subprojects are identical and low level 84
    4.3 Case 1-2: The subprojects are identical and medium level 92
    4.4 Case 1-3: The subprojects are identical and high level 100
    4.5 Case 2-1:The subprojects are different and low level 108
    4.6 Case 2-2: The subprojects are different and medium level 116
    4.7 Case 2-3:The subprojects are different and high level 124

    CHAPTER V CONCLUSIONS AND FURTHER RESEARCH 132

    5.1 Conclusion 132
    5.2 Further Research 137

    REFERENCES 138

    APPENDIX A : GENERATING PROJECT NETWORK INSTANCES 143

    APPENDIX B : EXAMPLE OF PROGRAM 146

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